Document Pack (Bookmarked) Council 29 10 25
West Dunbartonshire Council · 29 October 2025
Back to West Dunbartonshire Council — 29 October 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Agenda West Dunbartonshire Council Date: Wednesday, 29 October 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
Page 2
Distribution:- Provost Karen Murray Conaghan Councillor June McKay Councillor James Bollan Councillor John Millar Councillor Kevin Crawford Councillor Lawrence O’Neill Councillor Ian Dickson Councillor Lauren Oxley Councillor Diane Docherty Councillor Chris Pollock Councillor Fiona Hennebry Councillor Martin Rooney Councillor Gurpreet Singh Johal Councillor William Rooney Councillor Daniel Lennie Councillor Gordon Scanlan Councillor David McBride Councillor Hazel Sorrell Councillor Jonathan McColl Councillor Clare Steel Councillor Michelle McGinty Councillor Sophie Traynor Chief Executive Chief Officers Date of issue: 16 October 2025 Audio Streaming Audio recordings of the meeting (including the attendance or contribution of any party participating or making a contribution) will be published on the Council’s website and the Council’s host’s webcast/audio stream platform. You should be aware that the Council is a Data Controller under the General Data Protection Regulation. Data collected during this audio stream will be retained in accordance with the Council’s Privacy Notice* and Retention Schedules including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. Page 2
Page 3
WEST DUNBARTONSHIRE COUNCIL WEDNESDAY, 29 OCTOBER 2025 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on the agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Council is asked to agree that all votes taken during the meeting will be carried out by roll call vote to ensure an accurate record. 5 OPEN FORUM The Council is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETING Submit, for approval as a correct record, the Minutes of Meeting of 11 – 24 West Dunbartonshire Council held on 27 August 2025. 7 MINUTES OF MEETING OF AUDIT COMMITTEE 25 – 28 Submit for information, and where necessary ratification, the Minutes of Meetings of the Audit Committee held on 11 June 2025. 8 MINUTES OF MEETING OF TENDERING COMMITTEE 29 – 31 Submit, for approval as a correct record, the Minutes of Meeting of the Tendering Committee held on 5 June 2024. 9/ Page 3
Page 4
9 GLASGOW CITY REGION CITY DEAL – UPDATE 33 – 36 Submit report by the Chief Officer – Regulatory and Regeneration providing an update on the Exxon Infrastructure Project, and matters being discussed by Glasgow City Region. 10 BLOCK BUILDING INSURANCE SCHEME 37 – 50 Submit report by the Chief Officer – Resources providing an update on the status of the Council’s provision of building insurance to owners of former council houses under the “Right to Buy” Block Building Insurance Scheme and seeking approval of a revised approach to delivering the Scheme. 11 2023/24 ANNUAL EXTERNAL AUDIT REPORT To Follow Submit report by the Chief Officer – Resources:- (a) presenting the 2023/24 Annual Audit Report to Members and Controller of Audit, for the Council, prior to approving the 2023/24 Audited Annual Accounts for the Council; and (b) providing an update on the external audit of the Annual Accounts of the Council for the year ended 31 March 2024. 12 2023/24 AUDITED FINANCIAL STATEMENTS To Follow Submit report by the Chief Officer – Resources providing Members with the opportunity to scrutinise and approve the 2023/24 Audited Annual Accounts for the Council. 13 INTERIM REVIEW OF POLLING DISTRICTS AND POLLING 51 – 78 PLACES 2025 Submit report by the Chief Officer – Regulatory and Regeneration advising of the response to the consultation on the interim review of polling districts and polling places involving the Dumbarton, Kilpatrick, Clydebank Central and Clydebank Waterfront Wards and seeking approval of the final polling scheme. 14 WEST DUNBARTONSHIRE COUNCIL ANNUAL PERFORMANCE 79 – 226 REPORT 2024/25 Submit report by the Chief Officer – Citizen, Culture, & Facilities presenting West Dunbartonshire Council’s Annual Performance Report 2024/25 and supporting performance information. Page 4
Page 5
15 FINANCIAL UPDATE 227 – 240 Submit report by the Chief Officer – Resources providing an update on the financial challenges facing the Council and the estimated 2026/27 to 2029/30 revenue budget gaps. 16 GENERAL SERVICES REVENUE BUDGETARY CONTROL 241 – 268 REPORT TO 31 AUGUST 2025 (PERIOD 5) Submit report by the Chief Officer – Resources advising of the 2025/26 Revenue Budget position at 31 August 2025 and the forecast position of the General Fund Reserve as at 31 March 2026. 17 GENERAL SERVICES CAPITAL BUDGETARY CONTROL 269 – 280 REPORT 2025/26 TO 31 AUGUST 2025 (PERIOD 5) Submit report by the Chief Officer – Resources providing an update on the General Services capital financial performance to 31 August 2025. 18 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 281 – 290 REPORT TO 31 AUGUST 2025 (PERIOD 5) Submit report by the Chief Officer – Resources advising Council of the 2025/26 HRA revenue budget position at 31 August 2025 and the forecast position for HRA reserve on 31 March 2026. 19 HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY 291 – 302 CONTROL REPORT TO 31 AUGUST 2025 (PERIOD 5) Submit report by the Chief Officer – Resources providing an update on the HRA capital programme to 31 August 2025. 20 2024/25 TREASURY MANAGEMENT ANNUAL REPORT 303 – 317 Submit report by the Chief Officer – Resources providing an update on treasury management during 2024/25. 21 BUDGET CONVERSATION 2026/27 – ENGAGEMENT RESULTS 319 – 341 Submit report by the Chief Officer – Citizen, Culture & Facilities providing an overview of the key results and feedback from the recent Budget Conversation 2026/27 engagement. Page 5
Page 6
22 NOTICE OF MOTIONS (a) Motion by Councillor Lauren Oxley – 75 Years of Whitecrook Bowling Club Council notes that September 2025 marked the 75th anniversary of Whitecrook Bowling Club, a much-loved and long-standing part of the Whitecrook community since its establishment in 1950. Council recognises the Club’s significant contribution to local life over the past seven and a half decades. More than simply a place for sport, Whitecrook Bowling Club has served as a cornerstone of community life, providing a welcoming space where people of all ages can come together, build friendships, and take part in shared activities. Council further acknowledges the important role the Club continues to play in tackling loneliness and social isolation within the community. By offering opportunities for connection, recreation, and companionship, the Club helps to improve wellbeing and strengthen the social fabric of the area. Council celebrates this remarkable milestone and extends its sincere congratulations to the members, committee, and volunteers whose hard work and dedication have sustained the Club for 75 years. Council also agrees that the Provost should host a civic afternoon tea in recognition of this anniversary, to formally celebrate the Club’s history and the positive contribution it continues to make to community life. (b) Motion by Councillor Gordon Scanlan – Drumchapel Football Club This motion recognises the achievements and contribution to football of Drumchapel Amateur Football Club in the year of its 75th anniversary. The Club has been a launchpad for careers at the top level of the game and has contributed so much to the local community in Duntocher and beyond. The motion calls on the Provost to celebrate this with a token of appreciation from the Council. (c) Motion by Councillor William Rooney – Kilpatrick Hills Council recognises the importance of net-zero and a resilient energy mix for energy security and economic growth. Council values the Kilpatrick Hills and surrounding green spaces as vital for biodiversity, public access, health, and local identity. Page 6
Page 7
Council notes growing community concern over industrial developments—such as battery energy storage sites—near neighbourhoods, which often lack community benefit and could negatively affect the health and wellbeing of our residents. Council believes individual citizens must be empowered to contribute their views directly and accordingly the Council requests the Chief Officer Regulatory and Regeneration to provide communities with guidance to enable them to effectively represent views from within their communities to the Electricity Consent Unit and relevant Scottish Minister. (d) Motion by Councillor Clare Steel – Acknowledging "Our Voices, Our Stories" – A Youth-Led Project Tackling Poverty Stigma Council recognises the important collaborative work between West Dunbartonshire Citizens Advice Bureau and Pupils at St Peter the Apostle High School in creating the powerful and thought-provoking comic book, Our Voices, Our Stories. This project brings together the lived experiences and creativity of young people to highlight and humanise the realities of poverty in our communities. Through a series of honest and moving stories, the comic book gives voice to those often unheard, challenging the stigma associated with poverty and encouraging empathy, understanding, and action. Council commends both WDCAB & the Pupils, for their innovative and inclusive approach, empowering young people to lead the conversation around social justice and inequality. The comic book serves not only as an educational resource but as a vital tool for advocacy and awareness, and it reflects the values of compassion and community that are essential to addressing poverty in all its forms. Council further agrees to commend the young people and staff involved for their creativity, compassion, and leadership in addressing the realities of poverty. Council recognises the value of Our Voices, Our Stories as an educational and awareness-raising resource and will explore opportunities to share it more widely across the local authority. Council also hopes that other schools will be inspired by this project and supported to undertake similar initiatives that give young people a platform to share their experiences and challenge stigma in their communities. Page 7
Page 8
(e) Motion by Councillor William Rooney – Supporting Movember and Men’s Health in West Dunbartonshire Council notes the impactful work of Movember UK, a charity dedicated to raising awareness of men’s health, which originated from the symbolic act of growing a moustache each November. Key men’s health concerns include mental wellbeing and cancers such as testicular and prostate cancer. Council shares Movember UK’s commitment to improving mental health and strengthening suicide prevention messaging targeted at men throughout our communities. Council notes that testicular cancer often affects men in their early thirties, while prostate cancer remains the most commonly diagnosed cancer among men. Council affirms the importance of raising awareness and ensuring accessible support and information for those affected. In recognition of the volunteers who support Movember UK annual campaign and awareness raising work, the Council requests that we show our support for the charity by turning Council buildings blue on International Men’s Day, recognising the significance of men’s health and wellbeing across West Dunbartonshire. Council also asks that the Chief Executive explores ways that the Council can engage with the organisation to promote men’s health in West Dunbartonshire. (f) Motion by Councillor Gordon Scanlan – Goldenhill Park Along with my Ward colleague, Councillor Lawrence O'Neill, we accepted an invite to tour Goldenhill Park with our local resident and Clydebank Local History Society member, Sam Gibson. For anyone who knows Sam, lately of the Clydebelt Group, they will know that he has a deep knowledge of all things historically within our Ward especially with all of the history of the Roman Fort site within the park. Sam also served his time as an Apprentice within the old Parks Department of Clydebank District Council and worked thereafter across many of our parks – he has a wealth of knowledge on the subject matter and the historical links that should be maintained appropriately. Councillor O’Neill and I spent some time with Sam looking at the park and the history of the Romans and the Antonine Wall, as well as the poor condition of Goldenhill Park relative to the preservation of the Roman Fort site. We have a World Heritage site within West Dunbartonshire and more could and should be done to promote this achievement. A great deal of work, with West Dunbartonshire Council as the Lead Authority, Page 8
Page 9
was undertaken to celebrate the Romans being present within our communities many years ago. I would ask that a Report comes to a future Council meeting looking specifically at what more could be done within Goldenhill Park and indicate whether, given its obvious links to the Roman Fort site and the World Heritage Status conferred on the Antonine Wall, that Goldenhill Park be granted similar park status to Dalmuir Park; Christie Park; Balloch Park and Levengrove Park and what any cost implications of this enhanced status would be needed to allow Members to make an informed decision and improve the condition of Goldenhill Park. (g) Motion by Councillor Kevin Crawford – Recognising the Life and Contribution of Anne “Rose” Jennings Council notes the impactful work of Movember UK, a charity dedicated to raising awareness of men’s health, which originated from the symbolic act of growing a moustache each November. Key men’s health concerns include mental wellbeing and cancers such as testicular and prostate cancer. Council shares Movember UK’s commitment to improving mental health and strengthening suicide prevention messaging targeted at men throughout our communities. Council notes that testicular cancer often affects men in their early thirties, while prostate cancer remains the most commonly diagnosed cancer among men. Council affirms the importance of raising awareness and ensuring accessible support and information for those affected. In recognition of the volunteers who support Movember UK annual campaign and awareness raising work, the Council requests that we show our support for the charity by turning Council buildings blue on International Men’s Day, recognising the significance of men’s health and wellbeing across West Dunbartonshire. Council also asks that the Chief Executive explores ways that the Council can engage with the organisation to promote men’s health in West Dunbartonshire. (h) Motion by Councillor Lauren Oxley – Recognising the Work of Hydra Arts in West Dunbartonshire Council recognises the outstanding contribution of Hydra Arts, a locally based community arts organisation which has been delivering creative, inclusive, and inspiring projects across West Dunbartonshire since 2019. Page 9
Page 10
Council acknowledges that Hydra Arts was founded with a vision to make the arts accessible to everyone - bringing people together, celebrating creativity, and strengthening the sense of community across Bowling, Old Kilpatrick, and beyond. Through its work, the organisation has created spaces where residents of all ages, backgrounds, and abilities can connect, express themselves, and share in collective pride for their community. Projects delivered by Hydra Arts include the Remembering Together memorial project, funded by Greenspace Scotland and the Scottish Government, which offered a powerful and healing way for local people to come together and reflect following the pandemic, and their much-loved annual intergenerational Christmas theatre project, which since 2020 has united local residents aged from three to eighty to create free festive performances that bring joy and togetherness to the community. Hydra Arts has also established a new theatre young company based in Dumbarton, creating opportunities for local young people to develop confidence and creative skills through performance, and produced a new theatre show, Pilgrim. For Pilgrim, a group of young adults from West Dunbartonshire travelled across Europe to the Arctic in September 2024 to create a new piece of theatre inspired by their journey and shared experiences. Most recently, Hydra Arts held the hugely successful Roman Fest event in Old Kilpatrick, which celebrated local Roman history and heritage through art, theatre, and community participation. The event brought hundreds of people together to enjoy free creative activities, and received overwhelmingly positive feedback from residents and visitors who praised its community spirit and inclusive approach. Council further recognises that Hydra Arts has brought around £500,000 of cultural investment into West Dunbartonshire since 2019, supporting employment for local artists and ensuring that creative opportunities remain free and open to everyone. Council commends Hydra Arts for its ongoing dedication to creativity, community, and inclusion, and expresses our sincere appreciation for the organisation’s remarkable contribution to the cultural life and social wellbeing of West Dunbartonshire. 23 DATE OF NEXT MEETING Members are requested to note that the next ordinary meeting of West Dunbartonshire Council is scheduled to be held on Wednesday, 17 December 2025 at 4.00 p.m. Page 10
Page 11
WEST DUNBARTONSHIRE COUNCIL At a Hybrid Meeting of West Dunbartonshire Council held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 27 August 2025 at 4.01 p.m. Present: Provost Karen Murray Conaghan and Councillors Jim Bollan, Ian Dickson, Diane Docherty*, Fiona Hennebry, Gurpreet Singh Johal, Daniel Lennie, David McBride, Jonathan McColl, Michelle McGinty, June McKay, John Millar, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, William Rooney, Gordon Scanlan, Clare Steel* and Sophie Traynor. *Arrived later in the meeting. Attending: Peter Hessett, Chief Executive; Laurence Slavin, Chief Officer – Resources, and Section 95 Officer; Alan Douglas, Chief Officer – Regulatory and Regeneration (Legal Officer); Peter Barry, Chief Officer – Housing; Beth Culshaw, Chief Officer – Health & Social Care Partnership; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Gail Macfarlane, Chief Officer– Roads and Neighbourhood; Lesley James, Head of Children’s Health, Care and Justice Services (Chief Social Work Officer); Victoria Rogers, Chief Officer – People and Technology; Ailsa Dunwoodie, Lead Officer – The Promise; Lauren Crooks, Strategic Communication, Culture and Performance Manager; Michelle Lynn, Asset Manager; Carol Alderson, Finance Manager; Geroge Hawthorn, Manager of Democratic and Registration Services; and Carol-Ann Burns, Senior Democratic Services Officer. Apologies: Apologies for absence were intimated on behalf of Councillors Kevin Crawford and Hazel Sorrell. Provost Karen Murray Conaghan in the Chair STATEMENT BY CHAIR Provost Murray Conaghan advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. ITEM 6 Page 11
Page 12
DECLARATIONS OF INTEREST Councillor Martin Rooney declared an interest in relation to the item under the heading ‘Motion by Councillor Lauren Oxley – Strathclyde Pension Fund - End Investments in Companies Linked to War Crimes in Palestine’ being a member of Strathclyde Pension Board and Committee and intimated that he would leave the meeting and not participate in its consideration. Councillor O’Neill made a transparency statement in relation to the same item, being a current beneficiary of the pension fund, and intimated that he would remain in the meeting and participate in its consideration. RECORDING OF VOTES The Council agreed that all votes taken during the meeting would be carried out by roll call vote to ensure an accurate record. OPEN FORUM The Council noted that no open forum questions had been submitted by members of the public. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of West Dunbartonshire Council held on 18 June 2025 were submitted and approved as a correct record. Note: Councillor Steel entered the meeting at this point. MINUTES OF MEETINGS OF AUDIT COMMITTEE The Minutes of Meetings of the Audit Committee held on 19 February 2025 were submitted and all decisions contained therein were approved. REVIEW OF HYBRID MEETINGS OF COUNCIL AND COMMITTEES A report was submitted by the Chief Officer – Regulatory and Regeneration advising of the current issues relating to the provision of hybrid meetings of Council and its committees and setting out the various options available to the Council. After discussion and having heard the Manager of Democratic and Registration Services and Chief Officer – Regulatory and Regeneration in further explanation and in answer to Members’ questions, Councillor Scanlan moved:- Page 12
Page 13
(1) to approve option 2, subject to a successful trial in August, as detailed in paragraph 5.5 of the report, which involves replacing the old hybrid unit with an up-to-date model at the cost of £4262.44; and (2) to approve the proposal to replace the 28 conference units and microphones, at a cost of £48,436.77. Councillor Bollan, having failed to find a seconder for a proposed amendment, asked for his dissent to be recorded in respect of this item. THE PROMISE A report was submitted by the Head of Children’s Health and Justice (Chief Social Work Officer) providing an overview of the work and ambition in relation to the implementation of The Promise in West Dumbartonshire between 2020-2025. After discussion and having heard the Head of Children’s Health Care and Justice and Lead Officer – The Promise in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note the extensive work taking place across West Dunbartonshire to improve life chances and opportunities for our Care Experienced Young People; (2) to Keep the Promise when involved in decision making, and thinking about changes to policy, asking “what would the impact of decisions be for children, young people and families with care experience?”; and (3) to note that Members would receive an annual update on the implementation of the Promise through an Elected Members’ Briefing. GENERAL SERVICES REVENUE BUDGETARY CONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) A report was submitted by the Chief Officer – Resources advising of the 2025/26 Revenue Budget position at 30 June 2025 and the forecast position of the General Fund Reserve as at 31 March 2025. At this point in the meeting copies of excerpts from the draft Minutes of Meeting of the Infrastructure, Regeneration and Economic Development Committee held on Wednesday, 13 August 2025 concerning the restoration of Greenspace services, was circulated to all those present. After discussion and having heard the Chief Executive and Chief Officers in further explanation and in answer to Members’ questions, Councillor McBride moved:- Council notes that the IRED Committee agreed the reversal of planned savings to Greenspace. Page 13
Page 14
However, as it has budget implications for the General Services Budget, financial approval is required by Council. The Council therefore agrees:- One-Off Costs for the Current year 2025/26 to: • Apply a one-off £140,000 from the General services reserves to fund additional grass cutting capacity over the rest of 2025/26. Recuring costs for financial year 2026/27 to: • Increased grass cutting for 2026/2027 to fund grass cutting services at a cost of £150,000 from the General Fund. • Reinstate twice yearly weed-killer service at a cost of £50,000 to the General Fund. • Retain bedding plants in public parks at a cost of £50,000 to the General Fund. Having heard the Legal officer, the Council agreed to suspend Standing Order 20 in order to allow consideration of a decision of Council made within the last six months. ADJOURNMENT The Provost adjourned the meeting for a short recess. The meeting reconvened at 5.09 p.m. with all those listed in the sederunt present. As an amendment, Councillor Traynor moved:- Council notes with concern the Labour Administration’s Greenspace motion, which proposes to allocate £140,000 of grounds maintenance costs to the Housing Revenue Account in the current year and a further £150,000 in 2026/27. Council recognises that the Housing Revenue Account is already under severe financial pressure, with West Dunbartonshire Council having declared a Housing Emergency in 2024 as a result of the extreme pressures facing housing and homelessness services. Council believes that diverting money ringfenced for housing will only worsen these challenges and exacerbate the crisis, placing an unfair burden on council tenants who may face increased rents as a direct consequence. Council further notes that no consultation has taken place with tenants regarding the use of their rent contributions for general greenspace maintenance, and that the West Dunbartonshire Tenants and Residents Organisation (WDTRO) has expressed clear opposition to these proposals. In light of these concerns, Council does not support use of funds from the Housing Revenue Account for this purpose and agrees to apply a one-off £280,000 from the General Services budget. These funds should be used to Page 14
Page 15
restore additional grass cutting capacity over the rest of the year, and retention of ten seasonal workers to accommodate this. At the 2026/27 budget setting meeting in March 2026 council will have the full facts and figures and can address the green space maintenance for any future years. At this point in the meeting copies of excerpts from the draft Minutes of Meeting of the Housing and Communities Committee held on Wednesday, 20 August 2025 concerning the restoration of Greenspace services, was circulated to all those present. Councillor Singh Johal asked Councillor McBride if he would accept the following addendum to his motion:- Council notes that the Housing and Communities Committee agreed the reversal of the implemented reduction in Open Space Maintenance in Council Housing estates, which was presented in the officers draft HRA budget, that was agreed by Council in March. However, as it has budget implications for the Housing Revenue Account Budget, financial approval is required by Council. Council therefore agrees the following: One-Off Costs for the Current year 2025/26 to: • Apply a one-off £140,000 from the Housing Revenue Account to fund additional grass cutting capacity over the rest of 2025/26. Recuring costs for financial year 2026/27 to: • Increased grass cutting for 2026/2027 to fund grass cutting services at a cost of £150,000 from the Housing Revenue Account. Councillor McBride confirmed his acceptance of the addendum. ADJOURNMENT The Provost adjourned the meeting for a short recess. The meeting reconvened at 6.01 p.m. with all those listed in the sederunt present. Note: Councillor Docherty joined the meeting at this point. As a second amendment, Councillor McColl moved:- Council notes the decisions regarding greenspace services taken at recent IRED and Housing Committees and ratifies all matters requiring Council consent. Page 15
Page 16
A report should be brought at the earliest opportunity, but no later than the 2026/27 budget meeting, to allow elected members to make an informed decision on which budgets should be responsible for funding what work. Officers should also use this time to consult with WDTRO. Until Council has considered that report, Council agrees to fund all costs from the general services account as a temporary measure. Councillor Dickson asked Councillor Traynor if she would accept the following addendum to her amendment:- Amend final part of the sentence in the second last paragraph to include ‘and any other requirements identified by the Chief Officer – Roads and Neighbourhood’ Councillor Traynor confirmed her acceptance of the addendum. Councillor Bollan then seconded Councillor McColl’s second amendment, Councillor Dickson seconded Councillor Traynor’s first amendment with addendum, and Councillor Singh Johal seconded Councillor McBride’s motion with addendum. After debate and having heard from the Chief Executive, Legal Officer and other relevant Officers, on a roll call vote being taken between the first amendment (Councillor Traynor) and the second amendment (Councillor McColl), 11 Members voted for the second amendment, namely Councillors Bollan, Hennebry, Singh Johal, McBride, McColl, McGinty, Millar, O’Neill, Martin Rooney, William Rooney and Steel and 9 Members voted for the first amendment, namely Provost Murray Conaghan and Councillors Dickson, Docherty, Lennie, McKay, Oxley, Pollock, Scanlan and Traynor. The second amendment from Councillor McColl was accordingly declared carried. On a further roll call vote being taken between the amendment (Councillor McColl) and the motion (Councillor McBride), 11 Members voted for the amendment, namely Provost Murray Conaghan and Councillors Bollan, Dickson, Docherty, Lennie, McColl, McKay, Oxley, Pollock, Scanlan and Traynor and 9 Members voted for the motion, namely Councillors Hennebry, Singh Johal, McBride, McGinty, Millar, O’Neill, Martin Rooney, William Rooney, and Steel. The amendment was accordingly declared carried GENERAL SERVICES CAPITAL BUDGETARY CONTROL REPORT 2025/26 TO 30 JUNE 2025 (PERIOD 3) A report was submitted by the Chief Officer – Resources advising of the General Services Capital financial performance to 30 June 2025. After discussion and having heard the Business Partner, Finance in further explanation and in answer to Members’ questions, the Council agreed:- Page 16
Page 17
(1) to note the current position of the 2025/26 General Services capital budget; (2) to approve the additional capital budget of £0.013m in respect of Vale of Leven Cemetery as detailed in Appendix 2 to the report; (3) to approve the revised completion dates in respect of 4 projects detailed in Appendix 2 to the report; (4) to approve the reprofiling of 7 projects in Appendix 3 to the report (£7.118m) over the project life; and (5) to approve £0.150m of additional capital budget for traffic signage and road markings (Para 4.8) to support the enforcement of decriminalised parking enforcement. HOUSING REVENUE ACCOUNT BUDGETARY CONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) A report was submitted by the Chief Officer – Housing advising on the 2025/2026 HRA revenue budget position on 30 June 2025 and the forecast position for HRA reserves on 31 March 2026. Councillor Lennie moved:- Council is concerned that after four week of being out of commission we have no plan nor timescale to reinstate the even numbered lift at crescent court in Dalmuir This situation leaves elderly and disabled residents unable to leave their homes and is unacceptable. Council therefore instructs officers to rectify this situation immediately, should our lift contractor be unable to reinstate the lift within a reasonable time period we need to find another firm to do so. I further ask that letters are sent out this week to every resident in Crescent Court explaining in full the situation as well as any contingency plans for a full breakdown of the lifts The safety of our tenants and residents is paramount and this situation cannot continue unaddressed. ADJOURNMENT The Provost adjourned the meeting for a short recess. The meeting reconvened at 7.06 p.m. with all those listed in the sederunt present. Councillor Singh Johal asked Councillor Lennie if he would accept the following addendum to his amendment:- Page 17
Page 18
Amend third paragraph of the sentence to ‘Council therefore instructs officers to rectify this situation quickly’ Councillor Lennie confirmed his acceptance of the addendum and thereafter the motion with addendum was agreed by the Council. After discussion and having heard the Chief Officer – Housing further explanation and in answer to Members’ questions, the Council further agreed:- (1) to note the HRA revenue account was forecasting a deficit of £0.282m. If required, HRA reserves would be used to fund the adverse variance; (2) to note that the forecast deficit would reduce HRA reserves to £0.329m on 31 March 2026; (3) to note that forecast HRA revenue reserves were less than the HRA revenue prudential target for 31 March 2026 of £1.160m; and (4) to note that work would continue to explore opportunities to remove the in-year deficit and to rebuild reserves, including the targeting of efficiencies across all areas of the HRA revenue account budget. HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARYCONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) A report was submitted by the Chief Officer – Housing providing an update on the HRA capital programme to 30 June 2025. After discussion and having heard the Business Partner, Finance in further explanation and in answer to Members’ questions, the Council agreed:- (1) to note the current position of the 2025/26 HRA capital estimates and the HRA capital plan; (2) to note that in year financial performance would be monitored against a 2025/26 capital expenditure estimate of £55.547m, a 2025/26 capital income estimate of £6.290m, and a forecast borrowing requirement of £49.257m; (3) to note that project life performance will be monitored against a project life expenditure estimate of £345.311m, a project life income estimate of £80.378m, and a five-year borrowing requirement of £264.933m; and (4) to note that at this early stage all projects were on track regarding achieving their planned completion dates and delivering within the updated capital estimate. Page 18
Page 19
VARIATION IN ORDER OF BUSINESS After hearing Provost Murray Conaghan, the Council agreed to vary the order of business as hereinafter minuted. NOTICE OF MOTIONS (e) Motion by Councillor Chris Pollock – Remembering the Accused Witches of West Dunbartonshire Councillor Pollock moved:- Council recognises and commemorates the women and men of this authority area who were accused and persecuted as witches in the 17th century. Remembering the Accused Witches of Scotland is a charity that was established with the aim of promoting and honouring the memory of these individuals that once lived in Scotland. The charity aims to work with the council to teach the stories and history of the accused witches in schools and libraries and where possible a memorial be raised to commemorate the victims. In 2022 The Scottish Government and The Church of Scotland issued apologies over what had happened all those years before. In the 17th century, Dumbarton tolbooth stood near the entrance to the Artizan Centre, directly opposite Quay Street. The execution site is thought to be located behind Church Street in the present council office car park. This area was once where Dumbarton prison stood, with most of the building now long gone. Amateur historian and local resident Louise Wilson has been researching the subject, and her findings show that there were 31 accused of witchcraft in the area. Using accounts held by the library and researching the common good accounts, it was discovered that there were 27 women and 4 men that were persecuted for these supposed crimes. It is important to remember that these people were probably tortured and put through imprisonment before being executed in the majority of cases. There were many reasons a person could be accused of witchcraft including their religion or beliefs and the notion that certain people in the community were devil worshipping, and they had to be identified. Neighbours accusing each other of witchcraft over petty arguments. Missing a church service could have been enough to get the religious zealots to accuse you. The accused were often tied to a stake and strangled before being burned to death and their ashes swept away with no grave marker. The Scottish Witch Trials were a period of intense witch hunting and persecution in Scotland, lasting from the 16th to 18th centuries. They were particularly severe with Scotland executing more witches than most other parts of Europe. An estimated 3,000 to 5,000 people were accused with around 2500 executed this was around five times the European average. Out Page 19
Page 20
of all those accused it thought that around 84% were women reflecting prevalent societal beliefs about women’s susceptibility to the Devil’s influence. Names of the 31 accused witches of West Dunbartonshire- 1624 Jonet MacKinley (executed) Marioun MacLintock (executed) Marioun Fallisdaill (executed) John Taylor (unknown outcome) 1628 Jonet Boyd (executed) Marioun MacLintock (unknown outcome) Janet Weill (unknown outcome) 1629 Janet Donald (executed) Jonet Neill (executed) Margaret Hunter (unknown outcome) 1630 Janet Mitchell (unknown outcome) 1632 Lord John Colquhoun (absconded) Thomas Carlipis (unknown outcome) 1643 Bessie Bargillie (executed) 1649 Margaret Corruith (executed) Jonet Davisonne (executed) Agnes McKen (executed) 1650 Jonet Patersone (executed) Margaret McMurich (executed) Jonet McClintock (unknown outcome) Jonet Colquhoun (executed) Margaret McInlay (executed) Jonet Ewing (executed) Jonet Stewart (unknown outcome) 1656 John McWilliam (executed) 1671 Jonet Howat (unknown outcome) Page 20
Page 21
1677 Margaret Wright (executed) Issobell Laing (executed) Jonet Munn (executed) Margaret Paterson (executed) 1697 Margaret McKillope (executed) The Council agreed the motion. (a) Motion by Councillor Sophie Traynor – Shameless Youth Councillor Traynor moved:- Council recognises the work of the Shameless Youth campaign run by West Dunbartonshire Youth Council (WDYC) in partnership with the NSPCC which looked at promoting useful information and productive conversations which supports young people to understand what healthy relationships and consent online looks like. Council congratulates the young people involved for their dedication to this project and notes the positive impact that they have made within the local community. The Council agreed the motion. (b) Motion by Councillor David McBride – Rename Athletics Facility at Posties Park in Honour of Lachie Stewart Councillor McBride moved:- Council notes with great sadness the recent passing of Lachie Stewart, a proud son of West Dunbartonshire and one of Scotland’s most celebrated athletes. Lachie Stewart rose to international prominence by winning the gold medal in the 10,000 metres at the 1970 Commonwealth Games in Edinburgh, in what remains one of the most iconic moments in Scottish sporting history. He went on to represent Scotland and Great Britain with distinction in multiple major international competitions, including the 1972 Munich Olympics. Council further recognises Lachie’s lasting contribution to Scottish athletics, not only through his remarkable achievements in competition, but also through his continued advocacy for the sport following his retirement. Page 21
Page 22
His legacy continues to inspire new generations of athletes, both locally and nationally. In recognition of Lachie Stewart’s extraordinary sporting accomplishments and his lifelong connection to our community, this Council agrees to: • Formally commemorate Lachie Stewart and acknowledge his contribution to athletics and to West Dunbartonshire; • Agree to rename the recently opened athletics track and field facility at Posties Park in his honour; • Engage with Lachie’s family, local sports organisations, and the wider community to ensure the commemoration is respectful, meaningful, and reflective of his legacy. The Council will meet the small costs of signage from appropriate budgets and consider appropriate logos and the signage should meet the Scottish Parliament requirements of both English and Gaelic. The Council agreed the motion. (c) Motion by Councillor Lauren Oxley – Breastfeeding Friendly Scotland Councillor Oxley moved:- Council notes that 1st to 7th August marked World Breastfeeding Week, an annual opportunity to raise awareness of and celebrate the benefits of breastfeeding for babies, mothers, and families. Breastfeeding provides optimal nutrition, strengthens the immune system, and reduces the risk of infections for infants, while also supporting the health of mothers. It offers additional advantages such as lower costs, convenience, and fostering a strong bond between the mother and child. Despite these benefits, many mothers continue to face barriers to breastfeeding, particularly in public spaces, due to outdated stigmas and attitudes. Council recognises important progress in promoting breastfeeding and reducing inequalities for mothers, including: • The 20th anniversary of the Breastfeeding (Scotland) Act 2005, which protects the right to feed an infant in public spaces. Page 22
Page 23
• The development of the Breastfeeding Friendly Scotland (BFS) Scheme, a free national initiative enabling businesses to signal their premises offer of safe and welcoming environment for breastfeeding. However, Council notes that only 10 premises in Clydebank are currently registered with the BFS scheme, the majority being Council-managed facilities. Council therefore encourages local businesses and community organisations to take a small but significant step and sign up to the scheme, helping to make West Dunbartonshire a more welcoming and supportive place for mothers and families. The Council agreed the motion. DECLARATION OF INTEREST Having earlier declared an interest in the following item of business, Councillor Martin Rooney left the meeting at this point. (d) Motion by Councillor Lauren Oxley – Strathclyde Pension Fund - End Investments in Companies Linked to War Crimes in Palestine Councillor Oxley moved:- Council notes with deep concern the escalating humanitarian crisis in Gaza and the West Bank, and the findings of the United Nations, Amnesty International, and other human rights organisations that Israel’s actions constitute war crimes and serious violations of international law. Since October 2023, the Ministry of Health in Gaza reports that over 58,500 Palestinians have been killed and more than 139,600 injured by Israeli forces. As of 16 July 2025, over 86% of the Gaza Strip falls within Israeli-militarised zones or has been subjected to displacement orders. Gaza now faces an unprecedented humanitarian catastrophe, with over 80% of the population facing food insecurity, and experts warning the region is on the brink of famine, with conditions classified as ‘extreme starvation’. Council understands that the Strathclyde Pension Fund - one of Europe’s largest pension funds with over 277,000 members - continues to invest in companies that supply arms, military technology, or other support used in Israel’s war crimes and violations, including those operating in illegal Israeli settlements in the Occupied Palestinian Territory. Council believes pension funds should not be invested in companies complicit in breaches of international law, particularly amid this ongoing and escalating crisis. Our investments must reflect our commitment to justice, human rights, and ethical governance. Page 23
Page 24
Council therefore asks the Chief Executive to write to the Strathclyde Pension Fund Committee to express our strong condemnation of Israel’s ongoing genocide against the Palestinian people, and to urge the Fund to review its investment portfolio and divest from companies linked to or complicit in Israel’s war crimes and violations of international law. The Council agreed the motion. DATE OF NEXT MEETING Members noted that the next ordinary meeting of West Dunbartonshire Council was scheduled to be held on Wednesday, 29 October 2025 at 4.00 p.m. The meeting closed at 8.05 p.m. Page 24
Page 25
AUDIT COMMITTEE At a Meeting of the Audit Committee held in Civic Space, 16 Church Street, Dumbarton on Wednesday, 11 June 2025 at 2.00 p.m. Present: Provost Karen Murray Conaghan and Councillors Ian Dickson, Fiona Hennebry, John Millar, Martin Rooney, Gordon Scanlan, and Sophie Traynor. Attending: Peter Hessett, Chief Executive; Laurence Slavin, Chief Officer – Resources; Andi Priestman, Shared Service Manager – Audit and Fraud; Julie Slavin, Chief Financial Officer – HSCP; Carol Alderson, Finance Manager; Craig Wilson, Maintenance Manager; Andrew Brown, Senior Education Officer; Tom Reid, External Auditor – Forvis Mazars and Lynn Straker, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Councillor Clare Steel. Councillor Gordon Scanlan in the Chair DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Audit Committee held on 19 February 2025 were submitted and approved as a correct record. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. INTERNAL AUDIT PLAN 2024/25 – PROGRESS TO 30 APRIL 2025 A report was submitted by Chief Officer – Resources advising Members of progress to 30 April 2025 against the Internal Audit Plan for 2024/25. ITEM 7 Page 25
Page 26
After discussion and having heard the Shared Service Manager – Audit and Fraud and the Maintenance Manager in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the content of this report. PUBLIC INTEREST DISCLOSURES AND OTHER INTERNAL AUDIT INVESTIGATIONS 1 NOVEMBER 2024 TO 31 MARCH 2025 A report was submitted by Chief Officer – Resources advising Members of the outcome of investigations into allegations and disclosures in line with public interest disclosure and business irregularities policies received by Internal Audit between 1 November 2024 and 31 March 2025. After discussion and having heard the Shared Service Manager – Audit and Fraud and the Maintenance Manager in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the content of this report. EXTERNAL AUDIT PROGRESS REPORT A report was submitted by Director of External Auditor – Forvis Mazars, providing an update on the External Audit Progress report. After discussion and having heard the External Auditor and Chief Officer - Resources in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the External Audit Progress Report and note the update to the External Audit Strategy and Plan. EXTERNAL AUDIT ENQUIRIES – 2023/24 ACCOUNTS A report was submitted by Chief Officer – Resources informing Members of External Audit’s requirement for the provision of information regarding the Council’s approach to dealing with fraud, litigation, laws and regulations as part of their audit of the Council’s 2023/24 Statement of Accounts and 2023/24 Trust Accounts. After discussion and having heard the Chief Officer - Resources in further explanation of the report and in answer to Members’ questions, the Committee agreed:- (1) to consider the enquiries for those charged with governance for the 2023/24 Council Accounts and 2023/24 Trust Accounts; and (2) to approve the submission of the draft responses set out in Appendix 1 for the Council and appendix 2 for the Trust Funds to the Council’s external auditors. INTERNAL AUDIT ANNUAL REPORT TO 31 MARCH 2025 A report was submitted by Chief Officer – Resources advising Members of the work undertaken by Internal Audit in respect of the 2024/25 Annual Audit Plan and Page 26
Page 27
advising Members of the contents of the Assurance Statement given to Members of West Dunbartonshire Council, the Chief Executive and the Section 95 Officer (Chief Officer - Resources) in support of the Annual Governance Statement. This report outlines how audit assurances are obtained. After discussion and having heard the Chief Executive and the Shared Service Manager – Audit and Fraud in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the contents of this report. ANNUAL REPORT ON THE AUDIT COMMITTEE A report was submitted by Chief Officer – Resources providing Members with the Audit Committee Chair’s 2024/25 Annual Report on the Audit Committee. After discussion and having heard the Shared Service Manager – Audit and Fraud and the Chief Officer - Resources in further explanation of the report and in answer to Members’ questions, the Committee agreed:- (1) to review and endorse the Chair’s Annual Report on the Audit Committee for 2024/25; and (2) that the report should be presented to a future meeting of the Council in line with best practice guidance. REVIEW OF INTERNAL AUDIT CHARTER A report was submitted by Chief Officer – Resources providing Members with the updated Internal Audit Charter (the Charter) for approval. It was noted the Charter defines the terms of reference for the Council’s Internal Audit function to carry out its role to enable the Chief Audit Executive to prepare the annual Internal Audit opinion on the adequacy of the Council’s overall control environment. After discussion and having heard the Shared Service Manager – Audit and Fraud in further explanation of the report, the Committee agreed to approve the revised Internal Audit Charter. CODE OF GOOD GOVERNANCE AND ANNUAL GOVERNANCE STATEMENT 2024/25 A report was submitted by Chief Officer – Resources advising Members of the outcome of the annual self-evaluation undertaken of the Council’s compliance with its Code of Good Governance and inviting Members to consider the Annual Governance Statement that will be published in the Council’s Abstract of Accounts. After discussion and having heard the Shared Service Manager – Audit and Fraud in further explanation of the report, the Committee agreed:- Page 27
Page 28
(1) to note the outcome of the recent self-evaluation process in considering how the Council currently meets the agreed Code of Good Governance, together with the issues identified and improvement actions; and (2) to consider the detail of the Annual Governance Statement and approve the actions identified by management to improve the internal control environment. TREASURY MANAGEMENT STRATEGY AND ANNUAL INVESTMENT STRATEGY A report was submitted by Chief Officer – Resources providing Members with the opportunity to further scrutinise the Treasury Management Strategy Statement and Annual Investment Strategy and the indicators contained within. After discussion and having heard the Finance Manager in further explanation of the report and in answer to Members’ questions, the Committee agreed:- (1) to approve the proposed Treasury Management Strategy Statement and Annual Investment Strategy and the indicators contained within; (2) to approve the continued use of the Asset Life Method (using either annuity or equal instalment) for the repayment of loan fund advances with the exception of spend to save schemes where the funding/income profile method could be used; (3) to approve the ability to continue to use countries with a sovereign rating of AA and above; (4) to note the removal of Lender Option Borrowing Option as an approved source of borrowing; and (5) to note the report will be referred to Audit Committee for further scrutiny. GLOBAL INTERNAL AUDIT STANDARDS A report was submitted by Chief Officer – Resources informing Members of the new Global Internal Audit Standards (UK public sector) that came into effect from 1 April 2025 and internal audit teams in the public sector will be working to implement these new internal audit standards by 31 March 2026. After discussion and having heard the Chief Officer – Resources and the Shared Service Manager – Audit and Fraud in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the contents of this report and note that further update reports will be provided during 2025/26 in relation to the new Global Internal Audit Standards (UK public sector). The meeting closed at 2.58 p.m. Page 28
Page 29
TENDERING COMMITTEE At a Meeting of the Tendering Committee held in the ‘The Bridge’ Meeting Room, Council Offices, 16 Church Street, Dumbarton on Wednesday, 5 June 2024 at 9.17 a.m. Present: Councillors Karen Murray Conaghan, June McKay, John Millar, Lawrence O’Neill, Chris Pollock, Hazel Sorrell and Sophie Traynor. Attending: Laura Adams, and Angus Cameron, Business Partners – Strategic Procurement; Michelle Lynn, Assets Co-ordinator; Kim McCallum, Solicitor; and Lynn Straker, Committee Officer. Apology: An apology for absence was intimated on behalf of Councillor Clare Steel. Councillor June McKay in the Chair DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Tendering Committee held on 15 November 2023 were submitted and approved as a correct record. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. CONTRACT AUTHORISATION REPORT – MAINTENANCE OF FIRE, CCTV AND INTRUDER ALARMS A report was submitted by the Chief Officer – Regulatory and Regeneration seeking approval from the Tendering Committee to conclude the award of the contract for Maintenance of Fire, CCTV and Intruder Alarms. ITEM 8 Page 29
Page 30
After discussion and having heard Ms Adams, Business Partner – Strategic Procurement and the Asset Co-ordinator, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to authorise the Chief Officer – Regulatory and Regeneration to conclude, on behalf of the Council the award of the contract for Maintenance of Fire, CCTV & Intruder Alarms to ADT Fire and Security PLC; and (2) to note: (i) that the contract shall be for a period of two years with the option of a two year extension and at a value of £336,786 inclusive of VAT, over two years and £673,572 inclusive of VAT should the contract be extended; and (ii) that the estimated commencement date of the contract was 6 June 2024. CONTRACT AUTHORISATION REPORT – CONSTRUCTION OF NEW HOUSING AT WILLOX PARK A report was submitted by the Chief Officer – Regulatory and Regeneration seeking the approval of the Tendering Committee to conclude the award of the contract for Construction of New Housing at Willox Park. After discussion and having heard from Ms Adams, Business Partner – Strategic Procurement, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to authorise the Chief Officer - Regulatory and Regeneration to conclude, on behalf of the Council, the award of the Contract for the Construction of New Housing at Willox Park to McTaggart Construction Limited; and (2) to note: (i) that the contract shall be for a period of four years but that the contract shall end on completion of the defects period, which may be before or after the four-year term and at a value of £4,925,850.77 ex VAT over four years; and (ii) that the estimated commencement date was August 2024. CONTRACT AUTHORISATION REPORT – MEASURED TERM CONTRACT FOR SERVICING AND MAINTENANCE OF MECHANICAL INSTALLATIONS AT WEST DUNBARTONSHIRE NON-HOUSING PROPERTIES A report was submitted by the Chief Officer – Regulatory and Regeneration seeking the approval of the Tendering Committee to conclude the award of the contract for Measured Term Contract for Servicing and Maintenance of Mechanical Installations at West Dunbartonshire Non-Housing Properties. After discussion and having heard Ms Adams, Business Partner – Strategic Procurement in further explanation and in answer to Members’ questions, the Committee agreed:- Page 30
Page 31
(1) to authorise the Chief Officer – Regulatory and Regeneration to conclude, on behalf of the Council, the award of the Contract for Measured Term Contract for Servicing and Maintenance of Mechanical Installations at West Dunbartonshire Non-Housing Properties to Valley Group; and (2) to note: (i) that the contract shall be for a period of two years with the option of two 12-month extensions and at a value of £176,343, inclusive of VAT, and £146,952.50, exclusive of VAT, over two years and £352,686, inclusive of VAT, and £293,905, exclusive of VAT, should the contract be extended; and (ii) that the estimated commencement date of the contract was July 2024. DELEGATED AUTHORITY TO APPROVE CONTRACT AWARDS DURING SUMMER RECESS – ST ANDREWS WAY – SUPPORT LIVING SERVICE FOR ADULTS WITH SEVERE, ENDURING AND COMPLEX MENTAL HEALTH CHALLENGES A report was submitted by the Chief Officer – Regulatory and Regeneration advising the Tendering Committee of proposals to approve the award of the contract for the St Andrews Way - supported living service for adults with severe, enduring and complex mental health challenges, as detailed, during the summer recess. After discussion and having heard Mr Cameron, Business Partner – Strategic Procurement, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to grant delegated authority to the Chief Officer – Health and Social Care Partnership, to approve the award of the contract for St Andrews Way - supported living service for adults with severe, enduring and complex mental health challenges, during the summer recess; (2) to authorise the Chief Officer – Regulatory and Regeneration to conclude, on behalf of the Council, the award of the contract for the St Andrews Way – supported living service for adults with severe, enduring and complex mental health challenges; and (3) to note that a report detailing the outcome would be submitted to the next appropriate meeting of the Tendering Committee for noting. The meeting closed at 9.28 a.m. Page 31
Page 32
Page 32
Page 33
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Regulatory and Regeneration Council: 29 October 2025 Subject: Glasgow City Region City Deal - Update 1. Purpose 1.1 To provide an update on the Exxon Infrastructure Project and on matters being discussed by Glasgow City Region. 2. Recommendations 2.1 It is recommended that Council: i) Notes the update on the Exxon Infrastructure Project. ii) Notes the progress of the Glasgow City Region programme. 3. Background 3.1 The Glasgow City Region City Deal Infrastructure programme equates to a £1.13bn investment over the period 2015-2035. Projects are progressing and have reached various stages of development. 4. Main Issues 4.1 This report provides information on City Region progress and includes the latest position on Exxon site infrastructure project development. Exxon Infrastructure Project 4.2 Since reporting to Council on 5 June, the main construction works have continued to progress well and remain on programme. Quarterly newsletters continue to be prepared and shared on the Council’s website with July’s edition now available. 4.3 The marketing approach for the site continues to be progressed and soft market testing is underway. The outcome of this will help inform the Project Board of the best approach to take. A report on this will be brought to a future meeting. 4.4 The western under-bridge pre-construction work started in late April 2025 and is on target for the installation in December 2025. Network Rail have confirmed the earliest alternative date to carry out the eastern overbridge deck demolition is the 22 November 2026. The revised date proposed by Network Rail was considered by the Project Board. The Board asked for opportunities to be considered to secure a possession date closer to the ITEM 9 Page 33
Page 34
original date of 4 April 2026 but none have been identified. Therefore the 22 November 2026 is the agreed date. ‘This date introduces a number of risks as the work will be carried out during winter, when working conditions are more challenging and there is further planned evening works required to safely rebuild the bridge deck. The overall programme completion is not affected at this stage but will need to be closely monitored Glasgow City Region - General Update 4.5 A Glasgow City Region Cabinet Meeting was held on 19 August. Items on the agenda included updates on Investment Zone, the National Wealth Fund and Glasgow City Region Strategic Partnership and the UK Shared Prosperity Fund. 4.6 The Glasgow City Region Investment Zone update paper confirmed a draft of the Gateway 4 submission was submitted to the UK and Scottish Governments on 4 July. The paper also summarised the work undertaken by the region to reduce the overall programme by £40m to meet the £160m funding allocation. This included asking each project bidder to review and reduce their project budget requests . This resulted in a reduction in the overall programme budget to £181.95m. 4.7 To bridge the remaining gap, Scottish Enterprise provided a ‘letter of commitment’ that states their plan to contribute, ‘£22-25m of capital funding from Scottish Enterprise over the next ten years towards gap funding for the six key Investment Zone advanced manufacturing projects’. This commitment has enabled the Glasgow City Region to continue progress towards the final Gateway 4 submission at the end of September 2025. An update on this progress will be presented to a future Council meeting. 4.8 The National Wealth Fund and Glasgow City Region Strategic Partnership update set out the ongoing work to connect regions with central government and industry expertise to help support and unlock private investment and boost local growth. As part of the early work, the Glasgow City Region engaged with member authorities to identify potential projects that could benefit from the National Wealth Fund services. Across the region, 37 projects were presented to the National Wealth Fund to review and prioritise. The following five projects were prioritised for inclusion in the initial pipeline of support: Glasgow City Region Investment Zone Glasgow City Region Electric Vehicle Infrastructure Project Clyde Metro Climate Investment, including low carbon projects in multiple local authorities Clyde Gateway Innovation Project Page 34
Page 35
4.10 The UK Shared Prosperity Fund Update report confirmed the UK government would provide, ‘targeted, long-term local growth funding to support regional growth across the UK, completing the transition from the UK Shared Prosperity Fund.’ The UK Government Spending Review confirmed 2026/27 to 2028/29 funding for Scotland will be at the same level in cash terms as under the UK Shared Prosperity Fund 2025/26. However, it was also confirmed that, in Scotland, there would be two ‘trailblazer’ Plan for Neighbourhoods funding allocations to Glasgow City and Fife. Each receiving £2m/year over a 10-year period. It is expected this funding will be from the Scottish Regional Growth and Devolution (formerly UK Shared Prosperity Fund) allocation. 4.11 In addition, there is expected to be a further 12 neighbourhoods identified by the UK government for the 10 year Plan for Neighbourhoods funding. If this is also taken from the approved budget, this would result in a further £20m/year from Scotland’s overall allocation. The report to the Glasgow City Region Cabinet set out the understanding that the remaining budget will be available for the Pride and Place and Local Growth Fund themes. The paper confirmed this is likely to result in a significant reduction in funding towards wider Economic Development activity. 4.12 All member authorities were asked to consider the impact this reduction in Economic Development funding might have. They collectively reported that over 100 jobs could be lost across internal council departments and partner providers due to the reduced budget. This would likely lead to a loss in capacity and member authorities would be required to reduce key services. 4.13 Glasgow City Region Cabinet was asked to note the potential impact of the planned budget changes, and the Chair of the Cabinet wrote to the Secretary of State for Scotland highlighting the impact on wider economic development activity across the region. An update on Scottish Regional Growth and Devolution (formerly UK Shared Prosperity Fund) will be brought to a future Cabinet meeting. 5. People Implications 5.1 There are several senior officers involved in the Glasgow City Region wider programme as noted at City Region Update paper at Council on 26 August 2021. 6. Financial Implications 6.1 Spend to date on the Exxon Infrastructure Project for financial year 2025/26 is £7.250m. Overall expenditure to date is £18.618m. 7. Risk Analysis 7.1 There are several project risks associated with the development at the Exxon project site, and these are contained within the project risk register Page 35
Page 36
and updated by the Project Board on a regular basis. The Project Board is made up of senior officers from all key services. 8. Equalities Impact Assessment 8.1 Previously completed. No further assessment is needed at this stage. 9. Consultation 9.1 Consultation with all key stakeholders is progressing as we continue to work as part of the Glasgow City Region. 10 Strategic Assessment 10.1 At its meeting on 26 October 2022, the Council agreed that one of its main strategic priorities for the Strategic Plan 2022 - 2027 is ‘A Strong local economy and improved employment opportunities’. 10.2 The proposals within this report are specifically designed to deliver on this priority. Alan Douglas Chief Officer: Regulatory and Regeneration Date: 14 October 2025 Person to Contact: Elaine Troup elaine.troup@west-dunbarton.gov.uk Appendix: None Background Papers: UK Shared Prosperity Fund Report to Housing and Communities Committee 22 August 2022 Glasgow City Region City Deal- Council 13 August 2014. “City Deal Initiative” Clyde Valley Investment Fund-Council 30 April 2014 (Memorandum of Understanding). Clyde Valley Community Planning Partnership – City Deal Initiative – Council 28 August 2013. Wards Affected: All Page 36
Page 37
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Council: 29 October 2025 _______________________________________________________________________________ Subject: Block Building Insurance Scheme 1. Purpose 1.1 This report updates on the status of the Council’s provision of Building insurance to owners of former council houses under the “Right to Buy” Block Building Insurance Scheme, and seeks approval of a revised approach to delivering the Scheme. 2. Recommendations 2.1 It is recommended Members: i) approves the Council continues to administer and deliver the Block Building Insurance Scheme until the expiry of the current insurance policy on 31 March 2028 ii) approves the Council withdraws from the Block Building Insurance Scheme following 31 March 2028 with an exit strategy to be reported to Council by October 2027 iii) note Block Building Insurance Scheme participants will be kept informed of progress on any relevant developments. iv) note a further report will be presented to Council in October 2027, outlining a proposed exit strategy. 3. Background 3.1 The Council procures and administers the ‘Right to Buy’ Block Building Insurance Scheme (the Scheme), which provides Building insurance cover to owners of former council houses purchased under the terms of the Right to Buy legislation. The Scheme applies to all ex-council housing sold under Right to Buy from 1987 onwards in the area of the former Clydebank District Council, and from 1996 onwards in the West Dunbartonshire Council (the Council) area. 3.2 The primary aim of the Scheme is to ensure adequate insurance coverage is in place for privately owned former council properties located in blocks where the Council retains ownership of one or more units (for example, a four-in-a-block where two homes are privately owned and two remain Council owned). In addition to providing homeowners with insurance, the Scheme reduces the financial risk to the Council and other owners in the event of loss or damage, particularly where uninsured losses might create shared liability. 3.3 Historically, the Council has arranged and managed the procurement of the Scheme for privately owned former council properties. In 1987, the ITEM 10 Page 37
Page 38
former Clydebank District Council changed the conditions of sale for Right to Buy properties to require purchasers to participate in the Scheme. Sales completed prior to this change were not subject to this condition. The former Dumbarton District Council did not include any such requirement in its Right to Buy sales. Following local government reorganisation in 1996, all Right to Buy sales made by the Council included the condition that the purchaser must participate in the Scheme. 3.4 At the 24 November 2021 Corporate Services Committee meeting officers were asked to investigate the feasibility of introducing a standardised insurance cover allowing owners to procure their own insurance provided it met Council defined standards. This resulted in a follow-up report to the Committee on 23 February 2022 at which the Committee agreed to continue with the existing approach and maintain Council procurement and administration of the Scheme. 3.5 Any participant may request to opt out of the Scheme, however before granting any request, the Council will assess whether there is a risk of total or uninsured loss that could leave the Council financially liable either through insurance exposure or common property liability. Where the Council retains ownership of any property within the block any request to opt out will be refused. If the Council no longer retains any ownership in a block, individual owners, or all owners collectively, may opt to leave the Scheme. 3.6 The Scheme includes an excess of £0 for standard cover and £50 for accidental damage. Consequently the vast majority of claim costs are covered directly by the insurer. This provides significant value to residents as it offers extensive coverage with minimal out-of-pocket expenses. Comparable individual insurance policies often have higher excesses and premiums. Consequently, participation in the Scheme has historically provided a cost-effective and protective option for homeowners, delivering peace of mind and financial security. 4. Main Issues 4.1 This report has been prepared in response to concerns raised by owner- occupiers and Members regarding the Scheme. The concerns primarily relate to: clarity of responsibilities and obligations under the Scheme scope and detail of insurance cover cost of the policy, particularly a significant increase in 2025/26. These concerns have arisen in the context of a maturing insurance contract, recent claims history, and volatile market conditions, all of which have affected premium levels and insurer appetite. 4.2 The current Scheme contract began on 1 April 2022, with an initial term of three years and an option to extend for a further two years, expiring on 31 March 2027. Page 38
Page 39
4.3 In 2024, following internal consultation with officers from Resources, Housing, and the Council’s insurance broker, discussions took place regarding the proposed two-year extension. Initial projections showed that extending by two years would result in an 85% increase in premiums for owner-occupiers. However, based on advice from the broker, a revised approach was agreed of a three-year extension (to 31 March 2028) which reduced the increase in premiums to 50%. While still significant, this longer-term arrangement offered greater stability, spread cost increases over a longer period, and reduced short-term financial pressure on policyholders. 4.4 The broker’s recommendation to extend the contract for three years was based on the following key considerations: Worsening claims experience including Storm Eowyn (2024/25) and water damage claims (2022/23) which negatively impacted risk profile. Challenging market conditions including inflation, material/labour cost increases, and reduced insurer capacity. Outdated rating structure with 2021 rates no longer reflective of current risks or costs. Short-term extension risks which could result in significant cost volatility or an inability to secure terms in 2027. Limited insurer appetite due to claims history. Forward risk mitigation, locking in rates now may result in more favourable conditions by 2028 if claim performance improves. 4.5 There are presently 4,474 owner-occupiers enrolled in the Scheme. Legal advisors representing purchasers of ex-Council properties are responsible for informing them of the title condition that mandates participation in the Scheme. Additionally, the Council’s Sold Property Team provides purchasers with detailed information on annual costs, including insurance premiums, factor fees, and any other relevant charges. 4.6 A property’s insurance premium is determined by applying the insurance rate per £1,000 to the property's rebuild cost value (calculated per square metre). So even if the insurance rate remains static, premiums can increase annually due to rising rebuild valuations, which are adjusted in line with construction industry price indices. While the overall upward trend continued between 2022 and 2025, the insurance rate remained fixed under a three-year agreement, providing protection to policyholders from rate increases. Consequently the 2025/26 increase, while significant, it reflects cumulative market changes that have not been passed on over the previous three years. If these increases had been applied incrementally over that period, the impact would have been more gradual and less noticeable to policyholders. 4.7 Invoices issued to policyholders comprise the following elements: Insurance premium - calculated using the property's rebuild value and the applicable rate per £1,000. Page 39
Page 40
Insurance Premium Tax - set at 12% by the UK Government. Factor charges - reviewed and set annually by the Council through its budget-setting process. Therefore increases in the total invoice amount are not solely the result of changes to the insurance rate. Instead, they reflect a combination of rising property values, inflationary pressures, and annual uplifts in factor charges all of which would continue to apply even in the absence of the Scheme. 4.8 In 2025/26 the annual premium to the Council for all policy holders for the Scheme amounts to £1.754 million comprising: Insurance Premium - £1.566 million Insurance Premium Tax - £0.188 million Of this the Council has paid £1.362 million directly to the insurer. The remaining £0.392 is retained by the Council to cover the financial risk linked to non-payment by policyholders and Scheme administrative expenses including invoicing, communications with policyholders, annual renewals, and document handling. However this assumes 100% collection of the £1.754 million. The Council takes on the upfront financial responsibility by paying the full premium to the insurer. Policyholders are subsequently invoiced for their individual shares, and in cases of non-payment, the Council’s Corporate Debt Team follows established procedures to recover the outstanding amounts. 4.9 At the most recent renewal, the Scheme’s collection rate was approximately 83%. Based on this collection rate the Council will collect £1.456 million of the total billed £1.754 million which leaves £94,000 for the Council after paying the £1.362 million to the insurer. This £94,000 is to cover the costs of administering the Scheme and managing the financial risk associated with non-payment. It is estimated this funding supports the equivalent of approximately 1.8 full-time equivalent (FTE) positions within the Finance and Sold Property teams. While precise allocation of staff time is not recorded, this estimate reflects the resource requirements necessary to effectively manage the scale and operational demands of the Scheme. 4.10 Due to the Scheme being embedded in the title deeds of ex-Council properties, any exit plan to withdraw or amend it will require a legal review of title conditions, formal notification to all affected scheme members, and possible administrative steps to vary or discharge deed obligations on a case-by-case basis. These legal and operational implications were key considerations in the February 2022 Corporate Services Committee decision to continue the Scheme at that time. However, since that decision, a number of material changes have emerged: Page 40
Page 41
claims experience has worsened increasing the Council’s risk profile insurer appetite has declined with only one tender received during the most recent procurement exercise costs to owner-occupiers have risen significantly due to inflation and the end of the fixed-rate period collection rates remain sub-optimal exacerbating financial risk to the Council the Council’s insurance broker’s advice suggests the Scheme is unlikely to be sustainable beyond the current term. Taken together, these developments have significantly altered the strategic and financial context of the Scheme, strengthening the case for a managed exit upon expiry of the current policy. 4.11 Benchmarking with the other 4 Scottish Councils who operate a similar scheme highlighted key challenges and risks that further support the recommendation to exit the Scheme at the end of the current policy term: The Council has faced a significant premium increase due to adverse claims experience and challenging market conditions, this reflects wider market instability but is exacerbated by local risk factors. The Council’s restrictive opt-out policy, while aligned with other councils, limits flexibility for owners and contributes to administrative complexity and financial risk. Collection rates and cost recovery are consistent with sector norms, but the ongoing risk of non-payment and associated financial exposure remains significant. 4.12 The Council’s brokers have advised there is a limited number of insurers willing to underwrite this type of insurance. This low market interest is likely influenced by the current excess levels and the Council’s recent claims history with 717 claims between April 2022 and May 2025 amounting to a total cost the insurer of £2.3m. This claims experience has directly impacted insurers’ pricing, terms, and overall appetite to continue supporting the Scheme as evidenced by only one tender being received during the most recent procurement exercise. 4.13 If the Council were to withdraw from the Scheme before the expiry of the current contract, financial penalties would apply in addition to forfeiting £2.5m, which is the insurance premium that is paid in advance. The exact amount of any such penalty cannot be confirmed at this stage, as it is dependent on several variable factors including the timing of withdrawal, the value of remaining contractual obligations, and any administrative or notice charges applied by the scheme administrator. Indicative estimates suggest that the cost could be material, and confirmation of the precise figure will be sought should the Council wish to explore withdrawal further. Importantly, early withdrawal is likely to impact existing claims or claims in progress, as the insurer is not obligated to honour claims submitted after cancellation, even if the Page 41
Page 42
incident occurred during the original policy period. The policy wording suggests cancelling the policy will invalidate the insurance meaning there will be no cover for any losses after cancellation even if the incident happened when the policy was in place. However, if a claim has already been made that the insurer has accepted before cancellation, that claim would still be honoured. This presents a significant risk to the Council and policyholders. Additionally, cancellation would trigger complex legal and administrative processes, particularly given that participation in the Scheme is a condition within property title deeds. 4.14 As part of this review officers considered several alternative options but these were ultimately dismissed: Continuing with the current arrangements, , would not address the challenges posed by insurer market limitations or the Council’s claim history. Attempts to re-procure the Scheme under revised terms attracted minimal market interest, resulting in only one tender submission. Proposals to introduce opt-out provisions or outsource insurance and factoring services to external managers were rejected due to legal restrictions and the complexity of implementation. A self-insurance model (i.e. covered by wider Council insurance) is not viable, as owner participation is legally required through title conditions, and all insurance policies incur insurance premium tax. 4.15 It is recommended the Council continues the administration of the Scheme under the current model until 31 March 2028 with a report to be brought back to Council in October 2027 detailing the full exit strategy. 5. People Implications 5.1 There are no significant direct people implications arising from this report, aside from the resource requirements within Regulatory & Regeneration, Resources, and Housing and Employability to effectively implement the future exit strategy. 5.2 The Council currently retains a modest amount of funding to administer the Scheme. It is anticipated that the removal of the Scheme will have staffing implications. Further details regarding the impact of exiting the Scheme will be provided to Council in October 2027. 6. Financial and Procurement Implications 6.1 The cost of the insurance is charged annually to the property owners. As the Council manages and administers the Scheme, it retains a portion of the total premium to cover the associated administrative expenses and the financial risk of non-payment by policyholders. 6.2 The recommended approach is expected to have no material financial implications for the Council. 6.3 There are no procurement recommendations as a result of this report. Page 42
Page 43
7. Risk Analysis 7.1 The houses covered by the current policy were required to accept such a condition as part of the Right to Buy sale from the Council in order to minimise risk to remaining Council housing. The recommended approach maintains this risk mitigation until 31 March 2028. 8. Equalities Impact Assessment (EIA) 8.1 The report does not alter any existing Council policy or pattern of service delivery though to comply with best practice a screening was undertaken which did not highlight any issues. 9. Consultation 9.1 Regulatory & Regeneration, Resources and Housing and Employability have been consulted on the contents of this report. 9.2 If recommendation approved, officers will inform scheme members of the decision and the proposed changes to the policy parameters, including the reasons for these changes. Officers will then proceed with exiting the Scheme at the end of the current policy term. Scheme members will be fully consulted on the exit strategy, with comprehensive information provided to support their transition to alternative insurance arrangements. 10. Strategic Assessment 10.1 In alignment with the Council's Strategic Plan 2022–2027, this report demonstrates that maintaining the Scheme until 31 March 2028 supports the delivery of key priorities: Our Communities – Resilient and Thriving: By ensuring the continued provision of the Scheme, the Council contributes to the resilience and well-being of communities, safeguarding residents' homes and fostering a sense of security. Our Economy – Strong and Flourishing: The Scheme supports economic stability by protecting property values and reducing the financial burden on homeowners, thereby contributing to a flourishing local economy. Our Council – Inclusive and Adaptable: The Council's commitment to administering the Scheme reflects an inclusive approach, ensuring all residents have access to essential services and are supported in adapting to changing circumstances. By continuing the provision of the Scheme, the Council upholds its commitment to these strategic priorities, ensuring the successful delivery of its long-term objectives. Page 43
Page 44
Laurence Slavin Chief Officer – Resources Peter Barry Chief Officer – Housing Date: 30 September 2025 Person to Contact: Michelle Lynn, Asset Manager Email: michelle.lynn@west-dunbarton.gov.uk Alan Young, Housing Asset & Investment Manager Email: alan.young@west-dunbarton.gov.uk Appendices: Appendix 1 – Equalities Impact Assessment Background Papers: Motion by Councillor Martin Rooney – Call for a Review of Sold Property Block Building Insurance: Council 18 June 2025. Report by the Chief Officer Resources – Block Building Insurance: Corporate Services Committee 23 February 2022. Report by the Chief Officer Resources – Block Building Insurance: Corporate Services Committee 24 November 2021. Report by the Strategic Lead for Resources – Block Building Insurance for Privately Owned Ex-Council Properties: Corporate Services Committee 10 August 2016. Wards Affected: All Page 44
Page 45
Assessment No 1339 Owner mlynn2 Resource Regeneration, Environment and Growth Service Regeneration FirstName Surname Job Title Head Officer Michelle Lynn Asset Manager Members Laurence Slavin Chief Officer Resources Peter Barry , Chief Officer Housing Michelle Lynn, Asset Manager Alan Young, Housing Asset & Investment Manager (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Review of Block Buildings Insurance Scheme The aim, objective, purpose and intended out come of policy The aim, objective, purpose and intended outcome of the policy: The aim of the policy is to review and manage the Council’s continued provision of the Right to Buy Block Buildings Insurance Scheme and to plan for its orderly withdrawal by 31 March 2028. The objective is to ensure that the Council meets its financial and administrative responsibilities while providing sufficient time and support for affected homeowners to make alternative insurance arrangements. The intended outcome is a planned and fair exit from the scheme, ensuring homeowners are informed, supported, and able to maintain appropriate buildings insurance through the private market, while the Council focuses on delivering its core statutory functions and achieving best value. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Internal officers and relevant 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) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Current Participants in the Block Buildings Insurance Scheme Who will be/has been involved in the consultation process? Finance and Procurement Services – to review the current policy and assess financial implications. Legal Services – to ensure compliance with contractual and statutory requirements. Housing and Communities Team - in relation to implementation of the recommendations. Appendix 1 Page 45
Page 46
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 homeowners (many Right to Buy participants) may require extra support understanding changes, accessing information, and arranging private insurance. Demographic data shows a significant proportion of Right to Buy owners are aged 60+. Feedback from housing services suggests older owners often contact the Council for assistance with administrative or financial matters. Potential negative impact on older people if communication is not accessible or if they struggle to source affordable insurance. Mitigation: Provide clear, accessible communication (letters, large print, phone helpline, in-person advice). Allow a long lead in period before withdrawal. Disability People with physical or cognitive impairments may need accessible information and additional support to arrange insurance. Local data - around 24% of residents report a long-term health condition or disability (WDC Equality Profile). Potential negative impact. Mitigation: Offer information in accessible formats (Easy Read, Braille, large print). Provide direct assistance via Housing and Citizens Advice partners. Ensure reasonable adjustments in communication. Allow a long lead in period before withdrawal. Gender Reassign No specific needs identified related to the insurance scheme. No evidence of differential impact based on gender reassignment. Neutral impact. Standard equality considerations apply in all communication. Marriage & Civil Partnership Joint property owners may need both names on correspondence or insurance policies. Homeownership data indicates some homes are jointly owned. Low negative impact. Mitigation: Provide flexible timelines and signpost to financial advice if affordability of new insurance becomes an issue.Allow a long lead in period before withdrawal. Pregnancy & Maternity Pregnant women or new parents may experience financial pressures. Socioeconomic data suggests households with young children may face cost-of-living challenges. Low negative impact. Mitigation: Provide flexible timelines and signpost to financial advice if affordability of new insurance becomes an issue. Allow a long lead in period before withdrawal. Page 46
Page 47
Race Some homeowners may have limited English proficiency and require translated materials. WDC Census 2022: approximately 3% of residents identify as belonging to ethnic minority backgrounds. Potential negative impact. Mitigation: Provide translated letters and interpreter access for non-English speakers. Ensure plain language in all communications. Allow a long lead in period before withdrawal. Religion and Belief No direct link between religion and access to insurance, though sensitivity in communication is required. No evidence of differential impact. Neutral impact. Maintain inclusive communication standards. Sex Women, particularly older women living alone, may face barriers in navigating insurance processes or financial matters. may face barriers in navigating insurance processes or financial matters. Local data shows women are more likely to be older lone homeowners. Potential minor negative impact. Mitigation: Provide targeted support for vulnerable homeowners, e.g. drop- in advice, CAB referrals. Allow a long lead in period before withdrawal. Sexual Orientation No specific needs identified. No evidence of differential impact. Neutral impact. Ensure inclusive communication (e.g. gender-neutral language). Human Rights Homeowners have a right to clear information, fair treatment, and protection of property. ECHR Articles 8 & 1 Protocol 1 (respect for home and possessions). Positive impact if transition is managed transparently and fairly. Risk mitigated through open consultation and support. Allow a long lead in period before withdrawal. Health Poor mental or physical health may make dealing with policy changes stressful. Local health data indicates higher rates of long-term illness and mental health issues than national average. Potential negative impact. Mitigation: Clear, step-by-step communication; signposting to wellbeing and advice services. Allow a long lead in period before withdrawal. Social & Economic Impact Low-income homeowners may face affordability issues obtaining private insurance. Right to Buy owners often on fixed incomes or pensions. Local deprivation indicators show some areas of high financial vulnerability. Potential negative impact. Mitigation: Provide early notice, financial advice, and referrals to independent support (CAB, Money Advice). Explore group or brokered insurance guidance. Allow a long lead in period before withdrawal. Page 47
Page 48
Cross Cutting Multiple vulnerabilities (e.g. age + disability + low income). Digital exclusion. Data on digital access and poverty in WDC. Potential negative impact. Mitigation: Non- digital communication channels, personalised support, community engagement. Allow a long lead in period before withdrawal. Page 48
Page 49
Actions Page 49
Page 50
Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. While the withdrawal may negatively impact some groups—particularly older, disabled, and low-income homeowners—the policy will proceed as the scheme is no longer financially or operationally sustainable, nor a statutory requirement. A long lead-in period to 2028 and an exit strategy (by October 2027) will ensure affected owners receive clear communication, accessible information, and support from advice services to minimise adverse impacts. Will the impact of the policy be monitored and reported on an ongoing bases? Yes. The Housing and Finance teams will track engagement with affected homeowners, identify any emerging equality issues, and adjust support measures as needed. A final exit strategy will be presented to Council by October 2027 before the scheme ends in March 2028. Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1139: The recommendation to withdraw from the Block Buildings Insurance Scheme has been reached following review of financial, operational, and equality impacts. While some negative effects are anticipated for older, disabled, and low-income homeowners, these can be mitigated through early communication, accessible support, and partnership working with advice agencies. The policy ensures best value for the Council while maintaining fairness and compliance with equality duties. The responsible officer has reviewed and approved this EIA prior to submission. Page 50
Page 51
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Regulatory and Regeneration Council: 29 October 2025 ___________________________________________________________________ Subject: Interim Review of Polling Districts and Polling Places 2025 1. Purpose 1.1 The purpose of this report is to advise the Council of the response to the consultation on the interim review of polling districts and polling places involving the Dumbarton, Kilpatrick, Clydebank Central and Clydebank Waterfront Wards and to seek approval of the final polling scheme. 2. Recommendations 2.1 It is recommended that the Council agrees: (a) to adopt the changes to the scheme of polling districts and polling places as shown in Appendix 1 as detailed in paragraph 4.8 to this report and to the deletion of polling district DU23C as shown in the maps in Appendix 2; and (b) to grant the Chief Executive delegated authority to vary the polling scheme where an approved polling place is no longer deemed suitable or available and a suitable contingency venue has been identified, where practicable, in consultation with local members. 3. Background 3.1 At its meeting on 18 June 2025, the Council approved the arrangements for conducting the interim review and accordingly copies of the Returning Officer’s representations were sent to the local MP, local MSPs, and a range of local community organisations including those which represent disabled and elderly people, for comment. The consultation was also published in the Council Offices, Church Street and the main libraries in the relevant areas. The deadline for submission of responses was 5 October 2025. 3.2 The review focussed primarily on those areas where the polling places were no longer available to the Council or where issues had been raised at previous elections. The election team also took the opportunity to inspect some other buildings within these districts which previously had not been available for use. Local elected members were invited to comment on these suggestions prior to the Returning Officer publishing his representations as part of the wider public consultation. ITEM 13 Page 51
Page 52
3.3 This interim review focussed on: Bowling Community Hall (DU23D), West Kirk Church Hall (DU13D); Abbotsford Hotel (DU21D); Glenhead Community Centre (KP1C), Onslow Community Hall (CC10C), Parkhall Library (CC6C) and Napier Hall (CW12C). 4. Main Issues Polling Districts 4.1 There has been a small positive change to the boundary between the Clydebank and Milngavie Scottish Parliamentary constituency and Dumbarton Scottish Parliamentary constituency which now aligns the boundary with the Dumbarton Ward boundary line thus removing the need for a separate polling district (DU23C). This resolves what was an anomaly due previous changes to the Ward boundaries. The maps shown in Appendix 2 detail the proposed new boundary for polling district DU23D. Polling Places 4.2 As previously stated, in order to identify the various options which could be considered as part of this review, local members from the Dumbarton, Kilpatrick, Clydebank Central and Clydebank Waterfront Wards were asked to submit their views on some of the initial proposals put forward by the election team and were invited to suggest other alternatives, if any. 4.3 The following issues were raised in respect of the Dumbarton Ward: 4.3.1 Bowling Community Hall (DU23D) – The Council has agreed that the hall be sold or leased in order to achieve a saving and is currently on the market. If leased, the lease will include a clause requiring the hall to be used as a polling place (as has happened in other leased premises). However, there is a risk that the hall could be sold prior to the next election in May 2026 and therefore, alternatives needed to be considered. 4.3.2 West Kirk Church Hall (DU13D) – The Church of Scotland has closed West Kirk Church, but the hall remains available as a polling place until the building is sold or leased to a third party. The Concord Community Centre is the current contingency polling place. 4.3.3 Abbotsford Hotel (DU21D) – this polling place was not used during the Covid pandemic due to space limitations and prior to that time concerns had been expressed about the lighting within the room used for the poll. This was improved by the use of additional lighting supplied by the Council. However, at the recent general election, the hotel increased its price for the hire of the hall which exceeded the amount normally paid to other external venues. Therefore, views were sought on alternative venues including St. Patrick’s Primary School which was used during the Covid pandemic. Page 52
Page 53
4.3.4 Comments were received from elected members from the Dumbarton Ward as follows: Cllr Chris Pollock – For the West Kirk Church Hall I can’t really think of any suitable alternatives in that area. The Concord seems like a suitable option. If Bowling Hall was unable to be used I would say we would need a portacabin with appropriate access. I feel it is unreasonable to ask the whole village to turn out to Milton which is across a busy road and poor public transport links. Is there any space within Bowling Harbour that could be used? Could the Abbotsford be approached and asked to reduce their price as £700 is still better than nothing for them as an unused room. Cllr David McBride – I agree with the election team’s proposals regarding the Abbotsford Hotel. I believe in the other two locations we should hire a temporary Portacabin. Provost Karen Murray Conaghan – I don't believe expecting voters from Bowling to travel to Milton is fair. For those with access to a car it's perhaps more feasible but to get to Milton Hall by bus isn't easy and lots of people prefer to vote in person. It needs to be a temporary portacabin. Westbridgend - I have less of an issue with using the Concord Centre but my preference if West Kirk halls are unavailable is for a portacabin type building. With respect to the Abbotsford, I agree with using the school for planned elections. Has the Crosslet Centre been considered? It is closer to the properties on the other side of the A82 and I think it is fully accessible. 4.4 The following issue was raised in respect of the Kilpatrick Ward: 4.4.1 Glenhead Community Centre – the centre has now been leased and is undergoing a major refurbishment at present. It is not clear whether the works will be completed in time for the Scottish Parliamentary Elections in May 2026, therefore it was proposed that St. Mary’s Primary School be used as a contingency polling place. 4.4.2 The undernoted comments were received from local members serving the Kilpatrick Ward: Cllr Lawrence O’Neill – I am happy to advise that St. Mary’s Primary School would be used as a contingency venue if the aforementioned major works haven’t been completed in time. 4.5 The following issue was raised in respect of the Clydebank Central Ward: 4.5.1 Parkhall Library (CC6C) - Parkhall Library has now closed and is not available as a polling place. It is proposed that the former Parkhall Tenant's Hall (now known as Rose Hall) be designated as the primary polling place for the Parkhall area unless another suitable venue is proposed. Page 53
Page 54
4.5.2 Onslow Road Community Hall (CC10C) - Complaints were received by polling staff on the poor condition of the hall and in particular the toilet and kitchen areas. Following inspection, the election team arranged for these areas to be cleaned during the day of poll and thereafter wrote to the hall keeper about the unacceptable condition of the hall. 4.5.3 The following comments were made by elected members serving the Clydebank Central Ward: Cllr Sophie Traynor – Onslow Road Community Hall - my understanding is that it is part of the lease agreement that the current user group must allow for the space to be used for the elections. There is a real lack of community venues in the Drumry area which may make finding alternative accommodation for this purpose difficult. Personally, I believe that the venue should remain in use as the polling space and the necessary checks happen in advance of the elections. Voters are used to this location being where they go and I would worry that any possible alternative venues will be too “out the way” for many of those living within the South Drumry area which will then discourage them further from going out to vote, especially when this is an area which already has a relatively low turnout compared to other parts of my ward. Further, regarding Parkhall Tenants Hall (Rose Hall) – I feel like this is an appropriate venue for this to take place as it also has disabled access from the Limetree Drive side of the property. 4.6 The following issues were raised in respect of the Clydebank Waterfront Ward: 4.6.1 Napier Hall (CW12C) - Napier Hall is now leased to Old Kilpatrick Community Foodbank and is available for use as a polling place due to a clause in the lease agreement. However, it was apparent at the recent by-election that the amount of space available in the main hall, after furniture was moved to the rear of the hall, was limited and could cause issues at a busier election where there will be higher turnout and an increased number of polling stations in the hall. The election team has suggested that the hall could be used for unplanned by-elections and that Gavinburn Primary School is used for larger planned elections with in-service days. 4.6.2 The undernoted comments were received from members in the Clydebank Waterfront Ward: Councillor Kevin Crawford – I have no objections to the above suggestions. Councillor Lauren Oxley - I am concerned that Napier Hall is being considered unsuitable for use as a polling station for planned elections, particularly given that its continued use formed an important part of the Council’s lease agreement with the Old Kilpatrick Food Parcels (OKFP). Napier Hall has served as a longstanding and well-recognised polling place for residents in Page 54
Page 55
Old Kilpatrick, and I am concerned that the proposal to move to Gavinburn Primary School will present practical and accessibility challenges for voters. One of the key benefits of Napier Hall is its central location as it is situated in the heart of the village and provides a more equal walking distance for the majority of residents. Gavinburn Primary, while nearby, is situated further out and up a gradual hill, creating a more difficult journey for many voters, particularly older residents or those with mobility issues. I would also question whether the reported space limitations at Napier Hall could be addressed more proactively. As the building is still leased by the Council and the lease clause allows for its use during elections, is it not reasonable to expect that OKFP clear out or temporarily store furniture to an agreed standard in advance of elections? Was this not part of the original lease agreement? I am concerned that this could create inequality between groups leasing Council-owned venues which are also designated as polling places. In some cases, organisations will be expected to vacate venues for elections, while in this instance, a more lenient approach appears to be taken. That inconsistency could give rise to confusion and unfairness, and I am worried about the precedent this may set regarding upholding clauses within leases. Furthermore, while I appreciate the desire to avoid disruption to education by utilising in-service days, I have concerns about the inconsistency that this approach may create. Voters may become confused by the change in venue from one election to another and could risk reducing turnout. I have already had some comments about the changes in polling stations from residents in recent elections. Feedback from consultation 4.7 No responses were received from the public or community groups in response to the consultation. Returning Officer’s Comments and Recommendations 4.8 Copies of the layouts for all the proposed polling places above are detailed in Appendix 3 to this report. As Members will be aware, the use of portacabins as polling places is always the last option to be considered in the event that there are no suitable venues available. However, in the case of Bowling Community Hall, given the distances involved and the strong views of local members, the Returning Officer is willing to make an exception in this case. The Returning Officer has also considered local elected members views in relation to the use of the Crosslet Centre as opposed to Abbotsford Hotel or St. Patrick’s Primary School and the continued use of Napier Hall for all future elections. 4.8.1 Bowling Community Hall – continue to use but if the hall is no longer available or suitable, use a portable polling place as an alternative. The election team has identified a suitable public location (car park) within the centre of the village to accommodate a portable polling place. Page 55
Page 56
4.8.2 West Kirk Church Hall – continue to use but if the hall is not available or no longer suitable, use the Concord Community Centre as the contingency polling place. 4.8.3 Abbotsford Hotel (Leven Suite) – use the Crosslet Centre, Crosslet Road, Dumbarton as the main polling place and use St Patrick’s Primary School as the contingency polling place. 4.8.4 Glenhead Community Centre – continue to use as the designated polling place but if not available use St Mary’s Primary School as the contingency polling place. 4.8.5 Onslow Road Community Hall – continue to use, subject to advance inspection and cleaning, if required. 4.8.6 Parkhall Library – use the former Parkhall Tenant’s Hall (Rose Hall) as the primary polling place for the Parkhall area. 4.8.7 Napier Hall - continue to use for all elections and ensure the main hall is cleared to allow sufficient space for four/five polling stations. 4.8.8 Merge polling districts DU23D and DU23C to form new polling district DU23D. See revised map of polling districts (Appendix 2). 5. People Implications 5.1 There are no implications for employees of this Council. 6. Financial and Procurement Implications 6.1 The only elections funded by the Council are the local government elections and any local government by-elections which may occur from time to time. The proposals contained within this report may increase these costs by approximately £4500 as the Council may need to hire a portacabin and ramp for use as polling place In Bowling. 6.2 There are no procurement implications for the Council arising from this report. The portacabin and ramp will be hired and fitted by Building Services. 7. Risk Analysis 7.1 The Council is required to review its polling scheme on a regular basis to ensure it is fit for purpose. Failure to do so could result in reputational damage to the Council. Page 56
Page 57
8. Equalities Impact Assessment (EIA) 8.1 The Council must ensure that, so far as is reasonable and practicable, every polling place within its area is accessible to electors who are disabled. 8.2 An EIA (Appendix 4) was carried out in respect of the proposals and no impacts on equality groups were identified. All proposed polling places have been inspected by members of the election team and all have been assessed as suitable. Although some voters may have to travel further to vote, the above proposals should not prevent anyone from being able to vote regardless of their circumstances as anyone can apply for a postal vote and disabled persons will be also able to appoint a proxy to vote on their behalf, if they so choose. The Returning Officer will ensure that all voters are notified of any changes to their polling place via their poll card which will also contain full information on how to apply for a postal vote or a proxy vote in advance of any forthcoming election or referendum. 9. Consultation 9.1 Officers from legal and finance have been consulted on the content of this report. 9.2 The public consultation process commenced on 25 August 2025 and concluded on 5 October 2025. All comments received from the elected members have been included in this report. There were no comments received from members of public and community groups. 10. Strategic Assessment 10.1 This report does not have a direct impact on the Council’s Strategic priorities. Alan Douglas Chief Officer- Regulatory and Regeneration Date: 6th October 2025 Person to Contact: George Hawthorn, Manager of Democratic and Registration Services, Municipal Buildings, College Street, Dumbarton. Telephone 01389 737204 or e-mail: george.hawthorn@west-dunbarton.gov.uk Appendices: 1. Proposed list of polling places and districts for Dumbarton, Kilpatrick, Clydebank Central and Clydebank Waterfront Wards. 2. Map of changes to polling District DU23D. 3. Layouts of proposed polling places. 4. Equality Impact Assessment Page 57
Page 58
Background Papers: Interim Review of Polling Districts and Polling Places 2025 - Returning Officer’s Representations. Wards Affected: Dumbarton, Kilpatrick, Clydebank Central and Clydebank Waterfront. Page 58
Page 59
Appendix 1 LIST OF PROPOSED POLLING DISTRICTS AND POLLING PLACES 2025 Dumbarton, Kilpatrick, Clydebank Central and Clydebank Waterfront Wards DU13D WEST KIRK CHURCH HALL, Westbridgend, Dumbarton G82 4BP DU14D DALREOCH UNITED FREE CHURCH, 100 Hawthornhill Road, Dumbarton G82 5JB DU15D ST. MICHAEL’S CHURCH HALL, Cardross Road, Dumbarton G82 4JE DU16D WEST DUMBARTON ACTIVITY CENTRE, Ardoch Crescent, Dumbarton G82 3EN DU17D LE12D BRAEHEAD PRIMARY SCHOOL, Meadow Road, Dumbarton G82 2BL DU18D CONCORD COMMUNITY CENTRE, St. Mary’s Way, Dumbarton G82 1LJ DU19D KNOXLAND PRIMARY SCHOOL, Leven Street, Dumbarton G82 1QU DU20D ST. PATRICK’S PRIMARY SCHOOL, Crosslet Road, Dumbarton G82 2LQ Page 59
Page 60
Appendix 1 DU21D CROSSLET CENTRE, 226 Crosslet Road, Dumbarton, G82 2LS DU22D MILTON COMMUNITY HALL, King George’s Field, Milton, Dumbarton G82 2TT DU23D BOWLING COMMUNITY HALL, Dumbarton Road, Bowling G60 5AQ KP1C GLENHEAD COMMUNITY CENTRE, Duntiglennan Road, Duntocher, Clydebank G81 6AF KP2C GOLDENHILL PRIMARY SCHOOL, Stewart Drive, Hardgate, Clydebank G81 6AH KP3C FAIFLEY AND DUNTOCHER PARISH CHURCH HALL, Faifley Road, Clydebank G81 5AR KP4C ST. JOSEPH’S CHURCH HALL, Faifley Road, Clydebank G81 5EZ Page 60
Page 61
Appendix 1 CC5C CW13C DALMUIR BARCLAY CHURCH, 21 Durban Avenue, Clydebank G81 4JL CC6C ROSE HALL, Parkhall Road, Clydebank G81 3LT CC7C ST. STEPHEN’S CHURCH HALL, Park Road, Clydebank G81 3LD CC8C HUB COMMUNITY CENTRE, 405 Kilbowie Road, Clydebank, G81 2TX CC9C ST. EUNAN’S COMMUNITY HALL, Gilmour Street, Clydebank G81 2BW CC10C ONSLOW ROAD COMMUNITY HALL, 137 Onslow Road, Clydebank G81 2PR CC11C LINNVALE PRIMARY SCHOOL, Livingstone Street, Clydebank G81 2RL CW12C NAPIER HALL, 312 Dumbarton Road, Old Kilpatrick, G60 5LW CW14C DALMUIR COMMUNITY CENTRE, Duntocher Road, Clydebank G81 4RQ CW15C WATERFRONT CHURCH HALL, Abbotsford Road, Clydebank G81 1PA Page 61
Page 62
Appendix 1 CW16C ST. MARGARET’S CHURCH HALL, Sinclair Street, Clydebank G81 1AE In the event that the undernoted premises are not available for use as a polling places the Returning Officer proposes that the undernoted venues be used in their place. West Kirk Church Hall Concord Community Centre Bowling Community Hall A portable polling place located in central car park. Glenhead Community Centre St Mary’s Primary School Page 62
Page 63
LE10D KP3C LE12D DU20D DU17D KP1C KP2C CC5C CC6C CW12C DU23D DU22D DU21D LE11D DU18D DU19D Polling Districts and Polling Places Polling District 05/08/2025 0 0.6 1.20.3 mi 0 1 20.5 km 1:35,605 Appendix 2 Page 63
Page 64
LO2D LO3D LE6D LE10D DU16D DU15D KP4C KP3C CW13C CW14C CC7C DU14D LO1D CC8C LE12D DU20D DU17D KP1C CC9C KP2C CC10C CC11C CW16C CW15C LE5D LE8D LE7D CC5C DU13D CC6C LO4D CW12C DU23D DU22D DU21DLE9D LE11D DU18D DU19D Polling Districts and Polling Places Polling District 05/08/2025 0 1.5 30.75 mi 0 2.5 51.25 km 1:101,053 Appendix 2 Page 64
Page 65
Polling Place – DU23C & DU23D Keyholder Stations/Locations: Qty. Booths Ballot Boxes Master Board(s) Way In Signs Direction Arrows Key Master Board M Ballot Boxes Booth Table Special Arrangements Updated by: Date: Way In Signs Bowling Community Hall Dumbarton Road Bowling 1 1 1 4 4 Arrows Election Team W W M 1 in main hall W PO Fix ‘Way In’ signs to external fencing. 2025 REVIEW OF POLLING DISTRICT AND POLLING PLACES August 2025 Appendix 3 Page 65
Page 66
Polling Place DU23C/ DU23D Contact Name/No. Stations/Locations: Qty. Booths Ballot Boxes Master Board(s) Way In Signs Direction Arrows Key Master Board M Ballot Boxes Booth Table Special Arrangements Updated by: Date: Way In Signs W 1 Election Team 2 2 1 Arrows 1 Station 1 M Special arrangements Ensure ramp in place for access to portakabin. ‘A’ - site A-frame with ‘Way In’ and polling station sign W Bowling Portakabin in Council owned carpark adjacent to Scott Avenue, Bowling ‘A’ frames 1 A 2025 REVIEW OF POLLING DISTRICT AND POLLING PLACES August 2025 1 Kitchen Toilet Ramp Page 66
Page 67
Polling Place – DU13D Contact Name/No. Stations: Qty. Booths Ballot Boxes Master Board(s) Street Direction Way In Signs Direction Arrows Key Master Board M Ballot Boxes Booth Table Updated by: Date: Way In Signs W Arrows RAMP Kitchen Toilets Temporary ramp required. Church has one on site West Kirk Church Hall Westbridgend Dumbarton G82 4BP 1 1 1 4 4 M 1 Notes: W W Election team 2025 REVIEW OF POLLING DISTRICT AND POLLING PLACES August 2025 1 Page 67
Page 68
Polling Place DU21D Contact Name/No. Stations/Locations: Qty. Booths Ballot Boxes Master Board(s) Street Direction Way In Signs Direction Arrows Key Master Board M Special Arrangements Updated by: Date: 3 3 Election Team 4 4 2 1 August 2025 W M Crosslet Centre 226 Crosslet Road Dumbarton 3 Station 1 Ramp W W Café/kitchen Station 2 Signage for disabled parking. Temp flooring covering for main hall Parking for staff at the rear 2025 REVIEW OF POLLING DISTRICT AND POLLING PLACES Arrows Way In Signs W Ballot Boxes Booth Table Station 3 Page 68
Page 69
Polling Place KP1C Keyholder No. of stations Qty. Booths Ballot Boxes Master Board(s) Way In /Out Signs Arrows Notes Updated by: Date: 4 4 Election Team 6 3 1 August 2025 M4 in Main Hall Station 3 Station 4 Glenhead Community Centre Duntiglennan Road Clydebank Station 2 Station 1 W W DISABLED RAMP 2025 REVIEW OF POLLING DISTRICT AND POLLING PLACES WAY IN/OUT WAY IN/ OUT KEY Master Board - M Arrows Way In Signs W Ballot Boxes Booth Table Page 69
Page 70
Polling Place – CC10C Contact Name/No. Stations/Locations: Qty. Booths Ballot Boxes Master Board(s) Way In Signs Direction Arrows Key Master Board M Ballot Boxes Booth Table Special Arrangements Updated by: Date: Way In Signs W 2 3 1 2 2 Election Team Onslow Road Community Hall 137 Onslow Road Clydebank G81 2PR 3 ArrowsKitchen Office Toilets W M W Station 3 Station 1 2025 REVIEW OF POLLING DISTRICT AND POLLING PLACES August 2025 A frame and parking cone required for Disabled parking Station 2 Page 70
Page 71
Polling Place CC6C Keyholder Stations/Locations: Qty. Booths Ballot Boxes Master Board(s) Way In/outSigns Direction Arrows Notes Updated by: Date: 2 2 2 1 8 10 Building Services Provide signage/cones for disabled parking at rear of building. PO1 A frame - Disabled access sign via rear door display way in sign and directional arrows to be displayed in corridor Rose Hall 2A Parkhall Road Clydebank G81 3RJ MWAY IN/OUT DISABLED WAY IN/OUT Election Team August 2025 STATION 1 STATION 2 KEY Master Board - M Arrows Way In Signs W Ballot Boxes Booth Table 2025 REVIEW OF POLLING DISTRICT AND POLLING PLACES Page 71
Page 72
Polling Place – CW12C Contact Name/No. Stations/Locations: Qty. Booths Ballot Boxes Master Board(s) Polling Place Way In Signs Direction Arrows Key Master Board M Ballot Boxes Booth Table Special Arrangements Updated by: Date: Way In Signs W 5 Election Team 1 5 Arrows W M Station 1 W 5 4 2 Napier Hall 312 Dumbarton Road Old Kilpatrick G60 5JH 2025 REVIEW OF POLLING DISTRICT AND POLLING PLACES Station 2 A frame to indicate disabled parking A frame to indicate polling station Full hall requires to be fully cleared by hall staff August 2025 Toilets Kitchen Storage area Station 5 Station 3 Station 4 Page 72
Page 73
Polling Place – DU18D Keyholder Stations/Locations: Qty. Booths Ballot Boxes Master Board(s) Way In Signs Direction Arrows Key Master Board M Ballot Boxes Booth Table Special Arrangements Updated by: Date: Way In Signs Concord Centre St. Mary’s Way Dumbarton 2 2 1 3 2 Arrows Election Team 2 in GP suite W W Ramp Office Denny Civic Theatre S E R V E R Y M W W 2025 INTERIM REVIEW OF POLLING DISTRICT AND POLLING PLACES August 2025 For UK General election seating/tables required for 2 x PC and 1 x PO at each station Page 73
Page 74
Assessment No 1334 Owner GHAWTHORN Resource Transformation Service Regulatory FirstName Surname Job Title Head Officer George Hawthorn Manager of Democratic and Registration Services Members Alan Douglas (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Interim Review of Polling Districts and Polling Places The aim, objective, purpose and intended out come of policy Report on review those polling districts where polling places are no longer available to the Council and those where issues were raised at previous elections. To seek approval of the final polling scheme. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. All community groups and equality groups in the relevant areas of West Dunbartonshire, elected members, local MSPs, MP, were consulted directly and members of the public were invited to comment on notices in libraries, council offices and the council website. 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 persons entitled to vote in those polling places affected by the review. Who will be/has been involved in the consultation process? All community groups and equality groups in the relevant areas of West Dunbartonshire, elected members, local MP and MSPs were consulted directly and members of the public were invited to comment on notices in libraries, council offices and the council website. Appendix 4 Page 74
Page 75
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 persons, including older people, should be able to vote in person at a polling place if they so choose and are fit enough to do so. All polling places should be accessible to wheelchair users i.e should be level or have access via ramps. No adverse comments received from any elderly group. Most polling districts have their own polling place located within their boundary thus reducing distance to travel. Voters have option to vote by proxy or by post. Neutral impact. No new polling place will be introduced unless the existing place is not available. All permanent contingency polling places referred to in the report have been assessed and are accessible. Voters have option to vote by post or proxy. Disability All persons, including disabled people, should be able to vote in person at a polling place if they so choose and are fit enough to do so. All polling places should be accessible to wheelchair users i.e. should be level or have access via ramps. No adverse comments received from any disabled group or WD Access Panel. Most polling districts have their own polling place located within their boundary thus reducing distance to travel. Voters can opt to vote by post or proxy. Neutral impact. No new polling place will be introduced unless existing place is not available. All permanent contingency polling places have been assessed and are accessible. Voters have option to vote by post or proxy. Gender Reassign All polling places will have either a private room or privacy screen to allow private discussions if need be. Voters can also choose to vote by post or proxy. Arrangements are accessible Neutral impact Marriage & Civil Partnership No needs different to those under other headings No evidence of different needs Neutral impact Pregnancy & Maternity Cross cuts will sex Cross cuts with sex Neutral Impact Race All persons of all ethnic groups should be able to vote in person at a polling place if eligible and if they so choose. All polling places will have translations of key voting instructions available to assist those who cannot read Englssh. No adverse comments were received from any ethnic minority group on the Council's list of equality groups. Neutral impact Religion and Belief All polling places will have either a private room or privacy screen to allow a person to remove a face covering to be identified at UK elections. Voters can also choose to vote by post or proxy. No adverse comments were received from any group on the Council's list of equality groups. Neutral impact Sex Needs to be accessibile to all Arrangements are accessible to those pushing buggys etc. Neutral impact Page 75
Page 76
Sexual Orientation No needs different to those under other headings No evidence of different needs Neutral impact Human Rights All persons who meet the criteria have the right to vote. There are no barriers to voting other than those contained in statute i.e. election franchise. Neutral impact Health All persons, including those in poor health, should be able to vote in person at a polling place if they so choose and are fit enough to do so. All polling places should be accessible to wheelchair users i.e. should be level or have access via ramps. Voters can opt to vote by proxy or by post. No adverse comments received from any group or individual concerning health being a barrier to vote in person. Neutral impact Social & Economic Impact All persons including those on low incomes should be able to vote in person at a polling place if they so choose. No adverse comments received. Most polling districts have their own polling place located within its boundary thus reducing distance to travel. Voters have option to vote by proxy or by post at no additional cost if they cannot afford to travel to their nearest polling place. Neutral impact Cross Cutting Important to assess any elements which through cross cutting may magnify any impacts. Scottish Consumer Duty: We have screened for relevance to the Duty and concluded that there nothing that might be relevant that it is not already addressed in this impact assessment. Given that the impacts across all areas are neutral, unlikely that there will be any cross cutting effects. Staff at all polling stations, will receive appropriate training and support on accessibility. Neutral impact Page 76
Page 77
Actions Page 77
Page 78
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 bases? The polling scheme is reviewed on a regular basis and any permanent changes to the scheme are subject to a public consultation exercise and must be suitable and accessible to all. Staff at all polling stations, will receive appropriate training and support on accessibility. Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1134: No negative impacts for any protected group or in any of the other areas we assess are anticipated. The proposed changes to the polling scheme have been subject to a public consultation involving equality groups in West Dunbartonshire. No new polling places will be added to the scheme unless existing places are unavailable for use. All new polling places will be subject to inspection by the election office and only recommended for use if accessible and fit for purpose. Page 78
Page 79
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Citizen, Culture, & Facilities West Dunbartonshire Council – 29 October 2025 Subject: West Dunbartonshire Council Annual Performance Report 2024/25 1. Purpose The purpose of this report is to present West Dunbartonshire Council’s Annual Performance Report 2024/25 and supporting performance information. 2. Recommendations 2.1 It is recommended Council notes the annual report and performance information provided. 3. Background 3.1 This annual report fulfils a key Council requirement to report performance publicly and is designed to ensure relevance and ease of access for a wide audience. 3.2 Audit Scotland’s Direction and Guide sets out the Public Performance Reporting (PPR) requirements for local authorities to be published by March 2026 for the financial year ending 31 March 2025. Through these PPR requirements, the Council should provide a suite of information on how services are performing. In addition to the annual report, the Council publishes detailed year-end reports for each service area through the strategic Delivery Plans, including performance indicators, and a range of additional information which citizens may find useful. 3.3 The Annual Report is one element of a comprehensive approach to PPR for the Council. In addition to this, reports and analysis will continue to be prepared and published on key performance indicators from the Strategic Plan and the Local Government Benchmarking Framework (LGBF). PPR data will continue to be updated throughout the year and published on the Council website to ensure robust and timely reporting of data as it becomes available. 4. Main Issues 4.1 In line with our evolving approach to presenting accessible data, and following on from previous reports, the Annual Report 2024/25 (attached as Appendix 1) encompasses a range of visual and infographic-based data. It is intended to offer a high-level overview of achievements against each strategic priority in the previous year, ITEM 14 Page 79
Page 80
national performance within the LGBF, along with a range of supporting strategic information on budgets, workforce, and feedback. 4.2 The performance page of the Council website hosts a comprehensive suite of PPR material in both infographic and narrative format. This enables any resident or partner, requiring additional information on areas highlighted in the Annual Report, to access it in more detail. This model of reporting is in line with the Audit Scotland Direction and fits well with the Accounts Commission paper on the evaluation of PPR, which recommends an overview-style report with supporting detailed information. 2024/25 Strategic Plan performance 4.3 A suite of 50 performance indicators was agreed when the Strategic Plan 2022-2027 was developed and approved at Council in October 2022. These indicators are considered the most relevant for evidencing the delivery of outcomes in relation to the key priority and outcome areas as defined in the plan. 4.4 A more detailed performance report on Strategic Plan indicators is attached as Appendix 2 to this paper. All indicators are considered by strategic services in the development of annual Delivery Plans. This informs the strategic assessment section of the plans and also supports the identification of actions intended to improve performance. 4.5 The table below shows the total number of indicators reported through the Strategic Plan and details the latest performance data for the 2024/25 year. Indicator Status Strategic Indicators 24/25 Green 30 (60%) Amber 11 (22%) Red 9 (18%) 4.6 As can be seen from the table above, based on the available data, 30 (60%) of Strategic Plan indicators have met or exceeded target, and a further 11 (22%) narrowly missed target. 4.7 Of the nine (18%) indicators that significantly missed target in 2024/25, one showed improvement from the previous year: Percentage of residents satisfied with roads maintenance The remaining eight significantly missed target in 2024/25 and declined in performance from the previous year: Percentage of residents satisfied with parks & open spaces Percentage satisfied with the street cleaning service Percentage of residents who feel the Council communicates well with Page 80
Page 81
them Residents’ satisfaction with Council services overall Percentage of Council employees who feel valued in the workplace Tonnage of carbon dioxide emissions from Council operations and assets Percentage attendance improvement rate (teachers & local government workers) Percentage of adults supported at home who agree that they are supported to live as independently as possible Resident Satisfaction & Feedback Performance 4.8 IBP Strategy and Research completed a monthly telephone survey of resident satisfaction on behalf of the Council. The survey is intended to capture a representative reflection of how residents view the Council in general and to gauge their satisfaction with a range of services. The sample covers the G60 (10%), G81 (42%), G82 (22%) and G83 (26%) postcode areas. To ensure a respondent profile similar to the population, interviews were undertaken during the day and at evenings and weekends. During 24/25, 225 interviews were carried out per quarter in a pattern broadly proportionate to the population profile of the area. 4.9 Resident satisfaction is a key measure of how we are performing, and within the Strategic Plan six indicators support this measure. Perception of the Council is also measured using five key indicators. The following indicators represent, with the exception of roads maintenance, relatively high levels of satisfaction. A more detailed performance report on the full suite of Telephone Survey satisfaction responses is attached as Appendix 3 to this paper. Strategic Plan Indicators Indicator 24/25 Status 24/25 Score 23/24 Score Change over last year % of citizens satisfied with the Council website Narrowly missed target 84% 90% -6% % of residents satisfied with street cleaning Significantly missed target 62% 73% -11% % of residents satisfied with Council services overall Significantly missed target 71% 78% -7% % of residents satisfied with parks and open spaces Significantly missed target 72% 77% -5% % of residents satisfied with roads maintenance Significantly missed target 24% 22% +2% Page 81
Page 82
Strategic Plan Indicators and Sentiment Statements Indicator 24/25 Status 24/25 Score 23/24 Score Change % of residents who feel the Council communicates well with them (keeps residents informed of important information) Significa ntly missed target 53% 63% -10% Sentiment Statements: Indicator 24/25 Status 24/ 25 Sco re 23/24 Score Change over last year West Dunbartonshire Council does the best it can with the money available Data only PI 47 % 55% -8% % of residents satisfied with the way West Dunbartonshire Council runs services Data only PI 55 % 62% -7% West Dunbartonshire Council takes account of residents' views Data only PI 38 % 46% -8% I would speak highly of West Dunbartonshire Council Data only PI 50 % 57% -7% 4.10 In addition to the Telephone Survey, an annual Citizen’s Panel was completed in spring 2025 and received 207 responses, 33% less than the previous year. Following the priorities of the Strategic Plan 2022-27, residents were asked to provide feedback on a range of topics. Information from the Citizen’s Panel is used to assist with strategic planning. A full report is available at Appendix 4. LGBF 2023/24 performance (latest data) 4.11 All 32 Scottish local authorities participate in the Local Government Benchmarking Framework (LGBF). The Framework brings together a range of performance indicators encompassing information on a wide range of key services including education, housing, social work and leisure as well as service costs and citizen satisfaction results. The use of a consistent suite of indicators across all local authorities allows for comparison of performance, meaning Councils can identify best practice, learn from each other, and improve what we do. Page 82
Page 83
4.12 Significant differences between local authorities in terms of population, geography, social and economic factors and the needs and priorities of local communities contribute to variations in performance. All of these factors require to be taken into account when comparing performance with other local authorities. 4.13 There are 108 LGBF indicators in the suite overall. An assessment has been made of relative performance both against previous years and in relation to ranking against other Local Authorities in terms of family groups and the Scottish average. A full report of all indicators can be found at Appendix 5. 4.14 The 108 indicators can be classified in three thematic areas: Cost, Satisfaction and Performance. Overall, 48 (44%) are showing improvement against the previous year (down from 51%). The table below demonstrates the comparative performance position for West Dunbartonshire in the year of publication broken down by thematic area. Improved on previous year Better than Scottish average Better than Family group average Cost 11 (52%) 12 (57%) 13 (62%) Satisfaction 1 (9%) 7 (64%) 7 (64%) Performance 36 (47%) 33 (43%) 30 (39%) 4.15 When looking at performance over the three key areas, as in the table above, we see that satisfaction indicators are showing less improvement than the other areas. This is particularly significant across all service areas and resonates with the national picture. The table below compares the relative rankings (indicative) for West Dunbartonshire in the last five years of publication. 1st quartile 2nd quartile 3rd quartile 4th quartile 2019/20 26% (21) 30% (24) 18% (14) 26% (21) 2020/21 28% (21) 21% (16) 22% (17) 29% (22) 2021/22 28% (30) 30% (31) 16% (17) 26% (27) 2022/23 23% (25) 33% (36) 15% (16) 29% (31) 2023/24 21% (23) 28% (30) 21% (23) 30% (32) 4.16 When looking at performance over the previous five years, as in the table above, we see that the top two quartiles performance has, in general, declined in comparison to the previous years. 4.17 The LGBF Annual Overview Report (see Appendix 6) for this data also highlights the important fact that councils were operating in a challenging context in 2023/24. It reflects a period where communities and council services were managing unprecedented financial challenges in the shape of soaring inflationary pressures and the cost-of-living crisis and sits Page 83
Page 84
against a backdrop of deepening fiscal demand and workforce pressures. 4.18 Funding levels for councils have not kept pace with increased demand, growing need and rising cost pressures. The financial challenges have coincided with new burdens and additional policy commitments, with the funding for these being ring-fenced and eroded by inflation. While total Scottish Government revenue funding for councils has decreased by 1.8% 2023/24, Audit Scotland report that the proportion of funding which is ringfenced and directed or provided with the expectation it will be spent on specific services, is at least a fifth of funding provided. This has resulted in a 0.9% real-terms reduction in revenue funding available to councils in 2023/24 to pursue local priorities. Councils have increased their reliance on savings and Council Tax increases, despite these significant and ongoing funding pressures, the long-term trends in the LGBF reveal that Local Government has continued to do well in sustaining performance – and this is reflected in West Dunbartonshire. 4.19 To ensure a sustained focus on improvement activity, the Performance & Strategy team will continue to provide comprehensive support to Chief Officers and Services. In addition to the assistance provided to each Chief Officer to support delivery planning and routine performance, the team is also providing a range of business intelligence reports to inform improvements. This includes the routine Citizens Panel surveys and analysis and further specific tailored reports as required/requested. 5. People Implications 5.1 There are no personnel implications from this report. 6. Financial Implications 6.1 There are no financial implications from this report. 7. Risk Analysis 7.1 The content of this report forms a core element of the Council’s public performance reporting (PPR) for 2024/25. Failure to gather and report on delivery in this way may result in the Council not fulfilling its PPR commitments as set out in Audit Scotland’s Guide. 8. Equalities Impact Assessment (EIA) 8.1 This report is for noting and does not recommend any changes to policy or procedure at the Council. As such, an EIA screening was not required. 9. Consultation 9.1 Consideration of the report at internal meetings forms the basis of consultation on development of the Annual Report. Content of the annual report has been drawn from previously prepared reports from Chief Officers. Page 84
Page 85
10. Strategic Assessment 10.1 The Annual Report and supporting performance indicators reports directly link to the Council’s 2022-27 Strategic Plan and the progression of all the Strategic Priorities and Outcomes. Amanda Graham Chief Officer – citizen, Culture & Facilities 30 September 2025 Person to Contact: Nicola Docherty Performance & Strategy Team Leader Email: Nicola.Docherty@west-dunbarton.gov.uk Appendices: Appendix 1: West Dunbartonshire Council Annual Report 2024/25 Appendix 2: Strategic Performance Indicators Scorecard 2024/25 Appendix 3: WDC reputational tracker 2024-25 Appendix 4: WDC Citizens Panel 2024-25 Appendix 5: LGBF performance indicators scorecard 2023/24 (latest data) Appendix 6: LGBF Annual Overview Report 2023/24 Background Papers: WDC Strategic Plan 2022-27 Wards Affected: All Wards Page 85
Page 86
Page 86
Page 87
I am pleased to bring forward this year’s Annual Report which offers a high-level overview of how the Council is performing against our strategic priorities; national performance in the Local Government Benchmarking Framework (LGBF), resident satisfaction and expectations as well as insight into budgets and workforce. 2022-27 Priorities Like all local authorities in Scotland, West Dunbartonshire continues to face significant challenges with financial pressures and a growing demand for services linked to an ageing population and cost-of-living crisis. Despite these challenges, we have strived to deliver our commitments in the Strategic Plan over the last year. Our performance against the Plan’s 50 performance indicators testifies to that, with 60% meeting or exceeding the targets set for the year, rising to 82% with the inclusion of those where targets were narrowly missed. In addition, our performance compares well against other Scottish councils, with almost half of 108 performance indicators ranked in the top half of 32 Scottish Councils. Every piece of work undertaken helps us deliver continuing improvement towards strong and resilient communities who are well-supported, a thriving local economy with jobs and investment, and a move to a greener area. So it is right that we celebrate these achievements and commend our workforce for the commitment and dedication they show while we drive our vision for West Dunbartonshire forward. This document is also really important because it provides a clear insight into the areas we should be directing our focus as we look towards the year ahead. Our delivery plans set out our actions for 2025/26, showing where we are prioritising our resources to ensure we remain on track to meet our Strategic Plan commitments. For more information about our performance in 2024/25, please visit our website where you will find a suite of detailed performance reports to accompany this short, visual and accessible report. I trust that together they will help provide a comprehensive picture of our performance in 2024/25 as we work towards building a better West Dunbartonshire for all. Our Vision, Values and Priorities Councillor Martin Rooney, Council Leader West Dunbartonshire Council Introduction are resilient and thriving Our Environment promotes a greener future Our Council is inclusive and adaptable Our Economy is strong and flourishing Our CommunitiesPriority 1 Priority 2 Priority 3 Priority 4 Annual Report AMBITION COLLABORATION HONESTY INNOVATION ETHICAL VALUING EMPOWERING The 2022-27 Strategic Plan sets out our vision for West Dunbartonshire: Delivering services which build on the strengths and resilience of our neighbourhoods and supporting all residents to fulfil their individual potential and that of their communities. Good governance flows from shared values and culture. Our values, set out below, underpin everything we do and describe how we will deliver our Plan. These values reflect the personal stake that every one of us has in delivering our Council’s priorities: At the core of what we do as a Council is a commitment to reduce inequality and tackle the root causes of poverty. The four strategic priorities for 2022-2027 focus on supporting our communities to thrive, by promoting equality for all. 2024/25 Appendix 1 Page 87
Page 88
Our Key Achievements Our Telephone Survey gathered feedback from 900 residents over the last year. This is what they said… Our residents’ views 81% were satisfied with leisure and sports were satisfied with museums and galleries81% were satisfied with libraries75% rated West Dunbartonshire as a good or very good place to live91% Our Performance WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-2501 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-25 01 Targets met or exceeded Targets narrowly missed Target not met 1 Rolled out our proactive approach to tackling damp and mould by installing over 1,500 environmental sensors in our homes. By tracking temperature, humidity and carbon dioxide, they alert us to properties at high-risk of damp and mould, allowing early intervention to tackle the causes and advise tenants. Tenants can also track their data in real time through an app, enabling them to act promptly. The key objectives in this area are ensuring our neighbourhoods are safe, resilient and inclusive, supporting residents’ health and well-being, and supporting residents to increase life and learning skills. Overall, performance was good, with 68% of 19 indicators meeting or exceeding targets, rising to 95% with the inclusion of those where targets were narrowly missed. Delivered a new sports hub and running track at Posties Park in partnership with West Dunbartonshire Leisure Trust. It includes a six- lane all-weather running track, facilities for field events including long jump and throwing, changing accommodation for individuals, teams and officials and ample parking. 1 5 13 Key Reduced the attainment gap between the most and least deprived pupils in our primary and secondary schools for both literacy and numeracy. Primary pupils in deprived areas are also performing better than the Scottish average, with literacy four percent higher and numeracy three percent higher. Page 88
Page 89
Our Communities - Resilient and ThrivingOur Environment - A Greener Future Strategic Priority 1 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-2502 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-25 02 Secured £225k in funding for new mountain bike trails and circular pump track in Balloch Castle Country Park. The trails and track will make use of the natural features of the park, with climbing, descending and level sections. Due to open around Spring 2026, it will support and encourage the development of cycling skills for all ages and abilities. Built 88 net zero flats, houses and bungalows at Clydebank East, with super insulation, triple glazing and zero-emissions heating systems. Nine of the properties are fully wheelchair accessible. The development is part of the More Homes programme which also saw 29 empty properties brought back into use, and another 30 added back into Council stock through the Buy Back scheme. Improved household recycling by more than 50% over the past year, from 35% to 55%, and reduced the tonnage of bio- degradable waste sent to landfill by more than 50% over the same period, from around 16.5k tonnes to just over 8k tonnes. These significant improvements followed the introduction of improved screening and sorting methods for general domestic waste and bulky household waste. Our Key Achievements Our Telephone Survey gathered feedback from 900 residents over the last year. This is what they said… Our residents’ views 72% were satisfied with parks and open spaces were satisfied with waste services61% were satisfied with grounds maintenance and grass cutting49% were satisfied with street cleaning 62% Our Performance 4 2 5 Key Targets met or exceeded Targets narrowly missed Targets not met 2 The key objectives in this area are ensuring our environment is protected, enhanced and valued, our resources are used in an environmentally sustainable way, and our neighbourhoods are sustainable and attractive. Overall, performance was challenging, with 45% of 11 indicators meeting or exceeding targets, rising to 64% with the inclusion of those where targets were narrowly missed. Page 89
Page 90
Our Economy - Strong and Flourishing* Strategic Priority 2 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-2503 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-25 03 Strategic Priority 3 Supported residents to achieve 1,021 nationally recognised qualifications, assisted 367 people to progress in the workplace through apprenticeships or training, and supported 537 people into work, the highest in six years. Our Citizens’ Panel gathered feedback from 309 residents over the last year. This is what they said… Our residents’ views feel secure about their finances 72% Our Key AchievementsOur Performance WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-2504 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-25 04 3 The key objectives in this area are ensuring the infrastructure for sustainable and inclusive growth is in place, supporting businesses to flourish, and supporting residents to access training and employment opportunities. Overall, performance was very good, with 75% of 8 indicators meeting or exceeding targets, rising to 100% with the inclusion of those where targets were narrowly missed. 0 2 6 Key Targets met or exceeded Target narrowly missed Targets not met Commenced construction at the former Exxon site in Bowling to improve transport infrastructure and unlock the site’s potential. It follows the successful completion of the development phase, including the purchase and remediation of land, site clearance and appointment of contractors. Work on the infrastructure, including an A82 relief road, is underway, with all construction works, including a waterfront pedestrian and cycle path, due for completion in late 2027. 56% reported no issues with digital inclusion, while almost all, 96%, were aware of the free digital support provided by the Council, for absolute beginners to more experienced users84% shop locally for groceries and general household items, while 73% engage local trades such as plumbers and electricians Supported more pupils than ever to move on to positive destinations after finishing school, with a record 96.1% in further or higher education, training, volunteer work, personal skills development activity or employment. Page 90
Page 91
The key objective in this area is to have a skilled and resilient workforce, enabled to deliver best value services for our residents who are engaged and empowered. Overall, performance was fair, with 50% of 12 indicators meeting or exceeding targets, rising to 67% with the inclusion of those where targets were narrowly missed. Our Key Achievements 4 2 6 Key Targets met or exceeded Targets narrowly missed Targets not met Our Telephone Survey gathered feedback from 900 residents over the last year. This is what they said… Our residents’ views 55% were satisfied with the way the Council runs things 4 Introduced a brand new all-digital tenancy resource to help Council tenants set up their homes. Convenient, easy-to-use and accessible in a range of languages, it covers setting up energy supplies, rent and Council Tax payments, and managing the tenancy, including links to the tenant handbook. Launched our award- winning online chatbot tool for reporting and tracking missed bin collections. Available 24/7 on our website, it has streamlined contact with residents and led to significant improvements in our responsiveness and efficiency. This is one of many innovative, digital solutions implemented across the Council, improving engagement with residents, and delivering fast, efficient and accessible services. Achieved the Defence Employer Recognition Scheme Gold Award for demonstrating our commitment to supporting armed forces personnel. Since signing the Covenant in 2016 and receiving the Gold Award in 2019, we have worked to support the armed forces community, focusing on reservists, service leaders, service spouses and their families. think the Council is good at keeping them informed about important issues 53% would speak highly of the Council50% were satisfied with the Council website overall 84% x Page 91
Page 92
Our Council - Inclusive and Adaptable Strategic Priority 4 Our Performance WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-2505 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-25 05 Our Comparative Performance The Local Government Benchmarking Framework (LGBF) is a set of 108 performance indicators (PIs) that all local authorities in Scotland are measured against. The latest data is summarised below, showing our performance compared to the previous year, all Scottish councils, and similar councils (known as our family group). Of the 11 Satisfaction PIs in the LGBF set: 64% performed better than the Scottish average 64% performed better than the family group average Of the 21 Cost PIs in the LGBF set: 52% performed better than the previous year 57% performed better than the Scottish average 62% performed better than the family group average Of the 76 Performance PIs in the LGBF set: 47% performed better than the previous year 43% performed better than the Scottish average 39% performed better than the family group average This graph sets out the performance of all 108 indicators by service area and by quartile (Q). There are 32 councils in Scotland, so each quartile reflects a group of 8 councils. The quartiles range from Q1, the top 8 performing councils, to Q4, the bottom 8. Some services have PIs that sit in only two or three quartiles, for example Housing, and this is reflected in the columns below. Of the 108 PIs: 21% ranked in the top 8 (Q1) 49% ranked in the top half (Q1 + Q2) 5 recorded the best performance in Scotland 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0 1 Children's Services Corporate Services Adult Social Services Culture & Leisure Services Environmental Services Housing Services Economic Development Climate Change Finance 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Quartile 1 Quartile 2 Quartile 3 Quartile 4 9% performed better than the previous year Page 92
Page 93
Our Budget 45 30 7 5 3 3 2 21111 Education 45p Health & Social Care Partnership 30p Financial Commitments (eg Loan Charges) 7p Citizens, Culture & Facilities 5p Waste Services 3p Roads & Infrastructure 3p Support Services (eg Resources, People & Technology) 2p Other 2p Housing & Employability 1p Regulatory & Regeneration 1p Leisure Management 1p WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-2506 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-25 06 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-2507 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-25 07 £295.469m (Revenue Budget 2024/25) was spent collecting Council Tax per property, better than the target of £3 and an improvement on the previous year’s figure of 70p which was the second best performance of all Scottish councils. Our performance £ Income Expenditure In 2024/25, every £1 of income came from (in pence): In 2024/25, every £1 of income was spent on (in pence): £154 29 14 3 Scottish Government Grant 54p Non Domestic Rate 29p Council Tax 14p Reserves 3p £1 £ 68p of Council Tax was collected, meeting the target of 93.5%. 93.8% £ of rent was collected, just missing the target of 99.1%. 98.4% Page 93
Page 94
Our People WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-2508 WEST DUNBARTONSHIRE COUNCIL ANNUAL REPORT 2024-25 08 Our people stats £ 13,914 on-line courses completed Fire Safety (including Wardens) 973 Data Protection 945 Display Screen Equipment Awareness 605 Fraud Awareness 582 Manual Handling 562 Top 5 on-line courses completed 586 face-to-face courses completed New Employee Induction 116 Modern Leaders 107 New Manager Induction 97 Be the Best at Managing People 59 Core Strengths 35 Top 5 face-to-face courses completed Ensuring our workforce is skilled and resilient helps us deliver high quality, best value services. Training courses are available to support this, some focused on specific services or roles and others targeted at a wider audience through our Corporate Training Programme. Participation in this Programme has increased year-on-year, with a 40% increase between 2023/24 and 2024/25. Here are some highlights in 2024/25. 49% with 10+ years service at WDC 89% permanent posts 59 apprenticeship placements 4,695 Full-time equivalent employees, compared to 4,976 the previous year 74% female 26% male Corporate Training ProgrammeIn FOCUS Page 94
Page 95
Get in Touch Find Out More: To find out more about our performance, visit our website at: PPR Strategic Performance | West Dunbartonshire Council Get Involved: To join our Citizens’ Panel, contact us at: engagement@west-dunbarton.gov.uk Contact Us: performance@west-dunbarton.gov.uk West Dunbartonshire Council Performance & Strategy 16 Church Street Dumbarton G82 1QL Page 95
Page 96
Page 96
Page 97
1 Appendix 2: Strategic Plan 22-27 Year-end Progress 2024/25 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note % of anti-social behaviour cases resolved 98.08% 97.03% 96% Target exceeded Nicola Pettigrew Percentage of emergency road related defects repaired within 4 hours of being reported 96.9% 99.08% 95% Target exceeded Liam Greene % of council resources directed by communities 0.97% 0.94% 1% Target narrowly missed. The main challenge in meeting the target are budget pressures across council services resulting in less budget available in areas subject to participatory budgeting in 2024/25. Carol Alderson; Elaine Troup % of Public Space CCTV cameras that are operational 78.28% 74.75% 85% Target narrowly missed. It is anticipated that the new system upgrade expected to be completed in June 2025 will Nicola Pettigrew Page 97
Page 98
2 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note improve the operation of the CCTV network. Percentage of all street light repairs completed within 7 days 98% 97.7% 95% Target exceeded Liam Greene Objective 2. Our residents’ health and wellbeing remains a priority 2022/23 2023/24 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Percentage of children who have reached all of the expected developmental milestones at the time of the child's 27-30 month child health review - Early Years Collaborative Stretch Aim 72.3% 79.3% 77% Target met, with improvement met from the previous year. Despite progress being made over the last four years we remain below the Scotland figure of 83.3% and we are ranked 27th in Scotland and fourth in our LGBF family group. Lesley James Page 98
Page 99
3 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Percentage of air quality monitoring stations complying with the national objective for nitrogen dioxide at the nearest building façades of residential properties, schools, hospitals and care homes (40ug/m3 NO2) 100% 100% 100% Target met. Mark Walsh Number of attendances per 1,000 population for indoor sports and leisure facilities 5,609 6,632 5,521 Target exceeded John Anderson % of Youth Homelessness levels in West Dunbartonshire 23% 20% 20% Target met. John Kerr % of adults supported at home who agree that they are supported to live as independently as possible (Core Integration Indicator) 62.7% 62.7% 85% Target not met, satisfaction is measured biennially and represents a decline in both the short and long term from the previous survey carried out in year 21/22. Fiona Taylor Objective 3. Our residents are supported to increase life and learning skills Page 99
Page 100
4 2022/23 2023/24 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Percentage of children and young people achieving Curriculum for Excellence levels in literacy 72% 76% 73% Target exceeded. Julie McGrogan Percentage of children and young people achieving Curriculum for Excellence levels in numeracy 75% 82% 75% Target exceeded. Julie McGrogan 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Total number of visits (per capita) to funded and part funded museums and heritage centres (in person & virtual) per 1,000 population* 1,218.2 1,659.39 1200.13 Target exceeded. Lauren Crooks % of establishments delivering good or very good high-quality learning & teaching (Outcome of Improvement Framework) 84% 75% 88% Target narrowly missed Julie McGrogan Percentage of school attendance 88.96% 90.4% 89.4% Target exceeded. Andrew Brown Page 100
Page 101
5 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Percentage of 3 & 4 year old children at ELC achieving the benchmark in literacy 56% 60% 64% Target narrowly missed however showing improvement in both the short and long term. Alison Bowers Percentage of 3 & 4 year old children at ELC achieving the benchmark in numeracy 34% 39% 34% Target exceeded. Alison Bowers Percentage of ELC settings meeting the National Standard Criteria of good and above 100% 95.12% 100% Target narrowly missed Alison Bowers Number of Library visits per 1000 population 4,861.4 5,346.7 4,056.3 Target exceeded. Stephen Daly 2. Our Environment Objective 4. Our local environment is protected, enhanced and valued Page 101
Page 102
6 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Air Quality: PM10 Concentration 9.1 9.4 18 Target exceeded. Mark Walsh % of total household waste that is recycled 35.1% 54.5% 60% Our recycling figures have risen from 40% to over 50%. Waste that is sent to landfill has reduce from 16,432 tonnes per year to 8,001 tonnes. Our overall total of waste that is categorized as being recycled has risen from 35.1% to 54.5%. Ian Bain % residents satisfied with the street cleaning service 73% 62% 73% Target missed. Satisfaction overall has declined nationally, largely contributed to budget savings despite this satisfaction still represents almost two thirds of residents are satisfied. Ian Bain % Residents satisfied with Parks & open spaces 77% 72% 85% Target not met. Satisfaction overall has declined nationally, largely contributed to budget savings despite this satisfaction still represents more than two thirds of residents are satisfied. Ian Bain Objective 5. Our resources are used in an environmentally sustainable way Page 102
Page 103
7 2022/23 2023/24 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Tonnage of carbon dioxide emissions from Council operations and assets 23,150 27,548 20,495 Target not met. The Council’s carbon footprint has increased from the previous year. Factors affecting target achievement include Improved management of data, Internal resourcing, new Carbon Reduction Targets and Waste Streams. Action being undertaken to address missed targets will focus on the Climate Change Action plan for 25/26 and work across the organisation to highlight where services can implement measures for reducing carbon emissions. Elaine Troup 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Tonnage of biodegradable municipal waste landfilled 16,432 8,001 13,300 Target exceeded. Ian Bain Objective 6. Our neighbourhoods are sustainable and attractive Page 103
Page 104
8 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Number of new supply social housing for rent 83 116 80 Target exceeded. The development at Clydebank East delivered 76 of the scheduled 88 homes in the reporting period this was supported by a further 40 buyback purchases including 33 council buyback acquisitions. John Kerr % Satisfaction with quality of new build council housing 100% 100% 80% Target exceeded. John Kerr % of tenants satisfied with the repairs and maintenance service 94.82% 88.27% 87.5% Target exceeded. Craig Wilson % of council houses that are energy efficient 86.9% 89.1% 90% Target narrowly missed, despite this significant improvement in performance has been made over the last five years. Alan Young % Residents satisfied with roads maintenance 22% 24% 40% Target not met. Satisfaction overall has declined nationally, largely contributed to budget savings. Nationally satisfaction with Roads is historically low. Comparatively we spend mor eon road maintenance than other local authorities and perform in the top quartile for roads that are considered are required for repair. Liam Greene Page 104
Page 105
9 3. Our Economy Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish 2022/23 2023/24 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Immediately available employment land as a % of total land allocated for employment purposes 37.39 43.8 40 Target exceeded. Michael Mulgrew 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Number of businesses given advice and assistance to start up through Business Gateway 200 190 180 Target exceeded. During 2024/25, 190 clients were assisted to start- up a new business. This exceeds the annual target of 180. Elaine Troup Percentage of procurement spent on local small/medium-sized enterprises and SMEs who have a presence in West Dunbartonshire 48% 33.42% 36% While the target was narrowly missed, the total spend has actually increased over the previous year. This was due to larger construction works. Iain Skene Objective 8. Our residents are supported to access employment and training opportunities Page 105
Page 106
10 2022/23 2023/24 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Percentage of young people entering a positive destination 95.3% 95.99% 93% Target exceeded. Andrew Brown 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Number of local people entering employment through Working 4U 439 537 417 Target exceeded. Stephen Brooks Number of local people gaining a full qualification 867 1,021 654 Target exceeded. Stephen Brooks Objective 9. Our partnerships will support economic development to deliver increased prosperity for our area 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Number of people receiving support through Working 4U with more than one barrier to employment (aggregate) 1,581 1,507 760 Target exceeded. Stephen Brooks Page 106
Page 107
11 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Percentage of local people with increased or sustained income through reduced debt liability/debt management 92.1% 83.1% 90% Target narrowly missed. With the help of Working4U, 347 local residents were supported with debt advice/issues. 128 of these were assisted to manage £1.4 million worth of debt. 83.1% proceeded with their agreed debt strategy options, with the remaining 16.9% being undecided at this time. Stephen Brooks 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note % employee attendance improvement rate (teachers & local govt.) 1.86% -4.3% 1% Target not met. Alison McBride Percentage of Council employees who feel valued in the workplace 46% 45% 75% Target significantly missed Performance has declined over the last 3 years; it was anticipated Alison McBride Page 107
Page 108
12 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note that the impact of the budget deficit and the implications this meant for service delivery would have an impact on the workforce morale and as a result how valued they feel. Objective 11. Our Council is adaptable and focused on delivering best value for our residents 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Rent collected as a % of total rent due 99.09% 99.58% 99.1% Target exceeded. Ryan Chalmers Cost of collecting council tax per dwelling £ £.70 £0.68 £3.00 Target exceeded. Ryan Chalmers Percentage of income due from council tax received by the end of the year % 93.2% 93.8% 93.5% Target exceeded. Ryan Chalmers Income generated as a % of total revenue budget 13.1% 11% 11% Target met. Carol Alderson No. of transactions undertaken online 59,368 64,048 56,500 Target exceeded. Stephen Daly Page 108
Page 109
13 Objective 12. Our residents are engaged and empowered 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Percentage of residents who are satisfied with the Council website 90% 84% 85% Target narrowly missed. Satisfaction overall has declined nationall despite this performance still represents more than four fifths of residents are satisfied with the Councils website. Stephen Daly Percentage of committee agendas published within standing order timescales 100% 100% 99% All committee agendas were published within standing order timescales. Carol-Ann Burns Residents’ satisfaction with Council services overall 78% 71% 85% Target not met. Satisfaction overall has declined nationally, largely attributed to budget savings - despite this performance still represents more than two thirds of residents are satisfied with Council services overall. Amanda Graham % of residents who feel the Council communicates well with them 63% 53% 75% Target not met. Satisfaction overall has declined nationally, Although commentary reflects this question is interpreted differently by residents, as a Council we continue to use a variety of Lauren Crooks Page 109
Page 110
14 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note channels to inform residents of important information. % of stage 1 complaints responded to within 5 working days. 66.8% 95% 100% Target not met, despite this significant progress has been made over the last year representing a 28.2pp increase in performance. Stephen Daly PI Status PI significantly missed target PI narrowly missed target PI met or exceeded target Long Term Trends Improving No Change Declining Short Term Trends Improving No Change Declining Page 110
Page 111
Reputation Tracker Survey Annual Report April 2024 to March 2025 Appendix 3 Page 111
Page 112
Contents Page 1.0 Survey Overview 1 2.0 Overall Perception of Council and Satisfaction with Services 1 3.0 Citizen, Culture and Communities 3 4.0 Roads and Neighbourhood 4 5.0 Local Area and Communities 4 6.0 Education 5 Page 112
Page 113
1 1.0 SURVEY OVERVIEW 1.1 Respondents were asked to say whether they agreed or disagreed with various statements relating to West Dunbartonshire Council. It should be noted that ‘Don’t Know’ responses have been removed and so the base for each individual question is lower than the overall sample size of 900. 2.0 OVERALL PERCEPTION OF COUNCIL AND SATISFACTION WITH SERVICES 2.1 The following seven general statements measure the Perception of the Council and ask residents level of agreement with each. The results are shown below. The trend is shown against the previous year. Agreement with Statements about Council 24/25 % change Statements 53% -10% West Dunbartonshire Council is good at keeping people informed of important information (base: 751) 38% -8% West Dunbartonshire Council is good at listening to local people's views before it takes decisions (base: 589) 49% -3% West Dunbartonshire Council is good at letting local people know how well it is performing (base: 581) 45% -7% West Dunbartonshire Council communicates well with its residents (base: 719) 55% -7% I am satisfied with the way West Dunbartonshire Council runs things (base: 734) 47% -8% West Dunbartonshire Council does the best it can with the money available (base: 666) 50% -7% I would speak highly of West Dunbartonshire Council (base: 626) Based on 900 telephone interviews representative of West Dunbartonshire by location and age Page 113
Page 114
2 2.2 Figure 1 illustrates levels of agreement with the previous 2 years. 2.3 Respondents are then asked to express their degree of satisfaction or dissatisfaction with a range of Council services and aspects of service delivery. Satisfaction with the Council’s Services Service 24/25 % change Service 24/25 % change Street cleaning (base: 852) 62% -10% Libraries (base: 367) 75% -16% Waste service overall (base: 900) 61% -21% Council Website (base: 483) 84% -6% Roads maintenance (base: 847) 24% +2% Museums and Galleries (base: 171) 81% -8% Grounds Maintenance and grass cutting (base: 809) 49% -11% Leisure and sports centres (base: 555) 81% +4% Parks and open spaces (base: 814) 72% -5% Services overall (base: 770) 71% -7% Based on 900 telephone interviews representative of West Dunbartonshire by location and age 79% 62% 55% 63% 46% 38% 71% 52% 53% 71% 57% 50% Satisfied with the way WDC runs things WDC is good at listening to people's views WDC good at keeping people informed Would speak highly of the council 100% 75% 50% 25% 0% Figure 1: % levels of agreement compared to previous 2 quarters 2022/23 (bases: 832-1,081) 2023/24 (bases: 442-761) 2024/25 (bases: 589-751) Page 114
Page 115
3 3.0 CITIZEN, CULTURE AND FACILITIES 3.1 Figure 2 details Citizen, Culture and Facilities services for April 2024 to March 2025 and compares this to April 2023 to March 2024. Figure 2: % satisfaction levels compared to previous year Citizen, Culture and Facilities 2023-2024 2024-2025 % Change Libraries (2023-2024 base: 348, 2024-2025 base: 367) 91% 75% -16% Contact Centre (2023-2024 base: 262, 2024-2025 base: 173) 66% 60% -6% Museums and Galleries (2023-2024 base: 147, 2024-2025 base: 171) 89% 81% -8% Council Website: Finding Information (2023-2024 base: 456, 2024-2025 base: 492) 88% 84% -4% Council Website: Ease of Use (2023-2024 base: 451, 2024-2025 base: 460) 89% 86% -3% Council Website: Completing Transactions (2023-2024 base: 303, 2024-2025 base: 327) 91% 91% 0% Council Website Overall (2023-2024 base: 446, 2024-2025 base: 483) 90% 84% -6% EASE OF CONTACTING COUNCIL 3.2 More detailed questions were asked in relation to ease of making contact with the council. The proportion of respondents finding it very or quite easy to contact the Council by the method they used is detailed in Figure 3. Figure 3: % finding it easy to make contact Ease of Making Contact 2023-2024 2024-2025 % Change Telephoning Citizen Contact Centre (2023-2024 base: 259, 2024-2025 base: 173) 61% 67% +6% Telephoning Specific Council Department (2023- 2024 base: 136, 2024-2025 base: 158) 85% 69% -16% Through Council’s website (2023-2024 base: 199, 2024-2025 base: 187) 82% 73% -9% Visiting One of Main Offices (2023-2024 base: 8, 2024-2025 base: 19) 88% 66% -22% INTERNET USE Page 115
Page 116
4 3.3 Figure 4 details the proportion of respondents that use the internet, that are confident using the internet and have ever used the Council website. Figure 4: % internet use compared to previous year Internet Use 2023-2024 2024-2025 % Change Use the internet (2023-2024 base: 900, 2024-2025 base: 900) 86% 84% -2% Confident using the internet (2023-2024 base: 772, 2024-2025 base: 749) 90% 88% -2% Ever used Council website (2023-2024 base: 776, 2024-2025 base: 752) 60% 66% +6% 4.0 ROADS AND NEIGHBOURHOOD 4.1 Figure 5 details Roads and Neighbourhood services for April 2024 to March 2025 and compares this to April 2023 to March 2024. Figure 5: % satisfaction levels compared to previous year Roads and Neighbourhood 2023-2024 2024-2025 % Change Street cleaning (2023-2024 base: 877, 2024-2025 base: 852) 72% 62% -10% Waste services (2023-2024 base: 889, 2024-2025 base: 900) 82% 61% -21% Roads Maintenance (2023-2024 base: 867, 2024- 2025 base: 847) 22% 24% +2 Grounds maintenance and grass cutting (2023-2024 base: 812, 2024-2025 base: 809) 60% 49% -11% Parks & open spaces (2023-2024 base: 806, 2024- 2025 base: 814) 77% 72% -5% 5.0 LOCAL AREA AND COMMUNITIES 5.1 Figure 6 details positive ratings for aspects of the Local Area and Community for April 2024 to March 2025 and compares this to April 2023 to March 2024. Figure 6: % ratings compared to previous year Page 116
Page 117
5 Local Area and Community 2023-2024 2024-2025 % Change Feeling of safety (2023-2024 base: 889, 2024-2025 base: 886) 86% 85% -1% Attractiveness of local environment (2023-2024 base: 868, 2024-2025 base: 855) 68% 61% -7% Strength of economy and job opportunities (2023-2024 base: 523, 2024-2025 base: 531) 29% 28% -1% Neighbourhood as a place to live (2023-2024 base: 883, 2024-2025 base: 890) 89% 91% +2% 6.0 EDUCATION 6.1 Figure 7 details education services for April 2024 to March 2025 and compares this to April 2023 to March 2024. Figure 7: % satisfaction levels compared to previous year Education Services 2023-2024 2024-2025 % Change Early Education and Childcare Centres / Nurseries (2023-2024 base: 83, 2024-2025 base: 91) 95% 98% +3% Primary Schools (2023-2024 base: 183, 2024-2025 base: 207) 89% 88% -1% Secondary Schools (2023-2024 base: 162, 2024- 2025 base: 139) 75% 73% -2% Additional Support Needs Provision (2023-2024 base: 43, 2024-2025 base: 66) 46% 46% 0% Page 117
Page 118
Page 118
Page 119
1 West Dunbartonshire Citizens Panel Spring 2025 Survey Results West Dunbartonshire Citizens Panel provides a way for residents to give their views on the Council and its services. This document presents the key findings from the online Spring 2025 survey. The responses of our members inform service development and improvements to ensure we meet the needs of our residents now and in the future. This year’s survey was themed on the four priority areas of the Council’s 2022-2027 Strategic Plan, to help us understand any changes over time, and people’s priorities. 1. Our Communities 2. Our Environment 3. Our Economy 4. Our Council 207 responses were received, 33% less than the 2024 survey. Self-selection bias can occur when survey respondents decide for themselves whether they participate. Self-selection can lead to biased data, as mix of respondents who choose to participate may not well represent the entire target population. We have seen a downturn in representation from younger age groups from the previous year particularly amongst the 16-44 age group and as a result the respondent profile in this survey was underrepresented by younger age groups. Homeowners are overrepresented and social rented and private rented tenants are under-represented. There was good geographical representation from across our areas. The respondent’s breakdown shows, 8% from G60, 42% from G81, 32% from G82, 18% from G83 and <1% from the G13 area. We have highlighted any significant differences from different groups in responses. Summary of findings • 76% of respondents rated West Dunbartonshire as a good place to live • 56% of respondents felt they had no barriers to digital inclusion • 28% of respondents said they had some concerns about their finances, with 5% say they had serious concerns We look at the results in more detail below. Appendix 4 Page 119
Page 120
2 1. Our Communities Living in West Dunbartonshire 76% of people rated their local neighbourhood as a very good/ good place to live. 33 126 37 11 Very good Good Poor Very poor 0 20 40 60 80 100 120 140 How would you rate your local area as a place to live? 47% of people felt their local area had stayed about the same compared with the previous year, 6% felt it had improved whilst 47% felt it had got worse. Improvements to social housing, town centre regeneration, particularly in Alexandria, and environmental improvements had improved the overall look of the area. Poor road conditions, anti-social behaviour and environmental maintenance of public areas were cited as reasons for a perceived deterioration in the local areas as a place to live. 2 10 97 77 21 Got much better Got a bit better Stayed about the same Got a bit worse Got a lot worse 0 20 40 60 80 100 120 How has your local area changed over the last year? Digital inclusion Page 120
Page 121
3 56% noted no barriers to digital communications.44% noted some barriers to using digital communications, the three most common areas noted were broadband affordability, device affordability and online safety, 96% of respondents were aware of sources of digital support in West Dunbartonshire Council through libraries and the Community Learning and Development team. 3 116 7 29 23 42 35 44 Other No concerns Not accessible Online safety Low digital skills Poor reception Cost of device Cost of Broadband 0 20 40 60 80 100 120 140 Barriers to using digital technology Health and Wellbeing 71% of people reported they felt their physical health was very good/good. 4738 104109 4440 8 18 42 Very good Good Poor Very poor Prefer not to say 0 20 40 60 80 100 120 Health and Wellbeing Mental health Physical health 73% of people reported they felt their mental health was very good/good. Male and females reported similar levels of good/very good mental health. Overall, women reported better physical health than men. Disabled people reported worse physical and mental health than non-disabled people. Home owners reported Page 121
Page 122
4 better physical and mental health than renters. How we are responding: Digital support: We offer a wide variety of free computer related courses to help users get online and become digitally included. This includes computers for the absolute beginner; smart phones and tablets; word processing; next steps in computing and digital drop-in sessions. All details can be found here: Computer Courses | West Dunbartonshire Council (west-dunbarton.gov.uk) Community safety: We have invested in CCTV upgrades throughout West Dunbartonshire, with all upgrades expected to be completed by Autumn 2025. Regeneration: We are investing to improve housing in West Dunbartonshire including new building and sustainability projects. In 24/25 we completed the Clydebank East housing development, comprising of 88 houses net zero properties. Properties include a mixture of flats, bungalows and houses; nine of the properties are fully wheelchair accessible. 2. Our Environment In common with earlier surveys carried out, there was strong support for actions on climate change and adaptation. There was considerable concern about flooding, with a commonality of actions suggested around improved drainage, protecting greenspaces, tree planting and rewilding. 191 2 135 10 5 175 10 165 8 1 138 12 6 45 49 39 84 32 17 103 37 18 Feeling safe in the community Good quality housing Good quality pavements Good quality roads Access to Green spaces Access to Arts & Culture Access to leisure facilities Access to public transport 0 20 40 60 80 100 120 140 160 180 200 Quality of life in the built environment Very mportant Important Somewhat important Not important 80% of people stated good quality roads were very important to them. Other areas that were noted as very important include feeling safe in the community (92%) and access to green spaces (99%) and good quality pavements (85%). Page 122
Page 123
5 77% of people felt improved roads and pavements would support use of a wider range of more environmentally sustainable transport, more regular and cheaper public transport, more cycling routes and parking enforcement were also noted. 160 99 82 76 40 36 35 33 29 13 12 8 Improved roads & pavements More regular public transport Cheaper public transport Parking enforcement Accessible Public Transport More cycling routes Electric charging points Wheelchair & scooter accessiblilty Increased disabled parking bays Bike/ebike hire Bike storage Car share/club 0 20 40 60 80 100 120 140 160 180 Sustainability Improvements How we are responding: Roads: We are working to improve our approach to road repairs, our performance over 2024/25 shows that 99% of road defects were repaired with 4 hours of being reported, 93% of non-serious road defects were repaired within 7 days of reporting, 98% of traffic light repairs were carried out within 48 hours of reporting and 98% of street light repairs were carried out within 7 days of reporting. Waste: We have considerably reduced the amount of waste sent to landfill and improved our household waste recycling rate to 54.5% in 2024/25. Climate: We continue to embed climate change in the primary & secondary curriculum, strengthen the Green Flag scheme in schools and support pupils to make climate- friendly choices Page 123
Page 124
6 3. Our Economy 41 108 47 11 Very secure financially Fairly secure financially Fairly concerned financially Very concerned financially 0 20 40 60 80 100 120 Financial security 72% of people reported no issues with their finances. Those aged 35-44 years were the most likely to have some level of concern about their finances with the 75+ age group having the least concern. 73% of social rented tenants compared to only 17% of homeowners said they had concerns about their finances. 26% said reduced transport costs, and 11% said more access to public transport would help finances. 10% said more childcare and 8% said free school meals would be beneficial. More flexibility from employers for home working (14%) and access to training were noted by 22% of respondents. 10% 12% 14% 26% 11% 8% 10% 7% 7% 16% Digital Skills training Training & Development Home working Reduced transport costs Accessible public transport Free school meals Free child care provision Cease zero hours contract More work hours Living wage salary 0% 5% 10% 15% 20% 25% 30% Financial Security Improvements 46% of agreed it was easy to travel out with WD for work, 51% agreed it was easy to travel within the area for work. 10% stated WD felt like a successful place, 30% of people answered neutral to this question and to a most others as noted below. Page 124
Page 125
7 2 17 57 69 43 4 19 61 55 29 14 65 40 29 4 29 75 21 14 17 60 33 28 22 60 39 44 14 51 40 23 13 16 54 40 19 8 WD feels like a successful place WD is a good business location Range of job opportunities Help to find a job in WD Easy to find a job in WD It is easy to work at home in WD Ease of travel to work out with WD Ease of travel to work within WD 0 20 40 60 80 100 120 140 160 180 200 Work and Employment Strongly agree Agree Neutral Disagree Strongly disagree 84% of people shop for groceries and general household items within the West Dunbartonshire area, similarly the majority of people 73%, shop local for trades such as plumbers. Overwhelmingly, all other purchases, including entertainment, are done out with the West Dunbartonshire area. 69 119 2 16 35 102 59 10 34 140 11 21 42 112 50 2 170 29 71 151 19 16 21 Entertainment Domestic appliances Large purchases (cars, kitchens) Clothing Groceries & household items Trade services 0 50 100 150 200 250 Shopping behaviours In WD Outside WD Online N/A How we are responding: Regeneration: We have ongoing regeneration work in town centres, with more planned, and detailed on our website. Our Economic Development Strategy for 2020-2027 details our overall approach to sustainable and inclusive growth. We are progressing the transformation of the former Exxon site in Bowling to help boost the local economy and enhance our environment. Page 125
Page 126
8 4. Our Council Satisfaction with Council Services Satisfaction with Council is services is mixed. Leisure and Cultural Services continue to receive high levels of satisfaction with residents as does Parks and Open Spaces demonstrating the importance of recreational activities in the area. As with the Telephone Survey, respondents were less positive about Waste Services, Grounds Maintenance and Roads Maintenance. Comments as to why dissatisfaction is high in these areas suggests potholes, charges for garden waste and grass cutting. It is important to note that Citizens Panel respondents are self- selecting, whilst those to the Telephone Survey are selected at random. 20% 62% 13% 5% 38% 42% 12% 8% 20% 53% 18% 9% 6% 61% 17% 16% 10% 44% 26% 20% 6% 42% 25% 28% 2% 14% 29% 55% Leisure Centres Libraries Parks and Open Spaces Museums & Galleries Waste Services Grounds Maintenance Roads Maintenance 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Satisfaction with Council Services Very satisfied Satisfied Dissatisfied Very dissatisfied Contacting the Council 12% 40% 17% 31% 13% 56% 17% 13% 8% 48% 22% 22% 16% 48% 21% 14% At a Council main office Through the Council’s website Telephoning a specific Council department Citizens Contact Centre 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Satisfaction with contacting the Council Series1 Series2 Series3 Series4 Page 126
Page 127
9 Perception of the Council As with previous surveys including the 2024 Citizens Panel, respondents were less positive across all areas with common questions, than telephone survey respondents. It is important to note that Citizens Panel respondents are self- selecting, whilst those to the Telephone Survey are selected at random. 44% 32% 22% 38% 37% 24% 30% 41% 28% 24% 38% 34% 25% 45% 27% 23% 34% 42% WDC is good at letting local people know how well it is performing WDC is good at keeping people informed of important information WDC communicates well with its residents WDC does the best it can with the money available I would speak highly of WDC WDC is good at listening to local people's views before it takes decisions 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Perception of the Council Strongly Agree Agree Disagree Strongly Disagree People felt there was a lot of wastage in Council spend and monies spent on the wrong things and not seeing value for Council tax rises. There was a sense of a general decline in the appearance of the area. In terms of communication, people felt there was not enough notice of road closures, all communiction was online, lack of consulatiton on big decions that affected the community such as closure of facilities that were not supported by the community and a sense that decisions were a foregone conclusion. 54% of people liked to receive information about the Council from the Council website, closely followed by the Council Facebook page 43%. Text alerts and other social media channels were also noted as key areas where residents look for council information. In addition, 74% of respondents noted Facebook as the most commonly used social media channel, Instagram and X (formerly Twitter) were the second and third most widely used platforms with 29% and 22% of users respectively. 112 89 75 50 18 15 6 Council website Facebook Text_alerts Other Instagram x (twitter) Google Classroom 0 20 40 60 80 100 120 Preferred channel of communication Page 127
Page 128
10 Satisfaction with the Councils website was very good and the most common place people wanted to find out about council Information. 12% 65% 15% 8% 17% 56% 14% 12% 13% 64% 14% 8% 16% 59% 15% 10% Satisfaction with the Council's website overall Satisaction with the Council's website in relation to completing transactions Satisaction with ease of using the Council's website Satisfaction with the Council's website to find information 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Satisfaction with Council website Very satisfied Satisfied Dissatisfied Very dissatisfied How we are responding: The Council continues to run a wide range of consultations where you can give us your views. We will take account of how you have said you get information when letting you know about these. How to get involved We want the Citizens’ Panel to have as wide a mix of members as possible and are always looking for new people to join. The Panel is open to anyone aged 16+ who lives in West Dunbartonshire. If you have any family, friends or neighbours who might be interested in taking part, they can contact us at engagement@west-dunbarton.gov.uk for more information, or sign up directly. Your information All the information you provide as a Panel member is completely confidential and will be used only for Citizens’ Panel purposes. End of document Page 128
Page 129
1 APPENDIX 5: Local Government Benchmarking Framework - Comparative Performance Cost indicators where performance is: Satisfaction indicators where performance is: Performance indicators where performance is: Total Performance Indicators =108 Cost =21 Satisfaction =11 Performance =76 Better than previous year Better than Scottish average Better than family group average Better than previous year Better than Scottish average Better than family group average Better than previous year Better than Scottish average Better than family group average Children’s Services 20% (1/5) 20% (1/5) 40% (2/5) 0% (0/1) 100% (1/1) 100% (1/1) 35% (9/26) 38% (10/26) 38% (10/26) Corporate 100% (1/1) 100% (1/1) 100% (1/1) n/a n/a n/a 62% (8/13) 54% (7/13) 54% (7/13) Adult & Social Care Services 0% (0/2) 50% (1/2) 100% (2/2) 0% (0/4) 0% (0/4) 0% (0/4) 40% (2/5) 60% (3/5) 60% (3/5) Culture & Leisure 100% (4/4) 50% (2/4) 50% (2/4) 0% (0/4) 100% (4/4) 100% (4/4) n/a n/a n/a Environmental 57% (4/7) 71% (5/7) 71% (5/7) 50% (1/2) 100% (2/2) 100% (2/2) 17% (1/6) 50% (3/6) 33% (2/6) Housing Services n/a n/a n/a n/a n/a n/a 80% (4/5) 40% (2/5) 20% (1/5) Economic Development 50% (1/2) 100% (2/2) 50% (1/2) n/a n/a n/a 73% (8/11) 36% (4/11) 36% (4/11) Climate Change n/a n/a n/a n/a n/a n/a 60% (3/5) 60% (3/5) 40% (2/5) Finance n/a n/a n/a n/a n/a n/a 20% (1/5) 20% (1/5) 20% (1/5) Total 52% (11/21) 57% (12/21) 62% (13/21) 9% (1/11) 64% (7/11) 64% (7/11) 47% (36/76) 43% (33/76) 39% (30/76) Page 129
Page 130
2 Children's Services How we perform locally How we compare nationallyTotal Performance Indicators = 32 P= Performance (26) C= Cost (5) S= Satisfaction (1) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner S Percentage of adults satisfied with local schools (2021/24) 75.3% 12th ELA C Gross cost of children looked after in residential based services per child per week (2023/24) £5,621 22nd HSCP C Gross cost of children looked after in a community setting per child per week (2023/24) £284 4th HSCP C Cost per primary school pupil (2023/24) £8,457 28th ELA C Cost per secondary school pupil (2023/24) £9,487 24th ELA C Cost per pre-school place (2023/24) £14,250 28th ELA P Proportion of children looked after in the community (2023/24) 89.9% 13th HSCP P Percentage of pupils gaining 5 + awards at level 5 (2023/24) 61% 28th ELA P Percentage of pupils gaining 5+ awards at level 6 (2023/24) 28% 31st ELA P Percentage pupils in 20% most deprived areas getting 5+ awards at level 5 (2023/24) 50% 9th - - ELA P Percentage pupils in 20% most deprived areas getting 5+ awards at level 6 (2023/24) 20% 12th ELA P Percentage of school leavers in positive and sustained destinations (2023/24) 96% 13th ELA Page 130
Page 131
3 How we perform locally How we compare nationallyTotal Performance Indicators = 32 P= Performance (26) C= Cost (5) S= Satisfaction (1) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner P Percentage of children who have reached all expected developmental milestones at time of child's 27-30 month child health review (2023/24) 79.3% 27th HSCP P Percentage of funded Early Years Provision which is graded good or better (2023/24) 100% 1st ELA P School attendance rates per 100 pupils (2023/24) 88.9% 29th ELA P School attendance rates for Looked After Children per 100 Looked After Children (2022/23) 84.5% 16th ELA P School exclusion rates per 1000 pupils (2022/23) 20.5 23rd ELA P School exclusion rates for Looked After Children per 1000 looked after children (2022/23) 76.5 18th ELA P Participation rate for 16–19 year-olds per 100 (2023/24) 90.7% 29th ELA P Percentage child protection re-registrations within 18 months (2023/24) 2.2% 10th HSCP P Percentage Looked After Children with more than one placement within the last year (2023/24) 16.4% 13th HSCP P Percentage of children living in poverty after housing costs (2023/24) 25.2% 29th R&N P Percentage of P1, P4 and P7 pupils combined achieving expected CFE Level in Literacy (2023/24) 72.3% 20th ELA Page 131
Page 132
4 How we perform locally How we compare nationallyTotal Performance Indicators = 32 P= Performance (26) C= Cost (5) S= Satisfaction (1) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner P Percentage of P1, P4 and P7 pupils combined achieving expected CFE Level in Numeracy (2023/24) 79.4% 18th ELA P Literacy Attainment Gap (P1,4,7 Combined) - percentage point gap between the least deprived and most deprived pupils (2023/24) 12.9pp 1st ELA P Numeracy Attainment Gap (P1,4,7 Combined) - percentage point gap between the least deprived and most deprived pupils (2023/24) 12.3pp 1st ELA P Overall Average Total Tariff (2023/24) * 774 29th ELA P Average Total Tariff SIMD Quintile 1 (2023/24) 643 13th ELA P Average Total Tariff SIMD Quintile 2 (2023/24) 770 15th ELA P Average Total Tariff SIMD Quintile 3 (2023/24) 922 16th ELA P Average Total Tariff SIMD Quintile 4 (2023/24) 960 25th ELA P Average Total Tariff SIMD Quintile 5 (2023/24) 1,050 27th ELA *The tariff scale provides a measure of the latest and best achievement in each subject area for national qualifications and a range of wider awards. Qualifications are awarded tariff points based on their SCQF level. This measure includes pupils who started senior phase in S4 and looks at their cumulative attainment either to the point of leaving or to the end of S6. Page 132
Page 133
5 02 Corporate Services How we perform locally How we compare nationallyTotal Performance Indicators = 14 P= Performance (13) C= Cost (1) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner C Cost of collecting council tax per dwelling (2023/24) £0.7 2nd RES P Sickness absence days per teacher (2023/24) 8.1 20th P&T P Sickness absence days per employee (non-teachers) (2023/24) 15.1 24th P&T P Support services as a percentage of total gross expenditure (2023/24) 3.6% 12th RES P Percentage of the highest paid 5% employees who are women (2023/24) 60.1% 14th P&T P Gender pay gap (2023/24) -0.4% 6th P&T P Percentage of income due from council tax received by the end of the year (2023/24) 93.2% 31st RES P Percentage of invoices sampled that were paid within 30 calendar days (2023/24) 90.4% 23rd RES P Percentage of operational buildings that are suitable for their current use (2023/24) 93% 10th RES P Percentage of internal floor area of operational buildings in satisfactory condition (2023/24) 91.2% 13th RES Page 133
Page 134
6 How we perform locally How we compare nationallyTotal Performance Indicators = 14 P= Performance (13) C= Cost (1) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner P Proportion of Scottish Welfare Fund Crisis Grants decisions within 1 day (2023/24) 95% 23rd CCF P Proportion of Scottish Welfare Fund Community Care Grants decisions within 15 days (2023/24) 82.3% 27th CCF P Proportion of Scottish Welfare Fund budget spent (2023/24) 101.4% 24th RES P Proportion of Discretionary Housing Payments funding spent (2023/24) 102% 10th RES 03 Adult & Social Services How we perform locally How we compare nationallyTotal Performance Indicators = 11 P= Performance (5) C= Cost (2) S= Satisfaction (4) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner C Net residential costs per capita per week for older adults aged 65+ (2023/24) £713 17th HSCP C Home care costs for people aged 65 or over per hour (2023/24 £41.81 23rd HSCP S Percentage of adults supported at home who agree that they are supported to live as independently as possible (2023/24) 62.7% 31st HSCP Page 134
Page 135
7 How we perform locally How we compare nationallyTotal Performance Indicators = 11 P= Performance (5) C= Cost (2) S= Satisfaction (4) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner S Percentage of adults supported at home who agree they had a say in how their help, care or support was provided (2023- 24) 59.1% 22nd HSCP S Percentage of carers who feel supported to continue in their caring role (2023/24) 26.7% 29th HSCP S Percentage of adults supported at home who agree that their services and support had an impact in improving or maintaining their quality of life (2023/24) 64% 29th HSCP P Rate of readmission to hospital within 28 days per 1,000 discharges (2023/24) 84.1 7th HSCP P Percentage of care services graded "good" or better in Care Inspectorate inspections (2023/24) 81.4% 14th HSCP P Number of days people spend in hospital when they are ready to be discharged, per 1,000 population (75+) (2023/24) 1,225 26th HSCP P Percentage of people aged 65 and over with long-term care needs who are receiving personal care at home (2023/24) 70.2% 5th HSCP P Self-directed support spend for people aged over 18 as a % of total social work spend on adults (2023/24) 2.1% 32nd HSCP 04 Culture & Leisure Services Page 135
Page 136
8 How we perform locally How we compare nationallyTotal Performance Indicators = 8 C= Cost (4) S= Satisfaction (4) Latest year status Latest comparative value Performance against previous year value National position (1st--32nd) Scottish average Family group average Owner C Cost per attendance at sports facilities (2023/24) £4.25 18th WDLT C Cost per visit to libraries (2023/24) £4.76 26th CCF C Cost per museum visit (2022/23) £0.01 1st CCF C Cost of parks and open spaces per 1,000 population (2023/24) £40,462 32nd R&N S Percentage of adults satisfied with libraries (2021/24) 77.7% 7th CCF S Percentage of adults satisfied with parks and open spaces (2021/24) 85.7% 15th R&N S Percentage of adults satisfied with museums and galleries (2021/24) 73.7% 10th CCF S Percentage of adults satisfied with leisure facilities (2021/24) 74% 7th WDLT Page 136
Page 137
9 05 Environmental Services How we perform locally How we compare nationallyTotal Performance Indicators = 15 P= Performance (6) C= Cost (7) S= Satisfaction (2) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner C Net waste collection cost per premises (2023/24) £76.82 15th R&N C Net waste disposal cost per premises (2023/24) £167.65 30th R&N C Net cost of street cleaning per 1,000 population (2023/24) £7,166 3rd R&N C Road maintenance cost per kilometre (2023/24) £27,197 27th R&N C Cost of trading standards and environmental health per 1,000 population (2023/24) £18,321 8th R&R C Cost of trading standards, money advice & citizens advice per 1,000 population (2023/24) £5,296 9th R&R C Cost of environmental health per 1,000 population (2023/24) £13,025 13th R&R P Street Cleanliness Index - Percentage Clean (2023/24) 87% 28th R&N P Percentage of Class A roads that should be considered for maintenance treatment (2023/25) 25.0% 10th R&N P Percentage of Class B roads that should be considered for maintenance treatment (2023/25) 36.0% 26th R&N P Percentage of Class C roads that should be considered for maintenance treatment (2023/25) 28.0% 8th R&N Page 137
Page 138
10 How we perform locally How we compare nationallyTotal Performance Indicators = 15 P= Performance (6) C= Cost (7) S= Satisfaction (2) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner P Percentage of unclassified roads that should be considered for maintenance treatment (2021/25) 31.0% 7th R&N P Percentage of total household waste that is recycled (2023/24) 36.2% 27th R&N S Percentage of adults satisfied with refuse collection (2021/24) 88% 7th R&N S Percentage of adults satisfied with street cleaning (2021/24) 61.3% 18th R&N 06 Housing Services How we perform locally How we compare nationallyTotal Performance Indicators = 5 P= Performance (5) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner P Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year (2023/24) 9.4% 14th RES P Percentage of council rent that was lost due to houses remaining empty (2023/24) 1% 10th HS P Percentage of council dwellings that meet the Scottish Housing Quality Standard (2023/24) 51.2% 24th HS Page 138
Page 139
11 How we perform locally How we compare nationallyTotal Performance Indicators = 5 P= Performance (5) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner P Average time taken in days to complete non-emergency repairs (2023/24) 10.9 18th HS P Percentage of council houses that are energy efficient (2021/22) 83.7% 16th HS 07 Economic Development How we perform locally How we compare nationallyTotal Performance Indicators = 13 P= Performance (11) C= Cost (2) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner C Investment in Economic Development & Tourism per 1,000 population (2023/24) £119,504 13th R&R C Cost per planning application (2023/24) £5,536 9th R&R P Average time taken to deliver a commercial planning application decision (2023/24) 11.4 21st R&R P Percentage of procurement spent on local enterprises (2023/24) 11.5% 31st R&R P Number of business gateway start-ups per 10,000 population (2023/24) 22.5 7th R&R Page 139
Page 140
12 How we perform locally How we compare nationallyTotal Performance Indicators = 13 P= Performance (11) C= Cost (2) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner P Percentage unemployed people assisted into work from Council operated / funded Employability Programmes (2023/24) 29.3% 4th R&N P Proportion of people earning less than the living wage (2021/22) 14.6% 10th R&N P Proportion of properties receiving superfast broadband (2023/24) 99.3% 1st R&R P Town vacancy rates (2023/24) 13.9% 21st R&R P Immediately available employment land as a percentage of total land allocated for employment purposes (2023/24) 43.8% 7th R&R P Gross Value Added (GVA) per capita (2023/24) £25,442 18th R&R P Claimant count as a percentage of working age population (2023/24) 4.4% 30th R&N P Claimant count as a percentage of 16-24 population (2023/24) 5.6% 31st R&N 08 Tackling Climate Change Page 140
Page 141
13 How we perform locally How we compare nationallyTotal Performance Indicators = 5 P= Performance (5) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner P CO2 emissions area wide per capita (2023/24) 3.62 8th R&R P CO2 emissions area wide: emissions within scope of local authority per capita (2023/24) 3.53 8th R&R P CO2 emissions from transport per capita (2023/24) 20.62 12th R&R P CO2 emissions from electricity per capita (2023/24) 54.89 28th R&R P CO2 emissions from natural gas per capita (2023/24) 61.83 19th R&R 09 Finance How we perform locally How we compare nationallyTotal Performance Indicators = 5 P= Performance (5) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner P Total useable reserves as a percentage of council annual budgeted revenue (2023/24) 5.4% 32nd RES P Uncommitted General Fund Balance as a percentage of council annual budgeted net revenue (2023/24) 2% 23rd RES P Ratio of financing costs to net revenue stream - General Fund (2023/24) 10.9% 31st RES Page 141
Page 142
14 How we perform locally How we compare nationallyTotal Performance Indicators = 5 P= Performance (5) Latest year status Latest comparative value Performance against previous year value National position (1st-32nd) Scottish average Family group average Owner P Ratio of financing costs to net revenue stream - Housing Revenue Account (2023/24) 41.9% 26th RES P Actual outturn as a percentage of budgeted expenditure (2023/24) 102% 4th RES PI Status Target significantly missed Target narrowly missed Target met or exceeded Data only PI How we perform locally Better than previous year No change Worse than previous year How we compare nationally Better No change Worse Owner Service Area CCF Citizen, Culture & Facilities ELA Education HS Housing Services HSCP Health & Social Care Partnership P&T People & Technology R&R Regulatory & Regeneration RES Resources WDLT West Dunbarton Leisure Trust Page 142
Page 143
Local Government Benchmarking Framework National Benchmarking Overview Report 2023-24 Appendix 6 Page 143 Page 143
Page 144
2 National Benchmarking Overview Report 2023-24 Contents Preface 3 Key Messages 6 About this report 13 Introduction 16 1. Financial Pressures 19 2. Workforce Challenges 29 3. Health and Social Care Pressures 36 4. Education for Children and Young People 47 5. Tackling Poverty and Financial Hardship 56 6. Performance of Local Government Services 67 Conclusion 73 Appendix: Overview Table for all LGBF Data 2023-24 77 Page 144
Page 145
3 National Benchmarking Overview Report 2023-24 Preface This is the thirteenth annual report for the Scottish Local Government Benchmarking Framework (LGBF). The LGBF represents a joint commitment by Solace (Scotland) and COSLA to develop better measurement and comparable data to target resources and drive improvement through benchmarking. Over the past 13 years, this sector-led improvement approach has successfully supported all 32 Scottish councils to work and learn together. As this approach has matured, it has continued to gain traction, as councils move towards a more strategic and diagnostic use of the data. This report reveals the extraordinary effort and achievements delivered across local government against unprecedented financial, workforce and demand pressures. There is evidence that performance and efficiency improvements gained in previous years are now slowing down. This provides a stark warning for the future resilience of essential council services. There is a risk that the improvements and progress that have been achieved over the longer term, could be lost. While performance improvements have slowed for all councils, there is local variation in the depth, severity and focus of impacts. Communities are affected by current challenges in different ways and councils’ responses demonstrate the importance of local solutions to local needs and issues. Local solutions are core to local democracy, reflecting the diverse needs, circumstances, and priorities of our communities. Each council has developed the structure and service arrangements it believes are the most appropriate and cost-effective to support its own communities. All councils report their performance to their communities within locally developed and agreed public reporting frameworks, which draw upon LGBF information. This information is available to all citizens and users of council services, so that they can hold councils to account for what is achieved on their behalf and scrutinise their performance to drive improvement. To help communities and councils draw meaningful comparisons from the LGBF data, authorities are arranged in `family groups’, enabling comparisons to be made between councils that are similar in terms of the type of population that they serve (e.g., relative deprivation and affluence) and the type of area in which they serve them (e.g., urban, semi-rural, rural). The point of comparing like with like is that it will most probably lead to useful learning and improvement. The driving force behind this work is, and will always be, to improve the lives of people in communities across Scotland. We believe that effective public services contribute to both individual and community quality of life. With the sustainability of these services coming under increasing pressure, there has never been a Page 145
Page 146
4 National Benchmarking Overview Report 2023-24 greater requirement for working with and learning from each other. The local government sector has therefore positioned the LGBF as a key cornerstone of its evolving approach to sector-led performance improvement, especially through peer collaborative improvement. The robust evidence base provided by the LGBF will continue to be critical in informing and shaping councils’ efforts to improve and transform services for the benefit of the people they serve. Des Murray Chair of Solace (Scotland) Councillor Shona Morrison Chair, Improvement Service COSLA President Page 146
Page 147
5 National Benchmarking Overview Report 2023-24 Page 147
Page 148
6 National Benchmarking Overview Report 2023-24 Key Messages While evidence within this year’s LGBF report reveals the extraordinary effort and achievements delivered across local government against an increasingly challenging backdrop, it also shows how sustained financial, demand and workforce pressures have substantially disrupted performance and efficiency improvements gained in previous years. Councils are having to make increasingly difficult decisions about how they deliver services and what services may have to stop or reduce if they are to deliver balanced budgets as required by statute. In its latest review of council finances, the Accounts Commission has also highlighted these intensifying challenges and the real risks for the future they present. Funding pressures In real terms, total Scottish Government revenue funding for councils has decreased by 1.8% in 2023/24. Local government has suffered from a decade of underfunding for core and existing services, with funding levels not keeping pace with increased demand, growing need and rising cost pressures. While the Scottish Government budget has increased by 45% since 2013/14, the local government budget has remained relatively static. Funding of local government has not kept pace with other parts of the Scottish budget for many years. While the budget for Health has grown by 20% since 2013/14, the budget for local government has fallen by 0.9% in real terms in that period. Where there have been uplifts in Scottish Government funding for local government in the last decade, almost all of this has been to fund new services and new policy priorities which have brought with them new demands which councils have had to meet. Local government has been charged to do more on Scottish Government’s behalf, with less discretion to do what is important locally, and consequently core services are now significantly underfunded. The Accounts Commission report that at least a fifth of funding provided in 2023/24 is ringfenced or provided with expectation it will be spent on specific services. Growing demand Ageing populations, along with rising costs for every day essentials are leading to increased demand for local government services, particularly in statutory services like social care and housing. While the overall population has grown by 3% in the past 10 years, the 65+ population has grown by 18% and the 75+ population has grown by 21%. An ageing population means more people in our communities with multiple and increasingly complex needs relying on essential council services. The cost-of-living crisis has further increased demand for council services particularly by the most vulnerable in society. Communities are experiencing Page 148
Page 149
7 National Benchmarking Overview Report 2023-24 increasing poverty and financial hardship, at a time when councils have reducing capacity to support them. The LGBF provides evidence of the continuing levels of financial hardship being experienced within local communities. This includes sustained demand for financial support via the Scottish Welfare Fund and Discretionary Housing Payments, and the increasing levels of household debt being recorded. Deepening fiscal, workforce and demand pressures pose real risks to the future sustainability of vital services provided by councils, including those that are essential in preventing and mitigating the effects of poverty. Further demand pressures are evident in the increasing rates of social, emotional and behavioural difficulties in children and young people recorded in recent years. There has been a 41% growth in the number of pupils in need of additional support for learning since 2017-18. Figures show that currently 43% of all pupils within mainstream secondary education have identified additional support needs. This is an area of increasing priority for the local government sector with councils working more closely than ever with partners to ensure children have access to the support they require to help them achieve their potential. There are growing concerns about the financial pressures arising from the record numbers of pupils identified with additional support needs and the capacity both within the education sector, and within the adult service sector, to respond effectively, as young people migrate into adult services. A development priority will be to strengthen the focus within the LGBF recognising the growing importance of this area. Workforce pressures Councils continue to face multi-faceted workforce capacity pressures including an ageing workforce, increased service demand, skills gaps, and recruitment and retention difficulties which are impacting on overall organisational capacity and resilience. At a time when demands on councils are increasing across many services, additional workforce capacity issues have compounded and increased the scale of challenges which now need to be addressed to ensure the longer- term sustainability of local government. Against this context, it is perhaps unsurprising that LGBF data continues to record increases in staff absence across the sector, particularly for reasons of stress, mental health and fatigue. In 2023/24, council staff absence levels reached the highest level ever reported. These rates of overall absence combined with high levels of vacancies in some roles will be impacting on councils’ capacity to deliver essential local services. This complex picture requires concerted and coordinated action across all aspects of local government and Scotland’s Local Government Workforce Report 2024 sets out the actions that can be put in place to tackle these issues. Page 149
Page 150
8 National Benchmarking Overview Report 2023-24 Adult social care sector A perfect storm of these combined pressures can be seen in the adult social care sector. Councils and their partners face significantly growing social care demands largely due to supporting the increasingly complex needs of people with disabilities and an ageing population. Since 2010/11, the over 65 population has grown by over 26%. At the same time the deepening crisis in workforce recruitment and retention is intensifying pressure. While adult social care is an area of expenditure growth, this is not keeping pace with demographic demands, and financial pressures from rising inflation, pay uplifts and Covid-19 legacy costs are making it difficult to sustain services at their current level. With an estimated £4.1 billion shortfall in social care expenditure, cuts to services have been required. Being able to meet statutory service delivery let alone improving outcomes and meeting public expectations is becoming increasingly challenging across the social care sector. Instead of driving the desired shift to early intervention advocated for by the Christie Commission, a greater resource has become targeted on a smaller number of people with higher needs. While shifting the balance of care out of hospital remains a challenge, much has been done to date to relocate the support people require into their own homes and communities, in the context of growing demand. This includes successful large scale closure programmes of long stay hospital care for older adults and people with physical and learning disabilities, shifting of rehabilitation services into community and home-based settings, and the expansion of provision of primary and community care led services supported by Health and Social Care Partnerships into communities, and into people’s own homes, and out of hospital settings. A sustained and real commitment to the “whole system” of population health is required, including investment in the vital preventative and early intervention services councils provide which are critical to addressing the social determinants of health. Local government financial sustainability and spending decisions There is now significantly limited capacity for councils to manage and mitigate ongoing financial pressures, with financial resilience tested as a result of funding constraints and ring-fencing. The scale of change and savings made over a period of austerity, lasting over 10 years within local government services, cannot be repeated, even in the short term. Councils’ financial plans and spending patterns reveal a system under pressure and highlight the difficult decisions that are being required to deliver balanced budgets. To bridge the growing budget gap, councils are relying increasingly on recurring savings, increases to Council Tax, and the use of reserves. While the reserves position remains high at 23.9% of annual budgeted revenue, less of Page 150
Page 151
9 National Benchmarking Overview Report 2023-24 those reserves are now regarded as uncommitted than at any point in the last 10 years. Budget performance trends also indicate a system under pressure, with actual outturn in 2023/24 at 99.6% of budgeted expenditure, which is the highest level since reporting began. In 2023/24, the proportion of expenditure being used to service debt increased for the first time in 10 years, rising from 5.4% to 5.8%, at a time when local government borrowing has increased by 31% To support councils as they develop financial plans which enable them to become more financially sustainable within this difficult financial context, the LGBF Board will work closely with local government Directors of Finance to strengthen the suite of LGBF Financial Sustainability measures, and in particular deepen understanding around the use of reserves and the extent to which planned savings are being delivered. Local government revenue expenditure has increased in real terms by 2% in 2023/24, and by 7.7% since 2013/14. This expenditure growth has been insufficient to keep pace with demographic trends. In 2023/24 alone there is a £6.5 billion shortfall in terms of the level of spend required just to keep up with demographic change and inflationary pressures. This illustrates the difficult decisions that are having to be taken to manage the budget, and the trends observed across protected and unprotected service areas. Expenditure within social care, education, and support for care experienced children continues to be sustained and enhanced, growing since 2010/11 by 29%, 19% and 18% respectively. Meanwhile, increased and disproportionate savings are targeted on those areas which are not protected by Scottish Government policies to provide balance to statutory and ringfenced commitments elsewhere. The scale of the budget reductions in the past decade raises concerns on future sustainability and local authorities’ capacity to support prevention and early intervention approaches to tackling poverty, improving health and wellbeing, and supporting our transition to Net Zero. Since 2010/11, budget reductions have included: ● 26% reduction in culture and leisure spending ● 13% reduction in roads spending ● 25% reduction in planning spending ● 30% reduction in tourism spending ● 23% reduction in corporate support services spending ● 30% reduction in trading standards and environmental health spending ● 39% reduction in street cleaning spending ● 11% reduction in waste service spending. Page 151
Page 152
10 National Benchmarking Overview Report 2023-24 While long-term spending patterns are clear, more recent data from 2020/21 onwards reflects the active prioritisation of services that councils were required to make to support their Covid response and recovery. While education and social care continued to grow in line with national policy commitments, other areas such as culture and leisure services, environmental services and roads saw fluctuation in their long-term spending trend. Overall local government performance In light of these sustained pressures, the evidence from the LGBF that local government performance improvement has slowed in recent years is to be expected. In terms of overall council service performance, the long-term picture remains positive, with 68% of performance indicators within the LGBF showing improvement since the base year. In recent years, however, year on year trends show a slowing in this improvement, and an increase in the number of performance indicators which are now declining. In the last two years, the rate of decline has overtaken the rate of improvement (45% compared to 39% respectively). It is apparent that given the deepening fiscal, workforce and demand pressures facing the sector, councils are having to make increasingly difficult decisions about the shape and level of service delivery, and these are beginning to have a clear impact on service performance. While the recent slow-down in performance improvement is system wide, and true for all councils regardless of local priorities and the policies they are pursuing, there is variation in the depth, severity and focus of impacts. The data on council service performance provides a stark warning on the future resilience of essential council services. If the current trend continues, the improvements and progress that has been achieved thus far, could potentially be lost and council service performance may start to decline over the longer-term. It is important to note that councils’ responses demonstrate the importance of local solutions to local needs and issues, varying both between and within authorities. While the overall picture points to a slow-down in performance improvement, there are long-term improvement trends which have been sustained and strengthened in policy critical areas. For example, there has been strong progress in improving outcomes for children and young people, with the LGBF providing evidence of the difference that has been made in areas such as attainment in the Curriculum for Excellence and across the senior phase, and in terms of leaver destinations. In each of these areas, a long-term improving trend can be observed, including progress to narrow the poverty related attainment gap. Sector led improvement Local government, as a sector, is taking clear pro-active steps to mitigate the effects of these challenges. To ensure the ongoing sustainability of services, local Page 152
Page 153
11 National Benchmarking Overview Report 2023-24 government has committed to a significant programme of sector led performance improvement and transformation. Important elements of local government’s sector led performance improvement and transformation include the Scottish Local Government Assurance and Improvement Framework; Peer Collaborative Improvement; and the Local Government Transformation Programme. While councils are clear on the urgent need for transformational change, they are mindful of the challenges faced in achieving this whilst also delivering vital services. The Accounts Commission has emphasised that this burden of transformational change should not fall on local authorities alone given the need for wider public service reform. Page 153
Page 154
12 National Benchmarking Overview Report 2023-24 Page 154
Page 155
13 National Benchmarking Overview Report 2023-24 About this report 1. This report provides a high-level analysis of the performance of councils both during 2023/24 and over the longer-term. It also sets out the challenges facing councils in the context of current funding and workforce pressures, growing demand and ongoing impacts from the Covid pandemic and cost-of living crisis. 2. Our primary source of information for this report is the LGBF dataset, which provides longitudinal data on how councils allocate resources, the performance of key council services and levels of public satisfaction with the major services provided and commissioned by councils. The rich data supports evidence-based comparisons between similar councils (family groups) and over time, providing an essential tool for policy makers and the public. The full detail of the LGBF data is available in the LGBF Dashboard which provides access to data and analysis at an indicator level, service level, family group level and council level, along with narrative to support meaningful interpretation. An overview of the trends across all LGBF indicators is presented in Annex 1. 3. The LGBF provides high-level ‘can openers’ which are designed to focus questions locally on why variations in cost and performance are occurring between similar councils to identify opportunities for learning. It does not offer a crude “league table” assessment. Local context and local decision making are essential in making sense of and making best use of the LGBF. ‘Good practice principles’ set out how the LGBF is used locally to support strategic and budget planning, improvement, scrutiny and public performance reporting. Further information, briefing notes and case studies are available in the ‘How Councils Are using the LGBF’ publication, and on the LGBF website. 4. The benchmarking data in this report should not be considered in isolation. An online interactive tool links the LGBF with outcomes data presented in the Community Planning Outcomes Profile (a resource which provides trend data on outcomes, both at a local authority level, and at a locality level). The LGBF indicators have also been mapped to the National Performance Framework outcomes and public health priorities to support councils to demonstrate the important role they play in driving progress in these key areas. 5. We refer to ‘real-terms’ changes in this report. This means that we are showing financial information from past and future years at 2023/24 prices, adjusted for inflation so that they are comparable. To make that comparison we use gross domestic product (GDP) deflators to adjust for inflation, which are published quarterly by HM Treasury. GDP deflators are the standard approach adopted by both the UK and Scottish governments when analysing Page 155
Page 156
14 National Benchmarking Overview Report 2023-24 public expenditure. The deflator used is the broadest measure of inflation in the domestic economy and captures all goods and services that contribute to GDP and has a wider scope than just the consumer indices (RPI/CPI). It includes wage rises, costs of materials, energy costs, and interest rates for example. It means it should capture costs associated with demographic changes but only to some extent. While population growth will contribute to inflation in terms of generating demand, the population change is increasing demand for expensive services in a way that is not fully reflected in inflation measures. As a result of the way that GDP is calculated, Covid-19 resulted in volatility across 2020/21 and 2021/22. To compensate for this, and to provide meaningful comparisons between years, we have used an average GDP growth rate across 2020/21 and 2021/22 in our calculations to separate inflation (changes in prices) from changes in outputs and those largely attributable to Covid-19 spending. As 2023/24 is the base year for this methodology, cash and real figures will match for this year. 6. The Covid pandemic has had significant impacts on some of the data timeseries within the LGBF. For several important areas, there were changes in assessment, survey or inspection methodologies during Covid. This includes senior phase attainment, satisfaction with council services (Scottish Household Survey data), and quality ratings for early years and adult social care. Caution is required in these areas when drawing conclusions and making comparisons over time. 7. There remain timeousness challenges in relation to key datasets utilised within the LGBF. There are a number of key policy areas in relation to children and young people for which 2023/24 data is not available at the time of publication of this report, and therefore analysis is not included. This includes care experienced children, child development, exclusion rates, and child poverty rates. This data will be published on the LGBF Dashboard as soon as it is available. Page 156
Page 157
15 National Benchmarking Overview Report 2023-24 Page 157
Page 158
16 National Benchmarking Overview Report 2023-24 Introduction This year’s report introduces data from 2023/24, a period when households across Scotland continued to experience significant pressures on their finances due to inflation. At the same time, local government services were under substantial strain, with the scale of financial, demand and workforce pressures increasing to unprecedented levels in recent years. Although evidence within the LGBF reveals the extraordinary effort and achievements delivered across local government against this increasingly challenging backdrop, it also shows how these sustained pressures have substantially disrupted performance and efficiency improvements gained in previous years. The evidence in this year’s LGBF highlights that councils are having to make increasingly difficult decisions about how they deliver services and what services may have to stop or reduce if they are to deliver balance budgets as required by statute. Current levels of funding for local government are not sufficient to address increased demand for services, increased operational costs due to inflation, or increases to support pay awards. The LGBF data in this report presents a stark warning that councils are in a precarious financial position and reinforces growing concerns over the sustainability of local government and the need for urgent change. The increasingly challenging financial position facing councils has been reinforced by a wide range of organisations including the Accounts Commission, Local Government Information Unit (LGIU), The National Audit Office (NAO), COSLA, and Reform Scotland, to name a few, who submitted evidence to the Local Government, Housing and Planning Committee in relation to their 2024 inquiry on pre-budget scrutiny and focus on the sustainability of local government finances. There is consensus that these challenges facing councils are unlikely to reduce in the coming years. However, the sector remains optimistic about the role that local government, if sufficiently funded and empowered, could have in advancing the prevention agenda, tackling local and national shared priorities, delivering services and empowering communities. However, this requires wider public service reform as recommended by Christie and it is clear that local government cannot be expected to make changes of the magnitude required on its own. The focal points in this report are: 1. Financial pressures 2. Workforce challenges 3. Health and social care pressures Page 158
Page 159
17 National Benchmarking Overview Report 2023-24 4. Education for children and young people 5. Tackling poverty and financial hardship 6. Performance of local government services Page 159
Page 160
18 National Benchmarking Overview Report 2023-24 Page 160
Page 161
19 National Benchmarking Overview Report 2023-24 1. Financial Pressures Council finances are under immense stress. There is now significantly limited capacity for councils to manage and mitigate ongoing financial pressures with financial resilience tested as a result of funding constraints and ring-fencing. The scale of change and savings made over a period of austerity, lasting over 10 years within local government services, cannot be repeated, even in the short term. Questions about the need for a major policy shift in how councils are funded and what they are required to do need to be answered. Working closely with communities to communicate the impact on local services and to shape local priorities is more important than ever. Local government has suffered from a decade of underfunding for core and existing services, with funding levels not keeping pace with increased demand, growing need and rising cost pressures. Even where additional funding has been provided for new responsibilities such as Continuing Care, that funding often hasn’t kept pace with increased costs and demand, leaving councils to fund the gap. The financial challenges have coincided with new burdens and additional policy commitments, with the funding for these being ring fenced and fixed allocations eroded by inflation. To remain within budget, councils are increasingly having to rely on the use of savings and reserves. They are also making progressively more difficult decisions about future service delivery and the level of service they can afford, with non-statutory services being significantly reduced, and some stopping all together. This sustained fiscal pressure has occurred within a context of huge economic uncertainty driven by Middle East conflicts, the war in Ukraine, Brexit, Covid-19, and economic shocks arising from political instability and changing economic policy. The combined effect of these events and subsequent inflationary, cost and wage pressures has been significant, creating new demands on council services to respond to growing inequality and financial hardship within our communities. Councils are also managing an increasing programme of national reform, including education reform and commitments in meeting national climate change goals. These come at a substantial cost with clarity about funding unclear, driving increased uncertainty. Scottish Government Funding for Councils Funding of local government has not kept pace with other parts of the Scottish budget for many years. While the Scottish Government budget has increased by 45% since 2013/14 (reflecting in part the devolution of social security powers), the local government budget has remained relatively static.1 The graph below shows 1 Scotland’s Budget Documents: The 2023-24 Spring Budget Revision Page 161
Page 162
20 National Benchmarking Overview Report 2023-24 that while the budget for Health has grown by 20% since 2013/14, the budget for local government has fallen by 0.9% in real terms in that period. Figure 1: Change over time in Scottish Government, Health and Local Government Revenue Budgets 0 10,000 20,000 30,000 40,000 50,000 60,000 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Local Government Health Scottish Government Source: Scottish Government budget documents (spring revision) for 2014/15 to 2023/24 and actual figures for 2013/14 (from local government finance circular) as budget documents were not available Where there have been uplifts in Scottish Government funding for local government in the last decade, almost all of this has been to fund new services and new policy priorities which have brought with them new demands which councils have had to meet. Funding to meet these demands has eroded over time which has manifested as cost pressures within councils. The roll out of universal free school meals, the expansion of early learning and childcare, and the significant increase in funding for adult social care are some of the examples of where extra funding has been provided but has been ring-fenced to meet the additional costs. Scottish Government funding for existing core council services has not been uplifted for inflation and other cost pressures and has therefore fallen substantially in real terms. Furthermore, and where inflationary uplifts are not included in ongoing ringfenced allocations, there is a risk that the cost of delivering these obligations exceeds allocations which may be based on historic demand and cost estimates. This too represents a further reduction to core council budgets. Local government has been charged to do more on Scottish Government’s behalf, with less discretion to do what is important locally, and consequently core services are now significantly underfunded. In real terms, total Scottish Government revenue funding for councils has decreased by 1.8% in 2023/24, and by 0.9% since 2013/14. As highlighted, within Page 162
Page 163
21 National Benchmarking Overview Report 2023-24 this funding, a significant proportion is ringfenced or provided with expectation it will be spent on specific services. In their Local Government Financial Bulletin, the Accounts Commission calculates that the funding which is ringfenced or directed is 21%, which is down from 25.7% in 2022/23. It is worth noting that CIPFA Directors of Finance suggest that the actual proportion of ‘ringfencing’ or ‘directed funding’ is higher when factoring in the national commitment to maintain teacher numbers and other costs related to Health and Social Care Partnerships and policies such as universal Free School Meal provision for P1-P5. Capital funding from the Scottish Government has fallen by 1.2% in 2023/24, and by 21% in the past 5 years. Local Government Expenditure and Financial Sustainability Councils’ financial plans and spending patterns reveal a system under pressure and highlight the difficult decisions that are being required to deliver balanced budgets and demonstrate good financial management and sustainability. Local government revenue expenditure has increased in real terms by 2% in 2023/24, and by 7.7% since 2013/14. Expenditure growth has accelerated since 2019/20, reflecting the provision of Covid funding, additional ringfenced or specific grant funding to deliver new national policy commitments, the impact of inflation and increased demand for some services. As we shall see in later sections, this growth in expenditure has been insufficient to keep pace with demographic trends. The Accounts Commission calculates that the financial gap for councils, where anticipated income is less than planned expenditure, has increased by over a third in 2023/24, from £476 million to £789 million (note: sample of 29 councils differs from 2022/23 sample). In addition to relying on recurring savings to bridge the budget gap in 2023/24, Council Tax has been increased by 5.4% on average, and councils have bridged over a quarter of their budget gap using reserves (£202 million).2 Councils report a slightly declining reserves position in 2023/24, with levels falling by 0.6pp to 23.9% of annual budgeted revenue. Levels, however, remain significantly higher than pre-pandemic, where the position was around 17%. A more concerning trend is that less of those reserves are now regarded as uncommitted than at any point in the last 10 years. In 2023/24, the uncommitted general fund balance fell to 2.3% of annual budgeted net revenue, the lowest level since reporting began. That most reserves are already committed for specific purposes highlights the clear plans councils have in place for how they 2 https://audit.scot/publications/local-government-in-scotland-financial-bulletin-202324 Page 163
Page 164
22 National Benchmarking Overview Report 2023-24 intend to use their reserves to help balance future budgets, to meet severance costs and to fund investment in transformation. Budget performance trends also indicate a system under pressure with close to 100% spend compared to budget. While there will always be transient or one-off issues and savings during each financial year which can mask budget and actual trends, being so close to 100% in the most recent year is indicative of a system under great strain. In recent years, it is likely that unbudgeted income from Covid grants, and the use of other fiscal flexibilities has created a more positive picture of how councils are coping with overall pressures on budgets. We see in the most recent data that it is not possible to sustain this position. In 2023/24, actual outturn was 99.6% of budgeted expenditure, which is the highest level since reporting began. In 2023/24, capital expenditure by councils was £3.5 billion which is comparable in cash terms to 2022/23. To fund this, local government borrowing has increased by 31% in 2023/24 and was used to finance 49% of total capital expenditure.3 While the higher costs associated with borrowing will place further pressure on revenue budgets over the longer term, in recent years lower interest rates and the use of fiscal flexibilities to ensure debt charges remain prudent and affordable have enabled councils to manage this borrowing through their Treasury Management and Capital Strategies. Subsequently, in recent years the cost of borrowing for councils had continued to reduce, with the proportion of council revenue expenditure being used to service debt falling from 8.4% to 5.4% between 2013/14 and 2022/23. However, in 2023/24, for the first time in 10 years, the proportion of expenditure being used to service debt increased, rising from 5.4% to 5.8%. While using flexibilities to deliver investment within communities whilst meeting immediate spending pressures may help councils to balance their budgets, they do not tackle the underlying challenges to financial sustainability. Rises in the rate of interest, and capital inflation, are creating material pressures on the cost of borrowing and capital budgets which has resulted in a number of councils reducing their capital programmes on the grounds of affordability, which will impact on key services. 3 https://audit.scot/publications/local-government-in-scotland-financial-bulletin-202324 Page 164
Page 165
23 National Benchmarking Overview Report 2023-24 Table 1: Local Government Financial Sustainability 2013-14 2019-20 2020-21 2021-22 2022-23 2023- 24 Change since 2013-14 Change since pre- COVID Change since 2022- 23 Total Useable Reserves as a % of annual budgeted revenue 16.0% 17.0% 23.7% 24.4% 24.5% 23.9% 7.9pp 6.9pp -0.6pp Uncommitted Total General Fund Balance as a % of annual budgeted net revenue 3.7% 2.8% 3.1% 2.9% 2.9% 2.3% -1.4pp -0.5pp -0.7pp Ratio of Financing Costs to Net Revenue Stream - General Fund 8.4% 7.2% 6.2% 5.9% 5.4% 5.8% -2.7pp -1.4pp 0.4pp Ratio of Financing Costs to Net Revenue Stream - Housing Revenue Account 25.9% 22.6% 22.9% 22.6% 21.8% 20.0% -5.9pp -2.6pp -1.8pp Actual outturn as a percentage of budgeted expenditure 99.1% 99.4% 97.4% 98.3% 98.4% 99.6% 0.5pp 0.3pp 1.2pp To support councils as they continue to develop financial plans which enable them to become more financially sustainable within this difficult financial context, the LGBF Board will work closely with local government Directors of Finance to consider how to strengthen the suite of Financial Sustainability Measures included within the framework. This work will include a focus on strengthening our understanding around the use of reserves and the extent to which planned savings are being delivered and will be vitally important to ensure greater understanding of councils’ overall position in relation to financial sustainability. Protected and Non-Protected Spend In light of the sustained fiscal pressures and the requirement to make substantial savings, councils are facing increasingly difficult decisions in relation to their spending priorities. While local government expenditure has grown across the period in real terms, it is not keeping pace with demographic pressures. An annual increase of above 3% is needed to respond to accelerating demographic pressures. In 2023/24 alone, there is a £6.5 billion shortfall in terms of the level of spend required just to keep up with demographic change and inflationary pressures (see Figure 2). This illustrates the difficult decisions that are having to be taken to manage the budget, particularly in relation to the trends we are seeing across different service areas. Page 165
Page 166
24 National Benchmarking Overview Report 2023-24 Figure 2: Actual and required gross spend (based on modelled demographic demand) 17,000,000 19,000,000 21,000,000 23,000,000 25,000,000 27,000,000 29,000,000 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/14 Actual Gross Spend Demand Model Gross Spend Source: Local Government Finance Statistics and NRS Population projections The long-term trends show a clear shift of expenditure towards national priorities and those areas where Scottish Government have allocated additional monies for specific purposes. As such, expenditure within social care, education, and support for care experienced children continues to be sustained and enhanced, growing since 2010/11 by 29%, 19% and 18% respectively. As these areas account for over 70% of the benchmarked expenditure within the LGBF, councils are left with little flexibility but to target increased and disproportionate savings on those areas which are not protected by Scottish Government policies, to provide balance to statutory and ringfenced commitments elsewhere. Since 2010/11, in real terms, this has included: ● 26% reduction in culture and leisure spending ● 13% reduction in roads spending ● 25% reduction in planning spending ● 30% reduction in tourism spending ● 23% reduction in corporate support services spending ● 30% reduction in trading standards and environmental health spending ● 39% reduction in street cleaning spending ● 11% reduction in waste service spending. Page 166
Page 167
25 National Benchmarking Overview Report 2023-24 Table 2: Real change in Council Revenue Expenditure since 2010/11 (£000s) 2010-11 2019-20 2020-21 2021-22 2022-23 2023-24 Change since 2010-11 Change since pre- Covid Change since 2022- 23 Education £5,575,300 £6,049,555 £6,357,894 £6,452,877 £6,655,523 £6,654,175 19.4% 10.0% 0.0% Adult Social Care £3,568,699 £4,113,403 £4,379,454 £4,344,116 £4,560,631 £4,587,844 28.6% 11.5% 0.6% Looked After Children £518,142 £621,687 £616,828 £608,310 £600,412 £623,260 20.3% 0.3% 3.8% Culture & Leisure £754,815 £533,153 £523,729 £537,138 £569,493 £555,704 -26.4% 4.2% -2.4% Environmental Services £1,021,817 £843,002 £843,454 £827,466 £815,698 £836,151 -18.2% -0.8% 2.5% Roads £850,436 £623,251 £585,540 £659,018 £728,380 £743,353 -12.6% 19.3% 2.1% Planning £172,231 £128,868 £125,913 £119,905 £125,438 £128,747 -25.2% -0.1% 2.6% Economic Development £525,361 £410,647 £421,018 £512,241 £507,302 £483,817 -7.9% 17.8% -4.6% Central Support Services £1,095,372 £788,280 £799,156 £803,326 £817,467 £839,272 -23.4% 6.5% 2.7% Note: Table 2 includes expenditure covered by the LGBF measures. While the LGBF measures reflect the significant areas of local government expenditure, there are some minor areas of spend excluded, which accounts for differences with Scottish Government published expenditure data. All trends represent gross expenditure. The scale of the budget reductions in the past decade raises concerns on future sustainability and local authorities’ capacity to support prevention and early intervention approaches to tackling poverty, improving health and wellbeing, and supporting the transition to Net Zero. While long-term spending patterns are clear, more recent data from 2020/21 onwards reflects the active prioritisation of services that councils were required to make to support their Covid response and recovery. While education and social care continued to grow in line with national policy commitments, other areas show fluctuation in their long-term spending trend. Spending on social care and education has grown by 11.5% and 10.0% in real terms since pre-pandemic, however they have remained relatively static in 2023/24. For education, there has been a 1.2% reduction in primary education expenditure in 2023/24 which reflects demographic trends and the fall in the number of 5–12-year-olds. In the main however, education trends in recent years mirror political manifesto commitments for pupil equity and student attainment funding, and the expansion of early years entitlement. Staffing costs and the recent pay settlements are important factors in this trend, and the potential to make savings is impacted by the commitment to maintain teacher numbers. To manage increases in these relatively fixed costs, savings have been disproportionately targeted towards ancillary workers including support staff, Page 167
Page 168
26 National Benchmarking Overview Report 2023-24 janitors, caterers, and cleaners. The demographic trends in relation to falling pupil numbers may be an important factor in future discussion in relation to teacher numbers, as set out recently by the Institute for Fiscal Studies. The growth in social care expenditure in recent years largely reflects additional funding provided by the Scottish Government to support the commitment to pay the Scottish Living Wage to care workers. The scale of the increases observed in social care expenditure have not kept pace with rising costs and demographic demands, meaning that although the budget has been relatively protected compared to other service areas, being able to meet statutory service delivery, let alone improve outcomes and meet expectations is becoming increasingly challenging. Published data on the financial performance of Integration Joint Boards by the Accounts Commission emphasises the challenges here, providing evidence of reducing reserves, widening funding gaps and growing financial sustainability risks. While 2023/24 data is not yet published, data from 2022/23 shows a 10% reduction in IJB reserves (excluding Covid-19 reserve movements) and a projected funding gap for 2023/24 which has almost tripled in comparison to the previous year. While spending on support for care experienced children grew significantly prior to 2018/19, this has seen a levelling out in recent years in real terms. The recent trend is likely to reflect both the reduction in the number of children and young people formally ‘looked after’ by councils, along with efforts to reduce the use of more expensive external placements. It is possible that the continued impact of the pandemic on mental health and the societal impact of the cost-of-living crisis may create an increase in demand in future years and it will be important to closely monitor future data to understand the impacts of this. Some nonprotected service areas have seen recent uplifts in their spend, after a long-term pattern of reducing budgets. This largely reflects the resumption in activity, which was deferred during Covid, including in relation to significant capital programmes. For example, culture and leisure, environmental services, roads, planning services and corporate support services have all seen an increase in expenditure in recent years. Three things are important to note in relation to the above expenditure trends. Firstly, beneath the national figures and trends presented, there is significant local variability reflecting the priorities and approaches adopted by different councils to respond to local needs and issues. Secondly, the recent high inflation and impact of local government pay awards has had a significant impact on recent expenditure trends across all service areas. The increased spend does not reflect additional investment in services and will create significant additional pressure on the already limited capacity available for transforming and redesigning services. Thirdly, the significant scale of reductions which have already been made in nonprotected services mean it will not be possible to address the projected Page 168
Page 169
27 National Benchmarking Overview Report 2023-24 future funding gap by targeting yet further savings in these same services and have them continue to function properly. Future Challenges Looking forward, councils continue to plan for an increasingly challenging and uncertain financial landscape. This includes pressures resulting from underfunding, inflation, demographic change, increased demand for services, and workforce shortages. The unprecedented nature of current fiscal challenges means that in order to remain sustainable and continue to perform well, councils are now absorbing a higher level of risk to bridge the funding gap. Councils are increasingly having to rely on savings and reserves to balance budgets, as well as continuing to sustain and reform essential services whilst managing significant and widespread workforce shortages. This is not sustainable, and without action and further investment, the threat of an unbalanced budget or ‘effective bankruptcy’ appears closer than ever. In Scotland, so far, no council has been unable to balance their budget despite repeated warnings that this is likely to occur in the near future. While in England there is a clear legislative process, whereby a council can issue a Section 114 notice where it is believed impossible to pass a balanced budget in-year, until now, the preference in the local government sector in Scotland has been for preventative action. This has included reassessments of local government obligations to meet existing Scottish Government spending priorities (such as on teacher numbers). Page 169
Page 170
28 National Benchmarking Overview Report 2023-24 Page 170
Page 171
29 National Benchmarking Overview Report 2023-24 2. Workforce Challenges Against the fiscal context outlined in the previous chapter, councils continue to face multi-faceted workforce capacity pressures which are impacting on overall organisational capacity and resilience. The scale of the problem is growing and spans a wide range of skills, professions, and occupations, with councils struggling to find and to keep the staff needed to provide the complex and pressured services local communities rely upon. Some workforce capacity issues being faced by councils are historical, linked to ringfenced budgets; pressure to make year on year savings; an ageing workforce demographic; geographic disparities in population; and generally reduced availability of funding to enable suitable or sustained workforce investment. Other challenges have emerged more recently and include significant shifts in local labour market workforce availability; recruitment difficulties due to skills and talent shortages; and wage inflation and associated pay erosion in professional roles across a range of services and functions, with many roles going unfilled across Scotland. Against this context, it is perhaps unsurprising that LGBF data continues to record increases in staff absence across the sector, particularly for reasons of stress, mental health and fatigue. In 2023/24, council staff absence levels reached the highest level ever reported. Figure 3: Local Government Sickness Absence Trends 0 2 4 6 8 10 12 14 16 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Sickness absence days per employee Sickness absence days per teacher Sickness absence days per employee (non-teacher) Note: Covid-related absences were recorded separately during 2020-21 to 2022-23, and do not contribute to the trends during these years. Page 171
Page 172
30 National Benchmarking Overview Report 2023-24 Absence levels for all staff, excluding teachers, have continued a long-term upward trend, reaching an all-time high of 13.9 days in 2023/24, which is a 4.6% increase from 2022/23. Meanwhile, teacher absence levels also increased sharply in 2023/24, rising by 12.5% to reach a historic high of 7.6 days. Although absence levels experienced a temporary Covid related decline in 2020/21, absence has risen sharply in the past three years and now significantly exceeds pre-pandemic levels. The growth in absence in the last three years has been driven at least in part by NHS backlogs for treatment and longer recovery times due to treatment delays and inactivity. Long-term absence in particular has been impacted by treatment delays, with staff continuing to be off long-term with multiple medical conditions, reflecting the national trend. These rates of overall absence combined with high levels of vacancies in some roles will be impacting on councils’ capacity to deliver essential local services. This adds additional pressure and stress as demands continue to outstrip the local government workforce and ultimately leading to increased absence. Wider Workforce Issues in Scottish Local Government A comprehensive overview of current workforce issues in Scottish Local Government is set out in Scotland’s Local Government Workforce Report 2024 published jointly by Solace, the Improvement Service and SPDS (Society of Personnel Development Scotland). This report details how the current workforce issues are caused by a range of factors including: ● Financial and resourcing pressures ● Demographics and an ageing workforce ● Recruitment and retention difficulties (arising from local labour force workforce availability, skills gaps, pay competition, and changing perception of local government as an employer). ● Increased service demand Financial and resourcing pressures Explored in greater detail in the Finance section of this report, the long-term fiscal pressures facing local government provide the backdrop to councils’ workforce challenges. Local government employees are faced with the continuous challenges of managing reducing budgets and pressure to make savings, whilst responding to increased needs and demands in our communities. There has been limited funding available in recent years to facilitate suitable or sustained Page 172
Page 173
31 National Benchmarking Overview Report 2023-24 workforce investment to support the local government workforce to deal with these growing challenges. The annual budget process creates uncertainty across the workforce, a contributory factor to poorer mental health related conditions, particularly in the context of ongoing cost-of living-increases. Industrial action driven by pay disputes, stemming from inflationary cost pressures, not only strains budgets but also negatively impacts staff morale and service delivery. Demographics and an ageing workforce The local government workforce is ageing, and councils are now seeing employees retiring earlier. This is a particular challenge in relation to senior management and leadership positions, where there continues to be a significant turn-over in the most senior positions within councils. Recognising the wealth of experience and skills that older employees bring to local government, a key focus is required on how local government can improve retention amongst this group of staff. A further challenge in relation to the ageing workforce is that many councils are finding it more difficult to attract younger workers into roles and professions at all levels. The ageing population means that the number of those aged 65 and over is now higher than those aged under 15 (Figure 4). This population trend has a direct impact on the proportion of people of working age in Scotland and the pool of potential employees available for local government to recruit from. There are variations in population profile between areas, which present some council specific issues, but the general trend is consistent with a contracting labour market and the local government workforce itself reflects that ageing trend. Figure 4: Scotland’s population is ageing 0% 10% 20% 30% 1971 1975 1979 1983 1987 1991 1995 1999 2003 2007 2011 2015 2019 2023 Age groups as a proportion of Scotland’s population 1971-2023 Under 15 65 and older Source: Mid-Year Population Estimates for Scotland, National Records of Scotland Page 173
Page 174
32 National Benchmarking Overview Report 2023-24 The challenges created by the ageing demographic profile are exacerbated by trends in Scotland’s population health, with health gains stalling and many measures of illness now worsening.4 The Scottish Burden of Disease study predicts a 21% rise in reported cases of key diseases with cancers, cardiovascular disease and neurological conditions making up two-thirds of the projected increase. The current rate of people living with two or more health conditions is 1 in 4 and as the population ages, this will continue to increase. Recruitment and retention of staff Recruitment and retention challenges continue to grow for councils in an increasingly competitive labour market. Staff shortages are still being felt to varying degrees across all council services, driven by competition from other sectors, pay competitiveness, and shortages of workers with the appropriate skills (locally and nationally). Social care and social work continue to remain the highest priority workforce gaps with 97% and 91% of councils reporting shortages in these areas respectively. Staff shortages in other areas are becoming more prevalent, with councils now facing gaps in areas not previously impacted. Complex structural issues within the skills system in Scotland are now also directly impacting on a range of critical statutory roles. These recruitment and retention difficulties have led to a growing reliance on agency staff across some key service areas, for some authorities, often leading to further increased costs. Attracting a younger generation into the local government workforce as well as making local government an attractive place to work is critical for future workforce planning. The changing perception of local government as an employer is an important factor here. CIPD’s (Chartered Institute for Personnel Development) Working Lives Scotland 2024 report identifies “growing unease across the public sector”, pointing to the following evidence: ● Falls in employee voice scores recorded in the CIPD 2023 survey have not improved. In fact, manager voice ratings have worsened considerably for public sector employees. ● In work centrality questions, there are signs of public sector employees growing increasingly detached from their jobs, with a higher proportion saying their job is just a way of earning money and no more. ● Similarly, there is a drop in the proportion of public sector employees saying they feel inspired at work. This represents a modal shift in beliefs about a local government workforce who are motivated to pursue a vocation in public service. This is clearly no longer the case for many and the option of similar pay in a less demanding and less stressful 4 Realistic Medicine - Taking Care: Chief Medical Officer for Scotland annual report 2023 to 2024 - gov.scot Page 174
Page 175
33 National Benchmarking Overview Report 2023-24 work environment is resulting in the workforce choosing to move into other sectors. This means that local government is coming under increasing pressure from pay competition in other sectors and recruitment and retention of staff is increasingly difficult. Increased demand for services Ageing populations, along with rising costs for every day essentials are leading to increased demand for local government services, particularly in statutory services like social care and housing. While the overall population has grown by 3% in the past 10 years, the 65+ population has grown by 18% while the 75+ population has grown by 21%. An ageing population means more people in our communities with multiple and increasingly complex needs relying on essential council services, at the same time as the available labour market reduces. The cost-of-living crisis has further exacerbated the workforce crisis, increasing demand for council services particularly by the most vulnerable in society, just as staff are choosing to leave local government for better paid jobs in other sectors to cope with rising inflation. Future Priorities This complex picture requires concerted and coordinated action across all aspects of local government. The Scotland’s Local Government Workforce Report 2024 sets out the actions that can be put in place to tackle these issues and local government is already taking proactive steps to deliver progress towards these. These include: ● All councils have plans in place for maturing their approach to workforce planning. These include a greater focus on a younger workforce, continuing to proactively identify and address critical skills gaps, investing in priority areas such as net zero, and aligning workforce planning with strategic objectives. ● SOLACE, SPDS and IS have recently completed a survey into leadership and management development in councils which will inform potential areas for joint working and collaboration in an area that is currently fragmented. The Local Government Transformation Programme, led by Solace and the IS, has established a Leadership Practitioner Forum, putting action in place to respond to this key workforce risk. ● The recently established Local Government Workforce Board represents a co-ordinated commitment from SPDS and Solace to implement the actions identified in Scotland’s Local Government Workforce Report. The Action/ Delivery plan 2024 sets the development priorities around which councils will collaborate to improve levels of workforce planning practice, linked to other national and regional activities. Page 175
Page 176
34 National Benchmarking Overview Report 2023-24 ● Work is planned between SPDS and NEREO (North East Regional Employers Organisation) with support from SOLACE, COSLA and myjobscotland (MJS) to support Scottish councils to develop a national recruitment and branding pilot and strategy. ● The Accounts Commission’s recent national Best Value thematic work on Workforce Innovation highlights how councils are stepping up to plan for and support the future workforce. This includes integration of workforce plans with strategy, digital technology, hybrid and remote working, future capacity and skills needs and workforce planning impact. ● The agenda for digital transformation also brings challenges. Changing expectations around when customers want to access services means more flexibility is required around service delivery than ever before. Councils are working to anticipate future digital trends and new ways of working that will impact on the workforce. ● Councils are also working together to explore shared service models, such as making use of additional procurement capacity provided by Scotland Excel and exploring the possibility of shared staff across groups of councils. There are also multiple “grow your own” programmes in place where vacant posts are filled through providing development opportunities to existing staff members. The current position is very difficult. At a time when demands on councils are increasing across many services, additional workforce capacity issues have compounded and increased the scale of challenges which now need to be addressed to ensure the longer-term sustainability of local government. The workforce is key to how we shape and deliver local services for the future, and the scale of current workforce issues risks leaving councils with insufficient staff with the appropriate skills and qualifications to deliver services to the level needed. It is clear that given the workforce issues facing local government, there is a need for radical change if councils are to maintain services. The Local Government Transformation Programme will be key in driving the radical change required within local government and the wider system.This programme will focus on tackling the challenges we face, and in considering how we might transition to a model of service delivery that is fit for purpose in the 21st century. Councils will continue to co-ordinate, collaborate and work jointly with their professional and support organisations in the delivery of this programme. Page 176
Page 177
35 National Benchmarking Overview Report 2023-24 Page 177
Page 178
36 National Benchmarking Overview Report 2023-24 3. Health and Social Care Pressures The biggest short-term and long-term pressure for council budgets is adult social care. Councils and their partners face significantly growing demands largely due to supporting the increasingly complex needs of people with disabilities and an ageing population. Since 2010/11, the over 65 population has grown by over 26%. This does not factor in increases in the numbers of people with learning disabilities or mental health issues. At the same time the deepening crisis in workforce recruitment and retention is adding further to the pressures facing the sector. Against this context, long-term underfunding has meant a greater proportion of the increasingly limited resource is being targeted at reducing waiting times and reducing the backlog of elective surgeries. This has constrained the managerial space for much needed early intervention and prevention planning. As such, pressures upon health and social care services will become increasingly stretched in coming years with phases such as winter pressure pushing services ever closer to the brink. While adult social care is an area of expenditure growth, financial pressures from rising inflation, pay uplifts and Covid-19 legacy costs are making it difficult to sustain services at their current level and, collaborative, preventative and person- centred working is shrinking at a time when it is most needed. Cuts to services have been required, and being able to meet statutory service delivery let alone improving outcomes and meeting public expectations is becoming increasingly challenging across the sector. This is despite the exceptional efforts and commitment from those working in the sector, and closer partnership working between councils, health boards, Health and Social Care Partnerships (HSCPs), Integration Joint Boards (IJBs), the third sector and private providers. This continues to be a period of significant debate around the need for change in the social care landscape. The issues facing social care have been the subject of much focussed attention since the 2021 Independent Review of Adult Social Care, and within the recent scrutiny of the National Care Service (Scotland) Bill. Although to date, there has been limited change, it will be essential that the LGBF evolves to reflect the challenges and opportunities ahead. We will continue to work with Social Work Scotland and Chief Officers of the Integration Authorities to ensure developments in the LGBF support councils and partnerships to take action to ensure the sustainability of the sector and improve the availability and quality of social care services. Expenditure and Workforce Pressures The scale of the expenditure growth in adult social care has been inadequate to keep pace with demand arising from demographic trends. Gross spend on Page 178
Page 179
37 National Benchmarking Overview Report 2023-24 adult social care has risen, in real terms, by over a billion pounds, or 28.7%, since 2010/11. However, when modelling the demand for these services based on demographic change, we would expect to have seen expenditure more than double, rising by 144%. If expenditure had kept pace with this increasing demand, gross spend would be £4.1 billion higher than it is now (Figure 5). Given the proportion of the population over the age of 65 is projected to grow by nearly a third by mid-2045, the demand and need for services will continue to increase and become more complex in the decades ahead. The options for health and social care services in the short and longer term are becoming increasingly limited. Bold future planning as described by the Christie Commission in 2011 argued for health and social care services to focus upon medium and long- term planning in early intervention and prevention in order to mitigate the demographic changes that were clearly evident then. The absence of such bold planning has placed us in the current situation with limited options available to cope with ever increasing demand. Figure 5: Actual and required gross spend on Social Care (based on modelled demographic demand) -20% 0% 20% 40% 60% 80% 100% 120% 140% 160% 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 % Change Gross Spend - Adult Social Care % Change Required Spend - Social Care Source: Local Government Finance Statistics and NRS Population projections Expenditure on adult social care has increased by 0.6% in real terms in 2023/24, and by 5.6% since 2021/22. Rather than reflecting increased provision or much needed investment, the most recent expenditure largely reflects sector pay settlements and additional national funding to support the commitment to paying the Scottish Living Wage to care workers in line with Scottish Government’s commitment to Fair Work. Social care provision involves high volume services and even a small rise in hourly rates paid to staff in private provision, for example, results in significant additional costs. Page 179
Page 180
38 National Benchmarking Overview Report 2023-24 Increasing costs are making it more challenging for many providers to continue to deliver services. There are specific local pressures in different areas of Scotland, particularly within rural and island communities. In particular, for smaller, independent and third sector service providers, rising costs are creating challenges for the long-term viability of their services. For example, in residential care homes, an increase in fuel costs to heat and provide power for residents has made their financial viability increasingly challenging. A growing elderly population, combined with depopulation and rapidly rising service delivery costs in these communities, is a serious concern. In Shetland for instance, all but one the care homes are operated by Shetland Islands Council. Within overall adult social care spend, there has been a shift in the balance of expenditure towards greater home-based support. While the budget for care home provision remains 20% larger than that for care at home, the gap has halved since 2010/11. Expenditure on care at home provision for older people has continued to increase significantly faster than the growth in care home provision for older people (39% compared to 10% since 2010/11).5 There is considerable variation beneath the national expenditure trends, reflective of local need, demographics and cost pressures, and illustrating the importance of a flexible approach to focus on what is important locally. As detailed in the previous chapter, the biggest single issue for councils and partnerships is the recruitment and retention of staff at all levels. The Covid- 19 pandemic, the cost-of-living crisis and the impact of the withdrawal from the European Union have deepened existing pressures. This is particularly acute for some of our more rural and island communities where there is a high dependency ratio and a limited pool of people to attract into the social care workforce. While there are multiple drivers for the widespread staff shortages facing the sector, low rates of pay for often long and demanding working hours are central to this. The minimum rates of pay within social care are not competitive with the wider labour market, even with the recent Scottish Government commitment to increase the Scottish living wage from April 2024. The increasing disparity between health sector and social care sector wages has also been identified as a factor, with pay for adult social care workers 19% less than NHS entry level pay.6 While these pressures are particularly evident for front-line care staff, recruitment of social workers, allied health professionals and nurses are all areas where competition is fierce, and posts can remain vacant for a very long time. There is evidence that not enough people are being trained in these key disciplines to meet the workforce needs. Managing these ongoing recruitment and retention issues, against a context of increasing demand and growing financial pressures is threatening the 5 Note: Care Home expenditure represents gross expenditure net of client receipts 6 Workforce Recruitment and Retention Survey Findings, Scottish Care, September 2021 Page 180
Page 181
39 National Benchmarking Overview Report 2023-24 sustainability of social care services. Not having the right staff in the right place leads to increased cost in the system. The rise in delayed discharges since the end of the pandemic is a symptom of this and is being driven in many areas by the fall in care at home availability and a lack of dementia specific care home beds. Vacancies for social workers and Allied Health Professionals (AHPs) in particular, mean that early intervention is compromised, and rehabilitation and assessment activity is delayed. A national and co-ordinated approach to workforce planning will be essential to address these issues, underpinned by sustainable funding. Provision Data on adult social care provision in 2023/24 provides clear evidence of current system pressures in relation to resourcing, staffing and capacity. These trends add to growing concern about levels of unmet need, particularly within the community, and the capacity within the current system to be able to adequately respond to levels of growing need within our communities. This section will consider each in more detail. Table 3: LGBF Social Care Trends 2010-11 2019-20 2020-21 2021-22 2022-23 2023-24 Change since 10/11 Change since Pre Covid Change since 2022- 23 Number of Care at home Hours delivered per year 65+ 21.6m 24.5m 24.4m 24.8m 24.2m 25.1m 16.2% 2.4% 3.7% Number of Clients receiving personal care at home 65+ 46,950 46,220 46,930 43,760 45,330 47,130 0.4% 2.0% 4.0% % of people aged 65+ with long-term care needs who received personal care at home 58.94% 60.70% 61.70% 61.90% 61.50% 62.60% 3.7pp 1.1 pp 1.9pp Number of long-stay residents 65+ supported in Care Homes 31,050 30,420 28,120 27,580 28,080 28,210 -9.1% -7.3% 0.5% Number of readmissions to an acute hospital within 28 days of discharge 90,012 112,873 91,887 98,102 97,128 102,941 14.4% -8.8% 6.0% Number of hospital discharges 1,003,688 1,076,118 764,451 919,043 950,151 990,306 -1.3% -8.0% 4.2% Number of bed days people spend in hospital when they are ready to be discharged 75+ 391,389 360,733 227,524 357,719 439,686 431,447 10.2% 19.6% -1.9% Older Population - Persons aged 75+ MYE 404,147 464,753 468,672 477105 497,909 512,713 26.9% 10.3% 3.0% Older Population - Persons aged 65+ MYE 882,222 1,047,583 1,061,024 1,079,614 1,097,402 1,116,361 26.5% 6.6% 1.7% Note: Care at home data is based on an average of quarterly figures published as part of Scottish Government’s Free Personal and Nursing Care Statistics.Page 181
Page 182
40 National Benchmarking Overview Report 2023-24 Care at Home As with other parts of the social care system, the sustainability of care at home services is under pressure due to significant workforce shortages, increasing demand, and growing costs. A preventative and early intervention approach to health and social care requires a resilient care at home sector which supports people to remain independent and safe in their own homes. In addition to valuing choice and independence, it prevents unnecessary admission or readmission to hospital which puts more pressure on an already strained service. The level of care at home provision for over 65s has grown by 16.2% in the last decade, with 25.1 million hours delivered in 2023/24 compared to 21.6 million hours in 2010/11. Over the same period, the number of people aged over 65 has risen by 26.5%. Critically, there has been virtually no change in the number of people receiving personal care at home during this period (+0.4%) while the hours of care they receive on average has increased, i.e. a greater resource has become targeted on a smaller number of people with higher needs. The fact that there has been no growth in the number of clients receiving personal care at home 65+, at a time when the over 65 population has increased by over 26% makes clear that the proportion of people receiving a service has reduced. This reduction may reflect the more widespread use of reablement and rehabilitation to reduce on-going needs for individuals together with the use of telecare. The risk, however, is that the application of critical eligibility criteria governed by cash limits means there is limited input with a preventative focus. Increasingly stringent eligibility criteria, while alleviating the allocation of limited resources for health and social care services in the short term, will in all probability lead to higher demand in the longer term. With significant workforce and resilience issues, there is increased pressure on waiting lists for assessment and care, and on the size of support packages offered. The growing level of unmet need is leading to more carer and informal family support being relied upon, illness and risk being held in community and primary care settings, and more people who are medically fit being delayed in hospital. While the national trend is clear, it is important to note there is significant variation beneath this trend, reflecting local differences in need and workforce pressures. Care Homes There has been a significant fall in the number of long-stay residents (65+) supported in care homes since 2010/11. This 9.1% reduction has been despite the 26% increase in the older population across this period.7 The change does not 7 Note: This relates to funded residents. Results from the 2024 care home census shows that the total number of care home places reduced by 6% in the last 10 years. Page 182
Page 183
41 National Benchmarking Overview Report 2023-24 represent a shift to more people being looked after at home as the data does not support this explanation. Rather, there has been a squeeze as a result of both budget pressure and the wider vulnerability in the sector with a number of care homes closing. The care home sector remains fragile after the Covid pandemic and is now facing a renewed financial crisis due to workforce shortages and inflation. This has exacerbated concerns over the rate of care home closures, with the number of care homes reducing by a fifth in the last decade. This is a particular issue for rural and remote areas, and for small care homes, undermining efforts to offer care that is local. This financial instability in care homes creates harm for residents and additional stress for staff and care home operators. The future landscape remains challenging for the care home sector, as it responds to this range of complex challenges. Readmissions The number of readmissions to an acute hospital within 28 days of discharge increased by 6% in 2023/24. The reasons for the recent rise are likely to reflect pressure to discharge given the demands on the acute sector coupled with a rise in the complexity and frailty of people who experience a hospital stay. Longer stays, whether involving a delay or simply the time taken for treatment, are likely to reduce resilience for older people and increase the risk of re-admission. While current levels remain 8.8% lower than pre pandemic figures, the data indicates a return to the long-term upward trend observed in readmissions since 2010/11. To understand the long-term trend, demographic factors are important. While the focus of care is to enable some of our most vulnerable in society to have support to live their lives as well as possible, the increasing complexity of need and frailty in an ageing population brings an increase in multiple and complicated health conditions for which readmission is often a natural part of the care journey. The role being played by decision making in the hospital discharge process, alongside capacity issues in relation to follow up support in driving both the long-term national trend and local variation within it, is an area where further exploration would be helpful. While there is a long-term focus on the discharge process and getting the right destinations for people first time, it is important to recognise that significant pressures remain in the exit solutions which are available to those ready to leave hospital and this may continue to have an impact on decision making in relation to the hospital discharge process. Page 183
Page 184
42 National Benchmarking Overview Report 2023-24 Delayed Discharge There has been a 55.6% rise in bed days associated with delayed transfer of care since 2016/17, including a 19.6% increase post Covid. This reflects the overall pressure on the system and the complexity for frail people. Since Covid, a significant issue has been the recruitment and retention of care staff in both care homes and care at home. For many partnerships, this is a major factor contributing to the delays. The relative lack of growth in provision of care at home and care home provision as compared to the rise in the numbers of people aged over 75 (26.9% growth since 2010/11) are likely to be key explanatory factors in the rise in delayed transfer of care. This has been an area of significant and sustained focus for authorities. Waiting unnecessarily in hospital is a poor outcome for the individual and is particularly bad for the health and independence of older patients. The fact that levels remain stubbornly high points to the need for a genuine whole systems approach to resolve this issue. Viewing acute settings as the priority for intervention within the system (i.e. freeing up bed spaces) neglects the complex infrastructure that may be required in the community setting, which can involve community health, primary care, social care, social work and care home provision, for an individual to live safely in the community. People need to be discharged to an appropriate setting that is best for their reablement. Focusing on discharging patients without the appropriate social care package in place is not desirable, and improvements need to be achieved by better joint working and use of resources. Addressing the significant capacity and resilience issues within care at home and care home provision is an essential element of this whole system approach. Satisfaction Satisfaction levels among both those being cared for at home and among carers shows a long-term declining trend. Biennial data from the Health and Care Experience Survey reveals reduced satisfaction with services in relation to the impact on quality of life, living independently, choice and control, and support for carers. Page 184
Page 185
43 National Benchmarking Overview Report 2023-24 Table 4: LGBF Social Care Satisfaction Trends 2013-14 2015-16 2017-18 2019-20 2021-22 2023-24 Change since 2013-14 Change since pre- Covid Change since 2021-22 % of adults supported at home who agree that their services and support had an impact in improving or maintaining their quality of life 85.0% 84.0% 80.0% 80.0% 78.1% 69.8% -15.3pp -10.3pp -8.4pp % of adults supported at home who agree that they are supported to live as independently as possible 82.8% 82.7% 81.1% 80.8% 78.8% 72.4% -10.4pp -8.4pp -6.4pp % of adults supported at home who agree that they had a say in how their help, care or support was provided 83.1% 78.8% 75.6% 75.4% 70.6% 59.6% -23.5pp -15.8pp -11.0pp % of carers who feel supported to continue in their caring role 43.0% 40.0% 36.6% 34.3% 29.7% 31.2% -11.8pp -3.1pp 1.5pp Source: Health and Care Experience Survey - Biennial This decline in satisfaction has accelerated in recent years, particularly in relation to choice and control, which is likely to reflect the year-on-year squeeze in resources. Fewer people as a proportion of the population are getting services, and where services are provided, they are stretched; for example, short visits to undertake only essential care tasks; limited choice as to times of visits due to limited staffing resources; different staff dealing with clients with limited continuity etc. While there has been a small improvement in the percentage of carers who feel supported in the most recent data period, this remains very low at 31%. In understanding the longer-term trend, it is important to recognise that service expectations have been raised amongst our communities, at a time when our ability to deliver is under greater pressure than ever, and demand is accelerating faster than ever. This can be seen particularly in expectations in relation to choice, control and support for carers which have been introduced via legislation on Self-Directed Support and via the Carers Act at a time when councils’ capacity to deliver on this has deteriorated. More recent changes in public attitudes since Covid may also be a factor, with raised expectations following the Feeley Report and public discourse on the National Care Service which has not been followed up with resources. The lack of agreement on a clear way forward for health and social care in Scotland was demonstrated by the lack of stakeholder agreement around what a National Care Service should look like. This simply serves to confirm the view that these issues, both in Scotland and the wider UK, are not being addressed currently, with difficult discussions around the resourcing of health and social care always pushed further and further down the line. Page 185
Page 186
44 National Benchmarking Overview Report 2023-24 Future Pressures The social care sector is currently facing complex and unprecedented pressures and challenges. These challenges are not easily resolved and are worsening. There is a growing demand for services, which is intensifying challenges in maintaining the workforce, while financial pressures continue to rise. This has been exacerbated by the cost-of-living crisis, increasing cost of provision of services and a changing policy landscape. The Covid-19 pandemic has also had a lasting impact on this sector, given the impact on health and social care staff and the need to continue to protect vulnerable people. There are a number of ‘whole-system’ issues which need to be addressed: ● Over the longer-term period, the funding and level of provision in social care has not grown to sufficient levels to meet demand and drive the desired shift to early intervention advocated for by the Christie Commission. Instead, a greater resource has become targeted on a smaller number of people with higher needs. While shifting the balance of care out of hospital remains a challenge, much has been done to date to relocate the support people require into their own homes and communities, in the context of growing demand. This includes successful large scale closure programmes of long stay hospital care for older adults and people with physical and learning disabilities, shifting of rehabilitation services into community and home-based settings, and the expansion of provision of primary and community care led services supported by Health and Social Care Partnerships into communities, and into people’s own homes, and out of hospital settings. A sustained and real commitment to the “whole system” of population health is required, including investment in the vital preventative and early intervention services councils provide which are critical to addressing the social determinants of health. Better ‘whole system’ data is needed to support the desired shift to a preventative approach that values personal choice and independence and moves away from our current emergency response primarily focussed on acute and secondary hospital care. ● Councils and service providers face growing difficulties in recruiting and retaining staff due to low pay, anti-social hours, increasing workloads and difficult working conditions. Latest figures show workforce shortages are worsening in the care sector with 49% of care services reporting vacancies, up from a third in 2020. These issues are whole system, affecting both public and private providers. This has led to wider issues and concerns in relation to resilience, especially at peak periods such as winter. The recent temporary 1.25% increase, and subsequent reversal, in National Insurance Contributions (NIC) implemented as the ‘Health and Social Care Levy’ during 2022/23 caused huge uncertainty and instability in an already Page 186
Page 187
45 National Benchmarking Overview Report 2023-24 fragile market. A national and co-ordinated approach to workforce planning is needed, underpinned by sustainable funding. ● There is enormous reliance on unpaid carers to support the social care system. There are an estimated 800,000 unpaid carers in Scotland, including 30,000 young carers, compared to around 125,000 workers in care at home, housing support and care homes. The social care system relies on the contribution of the community and unpaid carers with the value of unpaid care estimated at £36 billion a year in Scotland.8 Against a context of increasing demand and greater level of illness, alongside low workforce availability and resilience, this is leading to growing levels of unmet need, with more carer and family support being relied upon. These issues will get worse as demand continues to increase and the workforce pool continues to contract. The increasing pressures facing unpaid carers and the challenges for the social care sector in delivering much-needed support are evidenced in carer satisfaction levels presented in this report. ● Uncertainty around plans for the National Care Service have contributed to the difficult context for planning and delivering effective services. While the National Care Service no longer includes plans for structural reform of adult social care, it remains critical that the creation of a National Care Service, and its formation in the years ahead, does not undermine what has been achieved to date nor impact upon the ongoing pace of change required to support our citizens for the challenges ahead. Many of these challenges are long-standing, but arguably are more acute today, particularly since the Covid-19 pandemic and cost-of-living crisis. Integration Joint Boards and Health and Social Care Partnerships have demonstrated an ability to work collaboratively over the last ten years to improve and transform services to deliver as high a quality of service as possible to their citizens. This work to make best use of the available resources will continue. HSCPs are working at many levels to support change; from a greater focus on staff well-being to seeking to harness digital solutions to improve workflow or service user engagement in health and care. Closer partnership working is essential during this exceptional period of sustained and deepening pressure, with the strongest partnerships best able to deal with the multiple challenges presented. Councils, Health Boards, HSCPs, IJBs, the third sector and private partners all play a key role. 8 Independent Review of Adult Social Care in Scotland, Derek Feeley, February 2021 Page 187
Page 188
46 National Benchmarking Overview Report 2023-24 Page 188
Page 189
47 National Benchmarking Overview Report 2023-24 4. Education for Children and Young People Against a challenging backdrop for families in relation to the Covid pandemic and the ongoing cost-of living crisis, local government has continued to deliver progress on key priorities for children and young people. The LGBF provides evidence of the difference that has been made in outcomes for children and young people, including attainment in the Curriculum for Excellence and across the senior phase, and in terms of leaver destinations. It is important to recognise the improvement that local authorities are supporting, including work nationally around the Scottish Attainment Challenge (SAC). There is a strong focus on improving the wellbeing of children and young people, alongside the continued commitment to improved attainment. Going forwards, the SAC Stretch Aims articulate local authorities’ collective ambition for where they want to be by 2025/26 and set out the priorities in relation to further improvements in pupil attendance, Curriculum for Excellence attainment, senior phase attainment and leavers destinations. It will be important for the LGBF to continue to align with the Stretch Aims, the National Improvement Framework (NIF) and associated national priorities of attendance, achievement, behaviour and curriculum. This will ensure those challenges which exist are addressed collectively as a system, thereby reducing complexity, and bringing greater coherence in how data is used to drive improvement. Child Development and Early Years Provision For the third year in a row, the percentage of young children with recorded developmental concerns has increased, albeit very slightly. Although there is a time delay in data availability, the most recent data available shows that the the percentage of children with no developmental concerns at their 27–30-month review decreased from 82.2% in 2021/22 to 82.1% in 2022/23. Where developmental concerns were noted, these predominantly related to speech, language and communication. Prior to the Covid pandemic, there was a 5-year improving trend in this important measure of young children’s development. This recent decline is not universal however, with just under a half of authorities reporting an improvement in 2022/23. It is important to note that there were adaptations to the delivery of the child health reviews during Covid, which may be a factor in recent trends. There are persistent and growing inequalities in the proportion of children who are found to have a developmental concern. Children in the most deprived areas Page 189
Page 190
48 National Benchmarking Overview Report 2023-24 are 2.7 times more likely to have a developmental concern recorded compared to those living in the least deprived areas in 2022/23. The gap between the most and least deprived areas is wider than at any point across the last 10 years of reporting. To provide a richer understanding of child development, we will closely monitor improvements in the coverage of the 4-5-year-old review as we consider the potential to include this important area within the LGBF. Table 5: Developmental Milestones and Quality Ratings for Early Years Provision 2013-14 2019-20 2020-21 2021-22 2022- 23 2023- 24 Change since 13/14 Change since pre- Covid Change since 2022- 23 Percentage of Children Meeting Developmental Milestones (27-30 Review) 80.8% 85.7% 85.1% 82.2% 82.1% dna 1.3pp -3.6pp -0.1pp Quality of Early Years Provision9 92.6% 90.2% 90.9% 89.4% 90.1% 89.8% -2.8pp -0.4pp -0.3pp Note: In 2020/21 and 2021/22, covid related adaptations to inspection practice and flexibilities which were introduced in relation to aspects of the National Standard may affect comparability of data with previous and future years The expansion of early years provision is a flagship policy which underpins broader ambitions to reduce child poverty and to support economic transformation. Improving the quality and flexibility of early years provision is a cornerstone of the expansion programme. The quality of early years provision remains high, with 89.8% of funded provision receiving good or better gradings from the Care Inspectorate, although this has dipped in 2023/24. While quality ratings have remained at or around 90% for the past 10 years, levels have shown a decline of 3.7 percentage points since 2014/15. This trend is not universal, however, with a third of councils seeing the quality of their early years provision improve since 2014/15. The growing blend of local authority and partner provision is important in these trends. The early years expansion has seen a rapid growth in the use of partner provision. In September 2024, 32% of all children who received expanded hours were in partner provision, up from 27% in August 2020. Since 2021, the number of children receiving all or most of their hours in private partner nurseries has increased by 11.6%.10 Given local authority run services continue to receive higher quality ratings compared to other sectors (93.4% compared to 81.5% in 9 This is based on data provided directly by the Care Inspectorate, and may not match what is published in ‘Early Learning and Childcare Statistics’, where estimates and imputations are used to account for non-submissions 10 https://www.improvementservice.org.uk/__data/assets/pdf_file/0029/55784/ELC-Delivery- Progress-Report-Sept-24.pdf Page 190
Page 191
49 National Benchmarking Overview Report 2023-24 the private sector, and 87.7% in Voluntary/Not for profit),11 this will be an important consideration as the expansion to 1140 hours is embedded. The 1140 duty brings significant challenges around workforce expansion. It takes time to build the workforce necessary to expand and double the volume of early years provision, whilst simultaneously maintaining and improving the quality. While access to leadership pathways has improved since the expansion, it is important to acknowledge that developing staff for management roles takes time. The larger workforce now provides a strong talent pool that is steadily gaining the experience needed for leadership positions. Although the average experience level has temporarily dipped, this is a natural phase of growth, and it is expected to rise again as staff continue to develop their skills and progress in their careers. The 2023 Audit Scotland follow up review into Early Learning and Childcare indicates that councils and their partners have done well to increase early learning and childcare provision to 1,140 hours a year per child, despite the challenge of the Covid pandemic. They warn, however, that the sector remains fragile, and budget pressures, workforce recruitment challenges and the ability of funded providers to stay in business are risks that could affect flexibility and choice for families.12 It is too early to assess the extent to which the expansion has supported improved outcomes for children and increased opportunities for parents to engage in employment or education. It will be important for local government to feed into and inform the ongoing Scottish Government evaluation of the Early Learning and Childcare Expansion programme, which is due for publication in late 2025.13 Primary School Pupil Attainment Primary school data shows continued improvement in Curriculum for Excellence attainment following Covid. Attainment levels improved in both numeracy and literacy in 2023/24, with both continuing to reach levels higher than those observed pre-pandemic. The poverty related attainment gap in literacy narrowed further in 2023/24, continuing to reduce beyond pre-pandemic levels. The attainment gap for numeracy remains smaller than that for literacy, and while it has narrowed significantly since the pandemic it has yet to achieve pre-pandemic levels. The improvement in achievement is true for almost all councils in 2023/24 with 11 https://www.careinspectorate.com/images/2023_Early_learning_and_Childcare_Statistics.pdf 12 https://audit.scot/publications/early-learning-and-childcare-progress-on-delivery-of-the-1140- hours-expansion 13 https://www.gov.scot/publications/early-learning-childcare-expansion-programme-evaluation- strategy/ Page 191
Page 192
50 National Benchmarking Overview Report 2023-24 children in all but two authorities now achieving above pre-Covid levels. There is, however, greater variability in progress to narrow the gap in achievement between SIMD Quintiles 1 and 5, with around a third seeing their gap widen in the most recent year. Table 6: Achievement of Curriculum for Excellence Levels (ACEL) 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Change since 2018-19/ pre- Covid Change since 2022- 23 % of P1, P4 and P7 pupils combined achieving expected CFE Level in Literacy 72.3% - 66.9% 70.5% 72.7% 74.0% 1.7pp 1.3pp % of P1, P4 and P7 pupils combined achieving expected CFE Level in Numeracy 79.1% - 74.7% 77.9% 79.6% 80.3% 1.2pp 0.7pp Literacy Attainment Gap (P1,4,7 Combined) - % point gap between the least deprived and most deprived pupils 20.7 - 24.7 21.3 20.5 20.2 -0.4pp -0.2pp Numeracy Attainment Gap (P1,4,7 Combined) - % point gap between the least deprived and most deprived pupils 16.8 - 21.4 17.8 17.0 17.4 0.6pp 0.5pp Note: Due to the COVID pandemic and the closure of schools, the Scottish Government suspended the collection of the literacy and numeracy attainment data in 2020 to avoid adding further pressures on schools during this challenging period and citing potential comparability issues with previous years. 2019/20 data is therefore not available. Data prior to 2018/19 is not presented due to its experimental status. While the profound effects of the pandemic, including the disruption to education, are likely to affect achievement levels for some children for a longer period, it is encouraging to see overall achievement levels recover and improve. This reflects the significant efforts being made within councils to bring attainment levels back to where they were previously and provides evidence of strong progress towards the 2025/26 stretch aims. Pupil Attendance While pupil attendance rates14 have increased from 90.2% to 90.3% in 2023/24, they remain lower than pre-Covid rates of around 93%. The decline in attendance rates since pre-Covid is universal, with all authorities reporting a reduction. Attendance rates are lower for secondary pupils and have shown a larger decline over time compared to primary pupils. Secondary attendance rates in 2023/24 were 87.6% compared to 92.5% for primary pupils. 14 The rate reported in this attendance measure is methodologically consistent to attendance rates from previous years as it is not affected by the known underreporting of absence from home-learning. Therefore, this measure is comparable to previous years (bearing in mind the impact of COVID). Page 192
Page 193
51 National Benchmarking Overview Report 2023-24 In 2023/24, pupils living in the most deprived areas had lower attendance rates than those living in the least deprived areas. Across all sectors, pupils living in the 20% most deprived areas had an attendance rate of 86.9% compared to 93.6% for those living in the 20% least deprived areas. The deprivation related gap has widened over time, increasing from 3.4pp in 2010/11 to 6.7pp in 2023/24. This deprivation related gap in attendance rates is greatest in secondary schools, with pupils living in the least deprived areas having an attendance rate 8.4 percentage points higher than those living in the most deprived areas. Further examination will be helpful in due course to understand the extent to which this decline in attendance following Covid reflects an increase in long-term school absence and avoidance due to a growth in emotional and mental health issues, and whether the pandemic has had any longer-term effect on our long- standing conventions and expectations in relation to school attendance. Senior Phase Attainment Senior phase attainment in terms of overall average tariff rates have reduced in both 2022/23 and 2023/24. Rates in 2023/24 are 2.5% above pre-pandemic figures. As highlighted in previous reports, interpreting the trends in the senior phase over the last five years is complex due to the different assessment methods used during the pandemic.15 The pattern observed in senior phase attainment levels in the 2023/24 data is broadly in line with the SQA approach of working to return the overall pass rates back to where they were immediately prior to Covid. This trend is true for pupils in all SIMD Quintiles. Table 7: Senior Phase Attainment 2011-12 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Change since 2011-12 Change since pre- Covid Change since 2022-23 Overall Average Total Tariff 770 895 925 963 972 918 917 19.1% 2.5% -0.2% SIMD Quintile 1 478 627 645 679 691 661 658 37.7% 4.9% -0.5% SIMD Quintile 2 618 742 754 807 818 783 762 23.3% 2.7% -2.7% SIMD Quintile 3 759 875 901 965 957 908 889 17.1% 1.6% -2.1% SIMD Quintile 4 909 1015 1025 1099 1105 1054 1049 15.4% 3.3% -0.5% SIMD Quintile 5 1101 1195 1236 1310 1310 1268 1260 14.4% 5.4% -0.6% Source: Average total tariff by SIMD quintile provided by the Scottish Government.16 Overall average total tariff calculated from this by the Improvement service. 15 Any changes between the attainment levels of the 2019/20 - 2021/22 cohorts, and those of previous or future years should not be seen as an indication that performance has improved or worsened, without further evidence. 16 Note: As the school leaver data is not yet available for 2023/24, the basis for the data included here is different from published data available on the Learning Analysis School Summary Dashboard, which is based on school leavers. To allow 2024 data to be included, the Scottish Government has provided pupil’s attainment by S6 based on the S4 cohort. All years included are based on this calculated measure of pupil attainment by S6 based on the S4 cohort. Page 193
Page 194
52 National Benchmarking Overview Report 2023-24 Councils continue to demonstrate a significant commitment to meeting the policy goals of the National Improvement Framework, including improving attainment in the senior phase and closing the poverty related attainment gap. Prior to Covid, significant progress had been made in narrowing the poverty related attainment gap. However, during Covid, there was a significant widening in the gap, with faster improvement recorded for pupils in the least deprived areas (SIMD 5). In recent years there has been a relative closing of the gap, however this hasn’t yet reached pre-Covid levels. Each council has set locally identified stretch aims, to frame its aspirations for learners and to set an over-arching strategic ambition for improvement during the ongoing recovery from Covid. These stretch aims will also inform the Framework for Recovery and Accelerating Progress, as part of the Scottish Attainment Challenge. Positive Destinations The destination of pupils after leaving school is an important outcome measure of how well schools prepare young people for life beyond school. Positive destinations can be either higher or further education, employment, training, voluntary work or personal skills development. Although there is a long-term improving trend in positive destination rates, with rates increasing by 5.4 percentage points since 2010/11, from 90.3% to 95.7% there has been a very small decline in 2023/24. In the most recent year, rates have fallen back from 95.9% in 2022/23 to 95.7% in 2023/24. Over the longer term, there has been significant improvement in positive destinations for the most deprived school leavers. While the gap between those living in the least and most deprived areas has widened slightly in 2023/24 by 0.6 percentage points, over the longer period the gap has narrowed significantly from 8.2 percentage point gap 10 years ago, reducing to a 4.3 percentage point gap currently. While it is encouraging that for school leavers, positive destination rates have recovered to above pre-pandemic levels, including for the most deprived SIMD groups, it will be important to monitor what the medium to longer-term impact will be on leaver destinations, particularly for young people experiencing high levels of deprivation. It is likely that the pandemic will have continued to affect the choices made by, and opportunities available to, some school leavers. Page 194
Page 195
53 National Benchmarking Overview Report 2023-24 Table 8: Positive Destinations 2011- 12 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 2023- 24 Change since 2011-12 Change since pre- Covid Change since 2022-23 Proportion of pupils entering positive destinations 90.3% 95.0% 93.3% 95.5% 95.7% 95.9% 95.7% 5.4pp 0.7pp -0.2pp Positive Destinations for the most deprived school leavers 84.1% 92.4% 90.0% 92.8% 93.4% 94.0% 93.6% 9.5pp 1.2pp -0.4pp Future Priorities Recognising the strong alignment between the LGBF measures and the Stretch Aims, the National Improvement Framework and associated national priorities of attendance, achievement, behaviour and curriculum, the LGBF provides a good basis for any work that takes place under the new joint Education Assurance Board being established by Scottish Government, COSLA and ADES. Given the curriculum review cycle taking place nationally, it will be helpful for the LGBF Board to continue to work closely with ADES, Scottish Government, and the new Assurance Board to ensure the development of measures that pick up the full extent of the Curriculum for Excellence in relation to confident individuals, responsible citizens and effective contributors, as well as successful learners. A particular focus within this will be on how to capture some of the wider information in relation to health and well-being, and what role the LGBF might play in helping us do that. A further development priority will be to strengthen the focus on additional support for learning within the LGBF. There has been a 41% growth in the number of pupils in need of additional support for learning since 2017-18. This includes a 62% increase in the number of pupils in mainstream secondary education, where 43% of all pupils now have identified additional support needs. Councils have increased their expenditure for additional support for learning to respond to the growing level of need, increasing by 25% in real terms across all education, and by 53% within secondary education. This is an area of increasing priority for the local government sector with councils working more closely than ever with partners to ensure children have access to the support they require to help them achieve their potential. There are also growing concerns about the financial pressures arising from the record numbers of pupils identified with additional support needs and the capacity within the sector to respond. This concern is not limited to education related services, but also relates to the financial pressures that then migrate into adult services, but without any budget following on. It will be important that any developments in this area align closely with work being taken forward by the Additional Support for Learning Project Board in relation to a National Measurement Framework for Additional Support Needs. It is anticipated Page 195
Page 196
54 National Benchmarking Overview Report 2023-24 that this framework will “provide clearer insights into data currently utilised to understand ASN in Scottish schools, improve the consistency of identification, and track the progress of children and young people with ASN”. Page 196
Page 197
55 National Benchmarking Overview Report 2023-24 Page 197
Page 198
56 National Benchmarking Overview Report 2023-24 5. Tackling Poverty and Financial Hardship Poverty is a significant social determinate for adverse outcomes in life. Over 21% of Scotland’s population are now living in relative poverty,17 including 24% of children in Scotland.18 The ongoing cost-of-living crisis has exacerbated the financial hardship experienced by low-income households. Escalating inflation, marked by rapidly increasing energy costs, food costs and other consumer goods prices, along with the diminishing value of core UK-wide benefits, is making it more difficult for financially vulnerable households to make ends meet and with this is increasing demand on council services. The impact is being borne unequally, with the most vulnerable in society most severely affected. Tackling poverty and financial hardship is a key priority for local government. Local government plays a vital role in delivering essential services to families in financial need, providing advice, allocating financial assistance, and working with key partners locally to create tailored solutions. While local authorities remain strongly committed to tackle poverty, LGBF data reveals the deepening fiscal, workforce and demand pressures facing councils and highlights the risks these pose to the future sustainability of vital services, including those that are essential in preventing and mitigating the effects of poverty. Recognising the importance of the support that councils provide in this vital area, and the challenges currently being faced, the LGBF Board decided that this should be the focus of the pilot phase for local government’s Peer Collaborative Improvement approach. Using the LGBF as a cornerstone, this approach brings local government peers together to support improvement in priority areas through working collaboratively and sharing learning and practice. This chapter provides further detail on the learning and service improvements delivered through the pilot approach. Scottish Welfare Fund Councils administer the Scottish Welfare Fund (SWF) ‘to provide a safety net to people on low incomes’ through the provision of grants. The SWF includes two types of grants: Crisis Grants, which aim to help people on a low income who are in crisis because of a disaster or an emergency and Community Care Grants (CCG), which aim to enable people to live independently. The most common reasons for applications to the SWF are families facing exceptional pressure. 17 Poverty and Income Inequality in Scotland 2020-23, An Accredited Official Statistics Publication for Scotland 18 % of children who are in households with incomes net of housing costs that are below 60% of the median in the local authority area Page 198
Page 199
57 National Benchmarking Overview Report 2023-24 Such circumstances cover events where benefits or other income is exhausted, the occurrence of unexpected expenses, and ‘other’ reasons increasingly relating to the cost-of-living crisis. Awards are commonly made to provide immediate financial assistance to households to buy food, floor coverings, beds, bedding, and kitchen appliances, as well as covering unanticipated spend such as essential heating expenses and other living expenses. The current context of rising prices and erosion in value of benefits has created a situation where more people are running out of money for essentials on a regular basis. After significant growth in the demand on the SWF since 2013/14, with spend and applications increasing by around 100%, this appears now to have peaked with demand falling back in 2023/24. Total spend on SWF grants peaked at £56 million in 2022/23, in response to over 383,990 applications. The volume of applications and overall spend on grants reduced in 2023/24 by around 10%. It is important to note that relative demands for SWF in some areas may be mitigated to some extent by the discretionary grants offered by councils. These reliefs will not fall evenly across councils and they are targeted towards specific local issues. In most cases, they will have sought to manage financial hardship. Despite such action being taken, the demands for support remain high, and capacity continues to be pressured, particularly as the same teams often deliver both these local initiatives and SWF grants. Table 9: Scottish Welfare Fund Expenditure 2013-14 2019-20 2020-21 2021-22 2022-23 2023-24 Change since 2013-14 Change since pre- Covid Change since 2022-23 SWF Spend £28.7M £37.6M £49.5M £54.1M £56.M £49.9M 74.0% 41.6% -10.9% CCG Applications 58,020 77,900 84,900 90,220 94,480 86,965 49.9% 22.4% -8.0% CCG Awards 35,875 42,260 48,035 48,695 48,825 41,680 16.2% 3.0% -14.6% Crisis Applications 114,525 222,070 271,570 267,925 291,585 259,985 127.0% 34.5% -10.8% Crisis Awards 81,995 140360 188350 175490 185995 160675 96.0% 28.4% -13.6% SWF Applications 172,545 299,970 356,470 358,145 386,065 346,950 101.1% 31.2% -10.1% SWF Awards 117,870 182,620 236,385 224,185 234,820 202,355 71.7% 22.2% -13.8% % SWF Budget Spent 87.0 107.8% 83.2% 115.2% 130.0% 128.9% 42.0pp 29.0pp -1.1pp Note: Data in this table is sourced from the Scottish Government Scottish Welfare Fund Statistics. This dataset is revised quarterly so may not match the most current publication. Data is correct as of September 2024 publication. This sharp growth in demand for SWF grants has impacted on the speed with which grants are allocated as can be seen in Table 10. It is worth noting that during the pandemic, councils were also responsible for processing large numbers of applications for Self-isolation Support Grants alongside an unprecedented number of new funding streams, which impacted on their capacity to deal with SWF applications alongside other, new priorities. Page 199
Page 200
58 National Benchmarking Overview Report 2023-24 Furthermore, as non-statutory services, these functions have been in scope for significant capacity reductions due to budget savings. Table 10: Processing of Scottish Welfare Fund Grants 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Change since 2018- 19/pre-Covid Change since 2022- 23 SWF Crisis Grants – Decisions within 1 Day 95.50% 95.25% 93.75% 93.25% 91.75% 94.00% -1.5pp 2.3pp SWF Community Care Grants – Decisions within 15 Days 89.50% 82.25% 84.50% 85.75% 87.25% 83.25% -6.3pp -4.0pp In 2023/24, councils continued to spend significantly more than the SWF budget allocated to them (129%). Local authorities can top up the SWF budget with their own funds, and the overspend in recent years reflects other funds that councils have brought forward to deal with poverty and growing levels of financial hardship within their communities. The variation in local data reveals the different approaches being adopted to respond to local pressures on spend, with some authorities capping their provision and prioritising awards to the most compelling cases to manage budget overspends. This will be particularly pertinent in relation to the cost-of-living crisis which is seeing demand spike both for more compelling cases as well as less urgent levels of need. The point at which the SWF budget is exhausted is falling earlier in each financial year, at which point councils must evaluate whether to shift eligibility to manage the drawdown and the consequential impact on finances. Peer Collaborative Improvement – Scottish Welfare Fund Peer Collaborative Improvement (PCI) represents a maturing in local government’s approach to sector led improvement, and a significant shift towards self-improving councils. The approach provides an opportunity for local government to build on existing sector-led approaches to improvement and accountability, including the LGBF and Self-Assessment. This approach is fully supported by the wider local government sector, with endorsement from Solace and COSLA Leaders. This important new approach demonstrates clear links with the Local Government Transformation Programme to realise the full benefits of Crerar for local government. This approach is also a vital element of the Scottish Local Government Assurance and Improvement Framework, which sets out the current ‘architecture’ that exists in relation to council and local government body improvement and assurance (including self-assessment, sector led improvement, audit, scrutiny, inspection, and reporting). Full detail of the PCI process is available here. The PCI approach has been informed by the well-established approach to collaborative improvement developed by ADES Page 200
Page 201
59 National Benchmarking Overview Report 2023-24 and Education Scotland. It also reflects learning from previous work the IS undertook on peer review. The benefits of the PCI approach for local government are as follows: ● Peer Collaborative improvement is managed and delivered by the sector for the sector, and our ambition is for all 32 local authorities to adopt the approach as a key part of their improvement architecture. It supports local government to deliver sector-led improvement in a range of service/policy areas. ● It encourages a sense of collective responsibility for the performance of the sector as a whole, with local authorities actively supporting each other to improve by sharing learning and practice. ● It helps build a national overview of common themes facing key service areas, which can feed into future policy-making and decision-making, including identifying opportunities for service transformation at a national, regional and local level Delivery of the Scottish Welfare Fund was selected as a pilot for the PCI in recognition of the increasingly vital role councils play in their local communities in delivering key services to families in financial need. The process is data led, using the LGBF to identify areas where improvement is required, and where peer collaborative improvement could be offered as an approach to help tackle performance challenges which exist. The Scottish Welfare Fund pilot involved Falkirk Council as the host authority, and Inverclyde, East Renfrewshire and Midlothian councils as the Peer Reviewers. COSLA also participated on the peer review team, helping to strengthen links between local practice and national policy development. PCI is voluntary. It is a supportive and collaborative process facilitated by the Improvement Service, led by the host local authority and carried out by peer reviewers from other local authorities, who have the necessary subject expertise to understand and drive improvement. Peer reviewers assumed the role of ‘critical friend’, supporting the improvement process within the host local authority by: ● Providing a ‘critical friend’ assessment of the service or area of activity being reviewed; ● Identifying areas for improvement, based on their own knowledge and expertise; ● Sharing learning, ideas and good practice; and ● Supporting the host local authority to develop its capacity to achieve sustainable improvements. Following a positive PCI process, the host authority identified a range of actions to drive improvement in their delivery of the Scottish Welfare Fund for their local Page 201
Page 202
60 National Benchmarking Overview Report 2023-24 community. The evaluation from the pilot offered valuable learning which we have used to adapt our approach as we embark on further pilots. It also provided clear evidence of the value gained during the Scottish Welfare Fund pilot, both for the host authority and for the peer reviewers. Participants said: “It was a real chance to review and improve on the way the Scottish Welfare Fund worked within the Council. Because it was being peer reviewed externally it was through fresh eyes with no real pre-judgements or answers.” “We had already thought of and discussed with the team some of the suggestions made already - however a lot of these changes were not acted on (change can be painful and the status quo is often reverted back to). The fact that other authorities showed how these can work and aid staff greatly in their task and role was fantastic.” “The willingness from all involved to develop and provide the best service for its users. The host authority firstly with the ‘buy in’ from all levels from frontline staff to management and the willingness to improve. This also was apparent from the review team authorities, in that although they were selected due to their high performance, it was clear that all involved were happy and willing to review their own provision, what works and how, what could be done better and taking note of other points that could still provide benefits to their own service. The willingness from all to improve what they do.” Page 202
Page 203
61 National Benchmarking Overview Report 2023-24 Discretionary Housing Payments Further evidence of the financial hardship being experienced by local communities can be seen in the growing level of spend on Discretionary Housing Payments (DHP). These payments are administered by councils to households who require financial assistance towards their housing costs and are an important tool to prevent homelessness and help struggling households to sustain tenancies. Since 2017, when responsibility for DHP transferred to Scottish Government, there has been an increase of 43% in the DHP spend. Up to and including 2023/24, levels of spend have been significantly higher than pre- pandemic levels, with DHP spend increasing by 35.9% since 2019. Table 11: Discretionary Housing Payment Expenditure 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Change since 2017-18 Change since pre- Covid Change since 2022-23 DHP Spend £59.2M £62.5M £66.0M £76.5M £78.9M £79.4M £84.9M 43.3% 35.9% 6.9% % DHP Budget Spent 101.2% 102.6% 104.5% 97.2% 96.0% 94.4% 101.0% -0.2 pp -1.6 pp 6.6pp In 2023/24, the majority of DHP Funding was spent mitigating the removal of the Spare Room Subsidy (£70.4 million, 83.0%), with a smaller proportion used to support claimants affected by the benefit cap (£3.5 million, 4.1%) and the freeze in Local Housing Allowance which was still ongoing in 2023-24 (£3.7 million, 4.4%). A further £6.6 million (7.8%) was spent on core (non-welfare reform) awards and around £627,000 (0.7%) on awards that covered a combination of purposes. Local authorities continued to spend a smaller proportion of their funding on the Benefit Cap than the allocated funding for this purpose, although this has increased significantly from £2.5 million to £3.5 million in 2023/24, an increase from 29% to 57% of the allocated budget. Conversely, local authorities continued to spend significantly more than the £4.2 million estimated allowance for core funding (157%, £6.6 million).19 In 2023/24, there has been an increase in the overall proportion of allocated DHP budget which has been spent, increasing from 94.4% in 2022/23 to 101%. In 2023/24. Because of the rollover of funds from 2022-23 of £3.9 million, local authorities are not out of pocket. Although there is considerable variation across local authorities, it is likely that the increased fund size, the timing of the provision of the additional allocation, and Covid related delays in processing DHP have influenced the underspend in previous years.. Rent Arrears and Council Tax Collection The financial challenges facing local communities are further evidenced by 19 https://www.gov.scot/publications/discretionary-housing-payments-in-scotland-1-april-2023-to- 31-march-2024/pages/background/ Page 203
Page 204
62 National Benchmarking Overview Report 2023-24 increasing levels of debt experienced by households. This includes both the long- term growth in housing rent arrears and the recent increase in council tax debt. Table 12: Rent Arrears 2013-14 2019-20 2020-21 2021-22 2022-23 2023-24 Change since 2013-14 Change since pre- Covid Change since 2022-23 Rent Arrears 5.6% 7.3% 8.2% 8.7% 9.6% 9.5% 3.9pp 2.2pp -0.1pp Rent arrears remain close to an all-time high at 9.5% of rent due. Although there has been a slight levelling out in the data in 2023/24, this follows a disproportionate increase in 2022/23. Levels remain 2.2pp higher than pre- Covid levels of 7.3%, and 3.9pp higher than the 5.6% recorded ten years ago in 2013/14.20 The statutory five-week wait for Universal Credit and the underlying inadequacy of support against current cost-of-living pressures may be contributory issues in relation to rising rent arrears. Despite recent uplifts in Universal Credit in line with CPI inflation and additional support to low-income families, these are unlikely to fully compensate for the additional costs associated with high inflation. These interventions also do not address the legacy of austerity, which meant that many households entered the cost-of-living crisis from a starting point of financial hardship, with working-age benefits frozen or restricted for a number of years. With the additional cost-of-living payments ending in 2023/24, this could lead to households falling even further from being able to meet the cost of living. It is important to note that some of the rise in rent arrears observed during the pandemic years reflects the temporary ban on enforcing eviction orders introduced as part of the Covid response, and the ability of Housing Officers to effectively engage with tenants during restrictions. The level of rent arrears remains highest in those council areas serving communities with lower overall levels of deprivation (11.1% compared to 8.3% for the most deprived areas). It may be that households in the most deprived areas are more likely to receive benefits which cover their full rent costs, and therefore face less challenge in their affordability compared to those who are receiving support but working. This is an area where further exploration and analysis would be helpful to fully understand this trend. Beyond the immediate impact on some individuals and families, the continued increase in arrears will result in the loss of rental income for councils where debts are ultimately written off and impaired debt is accrued. As councils also face future reductions in their capital budgets, this further loss of income may 20 Note: For Housing Services, the data source for LGBF indicators is the Scottish Housing Regulator. There will be differences with Scottish Government Housing Revenue Account statistics due to definitions used Page 204
Page 205
63 National Benchmarking Overview Report 2023-24 have a significant impact on capital works programmes, including long-term implications for future investment in affordable housing, a key antipoverty measure. This follows on from curtailed planned investment programmes during Covid and could further undermine efforts to meet local and national targets for affordable housing at a time when a number of councils have declared a housing emergency amid mounting pressures on homelessness services. Table 13: Council Tax Collection Rates 2010-11 2019-20 2020-21 2021-22 2022-23 2023-24 Change since 2010-11 Change since pre- Covid Change since 2022-23 Council Tax Collection Rates 94.7% 95.8% 94.8% 95.7% 96.2% 95.5% 0.7pp -0.3pp -0.7pp Note: Council Tax collection rates refer to ‘in-year’ collection rates Council tax debt has also increased over the cost-of-living crisis. Council tax collection rates have fallen in 2023/24, providing recent evidence of the financial challenges facing our communities. This fall occurs after collection rates were artificially boosted in 2022/23 as a result of the Scottish Government’s £150 Cost of Living Award which was allocated directly to Council Tax accounts as targeted relief by the majority of councils. As this award was available only for 2022/23, the impact on collection rates was temporary in nature. This fall in collection rates is supported by growing evidence from debt services that cases of, and amounts of, council tax debt have increased over recent years, and that cases are becoming more complex. It is increasingly low-income households who have council tax arrears. While the reduction in collection rates is evident for all 32 councils, the scale of the reduction is most notable for councils serving the most deprived communities. The collection rate for councils serving the most deprived communities is now 94.2% compared to 96.5% in the least deprived communities. The method of payment is important in understanding the pattern of variation, with higher collection rates in areas with higher levels of Direct Debit payment compared to those more deprived communities with higher levels of cash payments. This longer-term trend highlights the need for digital inclusion to be at the heart of efforts to tackle poverty. It will be critical to closely monitor collection rates in the years ahead to understand the potential impacts of the cost-of-living crisis on the ability of households to pay council tax, and the extent to which cost of-living payment and other initiatives, including the Council Tax freeze in 2024/25, will be able to mitigate against this. Future Priorities Councils will continue to prioritise tackling poverty at the heart of their strategic commitments. Joint working, including with third sector partners is central to this, with the role of Community Planning Partnerships pivotal. Councils are working Page 205
Page 206
64 National Benchmarking Overview Report 2023-24 closely with cross-sector partners to understand and develop place-based plans to tackle inequalities and to mitigate the impact of the current, and sustained, pressures being faced by the families, businesses and communities they serve. This will involve prioritising measures aligned to local need such as: ● Bolstering existing provisions - Covering overspends in areas such as the Scottish Welfare Fund and Crisis Grants. Maintaining awards without prioritising spend. Allocating additional funding backed by reserves. ● Debt recovery - There may be additional considerations around the extent to which the council actively pursues debt. There have been national conversations about school meal debt and whether this could be written off. This may extend to recovery within council tax or within commercial properties. ● Housing Support - Where councils have a housing stock there may be considerations regarding rent uplifts, energy vouchers, debt recovery and promoting links to existing council programmes on tenant support. ● Making Best Use of Council Facilities - Working with Leisure Trusts, Health & Social Care Partnerships and volunteer groups to develop Warm Hubs over winter months. This could be aligned to extending provisions within leisure facilities, libraries or other community facilities for free, or extended use (which would have been heated anyway) and reduced meal prices. ● Extending Grants to Voluntary Organisations - Providing additional support to third sector networks such as the Citizens Advice Bureau and volunteer groups to enable them to extend provisions locally and signpost clients to better access financial and other support. ● Welfare Advice and Health Partnerships – Working with GP practices to provide access to money and rights advice in health care settings, including providing advice to help people cope with the cost-of-living crisis. It should also be noted that work to mitigate the impact of an increased cost of living is only one aspect of local government’s approach to tackling poverty and inequality. Partners are taking an increasingly preventative, strategic approach to redressing wider imbalances and support low-income households towards holistic services and employment opportunities. This includes consideration of the impact that factors such as housing, transport, childcare and economic development have on ensuing households can thrive. Local child poverty action reports, published annually by councils and health boards provide a useful insight into this commitment. It will be particularly important to fully understand what impact the current housing emergency will have on councils’ role as a social landlord or in working Page 206
Page 207
65 National Benchmarking Overview Report 2023-24 in partnership with social landlords. The role that social housing can play in reducing poverty is well recognised. Social housing provides affordable, high- quality, secure and stable housing to people with low incomes and can help lift people out of poverty. The national and local housing emergencies which have been declared highlight a chronic lack of affordable, safe and stable housing, which are in turn fuelling homelessness. This is an area where further analysis and exploration will be prioritised in future reports. Page 207
Page 208
66 National Benchmarking Overview Report 2023-24 Page 208
Page 209
67 National Benchmarking Overview Report 2023-24 6. Performance of Local Government Services There is clear evidence that local government performance improvement has slowed in recent years. This follows a decade where considerable progress has been achieved against an increasingly challenging context. While the recent slow-down in performance improvement is system wide, and true for all councils regardless of local priorities and the policies they are pursuing, there is variation in the depth, severity and focus of impacts. For example, those councils who serve the most deprived communities generally report a greater slow-down in performance improvement compared to other councils. The long-term picture of council service performance remains positive, with 68% of performance indicators within the LGBF showing improvement since the base year. In recent years, however, year on year trends show a slowing in this improvement, and an increase in the number of performance indicators which are now declining. In the last two years, the rate of decline has overtaken the rate of improvement (45% compared to 39% respectively). This is not unexpected. Councils are having to make increasingly difficult decisions about the shape and level of service delivery which are beginning to have a clear impact on performance and efficiency improvements gained in previous years. These include: ● Where to target disproportionate and substantial budget reductions within non-statutory service areas in light of growing ring-fencing. ● Where to reduce or ration service provision as part of continued efforts to achieve efficiencies. ● How to sustain services with insufficient staff with the appropriate experience, skills, and qualifications to deliver services to the level needed due to workforce pressures. ● Where to reduce capital investment programmes, undermining their ability to deliver local priorities and commission work in key areas, e.g. Net Zero targets and transformation plans which are essential for improved outcomes for local communities. ● How to retain focus on prevention and longer-term outcomes, given the immediate pressure to deliver unprecedented savings many of which could have long-term implications. ● How to ensure the absorption of higher levels of risk by councils does not further undermine the future sustainability of essential services. Page 209
Page 210
68 National Benchmarking Overview Report 2023-24 The data on council service performance provides a stark warning on the future resilience of essential council services. If the current trend continues, the improvements and progress that has been achieved thus far, could potentially be lost and council service performance may start to decline over the longer- term. This will have serious implications in relation to access to frontline essential services for our communities. Responses by councils continue to exemplify the importance of ‘local’ with local solutions and responses to local needs and issues, varying both between and within authorities. A range of interconnected factors will be important in shaping the variability observed in the data, including: ● Local priorities and strategic direction ● Local capacity in terms of infrastructure, workforce, digital maturity, and partnership context ● Local pattern of demand and need, including the demographic and socioeconomic profile of local communities ● Local geography, including the level of remoteness and population density ● Local approaches to innovation; redesign; and transformation ● Local economy and marketplace Tailoring services to the needs of local people and communities is a key function of local democracy and needs to be considered when comparing performance. This variety in approach gives opportunities to learn and innovate. This has been a period of historic change and it is essential we take time to evaluate and learn from each other to inform the future design, delivery and shape of services. Performance Trends and Impact on Service Areas While the overall picture points to a slow-down in performance improvement, there are a number of long-term improvement trends which have been sustained and strengthened in policy critical areas. These include: ● Attainment both at senior phase and at primary level ● Positive destinations and participation in education, training or employment for 16–19-year-olds ● Growth of direct payments and managed personalised budgets within self- directed support in social care ● The proportion of older people with long-term care needs who are receiving personal care at home Page 210
Page 211
69 National Benchmarking Overview Report 2023-24 ● CO2 emissions (area wide, and corporate electricity and gas emissions) ● Household recycling rates ● Library and museum visitor numbers ● Local procurement spend ● Roll out of superfast broadband ● The gender pay gap ● Local government corporate asset condition. While some of these areas did see a temporary Covid-related decline, they have since seen their long-term improvement trend recover. There are, however, areas where a clear long-term improving trend has shown recent decline. It is unclear whether this decline is temporary in nature, perhaps resulting from Covid or the cost of-living crisis, or whether it is indicative of the start of a more sustained trend. This covers a range of different services and includes: ● children’s development ● pupil exclusion rates ● placement stability for children who are being looked after ● housing quality and repair times ● Council Tax collection rates ● visitor numbers for sports and leisure facilities ● receipt of the living wage ● processing of business planning applications ● condition of the roads network. In those service areas where there were already signs of strain prior to the pandemic, this picture has largely continued, and in some cases has worsened. Areas experiencing a longer-term declining trend include: ● council staff absence ● housing voids ● rent arrears Page 211
Page 212
70 National Benchmarking Overview Report 2023-24 ● delayed discharges and hospital readmission rates ● Business Gateway start-ups ● processing of Scottish Welfare Fund Crisis Grants. Of further concern, is the declining level of satisfaction with council services amongst the public. This is true for all service areas with the exception of parks and open spaces, and more recently, refuse collection. The decline is evident for almost all councils, although it is important to note that a couple of councils have seen their satisfaction improve over the longer term. Public expectations have not reduced despite the reduction in local government resources and increased demand due to demographic and other change. These trends relate to satisfaction for the public at large rather than for service users. It should be noted that satisfaction rates for service users are consistently higher than those reported by the general population. Table 14: Public satisfaction with council services Yearly data 2010- 11 2016- 17 2017- 18 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 2023- 24 Change since 2010-11 Change since pre- Covid Change since 2022- 23 Schools 83.1 73.0 70.0 72.5 73.0 78.0 74.0 69.0 69.0 -14.1pp -4.0pp 0.0pp Libraries 83.5 73.0 72.0 72.1 73.0 78.0 71.0 64.0 66.0 -17.5pp -7.0pp 2.0pp Parks & Open Spaces 83.1 87.0 85.0 82.5 83.0 91.0 88.0 83.0 84.0 0.9pp 1.0pp 1.0pp Museums & galleries 75.5 70.0 69.0 68.9 70.0 75.0 74.0 65.0 69.0 -6.5pp -1.0pp 4.0pp Leisure facilities 74.6 73.0 72.0 69.3 69.0 77.0 71.0 65.0 65.0 -9.6pp -4.0pp 0.0pp Refuse collection 81.0 79.0 75.0 75.0 73.0 78.0 77.0 79.0 79.0 -2.0pp 6.0pp 0.0pp Street Cleaning 73.3 70.0 66.0 62.9 59.0 58.0 59.0 58.0 57.0 -16.3pp -2.0pp -1.0pp Note: As a result of the change in methodology, the lower response rates, and the change in the profile of respondents compared to typical survey years, the results for 2020/21 and 2021/22 are not comparable to earlier or later years. While annual data is presented here, within the LGBF, 3-year rolled averages are used to boost sample sizes and improve levels of precision at local levels. The data in this table will differ therefore from data within the LGBF dashboard. As noted previously, it is vital for local government to work closely with communities to communicate the impact of growing fiscal, demand and workforce pressures on local services and to shape local priorities. This wider discussion should consider whether current expectations of public services are realistic in the context of such changing conditions. As councils respond to increasing levels of need and demand, within ever tightening budget constraints, it is important that expectations in relation to local government priorities and performance adapt to reflect the dynamic circumstances councils are operating within. Page 212
Page 213
71 National Benchmarking Overview Report 2023-24 Strengthening the LGBF Basket of Indicators There are important policy areas where our ability to provide a more comprehensive focus within this report is limited, either by the coverage within our current suite of LGBF indicators or by the timeliness of the data. Building further on work already underway to strengthen the framework in relation to climate action and financial sustainability, the LGBF Board will work closely with stakeholders in the period ahead to bring greater focus to the following three strategically important areas. 1. Housing. Thirteen housing emergencies have now been declared locally by councils, covering over half of the Scottish population. Record homelessness figures have been published recently, highlighting that the number of people in Scotland living in temporary homeless accommodation is at a record high, and includes more than 10,000 children. Given these worrying figures, there would be value in the LGBF strengthening the focus it provides on the local and national challenges to housing supply and in the delivery of homelessness services. With the support of the Association of Local Authority Chief Housing Officers (ALACHO), the LGBF Board will consider where there may be value in extending the suite of measures to improve our understanding of the drivers for the housing emergency, and to support councils in their development of short and long- term responses to this. 2. Economic Development. The work of local authorities in promoting and delivering economic wellbeing for their communities is vital, particularly in relation to the cross-cutting themes of community wealth building, placemaking, tackling inequality, achieving net zero, and building a strong digital economy. The LGBF Board will work with Scottish Local Authorities Economic Development Group (SLAED) to explore how the LGBF suite of economic development measures might evolve to better capture these priorities and support councils in their critical work in this area. 3. Culture and Leisure. The new Physical Activity for Health – Scotland’s National Framework takes an evidence-based, whole system approach to physical activity and sport, providing a clear and strong focus on the preventative benefits to population health. The LGBF Board will work closely with COSLA, professional associations and local authorities to explore how we can strengthen the LGBF coverage in this area to provide a stronger understanding of, and to drive improvement in, local government’s contribution to physical activity and health in Scotland. Page 213
Page 214
72 National Benchmarking Overview Report 2023-24 Page 214
Page 215
73 National Benchmarking Overview Report 2023-24 Conclusion This year’s report evidences the impact of deepening fiscal, workforce and demand pressures on local government services and the communities they serve. While it reveals the extraordinary effort and achievements delivered across local government against an increasingly challenging backdrop, it also shows how these sustained pressures, on top of the impact of the current economic environment, have disrupted performance and efficiency improvements gained in previous years. It is likely that some of these effects will be felt for a long time to come. Coupled with the demand and budgetary pressures facing councils currently, councils may be required, in the short-term, to focus more on prioritising and maintaining performance, rather than service improvement. In recognition of these pressures, local government, as a sector, is taking clear pro-active steps to mitigate the effects of these challenges. Councils are increasingly incorporating digital technology in service design and are making better use of data to understand needs, make decisions and direct resources. There has also been a significant reconfiguring and repurposing of the local government estate. Councils have adopted a collaborative leadership approach, particularly in their work with partners, third sector and communities as they work together to build place-based approaches. New ways of working have involved flexibly redeploying staff, investing in the health and wellbeing of the workforce, and a renewed emphasis on workforce planning and development workforce capacity and skills. And lastly, there has been an increased focus on areas of greatest priority and demand and supporting the most vulnerable within our communities. To further build on these approaches, and to ensure the ongoing sustainability of services, local government has committed to a significant programme of sector led performance improvement and transformation. While councils are clear on the urgent need for transformational change, they are mindful of the challenges faced in achieving this whilst also delivering vital services. It is important that this burden of transformational change should not fall on local authorities alone given the need for wider public service reform. Important elements of local government’s sector led performance improvement and transformation programme include: 1. Scottish Local Government Assurance and Improvement Framework The recently launched Scottish Local Government Assurance and Improvement Framework (SLGAIF) sets out the current ‘architecture’ that exists in relation to Page 215
Page 216
74 National Benchmarking Overview Report 2023-24 council and local government body improvement and assurance, including self- assessment, sector led improvement, audit, scrutiny, inspection, and reporting. This framework provides an opportunity for local government to build on and articulate its existing sector-led approaches to improvement and accountability, including the LGBF; Self-Assessment; the Local Government Data Platform; and the Local Government Transformation Programme. The SLGAIF helps local government demonstrate as a sector that it has robust arrangements in place for reviewing its own performance and focusing on improvement. As local government looks to mature its approach to sector led improvement as set out in this framework, it is important that it continues to work closely with Scottish Government and audit and inspection bodies to ensure the full benefits of Crerar can be realised. The focus is to negotiate a shift towards greater maturity in self-improving councils, alongside a corresponding commitment to reduce the inspection and reporting burden. Therefore, as local government matures and increases its emphasis on peer led improvement and self-evaluation, it will release its capacity to focus on local accountability rather than servicing national accountability. As the local government sector works with partners to shape the external audit and inspection landscape, the SLGAIF will be an important resource to help to build trust and common understanding between local Government, Scottish Government and public sector scrutiny bodies. 2. Peer Collaborative Improvement Peer Collaborative Improvement (PCI) represents a maturing in local government’s approach to sector led improvement, and a significant shift towards self-improving councils. The approach provides an opportunity for local government to build on existing sector-led approaches to improvement and accountability, including the LGBF and self-evaluation. There has never been a greater requirement for working with and learning from each other, and the LGBF provides the essential platform to support councils in this. The PCI approach will enable local government, with the support of the LGBF Board, to use the data highlighted in this report to prioritise opportunities to work together to drive performance improvement. This important new approach demonstrates clear links with the Local Government Transformation programme to realise the full benefits of Crerar for local government. Peer Collaborative Improvement is also a vital element of the Scottish Local Government Assurance and Improvement Framework outlined above. Full detail of the PCI process is available here, including details of the pilot processes which are currently sharing practice and learning in relation to the delivery of the Scottish Welfare Fund and in tackling housing voids. Page 216
Page 217
75 National Benchmarking Overview Report 2023-24 3. The Local Government Transformation Programme The Solace/IS transformation programme strives to carve out a local government- led route to reform that drives a call to action for system wide dialogue and leads tangible tests of change. The 2022 think piece ‘Delivering a Future for Scottish Local Authorities’, published in 2022, identified the following six transformation anchors which provide a springboard for development: 1. Unlocking community action 2. Enable a functioning, trusted local and central government relationship 3. Design for people’s needs 4. Create digital, design and technology-enabled transformation 5. A focus on people through a public sector plc that tackles inequality at the root in order to improve everyone’s life chances 6. Lead council and cross-sector partnerships with a focus on outcomes The programme is well underway, and comprises of three workstreams: ● Workstream 1: Officer-led dialogue and direction on public service reform ● Workstream 2: Six short-term local government transformation projects ● Workstream 3: The Leadership Practitioner Forum to build capacity and leadership for those tasked with leading change. All workstreams are progressing from discovery to development and delivery having identified short- and long-term priorities that will contribute to the scaffold of collective transformation. With activities ranging from the development of National Frameworks for Self -Assessment, centralised digital service solutions and initiating pilots for collaborative procurement exercises, local authorities will be invited to both inform and test new solutions over the coming period. Full detail and live updates on progress is available on the Improvement Service website. In their thematic report ‘Transformation in Councils’ published in October 2024, the Accounts Commission made significant reference to the Local Government Transformation Programme and recognised the efforts as “The main sector- led piece of work currently under way to help councils reform how they deliver services …… focused on developing proposals for a future operating model for councils and options for the delivery of sustainable council services”. Giving rise to both opportunity and expectation for the work, the Commissions’ report set clear expectations for “individual councils to prioritise and urgently Page 217
Page 218
76 National Benchmarking Overview Report 2023-24 progress the delivery of their local transformation ambitions and engage effectively in sector led transformation activity, securing political backing and committing resources”. In their report, however, the Commission also emphasised that councils could not deliver this alone as it requires effective collaboration between central and local government as well as with third sector partners. It also noted that transformation will not happen overnight, but must take place over the longer term, something that will not be easy given councils’ need to continue to deliver services. Page 218
Page 219
National Benchmarking Overview Report 2023-24 Appendix Overview Table for all LGBF Data 2023-24 Full data and metadata, including data sources for all indicators is available via LGBF Dashboard Note: The majority of data for LGBF indicators is financial year, however some indicators are calendar or academic year. Detail on the reporting period for each indicator is provided in the metadata data within the LGBF dashboard. Page 219
Page 220
National Benchmarking Overview Report 2023-24 78 Indicator Description 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 %/value change pre-Covid to most recent year %/value change 2022-23 and 2023-24 Children’s Services Cost per primary school pupil £6,233 £6,375 £6,678 £6,875 £6,999 £7,221 £7,213 8.0% -0.1% Cost per secondary school pupil £8,588 £8,713 £8,956 £8,898 £8,729 £8,966 £8,957 0.0% -0.1% Cost per pre-school education registration £5,535 £6,110 £8,027 £10,777 £11,385 £11,613 £11,659 45.3% 0.4% % of pupils gaining 5+ awards at level 5* 64 64 68 70 68 66 67 3.0 1.0 % of pupils gaining 5+ awards at level 6* 36 36 40 42 39 38 39 3.0 1.0 % of pupils from deprived areas gaining 5+ awards at level 5 (SIMD)* 45 46 49 53 50 50 50 4.0 0.0 % of pupils from deprived areas gaining 5+ awards at level 6 (SIMD)* 18 19 22 24 22 22 23 4.0 1.0 The gross cost of "children looked after" in residential based services per child per week £4,374 £4,664 £4,572 £5,167 £5,284 £5,071 dna 10.9% -4.0% The gross cost of "children looked after" in a community setting per child per week £415.26 £417.71 £413.87 £445.50 £449.67 £445.74 dna 7.7% -0.9% Balance of care for looked after children: % of children being looked after in the community 89.6 89.8 90.1 90.4 89.9 89.2 dna -0.9 -0.7 % of adults satisfied with local schools 70.0 73.0 73.0 78.0 74.0 69.0 69.0 -4.0 0.0 Proportion of pupils entering positive destinations* 94.6 95.0 93.3 95.5 95.7 95.9 95.7 0.9 0.2 Overall average total tariff 894 895 925 963 972 918 917 2.5% -0.2% Average total tariff SIMD quintile 1* 620 627 645 679 691 661 658 4.9% -0.5% Average total tariff SIMD quintile 2* 752 742 754 807 818 783 762 2.7% -2.7% Average total tariff SIMD quintile 3* 899 875 901 965 957 908 889 1.6% -2.1% Average total tariff SIMD quintile 4* 1019 1015 1025 1099 1105 1054 1049 3.3% -0.5% Average total tariff SIMD quintile 5* 1224 1195 1236 1310 1310 1268 1260 5.4% -0.6% % of children meeting developmental milestones (27-30 months) 84.6 85.5 85.7 85.1 82.2 82.1 dna -3.6 -0.1 Page 220
Page 221
National Benchmarking Overview Report 2023-24 79 Indicator Description 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 %/value change pre-Covid to most recent year %/value change 2022-23 and 2023-24 Children’s Services % Funded early years provision rated good/better 91.0 90.6 90.2 90.9 89.4 90.1 89.8 -0.1 -0.3 School attendance rates* - 93.0 - 92.0 - 90.2 90.3 -2.7 0.1 School attendance rates (looked after children)* - 86.8 - 87.9 - 84.4 dna -2.4 -3.5 School exclusion rates* - 21.7 - 11.9 - 16.6 dna -23.5% 39.5% School exclusion rates (looked after children)* - 152.2 - 77.8 - 96.9 dna -36.3% 24.6% Participation rates for 16-19 year olds 91.8 91.6 92.1 92.2 92.4 92.6 92.7 0.6 0.1 Child protection re-registrations within 18 months* 6.0 7.2 6.9 7.0 8.0 5.6 dna -1.6 -2.4 % of looked after children with more than 1 placement in the last year* 20.1 19.5 16.7 16.8 16.0 17.2 dna -2.3 1.2 % of children living in poverty (after housing costs) 20.6 20.1 21.6 19.8 21.5 21.8 dna 0.2 0.3 % of P1, P4 and P7 pupils combined achieving expected CFE Level in Literacy* - 72.3 - 66.9 70.5 72.7 74.0 1.7 1.3 % of P1, P4 and P7 pupils combined achieving expected CFE Level in Numeracy* - 79.1 - 74.7 77.9 79.6 80.3 1.2 0.7 Literacy Attainment Gap (P1,4,7 Combined) - percentage point gap between the least deprived and most deprived pupils* - 20.7 - 24.7 21.3 20.5 20.2 -0.4 -0.2 Numeracy Attainment Gap (P1,4,7 Combined) - percentage point gap between the least deprived and most deprived pupils* - 16.8 - 21.4 17.8 17.0 17.4 0.6 0.5 Corporate Services Support services as a % of total gross expenditure 4.5 4.3 4.0 4.0 4.1 4.0 4.1 0.1 0.0 % of the highest paid 5% of employees who are women 54.6 55.5 56.7 58.1 59.0 58.9 59.8 3.1 1.0 The gender pay gap (%) 3.9 4.2 3.4 3.7 3.5 2.5 1.7 -1.7 -0.8 The cost per dwelling of collecting council tax £9.18 £8.42 £7.85 £7.72 £7.30 £7.22 £5.89 -24.9% -18.4% Sickness absence days per teacher 5.9 6.2 6.4 4.1 5.8 6.8 7.6 20.2% 12.5% Sickness absence days per employee (non-teacher) 11.4 11.5 11.9 9.6 12.2 13.3 13.9 16.7% 4.6% % of income due from council tax received by the end of the year 96.0 96.0 95.8 94.8 95.7 96.2 95.5 -0.3 -0.8 % of invoices sampled that were paid within 30 days 93.2 92.7 91.7 91.8 92.2 90.5 93.1 1.4 2.6 % of SWF Crisis Grant decisions within 1 day* - 95.5 95.3 93.8 93.3 91.8 94.0 -1.5 2.3 Page 221
Page 222
National Benchmarking Overview Report 2023-24 80 Indicator Description 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 %/value change pre-Covid to most recent year %/value change 2022-23 and 2023-24 Corporate Services % of SWF CCG decisions within 15 days* - 89.5 82.3 84.5 85.8 87.3 83.3 -6.3 -4.0 Proportion of SWF budget spent* 95.3 99.9 107.8 83.2 115.2 130.0 128.9 29.0 -1.1 Proportion of DHP Funding spent* 101.2 102.6 104.5 97.2 96.0 94.4 101.0 -1.6 6.6 Proportion of operational buildings that are suitable for their current use 80.8 82.2 82.5 82.3 85.3 86.1 85.5 3.0 -0.6 Proportion of internal floor area of operational buildings in satisfactory condition 86.3 87.2 88.6 89.2 90.1 89.7 89.8 1.2 0.1 Adult Social Care Older persons (over 65) home care costs per hour £29.70 £30.07 £30.19 £32.10 £31.66 £33.62 £33.61 11.3% 0.0% Direct payment & personalised budget spend as a % of total social work spend on adults 18+ 6.8 7.2 7.7 8.1 8.4 8.7 9.0 1.3 0.4 % of people 65+ with long-term needs receiving care at home 61.4 61.8 60.3 62.5 61.3 61.7 62.6 2.3 0.9 % of adults supported at home who agree that their services and support had an impact in improving or maintaining their quality of life 80.0 - 80.0 - 78.1 - 69.8 -10.3 -8.4 Percentage of adults supported at home who agree that they are supported to live as independently as possible 81.1 - 80.8 - 78.8 - 72.4 -8.4 -6.4 Percentage of adults supported at home who agree that they had a say in how their help, care or support was provided 75.6 - 75.4 - 70.6 - 59.6 -15.8 -11.0 Percentage of carers who feel supported to continue in their caring role 36.6 - 34.3 - 29.7 - 31.2 -3.1 1.5 Older persons (over 65's) residential care costs per week per resident £603.11 £634.75 £641.11 £740.98 £721.34 £724.14 £723.01 12.8% -1.1% Rate of readmission to hospital within 28 days per 1,000 discharges 102.8 103.4 104.9 120.2 106.7 102.2 103.9 -0.9% 1.7% Proportion of care services graded ‘good’ (4) or better in Care Inspectorate inspections 85.4 82.2 81.8 82.5 75.8 75.0 77.0 -4.8 2.0 Number of days people spend in hospital when they are ready to be discharged, per 1,000 population (75+) 762.2 792.9 774.4 484.3 749.8 892.1 846.3 9.3% -5.1% Page 222
Page 223
National Benchmarking Overview Report 2023-24 81 Indicator Description 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 %/value change pre-Covid to most recent year %/value change 2022-23 and 2023-24 Culture and Leisure Cost per attendance at sports facilities £3.40 £3.18 £3.22 £46.84 £7.11 £5.16 £4.35 35.0% -15.7% Cost per library visit £2.59 £2.50 £2.37 £3.35 £3.21 £2.97 £2.38 0.6% -19.8% Cost of museums per visit £4.37 £4.22 £3.89 £11.84 £5.21 £3.24 £3.50 -10.0% 8.0% Cost of parks & open spaces per 1,000 population £24,912 £24,717 £24,134 £22,428 £22,718 £24,867 £23,376 -3.1% -6.0% % of adults satisfied with libraries 72.0 72.1 73.0 78.0 71.0 64.0 66.0 -7.0 2.0 % of adults satisfied with parks and open spaces 85.0 82.5 83.0 91.0 88.0 83.0 84.0 1.0 1.0 % of adults satisfied with museums and galleries 69.0 68.9 70.0 75.0 74.0 65.0 69.0 -1.0 4.0 % of adults satisfied with leisure facilities 72.0 69.3 69.0 77.0 71.0 65.0 65.0 -4.0 0.0 Environmental Services Net cost per waste collection per premises £82.42 £81.82 £81.90 £84.08 £77.48 £79.77 £78.72 -3.9% -1.3% Net cost per waste disposal per premises £126.67 £118.54 £117.47 £123.05 £110.86 £100.58 £104.38 -11.1% 3.8% Net cost of street cleaning per 1,000 population £19,430 £18,214 £18,244 £17,007 £16,474 £15,137 £15,961 -12.5% 5.4% Cleanliness score (%age acceptable) 92.2 92.8 92.2 90.1 89.7 90.6 92.1 -0.1 1.5 Cost of roads per kilometre £12,611 £12,076 £11,609 £10,900 £12,246 £13,659 £13,788 18.8% 0.9% % of A class roads that should be considered for maintenance treatment 30.2 30.0 30.6 29.8 27.6 27.4 28.9 -1.7 1.5 % of B class roads that should be considered for maintenance treatment 35.9 35.7 35.0 34.0 33.6 31.5 32.5 -2.5 1.0 % of C class roads that should be considered for maintenance treatment 36.2 36.3 35.1 33.6 33.2 32.7 33.4 -1.8 0.7 % of unclassified roads that should be considered for maintenance treatment 39.0 38.2 37.8 38.3 36.7 36.4 36.2 -1.6 -0.1 Cost of trading standards and environmental health per 1,000 population £26,894 £25,478 £23,931 £22,295 £24,766 £24,086 £22,804 -4.7% -5.3% Cost of environmental health per 1,000 population £19,487 £18,249 £16,535 £15,339 £18,141 £16,290 £15,538 -6.0% -4.6% Cost of trading standards, money advice and citizens advice per 1,000 population £7,407 £7,229 £7,396 £6,956 £6,625 £7,796 £7,266 -1.8% -6.8% % of total household waste arising that is recycled 45.6 44.7 44.9 42.1 43 43.3 43.5 -1.4 0.2 % of adults satisfied with refuse collection 75.0 75.0 73.0 78.0 77.0 79.0 79.0 6.0 0.0 % of adults satisfied with street cleaning 66.0 62.9 59.0 58.0 59.0 58.0 57.0 -2.0 -1.0 Page 223
Page 224
National Benchmarking Overview Report 2023-24 82 Indicator Description 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 %/value change pre-Covid to most recent year %/value change 2022-23 and 2023-24 Housing Services Gross rent arrears as a % of rent due for the reporting year 6.7 7.3 7.3 8.2 8.7 9.6 9.5 2.2 -0.1 % of rent due in the year that was lost due to voids 0.9 1.0 1.1 1.4 1.6 1.7 1.8 0.7 0.1 % of dwellings meeting SHQS 93.9 94.3 94.9 85.2 68.5 70.9 77.8 -17.1 6.9 Average time taken to complete non-emergency repairs 7.5 7.8 7.3 7.3 9.2 9.7 10.0 0.4 0.0 % of council dwellings that are energy efficient 75.3 80.9 84.1 86.4 87.6 dna dna 3.5 1.3 Economic Development % of unemployed people assisted into work from council funded/ operated employability programmes 14.3 12.6 12.7 6.0 17.4 12.9 12.1 -0.6 -0.8 Cost of planning and building standards per planning application £5,054 £5,418 £5,281 £5,795 £4,785 £5,882 £6,679 26.5% 13.5% Average time per business and industry planning application 9.3 9.1 10.5 11.1 11.7 12.0 10.7 1.2% -11.4% % of procurement spent on local enterprises 27.4 28.7 28.5 29.1 29.9 29.6 30.7 2.2 1.1 No of Business Gateway start-ups per 10,000 population 16.8 16.7 16.6 11.3 14.5 14.4 13.6 -18.0% -5.9% Investment in economic development & tourism per 1,000 population £116,636 £131,982 £124,115 £103,953 £133,203 £121,226 £118,765 -4.3% -2.0% Proportion of people earning less than the real living wage 18.4 19.4 16.8 15.1 14.5 9.4 10.2 -6.6 0.8 Proportion of properties receiving superfast broadband 91.1 92.0 93.3 93.8 94.1 95.5 95.9 2.6 0.4 Town vacancy rates 11.5 10.0 11.7 12.4 11.4 11.6 12.3 0.6 0.7 Immediately available employment land as a % of total land allocated for employment purposes in the local development plan 40.8 37.6 36.2 38.9 27.2 22.8 24.5 -11.7 1.8 Gross Value Added (GVA) per capita £27,078 £27,005 £27,256 £24,088 £25,988 £27,039 dna -0.8% 4.0% Claimant Count as % of Working Age Population 2.3 2.7 3.2 6.0 4.5 3.2 3.1 -0.1 -0.1 Claimant Count as % of 16-24 Population 2.9 3.2 3.8 7.2 4.9 3.3 3.4 -0.4 0.0 Financial Sustainability Total useable reserves as a % of council annual budgeted revenue 17.0 16.6 17.0 23.7 24.4 24.5 23.9 6.9 -0.6 Uncommitted General Fund Balance as a % of council annual budgeted net revenue 3.7 2.8 2.8 3.1 2.9 2.9 2.3 -0.5 -0.7 Ratio of Financing Costs to Net Revenue Stream - General Fund 8.0 7.9 7.2 6.2 5.9 5.4 5.8 -1.4 0.4 Ratio of Financing Costs to Net Revenue Stream - Housing Revenue Account 23.6 22.8 22.6 22.9 22.6 21.8 20.0 -2.6 -1.8 Actual outturn as a percentage of budgeted expenditure 99.3 99.4 99.4 97.4 98.3 98.4 99.6 0.3 1.0 Page 224
Page 225
National Benchmarking Overview Report 2023-24 83 Indicator Description 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 %/value change pre-Covid to most recent year %/value change 2022-23 and 2023-24 Climate Change CO2 emissions area wide per tonne, per capita 5.5 5.5 5.3 4.6 5.0 4.8 dna -9.6% -3.6% CO2 emissions are wide: emissions within scope of Local Authority per tonne, per capita 5.0 4.9 4.6 4.1 4.5 4.3 dna -7.9% -5.6% Emissions from transport per 1,000 population 26.7 30.6 29.4 21.6 27.3 27.8 dna -5.3% 2.0% Emissions from electricity per 1,000 population 91.5 70.7 56.0 42.7 46.6 43.7 dna -21.9% -6.1% Emissions from natural gas per 1,000 population 64.9 60.8 56.4 57.3 61.6 57.6 dna 2.0% -6.5% * Precovid year is 2018-19 for these indicators. For all others, it is 2019-20 Page 225
Page 226
Improvement Service West Lothian Civic Centre Howden South Road Livingston EH54 6FF T: 01506 282012 E. info@improvementservice.org.uk W. www.improvementservice.org.uk www.improvementservice.org.uk/benchmarking Page 226
Page 227
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Council: 29 October 2025 _______________________________________________________________________________ Subject: Financial Update 1. Purpose 1.1 To provide an update on the financial challenges facing the Council and the estimated 2026/27 – 2029/30 revenue budget gaps. 1.2 This is the second financial update since the 2025/26 budget was set on 5 March 2025 and rolls forward previous estimates reported to Council on 18 June 2025 as well as updating assumptions. The assumptions will continue to be refined as the financial year progresses. This report also reinstates the five-year forecast window (only four years were reported in June) and the best case, mid-range and worst-case scenario analysis. Throughout the report the primary focus is on the mid-range however, where appropriate, reference is made to best case and worst-case assumptions. 1.3 The report also provides information on work undertaken on the Council’s debt portfolio, a review of suspense accounts and a recommendation regarding provision of funding for Additional Support Needs swimming lessons. 2. Recommendations 2.1 Members are asked to I. note the Scottish Government budget has been delayed until mid- January as a consequence of the later than expected publication of the UK Government Autumn Statement. This means the Council will not be advised of its indicative 2026/27 settlement until mid- January II. approve the award of £10,000 to fund Additional Support Needs swimming lessons provided by West Dunbartonshire Leisure III. note the updated position regarding projections for the Council’s estimated revenue budget gaps in 2026/27-2030/31, particularly the updated estimated mid-range 2025/26 budget gap of £8.882m IV. note the £4.309m benefit to the Council obtained through early repayment of long-term loans with that benefit split between general services (£3.490m) and the Housing Revenue Account (£0.819m) V. approve the release of £0.722m of resettlement funds to unearmarked general fund reserves with £0.499m retained in an ITEM 15 Page 227
Page 228
earmarked reserve to support future provision of resettlement activity VI. approve the allocation of £2.924m of Energy Efficient Scotland Area Based Scheme funds as £1.992m to the HRA, £0.250m to unearmarked general fund reserves with £0.486m retained for retentions and £0.196m to make provision for potential bad debt VII. approve use of £1.261m of unallocated reserves to rebuild the Voluntary Redundancy / Early Retirement reserve. 3. Background 3.1 On 5 March 2025, the Council agreed a balanced 2025/26 revenue budget, a revised capital budget and revenue estimates for 2026/27- 2029/30. That budget report also highlighted estimated future year budget gaps based on a range of assumptions including future Scottish Government funding, inflation and future interest rates. The consequences of the decisions taken by Council on 5 March to agree a balanced 2025/26 budget reduced the cumulative estimated future budget gap and a report to Council on 18 June 2025 provided a further update on the financial challenges faced by the Council and updated the estimated budget gaps as set out in Exhibit 1. Exhibit 1 – Estimated Cumulative Budget Gaps (Mid-Range) at 18 June 2025 2026/27 £000 2027/28 £000 2028/29 £000 2029/30 £000 2030/31 £,000 8,274 17,473 31,674 41,337 51,146 4. Main Issues 4.1 I have revisited the key assumptions and cost pressures detailed in the 18 June 2025 Council report. This is summarised in the paragraphs below. 4.2 Scottish Government Medium Term Financial Strategy The Scottish Government Medium Term Financial Strategy (MTFS) was published on 25 June 2025 alongside a new Fiscal Sustainability Delivery Plan (FSDP). The MTFS reflects the impact of the UK Spending Review announced on 11 June 2025. The conclusions of the Scottish Spending Review will be published alongside the 2026/27 Scottish Budget. The Spending Review is expected to set out indicative resource spending plans up to 2028/29 and capital spending plans up to 2029/30. The main points to note from the MTFS are: Growth in overall funding for the Scottish Government budget is set to increase by 0.8% per annum in real terms. Page 228
Page 229
Projected funding and spending is expected to grow from a balanced budget position in 2025/26 to a funding gap of £2.6 billion in 2029/30. Capital block grant is expected to decrease by 1.1% in real terms between 2025/26 and 2029/30. Capital budget is projecting a £1.1 billion budget gap in 2026/27 rising to £2.1 billion by 2029/30. Health and Social care spend has grown faster than predicted at the last MTFS, 5.6% compared to 4%. The MTFS confirms the challenging financial position faced by the Scottish Government and the FSDP sets out the actions that will be taken to close the revenue gaps. These include: Reduction in workforce of 0.5% a year, saving £700 million by 2029/30. (Given expected increases in NHS staffing this is likely to require larger staff reductions in other sectors) Wider public sector efficiencies and reforms and revenue raising to save a further £1.5 billion by 2029/30. Increased “public value”, expected to generate savings between £300 million and £700 million a year. There is less detail in the FSDP on how the Scottish Government intends to close the capital gap, although greater private sector involvement is mentioned. 4.3 It is difficult to determine what the implications of these national announcements will be for the local government sector. However, given the Scottish Government’s stated key priorities (child poverty, cutting NHS waiting times, climate change, economic growth and a shift in funding towards prevention and early intervention), it is likely other areas may face significant real term funding reductions post 2025/26. The Scottish Parliament Information Centre’s analysis of the MTFS announcement noted that local government’s share of total Scottish Government spending falls from 24.4% in 2025/26 to 23% in 2029/30. 4.4 At a Council level, while the precise impact will not be known until the Scottish Government financial settlement is announced, this national picture indicates the financial challenges the Council has faced in recent years are likely to remain a prominent feature of budget setting over the medium term. This means the Council must maintain its focus on taking sustainable budget decisions and ensuring resources are targeted to areas of highest need. 4.5 Scottish Government Finance Settlement The 18 June 2025 report advised assumptions in relation to future year Scottish Government funding were: Best Case - Flat Cash Mid-Range – Flat Cash Worst Case - 1.0% reduction. Page 229
Page 230
4.6 Future Scottish Government funding levels is one of the key assumptions within the Finance Update. While it is considered good practice to prepare longer term financial plans it is challenging to do so with great accuracy due to single year Scottish Government finance settlements. As part of the 2025/26 budget setting report members were advised that the 2025/26 cash increase, while significant in comparison to previous years, was largely funded through significant increases in revenue through taxation and increased investment in UK public spending and that 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. 4.7 The UK Government has confirmed their intention to publish the Autumn Statement on 26 November 2025. This is later than previous years (e.g. 30 October 2024) and therefore later than anticipated. This has a knock on effect on the timing of the Scottish Government’s budget plans which is now to be published on 13 January. This mans the Council will not receive its indicative settlement until mid-January which will place the Finance team under pressure to analyse the impact on the Council’s estimated budget gap which will need addressed at the Council budget meeting on 4 March 2026. 4.8 Changes to Base Budget There have been four changes to the Council’s base budget since the 18 June 2025 Budget report to Council. 4.9 Base Budget Adjustment 1 – Service Concession Adjustment (£1.070m Favourable) In the 18 June 2025 report to Council, a base budget adjustment was reported in relation to how we are accounting for the benefit to the Council of the Service Concession Adjustment first reported to Council in December 2022. This has been further refined to better reflect the profiling of the benefit which has resulted in a decrease in the budget gap of £1.070m in 2026/27. While this is welcomed it should be noted this is simply a reprofiling of the benefit rather than an overall reduction in the Council’s future budget gaps. 4.10 Base Budget Adjustment 2 – Transport Income (£0.117m Adverse) As reported to Council in August 2025 (as part of Revenue Budgetary Control Report) Transport Services is operated on behalf of services across the Council and allocates all costs out to the appropriate service. A review of the Transport budget has identified a misalignment between the expenditure and income budgets which needs to be corrected. 4.11 Base Budget Adjustment 3 – Roads and Neighbourhood Income Budgets (£0.150m Adverse) Page 230
Page 231
A review of Roads and Neighbourhood income budgets has identified two areas where 2025/26 actual income is projected to fall short of budget and it is considered unlikely it will recover in future years. Cremation income is forecast to be under recovered by £0.110m mainly due to a reduction in the number of cremations considered to be a consequence of a new crematorium opening in East Dunbartonshire. In addition, commercial waste income is expected to under recover by £0.040m due to collections being reduced as people have been removed from the collection list due to non-payment of invoices. 4.12 Base Budget Adjustment 4 – Savings Reprofile (No impact in 2026/27) This is to correct a minor error when calculating the profiling of future saving options from 2027/28 onwards. It has no impact on the 2026/27 budget and reduces the gap from 2027/28 onwards by £0.033m, reducing to £0.0024m in 2029/30. Cost Pressures 4.13 Generally, services work on the basis of having to contain any cost pressures within current resources, however, there are cost pressures which are unavoidable and need to be factored into future budget processes. There has been four new cost pressures in excess of £0.100m identified since the 18 June 2025 Budget report to Council. 4.14 Cost Pressure 1 – Additional Support Needs Job Evaluation (£0.305m Adverse) Additional Support Needs grade 3 and grade 4 posts were subject to job evaluation, the outcome of which was to increase 192 staff to grade 5. This has increased the Education staff budget by £0.305m. 4.15 Cost Pressure 2 – Clydebank Shopping Centre Income (£0.250m Adverse) A review of income budgets conducted as part of the 2024/25 year-end process has highlighted the income budget for Clydebank Shopping Centre is set at an overly optimistic level and requires adjustment. Existing income projections do not fully account for the practical challenges associated with the property, particularly those stemming from the age and condition of the structure. Several deductions have become necessary due to ongoing maintenance liabilities, increased repair costs, and the resulting operational constraints imposed by the building’s aging infrastructure. These factors collectively exert significant pressure on the achievable rental income. As a result, an adjustment of £0.250 million is required to more accurately reflect anticipated income levels. 4.16 Cost Pressure 3 – Cost of Grass Cutting (£0.250m Adverse) As agreed by the Housing and Communities Committee, IRED Committee and ultimately Council in August 2025 the Council is to Page 231
Page 232
restore levels of grass cutting to 2024/25 levels. This will cost £0.300m with the working assumption being this will be split 50/50 between General Services and the Housing Revenue Account. The allocation of costs will be finalized via a report to be brought to Council in December 2025. A further £0.100m of general services funds are required to reinstate twice yearly weed killing and to retain bedding plants in public parks. 4.17 Cost Pressure 4 – Loan Charges (£0.180m Adverse) The Finance Team have completed their annual review of loan charges to reflect the most up to date interest rate projections, and any agreed additions to the capital programme or reprofiling. This has resulted in a cost pressure being required of £0.180m in 2026/27 which will increase in future years. Note this is still a volatile area so future projections will continue to be assessed on an annual basis. 4.18 There are eight further cost pressures which are under £0.100m in value and total £0.416 m in 2026/27, These are summarised below: £0.085m for additional revenue costs associated with the move to a new financial ledger system £0.060m for the inflationary impact on diesel costs and levels of fuel required to undertake waste collections. £0.060m for salt and grit budget which is no longer sufficient to ensure the winter gritting programme is undertaken. £0.056m for ICT staff previously charged to capital who are now occupied on revenue activity. £0.050m to provide sufficient budget for the cost of asset valuation carried out by the Council’s external valuers. £0.045m for a 5% increase in the sustainable rate paid to Funded Early Learning and Childcare Providers as agreed by Education Committee on 28 May 2025. £0.030m to meet statutory requirement to produce a Local Development Plan. £0.030m for pothole repair materials due to inflationary cost increases Additional Support Needs (ASN) Swimming Lessons 4.19 Following a motion to Council in April 2024, it was agreed the ASN Swimming Programme delivered by West Dunbartonshire Leisure would be funded from Cost-of-Living funding in 2024/25 and 2025/26 with the costs for 2026/27 onwards to be funded by the Council on an ongoing basis. A recommendation was to be provided to Council on the extent and source of the ongoing funding. The scheme provides subsidised lessons to 30 children at Clydebank Leisure Centre weekly. The net cost of providing the scheme on the same basis is £10,000 per annum (total cost of £16,000 being offset by Page 232
Page 233
£6,000 of charges for the lessons). Council is asked to consider whether they will provide the £10,000 of funding on a recurring basis. Employee Costs 4.20 The Public Sector Pay Policy, published alongside the Scottish Budget, set out a multi-year framework of a 9% pay envelope covering 2025/26, 2026/27 and 2027/28. For 2026/27 a planning assumption of the Council having to fund 3% of any pay award was applied in the best case and mid-range scenarios, with 4% assumed in the worst-case scenario. 4.21 Since last reporting the Scottish Joint Council and Chief Officers pay award for 2025/26 and 2026/27 have been agreed at 4% and 3.5% respectively. The additional funding to be made available by the Scottish Government to contribute to the 2026/27 pay award, and associated expenditure beyond our planning assumptions, is still to be built into our future year forecasting. This will be done prior to the next Finance Update in December however it is not expected to make a material difference to the budget gap as the Council’s contribution is to be in the region of the assumed 3% with the Scottish Government contributing the additional 1%. For 2027/28 - 2030/31 the assumption the Council will need to fund 3% of any pay award in the best case and mid-range scenarios, with 4% assumed in the worst-case scenario has been retained. 4.22 The Teachers pay award covers the period August to July and has been agreed up to 31 July 2025. At this stage, an increase for 2025/26 and 2026/27 has been assumed in line with the SJC agreed pay award. However, this is still at a negotiating stage. Any increase beyond planning assumptions will have a further impact on the Council’s budget gap. Revised Mid-Range Estimated Budget Gap 4.23 Exhibit 2 sets out the revised cumulative estimated budget gap in the mid-range for 2026/27 to 2030/31. It illustrates the Council are faced with a mid-range budget gap of £8.882m in 2026/27 rising cumulatively to £54.376m in 2020/31. Exhibit 2 – Revised Mid-Range Estimated Budget Gaps (Cumulative) Para Ref 26/27 £000 27/28 £000 28/29 £000 29/30 £000 30/31 £000 Budget Gap 18 June 3.1 8,274 17,473 31,674 41,337 51,146 Service Concession Adjustment 4.9 (1,070) (286) 1,006 927 0 Transport Income 4.10 117 117 117 117 117 Roads & Neighbourhood Income 4.11 150 150 150 150 150 Savings Reprofile 4.12 0 (33) (33) (24) 0 Page 233
Page 234
Additional Support Needs Job Evaluation 4.14 305 305 305 305 305 Shopping Centre Income 4.15 250 250 250 250 250 Grass Cutting 4.16 250 250 250 250 250 Loan Charges 4.17 180 180 680 1,180 1,680 Other Cost Pressures under £0.100m 4.18 416 408 461 464 468 ASN Swimming Lessons (Assuming Council Approval) 4.19 10 10 10 10 10 Revised Budget Gap 8,882 18,824 34,870 44,966 54,376 Early Loan Repayment 4.24 The Council’s Finance Team, in conjunction with our Treasury Advisers (MUFG), identified an opportunity to terminate £33.1m of long-term fixed rate loans in return for a discounted repayment amount. The four loans were due to mature between 2064 and 2078, and the total amount of the discount made available for early repayment was £4.309m. The benefit of this discount can be accounted for in the current year which provides the opportunity to use the funds to rebuild the Council and Housing Revenue Account (HRA) reserves which are both below the Prudential Target. 4.25 The Council’s debt portfolio is split between general services and the HRA and it is appropriate that the benefit of £4.309m is shared proportionately between these two constituent parts. The allocation of the benefit is based on the borrowing undertaken between 1 April 1997 (local government reorganisation) and the 2005/06 financial year which is when the four market loans were agreed. This reflects the fact the loans were originally taken out to meet the borrowing requirements of the Council and HRA during this period as they were long term loans. It also assumes any debt held prior to the reorganisation relates to specific borrowing inherited by both the Council and the HRA. 4.26 Based on the information in paragraph 4.25 the £4.309m is shared as follows General Services - £3.490m (81%) HRA - £0.819m (19%) These adjustments will be reflected in the Period 5 Budgetary Control reports presented to Council and the Housing and Communities Committee. Page 234
Page 235
Suspense Accounts / Earmarked Reserves 4.27 A review of the Council’s earmarked reserves and suspense accounts has identified material sums sitting in either earmarked reserves of suspense accounts which have accumulated over a number of years which can be released back to unearmarked reserves, either within general services or the HRA. 4.28 Resettlement Funds (£1.221m) The Council has, and continues to, participate in a number of global humanitarian resettlement schemes since 2015 offering secure accommodation for those fleeing persecution, sectarianism, conflict, and threat within their homeland. There are five schemes set up in the Council’s ledger system. These, and their first transaction dates, are: Syrian Refugee Project (2016/17) Afghan Refugee Project (2021/22) Ukraine Refugee (2022/23) Resettlement Support (2024/25) Asylum Dispersal Grant (2024/25) 4.29 Over the period 2016/17 to 2025/26 income of £5.194m has been received across the five resettlement schemes with that income primarily being Home Office and Scottish Government grants. 4.30 Over the same period the total expenditure on the five schemes has been £3.973m which has resulted in a balance of £1.221m sitting in a combination of: General Fund Earmarked Reserve - £0.499m Suspense Account - £0.722m Expenditure covers the costs of the resettlement team and a range of items to support families and individuals to settle in West Dunbartonshire. 4.31 Over this period none of the income received for resettlement schemes has been allocated to other Council services which would have been impacted by resettlement (i.e. Education, Revenue and Benefits and Assets for office accommodation costs for the resettlement team). If that had occurred this level of surplus funds would not be available at the current time. There is expected to be future income through Scottish Grant funding however, there is currently no clarity over what that future level of income will be. Therefore, it would be prudent to retain some of the unspent income from historic years in an earmarked reserve which can be reconsidered at a later stage. Therefore, it is recommended that the £0.499m is maintained in a reserve earmarked for refugee resettlement schemes with the £0.722m released to unearmarked general reserves to support the rebuild of Council reserves. Page 235
Page 236
Energy Efficient Scotland Area Based Scheme (EES ABS) (£2.924m) 4.32 The Energy Efficient Scotland Area Based Scheme (formerly known as Home Energy Efficiency Programmes scheme) is a Scottish Government supported scheme to target energy efficiency improvement works in privately owned housing in fuel poverty areas. The works are undertaken across ex council properties sold under the Right to Buy and other private sector dwellings. The cost of the works is funded through a combination of Scottish government grant and owner contributions. The management of the scheme has been delivered by HRA funded officers in the Housing Asset & Investment team supported by other HRA funded officers in housing services and delivered in conjunction with HRA funded Building Services and their appointed specialist contractors. 4.33 The EES ABS suspense account has a transaction history dating back to 2018/2019 with a total of £7.516m of income and £4.907m of expenditure being accounted for. This leaves a balance in the suspense account of £2.609m. In addition, there is a further £0.315m of owner contributions which have not been invoiced yet. If the £0.315m is fully received then this would leave a balance in the suspense account of £2.924m. However, note that some of the work relating to the £0.315m may have taken place more than a year ago which might increase the risk the income is not recovered. 4.34 A review of the suspense account has identified some issues over the period since 2018/19 which can be summarised as: Grant income of £6.9m has been correctly posted to the suspense account. Owners’ contribution income has been incorrectly posted to HRA accounts EES ABS expenditure has been incorrectly posted to the HRA capital account. 4.35 Housing and Finance officers have worked through existing information to determine the appropriate transactions required to apportion the £2.924m in a manner that: recompenses the HRA capital account for expenditure it should not have been charged ensures owner contribution income posted to the HRA is reversed ensures there is suitable provision made to provide funding for any retentions applies a prudent approach to works still to be invoiced to reflect an increased risk of non-recovery. This has been a substantial task as the transactions cover eight financial years. Page 236
Page 237
4.36 The following allocation of the £2.924m will correct historic errors: £1.992m to HRA to recompense the HRA capital account £0.486m retained to fund retentions and outstanding work £0.250m released to general fund unearmarked reserves £0.196m retained to provide for the risk of non-payment of invoices The retention of £0.196m for non-payment of invoices can be reconsidered as part of the year end accountancy procedures after an assessment of rates of recovery is made. The implications of the £1.992m allocation to the HRA needs to be reviewed by the Finance Team and this will be reported to the Housing and Communities Committee and Council through future budgetary control reports. 4.37 Going forward, there will be no use of suspense accounts for items such as the refugee resettlement fund or EES ABS. All income and expenditure transactions will be recorded in the general fund with allocations made to the HRA where appropriate. Empty Homes Fund (£0.150m) 4.38 The Empty Homes Fund is a program that provides interest free or low interest loans to property owners to renovate or bring their empty properties back into use, for sale of rental. It was created in 2016/17 with a £150,000 credit posted to a suspense account in that year. There have been no transactions since that date. The balance is rolled forward each year. The Scottish Government will clawback any unspent funding in 2028. The appropriate service will investigate any options to use the funds for the intended purpose before the 2028 clawback. In the meantime, an earmarked reserve will be created and the funds moved out of the suspense account. European Social Fund (£0.442m) 4.39 The funds retained in this suspense account are essential for the continued development and delivery of key employability initiatives supporting vulnerable groups. No One Left Behind and UK Shared Prosperity Fund monies are made available on an annual basis which negatively impacts on our most vulnerable residents who, because of complex needs, require the longevity of sustained and intensive support to move towards employment. The availability of an earmarked balance would mitigate against the hard stop annual funding imposes and allows for continued support over a longer period. Therefore, these funds will be retained for this purpose, but an earmarked reserve will be created and the funds moved out of the suspense account. Page 237
Page 238
Developer Contributions (£0.379m) 4.40 Developer contributions are financial payments or in-kind contributions made by developers to support infrastructure and mitigate the impacts of new developments. They are contributions secured through legal agreements known as ‘Section 75 agreements’ as they are governed by Section 75 of the Town and Country Planning (Scotland) Act 1997. The Council has £0.379m sitting in a suspense account from developer contributions associated with previous agreements. The funds are for the purposes set out in the agreements so need to be retained for these purposes. An earmarked reserve will be created and the funds moved out of the suspense account. Energy Efficiency Grants (£0.330m) 4.41 These funds relate to Scottish Government grant money for Energy Efficiency projects. The Council has a statutory duty to contribute to Scotland's ambition to be Net Zero by 2040. In discharging this duty, the Council may seek external funds for large-scale capital works but it can also make a significant contribution through reducing its own emissions through smaller-scale projects (for example, the replacement of older, inefficient heating systems and controls or improvements to building management systems). Retaining these funds will enable officers to develop a programme of energy improvement projects focused on this with the potential to recycle savings back into the fund to deliver more impact and greater savings. An earmarked reserve will be created and the funds moved out of the suspense account. Unallocated Reserves and Voluntary / Early Retirement Reserve 4.42 As per the Period 5 Budgetary Control Report presented to this Council as a separate agenda item the Council has a forecast year end unallocated balance of £6.379m which exceeds the prudential target (£6.090m) by £0.289m. This already includes the £3.490m benefit from the loan repayment (para 4.26). Exhibit 3 summarises an updated position after releasing the resettlement funds (para 4.31) and EES ABS Funds (para 4.36). 4.43 Exhibit 3 – Forecast Unallocated Reserves as at 31 March 2026 £,000 Unearmarked Reserves at 31 March 2025 3,513 Benefit from loan repayment (Para 4.26) 3,490 Release from earmarked reserves (refer to P5 BCR Council report) 78 Forecast service outturn (refer to P5 BCR Council report) (702) Forecast Unallocated Balance as at 31 March 2026 (as per P5 BCR Report) 6,379 Prudential Target 6,090 Page 238
Page 239
Forecast Unallocated Balance above Prudential Target (as per P5 BCR Report) 289 Release of resettlement funds (Para 4.31) 722 Release of EES ABS funds (Para 4.36) 250 Updated Forecast Unallocated Balance above Prudential Target 1,261 4.44 The Council have an earmarked reserve to make funds available for voluntary redundancy and early retirements (VR/ER). The creation and use of this reserve has supported the Council to deliver a range of saving options and restructures. There is only £0.593m left in the earmarked reserve and it is expected it will be fully used up by 31 March 2026 meaning there will be nothing left to carry forward into 2026/27. It is therefore recommended that the forecast balance of £1.261m of unearmarked reserves above the prudential target is used to rebuild the VR/ER reserve to support the delivery of future voluntary redundancies and early retirements. Other Issues Health and Social Care Partnership Requisition 4.45 The Council, at the budget meeting on 5 March 2025, agreed an HSCP requisition of £93.442m. There is a working assumption that the future allocation to the HSCP is on the basis of ‘flat cash’ plus the appropriate share of the Health & Social Care funding commitments made by the Scottish Government. However, this is only an assumption and the HSCP requisition will be a matter for Council to consider as part of the budget process. Council Tax 4.46 The estimated budget gap makes no assumption over future Council Tax increases as setting Council Tax is subject to a political decision when agreeing the budget in March 2026. However, by means of illustration a 10% Council Tax increase would generate an additional £4.540m and increase the weekly bill for a Band D taxpayer by £3.00 (assuming they are liable for the full Council Tax charge). Fees and Charges 4.47 In 2025/26 an increase of 5% was applied to fees and charges. The current assumption built into the estimated future budget gaps is an annual increase of 5% in all three scenarios (best case, mid-range and worst case). Every 1% increase beyond 5% would generate an estimated £0.089m in revenue. 5. People Implications 5.1 None directly from this report but there is a strong link between HR and budgets. Page 239
Page 240
6. Financial and Procurement Implications 6.1 Sets out the estimated revenue budget gaps in 2026/27 to 2030/31 and ways to rebuild the Council and HRA reserves. There are no direct procurement implications arising from this report. 7. Risk Analysis 7.1 None directly from this report but any proposals to address the estimated budget gap will need to consider risk. 8. Equalities Impact Assessment (EIA) 8.1 None directly from this report but any proposals to address the estimated budget gap will need to consider equality issues. 9. Consultation 9.1 The views of all Chief Officers have been requested on this report and feedback incorporated herein. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s Strategic Plan. 10.2 The General Services revenue budget contributes to all categories by providing funding in specific areas to help the Council achieve and develop these priorities. Laurence Slavin Chief Officer - Resources Date: 09 October 2025 Person to Contact: Laurence Slavin, Chief Officer Resources Email: laurence.slavin@west-dunbarton.gov.uk Appendices: None Background Papers: Budget Report to Council - 5 March 2025 Finance Update to Council – 18 June 2025 Wards Affected: All Page 240
Page 241
WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council – 29 October 2025 ___________________________________________________________________ Subject: General Services Revenue Budgetary Control Report to 31st August 2025 (Period 5) 1. Purpose 1.1 The purpose of this report is to advise Council of the 2025/26 Revenue Budget position at 31 August 2025 and the forecast position of the General Fund Reserve as at 31 March 2026. 2. Recommendations 2.1 Council is asked to note the overall favourable variance (underspend) on the General Fund Revenue Budget of £2.788m. A reduction in forecast of £4.071m since last reported. This is mainly due to the £3.490m discount received following repayment of four long term market loans. Also note the forecast unallocated reserve balance of £6.379m which is £0.289m above the prudential target. 2.2 Council is asked to note a current projected adverse variance (overspend) on the General Services Delivery Budget of £0.702m (0.22% of total budget), a reduction in costs of £0.580m since last reported. More details are provided in section 4.1 and the appendices 1-3. 2.3 Council is asked to note the current projected use of earmarked reserves of £2.304m offset by the release of £0.078m and the forecast earmarked balance of £10.862m. More details are provided in section 4.4 and appendix 4. 3. Background 3.1 At the meeting of West Dunbartonshire Council (the Council) on 5 March 2025, members agreed the revenue estimates for 2025/2026. A total net budget of £311.491m was approved for General Services. 3.2 The 2025/26 budget included a 3% pay award assumption across all workforce categories. The pay award for SJC and Chief Officers has now been agreed at 4% for 2025/26 and 3.5% for 2026/27 and at this stage, the expectation is that the increased cost of the 2025/26 pay award for all council services employees will be fully funded from additional Scottish Government grant funding, with no impact on the financial position of the council in 2025/26. This development has been reflected within the budget monitoring position and additional resources added to fund the pay award. ITEM 16 Page 241
Page 242
Service £m £m Agreed budget 6 March 2025 311.491 Additional Resources: All 0.772 Total Additional Resources 0.772 Revised Budget as at Period 5 312.263 4. Main Issues Service Delivery Position 4.1 The summary report at Appendix 1 highlights a projected adverse variance (overspend) against General Services of £0.702m (0.23% of the total budget). Appendix 2 provides more detailed service reports by Chief Officer. The main reason for the movement in the outturn from Period 3 is detailed in the table below with explanations for the overspend provided in Appendix 3. Non-Service Budget Position 4.2 Loan charges are showing a £3.490m favourable variance against budget as a result of the Council’s Finance Team, in conjunction with our Treasury Advisers (MUFG), identifying an opportunity to terminate £33.1m of long-term fixed rate loans in return for a discounted repayment amount. The four loans were due to mature between 2064 and 2078. More information on the one-off financial benefit this has delivered is detailed in the Finance Update presented to this same Council meeting. 4.3 Information on any projected annual variances in excess of £0.050m are highlighted and noted within Appendix 3, with additional information on action being taken to minimise or mitigate overspends where possible. Page 242
Page 243
£m £m Adverse Variance at Period 3 1.282 Movement in Variance Resources: Favourable variance within employee costs due to vacancies within Corporate Assets. (0.061) (0.061) Regulatory & Regeneration: Favourable variance within employee costs due to vacancies across the service. (0.096) (0.096) Education: Breakfast club income higher than budget Favourable variance in ASN external payments Favourable variance in NDR Favourable variance in employee costs as a result of vacancies across the service (0.050) (0.078) (0.156) (0.084) (0.368) Roads & Neighbourhood Services: Adverse Variance as a result of the re- introduction of grass cutting (Agreed August 25) Favourable variance within employee costs due to vacancies in grounds Maintenance. Adverse variance due to increased wate tonnage Favourable variance within Working 4 U as a result of achieving savings earlier than planned. Other adverse variances across the service 0.240 (0.051) 0.067 (0.236) 0.025 0.045 Housing & Employability: Favourable variance within employee costs within the homelessness service due to vacancies. (0.099) Other service movements less than £0.050m (0.01) (0.01) Net adverse Service Delivery variance at Period 5 0.702 Non-Service Budget Loan charges Favourable variance due to discount received following repayment of four long term market loans. (3.490) (3.490) Net General Fund variance at Period 5 (2.788) Earmarked Reserve Position 4.4 Services are anticipating the use of £2.304m (Period 3: £1.604m) of earmarked reserves offset by £0.078m release in year. In addition, as a result of the reduction in contribution to Strathclyde Pension Fund a forecast £4.294m will be transferred to the pension smoothing reserve. Information on the earmarked reserve spend is shown in Appendix 4. Page 243
Page 244
4.5 The Council’s General Fund contingency (Prudential Target) is set at 3% of net expenditure for 2025/26 and amounts to £6.090m. After taking into consideration the forecast favourable position of £2.788m, the Council is currently forecast to be £0.289m above the current Prudential Target as at 31 March 2026. 4.6 Appendix 5 shows the latest position in respect of Unallocated and Earmarked Reserves and shows the projected balance as at 31 March 2026: Unearmarked Balance (£m) Earmarked Balance (£m) Total General Fund Reserves (£m) As at 31 March 2025 3.513 8.950 12.463 Projected in year use of reserves by General Services (0.702) (2.304) (2.906) Release of EMR 0.078 (0.078) Discount on Loans 3.490 3.490 Forecast in-year movement – Pension Saving 0.000 4.294 4.294 Projected Balance as at 31 March 2026 6.379 10.862 17.241 Monitoring of Efficiencies 4.7 A list of agreed efficiencies and management adjustments totalling £6.017m is shown within Appendix 6. Current indications show that £5.489m is on target to be achieved. However, Appendix 6 also shows that it is anticipated that £0.528m will not be achieved and will be funded by the smoothing fund. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for both General Services revenue and capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The present variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end; Page 244
Page 245
(b) As a consequence of current market conditions, capital receipts may either not be received or they may be less than anticipated. The budget assumption is that all capital receipts achieved in 2025/26 will be used for principal and premium repayments within the loan charges budget. Any shortfall in capital receipts below that budgeted amount will adversely affect the revenue budget position. This is being closely monitored and any issues will be reported to Council; (c) As a consequence of current market conditions, inflation remains volatile and interest rates are reducing more gradually than initially anticipated. To forecast for the full year costs budget assumptions have been required (particularly around energy costs and interest rates). These assumptions continue to change regularly and therefore it is likely that the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the revenue and capital budgets have been consulted in the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. __________________ Laurence Slavin Chief Officer – Resources Date: 28 August 2025 __________________________________________________________________ Person to Contact: Carol Alderson. Finance Manager Council Offices, Church Street, Dumbarton E-mail: carol.alderson@west-dunbarton.gov.uk Appendices: Appendix 1 - Revenue Budgetary Control 2025/26 Page 245
Page 246
– Corporate Summary; Appendix 2 - Revenue Budgetary Control 2025/26 – Chief Officer Summaries; Appendix 3 - Analysis of Revenue Variances over £50,000; Appendix 4 - Monitoring of Efficiencies Appendix 5 - Reconciliation of General Fund Reserves Appendix 6 - Monitoring of Earmarked Balances Background Papers: Ledger output – Period 3; General Services Revenue Estimates 2025/26 Wards Affected All Wards Page 246
Page 247
WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2025/26 SUMMARY PERIOD END DATE 31 August 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 Resources 4,901 7,960 6,132 1,231 25.1% 833 398 Regulatory and Regeneration 5,213 1,846 5,083 (130) -2.5% 52 (182) People & Technology 10,455 5,051 10,461 6 0.1% 41 (35) Citizens, Culture and Facilities 18,677 7,304 18,457 (220) -1.2% 150 (370) Education, Learning and Attainment 137,696 51,816 138,394 698 0.5% 359 339 Roads and Neighbourhood 18,037 7,145 18,873 836 4.6% 276 560 901 161 899 (2) -0.2% 0 (2) Miscellaneous Services 7,900 5,958 8,488 588 7.4% 593 (5) Requisition (VJB) 880 220 880 0 0.0% 0 0 Requisition (SPT) 1,611 403 1,611 (0) 0.0% 0 0 Requisition (HSCP) 93,442 23,361 93,442 (0) 0.0% 0 0 General Service Delivery Sub-Total 299,714 111,224 302,720 3,006 1.0% 2,304 702 Non-Service Budgets Loan Charges 19,592 4,898 16,102 (3,490) -17.8% 0 (3,490) Capital Receipts used to fund Loan Charges (2,884) 0 (2,884) 0 0.0% 0 0 Transfer to Reserves re SPFO reductions 4,294 0 0 (4,294) -100.0% (4,294) 0 Non GAE Allocation (8,453) 0 (8,453) 0 0.0% 0 0 Non-Service Budget Sub-total 12,549 4,898 4,765 (7,784) -62.0% (4,294) (3,490) Total Expenditure 312,263 116,122 307,485 (4,778) -1.5% (1,990) (2,788) Council Tax (45,426) (11,357) (45,426) 0 0.0% 0 0 Revenue Support Grant (174,218) (43,555) (174,218) 0 0.0% 0 0 Non Domestic Rates (84,737) (21,184) (84,737) 0 0.0% 0 0 Central Government Funding (1,486) (372) (1,486) 0 0.0% 0 0 Use of reserves (6,395) (1,599) (6,395) 0 0.0% 0 0 Total Resources (312,263) (78,066) (312,262) 0 0.0% 0 0 Net Expenditure 1 38,056 (4,777) (4,778) -1.5% (1,990) (2,788) Department Summary Variance Housing and Employability General Service Delivery Page 247
Page 248
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 RESOURCES SUMMARY PERIOD END DATE 31 August 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 291 86 292 1 0% 0 1 1,538 528 1,717 180 12% 152 28 2,201 1,680 2,201 0 0% 0 0 2,424 1,129 2,890 466 19% 427 39 437 144 457 20 4% 26 (7) (29) 0 (29) 0 0% 0 0 (1,072) (128) (1,077) (5) 0% 0 (5) 1,195 846 1,280 85 7% 0 85 (2,029) 3,711 (1,545) 484 -24% 228 256 (55) (35) (55) 0 0% 0 0 4,901 7,960 6,132 1,230 25% 833 397Total Net Expenditure Finance Cost of Collection of Council Tax Cost of Collection of Rates Rent Rebates & Allowances Corporate Asset Maintenance Office Accommodation Corporate Assets Variance Service Summary Service / Subjective Summary Finance Service Centre Audit Revenues & Benefits Page 248
Page 249
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 REGULATORY AND REGENERATION SUMMARY PERIOD END DATE 31 August 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 1,609 576 1,574 (35) -2% 0 (35) 575 183 554 (21) -4% 0 (21) (221) (83) (207) 14 -6% 0 14 885 322 860 (25) -3% 0 (25) 557 49 550 (8) -1% 52 (60) 605 233 619 14 2% 0 14 Economic Development 1,204 566 1,133 (71) -6% 0 (71) 5,214 1,846 5,083 (131) -3% 52 (183) Democratic and Registration Service Legal Services/Trading Standards Licensing Environmental Health Planning Variance Total Net Expenditure Service / Subjective Summary Service Summary Procurement Page 249
Page 250
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 PEOPLE AND TECHNOLOGY PERIOD END DATE 31 August 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 902 349 928 26 3% 0 26 1,863 688 1,879 17 1% 40 (23) 5,089 3,054 5,088 (1) 0% 0 (1) Central Administration Support 2,602 960 2,565 (37) -1% 0 (37) 0 1 1 1 0% 1 (0) 10,455 5,051 10,461 6 0% 41 (35) Variance Total Net Expenditure Transactional Services Provision for Legal Fees & Settlements Information Services Strategic People and Change Service / Subjective Summary Service Summary Page 250
Page 251
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 CITIZENS, CULTURE AND FACILITIES PERIOD END DATE 31 August 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 277 112 282 4 2% 0 4 1,386 393 1,365 (21) -2% 0 (21) 241 90 239 (2) -1% 0 (2) Clydebank Town Hall 339 29 368 29 8% 0 29 Libraries 1,833 618 1,801 (32) -2% 0 (32) Arts and Heritage 306 84 219 (87) -28% 0 (87) Catering Services 5,095 1,999 5,269 173 3% 0 173 Building Cleaning 2,128 783 2,010 (119) -6% 0 (119) Building Cleaning PPP (95) (103) (109) (15) 16% 0 (15) Facilities Assistants 2,739 926 2,475 (264) -10% 0 (264) Facilities Management 305 220 445 141 46% 150 (9) Events 28 60 20 (8) -29% 0 (8) Leisure Management 4,094 2,092 4,075 (19) 0% 0 (19) 18,677 7,304 18,457 (220) -1% 150 (370) Variance Total Net Expenditure Citizen Services Service / Subjective Summary Service Summary Communications & Marketing Performance & Strategy Page 251
Page 252
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 EDUCATION, LEARNING AND ATTAINMENT PERIOD END DATE 31 August 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 Primary Schools 34,246 13,511 34,407 161 0% 0 161 Secondary Schools 36,061 14,583 36,025 (36) 0% 0 (36) Specialist Educational Provision 23,414 8,293 23,533 119 1% 0 119 Psychological Services 681 303 680 (0) 0% 0 (0) Sport Development / Active Schools 627 464 627 0 0% 0 0 Early Education 19,305 6,879 19,479 174 1% 0 174 PPP 18,400 5,619 18,367 (33) 0% 0 (33) Creative Arts 618 276 617 (0) 0% 0 (0) Curriculum for Excellence 72 26 72 0 0% 0 0 Central Admin 954 610 1,017 63 7% 100 (37) Workforce CPD 287 115 285 (2) -1% 0 (2) Performance & Improvement 485 193 489 4 1% 0 4 Education Development 2,548 943 2,796 248 10% 259 (11) 137,696 51,816 138,394 698 1% 359 339 Variance Service Summary Service / Subjective Summary Total Net Expenditure Page 252
Page 253
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 ROADS AND NEIGHBOURHOOD PERIOD END DATE 31 August 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 Transport, Fleet & Maintenance Services (99) (97) 17 116 -117% 0 116 Roads Services 2,495 1,760 2,741 246 10% 150 96 Outdoor Services 300 (43) 338 38 13% 0 38 Burial Grounds (245) (222) (208) 37 -15% 0 37 Crematorium (1,057) (264) (930) 127 -12% 0 127 Waste Services 9,837 1,915 10,030 193 2% 0 193 Depots 0 186 0 0 0% 0 0 Ground Maintenance & Street Cleaning 4,767 2,515 4,948 181 4% 16 165 Shared Prosperity Fund 0 363 (0) 0 0% 0 0 Working 4 U 2,039 1,032 1,938 (101) -5% 110 (211) 18,037 7,145 18,873 837 5% 276 561 Service / Subjective Summary Service Summary Variance Total Net Expenditure Page 253
Page 254
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND EMPLOYABILITY PERIOD END DATE 31 August 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 Homelessness Services 828 115 845 17 2% 0 99 Private Sector Housing 16 8 16 0 0% 0 0 Private Sector Housing Grant 43 19 43 0 0% 0 0 Anti Social Behaviour & CCTV 305 116 289 (16) -5% 0 (2) Housing Maintenance Trading Organisation (291) (97) (294) (3) 1% 0 0 901 161 899 (2) 0% 0 97 Variance Total Net Expenditure Service / Subjective Summary Service Summary Page 254
Page 255
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 MISCELLANEOUS PERIOD END DATE 31 August 2025 Total Budget Spend to Date Projected Spend Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 6,748 5,508 7,331 583 9% 593 (10) 1,152 450 1,157 5 0% 0 5 7,900 5,958 8,488 588 7% 593 (5) Variance Total Net Expenditure Service / Subjective Summary Chief Executive and Chief Officers Service Summary Sundry Services Page 255
Page 256
WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % Office Accommodation 1,195 1,280 0 85 7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Corporate Assets (2,029) (1,545) 228 256 -13% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Economic Development 1,204 1,133 0 (71) -6% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Promotion of regeneration activities within West Dunbartonshire Council The favourable variance is mainly attributable to employee costs anticipating an underspend of 73k. This is due to superannuation costs being lower than budgeted. None required. Underspend on employee costs anticipated at year end. The adverse variance is a result of asset rationalisation and property disposals over a number of years whch have not been adjusted within the rental income budget. A review of rental income will be undertaken in 2025/26, to inform future budgets for 2026/27 and a budget pressure will be added as part of a future finance update. There is a £50k overspend against external year end valuation which has been added as a budget pressure for 2026/27and a forecast £50k overspend across property costs. This overspend is offset by increased turnover saving across the service. None required. Overspend anticipated. Promotion of regeneration activities within West Dunbartonshire Council Provision of Shared Office Accommodation. The adverse variance is attributable to higher than anticipated electricity costs versus budget. None. Adverse variance 31 August 2025 Budget Details Resources Variance Analysis RAG Status Regulatory and Regeneration Page 256
Page 257
WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % 31 August 2025 Budget Details Variance Analysis RAG Status Arts and Heritage 306 219 0 (87) -28% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Catering Services 5,095 5,269 0 173 3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Building Cleaning 2,128 2,010 0 (119) -6% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Facilities Assistants 2,739 2,475 0 (264) -10% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Favourable variance This service provides cleaning services across all council buildings. There is a favourable variance against employee costs as a result of vacancies. None. Favourable variance Adverse variance None. This service provides Facility Assistants throughout WDC buildings. There is a favourable variance against employee costs as a result of vacancies. None. This service provides the provision & protection of Arts & Heritage There is a favourable variance against employee costs as a result of vacancies. none necessary Favourable variance Citizens, Culture and Facilities Catering Services across WDC Although there is a favourable variance against employee costs as a result of vacancies this has been offset by an adverse variance against income. The income budget was overstated and includes £350k which was also shown within General Revenue Grant income. This was highlighted as a 2026/27 budget pressure in the June 2025 Finance Update to Council. Page 257
Page 258
WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % 31 August 2025 Budget Details Variance Analysis RAG Status Primary Schools 34,246 34,407 0 161 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Specialist Educational Provision 23,414 23,533 0 119 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Early Education 19,305 19,479 0 174 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome The principal reason for the adverse variance is that APT&C employee costs are higher following the recent job evaluation of grade 3 and 4 staff (£320k inc. backdating to August 2024). The projected underspend on out of authority placements has partially offset this unbudgeted cost. none possible adverse variance The principal reason for the adverse variance is an overspend on employee costs (£184k) due to the Grade 3 and 4 job evaluation (£77k) and the likely non-achievement of the turnover target (£107k). In addition, payments to private providers are greater than budget following the sharp increase in the number of eligible 2 year olds in these nurseries (£88k). Underspends across a range of budgets have reduced the overall adverse variance. none possible adverse variance This service area includes all Primary Schools. The cost of upkeep of grounds is likely to be at the level charged in 2024/25 resulting in an overspend (£56k) and teacher costs,particularly cover, look likely to exceed the budget (£366k) .These overspends are offset by a number of underspends , the principal ones being gas/electricity (£238k) none possible adverse variance This service area covers all ASN Services. This services area includes all Early Years establishments within West Dunbartonshire. Education , Learning and Attainment Page 258
Page 259
WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % 31 August 2025 Budget Details Variance Analysis RAG Status Transport, Fleet & Maintenance Services (99) 17 0 116 -117% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Roads Services 2,495 2,741 150 96 4% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,057) (930) 0 127 -12% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service provides crematorium services within the Council area Income from cremations is anticipated to be £127k less than budgeted mainly due to a new crematorium recently opened in East Dunbartonshire. This budget is uncontrollable and may change throughout the year. The Service will continue to monitor and review income. Under-recovery of income is anticipated. This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols Plant hire costs and material costs are anticipated to overspend by £272k.This is mainly due to the level of equipment required to ensure the roads programme is undertaken and also due to inflationary levels. Winter gritting is anticipated to overspend £58k due to costs of salt and quantity required to ensure winter gritting programme is fulfilled. The anticipated £89k overspend in stock is due to a significant increases in bitumen material costs, which have risen by an average of 35% in recent years. Income is anticipated to under recover by £150k which is due to the delay in implementing parking enforcement and is being offset by the use of the smoothing fund. The overspend is partially offset by underspends on street lighting (£198k), due to an anticipated reduction in the rates for electricity and employee costs (£130k) due to current levels of vacancies. The remaining £5k is due to small vacancies in the service. Service Description Main Issues / Reason for Variance Transport services across WDC Transport Services is operated on behalf of services across the Council. An under recovery on income is anticipated as while the service fully allocates all costs out to appropriate services there is currently a mis-alignment between the expenditure and income budgets. This will need to be corrected in future budgets. None available as cannot recharge out more than the service costs to run. Under recovery of income anticipated Roads and Neighbourhood Page 259
Page 260
WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % 31 August 2025 Budget Details Variance Analysis RAG Status Waste Services 9,837 10,030 0 193 2% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Ground Maintenance & Street Cleaning 4,767 4,948 16 165 3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Working 4 U 2,039 1,938 110 (211) -10% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome The overspend is mainly in relation to the reintroduction of grass cutting services which was previously a saving and therefore there are no mitigating actions which can be taken. An overspend is anticipated at year end however the totality of the overspend may reduce subject to a decision to be made by Council in December 2025 in relation to the allocation of the in year grass cutting costs between General Services and the Housing Revenue Account (as per the Council motion agreed on 27 August 2025) Provision of grounds maintenance and street cleaning services Employee costs are anticipated to overspend by £186k mainly due to the reinstatement of the Grass Cutting Services as agreed at Council on 27 August 2025. The overspend is partially off-set by current staff vacancies (£64k). The variance at the year end on employee costs will depend on a number of factors including employee additional staff to undertake the grass cutting. The remaining £5k variance is due to small variances throughout the service. This is the provision of Working 4U service. The underspend is mainly due to staffing. Savings on staffing were allocated over a two year period (2025/26 and 2026/27). However, additional external funding from UK Shared Prosperity Fund (UKSPF) has been received which requires additional staffing. Therefore, staffing from posts which were taken as savings for next year have been moved to UKSPF This year thereby allowing additional savings to be achieved in year one. None required n/a Waste Collection and Refuse disposal services Employee costs are anticipated to overspend by £129k mainly due to turnover not being met. Supplies and Services are anticipated to overspend by £70k due to higher levels of tonnage than anticipated and levels of inflation. Transport costs are expected to overspend by £53k principally due to internal recharges of £27k which are required to ensure the Service can fully operate and £23k for repairs and maintenance of vehicles due to the age of the vehicles. Waste removal Income is expected to under-recover by £65k due to a reduction in the level of waste collection to external customers. This shortfall is off-set by additional income from internal recharges and general sales of £152k, resulting in an overall anticipated additional income of £88k.The remaining £36k variance is due to small variances throughout the service. The Service will continue to monitor and review costs and reduce overspends as appropriate. Overspend anticipated. Page 260
Page 261
WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Projected Spend Use of EMR Variance after the use of EMR £000 £000 £000 £000 % 31 August 2025 Budget Details Variance Analysis RAG Status Loan Charges 19,592 16,102 0 (3,490) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Transfer to Reserves re SPFO reductions 4,294 0 0 (4,294) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome The anticipated in year SPFO saving will be transferred to the SPFO smoothing reserve This budget represents SPFO reduction that will be transferred to the pension smoothing fund In 2025/26 there is a reduction in superannuation to 6.5%. After the use of £5.2m to balance the 2025/26 budget it is forecast that £4.294m will be transferred to the pension smoothing reserve to balance future years budget. None Required Principal, interest and other charges on council ouncil borrowing Loan charges are showing a £3.490m favourable variance against budget as a result of the Council’s Finance Team, in conjunction with our Treasury Advisers (MUFG), identifying an opportunity to terminate £33.1m of long-term fixed rate loans in return for a discounted repayment amount. The four loans were due to mature between 2064 and 2078. More information on the one- off financial benefit this has delivered is detailed in the Finance Update presented to this same Council meeting. None possible at present Overspend anticipated Miscellaneous Page 261
Page 262
WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EARMARKED BALANCES 2025/26 BY CHIEF OFFICER DEPARTMENT Amount b/fwd into 25/26 from 24/25 25/26 Transfers in/(Out) 25/26 Estimate 25/26 Spend to Date 25/26 Probable Outturn 25/26 to be released To be carried forward into 26/27 Description £ £ £ £ £ £ £ 1 Revs & Bens: Social Welfare Fund 374,103 374,103 - 374,103 - To pay the balance of Scottish Welfare Fund grants expenditure funded by the Scottish Government. Carried forward to 2025/26. 2 Revs & Bens: DWP funding 53,000 53,000 - 53,000 - To support activities related to Housing Benefit and Council Tax Reduction, including system enhancements scheduled for completion in FY25/26. 3 Financial Service Centre: Automation Team (VKY) 26,284 26,284 - 26,284 - Expenditure linked to the VKY Automation contract approved in 2020/21 as part of the Robotic Process Automation (RPA) rollout. 4 Regulatory - New document management system 90,000 90,000 - 45,000 45,000 The Planning and Building Standards require a new document management system to replace the current system. The current timeline is to procure over two years due to the different stages in the process and the time needed to undertake them. 5 Regulatory - Underspend in 'design panel' budget for IDOX upgrade (new 23/24) 7,000 7,000 7,000 7,000 - This balances relates to the initial stages of designing the new Planning and Building Standards document management system and will be spent this financial year. 6 OD & Change Training Budget (new 23/24) 8,773 8,773 - 8,773 - Funding allocated to meet defined training needs 7 Previous provision for equal pay/holiday pay 194,663 194,663 - 1,220 193,443 Balance for outstanding equal pay/holiday pay claims and associated legal expenses. 8 Education recovery (ELT) 29,834 29,834 - 29,834 - Balance to be utilised in ASN in new academic year (post August 2025) to cover the cost of out of authority placements 9 Whole Family Wellbeing Funding 69,862 69,862 69,862 69,862 - Balance included in overall WFWB plan for 2025/26 to cover staffing costs and Edge of Care services from Includem 10 Ending Core curriculum charges 129,000 129,000 - 129,000 - Balance to be utilised for classroom materials (eg technical, home economics) in secondaries in new academic year (post August 2025) 11 Ukraine 78,000 78,000 - 78,000 - Can be released in 2025/26 as teacher costs already covered by existing budgets 12 Removal of music instruction fees 30,000 30,000 - 30,000 - Balance to be utilised in new academic year (post August 2025) to expand opportunities for music education 13 Modern Apprentice 23/24 underspend 177,494 177,494 - - 177,494 The Balance will be used as part of the four year modern apprenticeship programme to cover payment across financial years. The funding will be fully utilised in year five of the programme. 14 Refugee Resettlement 499,255 499,255 - - 499,255 EMR to be used to cover resettlement costs in future years if there is atiming difference between expenditure and Scottish Government grant income. 15 CCTV Network Upgrade 21,000 21,000 - - 21,000 Contribution for the costs of the CCTV project. RESOURCES REGULATORY & REGENERATION PEOPLE & TECHNOLOGY EDUCATION HOUSING & EMPLOYABILITY ROADS & NEIGHBOURHOOD Page 262
Page 263
WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EARMARKED BALANCES 2025/26 BY CHIEF OFFICER DEPARTMENT Amount b/fwd into 25/26 from 24/25 25/26 Transfers in/(Out) 25/26 Estimate 25/26 Spend to Date 25/26 Probable Outturn 25/26 to be released To be carried forward into 26/27 Description £ £ £ £ £ £ £ 16 Set up a an energy Household Energy Support Fund using £250,000 15,990 15,990 12,000 12,000 3,990 Fund set up to support residents who require crisis support to ensure their properties remain heated. 17 Cost of Living 1: Enhancement to the Schools Summer Programmed. £100,000 per year for 4 years. 200,000 200,000 65,239 100,000 - 100,000 Balance from £100k to be used to cover holiday activities outwith summer period (as reported to Education Committee Sept 2025) 18 Cost of Living 2: Create a 4 year School Meal Cost Hardship Fund to help families struggling with the cost of living. £60,000 per year. 92,661 92,661 7,028 92,661 To cover the cost and assist families just above to eligibility threshhold for free school meals who have been unable to pay for a school meal. 19 Cost of Living 3: Additional Support for Apprenticeships. £50,000 per year for 4 years. 150,000 150,000 50,000 50,000 100,000 The Apprenticeship Investment Programme being part of a broader programme which is over a four year period. Payments can cover more than one financial year and therefore the reserves ensures continuity of the programme. 20 Cost of Living 4: Fund the successful spending on Sport & Leisure for children during holiday times for the next 4 years. £45,000 per year. 107,040 107,040 45,000 107,040 Additional payments to WDLT for holiday activities (eg gym and swimming classes) provided over Easter ,summer and autumn 21 Cost of Living 6: Transitional Funding Support to Y-Sort-It over 4 years. £39,000 per year 78,000 78,000 39,000 39,000 39,000 Transitional funding support for Y-Sort It over a four year period to give them time to secure external funding. 22 Cost of Living 7: Introduce a programme of creative engagement and learning focused on supporting people through recovery and improving wellbeing. £5,000 per year for 4 years. 10,000 10,000 - 10,000 The £5k for each of the four years was partially spent in 23/24 and 24/25 and will be fully spent in 25/26 once Glencairn and the new museum space in Clydebank are opened. 23 Provide 64,000 for family fund day events in 2023/24 and the following three years (approx 32 events at £2,000 per event) 32,000 32,000 16,000 16,000 16,000 Provision of Family fun days within West Dunbartonshire Council over a four year period This is year three of the four years and therefore £16k will be carried forward inot 2026/27 to be used. 24 Community Transition Fund 151,680 151,680 - 151,680 - 25 £12k over 43years to Renton Community Food Hub from April 2024 to March 2028 (formerly Tontine Food Parcels) 9,000 9,000 3,000 3,000 6,000 Subsidy provided to food banks over a three year period to asist with the provision of food parcels. 26 £12k over 3 years to Lomond Food Pantry from April 2024 to March 2028 9,000 9,000 3,000 3,000 6,000 Subsidy provided to food banks over a three year period to asist with the provision of food parcels. 27 £12k over 3 years to Time for Tully from April 2024 to March 2028 9,000 9,000 3,000 3,000 6,000 Subsidy provided to food banks over a three year period to asist with the provision of food parcels. 28 Uncommitted Cost of Living 128,599 128,599 Uncommitted Cost of Living Fund TOTAL USE OF SERVICE RESERVES 2,652,639 - 2,781,238 320,129 1,151,756 78,000 1,551,482 28 Voluntary Redundancy & Early Retirement Reserve 593,000 - 593,000 - 593,000 - - Use of theremaining balance to fund voluntary redundancy and Early retirement linked to 25/26 savings. 29 Smoothing Fund 1,220,826 - 1,220,826 - 559,000 - 661,826 The smoothing fund is being used to offset service overspends where savings/efficiencies have not been achieved in year. See Appendix 6 for details of where the smoothing fund has been applied (£528k). In addition £31k of the smoothing fund is being used to fund the Digital Officer post within P&T to work on future transformation projects across services and generate future efficiencies. 30 Reduction in Strathclyde Pension Fund Employer Contribution 4,355,000 - 4,355,000 - 4,294,000- - 8,649,000 Build up of the SPFO saving to be used to balance the budget in future years as agreed in 2023/24. TOTAL USE OF STRATEGIC RESERVES 6,168,826 - 6,168,826 - - 3,142,000 - 9,310,826 TOTAL USE OF EARMARKED RESERVES 8,821,465 - 8,950,064 320,129 - 1,990,244 78,000 10,862,308 STRATEGIC RESERVES COST OF LIVING Page 263
Page 264
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 RECONCILIATION OF GENERAL FUND RESERVES Unearmarked Balance Earmarked Balance (further detail at Appendix 6) £(m) £(m) £(m) £(m) Balance on General Fund as at 31 March 2025 12.705 Earmarked as at 31 March 2025 8.950 Capital Grants and Receipts unapplied 0 Other Reserves (0.242) In Year Movements: Closing General Fund Balance 12.463 Budgeted use of Reserves 0.000 Less Earmarked Balances (8.950) Allocation to service reserve balances 0.000 Unearmarked Balance as at 31 March 2025 (draft) 3.513 Allocation to pension smoothing reserve 4.294 EMR to be released (0.078) Discount on Loan repayment 3.490 Strategy to rebuild reserves 0.000 Release form EMR 0.078 Total In Year Movements 4.216 Total In Year Movements 3.568 Service use of reserves at as at 31 August 2025 (1.745) Forecast Service Outturn for 2025/26 as at 31 August 2025 (0.702) Use of smoothing fund for 2025/26 (0.559) Forecast unallocated Balance as at 31 March 2026 6.379 In Year use of reserves (2.304) Earmarked as at 31 March 2026 10.862 Prudential Target (3%) 6.090 Forecast unallocated Balance Above/(Below) Prudential Target 0.289 Page 264
Page 265
WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 1 Parking Enforcement RN05 G Macfarlane 325 175 150 The implementation of DPE is progressing and it is anticipated this will commence in Autumn 2025. There will be a part year income and therefore the use of the smoothing fund is required for the period of the year before DPE is in place. 2 Office/ Depot Rationalisation SDP05 L Slavin 380 176 204 Relates to two properties (Kilbowie Road and Elm road where tenants have yet to be identified. 24/25 shortfall to be funded from the smoothing fund. In 2025/26 a full review will be carried out on rental income and a cost pressure considered for 2026/27. 3 Review the Communities team reducing the delivery of community based services CCF26 A Graham 87 87 Saving fully achieved in 2025/26 5 Reduction in 2 FTE paralegal support to contracts and property section RR08 A Douglas 90 90 Saving fully achieved in 2025/26 6 Charging for Pre application advice RR09 A Douglas 5 5 - Saving anticipated to be achieved 7 Remove £12,500 of Nightzone West funding provided to Police Scotland RR01 A Douglas 1 1 - Saving anticipated to be achieved 8 Review compliance with Strategic Opening Model to identify areas where teams or posts can be merged CCF26 A Douglas 50 50 - Saving anticipated to be achieved 9 Revised Legal Charges for Transactions RR06 A Douglas 25 25 - Saving anticipated to be achieved 10 Registrars RR09 A Douglas 18 18 - Saving anticipated to be achieved 11 Building Standards A Douglas 10 10 - Saving anticipated to be achieved 12 Reduce Community Budgeting fund CCF10 A Douglas 27 27 - Saving anticipated to be achieved 13 Remove Members’ Secretary RR04 A Douglas 22 22 - Saving anticipated to be achieved 14 Reduce Trading Standards team RR17 A Douglas 14 14 - Saving anticipated to be achieved 15 Reduce Records Management team RR18 A Douglas 14 14 - Saving anticipated to be achieved 16 Close Clydebank Registration Office RR19 A Douglas 8 8 - Saving anticipated to be achieved 17 Combine dog warden & pest control posts RR10 A Douglas 38 38 - Saving anticipated to be achieved 18 Lead planner replaced by basic grade officer RR11 A Douglas 7 7 - Saving anticipated to be achieved 19 Antonine wall RR12 A Douglas 27 27 - Saving anticipated to be achieved 20 Review environmental health RR13 A Douglas 35 35 - Saving anticipated to be achieved 21 Development planning & placemaking RR20 A Douglas 55 55 - Saving anticipated to be achieved 22 Review core library staffing (outwith branch libraries) and remove one post CCF19 A Graham 18 18 - Saving anticipated to be achieved 23 Review the Communities team reducing the delivery of community based services CCF26 A Graham 15 15 - Saving anticipated to be achieved 24 Increase events income CCF05 A Graham 8 8 - Saving anticipated to be achieved 25 Review film locations and formalise fee arrangements CCF06 A Graham 8 8 - Saving anticipated to be achieved 2023/24 Efficiencies not achieved 2024/25 Efficiencies not achieved 2025/26 Efficiencies and Management Adjustments Page 265
Page 266
WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 26 Reduce Highland Games Spend CCF01 A Graham 15 15 - Saving anticipated to be achieved 27 Reduce Contact Centre by 2 FTE CCF09 A Graham 30 30 - Saving anticipated to be achieved 28 Reduce Community Engagement Budget CCF11 A Graham 22 22 - Saving anticipated to be achieved 29 Reduction in Arts and Heritage - 1.5 FTE reduction. CCF18 A Graham 30 30 - Saving anticipated to be achieved 30 Review Facilities Mgt Operating Model CCF04 A Graham 300 150 150 Consultations with workforce on new operating model have taken longer than anticipated. Shortfall covered by smoothing fund. 31 Electric Vehicle Charging RN13 G Macfarlane 11 11 - complete 32 School crossing patrollers - adhere to best practice RN01 G Macfarlane 25 25 - complete 33 Introduce £60 Garden Waste Charge RN02 G Macfarlane 180 180 - complete 34 Amend roads service activities to support education to statutory level RN04 G Macfarlane 37 37 - complete 35 Reduce the Consultancy Services/Capital Investment Team by 25% RN18 G Macfarlane 15 15 - complete 36 Reduce the roads operations service from 29 FTE to 26 FTE which will reduce resilience in the team RN21 G Macfarlane 60 60 - complete 37 Reduce maintenance costs through replacing 6 under utilised grass pitches with 3 new 4G pitches RN22(24- 25 option) G Macfarlane 50 50 - Not complete, planning approval process underway and if approved will issue tender. 38 Structural Patching RN23 G Macfarlane 50 50 - Complete 39 Review compliance with Strategic Opening Model to identify areas where teams or posts can be merged CCF26 G Macfarlane 50 50 - Not currently progressed, reviewing options for delivery. 40 Review Allotment charges RN03 G Macfarlane 5 5 - Complete, charges updated April 25 41 Special Uplift Charge RN26 G Macfarlane 22 22 - Complete, charges updated April 25 42 Stopping Saturday burials RN01 G Macfarlane 10 10 - Complete 43 Capitalise Play Park Fitter RN07 G Macfarlane 40 40 - Complete 44 Further replacement of hire vehicles RN09 G Macfarlane 171 171 - Vehicles have been procured and are expected to arrive late Summer 45 Reduce Working4U service by 50% HE02 G Macfarlane 206 206 - complete 46 School Crossing Patrollers -Retain 17 Crossing Patrollers RN17 G Macfarlane 23 23 - Underway, 2 locations still to be resolved 47 Review or remove provision of footway gritting - Cease Footway Gritting RN18 G Macfarlane 68 68 - complete 48 Close or reduce Dalmuir golf course - Close completely RN20 G Macfarlane 184 184 - Completed 49 Cease the Care of Gardens scheme RN21 G Macfarlane 143 143 - Complete 50 Review levels of street cleaning - Reduce by 2 staff RN22 (2025-26 option) G Macfarlane 26 26 - Complete 51 Review of park maintenance RN24 G Macfarlane 60 60 - Complete 52 Remove open space maintenance on non council land RN28 G Macfarlane 20 20 - Complete Page 266
Page 267
WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 53 Review Event Support by Grounds Service RN29 G Macfarlane 15 15 - Complete. Costs will be recharged to event organisers 54 Road Network & Capital Management Reduction RN30 G Macfarlane 50 50 - Part complete, 0.6FTE reduction with further employee reduction being assessed 55 Review Winter Plan RN31 G Macfarlane 55 55 - Complete, Plan approved. 56 Reduce Grass Cutting RN35 G Macfarlane 150 150 - Complete 57 Review Footway Gritting Operational Method RN14 G Macfarlane 60 60 - Complete 58 Reduce Additional Management Time in Primary Schools EDU08 G Hamilton 152 152 - Saving anticipated to be achieved 59 Review the Communities team reducing the delivery of community based services CCF26 G Hamilton 15 15 - Saving anticipated to be achieved 60 Introduce Early Start Clubs at schools with associated fees (£2) for pupils not entitled to a free school meal EDU05 G Hamilton 93 93 - Saving anticipated to be achieved 61 Increase fees for Out of School Care Service at St Eunan’s Primary School and Linnvale Primary School by £3 from April 2024 EDU09 G Hamilton 7 7 - Saving anticipated to be achieved 62 Reduce the number of ELC Early Stage Teachers from 16.4 FTE to 11.4 FTE across the entire ELC learning estate EDU14 G Hamilton 109 109 - Saving anticipated to be achieved 63 Reduce the number of Early Learning Childcare Posts from 223 FTE to 217 FTE across the entire ELC learning estate EDU15 G Hamilton 67 67 - Saving anticipated to be achieved 64 Remove ELC Lead Officer in Bellsmyre and Dalmonach ELC with remaining management team required to take over aspects of their remit EDU16 G Hamilton 30 30 - Saving anticipated to be achieved 65 Review the current flexibility in primary school classification and allocate class structures based on numerical information which aligns with statutory obligations EDU20 G Hamilton 200 200 - Saving anticipated to be achieved 66 Redesign Leadership in Children, Young People and Families Teams EDU25 G Hamilton 6 6 - Saving anticipated to be achieved 67 Reduce School Clothing Grant for primary school pupils to the statutory level (£120) EDU02 G Hamilton 64 64 - Saving anticipated to be achieved 68 Reduce Education Maintenance Allowance to statutory level EDU03 G Hamilton 75 75 - Saving anticipated to be achieved 69 Shared Head at two early learning centres (Clydebank and Whitecrook) EDU11 G Hamilton 31 31 - Saving anticipated to be achieved 70 Align funding for 1140 hours for 3 year olds with statutory guidance EDU14 G Hamilton 62 62 - Saving anticipated to be achieved 71 Reduce School Music Instructors EDU15 G Hamilton 30 30 - Saving anticipated to be achieved 72 Remove secondary school registration EDU20 G Hamilton 383 383 - Saving anticipated to be achieved 73 Reduce secondary school clerical staff EDU16 G Hamilton 80 80 - Saving anticipated to be achieved 74 Reduced Education Support (ELC) EDUC19 G Hamilton 27 27 - Saving anticipated to be achieved 75 Remove two franking machines and further reduce use of first class mail RES11 L Slavin 8 8 - Saving anticipated to be achieved 76 Historical Lease Review RES13 L Slavin 44 44 - Saving anticipated to be achieved 77 Remove one Council officer RES09 L Slavin 8 8 - Saving anticipated to be achieved 78 Review External Funding - Delete Community Wellbeing Fund RES01 L Slavin 20 20 - Complete 79 Reduce Corporate Debt team RES06 L Slavin 44 44 - Complete 80 Reduce number of caretakers RES08 L Slavin 24 - 24 Saving cannot be realised due to full salary recharge. Page 267
Page 268
WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 81 Reduce Housing Benefit and Council Tax team RES14 L Slavin 16 16 - Saving anticipated to be achieved 82 Review of Capital Programme RES06 L Slavin 66 66 - Saving anticipated to be achieved 83 Income Generation through Commercialisation RES09 L Slavin 15 15 - Saving anticipated to be achieved 84 Further asset rationalisation SDP04 L Slavin 99 99 - Saving anticipated to be achieved 85 External Consultancy Income SDP09 L Slavin 25 25 - Saving anticipated to be achieved 86 Review of charges for use of offices by external parties RES09 L Slavin 7 7 - Saving anticipated to be achieved 87 Historical lease review RES13 L Slavin 15 15 - Saving anticipated to be achieved 88 Reduce size of Building Services RES15 L Slavin 228 228 - Saving anticipated to be achieved 89 Review Asset Management team RES19 L Slavin 55 55 - Saving anticipated to be achieved 90 Reduce budget for temporary accommodation furniture HE03 P Barry 18 18 - Saving anticipated to be achieved 91 CCTV Service Reduction HE04 P Barry 31 31 - Saving anticipated to be achieved 92 Restrict choice in office equipment to pre-agreed catalogue items/amounts. PT05 V Rogers 5 5 - Saving anticipated to be achieved 93 Reduce the Council’s training budget, retaining budget to cover essential corporate requirements PT07 V Rogers 5 5 - Saving anticipated to be achieved 94 Reduce manual processing by automating the generation of debtor and creditor invoices RES11 V Rogers 25 25 - Saving anticipated to be achieved 95 Remove counselling and physio PT10 V Rogers 9 9 - Saving anticipated to be achieved 96 Remove telephone survey CCF13 V Rogers 9 9 - Saving anticipated to be achieved 97 Performance and Strategy Budget Efficiencies CCF15 V Rogers 9 9 - Saving anticipated to be achieved 98 Reduce design budget CCF16 V Rogers 12 12 - Saving anticipated to be achieved 99 Reduce Corporate Administration Support 3 FTE Reduction. PT12 V Rogers 91 91 - Saving anticipated to be achieved 100 People & Change Team Restructure PT14 V Rogers 62 62 - Saving anticipated to be achieved 101 Organisational Development Reduction PT15 V Rogers 60 60 - Saving anticipated to be achieved 102 Outsource Print Room function PT18 V Rogers 25 25 - Saving anticipated to be achieved 103 Reduce ICT team: 4 FTE PT20 V Rogers 84 84 - Saving anticipated to be achieved TOTAL AGREED SAVINGS OPTIONS & MANAGEMENT ADJUSTMENTS 6,017 5,489 528 Page 268
Page 269
WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council: 29 October 2025 _________________________________________________________________ Subject: General Services Capital Budgetary Control Report 2025/26 to 31 August 2025 (Period 5) 1. Purpose 1.1 This report provides an update on the General Services capital financial performance to 31 August 2025. 2. Recommendations 2.1 Members are asked to: a) Note the current position of the 2025/26 General Services capital budget. b) Approve the revised completion dates in respect of 5 projects detailed in Appendix 2 (Para 4.4). c) Note the reprofiling of 6 projects in Appendix 3 of (£4.237m) over the project life. d) Approve £0.027m of additional capital budget for data strategy (Para 4.9) e) Approve £1.316m of additional capital budget for plant and machinery replacement strategy (Para 4.10). f) Approve £0.352m of additional capital budget for vehicle replacement strategy (Para 4.11). 3. Background 3.1 On 5 March 2025 the Council approved the updated General Services Capital Plan for 2025/2026 to 2034/35. The three years from 2025/26 to 2026/28 were approved in detail with the remaining years being indicative. The budget agreed was £73.780m for 2025/26 and £307.818m for the project life budget. 4. Main Issues 4.1 Exhibit 1 sets out the revised capital budget at period 3 as reported to Council on 27 August 2025. Exhibit 1: Revised Capital Budget as at 30 June 2025. 2025/26 (£m) Project Life (£m) Capital Budget Agreed 5 March 2025 73.780 307.818 ITEM 17 Page 269
Page 270
Updates reported to Council on 27 August plus adjustments for year-end carried forward balances 5.150 5.536 Reprofiling reported to Council on 27 August (7.118) 0 Revised Capital Budget as at Period 3 71.812 313.354 4.2 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – Project Life Summary by Chief Officer Appendix 2 – Off Track Projects Appendix 3 – Changes to Capital Plan for Noting Appendix 4 – All Approved Projects 4.3 The overall programme summary report at Appendix 1 shows that planned expenditure against the budget is currently on track. Note Appendix 1 is constructed assuming all changes in this report are approved. 4.4 Appendix 2 highlights 5 projects currently showing as off-track, all of which are due to revised completion dates. Project RR 5 (Regeneration Fund) is off track due to the Waterfront Walkway progress being dependent on external factors, with an anticipated completion date of 31 March 2029. Project RR 7 (Level Up Funding) is off track due to the project delivery taking longer than initially expected. Resulting in an updated completion date of 31 December 2027. Project RN 16 (Allotment Development) is off track due to a delay in the tender process as a result of a service restructure and allocation of new resources. The project completion date has been extended to 31 March 2027. Project RN 17 (Waste Transfer Station) has currently been paused as the construction cost is significantly higher than the available budget. In addition following the implementation of the Net Zero Cooperation Agreement the Council now has resilience and this will be monitored and reported to Council to consider whether the project is still required. The completion date for the project has therefore been extended to 31 March 2029 while this monitoring and discussions are taking place. Project RN 23 (Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields) is off track due to a delay in the tender process because of Council service restructure and the allocation of new resources. Posties Park (to be renamed to commemorate Lachie Stewart) is now not expected to progress as anticipated, the balance of the budget is being rephased to 2026/27 pending an appropriate site being identified. 4.5 Appendix 3 highlights 6 projects where the expenditure requires to be reprofiled but there is no need for additional budget. Page 270
Page 271
4.6 Exhibit 2 sets out the revised capital budget at period 5 assuming approval by Council of all recommendations contained within this report. Exhibit 2: Revised Capital Budget 2025/26 (£m) Project Life (£m) Capital Budget as at 30 June 2025 71.812 313.354 New Funding – RN 31 Bus Infrastructure Fund (Para 4.8) 0.050 0.050 New Funding – RN 32 People and Places – Transport Scotland (Para 4.8) 0.035 0.035 New Funding – RN 34 Nature Restoration Fund (Para 4.8) 0.185 0.185 New Funding – RN 35 Road Safety Improvement Fund (Para 4.8) 0.185 0.185 New Funding – RES 15 Design, Creation, Installation of Digital Content for Glencairn House (Para 4.8) 0.187 0.187 Additional Funding – RN 25 Active Travel (Para 4.8) 0.306 0.306 Additional Funding – RN 27 Implementation 20mph Speed Limits (Para 4.8) 0.458 0.458 Added RN 33 Shared Prosperity Funding – Open Places (Para 4.8) 0.396 0.396 Added RR 12 Hybrid Meetings Equipment (Para 4.8) 0.053 0.053 Approved P&T 5 Capital Bid – Data Strategy (Para 4.9) 0.027 0.027 Approved RN 30 Capital Bid – Plant and Machinery Replacement (Para 4.10) 0.516 1.316 Approved Capital Bid – Vehicle Replacement Strategy (Para 4.11) (added to RN 5) 0.352 0.352 Proposed revised Capital Budget as at Period 5 74.562 316.904 Reprofiling over project life (Appendix 3) (4.237) 0 Proposed revised Capital Budget as at Period 5 subject to Council Approval 70.325 316.904 4.7 Appendix 4 shows all projects with approved in year and project life budgets as well as anticipated expenditure. It highlights that the 2025/26 budget is £74.562m. Spend as at period 5 is £14.975m (21.29%) of the current forecast spend of £70.325m. 4.8 Other minor changes to the capital plan included in the summarised plan in appendix 4 are: New funding has been received from Scottish Government of £0.050m for Bus Infrastructure Fund (RN 31) to support improvements to bus infrastructure and accessibility. Page 271
Page 272
New funding has been received from Transport Scotland of £0.035m for People and Place Local Authority Direct Award (RN 32) for active and sustainable travel behaviour change programme. New funding has been received from Scottish Government of £0.185m for Nature Restoration Fund (RN 34) to support approaches to restoring biodiversity. New funding has been received from Transport Scotland of £0.185m for Road Safety Improvement Fund (RN 35). New funding from Strathleven Foundation for Inspiring Change for the Design, Creation, Installation, and ongoing Management of Digital Content for Glencairn House (RES 15) of £0.187m. Additional funding from Scottish Government for Active Travel (RN 25) of £0.306m to support and promote active travel within the authority and to improve active travel links. Additional funding from Transport Scotland for Implementation of 20mph Speed Limits (RN 27) of £0.458m. Shared Prosperity Funding (RN 33) of £0.396m for open places such as West Bridgend Community Space and Allotments. Addition of Hybrid Meetings Equipment (RR 12) approved at Council on the 27 August 2025 of £0.053m to replace conference units and microphones to allow hybrid meetings to continue with improved sound quality. 4.9 Members are asked to approve a capital budget of £0.027m to fund data strategy. This bid has been reviewed by the Strategic Asset Management Group who recommend that £0.027m is added to the Capital plan to allow the People and Technology team to provide a robust data strategy which would be the cornerstone of creating a sustainable, modern data ecosystem capable of meeting the council’s evolving needs while improving outcomes for its residents. A data strategy provides a unified framework for aligning data governance, technology, and processes with organisational goals. This approach positions West Dunbartonshire Council to effectively transform its data into a strategic asset that can be better utilised and controlled to achieve financial efficiencies and benefits while addressing challenges and setting the foundation of a clear path for long-term data-driven success. The new data platform and modern ways of working will drive operational efficiencies and bring time-saving benefits forecast from the outset. The Council can also better understand the changing landscape of public sector demand on services and keep pace with legislative demands on statutory services, and privacy and security requirements. Page 272
Page 273
This project has been included in appendix 4 (P&T 5). 4.10 Members are asked to approve a capital budget of £1.316m for the plant and machinery replacement program. This bid has been reviewed by the Strategic Asset Management Group who recommend that £1.316m is added to the Capital plan to allow the Roads and Neighbourhood team to replace plant and machinery which is no longer fit for purpose. This project has been included in appendix 4 (RN 30). 4.11 Members are asked to approve a capital budget of £0.352m for the vehicle replacement strategy. This bid has been reviewed by the Strategic Asset Management Group who recommend that £0.352m is added to the Capital plan to allow the Roads and Neighbourhood team to replace vehicles which are no longer fit for purpose. This project has been included in appendix 4 (included within RN 5). 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) As a consequence of current market conditions, inflation is high and interest rates continue to be volatile. To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) Page 273
Page 274
9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the capital budgets have been consulted in the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. ______________ Laurence Slavin Chief Officer – Resources Date: 22 September 2025 Person to Contact: Lynsey Dickson Council Offices, Church Street, Dumbarton E-mail: lynsey.dickson@west-dunbarton.gov.uk Appendices: Appendix 1 – Project Life Summary by Chief Officer Appendix 2 – Off Track Projects Appendix 3 – Changes to Capital Plan for Noting Appendix 4 – All Approved Projects Background Papers: General Services Capital Plan Update - Council 6 March 2024 General Services Capital Plan Update - Council 5 March 2025 Capital Budgetary Control Report (P3) – Council 27 August 2025 Review of Hybrid Meetings of Council and Committees – Council 27 August 2025 Wards Affected All Wards Page 274
Page 275
West Dunbartonshire Council Appendix 1 General Services Capital 2025/26 Summary at Period 5 Project Life Budget Project Life Forecast Spend Project Life Variance On Track/Complete Off Track £'000 £'000 £'000 Resources 52,363 52,363 0 15 0 Citizen, Cultural and Facilities 3,173 3,173 0 2 0 Regulatory and Regeneration 56,991 56,991 0 10 2 Roads and Neighbourhoods 124,631 124,631 0 32 3 Education 60,899 60,899 0 5 0 HSCP 9,127 9,127 0 3 0 People and Technology 9,720 9,720 0 5 0 Total 316,904 316,904 0 72 5 Page 275
Page 276
West Dunbartonshire Council Appendix 2 General Services Capital 2025/26 Projects that are Off Track at Period 5 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 Regulatory and Regeneration RR5 - Regeneration Fund 3,824 3,824 - 31/03/2028 31/03/2029 Regulatory and Regeneration RR7 - Level Up Funding 10,249 10,249 - 31/12/2026 31/12/2027 Roads and Neighbourhood RN16 - Allotment Development 180 180 - 31/12/2026 31/03/2027 Roads and Neighbourhood RN17 - Waste Transfer Station 1,821 1,821 - 31/03/2026 31/03/2029 Roads and Neighbourhood RN23 - Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields 2,203 2,203 - 31/03/2026 31/03/2027 Project Name: Project - RR5 Regeneration Fund Project Manager: Elaine Troup Initial Completion End Date: 31/03/2028 Revised End Date: 31/03/2029 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2029 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RR7 Level Up Funding Project Manager: Elaine Troup Initial Completion End Date: 31/12/2026 Revised End Date: 31/12/2027 How was this project initially funded: Please Detail any additional funding: Level Up Government Grant n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/12/2027 Level Up Government Grant What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Dumbarton Artizan element of project is taking longer to deliver than first anticipated, due to additional pre-commencement activities including site investigations which took longer than expected. Source of Funding: n/a Final budget spend now anticipated to be spent by end of 2028/29, with Waterfront Walkway progress being dependent on external factors. Source of Funding: n/a Page 276
Page 277
Project Name: Project - RN16 Allotment Development Project Manager: Ian Bain Initial Completion End Date: 31/12/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2027 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RN 17 Waste Transfer Station Project Manager: Gail Macfarlane Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2029 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2029 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RN 23 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields Project Manager: Ian Bain Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? Search underway for new suitable site New Completion Date: 31/03/2027 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a n/a Delay in tender process due to Council service restructure and allocating new resource. Posties Park now not expected to progress as anticipated. Balance of budget to be rephased to 26/27, pending appropriate site being identified. Source of Funding: n/a Delay in tender process due to Council service restructure and allocating new resource Source of Funding: n/a The outline design has been completed and the construction cost is significantly higher than the available budget. In addition following the implementation of the Net Zero Cooperation Agreement the Council now has resilience and this will be monitored and reported to Council to consider whether the project is still required. Source of Funding: Page 277
Page 278
West Dunbartonshire Council Appendix 3 General Services Capital 2025/26 Changes to Capital Plan and Implications at P5 Regulatory and Regeneration Project - RR5 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Regeneration Fund 31/03/2028 31/03/2029 2,000 1,824 0 0 0 0 0 0 3,824 Regeneration Fund Revised (200) 200 1,074 1,670 880 0 0 0 0 0 3,824 Explanation Project - RR7 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Level Up Funding 31/12/2026 31/12/2027 7,076 3,173 0 0 0 0 0 0 0 10,249 Level Up Funding Revised 900 6,176 4,073 0 0 0 0 0 0 0 10,249 Explanation Dumbarton Artizan element of project is taking longer to deliver than first anticipated, due to additional pre-commencement activities including site investigations which took longer than expected. Roads and Neighbourhood Project - RN16 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Allotment Development 31/12/2026 31/03/2027 180 0 0 0 0 0 0 0 0 180 Allotment Development Revised 58 123 58 0 0 0 0 0 0 0 180 Explanation Delay in tender process due to Council service restructure and allocating new resource Project - RN17 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Waste Transfer Station 31/03/2026 31/03/2029 1,821 0 0 0 0 0 0 0 0 1,821 Waste Transfer Station Revised 1,821 0 0 0 1,821 0 0 0 0 0 1,821 Explanation Project - RN18 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Play Area Upgrade Programme 31/03/2030 31/03/2030 613 100 100 100 100 100 100 100 100 1,413 Play Area Upgrade Programme Revised 237 376 337 100 100 100 100 100 100 100 1,413 Explanation Delay in tender process due to Council service restructure and allocating new resource Project - RN23 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. 31/03/2026 31/03/2027 2,203 0 0 0 0 0 0 0 0 2,203 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields Revised 1,422 782 1,422 0 0 0 0 0 0 0 2,203 Explanation Delay in tender process due to Council service restructure and allocating new resource. Posties Park now not expected to progress as anticipated. Balance of budget to be rephased to 26/27, pending appropriate site being identified. There is a requirement to accelerate £0.200m to 2025/26 for upfront spend requirements for Scottish Marine Technology Park (SMTP) project, including consultancy fees. Final budget spend now anticipated to be spent by end of 2028/29, with Waterfront Walkway progress being dependent on external factors. The outline design has been completed and the construction cost is significantly higher than the available budget. In addition following the implementation of the Net Zero Cooperation Agreement the Council now has resilience and this will be monitored and reported to Council to consider whether the project is still required. Page 278
Page 279
West Dunbartonshire Council Appendix 4 General Services Capital 2025/26 All Projects Approved at P5 Service Project Completion Date Revised End Date Project Life Budget Spend to 31/03/2025 Spend Projected in Current Year Projected Future Spend Total Projected Spend Project Variance Approved Budget 2025/26 Actual to date 2025/26 Projected Spend In Year Variance £000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 RES 1 Valuation Joint Board - Requisition of ICT Equipment 31 March 2028 31 March 2028 30 17 4 9 30 0 4 0 4 0 RES 2 Agresso Development 31 March 2026 31 March 2026 92 86 6 0 92 0 6 1 6 0 RES 3 Cost of Living 31 March 2026 31 March 2026 512 502 10 0 512 0 10 10 10 0 RES 4 Community Success Capital Fund 31 March 2026 31 March 2026 150 0 150 0 150 0 150 26 150 0 RES 5 Community Sports Success 31 March 2026 31 March 2026 250 10 240 0 250 0 240 0 240 0 RES 6 Strathleven Place (formerly part of Glencairn House project) 31 March 2026 31 March 2026 1,590 0 1,590 0 1,590 0 1,590 0 1,590 0 RES 7 New Sports Changing Facility Dumbarton West (Old OLSP site) 31 March 2026 31 March 2026 349 9 340 0 349 0 340 0 340 0 RES 8 Building Upgrades and H&S - lifecycle & reactive building upgrades 31 March 2026 31 March 2026 24,704 0 2,536 22,168 24,704 0 2,536 108 2,536 0 RES 9 Direct Project Support 31 March 2026 31 March 2026 14,274 0 1,586 12,688 14,274 0 1,586 217 1,586 0 RES 10 Depot Rationalisation 31 March 2027 31 March 2027 8,500 2,335 1,779 4,386 8,500 0 1,779 68 1,779 0 RES 11 Finance Ledger System 31 March 2027 31 March 2027 1,000 34 430 536 1,000 0 430 15 430 0 RES 12 Community Sports Facility at Millburn 31 March 2028 31 March 2028 500 0 20 480 500 0 20 0 20 0 RES 13 Holm Park Community Football Academy Accesibility Project 31 March 2026 31 March 2026 75 0 75 0 75 0 75 0 75 0 RES 14 4G Football pitch at Faifley Knowles 31 March 2026 31 March 2026 150 0 0 150 150 0 0 0 0 0 RES 15 Design, Creation, Installation of Digital Content for Glencairn House 31 March 2026 31 March 2026 187 0 187 0 187 0 187 0 187 0 Total Resources 52,363 2,993 8,953 40,417 52,363 0 8,952 446 8,953 0 CCF 1 Heritage Capital Fund 31 March 2025 31 March 2025 2,798 2,798 0 0 2,798 0 0 (412) 0 0 CCF 2 Transformation of Infrastructure Libraries and Museums 31 March 2026 31 March 2026 375 375 0 0 375 0 0 0 0 0 Total CCCF 3,173 3,173 0 0 3,173 0 0 (412) 0 0 RR 1 Legal Case Management System 31 March 2026 31 March 2026 33 0 33 0 33 0 33 0 33 0 RR 2 Installation of Solar PV at Clydebank Leisure Centre 31 March 2026 31 March 2027 61 4 0 57 61 0 0 0 0 0 RR 3 Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing 31 March 2026 31 March 2027 290 64 0 226 290 0 0 0 0 0 RR 4 Regeneration/Local Economic Development 31 March 2026 31 March 2026 8,228 0 758 7,470 8,228 0 758 50 758 0 RR 5 Regeneration Fund 31 March 2028 31 March 2029 10,931 7,107 200 3,624 10,931 0 0 0 200 200 RR 6 Place Based Investment 31 March 2026 31 March 2026 1,807 1,401 406 0 1,807 0 406 0 406 0 RR 7 Level Up Funding 31 March 2026 31 December 2027 22,100 11,851 6,176 4,073 22,100 0 7,076 1,983 6,176 (900) RR 8 Level Up Capacity Funding 31 March 2026 31 March 2026 320 160 160 0 320 0 160 0 160 0 RR 9 District Heating Network Expansion 31 March 2028 31 March 2028 11,104 259 201 10,644 11,104 0 201 12 201 0 RR10 Clyde Mission Catalyst Fund 31 March 2026 31 March 2027 2,000 673 625 702 2,000 0 625 182 625 0 RR11 Securing sites to make safe 31 March 2026 31 March 2026 66 35 30 0 66 0 30 7 30 0 RR12 Hybrid Meetings Equipment 31 March 2026 31 March 2026 53 0 53 0 53 0 53 0 53 0 Total Regulatory and Regeneration 56,991 21,553 8,643 26,796 56,991 0 9,342 2,234 8,643 (700) RN 1 Infrastructure - Roads 31 March 2026 31 March 2026 23,010 0 2,658 20,352 23,010 0 2,658 38 2,658 0 RN 2 Flood Risk Management 31 March 2026 31 March 2026 2,180 0 685 1,495 2,180 0 685 20 685 0 RN 3 Street lighting and associated electrical infrastructure 31 March 2026 31 March 2026 900 0 100 800 900 0 100 0 100 0 RN 4 Flood Prevention 31 March 2026 31 March 2026 450 257 193 0 450 0 193 18 193 0 RN 5 Vehicle Replacement 31 March 2026 31 March 2026 13,217 0 4,975 8,242 13,217 0 4,975 1,078 4,975 0 RN 6 Auld Street Clydebank - Bond 31 March 2026 31 March 2026 256 214 42 0 256 0 42 0 42 0 RN 7 Clydebank Charrette, A814 31 March 2026 31 March 2026 4,303 4,251 52 0 4,303 0 52 11 52 0 RN 8 Roads Plant 31 March 2026 31 March 2026 79 79 0 0 79 0 0 0 0 0 RN 9 A813 Road Improvement Phase 1 31 March 2026 31 March 2026 1,700 1,379 322 0 1,700 0 322 8 322 0 RN 10 Traffic Signal Updates 31 March 2026 31 March 2026 300 286 14 0 300 0 14 0 14 0 RN 11 Gruggies Burn Flood Prevention 31 March 2028 31 March 2028 15,028 987 882 13,160 15,028 0 882 10 882 0 RN 12 River Leven Flood Prevention Scheme 31 March 2026 31 March 2026 801 181 620 0 801 0 620 0 620 0 RN 13 Public non-adopted paths and roads 31 March 2026 31 March 2026 2,341 0 541 1,800 2,341 0 541 30 541 0 RN 14 Cemetery Extension, North Dalnotter 31 March 2026 31 March 2026 264 14 250 0 264 0 250 0 250 0 RN 15 Vale of Leven Cemetery 31 March 2025 31 March 2025 925 912 13 0 925 0 13 13 13 0 RN 16 Allotment Development 31 March 2026 31 March 2027 492 312 123 58 492 0 180 23 123 (58) RN 17 Waste Transfer Station 31 March 2026 31 March 2029 1,980 159 0 1,821 1,980 0 1,821 0 0 (1,821) RN 18 Play Area Upgrade Programme 31 March 2030 31 March 2030 2,007 594 376 1,037 2,007 0 613 136 376 (237) RN 19 East End Park Resurfacing 31 March 2026 31 March 2026 385 183 202 0 385 0 202 23 202 0 RN 20 Balloch Mountain Bike Track 31 March 2026 31 March 2026 450 7 443 0 450 0 443 0 443 0 RN 21 Pappert 2G Pitch 31 March 2026 31 March 2026 251 8 242 0 251 0 242 120 242 0 RN 22 Kilmaronock Cemetery Extension 31 March 2026 31 March 2026 50 45 5 0 50 0 5 0 5 0 RN 23 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. 31 March 2026 31 March 2027 2,250 47 782 1,422 2,250 0 2,203 0 782 (1,422) RN 24 Exxon City Deal 31 March 2028 31 March 2028 46,942 11,370 20,585 14,988 46,942 0 20,585 3,986 20,585 0 RN 25 Active Travel 31 March 2028 31 March 2028 942 0 942 0 942 0 942 27 942 0 RN 26 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides 31 March 2028 31 March 2028 278 0 278 0 278 0 278 0 278 0 RN27 Transport Scotland 24-25 Implementation 20MPH Speed Limits 31 March 2028 31 March 2028 458 0 458 0 458 0 458 0 458 0 RN 28 Review of schools speed Limits 31 March 2028 31 March 2028 75 0 75 0 75 0 75 0 75 0 RN 29 Roads Lining and Signing 31 March 2027 31 March 2027 150 0 150 0 150 0 150 0 150 0 RN 30 Plant and Machinery Replacement 31 March 2026 31 March 2026 1,316 0 516 800 1,316 0 516 0 516 0 RN 31 Bus Infrastructure Fund 31 March 2026 31 March 2026 50 0 50 0 50 0 50 0 50 0 RN 32 People and Places - Transport Scotland 31 March 2026 31 March 2026 35 0 35 0 35 0 35 0 35 0 RN 33 Shared Prosperity Funding - Open Places 31 March 2026 31 March 2026 396 0 396 0 396 0 396 0 396 0 RN 34 Nature Restoration Fund 31 March 2026 31 March 2026 185 0 185 0 185 0 185 0 185 0 RN 35 Road Safety Improvement Fund 31 March 2026 31 March 2026 185 0 185 0 185 0 185 0 185 0 Total Roads and Neighbourhood 124,631 21,285 37,372 65,974 124,631 0 40,909 5,540 37,372 (3,537) EDUC 1 AV Equipment - Education 31 March 2030 31 March 2030 859 356 96 407 859 0 96 3 96 0 EDUC 2 Digital Inclusion 31 March 2026 31 March 2026 356 328 28 0 356 0 28 28 28 0 EDUC 3 Schools Estate Improvement Plan - next Phase - Faifley Campus 31 March 2027 31 March 2027 36,515 24,767 8,994 2,754 36,515 0 8,994 6,678 8,994 0 EDUC 4 Schools Estate Improvement Plan 31 March 2026 31 March 2026 21,904 19,921 1,983 0 21,904 0 1,983 (272) 1,983 0 EDUC 5 Free School Meals Expansion 31 March 2026 31 March 2026 1,265 23 1,242 0 1,265 0 1,242 3 1,242 0 In YearFull Project Life Page 279
Page 280
Service Project Completion Date Revised End Date Project Life Budget Spend to 31/03/2025 Spend Projected in Current Year Projected Future Spend Total Projected Spend Project Variance Approved Budget 2025/26 Actual to date 2025/26 Projected Spend In Year Variance £000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Total Education 60,899 45,395 12,343 3,161 60,899 0 12,343 6,441 12,343 0 HSCP 1 Special Needs - Aids & Adaptations for HSCP clients 31 March 2026 31 March 2026 6,646 0 765 5,881 6,646 0 765 123 765 0 HSCP 2 ICT Modernisation HSCP 31 March 2026 31 March 2026 1,819 0 164 1,655 1,819 0 164 7 164 0 HSCP 3 Community Alarm upgrade 31 March 2026 31 March 2026 662 0 307 355 662 0 307 90 307 0 Total HSCP 9,127 0 1,236 7,891 9,127 0 1,236 219 1,236 0 P&T 1 ICT Modernisation 31 March 2026 31 March 2026 4,579 0 696 3,883 4,579 0 696 288 696 0 P&T 2 ICT Security & DR 31 March 2026 31 March 2026 3,833 0 737 3,096 3,833 0 737 179 737 0 P&T 3 365 Implementation 31 March 2026 31 March 2026 983 757 226 0 983 0 226 39 226 0 P&T 4 Development of Workforce Management System 31 March 2030 31 March 2030 298 0 93 205 298 0 93 0 93 0 P&T 5 Data Strategy 31 March 2026 31 March 2026 27 0 27 0 27 0 27 0 27 0 Total P&T 9,720 757 1,779 7,184 9,720 0 1,779 506 1,779 0 Overall Total 316,904 95,156 70,325 151,422 316,904 0 74,562 14,975 70,325 (4,237) Page 280
Page 281
WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council – 29 October 2025 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 31 August 25 (Period 05) 1. Purpose 1.1 The purpose of this report is to advise Council of the 2025/26 HRA revenue budget position at 31 August 2025 and the forecast position for HRA reserves on 31 March 2026. 2. Recommendations 2.1 Council is asked to: i. note a projected favourable variance (underspend) on the HRA Revenue Account of £1.150m, a significant improvement on the period 3 forecast. ii. note the forecast 31 March 2026 HRA reserve position of £1.761m which is £0.601m above the HRA prudential target of £1.160m. iii. note further opportunities to deliver an increased HRA surplus, including the targeting of efficiencies across all areas of the HRA revenue account budget, will be explored. 3. Background 3.1 The Council approved the 2025/26 Housing Revenue Account (HRA) revenue budget on the 5 March 2025 with a prudential reserve target of £1.160m. HRA prudential reserves were £0.611m on 31 March 2025. 4. Main Issues 4.1 This report advises committee of the key issues contributing to the HRA forecasting a 2025/26 surplus of £1.150m, an improvement of £1.431m on the period 3 forecast of a £0.281m deficit. The movement between the period 3 forecast and the current forecast is summarised in Exhibit 1 and the variance between the period 5 forecast and the 2025/26 budget is summarised in Exhibit 2. The improved financial position is primarily due to a reduced loan charge forecast. There are two key drivers for lower debt servicing costs: a forecast reduction in 2025/26 HRA borrowing resulting in lower interest payments a one off HRA credit following early repayment of four long term loans. ITEM 18 Page 281
Page 282
Exhibit 1 – Movement between Forecast at BCR03 and BCR05 Budget Heading Forecast BCR03 £m Forecast BCR05 £m Change £m Key Driver Employee Costs 8.111 8.102 -0.009 Property Costs 1.381 1.386 0.005 Transport Costs 0.177 0.177 - Supplies, Services and Admin 0.409 0.409 - Support Services 2.584 2.586 0.002 Other Expenditure 0.437 0.397 -0.040 Reduced abatement spend Repairs & Maintenance 12.353 12.469 0.116 Increased repair demand Open Space Maintenance 0.772 0.772 - Bad Debt Provision 1.269 1.269 - Void Loss / Council Tax 1.100 1.120 0.020 Slightly higher void loss forecast Loan Charges 28.571 27.332 -1.239 Reduced 2025/26 HRA capital borrowing One off credit from loan repayment HRA Expenditure 57.164 56.001 -1.063 HRA Income -56.883 -57.151 -0.268 Additional house rent income HRA Surplus 0.281 -1.150 -1.431 Exhibit 2 - Forecast BCR05 compared to Budget 25/26 Budget Heading Forecast BCR05 £m Budget 2025/26 £m Variance £m Employee Costs 8.102 7.855 0.347 Property Costs 1.386 1.349 0.037 Transport Costs 0.177 0.154 0.023 Supplies, Services and Admin 0.409 0.418 -0.009 Support Services 2.586 2.584 0.002 Other Expenditure 0.397 0.420 -0.023 Repairs & Maintenance 12.469 12.173 0.296 Open Space Maintenance 0.772 0.908 -0.136 Bad Debt Provision 1.269 1.119 0.150 Void Loss / Council Tax 1.120 0.831 0.289 Loan Charges 27.332 29.055 -1.723 HRA Expenditure 56.101 56.866 -0.765 HRA Income -57.151 -56.901 -0.250 HRA Surplus -1.150 -0.035 -1.115 Page 282
Page 283
4.2 The variances between forecast and budget are detailed below. Employee Costs - £0.347m Adverse. 4.3 The main employee cost pressures relate to employers’ national insurance contribution costs and a higher than budgeted 2025/26 pay settlement. 4.4 The HRA did not budget for the increase in employers’ national insurance costs in 2025/26. When the decision was made not to provide for additional national insurance costs in the HRA estimates, it assumed the Scottish Government would provide sufficient additional funding to enable the Council to compensate the HRA for this cost pressure. However, the increase was not fully funded and therefore national insurance costs are forecast to be £170,000 more than estimate. 4.5 The HRA estimates assume a 3% pay award for 2025/26. On the 13 June 2025, COSLA wrote to trade unions with a two-year pay offer, a 4% increase in 2025/25 and a 3.5% increase in 2026/27. The forecast is based on the 4% pay award with the higher award creating an £80,000 HRA cost pressure. Repair and Maintenance - £0.296m Adverse. 4.6 The £12.173m HRA repair and maintenance budget is forecasting a slight overspend against budget. There continues to a high responsive repair demand with delivery costs forecast to be £990,000 over budget. A range of mitigations are in place to address the cost pressure, including tighter controls on contractor use and the capitalisation of Electrical Installation Condition Report (EICR) spend that complements the environmental sensor programme. Open Space Maintenance - £0.136m Favourable. 4.7 The favourable variance against the open space maintenance budget reflects the close working with between housing and greenspace staff to deliver a saving against environmental budgets relating to revised work specifications and streamlined processes in relation to void and temporary accommodation properties. There is also joint work progressing between Housing and Greenspace to undertake a review of HRA areas maintained across the general open space maintenance programme with the findings due to be reported to March Council. Bad Debt Provision - £0.150m Adverse. 4.8 The HRA needs to make prudent financial provision for uncollected income across a range of HRA debts, including rent arrears, rechargeable repairs, factoring services and capital works. 4.9 HRA income levels have increased over the past few years because of council house rent increases, a more stringent application of the rechargeable repairs policy for repairs caused by tenant neglect / abuse, and the increased amounts invoiced to owners residing within former HRA properties (factoring / common repairs / capital works). Page 283
Page 284
4.10 Performance recovering this debt and outstanding debt levels is kept under constant review. Debt levels have increased alongside the increase in the amount billed to tenants / owners. The forecast adverse variance assumes an increase in the bad debt provision to take account of the increased debt. Void Loss / Council Tax - £0.289m Adverse. 4.11 Council tax payments for longer term void houses are forecast to reduce by £60,000 in 2025/26 compared to 2024/25 as more longer-term voids are let. However forecast council tax payments for 2025/26 are £150,000 compared to a target of £50,000. Although there has been an overall reduction in voids being delayed due to meter issues, there still remains a smaller number of longer-term properties with complex meter issues that are causing delays with the utility companies. Officers will continue to work with utility companies, to find solutions for these complex meter issues. 4.12 There has been considerable progress in reducing void numbers and void rent loss. The void rent loss is forecast to reduce by £125,000 in 2025/26 compared to 2024/25 as void numbers reduce, however forecast void loss for 2025/26 is £876,000 compared to a target of £700,000. Reducing void loss is an operational priority and the Council’s Void Working Group and Building Services Improvement Plan will support further improvement in this key area. Loan Charges - £1.723m Favourable. 4.13 The 2025/26 HRA loan charge estimates were based on anticipated HRA capital debt of £356m on 31 March 2025. However, lower HRA capital borrowing in 2024/25 across the More Home (new build) capital programme led to HRA debt being £348m on 31 March 2025, £8m less than anticipated. The lower opening debt level will attract lower debt servicing costs. 4.14 HRA capital borrowing in 2025/26 is forecast to be £15m less than planned. Approximately £6m of the reduced borrowing was advised to Council at BCR03 and primarily related to revised cashflows across the More Homes programme. Given the significant financial pressures on the HRA and the impact of elevated borrowing costs on HRA revenue budgets, and consequently rent, officers have reviewed the 2025/26 HRA capital programme to identify opportunities to reduce 2025/26 borrowing through more efficient commissioning of capital works and through some reprofiling of programmed spend into future years. The HRA capital BCR report to this same Council meeting provides a full explanation of the planned borrowing reductions. 4.15 There is a further favourable variance because the Council’s Finance Team, in conjunction with our Treasury Advisers (MUFG), identified an opportunity to terminate £33.1m of long-term fixed rate loans in return for a discounted repayment amount. The four loans were due to mature between 2064 and 2078. More information on the one-off financial benefit this has delivered is detailed in the Finance Update presented to this same Council meeting. The benefit to the HRA in 2025/26 is £818,000. Page 284
Page 285
4.16 Members will be aware of the significant risk and uncertainty around forecasting local authority borrowing costs. The HRA has paid a much higher interest rate on its outstanding capital debt over the last two years because of the sharp increase in the interest rates payable on new temporary and new Public Work Loans Board (PWLB) borrowing. There is a risk that HRA debt interest payments are more than forecast. Income - £0.250m Favourable. 4.17 The favourable variance against the HRA income budget relates to house rental income exceeding budget. A prudent approach was taken when setting the rental income budget from 2025/26 given the uncertainty over the timing of new build and buy back properties being available for rent. A mid-year review has forecast rental income to exceed budget. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The main financial risks to the ongoing financial position relate to unforeseen cost being identified between now and the end of the financial year. This can affect all service areas. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9. Consultation 9.1 All services involved in delivering the HRA revenue budget have been consulted during the compilation of this report. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Page 285
Page 286
Laurence Slavin Chief Officer – Resources Date: 29 October 2025 ___________________________________________________________________ Person to Contact: Jim McCarron - Business Unit Finance Partner Telephone: 07772 322055 e-mail james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - Budgetary Position (Revenue) Appendix 2 - Variance analysis (Revenue) Background Papers: None Wards Affected: All Page 286
Page 287
WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 HRA REVENUE BUDGETARY CONTROL 2025/26 PERIOD END DATE Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Annual RAG Status £000 £000 £000 £000 % Employee Costs 7,855 3,376 8,102 247 3% Property Costs 1,349 577 1,386 37 3% Transport Costs 154 74 177 23 0% Supplies, Services And Admin 418 170 409 (9) -2% Support Services 2,584 1,077 2,586 2 0% Other Expenditure 420 165 397 (23) -5% Repairs & Maintenance 12,173 5,147 12,469 296 2% Open Space Maintenance 908 322 772 (136) -15% Bad Debt Provision 1,119 529 1,269 150 13% Void Loss (Council Tax / Lost Rents) 831 467 1,120 289 35% Loan Charges 29,055 11,381 27,314 (1,741) -6% Total Expenditure 56,866 23,285 56,001 (865) -2% House Rental Income (55,961) (23,446) (56,270) (309) 1% Lockup Rental Income (232) (97) (233) (1) 0% Other Rental income (137) (56) (134) 3 -2% Factoring Income (448) (179) (430) 18 -4% Miscellaneous Income (123) (35) (84) 39 -32% Total Income (56,901) (23,813) (57,151) (250) 0% Net Expenditure (35) (528) (1,150) (1,115) 31 August 2025 Subjective Summary Forecast Variance 2025/26 Page 287
Page 288
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/2026 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 August 2025 PERIOD 5 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Employee Costs 7,855 8,102 247 3% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Repairs & Maintenance 12,173 12,469 296 2% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Open Space Maintenance 908 772 (136) -15% Main Issues Mitigating Action Anticipated Outcome A year end underspend Subjective Description Open space maintenance on HRA land and ad-hoc works on void and homeless properties instructed by housing staff Variance Narrative Reduce work specifcation agreed with Greenspace to delvier an in-year saving. This saving is currently under review. None Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Variance Analysis Forecast Variance 2025/26 Subjective Description Subjective Analysis RAG Status Employees charged directly to the HRA. Variance Narrative Recruitment of critical posts and higher employer national insurance costs are creating a cost pressure. The forecast also incudes a cost pressure for a higher than estimated pay settlement. COSLA have offered employees a 4% pay award for 2025/26, the estimates included a 3% provision. Management will target staffing efficiencies, including tighter controls on staff recruitment and overtime. A year end overspend. Officers have reviewed the repairs spend and identified a potential saving against the 2025/2026 repair and maintenance budget by transferring qualifying repair spend to the HRA capital programme, primarily revenue funded works that extend the lifespan of the assets. Furthermore, Electrical Installation Condition Report (EICR) spend that is complementary to the environmental sensor installation programme has also been funded from the HRA capital programme. A year end overspend. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Responsive and planned repair and maintenance services to houses and lockups and income recovered from tenant rechargeable and owner occupier repairs. Variance Narrative A high volume of repair orders and ongoing inflationary pressures are driving up costs, with the most significant pressure across responsive repair budgets Page 288
Page 289
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/2026 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 August 2025 PERIOD 5 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Bad Debt Provision 1,119 1,269 150 13% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Void Loss (Council Tax / Lost Rents) 831 1,120 289 35% Main Issues Mitigating Action Anticipated Outcome Variance Analysis Subjective Analysis Forecast Variance 2025/26 A year end overspend. Variance Analysis Forecast Variance 2025/26 Variance Narrative Subjective Analysis RAG Status RAG Status Housing staff will continue to engage with utility companies to highlight meter issues that are preventing properties being available for let. Housing and Building Services staff will continue to prioritise the repair and subsequent allocation of longer term void properties. Housing staff will continue to develop and argue the case for additional council tax relief. Subjective Description Lost rental income for void houses and lockups and the cost of council tax on long term void properties. Subjective Description Provision for uncollected rent across range of HRA debts, including rent arrears, rechargeable repairs and factoring services. Void numbers and council tax payments for longer term void houses are forecast to exceed budget. There are ongoing challenges with utility companies as council staff try and resolve debt on meters and meter reconnections. The poor performance of the utility companies adversely impacts on the length of time properties are void and leads to more empty properties incurring a council tax liability. The service is also working with the council tax team / the assessor service to secure maximum relief for several of our longer-term void properties. Variance Narrative The Council needs to make prudent provision for the non collection of HRA debt. HRA debt has been increasing as officers more stringently apply the rechargeable repairs policy for repairs caused by tenant neglect / abuse. These debts are difficult to collect because tenants often have multiple other debts with the Council and others. A review of the bad debt provision has identified a need to further increase the amount set aside for irrecoverable debt. Housing and Corporate Debt staff continue to work closely to maximise contact with customers with debt and to put in place reasonable affordable repayment plans that take account of customers personal circumstances. A year end overspend. Page 289
Page 290
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/2026 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 August 2025 PERIOD 5 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Loan Charges 29,055 27,314 (1,741) -6% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % House Rental Income (55,961) (56,270) (309) 1% Main Issues Mitigating Action Anticipated Outcome Subjective Analysis Forecast Variance 2025/26 RAG Status A year end underspend. Subjective Description Loans Fund repayments and the payment of interest and expenses on outstanding HRA debt. Variance Narrative HRA capital debt at 31 March 2025 was lower than forecast and this led to lower debt servicing costs across both debt repayment and debt interest. Furthermore, the forecast at BCR05 is for the HRA capital spend 25/26 to be less than budget, lowering the HRA borrowing requirement 25/26 and, consequently, lower then budgeted interest charges this year. Finally, there is a one off treasury management credit of £818,000 available for the HRA following a restructure of a number of council loans. None. Variance Analysis A year end over-recovery Subjective Description Income from the letting of housing stock to tenant and to the homeless service. Variance Narrative A prudent approach was taken when setting the income budget from 2025/26 given the uncertainty over the timing of new build and buy back properties being available for rent. A mid- year review has forecast rental income to be £309,000 (0.5%) more than budget. None. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Page 290
Page 291
WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council: 29 October 2025 _________________________________________________________________ Subject: General Services Capital Budgetary Control Report 2025/26 to 31 August 2025 (Period 5). 1. Purpose 1.1 This report provides an update on the General Services capital financial performance to 31 August 2025. 2. Recommendations 2.1 Members are asked to: a) Note the current position of the 2025/26 General Services capital budget. b) Approve the revised completion dates in respect of 5 projects detailed in Appendix 2 (Para 4.4). c) Note the reprofiling of 6 projects in Appendix 3 of (£4.237m) over the project life. d) Approve £0.027m of additional capital budget for data strategy (Para 4.9) e) Approve £1.316m of additional capital budget for plant and machinery replacement strategy (Para 4.10). f) Approve £0.352m of additional capital budget for vehicle replacement strategy (Para 4.11). 3. Background 3.1 On 5 March 2025 the Council approved the updated General Services Capital Plan for 2025/2026 to 2034/35. The three years from 2025/26 to 2026/28 were approved in detail with the remaining years being indicative. The budget agreed was £73.780m for 2025/26 and £307.818m for the project life budget. 4. Main Issues 4.1 Exhibit 1 sets out the revised capital budget at period 3 as reported to Council on 27 August 2025. Exhibit 1: Revised Capital Budget as at 30 June 2025. 2025/26 (£m) Project Life (£m) Capital Budget Agreed 5 March 2025 73.780 307.818 ITEM 19 Page 291
Page 292
Updates reported to Council on 27 August plus adjustments for year-end carried forward balances 5.150 5.536 Reprofiling reported to Council on 27 August (7.118) 0 Revised Capital Budget as at Period 3 71.812 313.354 4.2 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – Project Life Summary by Chief Officer Appendix 2 – Off Track Projects Appendix 3 – Changes to Capital Plan for Noting Appendix 4 – All Approved Projects 4.3 The overall programme summary report at Appendix 1 shows that planned expenditure against the budget is currently on track. Note Appendix 1 is constructed assuming all changes in this report are approved. 4.4 Appendix 2 highlights 5 projects currently showing as off-track, all of which are due to revised completion dates. Project RR 5 (Regeneration Fund) is off track due to the Waterfront Walkway progress being dependent on external factors, with an anticipated completion date of 31 March 2029. Project RR 7 (Level Up Funding) is off track due to the project delivery taking longer than initially expected. Resulting in an updated completion date of 31 December 2027. Project RN 16 (Allotment Development) is off track due to a delay in the tender process as a result of a service restructure and allocation of new resources. The project completion date has been extended to 31 March 2027. Project RN 17 (Waste Transfer Station) has currently been paused as the construction cost is significantly higher than the available budget. In addition following the implementation of the Net Zero Cooperation Agreement the Council now has resilience and this will be monitored and reported to Council to consider whether the project is still required. The completion date for the project has therefore been extended to 31 March 2029 while this monitoring and discussions are taking place. Project RN 23 (Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields) is off track due to a delay in the tender process because of Council service restructure and the allocation of new resources. Posties Park (to be renamed to commemorate Lachie Stewart) is now not expected to progress as anticipated, the balance of the budget is being rephased to 2026/27 pending an appropriate site being identified. 4.5 Appendix 3 highlights 6 projects where the expenditure requires to be reprofiled but there is no need for additional budget. Page 292
Page 293
4.6 Exhibit 2 sets out the revised capital budget at period 5 assuming approval by Council of all recommendations contained within this report. Exhibit 2: Revised Capital Budget 2025/26 (£m) Project Life (£m) Capital Budget as at 30 June 2025 71.812 313.354 New Funding – RN 31 Bus Infrastructure Fund (Para 4.8) 0.050 0.050 New Funding – RN 32 People and Places – Transport Scotland (Para 4.8) 0.035 0.035 New Funding – RN 34 Nature Restoration Fund (Para 4.8) 0.185 0.185 New Funding – RN 35 Road Safety Improvement Fund (Para 4.8) 0.185 0.185 New Funding – RES 15 Design, Creation, Installation of Digital Content for Glencairn House (Para 4.8) 0.187 0.187 Additional Funding – RN 25 Active Travel (Para 4.8) 0.306 0.306 Additional Funding – RN 27 Implementation 20mph Speed Limits (Para 4.8) 0.458 0.458 Added RN 33 Shared Prosperity Funding – Open Places (Para 4.8) 0.396 0.396 Added RR 12 Hybrid Meetings Equipment (Para 4.8) 0.053 0.053 Approved P&T 5 Capital Bid – Data Strategy (Para 4.9) 0.027 0.027 Approved RN 30 Capital Bid – Plant and Machinery Replacement (Para 4.10) 0.516 1.316 Approved Capital Bid – Vehicle Replacement Strategy (Para 4.11) (added to RN 5) 0.352 0.352 Proposed revised Capital Budget as at Period 5 74.562 316.904 Reprofiling over project life (Appendix 3) (4.237) 0 Proposed revised Capital Budget as at Period 5 subject to Council Approval 70.325 316.904 4.7 Appendix 4 shows all projects with approved in year and project life budgets as well as anticipated expenditure. It highlights that the 2025/26 budget is £74.562m. Spend as at period 5 is £14.975m (21.29%) of the current forecast spend of £70.325m. 4.8 Other minor changes to the capital plan included in the summarised plan in appendix 4 are: New funding has been received from Scottish Government of £0.050m for Bus Infrastructure Fund (RN 31) to support improvements to bus infrastructure and accessibility. Page 293
Page 294
New funding has been received from Transport Scotland of £0.035m for People and Place Local Authority Direct Award (RN 32) for active and sustainable travel behaviour change programme. New funding has been received from Scottish Government of £0.185m for Nature Restoration Fund (RN 34) to support approaches to restoring biodiversity. New funding has been received from Transport Scotland of £0.185m for Road Safety Improvement Fund (RN 35). New funding from Strathleven Foundation for Inspiring Change for the Design, Creation, Installation, and ongoing Management of Digital Content for Glencairn House (RES 15) of £0.187m. Additional funding from Scottish Government for Active Travel (RN 25) of £0.306m to support and promote active travel within the authority and to improve active travel links. Additional funding from Transport Scotland for Implementation of 20mph Speed Limits (RN 27) of £0.458m. Shared Prosperity Funding (RN 33) of £0.396m for open places such as West Bridgend Community Space and Allotments. Addition of Hybrid Meetings Equipment (RR 12) approved at Council on the 27 August 2025 of £0.053m to replace conference units and microphones to allow hybrid meetings to continue with improved sound quality. 4.9 Members are asked to approve a capital budget of £0.027m to fund data strategy. This bid has been reviewed by the Strategic Asset Management Group who recommend that £0.027m is added to the Capital plan to allow the People and Technology team to provide a robust data strategy which would be the cornerstone of creating a sustainable, modern data ecosystem capable of meeting the council’s evolving needs while improving outcomes for its residents. A data strategy provides a unified framework for aligning data governance, technology, and processes with organisational goals. This approach positions West Dunbartonshire Council to effectively transform its data into a strategic asset that can be better utilised and controlled to achieve financial efficiencies and benefits while addressing challenges and setting the foundation of a clear path for long-term data-driven success. The new data platform and modern ways of working will drive operational efficiencies and bring time-saving benefits forecast from the outset. The Council can also better understand the changing landscape of public sector demand on services and keep pace with legislative demands on statutory services, and privacy and security requirements. Page 294
Page 295
This project has been included in appendix 4 (P&T 5). 4.10 Members are asked to approve a capital budget of £1.316m for the plant and machinery replacement program. This bid has been reviewed by the Strategic Asset Management Group who recommend that £1.316m is added to the Capital plan to allow the Roads and Neighbourhood team to replace plant and machinery which is no longer fit for purpose. This project has been included in appendix 4 (RN 30). 4.11 Members are asked to approve a capital budget of £0.352m for the vehicle replacement strategy. This bid has been reviewed by the Strategic Asset Management Group who recommend that £0.352m is added to the Capital plan to allow the Roads and Neighbourhood team to replace vehicles which are no longer fit for purpose. This project has been included in appendix 4 (included within RN 5). 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) As a consequence of current market conditions, inflation is high and interest rates continue to be volatile. To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) Page 295
Page 296
9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the capital budgets have been consulted in the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. ______________ Laurence Slavin Chief Officer – Resources Date: 22 September 2025 Person to Contact: Lynsey Dickson Council Offices, Church Street, Dumbarton E-mail: lynsey.dickson@west-dunbarton.gov.uk Appendices: Appendix 1 – Project Life Summary by Chief Officer Appendix 2 – Off Track Projects Appendix 3 – Changes to Capital Plan for Noting Appendix 4 – All Approved Projects Background Papers: General Services Capital Plan Update - Council 6 March 2024 General Services Capital Plan Update - Council 5 March 2025 Capital Budgetary Control Report (P3) – Council 27 August 2025 Review of Hybrid Meetings of Council and Committees – Council 27 August 2025 Wards Affected All Wards Page 296
Page 297
West Dunbartonshire Council Appendix 1 General Services Capital 2025/26 Summary at Period 5 Project Life Budget Project Life Forecast Spend Project Life Variance On Track/Complete Off Track £'000 £'000 £'000 Resources 52,363 52,363 0 15 0 Citizen, Cultural and Facilities 3,173 3,173 0 2 0 Regulatory and Regeneration 56,991 56,991 0 10 2 Roads and Neighbourhoods 124,631 124,631 0 32 3 Education 60,899 60,899 0 5 0 HSCP 9,127 9,127 0 3 0 People and Technology 9,720 9,720 0 5 0 Total 316,904 316,904 0 72 5 Page 297
Page 298
West Dunbartonshire Council Appendix 2 General Services Capital 2025/26 Projects that are Off Track at Period 5 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 Regulatory and Regeneration RR5 - Regeneration Fund 3,824 3,824 - 31/03/2028 31/03/2029 Regulatory and Regeneration RR7 - Level Up Funding 10,249 10,249 - 31/12/2026 31/12/2027 Roads and Neighbourhood RN16 - Allotment Development 180 180 - 31/12/2026 31/03/2027 Roads and Neighbourhood RN17 - Waste Transfer Station 1,821 1,821 - 31/03/2026 31/03/2029 Roads and Neighbourhood RN23 - Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields 2,203 2,203 - 31/03/2026 31/03/2027 Project Name: Project - RR5 Regeneration Fund Project Manager: Elaine Troup Initial Completion End Date: 31/03/2028 Revised End Date: 31/03/2029 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2029 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RR7 Level Up Funding Project Manager: Elaine Troup Initial Completion End Date: 31/12/2026 Revised End Date: 31/12/2027 How was this project initially funded: Please Detail any additional funding: Level Up Government Grant n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/12/2027 Level Up Government Grant What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Dumbarton Artizan element of project is taking longer to deliver than first anticipated, due to additional pre-commencement activities including site investigations which took longer than expected. Source of Funding: n/a Final budget spend now anticipated to be spent by end of 2028/29, with Waterfront Walkway progress being dependent on external factors. Source of Funding: n/a Page 298
Page 299
Project Name: Project - RN16 Allotment Development Project Manager: Ian Bain Initial Completion End Date: 31/12/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2027 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RN 17 Waste Transfer Station Project Manager: Gail Macfarlane Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2029 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2029 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RN 23 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields Project Manager: Ian Bain Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? Search underway for new suitable site New Completion Date: 31/03/2027 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a n/a Delay in tender process due to Council service restructure and allocating new resource. Posties Park now not expected to progress as anticipated. Balance of budget to be rephased to 26/27, pending appropriate site being identified. Source of Funding: n/a Delay in tender process due to Council service restructure and allocating new resource Source of Funding: n/a The outline design has been completed and the construction cost is significantly higher than the available budget. In addition following the implementation of the Net Zero Cooperation Agreement the Council now has resilience and this will be monitored and reported to Council to consider whether the project is still required. Source of Funding: Page 299
Page 300
West Dunbartonshire Council Appendix 3 General Services Capital 2025/26 Changes to Capital Plan and Implications at P5 Regulatory and Regeneration Project - RR5 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Regeneration Fund 31/03/2028 31/03/2029 2,000 1,824 0 0 0 0 0 0 3,824 Regeneration Fund Revised (200) 200 1,074 1,670 880 0 0 0 0 0 3,824 Explanation Project - RR7 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Level Up Funding 31/12/2026 31/12/2027 7,076 3,173 0 0 0 0 0 0 0 10,249 Level Up Funding Revised 900 6,176 4,073 0 0 0 0 0 0 0 10,249 Explanation Dumbarton Artizan element of project is taking longer to deliver than first anticipated, due to additional pre-commencement activities including site investigations which took longer than expected. Roads and Neighbourhood Project - RN16 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Allotment Development 31/12/2026 31/03/2027 180 0 0 0 0 0 0 0 0 180 Allotment Development Revised 58 123 58 0 0 0 0 0 0 0 180 Explanation Delay in tender process due to Council service restructure and allocating new resource Project - RN17 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Waste Transfer Station 31/03/2026 31/03/2029 1,821 0 0 0 0 0 0 0 0 1,821 Waste Transfer Station Revised 1,821 0 0 0 1,821 0 0 0 0 0 1,821 Explanation Project - RN18 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Play Area Upgrade Programme 31/03/2030 31/03/2030 613 100 100 100 100 100 100 100 100 1,413 Play Area Upgrade Programme Revised 237 376 337 100 100 100 100 100 100 100 1,413 Explanation Delay in tender process due to Council service restructure and allocating new resource Project - RN23 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. 31/03/2026 31/03/2027 2,203 0 0 0 0 0 0 0 0 2,203 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields Revised 1,422 782 1,422 0 0 0 0 0 0 0 2,203 Explanation Delay in tender process due to Council service restructure and allocating new resource. Posties Park now not expected to progress as anticipated. Balance of budget to be rephased to 26/27, pending appropriate site being identified. There is a requirement to accelerate £0.200m to 2025/26 for upfront spend requirements for Scottish Marine Technology Park (SMTP) project, including consultancy fees. Final budget spend now anticipated to be spent by end of 2028/29, with Waterfront Walkway progress being dependent on external factors. The outline design has been completed and the construction cost is significantly higher than the available budget. In addition following the implementation of the Net Zero Cooperation Agreement the Council now has resilience and this will be monitored and reported to Council to consider whether the project is still required. Page 300
Page 301
West Dunbartonshire Council Appendix 4 General Services Capital 2025/26 All Projects Approved at P5 Service Project Completion Date Revised End Date Project Life Budget Spend to 31/03/2025 Spend Projected in Current Year Projected Future Spend Total Projected Spend Project Variance Approved Budget 2025/26 Actual to date 2025/26 Projected Spend In Year Variance £000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 RES 1 Valuation Joint Board - Requisition of ICT Equipment 31 March 2028 31 March 2028 30 17 4 9 30 0 4 0 4 0 RES 2 Agresso Development 31 March 2026 31 March 2026 92 86 6 0 92 0 6 1 6 0 RES 3 Cost of Living 31 March 2026 31 March 2026 512 502 10 0 512 0 10 10 10 0 RES 4 Community Success Capital Fund 31 March 2026 31 March 2026 150 0 150 0 150 0 150 26 150 0 RES 5 Community Sports Success 31 March 2026 31 March 2026 250 10 240 0 250 0 240 0 240 0 RES 6 Strathleven Place (formerly part of Glencairn House project) 31 March 2026 31 March 2026 1,590 0 1,590 0 1,590 0 1,590 0 1,590 0 RES 7 New Sports Changing Facility Dumbarton West (Old OLSP site) 31 March 2026 31 March 2026 349 9 340 0 349 0 340 0 340 0 RES 8 Building Upgrades and H&S - lifecycle & reactive building upgrades 31 March 2026 31 March 2026 24,704 0 2,536 22,168 24,704 0 2,536 108 2,536 0 RES 9 Direct Project Support 31 March 2026 31 March 2026 14,274 0 1,586 12,688 14,274 0 1,586 217 1,586 0 RES 10 Depot Rationalisation 31 March 2027 31 March 2027 8,500 2,335 1,779 4,386 8,500 0 1,779 68 1,779 0 RES 11 Finance Ledger System 31 March 2027 31 March 2027 1,000 34 430 536 1,000 0 430 15 430 0 RES 12 Community Sports Facility at Millburn 31 March 2028 31 March 2028 500 0 20 480 500 0 20 0 20 0 RES 13 Holm Park Community Football Academy Accesibility Project 31 March 2026 31 March 2026 75 0 75 0 75 0 75 0 75 0 RES 14 4G Football pitch at Faifley Knowles 31 March 2026 31 March 2026 150 0 0 150 150 0 0 0 0 0 RES 15 Design, Creation, Installation of Digital Content for Glencairn House 31 March 2026 31 March 2026 187 0 187 0 187 0 187 0 187 0 Total Resources 52,363 2,993 8,953 40,417 52,363 0 8,952 446 8,953 0 CCF 1 Heritage Capital Fund 31 March 2025 31 March 2025 2,798 2,798 0 0 2,798 0 0 (412) 0 0 CCF 2 Transformation of Infrastructure Libraries and Museums 31 March 2026 31 March 2026 375 375 0 0 375 0 0 0 0 0 Total CCCF 3,173 3,173 0 0 3,173 0 0 (412) 0 0 RR 1 Legal Case Management System 31 March 2026 31 March 2026 33 0 33 0 33 0 33 0 33 0 RR 2 Installation of Solar PV at Clydebank Leisure Centre 31 March 2026 31 March 2027 61 4 0 57 61 0 0 0 0 0 RR 3 Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing 31 March 2026 31 March 2027 290 64 0 226 290 0 0 0 0 0 RR 4 Regeneration/Local Economic Development 31 March 2026 31 March 2026 8,228 0 758 7,470 8,228 0 758 50 758 0 RR 5 Regeneration Fund 31 March 2028 31 March 2029 10,931 7,107 200 3,624 10,931 0 0 0 200 200 RR 6 Place Based Investment 31 March 2026 31 March 2026 1,807 1,401 406 0 1,807 0 406 0 406 0 RR 7 Level Up Funding 31 March 2026 31 December 2027 22,100 11,851 6,176 4,073 22,100 0 7,076 1,983 6,176 (900) RR 8 Level Up Capacity Funding 31 March 2026 31 March 2026 320 160 160 0 320 0 160 0 160 0 RR 9 District Heating Network Expansion 31 March 2028 31 March 2028 11,104 259 201 10,644 11,104 0 201 12 201 0 RR10 Clyde Mission Catalyst Fund 31 March 2026 31 March 2027 2,000 673 625 702 2,000 0 625 182 625 0 RR11 Securing sites to make safe 31 March 2026 31 March 2026 66 35 30 0 66 0 30 7 30 0 RR12 Hybrid Meetings Equipment 31 March 2026 31 March 2026 53 0 53 0 53 0 53 0 53 0 Total Regulatory and Regeneration 56,991 21,553 8,643 26,796 56,991 0 9,342 2,234 8,643 (700) RN 1 Infrastructure - Roads 31 March 2026 31 March 2026 23,010 0 2,658 20,352 23,010 0 2,658 38 2,658 0 RN 2 Flood Risk Management 31 March 2026 31 March 2026 2,180 0 685 1,495 2,180 0 685 20 685 0 RN 3 Street lighting and associated electrical infrastructure 31 March 2026 31 March 2026 900 0 100 800 900 0 100 0 100 0 RN 4 Flood Prevention 31 March 2026 31 March 2026 450 257 193 0 450 0 193 18 193 0 RN 5 Vehicle Replacement 31 March 2026 31 March 2026 13,217 0 4,975 8,242 13,217 0 4,975 1,078 4,975 0 RN 6 Auld Street Clydebank - Bond 31 March 2026 31 March 2026 256 214 42 0 256 0 42 0 42 0 RN 7 Clydebank Charrette, A814 31 March 2026 31 March 2026 4,303 4,251 52 0 4,303 0 52 11 52 0 RN 8 Roads Plant 31 March 2026 31 March 2026 79 79 0 0 79 0 0 0 0 0 RN 9 A813 Road Improvement Phase 1 31 March 2026 31 March 2026 1,700 1,379 322 0 1,700 0 322 8 322 0 RN 10 Traffic Signal Updates 31 March 2026 31 March 2026 300 286 14 0 300 0 14 0 14 0 RN 11 Gruggies Burn Flood Prevention 31 March 2028 31 March 2028 15,028 987 882 13,160 15,028 0 882 10 882 0 RN 12 River Leven Flood Prevention Scheme 31 March 2026 31 March 2026 801 181 620 0 801 0 620 0 620 0 RN 13 Public non-adopted paths and roads 31 March 2026 31 March 2026 2,341 0 541 1,800 2,341 0 541 30 541 0 RN 14 Cemetery Extension, North Dalnotter 31 March 2026 31 March 2026 264 14 250 0 264 0 250 0 250 0 RN 15 Vale of Leven Cemetery 31 March 2025 31 March 2025 925 912 13 0 925 0 13 13 13 0 RN 16 Allotment Development 31 March 2026 31 March 2027 492 312 123 58 492 0 180 23 123 (58) RN 17 Waste Transfer Station 31 March 2026 31 March 2029 1,980 159 0 1,821 1,980 0 1,821 0 0 (1,821) RN 18 Play Area Upgrade Programme 31 March 2030 31 March 2030 2,007 594 376 1,037 2,007 0 613 136 376 (237) RN 19 East End Park Resurfacing 31 March 2026 31 March 2026 385 183 202 0 385 0 202 23 202 0 RN 20 Balloch Mountain Bike Track 31 March 2026 31 March 2026 450 7 443 0 450 0 443 0 443 0 RN 21 Pappert 2G Pitch 31 March 2026 31 March 2026 251 8 242 0 251 0 242 120 242 0 RN 22 Kilmaronock Cemetery Extension 31 March 2026 31 March 2026 50 45 5 0 50 0 5 0 5 0 RN 23 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. 31 March 2026 31 March 2027 2,250 47 782 1,422 2,250 0 2,203 0 782 (1,422) RN 24 Exxon City Deal 31 March 2028 31 March 2028 46,942 11,370 20,585 14,988 46,942 0 20,585 3,986 20,585 0 RN 25 Active Travel 31 March 2028 31 March 2028 942 0 942 0 942 0 942 27 942 0 RN 26 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides 31 March 2028 31 March 2028 278 0 278 0 278 0 278 0 278 0 RN27 Transport Scotland 24-25 Implementation 20MPH Speed Limits 31 March 2028 31 March 2028 458 0 458 0 458 0 458 0 458 0 RN 28 Review of schools speed Limits 31 March 2028 31 March 2028 75 0 75 0 75 0 75 0 75 0 RN 29 Roads Lining and Signing 31 March 2027 31 March 2027 150 0 150 0 150 0 150 0 150 0 RN 30 Plant and Machinery Replacement 31 March 2026 31 March 2026 1,316 0 516 800 1,316 0 516 0 516 0 RN 31 Bus Infrastructure Fund 31 March 2026 31 March 2026 50 0 50 0 50 0 50 0 50 0 RN 32 People and Places - Transport Scotland 31 March 2026 31 March 2026 35 0 35 0 35 0 35 0 35 0 RN 33 Shared Prosperity Funding - Open Places 31 March 2026 31 March 2026 396 0 396 0 396 0 396 0 396 0 RN 34 Nature Restoration Fund 31 March 2026 31 March 2026 185 0 185 0 185 0 185 0 185 0 RN 35 Road Safety Improvement Fund 31 March 2026 31 March 2026 185 0 185 0 185 0 185 0 185 0 Total Roads and Neighbourhood 124,631 21,285 37,372 65,974 124,631 0 40,909 5,540 37,372 (3,537) EDUC 1 AV Equipment - Education 31 March 2030 31 March 2030 859 356 96 407 859 0 96 3 96 0 EDUC 2 Digital Inclusion 31 March 2026 31 March 2026 356 328 28 0 356 0 28 28 28 0 EDUC 3 Schools Estate Improvement Plan - next Phase - Faifley Campus 31 March 2027 31 March 2027 36,515 24,767 8,994 2,754 36,515 0 8,994 6,678 8,994 0 EDUC 4 Schools Estate Improvement Plan 31 March 2026 31 March 2026 21,904 19,921 1,983 0 21,904 0 1,983 (272) 1,983 0 EDUC 5 Free School Meals Expansion 31 March 2026 31 March 2026 1,265 23 1,242 0 1,265 0 1,242 3 1,242 0 In YearFull Project Life Page 301
Page 302
Service Project Completion Date Revised End Date Project Life Budget Spend to 31/03/2025 Spend Projected in Current Year Projected Future Spend Total Projected Spend Project Variance Approved Budget 2025/26 Actual to date 2025/26 Projected Spend In Year Variance £000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Total Education 60,899 45,395 12,343 3,161 60,899 0 12,343 6,441 12,343 0 HSCP 1 Special Needs - Aids & Adaptations for HSCP clients 31 March 2026 31 March 2026 6,646 0 765 5,881 6,646 0 765 123 765 0 HSCP 2 ICT Modernisation HSCP 31 March 2026 31 March 2026 1,819 0 164 1,655 1,819 0 164 7 164 0 HSCP 3 Community Alarm upgrade 31 March 2026 31 March 2026 662 0 307 355 662 0 307 90 307 0 Total HSCP 9,127 0 1,236 7,891 9,127 0 1,236 219 1,236 0 P&T 1 ICT Modernisation 31 March 2026 31 March 2026 4,579 0 696 3,883 4,579 0 696 288 696 0 P&T 2 ICT Security & DR 31 March 2026 31 March 2026 3,833 0 737 3,096 3,833 0 737 179 737 0 P&T 3 365 Implementation 31 March 2026 31 March 2026 983 757 226 0 983 0 226 39 226 0 P&T 4 Development of Workforce Management System 31 March 2030 31 March 2030 298 0 93 205 298 0 93 0 93 0 P&T 5 Data Strategy 31 March 2026 31 March 2026 27 0 27 0 27 0 27 0 27 0 Total P&T 9,720 757 1,779 7,184 9,720 0 1,779 506 1,779 0 Overall Total 316,904 95,156 70,325 151,422 316,904 0 74,562 14,975 70,325 (4,237) Page 302
Page 303
West Dunbartonshire Council Report by the Chief Officer - Resources Council: 29 October 2025 Subject: 2024/25 Treasury Management Annual Report 1. Purpose 1.1 The purpose of this report is to provide members with an update on treasury management during 2024/25. 1.2 The Audit Committee at its meeting on 24 September 2025 considered a report by the Chief Officer – Resources (1) advising of the operation of the treasury function and its activities during 2024/25 and (2) requesting that the report be remitted to West Dunbartonshire Council for approval. A copy of the report to the Audit Committee is attached at appendix 1. 2. Recommendations 2.1 Members are requested to note; (a) The Treasury Management Annual Report as appended to this report; and (b) That the Treasury Management Annual Report was presented to the Audit Committee on 24 September 2025. 3. Background 3.1 In accordance with the Treasury Policy governing the Council’s treasury management activities the Chief Officer - Resources is required to provide an Annual Report to Members regarding the Treasury function. 3.2 One of the key clauses is that a responsible body is required to ensure effective scrutiny of the treasury management strategy and polices. Within West Dunbartonshire Council the body identified to fulfil this role is the Audit Committee. 4. Main Issues 2024/25 Treasury Management Annual Report 4.1 A copy of the 2024/25 Treasury Management Annual Report is attached (Appendix 1) with it based upon the Council’s unaudited 2024/25 Financial Statements. 4.2 The report details the loans borrowed and repaid during the course of the year, associated interest rates and debt rescheduling undertaken. 4.3 External borrowing (excluding Public Private Partnership (PPP) borrowing and leases) has increased during the year from £718.597m at the beginning of the year to £789.860m at the end of the year. This was mainly due to capital ITEM 20 Page 303
Page 304
expenditure and the repayment of temporary loans. Over the year as new debt has been borrowed and maturing debt replaced, the average interest rate on loans held has decreased from 4.48% at 31 March 2024 to 4.35% at 31 March 2025. 4.4 Consideration was given to available interest rates, and mainly short-term borrowing has been utilised to finance the current capital programme to take advantage of slightly lower interest rates. 4.5 Investments have decreased as at the 31 March 2025 from £28.997m at the beginning of the year to £13.820m at the year-end. The average interest rate on these investments held as at 31 March 2025 decreased from 4.62% to 4.51%. 4.6 As at 31 March 2025 fixed rate borrowing under 12 months was 39.29%. This is below the maximum allowable limit for short term debt and is as a result of action taken to reprofile the debt from short term to long loans. We will continue to take action with a longer term target to bring short term borrowing toward a figure less than 30% of the overall debt portfolio however this needs to be done prudently whilst monitoring projected future interest rates. All other year end indicators advised within Appendix 1 of this report are within the limits previously agreed by Council. 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 financial or procurement implications. 8. Risk Analysis 8.1 There are three main risks associated with the formulation of prudential indicators. These are noted below. However the Council has robust monitoring processes in place and provides regular reports to Council and ensures further scrutiny by elected Members at the Audit Committee: (a) The risk of Counterparties default (i.e. loss of principal sum invested) however, the Council has robust controls included within its treasury management and investment strategies that will assist in mitigating this risk. (b) Capital inflation may increase capital expenditure levels, which in turn may affect the capital financing and borrowing requirement leading to an increase Page 304
Page 305
in borrowing, assuming no additional capital receipts or other funding are available. (c) Capital receipts which affect the capital financing and borrowing requirement may not materialise which would require additional borrowing to fund the financing requirement. 9. Equalities Impact Assessment 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report 11. Consultation 11.1 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 5 strategic priorities of the Council’s Strategic Plan. 12.2 Treasury management contributes to the Financial Strategy via the interdependency that exists between pro-active treasury management and the formulation of long term financial plans. Laurence Slavin Chief Officer - Resources Date: 24 September 2025 Person to Contact: Lynsey Dickson, Finance Business Partner Council Offices, Church Street Email: Lynsey.Dickson@west-dunbarton.gov.uk Appendix: Annual Report 2024/25 -Treasury Management and Actual Prudential Indicators Background Papers: Loans register and portfolio; Debt rescheduling schedules; Page 305
Page 306
Prudential Indicators 2024/25 to 2033/34 and Treasury Management Strategy 2024/25 to 2033/34 (Council 26 March 2025); Mid-Year Monitoring Report 2024/25 - Treasury Management and Prudential Indicators (Council 18 December 2024); and Treasury Management Annual Report 2023/24 (Council 18 December 2024) Local Government Finance Circular 5/2022 - statutory repayment of debt – short term financial flexibility: guidance Wards Affected: No wards directly affected. Page 306
Page 307
Appendix 1 Annual Report 2024/25 Treasury Management and Actual Prudential Indicators 1. Introduction 1.1 The Council’s treasury management activities are regulated by a variety of professional codes and statutes and guidance: The Local Government in Scotland Act 2003 (the Act), provides the powers to borrow and invest as well as providing controls and limits on this activity. The Act permits Scottish Ministers to set limits either on the Council or nationally on all local authorities restricting the amount of borrowing which may be undertaken (although no restrictions were made in 2024/25). Statutory Instrument (SSI) 29 of 2004, requires the Council to undertake any borrowing activity with regard to the CIPFA Prudential Code for Capital Finance in Local Authorities, and therefore operate the overall treasury function with regard to the CIPFA Code of Practice for Treasury Management in the Public Services; and the treasury activity with regard to the CIPFA Code of Practice for Treasury Management in Local Authorities. Statutory Instrument (SI) 2016 No 123 requires the Council to document its policy on the prudent repayment of loans fund advances. 1.2 The Council has adopted the CIPFA Code of Practice for Treasury Management in the Public Sector and the Prudential Code and operates its treasury management service and capital programme in compliance with these Codes and the above requirements. These require that the prime objective of the treasury management activity is the effective management of risk, and that its borrowing activities are undertaken in a prudent, affordable and sustainable basis. 1.3 During 2024/25 the minimum reporting requirements were that the Council should receive the following reports: an annual treasury strategy in advance of the new financial year (Council 27 March 2024) a mid-year treasury update report (Council 18 December 2024) an annual report following the financial year-end describing the activity compared to the strategy (this report). 1.4 This report sets out: A summary of the 2024/25 strategy. The Council’s treasury position at 31 March 2025. The main Prudential Indicators and compliance with limits. A summary of the economic factors affecting the strategy over 2024/25. The 2024/25 Treasury activity. Performance indicators set for 2024/25. Page 307
Page 308
Appendix 1 Disclosure regarding the repayment of loan fund advances for 2024/25. Risk and Performance. 2. A Summary of the 2024/25 Strategy 2.1 Borrowing – it is forecast that the capital borrowing need (the Capital Financing Requirement) will be almost fully funded by external borrowing which is a mixture of short term and long term debt. Against this background and the risk within the economic forecast, caution will be adopted with the 2025/26 treasury operations. The Section 95 Officer will monitor interest rates in financial markets and adopt a pragmatic approach to changing circumstances. 2.2 Investments - with the economic background at the time, the investment climate had one over-riding risk consideration - counterparty security risk. As a result of the underlying concerns, officers maintained an operational investment strategy which tightened the controls already in place in the approved investment strategy. The Council’s investment strategy primary objectives are safeguarding the re- payment of the principal and interest of its investments on time first and ensuring adequate liquidity second – the investment return being a third objective. 2.3 Based on the above, the treasury strategy was to postpone borrowing (by not borrowing in advance of need) and in particular minimise longer term borrowing to avoid the cost of holding higher levels of investments at higher interest rates and to reduce counterparty risk. 3. The Council’s Treasury Position at 31 March 2025 3.1 During 2024/25, the Chief Officer – Resources, in line with the Treasury Strategy, managed the debt position with the use of internal funds as well as a mix of short-term and long-term external borrowing, and the treasury position at 31 March 2025 compared with the previous year was: Table 1 Treasury position – excluding PPP 31 March 2024 31 March 2025 Principal Average Rate Principal Average Rate Fixed Interest Rate Debt £718.597m 4.48% £789.860m 4.35% Variable Interest Rate Debt £0.000m 0.00% £0.000m 0.00% Total Debt £718.597m 4.48% £789.860m 4.35% Total Investments £28.997m 4.62% £13.820m 4.51% Net borrowing position £689.600m £776.040m 3.2 From the above table, it can be seen that the average interest rate on the debt held as at 31 March has decreased from 4.48% in 2024 to 4.35% as at 31 March 2025. At the same time the average rate has decreased on the investments held as at 31 March from 4.62% in 2024 to 4.51% as at 31 March 2025. 3.3 The external debt figure included within Table 1 includes both short term and long term debt. Page 308
Page 309
Appendix 1 3.4 There are four treasury prudential indicators which cover the activity of the treasury function. Complying with these indicators reduces the risk of an adverse movement in interest rates impacting negatively on the Council’s overall position: Upper limits on variable rate exposure. Upper limits on fixed rate exposure. Maturity structures of borrowing. Total principal funds invested for greater than 365 days. 3.5 Table 2 shows the actual upper limits set per debt type and maturity as at 31 March 2025. Table 2 2024/25 Actual 2024/25 Revised Indicator Upper Limits on Fixed Interest Rates 100.00% 100.00% (Against maximum position) Upper Limits on Variable Interest Rates 0.00% 50.00% (Against maximum position) Maturity Structure Fixed Rate Year End Max Min Borrowing (%) Under 12 months 39.29% 50.00% 0% 12 months to 2 years 0.64% 50.00% 0% 2 years to 5 years 27.65% 50.00% 0% 5 years to 10 years 2.12% 50.00% 0% 10 years to 20 years 2.10% 50.00% 0% 20 years to 30 years 4.29% 50.00% 0% 30 years to 40 years 4.26% 50.00% 0% 40 years to 50 years 15.69% 100.00% 0% 50 years to 60 years 3.97% 100.00% 0% 60 years to 70 years 0.00% 100.00% 0% Maximum Principal Funds Invested £0.470m £1m Nil > 364 Days 4. The Main Prudential Indicators and Compliance with Limits 4.1 The Council is required by the Prudential Code to report the actual prudential indicators after the year end. 4.1.1 Capital Expenditure and its Financing This indicator shows total capital expenditure for the year and how this was financed. The decrease in capital expenditure between revised estimate and Page 309
Page 310
Appendix 1 actual as noted below in Table 3 is due to expenditure which has been reprofiled from 2024/25 into the 2025/26 capital programme, together with resources. The indicators for 2024/25 will be revised in line with this. Table 3 2024/25 2024/25 Revised Actual Estimate* Capital expenditure: £122.234m £124.471m Resourced by: Capital receipts and grants £22.955m £26.549m Revenue £0.051m £0.250m Capital expenditure - additional need to borrow for in-year capital spend £99.228m £97.672m * From the Treasury Strategy Report 4.1.3 IFRS 16 Leases A new accounting standard, IFRS 16 Leases has been adopted within the Local Authority Accounting Code of Practice and is applicable to accounts for the year ending 31 March 2025. This generally requires all leases to be recognised on the balance sheet, which impacts both assets and other long term liabilities. The capital element of the lease is included as obligations under finance leases/creditors. The lease rentals comprise capital and interest elements. The capital element is applied to reduce the outstanding obligation and the interest element is charged to revenue on a straight-line basis over the terms of the lease. It is important to note that although these technical accounting changes will impact the CFR, they do not impact the borrowing required to finance capital plans. 4.1.2 Gross Borrowing and the Capital Financing Requirement (CFR) In order to ensure that borrowing levels are prudent, over the medium term the Council’s gross borrowing must only be used for capital purposes. Gross borrowing should not therefore, except in the short term, exceed the total of the capital financing requirement in the preceding year (2024/25) plus the estimates of any additional capital financing requirement for the current (2025/26) and next two financial years. This essentially means that the Council is not borrowing to support revenue expenditure. This indicator allows the Council some flexibility to borrow in advance of its immediate capital needs in 2024/25. Table 4 shows that in 2024/25 the council was in a temporary overborrowed position at year end due to timing differences of repayments of borrowings taking advantage of available funds. Any overborrowed funds were invested in line with the Treasury Strategy until required for repayment of borrowings in early 2025/26. 4.1.3 The Chief Officer Resources can confirm the Council has complied with this indicator over the medium term (as can be seen by comparing the gross debt Page 310
Page 311
Appendix 1 figure at 31 March 2025 with the anticipated CFR at 31 March 2028 as detailed in Table 4 below), and in the short term, the adjusted gross borrowing position also under the CFR as at 31 March 2024. Table 4 2024/25 Actual 2024/25 Revised Indicator* Gross borrowing position per Table1 £789.860m £823.000m PPP Liability £82.853m £84.560m IFRS 16 Liability £1.926m £2.462m Adjusted gross borrowing position £874.639m £910.022m Capital Financing Requirement £871.164m £873.844m 2024/25 Actual CFR at 31 March 2025 2024/25 Actual £871.377m Estimated Movement in CFR* 2025/26 £73.524m 2026/27 £76.158m 2027/28 £48.094m Anticipated CFR at 31 March 2028 £1,084.398m Gross Debt at 31 March 2025 £874.639m * Estimated movements from treasury Management Strategy 2025/26 – March 2025 4.1.4 The Authorised Limit The Authorised Limit is the “Affordable Borrowing Limit” required by Section 35 of the Local Government in Scotland Act 2003. The Council does not have the power to borrow above this level. The information in Table 5 demonstrates that during 2024/25 the Council has maintained gross borrowing within its Authorised Limit. 4.1.5 The Operational Boundary The operational boundary is an indicator against which the Council monitors its external debt position. It is based on the Council’s estimate of the most likely (i.e. prudent but not worst case) scenario for external debt. Periods where the actual position is either below or over the Operational Boundary are acceptable subject to the Authorised Limit not being breached. The information in Table 5 demonstrates that during 2024/25 the Council has maintained gross borrowing within its Operational Boundary. 4.1.6 Actual financing costs as a proportion of net revenue stream Page 311
Page 312
Appendix 1 This indicator shows the actual impact of capital expenditure in 2024/25 compared to the projected impact of the General Services Capital Plan Refresh and the HRA Capital Plan Update as approved by Members on 5 March 2025. The cost of capital is described as loan charges within the revenue budgets. Table 5 * 2024/25 Revised Indicator - Authorised Limit £982.239m Revised Indicator - Operational Boundary £900.386m Maximum gross borrowing position during 2024/25 £801.256m Minimum gross borrowing position during 2024/25 £696.659m Estimated Actual Financing Costs as a proportion of net revenue stream General Fund 12.21% 7.25% Housing (HRA) 42.68% 50.37% * From Mid Year Report 18 December 2024 5. Summary of the Economic Factors affecting the Strategy during 2024/25 5.1 The Economy and Interest Rates 2024/25 – to March 2025 (Source: Link Treasury Management Annual Report Template 2024/25 Scotland April 2025) UK Economy UK inflation has proved somewhat stubborn throughout 2024/25. Having started the financial year at 2.3% y/y (April), the CPI measure of inflation briefly dipped to 1.7% y/y in September before picking up pace again in the latter months. The latest data shows CPI rising by 2.8% y/y (February), but there is a strong likelihood that figure will increase to at least 3.5% by the Autumn of 2025. Against that backdrop, and the continued lack of progress in ending the Russian invasion of Ukraine, as well as the potentially negative implications for global growth as a consequence of the implementation of US tariff policies by US President Trump in April 2025, Bank Rate reductions have been limited. Bank Rate currently stands at 4.5%, despite the Office for Budget Responsibility reducing its 2025 GDP forecast for the UK economy to only 1% (previously 2% in October). Moreover, borrowing has becoming increasingly expensive in 2024/25. Gilt yields rose significantly in the wake of the Chancellor’s Autumn Statement, and the loosening of fiscal policy, and have remained elevated ever since, as dampened growth expectations and the minimal budget contingency (<£10bn) have stoked market fears that increased levels of borrowing will need to be funded during 2025. The table below provides a snapshot of the conundrum facing central banks: inflation pressures remain, labour markets are still relatively tight by historical comparisons, Page 312
Page 313
Appendix 1 and central banks are also having to react to a fundamental re-ordering of economic and defence policies by the US administration. UK Eurozone US Bank Rate 4.50% 2.5% 4.25%-4.5% GDP 0.1%q/q Q4 (1.1%y/y) +0.1%q/q Q4 (0.7%y/y) 2.4% Q4 Annualised Inflation 2.8%y/y (Feb) 2.3%y/y (Feb) 2.8%y/y (Feb) Unemployment Rate 4.4% (Jan) 6.2% (Jan) 4.1% (Feb) The Bank of England sprung no surprises in their March meeting, leaving Bank Rate unchanged at 4.5% by a vote of 8-1, but suggesting further reductions would be gradual. The Bank of England was always going to continue its cut-hold-cut-hold pattern by leaving interest rates at 4.50% but, in the opposite of what happened at the February meeting, the vote was more hawkish than expected. This suggested that as inflation rises later in the year, the Bank cuts rates even slower, but the initial impact of President Trump’s tariff policies in April 2025 on the financial markets underpin our view that the Bank will eventually reduce rates to 3.50%. Having said that, the Bank still thinks inflation will rise from 2.8% in February to 3¾% in Q3. And while in February it said “inflation is expected to fall back thereafter to around the 2% target”, this time it just said it would “fall back thereafter”. That may be a sign that the Bank is getting a bit more worried about the “persistence in domestic wages and prices, including from second-round effects”. Accordingly, although we expect a series of rate cuts over the next year or so, that does not contradict the Bank taking “a gradual and careful” approach to cutting rates, but a tepid economy will probably reduce inflation further ahead and prompt the Bank to cut at regular intervals. From a fiscal perspective, the increase in businesses’ national insurance and national minimum wage costs from April 2025 is likely to prove a headwind, although in the near-term the Government’s efforts to provide 300,000 new homes in each year of the current Parliament is likely to ensure building industry employees are well remunerated, as will the clamp-down on immigration and the generally high levels of sickness amongst the British workforce. Currently wages continue to increase at a rate close to 6% y/y. The MPC would prefer a more sustainable level of c3.5%. As for equity markets, the FTSE 100 has recently fallen back to 7,700 having hit an all-time intra-day high 8,908 as recently as 3rd March. The £ has also endured a topsy-turvy time, hitting a peak of $1.34 before dropping to $1.22 in January and then reaching $1.27 in early April 2025. USA Economy Despite the markets willing the FOMC to repeat the rate cut medicine of 2024 (100 basis points in total), the Fed Chair, Jay Powell, has suggested that the Fed. Funds Page 313
Page 314
Appendix 1 Rate will remain anchored at 4.25%-4.5% until inflation is under control, and/or the economy looks like it may head into recession as a consequence of President Trump’s tariff policies. Inflation is close to 3% and annualised growth for Q4 2024 was 2.4%. With unemployment just above 4%, and tax cuts in the pipeline, the FOMC is unlikely to be in a hurry to cut rates, at least for now. EZ Economy The Eurozone economy has struggled throughout 2024 and is flat lining at present, although there is the promise of substantial expenditure on German defence/infrastructure over the coming years, which would see a fiscal loosening. France has struggled against a difficult political backdrop, but with a large budget deficit it is difficult to see any turn-around in economic hopes in the near-term. With GDP currently below 1% in the Euro-zone, the ECB is likely to continue to cut rates, although the headline inflation rate is still above 2% (2.3% February 2025). Currently at 2.5%, a further reduction in the Deposit Rate to at least 2% is highly likely. 5.2 Borrowing Rates in 2024/25 The graph for Public Works Loan Board (PWLB) interest rates below shows that interest rates have continued to increase and most PWLB rates have been on a general upward trend since May 2024. Source: Link Treasury Management Annual Report Template 2024/25 (Scotland) 6. 2024/25 Treasury Activity Page 314
Page 315
Appendix 1 6.1 Borrowing – The Council raised new short term loans of £259.300m during 2024/25 for the replacement of naturally maturing debt and to finance the Council’s capital programme. 6.2 Rescheduling – No debt rescheduling has taken place in 2024/25. 6.3 Repayment – The Council repaid naturally maturing debt of £243.000m. 6.4 Summary of Debt Transactions – The overall position of the debt activity resulted in the average annual interest rate paid throughout the year, year on year decreasing from 4.48% (2023/24) to 4.35% (2024/25) 6.5 Investment Policy – The Scottish Government issued The Local Government Investments (Scotland) Regulations 2010 on 1 April 2010. 6.6 The investment activity during the year conformed to the approved strategy, and the Council had no liquidity difficulties. 6.7 The Council’s short term cash investments decreased from £29.087m at the beginning of the year to £13.881m at the end of the year with an average balance of £10.693m and received an average return of 4.77% over the year. In addition to the short term cash investments the Council also had 2 long term investments in Clydebank Property Company and Hub West Scotland with a total value of £0.470m as at 31 March 2025 as identified in table 2 above (investments over 364 days). 7. Performance Indicators set for 2024/25 7.1 The treasury strategy defined a set of performance indicators covering the following areas: 7.1.1 Security - In the context of benchmarking, assessing security is a very subjective area. Security is currently evidenced by the application of minimum quality criteria to financial institutions that the Council may choose to invest in, primarily through the use of credit ratings supplied by the three main credit rating agencies (Fitch, Moody’s and Standard & Poors). The Council has benchmarked security risk by assessing the historical likelihood of default for investments placed with any institution with a long term credit rating of A- (this is the minimum long term credit rating used in the Council’s investment strategy). The Council’s maximum security risk is that 0.05% of investments placed with financial institutions could theoretically default based on global historical data. During the year all investments within the Council’s portfolio were repaid on their due dates with no defaults of the principal sums recorded. 7.1.2 Liquidity – As required by the CIPFA Treasury Management Code of Practice the Council has stated that it will “ensure that it has adequate, though not excessive, cash resources, borrowing arrangements, overdrafts or standby facilities to enable it at all times to have the level of funds available to it which are necessary for the achievement of its business/service objectives”. In respect to liquidity as defined above the liquidity arrangements during the year Page 315
Page 316
Appendix 1 were maintained in line with the facilities and benchmarks previously set by the Council as follows: o Bank overdraft - £1.000m o Liquid short term deposits of at least £5.000m available overnight. 7.1.3 Return – For the financial year the investment return averaged 4.770% which is an increase of 0.201% from the previous year. Table 6 illustrates that the Council’s average return identified of 4.77% was less than the average return from the Council’s bankers investment account (4.85%) and less than the Money Market Funds rate (noted in table 6) which are the local measures of return investment benchmarks approved in March 2012. The Council’s bankers (and therefore the bank with which the investment account is held) are currently Virgin money (formerly Clydesdale Bank plc) which falls within the Category 3 Investment Category approved in the investment strategy approved in February 2017. Due to the credit rating of this bank this category specified a maximum limit £5.000m which may be held on an overnight basis only thus limiting the ability to attract interest on this account. Table 6 Benchmark Benchmar k Return Average Return Compound 12 month SONIA* 5.09% 4.77% * SONIA is Sterling Overnight Index Average and has replaced LIBOR & LIBID 8. Disclosure regarding the repayment of loans fund advances for 2024/25 8.1 The policy on the prudent repayment of loans fund advances was detailed in the Mid-Year Monitoring Report 2024/25 - Treasury Management and Prudential Indicators reported to Council on 18 December 2024. 8.2 Table 7 shows the movement in the level of loan fund advances between 1 April 2024 and 31 March 2025 (excluding PPP and other leases). Table 7 General Fund Housing Opening Balance at 1 April 2024 £395.220m £348.200 m New Advances in 2024/25 £8.897m £56.492m Repayments in 2024/25 (£4.551m) (£9.502m) Closing Balance at 31 March 2025 £399.566m £395.190 m 8.3 Table 8 details the anticipated repayment profile of the balance on the loans fund advances (excluding debt interest and expenses) for both General Services and Housing held at 31 March 2025 (note, this is not external debt). Page 316
Page 317
Appendix 1 Table 8 Future Repayment Profile at 31 March 2025 General Fund Housing Total £m £m £m Under 12 months 5.375 11.187 16.562 2 years to 5 years 17.054 35.208 52.262 6 years to 10 years 30.198 57.559 87.757 11 years to 15 years 32.857 55.042 87.898 16 years to 20 years 26.440 58.385 84.825 21 years to 25 years 19.157 50.459 69.616 26 years to 30 years 14.241 27.448 41.689 31 years to 35 years 12.875 8.284 21.159 36 years to 40 years 14.391 7.387 21.778 41 years to 45 years 15.330 6.777 22.107 46 years to 50 years 18.045 8.518 26.563 51 years to 55 years 23.970 11.274 35.244 56 years to 60 years 28.382 7.843 36.225 61 year + 141.252 49.819 191.071 Total 399.566 395.190 794.756 9. Risk and Performance 9.1 The Council has complied with all relevant statutory and regulatory requirements which require the Council to identify and, where possible, quantify the levels of risk associated with its treasury management activities. In particular its adoption and implementation of both the Prudential Code and the Code of Practice for Treasury Management means both that its capital expenditure is prudent, affordable and sustainable, and its treasury practices demonstrate a low risk approach. Ongoing consideration of future affordability and sustainability are reported and considered by Members each year when setting the Council’s General Fund and HRA capital and revenue budgets. 9.2 The Council is aware of the risks of passive management of the treasury portfolio and, with the support of the Council’s treasury advisers, has proactively managed its treasury position within the current economic climate taking advantage of lower interest rates where it is deemed appropriate. The Council has complied with its internal and external procedural requirements. There is little risk of volatility of costs in the current debt portfolio as the interest rates are predominantly fixed, with the majority of debt comprised of long-term loans. 9.3 Shorter-term rates and likely future movements in these rates predominantly determine the Council’s investment return. These returns can therefore be volatile and, whilst the risk of loss of principal is minimised through the annual investment strategy, accurately forecasting future returns can be difficult. Page 317
Page 318
Page 318
Page 319
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Citizen, Culture & Facilities West Dunbartonshire Council: 29 October 2025 ___________________________________________________________________ Subject: Budget Conversation 2026/27 - Engagement Results 1. Purpose 1.1 This report provides an overview of the key results and feedback from the recent Budget Conversation 2026/27 engagement. 2. Recommendations 2.1 It is recommended Council notes the results and feedback from citizens on broad service areas and delivery priorities as part of the 2026/27 budget setting process. 3. Background 3.1 Over the last 10 years the Council has refined and adapted its budget consultation model. The approach has included both option-based and priority-based models and incorporated online tools, focus groups, in-person events with live voting and more specific engagement with representative groups from across the community. 3.2 The last Budget Conversation exercise was undertaken online in August 2024 to inform the 25/26 budget setting process. In line with the priority-based approach residents were asked for their views on which services were most important to them. 4. Main Issues 4.1 The same priority-based approach was adopted for the 2026/27 Budget Conversation and early engagement was undertaken with citizens over ten weeks between June and August 2025. The online budget conversation generated detailed information on which activities were more or less of a priority to the respondents. 4.2 The engagement also sought feedback on areas of service where respondents felt savings should be targeted and any services they felt should be protected as well as seeking views on wider service delivery options such as increasing fees/charging, increasing Council Tax and reducing service standards. ITEM 21 Page 319
Page 320
Methodology 4.3 As in previous years, to ensure broad coverage, the budget engagement targeted the views of residents and employees in a range of ways to improve accessibility and participation in the process. The primary method was to invite residents, employees and wider stakeholders to express their views on the priority of a range of services through an online survey. This online survey was open from 2 June – 10 August 2025. The survey was promoted through the Council website, in local media and on Council social media channels regularly during the live period. The exercise was also highlighted to employees via the intranet and a workforce email, Citizens Panel members, and community contacts for wider dissemination. A dedicated web page was created to support the process and provide detailed information around the Council budgets. 4.4 As with previous consultation exercises, all Council libraries and Working4U learning teams offered support to any resident who required assistance to access and complete the form online. The Budget Conversation was also promoted at a range of facilities including libraries and community centres with paper copies of the survey available at these locations. 4.5 To supplement the online consultation seven focus group sessions took place with a range of representatives from local community organisations, within Dumbarton/Alexandria and Clydebank as well as with the West Dunbartonshire Equality Forum, West Dunbartonshire youth organisations. Sessions were offered at varying times of the day and evening to ensure as wide a range of participation as possible. Community groups were proactively contacted by email and encouraged to send a representative to any of the sessions. In addition, Trade Union partners were invited to provide feedback. Social media engagement 4.6 Alongside the high number of responses received to the consultation there has also been debate and discussion on the Council’s social media accounts, with many people commenting and sharing information. On the Council’s Facebook page alone the various posts regarding budget consultation have reached just over 39.5k people, with over 545 shares, likes and comments and approximately 637 post clicks. Engagement 4.7 The online method of consultation engaged a broad range of stakeholders across West Dunbartonshire with 618 people completing the prioritisation and investment questions in the survey. The 2025 survey response equates to approximately 84 responses per 10,000 adult population or 0.84% of the adult population (16 years +). By industry standards, for the adult population size of West Dunbartonshire, a sample size of 382 people would provide results representative of the target population and give us a 95% confidence level and a 5% margin of error. This is a measure of how likely it is that if the survey was run again for the population group that it would yield similar results. Page 320
Page 321
This means we can be confident the results would be repeated with a similar sample of respondents. Though the sample was self-selecting and this can skew results, responses were sufficient from different population groups to allow any major variations between groups to be gauged. 4.8 The majority of those who responded to the online consultation identified themselves as living in West Dunbartonshire 96%, a further 5% of respondents stated they were business owners within the area, 9% stated they were part of a community organisation and 29% stated they were parents or carers of school age children in West Dunbartonshire, while 22% stated they were employed by West Dunbartonshire Council. 4.9 Based on the responses provided by those who took part in the online survey, a relative ranking of all key statements has been compiled and arranged by strategic priority area. This ranking, shown in Appendix 1, is based on ranking each statement with one being the highest. As can be seen from the tables in Appendix 1, the following were ranked as the top priorities: Online survey top ranked responses Priority 1: Our communities Community safety including CCTV and response to anti-social behaviour and noise complaints Investment in community events (i.e. book bug, wellbeing sessions, art and heritage classes, exhibitions) Supplies and materials to support learning and teaching Support for children and adults who require to be protected and are at risk of harm Priority 2: Our Environment Investment is focused on maintaining pathways, pavements and walking routes Investment is focused on the cleanliness of our area including street cleaning and public bins Priority 3: Our Economy Regeneration of town centres and neighbourhoods Focus investment in areas with the highest child poverty rates Priority 4: Our Council Maintain current opening hours and service provision for services and buildings Council Tax Page 321
Page 322
In addition to the question set around the strategic plan priorities, respondents were also asked whether they would be prepared to pay more Council Tax in order to reduce the savings required? The response was as follows: Yes 39.48% No 60.52% No response 0% As noted in Appendix 1, most people said wouldn’t support a Council tax rise and others said would only support it if they knew how the rise was being spent and that it would have to demonstrate value for money. 4.10 Respondents were asked to provide any relevant comments on each priority area as well as to specify a service area for investment or disinvestment. A summary of the thematic comments is included in the findings in Appendix 1. In the main, comments focus on a desire for the Council to invest in the physical appearance of the area and in particular to reinstate grass cutting, demonstrate value for money in relation to council tax, support for working families as well as vulnerable groups, cease making service cuts, particularly in areas such as health and education. 4.11 Seven targeted focus group sessions were held for community organisations, with 90-minute sessions taking place in Clydebank, Alexandria/Dumbarton and online with over 200 organisations contacted to take part. In total, 36 representatives attended these discussions, drawn from community organisations representing Community Councils, Scottish Youth Parliament, citizen’s advocacy groups and equality groups and those representing young people, carers, environmental issues, and mental health. In addition to the seven targeted focus groups, feedback was sought from the Trade Unions. 4.12 The focus group discussions centred on the impact savings options may have on the community, with some reference to past impacts with suggestions put forward for areas where improvements to service delivery could be made. Focus group summary responses Priority 1: Our communities Community safety was important with good lighting, well-kept roads and pavements noted as key priority areas. Felt that centralised services didn’t work for the community and would prefer to have services delivered from townships as a fast response to Anti-Social Behaviour was seen as key priority. Equality groups felt there was a rise in racist language and behaviour in the wider community, and some young people felt that there was an increase in Page 322
Page 323
‘casual’ racist language in secondary schools. Both groups would like to see more attention and resource applied to curb this. Strengthening community networks; creating opportunities for community groups to explore for example, sharing of resources, joint funding bids, signposting to services and wider understanding of other groups that are operating in the area. Building community cohesion was seen as important including fostering good relations between groups Partnership with WD Community Planning and WDCVS could be improved or utilised more, felt there was a lot of silo working. Strategic/Community partners felt that when budget decisions were made, no clear consideration was given to the contribution that community partners and community groups have in the delivery of support to the wider community, particularly in relation to health and wellbeing benefits and tackling social isolation. Participants expressed concern about the impact on Council services if community partners are no longer financially able to operate or offer the same level of support. In addition, they felt cuts to Council services resulted in increased demand for Strategic/Community partners to support vulnerable people. Strategic/Community partners felt the budget process does not consider the cumulative impact that funding cuts have on Strategic/Community partners. Funding from the Council provided community partners with leverage to attract further funding, as often grants are based on match funding, therefore cuts from Council can result in further cuts from other grant bodies. Wanted Service Level Agreements to provide a level of security and to support them with longer term planning. Felt it was a lot to ask community to take on a community asset with little or no support. If the direction was for community facilities to be managed by the community, then increased support with Asset Transfers in relation to areas such as managing of lease holding, managing upgrade/repairs and sourcing/securing external funding would be welcome. Also felt the planning process for council assets was lengthy and cumbersome and could be improved upon. Groups supported the opportunity for applying for grants through routes such as the Common Good Fund and thought it was good for smaller organisations to be able to access this. Felt there was not enough activities for young people and families with some key facilities closed on weekends. Would like to see investment in diversionary activities to reduce involvement in anti-social behaviour. Young people felt that cuts to community groups adversely affected young people. Young people felt mental health was a growing area of concern for young people and would like to see more resources applied to it. Priority 2: Our Environment Pride of place was prominent in all focus groups, groups felt West Dunbartonshire was a good place to live however the current physical appearance due to reduction in grass cutting was not acceptable. They felt it Page 323
Page 324
would contribute to ill health, attract vermin and pests and have a negative impact on attracting visitors to the area. Felt that recycling opportunities could be improved particularly around glass recycling. The upcoming move to three weekly bin collections was raised as a concern that it would lead to increased risk of vermin and contribute to general poor appearance of the area. Double parking and pavement parking was noted as a problem in community areas which prevented people with mobility issues getting out and about safely with confidence. Noted the housing improvements within the area, particularly in relation to new build housing and generally felt they were welcome. Physical appearance in relation to empty shop fronts and condition of Council assets was also noted as a contributing factor in the general decline in the area. Felt investment in roads was required particularly around road signage and road markings. Young people were not so concerned with grass cutting however felt more could be done to encourage interest in the environment beyond primary school. Priority 3: Our Economy Improved local tourism across the authority was noted as an area that could be enhanced to help generate economic benefit. Suggested the Council need a much more joined up approach to policy and budgets. Felt no clear strategy for town planning resulting in a lack of diversity of businesses on high streets and would like to see a wider variety of local independent businesses operating. A general consensus that smaller businesses were mainly dominated by barber shops or fast-food outlets; the latter tending to operate in the evenings meaning the shops closed during the day resulting in the town centres lacking any appeal. Felt the Council could do more to attract and support local businesses opening in the area through preferential rates to stimulate interest. Lack of social/leisure activities (not sport related) across the authority. Generally, people leave the authority area for activities such as shopping (not food), cinema, eating out or music events etc. This was noted for all age groups, however, younger people felt there was really nothing to keep them in the area. Young people noted traveling out with the authority as a barrier due to cost, curfews, distance and lack of reliable public transport. Felt the Council could further explore community benefits with large businesses in the areas as well as with new contracts, particularly around sponsorship of community facilities or employment opportunities. Council could focus on income generation using existing assets, particularly focusing on things that would be a benefit to the community. Page 324
Page 325
There was some support for more innovative approaches to green space e.g. increased wild flowering rather than grassing all areas, but only if Council communication on such matters was better. Young people felt that there were no job opportunities in West Dunbartonshire and felt they would need to go to Glasgow for these opportunities. Young people thought that Foundation Apprenticeships were a good thing but thought there was not enough work experience opportunities. Priority 4: Our Council Community groups would benefit from a single point of contact in the Council for dealing with queries. Develop cost benefit analysis of proposed cuts as strategic partners rely on funding to support vulnerable people and retain service. More communication to groups and organisations on Council achievements and initiatives, noted it could be difficult to know what’s going on. Felt community links could be improved that Community Councils were under- utilised as a way of getting information to communities and information into the Council from communities, felt improved working between senior management team, elected members and Community Councils was required. Felt there was a lack of transparency from the Council around decision making including the budget. Felt there was no long-term vision regarding the Council budget and instead looked at in a fragmented fashion; services need to have joint approach towards budget process. Felt there was no strong leadership from Elected Members and senior management team and thought they should be more visible in the community to explain the budget and financial position. Felt the Council could demonstrate better value for money for public work/repairs. Felt that the approach towards repairs and maintenance was not always efficient and felt duplication of work was often carried out due to how the repair or maintenance work was scheduled. Young people were supportive of a dedicated young person’s Citizens Panel being developed as a means of participation. Young people would like to see other social media channels introduced as a means of communication with the Council. Trade union feedback Trade Unions were given an opportunity to feedback on the budget conversation and process. They noted that they felt respondents to the budget survey were not fully informed when commenting on priorities. They also commented on the response to the survey, and felt representation from particular age groups could have been better. In addition, they raised the additional challenges faced by teachers which they say is result of declining teacher numbers and needs of school pupils increasing. They also highlighted a perceived decline in the physical look of the area and the impact this could have on inward investment. Page 325
Page 326
5. People Implications 5.1 There are no people implications associated with this report. 6. Financial and Procurement Implications 6.1 There are no financial and procurement implications associated with this report although the information within will contribute to the 26/27 budget setting process. 7. Risk Analysis 7.1 A number of risks were identified in relation to this activity: It is important for Council to demonstrate public opinion has been considered. In circumstances where Council proposes to change service provision or reduce budget levels for a specific service, there is an underpinning reputational risk. This risk is mitigated by undertaking public consultation, ensuring the widest number possible of residents had an opportunity to express their views. There is a risk the sample size is not seen as representative of the views of West Dunbartonshire residents. However, as detailed in 4.7 above, the sample size means that we can be confident that the results would be repeated with a similar sample of respondents. Appendix 1 shows a breakdown of respondent information. There is a risk this largely online survey was not accessible to a number of residents in West Dunbartonshire, and they were therefore excluded from participating and having their views heard. This was mitigated by the provision of support and paper copies through libraries and digital teams and also the focus group events across a range of days, times and venues to ensure accessibility. There is a risk that this public feedback is not fully reflected when generating savings proposals for elected members to consider. Results and responses have been considered by the strategic leadership group and will also be considered by full Council. There is a risk that too much emphasis is placed on the findings of the focus groups which represent a very small number of those who participated. However, the focus group discussion did not require participants to rank the services. Instead, it focused on discussion on the risks and potential impacts of savings decisions. 8. Equalities Impact Assessment (EIA) 8.1 To ensure the process was accessible to the widest range of stakeholders each element was planned to ensure maximum coverage and accessibility for residents. All venues were assessed for suitable access and facilities, and additional support was made available on request to ensure it was specific to the requirements of the individual. Focus groups were delivered in different venues and at different times to ensure they were as accessible as possible to Page 326
Page 327
residents, based on feedback from previous consultation and engagement activity. The spread of participants and their experience helped build a picture of priorities across and between groups. The EIA is attached as Appendix 2. 9. Consultation 9.1 This report has been shared for consultation with Legal, Finance and Procurement as well as members of the Corporate Management Team. 10. Strategic Assessment 10.1 The outcomes of the priority focused consultation process will support decision making across each of the Council’s strategic priorities. Specifically, this consultation activity supports delivery of the strategic priority 4 and underlying objectives: Our Council - Inclusive and Adaptable o Our residents are engaged and empowered o Our Council is adaptable and focused on delivering best value for our residents Amanda Graham Chief Officer – Citizens, Culture and Facilities 24 September 2025 Person to Contact: Nicola Docherty Performance & Strategy Team Leader Nicola.docherty@west-dunbarton.gov.uk Appendices: Appendix 1 - Budget Consultation summary responses Appendix 2 - EIA 1324 Background Papers: None Wards Affected: All Page 327
Page 328
Budget Conversation 2026/27 - Resident Survey results The 2026/27 budget conversation resident survey was carried out between 2 June – 10 August 2025. Overall, 618 responses were gathered, of that: Post code No & % of respondents Tenure No. & % of respondents G13 1 0.16% Homeowner 482 78% G14 1 0.16% Social tenant 105 17% G60 46 7.44% Private tenant 18 3% G81 212 34% Other 13 2% G82 199 32% G83 142 23% Postcode out with WD 17 2.75% Residency No. & % of respondents Resident 593 96% Employee 137 22% Business owner 29 5% Community organisation 57 9% Parent/carer of school age children 177 29% Appendix 1 Page 328
Page 329
Strategic Priority 1: Our Communities Q1. Thinking about your community and neighbourhood, please rank in order of importance what is most important to you (1 = most important) Rank position Ave. score 1 3.99 Community safety including CCTV and response to anti-social behaviour and noise complaints 2 3.23 Maintaining additional funding for identified vulnerable groups of people 3 3.13 Funding partner agencies such as community organisations supporting areas such as young people and the environment 4 2.52 Supporting community led initiatives and creating opportunities for residents to get more involved in their community 5 2.13 Youth Work and practical support for community groups Q2. Thinking about Libraries and Arts & Heritage, please rank in order of importance what is most important to you (1 = most important) Rank position Ave. score 1 3.64 Investment in community events (i.e. book bug, wellbeing sessions, art and heritage classes, exhibitions) 2 2.98 Investment in digital services and equipment (online reading materials, heritage collections including family history and computers/devices) 3 2.89 Investment in physical amenities (i.e. reading materials) 4 2.83 Maintaining operating hours/access at current levels 5 2.66 Investment to maintain buildings even if this means there are less of them Q3. Thinking about Education services, please rank in order of importance what is most important to you (1 = most important) Rank position Ave. score 1 2.8 Supplies and materials to support learning and teaching 2 2.71 Maintaining the current number of primary schools 3 2.31 Support staff for children and families across establishments 4 2.19 Support for provision such as early start clubs, music tuition, swimming lessons and transport enhancements Page 329
Page 330
Q4. Thinking about community services delivered by our Health and Social Care Partnership such as social work, home care and care homes, please rank in order of importance what is most important to you (1 = most important) Rank position Ave. score 1 4.14 Support for children and adults who require to be protected and are at risk of harm 2 3.38 Support for older people within their own home or within a homely setting to enable them to be well cared for and remain independent for as long as possible 3 3.34 Support for children and adults with a disability to enable them to be supported in the community with family or to live independently 4 2.47 Support for children and young people to help them be supported with family in their communities and provide alternative care such as fostering if required 5 1.67 Support for people with mental health and or addictions to help them recover and live independent lives Q5. Do you have any further comments about how we invest in services to support our communities? Overall, 172 comments were received, these have been grouped into thematic areas with the percentage of responses noted. It should be noted that the majority of the suggestions related to more than one topic/category in their response, however, each response has been categorised by the main concern or suggestion from the respondent. Key themes include: Grass cutting (18%) - comments include reference to support for grass cutting to be reinstated, felt that the area looked in a state of decline. Education (12%) - comments include reference to support for increasing teacher numbers as well as permanency for teachers, more support for young people with additional needs within schools and investment in school resources and equipment. Health services (12%) - comments include reference to support for investment in care services particularly for elderly and adults and children with disabilities and additional needs All services (9%) - comments include reference to support for all services such as healthcare, schools, libraries and arts as they were all identified as important to protect. Children services (8%) - comments include reference to supports for young people such as community activities and youth groups. Comments also included Page 330
Page 331
reference to cost of childcare and support for the reinstatement of 1140 childcare offer to the previous offering. General appearance of the area (4%) - comments include reference to general physical appearance of the area including accessible pathways, maintenance of parks and litter. Staffing (6%) comments include reference to ensuring employees are working to full capacity, reducing use of external contractors and improving pay for lower grade employees. Community (8%) - comments include reference to increasing community events and social amenities and building on community capacity. Financial efficiency (9%) - comments include reference to improved long term financial management, ensuring waste is eliminated and more joined up working to bridge the budget gap. Community facilities (4%) - comments include reference to libraries and support for maintaining/increasing opening hours and provision of social spaces for families and older people. Community partners (4%) - comments include reference to support for community partners to support the Council with providing community services, the closure of the Clydebank Women’s Aid was particularly mentioned. Other (5%) - comments include reference to campaigning for better funding from the Scottish Government and protection of vulnerable groups. Strategic Priority 2: Our Environment Q6. Thinking about our environment in West Dunbartonshire such as open spaces, parks, roads and walking, please rank in order of importance what is most important to you (1 = most important) Rank position Ave. score 1 4.77 Investment is focused on maintaining pathways, pavements and walking routes 2 4.61 Investment is focused on road maintenance and street lighting, including potholes, road markings, signage 3 4.24 Investment is focused on maintaining public parks and recreational areas such as play parks and pitches 4 3.48 Investment is focused on all other ground maintenance including maintenance of high amenity areas such as play parks and play areas, around public buildings and adjacent to roads and walking routes 5 2.26 The number of play parks and areas of high amenity are retained 6 1.64 Investment is focused on maintenance and running costs for bowling greens Page 331
Page 332
Q7. Thinking about Waste, cleansing services and tackling climate, please rank in order of importance what is most important to you (1 = most important) Rank position Ave. score 1 3.05 Investment is focused on the cleanliness of our area including street cleaning and public bins 2 2.82 Investment is focused on refuse collection and recycling facilities such as civic waste sites and neighbourhood recycling hubs 3 2.47 Investment continues to offset costs of waste and special collections including bulky items, garden and food waste 4 1.65 Investment is focused on climate change solutions including reducing the carbon footprint of Council services through the likes of reducing waste, increased use of electrical vehicles and LED lighting and having energy efficient buildings Q8. Do you have any further comments about how we invest in services to support our environment? Overall, 176 comments were received, these have been grouped into thematic areas with the percentage of responses noted. It should be noted that the majority of the suggestions related to more than one topic/category in their response, however, each response has been categorised by the main concern or suggestion from the respondent. Key themes include: Grass cutting (26%) - comments include reference to the poor appearance of the area, prevalence of ticks and vermin as a result of long grassed areas. Physical environment (24%) - comments include reference to general decline in attractiveness of the area due to reduced grass cutting and weeding. Litter and fly tipping were noted as concerns and respondents felt more street bins and street cleaning would improve the area. Respondents felt that the physical appearance would have a negative impact on attracting visitors and businesses to the area as well as the wellbeing of residents. Recycling (9%) - comments include reference to provision of more household recycling bins including glass bins, more education around recycling and, improved recycling facilities including access and opening hours. Climate (10%) – comments include reference to reduced community support for the council investing in climate/net zero projects such as electric vehicles, fewer responses commented that the Council should raise awareness and encourage climate change projects and practices. Page 332
Page 333
Garden waste charges (9%) – comments include reference to dissatisfaction with charges for garden waste and felt this should be included within council tax and for the extension period of garden waste collection for 12 months. Waste services (7%) - comments include reference to increase bin collections felt they were not frequent enough which leads to increased vermin infestations. Roads/pavements (4%) - comments include reference to condition of roads, pavement parking and accessible pavements Other (11%) - comments include reference to efficiency in service delivery. Strategic Priority 3: Our Economy Q9. Thinking about the economy, please rank in order of importance what is most important to you (1 = most important) Rank position Ave. score 1 4.65 Regeneration of town centres and neighbourhoods 2 3.83 Supporting young people into employment 3 3.53 Supporting individuals and families to maximise income and reduce debt 4 3.41 Supporting people with barriers to maximise opportunities into employment 5 3.11 Supporting local businesses (including new businesses) 6 2.47 Supporting residents to access training and learning opportunities Q10. Thinking about the economy, please rank in order of importance what is most important to you (1 = most important) Rank position Ave. score 1 3.67 Focus investment in areas with the highest child poverty rates 2 3.19 Target resources into services that are used by the most people 3 2.90 Target resources and investment in areas with most low- income households 4 2.82 Target resources at families and individuals who need them most including those on low incomes or who are disadvantaged 5 2.42 Target resources into services that are used by the highest number of people experiencing disadvantage Q11. Do you have any further comments about how we invest in services to support our economy? Page 333
Page 334
Overall, 82 comments were received, these have been grouped into thematic areas with the percentage of responses noted. It should be noted that the majority of the suggestions related to more than one topic/category in their response, however, each response has been categorised by the main concern or suggestion from the respondent. Key themes include: Support for all (37%) - comments include reference to support for working families and traditional middle earners, felt the focus should not just be on supporting low-income families as cost of living is affecting all. Businesses (16%) - comments include reference to focus should be on attracting a variety of business to the local areas, felt that by doing this it would improve employment opportunities as well as improving amenities in the area and making area more attractive. Efficient (11%) - comments include reference to a range of issues from suggestions of exploring other ways of delivering services with a focus on stop doing things that are deemed cosmetic, or where other agencies could lead on such as community service. Young people (9%) - comments include reference to focus of services should be to support young people with more services focusing on early intervention. Employment (5%) - comments include reference to employment opportunities and support for adults to enter the labour market. Regeneration (6%) - comments include reference to getting regeneration projects right first time, encouraging the private sector to take the lead and associate risks in development projects. Poverty (5%) - comments include reference to investing in areas that support the most disadvantaged people including support services. Grass cutting (4%) - comments include reference to the support for grass cutting in the area to support the general physical appearance of the areas. Salaries (4%) - comments include reference to Elected members salaries being too high, particular reference to recent pay rise. Other (5%) - comments include reference to general comments on physical appearance of the area, retaining teachers and support for Women’s aid. Strategic Priority 4: Our Council Q12. Thinking about the Council overall, please rank in order of importance what is most important to you (1 = most important) Rank position Ave. score 1 2.77 Maintain current opening hours and service provision for services and buildings 2 2.6 Charges for services (i.e. licences, environmental health) reflect costs of running the services and protect the delivery of them, even if this means charges may increase Page 334
Page 335
3 2.48 Maintain the number and location of public buildings including offices, depots, libraries and community facilities 4 2.15 Maintain service delivery even if this means a reduction in standards such as waiting longer for applications to be processed or queries to be answered Q13. Would you be prepared to pay more council tax in order to reduce the savings required? Yes 39.48% No 60.52% No response 0% Q14. Do you have any further comments about how we invest in services to support the delivery of Council services? Overall, 273 comments were received, these have been grouped into thematic areas with the percentage of responses noted. It should be noted that the majority of the suggestions related to more than one topic/category in their response, however, each response has been categorised by the main concern or suggestion from the respondent. Key themes include: Council tax & value for money (34%) – comments include reference to the Council tax rise did not represent value for money; community can’t see benefit of the rise. Majority of people said wouldn’t support a Council tax rise and others said would only support it if they knew how the rise was being spent and that it would have to demonstrate value for money. Poor management of assets and services (22%) – comments include reference that WDC did not demonstrate good financial management of budgets, efficiency of spend and contracts and efficient services. Poor appearance / grass cutting (11%) – comments include reference to the decline in appearance in the area largely as a result of reduction in grass cutting as well as roads and general appearance of the area – felt a lack of pride in the area. Salaries (7%) – comments include references to levels of salaries being paid, felt they were too high particularly at the management level. Staffing (4%) - comments include references to looking at efficiencies around staff levels and ensuring they are working to capacity. Communities (4%) – comments include reference to engaging the community more to get involved, felt fairness geographically across the area had to be demonstrated. Income generation (3%) – comments include references to generating income to offset budget shortfall. Cost of living (3%) – comments include reference to support and awareness of the impact of rising costs for low-income families. Page 335
Page 336
Other (12%) – comments include reference to more influence should be put upon national government for funding support and supporting local/small businesses. Q15. Overall, are there any services that you feel should be protected from reductions in budget? Please specify what services these are. Overall, 571 comments were received, these have been grouped into thematic areas with the percentage of responses noted. It should be noted that the majority of the suggestions related to more than one topic/category in their response, however, each response has been categorised by the main concern or suggestion from the respondent. Key themes include: Education (22%) - comments include reference to increasing/retaining teacher numbers, maintaining schools, adult learning and increasing ASN provision. Health & Social care (17%) - comments include reference to supporting adults to live independently, social work services, mental health services and supporting vulnerable people including children. Grass cutting (13%) - comments include reference to improving grass cutting across in all areas, improve weed killing to improve overall appearance of the area. Waste Services (8%) - comments include reference to increasing frequency of waste bin collections. Physical environment (maintenance) (8%) - comments include reference to general upkeep of the area including grass and grounds maintenance. Road maintenance (4%) - comments include reference to potholes, pavements and lighting. Libraries (3%) - comments include reference to retaining libraries and provision within. Service delivery (3%) - comments include reference to retaining front line services and services that support vulnerable people. Children services / childcare (3%) - comments include reference to retaining any service that supports children and providing funded nursery places. Community resources (6%) - comments include reference to funding leisure facilities, community safety, facilities community partners. Other (13%) – including leisure, housing, street lighting, staffing, reducing elected members salaries, support for people with additional needs and all services. Q16. Where would you target spend reductions? Overall, 564 comments were received, these have been grouped into thematic areas with the percentage of responses noted. It should be noted that the majority of the suggestions related to more than one topic/category in their response, however, Page 336
Page 337
each response has been categorised by the main concern or suggestion from the respondent. Key themes include: Efficiency (18%) – comments include reference to ensuring services and structure are efficient and provided value for money, improving productivity, reducing number of external contractors and focusing on statutory services. Management (18%) – comments include reference to senior management salaries, expenses, structure of management hierarchies and reduction in number of managers. Elected Members (13%) – comments include reference to Elected Members salaries, expenses and reduction of number of Elected Members. Council Officers (13%) – comments include reference to salary of council officers, reduction in number of council officers, more efficient ways of working. Rationalise council assets/ buildings (8%) – comments include reference to selling off unused equipment/ buildings and reducing number of buildings being used including primary school estates, office buildings and community facilities. Community Partners (5%) – comments include reference to funding community partners that serve few people or where the service is already provided by the Council. Environment/ climate (3%) – comments include reference to reduction in spend on climate change projects. Hospitality (2%) – comments included reference to spend for hospitality events including civic events. Vanity projects (2%) – comments include reference to reducing spend on projects that were noted as for vanity purposes but felt they served no real purpose. Other (18%) – comments include a range of areas identified for saving including reduction on; services used by the few; leisure facilities, support for businesses; capital projects. Included within this, 1.5% noted no cuts should be taken. Diversity Monitoring Age % response 0.65% 16-24 9.39% 25-34 18.61% 35-44 23.46% 45-54 25.08% 55-64 21.04% 65 and over 1.77% Didn’t say Page 337
Page 338
Sex % response 30.1% Male 65.53% Female 0% Intersex 1.94% I would describe my sex in another way 2.42% Didn’t say Sexual orientation % response 3.24% Bisexual 3.07% Gay or Lesbian 86.08% Heterosexual (straight) 3.07% Other 4.53% Didn’t say Religious Belief % response 37.22% No religion 0.16% Buddhist 52.1% Christian 0.16% Hindu 0.16 % Jewish 0.32% Muslim 0.16% Sikh 5.99% Other 3.72% Didn’t say Do you consider yourself to have a disability according to the terms given in the Equality Act 2010? The Equality Act 2010 protects disabled people; it defines a person as disabled if they have a physical or mental impairment, which has a substantial and long-term adverse effect on the person's ability to carry out normal day-to-day activities. % response 22% Yes 74.76% No 3.23% Didn’t say Ethnicity % response 91.75% White or white Scottish or white British 1.78% White Irish 0.16% White Polish 0.97% White other Page 338
Page 339
0.32% African or African Scottish or African British 0% Arab or Arab Scottish or Arab British 0% Black or Black Scottish or Black British 0% Caribbean or Caribbean Scottish or Caribbean British 0% Chinese or Chinese Scottish or Chinese British 0.16% Indian or Indian Scottish or Indian British 0.15% Pakistani or Pakistani Scottish or Pakistani British 0.65% Mixed/ Multiple ethnicities 1.13% Other 3.07% Didn’t say Page 339
Page 340
Assessment No 1324 Owner Amanda Graham Resource Transformation Service Communications, Culture and Facilities First Name Surname Job Title Head Officer Ricardo Rea Performance and Strategy Officer Members Ricardo Rea, Performance and Strategy Officer Nicola Docherty, Performance and Strategy Team Leader (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title West Dunbartonshire Council Budget Prioritisation 2026-27, Consultation Process The aim, objective, purpose and intended outcome of policy The consultation process is designed to gather people in West Dunbartonshire's views on priority budget areas. As well as the general public, the process directly sought the views of key community organisations within West Dunbartonshire. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Performance and Strategy Team, Communities Team and Chief Officers. 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? People resident in West Dunbartonshire, people using public services in West Dunbartonshire, other statutory organisations, voluntary organisations, Council staff. Who will be/has been involved in the consultation process? As well as members of the public through the survey consultation, focus groups sessions were carried out with a range of representatives from local community organisations, Appendix 2 Page 340
Page 341
within Dumbarton, Alexandria and Clydebank. We worked to ensure a wide range of groups such as the West Dunbartonshire Equality Forum membership represented. We engaged with youth organisations and met with 2 local MSYPs. Sessions were offered at varying times of day and evening to ensure as wide a range of participation as possible. Face to face sessions allowed discussion of cumulative impact of budget decisions over time and cumulative impact of decisions made at the same time which could interact, for example spending and income generation. 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 There is a need to ensure that older and younger people have an opportunity to have their say. The survey is aimed at age 16 and older. Younger people in West Dunbartonshire are generally underrepresented in strategic engagement. A specific face to face session with 16+ year olds was carried, and we engaged with groups representing younger people; see under Human Rights. Young people noted housing and community safety/tackling ASB, activities and spaces for younger people and stimulating the economy as priorities. Digital inclusion of older people does not match that of younger people, and this creates a barrier for accessing services, benefits and other assistance. Positive in terms of some increased engagement with younger people. Neutral in terms of engagement with other age groups. Disability Evidence suggests that this is one of groups most negatively impacted since the start of austerity. Community Group Sessions highlighted concern that cuts to budget may result in cuts that affect accessibility within the local area. A specific face to face session with equality groups was be carried out. 22.1% of those who responded to the online survey said they were disabled; this is broadly in line with the census 2022 figure Neutral, engagement with disabled people has been maintained. Page 341
Page 342
of 23% of people with a long-term illness or condition Gender Reassign National evidence suggests that transgender people are more likely to be excluded from many community processes. National evidence also suggests particular concerns among Trans people about safety and anti social behaviour. With this protected group as with all others, when budget decisions are made relevant local and national evidence should be used to ensure that due regard is given to equalities. A specific face to face session with equality groups via West Dunbartonshire Equality Forum (WDEF) was carried out. Neutral in terms of engagement. Marriage & Civil Partnership Pregnancy & Maternity Cross cuts with sex. We do not monitor the results on this basis, however issues and needs will often overall with those of women. Cross cuts with sex, for example impacts on women. Race Evidence suggests that BME groups have been negatively impacted since the start of austerity and during covid Responses from most ethnic groups were representative of the population profile with the exception of Chinese and Polish people. BME groups shared Community Safety as a top concern but rated this at at 4.7 compared to 4 for respondents overall. For BME groups supporting community lead initiatives was the second highest priority compared to its third placing for respondents overall. A specific face to face session with equality groups will be carried out, though West Dunbartonshire Equality Forum and discussions there noted the importance of Community Safety and concerns with racist behaviour in WD. The Council's resettlement Team engaged Potentially positive as information gained can be used to inform the work of the CPWD Safe DIG, and those working in the area of tackling ASB. Page 342
Page 343
with the consultation process, using their knowledge of issues affecting their client group. Racist behaviour was noted as a concern, often couched in terms of anti- immigrant feeling. Similar issues were raised by members of West Dunbartonshire Equality Forum. Some young people reported an increase in the casual use of racist language among young people. This is relevant for consideration in terms of Community Safety and ASB as priorities. The Council's ESOL provision was seen as extremely helpful as was the range of services, employment support included provided by W4U. Religion and Belief Religion and belief and ethnicity can crosscut when some characteristics are more likely to be shared for example around 90% of people in the UK who identify as Pakistani or Bangladeshi also identify as Muslim. Responses rates were broadly in line with the profile of West Dunbartonshire. Neutral in terms of engagement. Sex Women are more likely to experience Gender Based violence than men. Women are more likely to rely on public services than men. More women than men responded to the online survey 66% to 30%; this is a common feature of Council online line response profiles. However, the number of men responding was large enough to gauge any significant variations in priorities. More women and men attended the face-to- face sessions around twice as many. There was a view that the funding landscape in WD and nationally had contributed to the closure of Clydebank Women's Aid. It was noted that the remaining Women’s Aid service would not Neutral, women continue to be well represented in the consultation process both online and in person. Page 343
Page 344
be able to replace services local to the Clydebank area. Funded childcare was noted as a priority in free text comments by women but not by men. Sexual Orientation At the Scotland and UK level there are significant differences between the lives of LBG people and straight people in some realms, it is therefore important that these are explored at the West Dunbartonshire level. The proportion of LGB people replying to the online survey was 6.3% this is twice the LGB proportion in WDC of 3%. This compares to 5.3% for the 25/26 budget Survey. Survey results for LGB people and heterosexual people were roughly in line. For example, LGB people saw community safety as a top priority, but scored this slightly higher that respondents overall. Positive, the proportion of LGB people responding has increased and allows for more reliable comparisons. Human Rights The Council is a Human Rights Bear Duty bearer and must take decisions and act in a way that complies with the European Convention on Human Rights. UNCRC considerations need to be taken into account. The consultation process was undertaken in line with Article 14 of the ECHR on non- discrimination on any grounds. There was minimal response to the online survey among 16 to 24 year olds. We met directly with young people in this age group through the Tullochan trust. We also meet with 2 local MSYP. We also meet with other organisations providing services to children and young people. Better use of a wider range of social media by the Council was highlighted as a need. The process was able to give some voice directly to those 16 and over. In the case of those under 16 we have spoken to organisations providing services for young people. Health Health crosscuts all age groups, disability, ethnicity and sex especially in terms of combinations of All age groups rated support for children and adults who require to be protected and are at risk of harm as the top priority when asked about HSCP services. People under 45 rated Support for children and adults with a disability to enable them to be supported in the community with family or to live independently as the second Neutral in terms of engagement: as with past budget consultations, physical and mental health are flagged Page 344
Page 345
circumstances and effects. highest priority, with Support for older people within their own home or within a homely setting to enable them to be well cared for and remain independent for as long as possible in third place. For people over 45 this was reversed, though those under 45 rated these two things very closely, those over 45 rated them significantly differently. as priorities, and as elsewhere respondents see how these are influenced or determined by other factors. Social & Economic Impact Social and economic factors crosscut with equality considerations. We covered economy as a theme during the consultation. W4U services was seen as valuable in terms of the economy i.e. by employability support, benefits advice etc. The W4U services is seen as especially beneficial for more vulnerable and disadvantaged groups. Much of the feedback was that the Council should do as much as possible to stimulate the local economy and bring jobs to the area. Concern was raised over whether of the level of debt, including debt to the Council e.g. Rent and Council tax was rising a request for info from the Council was made. 29 compared to 28 businesses last year answered the online survey. 77 community organisations compared to 57 answered the online survey. Neutral in terms level of engagement with themes relevant to social and economic impacts by individuals. Businesses engaging through the online survey has remined steady but there has been a considerable upturn in community organisations responding. Cross Cutting It is important to consider how cross cutting elements can impact on groups, e.g. sex, ethnicity and disability. A session with West Dunbartonshire Equality Forum, which draws membership from many groups was undertaken. Negative impacts of past service reductions that were seen as crossing cutting included those cumulatively to the W4U service, and cuts to community groups funding. Being able to access council services face to face was seen as important to maintain. Scottish Consumer Duty: We have screened for relevance to the Duty and concluded that there nothing that might be relevant that it is not already addressed in this impact assessment. It is clear from responses, including free text that the 4 priority areas we have used to structure the consultation are often seen as interlinked. Page 345
Page 346
Please provide a meaningful summary of how you have reached the recommendation EIA 1324: Consultation on Council spending is highly relevant to equalities. The approach was adopted in line with our Equality Outcome for 2025-29 of increasing the participation of underrepresented groups. The spread of participants and their experience helped build a picture of priorities across and between groups. In terms of online survey we asked demographic questions to allow comparison between respondent profiles and overall population of West Dunbartonshire, which are noted in section 2 of the Equality Impact Assessment. Focus groups have also been held to gather views, including with equality groups. Decision makers must give due regard to equality considerations as part of their deliberations, and it is for them to decide on weight given to equality decisions in balance with others. Where there are significant differences between groups on priorities these have been highlighted in section 2 of the assessment. The consultation provides part of the relevant evidence to help decision makers, for example by providing evidence of any variations between groups on their opinions. Page 346