WEST DUNBARTONSHIRE COUNCIL

At the Meeting of West Dunbartonshire Council held in the Council Chambers, Council Offices, Garshake Road, Dumbarton on Wednesday, 18 December 2013 at 2.05 p.m.

Present: Provost Douglas McAllister and Councillors Denis Agnew, George Black, Gail Casey, Jim Finn, David McBride, Jonathan McColl, Michelle McGinty, Patrick McGlinchey, Marie McNair, John Millar, John Mooney, Ian Murray, Lawrence O’Neill, Tommy Rainey, Gail Robertson, Martin Rooney, Kath Ryall and Hazel Sorrell.

Attending: Joyce White, Chief Executive; Angela Wilson, Executive Director of Corporate Services; Richard Cairns, Executive Director of Infrastructure and Regeneration, Terry Lanagan, Executive Director of Educational Services; Keith Redpath, Director – West Dunbartonshire Community Health & Care Partnership; Peter Hessett, Head of Legal, Democratic & Regulatory Services; Jackie Irvine, Chief Social Work Officer; Stephen West, Head of Finance & Resources; Gillian McNeilly, Finance Manager; Joe Reilly, Finance Business Partner and Christine McCaffary, Senior Democratic Services Officer.

Also Attending: Elaine Boyd, Senior Audit Manager, Audit Scotland.

Apologies: Apologies for absence were intimated on behalf of Councillors Jim Bollan, Jim Brown and William Hendrie.

Provost Douglas McAllister in the Chair

MINUTE OF SILENCE

Having heard Provost McAllister, Chair, the Council observed a minute of silence as a mark of respect for those killed in the helicopter crash at The Clutha bar in Glasgow on 29 November 2013; the passing of a great world statesman, Nelson Mandela on 7 December 2013 and also to mark the 6th anniversary on 19 December of the sinking of the Flying Phantom tug boat on the River Clyde and the loss of 3 of her crew.

DECLARATIONS OF INTEREST

It was noted that there were no declarations of interest in any of the items of business on the agenda at this point in the meeting.

MINUTES OF PREVIOUS MEETINGS

The Minutes of the Meeting of West Dunbartonshire Council held on 30 October 2013 were submitted and approved as a correct record.

MINUTES OF WEST DUNBARTONSHIRE COMMUNITY HEALTH & CARE PARTNERSHIP – 20 NOVEMBER 2013

The Minutes of meeting of the West Dunbartonshire Community Health & Care Partnership held on 20 November 2013 were submitted and approved as a correct record.

OPEN FORUM

The Council noted that no open forum questions had been submitted by members of the public.

INDICATIVE BUDGET POSITION 2014/15 (GENERAL SERVICES REVENUE ESTIMATES 2014/15 – UPDATE)

A report was submitted by the Executive Director of Corporate Services providing an update of the projected financial position following the completion of the draft revenue estimates for 2014/15.

Following discussion, the Council agreed to note:-

(1) the updated budget position for 2013/14 (the current year), which is indicating a projected surplus of £0.133m, after adjusting for the in-year impact of the management adjustments;

(2) the draft expenditure position for 2014/15 of £220.932m which results in a budget deficit of £0.189m, after adjusting for the impact of the management adjustments. This budget is subject to further review and consultation prior to it being submitted to the Council meeting on 6 February 2014;

(3) the indicative budgets for 2015/16 and 2016/17 which currently indicates in-year budget gaps of £2.800m and £13.739m (after adjusting for management adjustments), respectively; (4) that this budget is subject to amendment as assumptions continue to be clarified and revised between now and the meeting of the Council on 6 February 2014; and

(5) the projected year end position regarding reserves and provisions (paras 4.9 to 4.13 of the report refer).

ESTABLISHING A SHADOW HEALTH AND SOCIAL CARE PARTNERSHIP FOR WEST DUNBARTONSHIRE

A report was submitted by the Director of West Dunbartonshire Community Health & Care Partnership seeking approval to transition the current Community Health and Care Partnership (CHCP) to a shadow Health and Social Care Partnership for West Dunbartonshire in preparation for the enactment of the Public Bodies (Joint Working) (Scotland) Bill 2013.

The Council agreed to approve:-

(1) the transitioning of the current West Dunbartonshire CHCP arrangements to a shadow Health and Social Care Partnership from the 1 April 2014 (as unanimously endorsed by the CHCP Committee);

(2) the adjustments to the CHCP Scheme of Establishment proposed to facilitate that transition as set out within paragraph 4.3 of the report; and

(3) that the CHCP Director be directed to prepare an integration plan (as required by the legislation) for agreement by full Council and the NHSGGC Board, prior to it being submitted to the Scottish Government for approval during 2014/15.

REVIEW OF STANDING ORDERS

The Provost advised that in terms of Standing Order 27 the Council was required to suspend Standing Order 19(c) in order to consider this item of business.

On a vote being taken, 18 Members voted for the suspension of Standing Orders and 1 against. As two thirds of those present and voting voted in favour of the suspension, Standing Orders were suspended and the matter was considered by Council.

Request for Deputation

In accordance with Standing Order 17(b) the Council agreed to hear a deputation from the Secretary of Silverton & Overtoun Community Council in relation to this item of business.

Mrs Rose Harvie circulated copies and was heard in support of a request from Silverton & Overtoun Community Council asking the Council to consider changing Standing Orders to provide the same right to individuals and other community groups currently afforded to Community Councils allowing them to request a deputation up to 5 days before meetings.

Following discussion, a report was submitted by the Executive Director of Corporate Services recommending changes to the Council’s Standing Orders.

Councillor Rooney, seconded by Councillor McGlinchey moved:-

Council thanks the Head of Legal, Democratic & Regulatory Services and his staff for the work carried out in reviewing these Standing Orders.

Council accepts the recommended changes to Standing Orders as outlined in the report with the exception of:-

 Item 3(b) after first sentence add: “No requisition shall be unreasonably refused.”

 Item 6(c) replace with “No business, except business which requires to be dealt with by law or by these Standing Orders, shall be introduced after 8.30 p.m. If items of business have not been introduced by 8.30 p.m, subject to there being no earlier motion under Standing Order 16(b) the Convener will reconvene the meeting within fourteen days.

 Item 28(l) of the draft revised Standing Orders to include changes to the Deputy Leader and Deputy Conveners.

 Appendix 3(l)1.1 – replace with “The membership of the Recruitment & Individual Performance Management Committee will comprise up to five standing Elected Members plus, where not already one of the standing Elected Members, the relevant service convener.”

 The standing Elected Members of the Committee to be the Provost; the Leader of the Council and the Leader of the Opposition.

 As there is a current lack of female representation on the Committee, to ensure there is adequate female representation, the Administration and the Opposition are invited to nominate a female Member as a nominated Member on the Committee. The Standing Order will be amended to require the Administration and Opposition to ensure representation from both sexes among those nominated by each party (including Standing Members of the Committee).

In addition Council agrees that:-

The Chief Executive, in consultation with the Leader of the Council and Legal Officer is to review the committee structure of the Council including service spokespersons and senior councillors.

Council also agrees that following the review, to delegate authority to the Head of Legal, Democratic & Regulatory Services to amend Standing Orders to incorporate the changes resulting from the review.

ADJOURNMENT

At the request of Councillor McColl, the Provost agreed to adjourn for a period of 5 minutes.

The meeting reconvened at 3.04 p.m. with all those Members shown on the sederunt in attendance.

As an amendment Councillor McColl, seconded by Councillor Robertson moved:-

That the Council agrees Councillor Rooney’s motion subject to the membership of the Recruitment & Individual Performance Management Committee being 6 members (3 standing members plus 3 others, 2 of which must be female) and add that the Leader of the Opposition be included in the review of the committee structure, service spokespersons and senior councillors.

On a vote being taken, 4 Members voted for the amendment and 12 for the motion which was declared carried.

REVIEW OF POLLING DISTRICTS AND POLLING PLACES

A report was submitted by the Executive Director of Corporate Services advising of the response to the consultation on the review of polling districts and polling places and seeking approval of the final polling scheme.

Councillor Ryall moved that the Council adopt the scheme of polling districts and polling places as detailed in Appendix 1 to the report subject to a change in Ward 6; that voters in former WC22 continue to vote in Dalmuir Barclay Church and voters in the former WC23 be redirected from the Church to a new polling place in Dalmuir Community Centre.

Councillor Black asked if Councillor Ryall would be willing to accept as an addendum to her motion that officers continue to seek an alternative to the Leven Suite, Abbotsford Hotel.

Councillor Ryall confirmed her acceptance of the addendum to her motion which was then agreed unanimously by the Council.

COUNCIL TAX ON LONG TERM EMPTY PROPERTIES

A report was submitted by the Executive Director of Corporate Services seeking authority to implement new council tax charges for relevant empty properties from 1 April 2014 as enabled by the Local Government Finance (Unoccupied Properties etc.) (Scotland) Act and relevant legislation.

Having heard the Chief Executive and the Head of Finance & Resources in answer to Members’ questions, the Council agreed that this matter be continued and a further report

brought to a future meeting of the Council that provided clarification on the impact to the Housing Revenue Account; Registered Social Landlords and individuals.

FINANCIAL SUPPORT FOR KINSHIP CARERS

With reference to the Minutes of Meeting of West Dunbartonshire Council held on 30 October 2013 (page XXX refers), a report was submitted by the Director of West Dunbartonshire Community Health & Care Partnership on birthday and Christmas allowances paid to Kinship Carers.

Councillor Casey moved:-

Council notes the report from the Director of Community Health & Care Partnership.

Council further notes that there is no duty or responsibility on social work services to monitor the care arrangements for children subject to Residency Order (Section 11) as this has been fully agreed in a court of law.

Furthermore, Council acknowledges that the current guidance and the guidance emerging from Children & Young Peoples Bill is that whenever possible, the care of children through a more permanent means such as application for a Residency Order which takes them out of the statutory system is preferred.

Given the above, there is currently no statutory basis in which to make any payments from Community Health & Care Partnership funds.

However, the Council values and recognises the contribution made by those Kinship carers who support children under a Section 11 Residence Order.

The report from the Director of Community Health & Care Partnership notes that the current average current weekly kinship care payment is £60 per week.

Based on one weeks payment for birthday and one weeks payment for Christmas the total annual cost per child would be £120.

The current estimates from West Dunbartonshire Kinship Carers are that only around sixty children fall into the Section 11 Residence Order category. Council therefore agrees to use its Powers of Wellbeing to extend these allowances to include children subject to Section 11 Residency Orders.

A sum of £12,000 will be transferred from the Council reserves and set aside as a Section 11 Residency Order Fund within the Communities Chest Grants.

CVS are requested to work with West Dunbartonshire Kinship Carers on the administration of the funds. The amount being transferred provides sufficient

funding to support up to 100 children based on the average payment of £60 for birthday and £60 for Christmas.

The Residency Order Fund will be an interim provision for one year until the outcome of the Children & Young Peoples Bill is clear and any unused funds will be returned to the Council.

Council looks forward to the Scottish Government providing sufficient funds to implement the Children & Young People’s Bill and deliver fairness in the assistance provided for kinship carers.

Councillor Black asked if Councillor Casey would be willing to accept as an addendum to her motion that officers consider where there is inequality and, if necessary, bring a report on the issue back to Council or the West Dunbartonshire Community Health & Care Partnership.

Councillor Casey confirmed her acceptance to the addendum to her motion which was agreed unanimously by the Council.

CHIEF SOCIAL WORK OFFICER’S ANNUAL REPORT

A report was submitted by the Council’s Chief Social Work Officer providing information on the statutory work undertaken on the Council’s behalf during the period 1 August 2012 to 31 July 2013.

Having heard the Chief Social Work Officer in answer to Members’ questions, the Council agreed to note the contents of the report and that the Chief Social Work Officer would make this report widely available within the Community Health & Care Partnership, West Dunbartonshire Council and externally as appropriate.

SINGLE OUTCOME AGREEMENT 2011/14 – ANNUAL PROGRESS REPORT

A report was submitted by the Executive Director of Corporate Services advising of West Dunbartonshire Community Planning Partnership’s progress in meeting the Local Outcomes contained in the 2011/14 Single Outcome Agreement.

Having heard the Head of Customer and Community Services in answer to Members’ questions, the Council agreed to note the report and the 2011/14 Annual Progress Report attached thereto.

Note:- Councillor McNair left the meeting during consideration of the above.

GENERAL SERVICES BUDGETARY CONTROL REPORT TO 31 OCTOBER 2013 – PERIOD 7

A report was submitted by the Executive Director of Corporate Services on the position of the General Services revenue budget 2013/14; providing an update on

the capital programme and seeking approval of amendments to currently approved spend.

Having heard officers in answer to Members’ questions, the Council agreed to:-

(1) note the favourable revenue variance of £0.061m (0.05% of phased budget);

(2) note the current position regarding capital projects and income levels, which shows a projected underspend of £1.247m;

(3) approve the acceleration of planned capital spend to the value of £0.305m, as noted in paragraph 4.9 of the report;

(4) approve the additional projects, discussed at paragraph 4.10 and detailed within Appendix 7 of the report (totalling £1.177m), to be funded from the underspend;

(5) approve the capital virements as noted within Appendix 6 of the report;

(6) approve the Community Capital Fund projects for 2013/14 as identified in Appendix 8 of the report; and

(7) note that a briefing note on the Office of the Future project would be issued to Members.

HOUSING REVENUE ACCOUNT BUDGETARY CONTROL POSITION 2013/14 AS AT PERIOD 7 (31 OCTOBER 2013)

A report was submitted by the Executive Director of Infrastructure and Regeneration advising of the financial performance of the HRA revenue and capital budgets for the period to 31 October 2013.

Having heard the Executive Director of Infrastructure and Regeneration and the Finance Business Partner in further explanation of the report, the Council agreed to note:-

(1) the contents of the report which shows the revenue budget overspending to period 7 by £0.036m and the capital budget showing a projected overspend in the current financial year and project life of £2.620m and £4.941m respectively;

(2) the position in relation to the £3.107m additional prudential borrowing identified at paragraph 4.2 of the report and agree the additional borrowing required due to the increased costs of these projects; and (3) that management will take action to bring the remainder of the budget back into line by the close of the financial year.

NOTICES OF MOTION

(a) Motion by Councillor Gail Casey – Acute Clinical Services North of the River Clyde

Council notes that NHS Greater Glasgow & Clyde is currently carrying out a comprehensive review to develop an ambitious strategy for clinical services from 2015 onwards.

This Council needs to make clear that the clinical services strategy that emerges for 2015 must end the need for the residents of Dumbarton, the Vale - as well as our neighbours in Helensburgh and the Lochside - to travel to Paisley for A&E as well as other acute clinical services.

Council will also recognise that the new Health and Social Care Partnership that we will be developing will also have a new and important role to play in the planning of acute service provision by NHSGGC for West Dunbartonshire patients.

The Golden Jubilee Hospital in Clydebank is not part of NHS Greater Glasgow and Clyde Health Board, but is rather managed by its own standalone special Health Board. For as long as this is the case, our local Health & Social Care Partnership will not be able to shape how it should meet the acute clinical needs of West Dunbartonshire patients.

However, Council considers that this substantial acute health care facility must have a substantial role to play in meeting the local health care needs and challenges of West Dunbartonshire’s communities.

The role of the Golden Jubilee Hospital should be updated and considerably expanded so that it becomes a major site for unscheduled care and other related outpatients activity. The new services should work in partnership with the Vale of Leven hospital.

This would benefit all of the citizens of West Dunbartonshire, especially those who would otherwise still have to travel across the Erskine Bridge to Paisley. It would also benefit our neighbours in west Glasgow and East Dunbartonshire that - following the closure of the Western General in Glasgow - would otherwise be travelling to the new Southern General Hospital from 2015.

Council therefore agrees to call for the incorporation of the Golden Jubilee Hospital within the acute facilities of NHSGGC Health Board; and the expansion of an appropriate range of services, including A&E services, for the West Dunbartonshire and other communities residing north of the Clyde.

As well as providing a much improved access to services Council should also note the potential economic benefits of such a development for West Dunbartonshire, especially Clydebank.

In such circumstances it should be agreed that the Council Leader write to the Cabinet Secretary for Health and Wellbeing and the Chairman of the NHS Board informing them of the Council's position and highlighting the potential benefits for the health and well being of our residents and the economic regeneration of Clydebank.

Councillor McColl asked if Councillor Casey would be willing to accept the following amendments and addendum to her motion:-

Change the following:-

Fourth paragraph, replace from “For as long” to the end with:-

“This model has seen the Golden Jubilee develop into a world leading facility and this status and level of service must be maintained.”

Eighth paragraph, replace with:-

“Council therefore agrees to call for the expansion of an appropriate range of services at the Golden Jubilee and the Vale of Leven Hospital as part of a suite of services to benefit West Dunbartonshire and other communities residing north of the Clyde.”

Last paragraph, amend to ask the Leader to write to both Boards.

Add a paragraph:-

“A review of this nature not only allows for a north of the river A&E facility to be properly considered, but facilitates a positive evaluation of services at the Vale of Leven Hospital and the opportunity to expand these as part of a suite of north of the river health services for the people of West Dunbartonshire and its environs. This Council remains committed to the Vision for the Vale ad the repatriation of services as part of a long term commitment to the Vale of Leven Hospital and those it serves.”

Councillor Casey confirmed her acceptance to the amendments and addendums to her motion, which was then seconded by Councillor McColl.

The Council agreed unanimously to approve the motion, as amended.

(b) Motion by Councillor Thomas Rainey – War Memorials

Councillor Rainey advised the Council that he was withdrawing his motion seeking agreement to explore opportunities to commemorate the centenary of the First World War and for consideration of improvement/restoration works to War Memorials to allow him to confirm background information and thereafter for an updated motion to be resubmitted to Council.

COMPLIMENTS OF THE SEASON

Provost McAllister wished all Members and officers of the Council a happy Christmas and best wishes for the New Year.

The meeting closed at 5.20 p.m.

WEST DUNBARTONSHIRE COUNCIL

At the Meeting of West Dunbartonshire Council held in the Council Chambers, Council Offices, Garshake Road, Dumbarton on Thursday, 6 February 2014 at 2.00 p.m.

Present: Provost Douglas McAllister and Councillors Denis Agnew, George Black, Jim Bollan, Jim Brown, Gail Casey, Jim Finn, David McBride, Michelle McGinty, Patrick McGlinchey, Marie McNair, John Millar, John Mooney, Ian Murray, Lawrence O’Neill, Tommy Rainey, Gail Robertson, Martin Rooney, Kath Ryall and Hazel Sorrell.

Attending: Joyce White, Chief Executive; Angela Wilson, Executive Director of Corporate Services; Richard Cairns, Executive Director of Infrastructure and Regeneration, Terry Lanagan, Executive Director of Educational Services; Keith Redpath, Director – West Dunbartonshire Community Health & Care Partnership; Peter Hessett, Head of Legal, Democratic & Regulatory Services; Stephen West, Head of Finance & Resources; Gillian McNeilly, Finance Manager; and Christine McCaffary, Senior Democratic Services Officer.

Also Attending: Laurence Slavin, Senior Auditor, Audit Scotland.

Apologies: Apologies for absence were intimated on behalf of Councillors William Hendrie and Jonathan McColl.

Provost Douglas McAllister 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 at this point in the meeting.

CONSULTATION ON BUDGET SAVINGS OPTIONS FOR 2014/15

A presentation was given by the Executive Director of Corporate Services on the consultation process that had been carried out with residents of West Dunbartonshire and Council employees; the processes used and the levels of engagement that had been achieved.

In addition, a report was submitted by the Executive Director of Corporate Services providing full details of the process; summarising the key results and the feedback received.

After discussion and having heard the Executive Director in answer to Members’ questions, the Council noted the results and feedback from the consultation process as part of the budgetary proposals for 2014/15.

GENERAL SERVICES 10 YEAR CAPITAL PLAN UPDATE

A report was submitted by the Executive Director of Corporate Services providing an update to the General Services 10 Year Capital Plan and seeking approval for projects to commence in the period to 2016/17.

Councillor Rooney, seconded by Councillor McGlinchey moved:-

West Dunbartonshire Council has set an ambitious ten year capital plan totalling £337 million. In 2013/14 we invested £31.7m on key infrastructure projects and committed investment in:

 New Schools  New Care Homes  New Council Infrastructure & Buildings

Due to £1.1m savings made on the new Dumbarton Academy following the re-tender we were able to redirect the £1.1m into new projects in December. The annual review of the Ten Year Capital Plan allows us an opportunity to invest another £444,000 to support our investment in infrastructure.

This Council recognises that internal and external factors such as extended consultation and environmental factors can impact on the delivery of capital projects as planned. In addition the timing of match funding such as the Vale of Leven Industrial Estate funding of £900,000 means that match funding from the Council cannot be utilised until the Scottish Government confirmed its commitment to the £1.8m project.

The Council also ensures that it conforms with best practice in relation to procurement rules and regulations and this can often add to the delivery timelines of a project.

Council agrees the recommendations in the report subject to any changes that agreed at Item 6 relating to the General Services Revenue Estimates and Council Tax – Financial Year 2014/15.

(i) to note that the funds required for recommended capital projects for financial years 2014/15 to 2016/17 are estimated to be as follows, as identified at Appendix 4 of the report:

 2014/15 £34.099m;  2015/16 £69.164m; and  2016/17 £37.375m;

(ii) to note the progress made in the capital projects approved for period 2013/14 to 2015/16 as approved by Council on 6 February 2013 and that those projects identified as recurring continue to be approved for ongoing spend, with no further reports being required to approve spending or the award of contracts within such recurring projects;

(iii) to approve the new projects as detailed in Appendix 3 of the report;

(iv) to approve projects within the capital plan which have a start date within 2016/17 as appended in Appendix 4 of the report;

(v) to note that Council will require to consider the revenue consequences of decisions made in agreeing the update to the capital plan for the three years to 2016/17 when setting the revenue budget;

(vi) to grant delegated approval to the Executive Director of Educational Services in conjunction with the Convenor of the Educational Services Committee to take forward the works required arising from the Children’s and Young Persons Bill and to note that further updates on spend will be reported through the normal budgetary control reporting cycle; and

(vii) to note that for projects identified as “one off” or “programme” in Appendix 4 of the report that are approved, that these are approved subject to presentation of appropriate business cases to relevant Committees or Council, unless this permission has already been secured.

Council notes that there may be projects agreed for investment in schools in the appendices attached to the report. Any such projects would be subject to appropriate statutory consultation processes in line with the requirements of the Schools (Consultation) (Scotland) Act 2010 and further report to Council/Committee and if the project was not approved at a future date both the resource allocated to the project and the costs associated with it would be removed from the plan with no overall net effect on the remainder of the plan.

After discussion and having heard the Head of Finance in answer to Members’ questions, the motion was agreed.

COUNCIL TAX ON LONG TERM EMPTY PROPERTIES

A report was submitted by Executive Director of Corporate Services seeking authority to implement council tax charges for relevant empty properties from 1 April 2014, as enabled by the Local Government Finance (Unoccupied Properties, etc.) (Scotland) Act 2012 and related legislation.

The Council agreed:-

(1) to note the content of the report and the implications of the Scottish Government legislation;

(2) to approve the revised council tax discounts for long term empty properties by changing the discounts as follows:

 reduce the council tax discount for empty and unfurnished properties from 50% to 10% after 6 months;

 remove the 10% current discount currently awarded after 12 months; and

 charge the full council tax liability for the property plus an additional 100% charge for properties which have been empty for more than 12 months, except where the liable party can produce evidence of the property being actively marketed for sale or rent at a realistic market price; noting that there is an option to phase this element of the charge as noted in 4.2 of the report.

(3) that additional income generated for the General Fund through this new approach should be used to assist in the general financial management of the Council and aligned to assist in closing the anticipated financial gaps in future years, noting that if this policy is successful in bringing empty properties back into use then the current anticipated additional income will reduce; and

(4) to note that the impact of agreeing the above recommendations on the Housing Revenue Account (HRA) will require to be built into future HRA revenue budgets.

GENERAL SERVICES REVENUE ESTIMATES AND COUNCIL TAX – FINANCIAL YEAR 2014/15

A report was submitted by the Executive Director of Corporate Services providing the Council with sufficient information to allow it to agree (1) the General Services Revenue Estimates for 2014/15 and (2) the council tax level for 2014/15.

Having heard Provost McAllister, the Council agreed that all budget proposals would be moved and circulated to Members prior to them being seconded.

At this point the Labour Group’s budget proposal, referred to in the motion by Councillor McGlinchey below, was circulated and is attached as Appendix 1 to these Minutes.

Councillor McGlinchey moved:-

This Council opposes the UK Government’s reduced public spending. We also object to the Scottish Government’s reductions to Council funding and its

imposed Council Tax freeze which means Councils in Scotland are forced to cut services or take the unacceptable option of raising Council Tax by around ten percent. The reducing funding and the council tax straightjacket are forcing councils to cut services and jobs.

This Council notes that from March 2009 to March 2013 the Scottish public sector workforce reduced by 26,000 whole time equivalent and between 2009/10 and 2011/12 an estimated £1 billion of staff costs were cut. Council also notes that the UK Government’s Welfare Reform changes are also heaping problems upon our local residents putting additional strain on Council finances, family budgets and reducing the amount of spending in the local economy.

It is important that Council prioritises its budget in order to ensure that we best manage the increasing demand for services and the higher expectations of our citizens. At the same time, Councillors need to be mindful of the challenging financial situation faced by local people.

Therefore, Council agrees to set the Band D council tax level for 2014/15 at £1,163 which represents a 0% increase and assumes a collection rate of 97.25% thereby generating £39.021m.

Council also agrees the budget attached to this motion for 2014/15, including the listed savings and growth options and the detailed changes in use of reserves, which in totality produce a balanced budget which does not breach the Council’s prudential reserve level of £4.183m.

In agreeing the Departmental Growth item of £250,000 to develop an Alternative Model of Housing Support as set out in the Draft Budget Book, the Council agrees that a report comes to the CHCP meeting on the new model to allow for further scrutiny by members of the CHCP.

Council notes that the attached budget includes provision to deliver across all the commitments as within the letter from the Cabinet Secretary for Finance, Employment and Sustainable Growth of 11 September 2013.

Council remits consideration of the forecast funding position for financial years 2015/16 and 2016/17 to the Corporate Management Team for future update to Council.

Council agrees that, in relation to those proposals in the budget attached that are not derived from the CMT provided list of savings or growth options, the proposals are approved subject to Equality Impact Assessments being undertaken, and in the event of the assessments finding any significant adverse impact with any particular proposals, those proposals will be considered at a future meeting.

Thereafter, the SNP Group’s budget proposal, referred to in Councillor Robertson’s amendment below, was circulated and is attached as Appendix 2 to these Minutes.

As an amendment, Councillor Robertson moved:-

Council agrees the SNP Budget proposal as attached to this amendment subject to Equality Impact assessment where required, noting that any significant issues identified would be brought back to a future Council meeting. The SNP proposal incorporates recommendations contained in the report at 2.1. to deliver a Band D Council Tax for 2014/15 of £1,163, being a 0% increase assuming a collection rate of 97.25% while retaining the Council’s Prudential Reserve level at more than the required £4.183m. The proposal therefore continues the council tax freeze as well as the other commitments set out in the letter from the Cabinet Secretary for Finance.

Council accepts the management adjustments identified in the report to Council on 18 December 2013 with the exception of the following, which total £129,000: –

CHCP 2 – Remove funding from small external clubs for learning disability clients. CHCP 5 – To reduce the residential addictions rehabilitation budget. CHCP 19 – To remove current nightshift provision within Bridge St Alexandria for Learning Disability Clients. HEED 7 – Reduce open space grass cutting frequency. HEED 9 – Reduce Golf Course maintenance.

Council rejects these management adjustments as we feel that the CHCP reductions are disproportionately affecting some of our more vulnerable residents. Maintaining our open spaces and an asset like our golf course is important to our residents.

Following the recent agreement to negotiate the purchase of shares in Clydebank Property company Council agrees this should be funded as an investment, and not from revenue funds, subject to the appropriate cost benefits analysis. Council further agrees that a report outlining proposals, which ensure the sustainability of the assets in question, is brought to Full Council as soon as possible.

Council agrees to make provision for all of the growth options that have been put forward by the CMT. In addition, Council agrees to funding to enhance litter control services, following a review aimed at tackling fly tipping in residential areas, dog fouling and irresponsible waste disposal in residential areas. Council therefore asks the Head of Neighbourhood Services to bring back a report detailing how this fund can be targeted best to tackle these key issues to an appropriate Committee.

Council rejects proposals to re-provide after school services for Kilpatrick School as an in-house service and recognise that the current provision and associated services are an asset to this Council and we should not revisit this as a future savings option.

Council also rejects proposals to reduce the golf course to 9 holes and sell remaining land, Dalmuir course is also an asset that this council should be proud of and should endeavour to make the most of that asset; and that this option should not be revisited as a future savings option.

Thereafter, the Opposition Councillors’ budget proposal referred to in Councillor Black’s amendment below, was circulated and is attached as Appendix 3 to these Minutes.

As a second amendment, Councillor Black moved:-

Our proposal will deliver a Band D Council Tax for 2014/15 of £1,163, being 0% increase assuming a collection rate of 97.25%. Our proposed budget retains the Council’s Prudential Reserve level at £4.183m. In addition, our budget includes provision to deliver across all the commitments as within the letter form the Cabinet Secretary for Finance, Employment and Sustainable Growth of 11 September 2013 and we remit consideration of the forecast funding position for 2015/16 and 2016/17 to the CMT for future update to Council.

Council agrees that, in relation to those proposals identified in the budget attached as savings options or growth options, the proposals are approved subject to Equality Impact Assessments being undertaken, and in the event of the assessments finding any significant adverse impact with any particular proposals, those proposals will be considered at a future meeting.

ADJOURNMENT

After hearing Provost McAllister, the Council agreed to adjourn for a period of 15 minutes to allow consideration of the 3 budget proposals.

The meeting reconvened at 4.22 p.m. with all those Members shown on the sederunt in attendance.

Officers then provided further information in reply to a number of questions from Members on the proposed budgets.

The Labour Group motion was then seconded by Councillor Rooney.

Councillor Murray asked Councillor Robertson if she would accept the undernoted addendum to her motion:-

That the following growth items be added:-

 Leisure Trust subsidy to retain concessionary rates for £60,000 pensioners, disabled people and other vulnerable groups and to continue with free swimming for school children during school holidays.

 Additional investment in the Council’s Jobs & Employability £250,000 Framework.

 Open credit union accounts for up to 1,000 school children £10,000 with £10 for all pupils in Primary 7 as part of financial management approach linking with curriculum.

 Increase Income Threshold for Free School Meals (FME) £40,000 entitlement from £16,500 to £17,000. The increased threshold will mean 160 children will be entitled to free school meals and a £100 clothing grant. Estimated annual cost of £55,000 commencing at start of academic year 2014/15.

 Kinship Care Provision £30,000

 Welfare Rights additional provision £90,000

The above will be funded from income from the collection of Council Tax from long-term empty properties and part from the additional reserves that were to be retained on the original motion.

Councillor Robertson agreed to accept the addendum and the motion was then seconded by Councillor Murray.

The second amendment (the Opposition Councillors’ budget) was then seconded by Councillor Bollan.

On a vote being taken between the first amendment (Councillor Robertson) and the second amendment (Councillor Black), 2 Members voted for the second amendment and 4 for the first amendment.

On a further vote being taken between the first amendment (Councillor Robertson) and the motion (Councillor McGlinchey), 4 Members voted for the amendment and 12 for the motion, which was accordingly declared carried.

HOUSING CAPITAL PROGRAMME 2014/15

A report was submitted by the Executive Director of Infrastructure and Regeneration providing detail on Housing Capital Programme 2012/15, focusing on the works targeted for the financial year 2014/15 and seeking approval of the proposed 2014/15 capital plan.

Councillor McBride moved:-

Council moves Items 7 and 8 to a meeting to be held on Wednesday 12 February 2014 at 5 p.m. in Garshake, due to there being a column missing in

the paper on Page 51 of the Housing Capital report issued for today’s meeting.

Council notes traditionally that the HRA Capital Programme is agreed at HEED Committee however the Administration believes this should be decided as part of the Budget setting process. Because we believe that, we will defer the HRA Budget until next week as well.

The motion was agreed by Council.

HOUSING REVENUE ACCOUNT (HRA) ESTIMATES 2014/15

A report was submitted by the Executive Director of Infrastructure and Regeneration providing sufficient information to allow the setting of (a) the housing revenue budget for 2014/15 and (b) the level of weekly rent increase for 2014/15 which is sufficient to fund the revenue budget for 2014/15 and associated investment programme.

As previously agreed by Council, consideration of this report was moved to a meeting of West Dunbartonshire Council to be held on Wednesday 12 February 2014 at 5 p.m.

PRUDENTIAL INDICATORS 2013/14 TO 2016/17 AND TREASURY MANAGEMENT STRATEGY 2014/15 TO 2016/17

A report was submitted by the Executive Director of Corporate Services seeking approval of the proposed: (a) Prudential Indicators for 2013/14 to 2016/17; and (b) Treasury Management Strategy (including the Investment Strategy) for 2014/15 to 2016/17.

Having heard the Finance Manager in further explanation of the report and in answer to Members’ questions, the Council:-

(1) agreed the Prudential Indicators and Limits set out within Appendix 1 of the report:

 Capital Expenditure and Capital Financing Requirements (Tables A and B);  Actual and estimates of the ratio of financing costs to Net Revenue Stream (Table C);  Incremental impact of capital investment decisions on the Band D Council Tax (Table D); and  Incremental impact of capital investment decisions Housing Rent levels (Table E).

(2) approved the Treasury Management Strategy for 2014/15 to 2016/17 (including the Investment Strategy) contained within Appendix 2 of the report.

(3) agreed the Treasury Prudential Indicators and Limits set out in Appendix 2 of the report:

 Operational Boundaries (Table G);  Authorised Limits (Table H);  Counterparty Limits (Table K); and  Treasury Management Limits on Activity (Table M).

(4) approved the statement by the Section 95 Officer regarding the gross debt level in comparison to the Capital Financing Requirement (Appendix 2 of the report - para 2.2).

(5) agreed to refer this report to the Audit & Performance Review Committee to ensure further scrutiny takes place.

NOTICE OF MOTION

Motion by Councillor Denis Agnew – Dalmuir Golf Course

Having heard the Provost, the Council noted that the first part of Councillor Agnew’s motion had been dealt with during the item General Services Revenue Estimates and Council Tax – Financial Year 2014/15.

Therefore, Councillor Agnew seconded by Councillor Murray moved the second part of his motion:-

This Council rejected any sale of public open spaces and recreational grounds as savings options. These are part of our heritage and should remain as such.

As an amendment, Councillor Rooney seconded by Councillor McGlinchey moved:-

This Council is pleased that all three budgets rejected the proposal for Dalmuir Golf Course as set out in the Draft Budget Book.

Council notes that the Administration Budget brings forward an initiative to allow young people free access to the Golf Course when accompanied by a fee paying adult.

Council further notes that the new £1m Community Sports & Leisure Capital Fund will allow community sports groups to develop proposals that could be match funded and Council owned services such as Dalmuir Golf Course should also be able to apply for funding.

On a vote being taken, 12 Members voted for the amendment and 8 for the motion. The amendment was accordingly declared carried.

The meeting closed at 6.05 p.m. Building on Success 2014/15 Strategic Budget and Capital Plan West Dunbartonshire Council’s Administration West Dunbartonshire Council Strategic Budget and Capital Plan ‘Building on Success’

Our Vision A prosperous West Dunbartonshire recognised as a dynamic area within a successful Scotland.

Building on Success in 2014/15 The Council Administration wants:

= a Budget for jobs, growth and fairness = a Budget that increases capital spending in our assets and infrastructure and stimulates the local economy = a Budget that looks forward to help close future shortfalls and provide for further investment

Political, Economic and Social Context:

This Adminstration opposes the UK Government’s It is inevitable that people will have less to spend in the reduced public spending. We also object to the Scottish local shops and services, and less to pay weekly bills. Government reductions to Council funding and its imposed Council Tax freeze which means Councils in Scotland are There are real challenges ahead for us all and the Council forced to cut services or take the unacceptable option of is facing significant reductions in funding over the coming raising Council Tax by around ten percent. years with a cumulative budget gap of almost £17 million between 2014/15 and 2016/17. There has also been a The UK Government’s Welfare Reform changes are also general trend locally of declining population over recent heaping problems upon our local years and this directly impacts on the funding we receive residents. We are responding by from the Scottish Government. setting aside £750,000 to assist those affected by the Benefits This Administration The reductions in public spending are Cap, and an extra £540,000, in opposes the contrasted with increasing demand for the Housing Revenue Account to services and higher expectations. Our mitigate against the Bedroom UK Government’s older population is growing and relying Tax. A further £487,500 has “ on increasing support for social care been budgeted to increase the reduced public and health services. At the same time Discretionary Housing Payments spending” the numbers of working-age residents Fund to its maximum in order to continues to fall which reduces those meet expected need. able to fund service provision.

The range of welfare reforms over the next few years In order to deal with these challenges we need to prioritise means there is significant uncertainty about how residents our spending so that we can continue to provide statutory will be affected. This makes it difficult to judge future demand services for a wide range of people and best protect for Council services, which could increase (for services vulnerable people and groups. It will also be important to where people seek assistance from the Council); or reduce implement successful early intervention services which (for services which people may decide not to use in future). aim to reduce the risk of high cost services in future years by providing people £ As a more deprived area of Scotland it is likely that the with early assistance to improve 750,0 to 00 assist tho welfare reform changes will have one of the biggest impacts. capacity for self help. af se fected by the Ben efits Cap

2 West Dunbartonshire Council Strategic Budget and Capital Plan ‘Building on Success’

Administration Budget Priorities Ten Year Capital Plan Updated: The Administration has updated the Council’s Ten Year Capital Programme to include an additional spend of £3,581,000 on items including:

= £1.35m more for roads upgrade programme = £1m to create a Community Sports & Leisure Capital Fund = £250,000 street lighting - column replacement = £185,000 cemetery path upgrades = £135,000 traffic signal upgrading = £130,000 One Stop Shop = £53,000 additional vehicles for the transport of Social Work clients = £43,000 investment in Faifley Library and the Educational Resource Service = £40,000 wood chippers d = An extra £1.35m will be investe £36,000 stand-on mowers in improving local roads = £30,000 mobile catering van = £25,000 air quality PM10 monitor = £20,000 Alternative to Care Property = £20,000 for new skips = £10,000 memorial walls = £10,000 Antonine Wall Partnership (The Council commits a total of £150,000 towards the Antonine Wall Action Plan over the next 10 years)

Revenue Budget As well as additional capital investments the Administration is investing:

= Up to £800,000 to purchase assets in Clydebank been Dalmuir Municipal Golf Course has e one of the to support the Council’s regeneration activities protected in this budget and could b ties to benefit community sports and leisure facili = £500,000 will be added over two years to the from the new capital fund Council’s Jobs, Growth & Employability programme = £250,000 to support local vulnerable young people = £63,000 extra for road upgrades = £63,000 extra towards the new Community Sports & Leisure Capital Fund = £60,000 increase to West Dunbartonshire Leisure Trust revenue grant to protect concessionary rates for vulnerable groups, maintain free swimming for school children during school holidays and to keep free access to facilities for the group aged 60 plus. = £55,000 to support the increase in the threshold for free school meals from £16,500 to £17,000 = £53,000 to support the introduction of the Seagull Strategy for West Dunbartonshire = £21,000 to cover for the additional revenue implications of the ten year capital plan = £20,000 for a contaminated site investigation at St Helena Crescent in Clydebank = £10,000 to develop a scheme to encourage primary 7 pupils to open up a Credit Union Account = £10,000 revenue support each year for ten years to deliver on the Antonine Wall Action Plan = £5,000 for a Trusted Trader Scheme for West Dunbartonshire.

3 West Dunbartonshire Council Strategic Budget and Capital Plan ‘Building on Success’

What difference did the consultation make? This year's budget consultation has been the largest in West Dunbarton - shire Council's history with 1,747 people giving their views online.

In addition there was an impressive 175-strong turn-out at Clydebank Town Hall for last month's public consultation event where residents discussed the budget options in greater detail, and took part in live electronic voting.

In total, 924 residents filled in the survey to say which options they supported and which they rejected, along with a further 823 Council staff. The response from the public is more than double that achieved in 2013, and represents a huge increase on 2012 when a disappointing 48 people took part.

The administration has listened to what has been Budget 2014/15 said and will be implementing the following options: Growth Items:

= Increase collection of Council Tax from Council employees = Change current tenemental housing collection to fortnightly = Review cleaning arrangements in schools during days when pupils are not in school = Review catering arrangements in schools during days when £635,000 pupils are not in school to expand the = Remove the town twinning budget Early Years project

In addition we have decided to: = Increase Council Tax collection from long term empty properties = Make further savings on Council supplies and services £447,000 = Reduce our subsidy to Police Scotland extra for = Carry out further efficiency savings in the Community older people Planning Partnership = Begin recovering the full civic licensing fees in April £250,000 = Reduce maintenance to one green for both Whitecrook extra for and Dalmuir Bowling Clubs in line with other clubs and vulnerable the membership usage local children

Protecting services: £211,000 = We will protect Dalmuir Municipal Golf Course and encourage extra for learning its use by offering free child access with a fee paying adult disabilities = We will protect respite provision for children with disabilities and for learning disability clients £156,000 = We will protect the existing funding arrangements for groups extra for through the elderly persons grant funding physical disabilities

4 West Dunbartonshire Council Strategic Budget and Capital Plan ‘Building on Success’

Recent Council achievements We’ve helped more than 980 people into employment and 63% of these were sustained after six months. This compares to 2010 when the figure was 29% into sustainable employment.

We’ve hired more than 250 Modern Apprentices on improved wages to get a start on the career ladder. 100% of Level 3 recruits passed their Vocational Qualification and 95% secure employment after their apprenticeship end.

We’ve given over 170 local businesses start-up assistance, supported 165 businesses with vital grant funding and helped train 377 local business employees.

We’ve successfully gained £933,452 from the Scottish Government Mo re than 250 mo following cross party lobbying supported by our MSP Jackie Baillie. This hav dern apprentice e been taken on s will support up to 290 jobs using a wage subsidy as an incentive. by the Council

We’ve committed £9.5m to build a new Kilpatrick School for children with special educational needs, invested £10.4m in a new Bellsmyre campus for Aitkenbar and St Peter's Primary School along with a new Early Education and Childcare Centre (EECC) to replace the existing Andrew B Cameron and St Peter's centres. We’ve also committed £55,000 to create a new sports facility at Gartocharn Primary School.

We’ve doubled the school clothing grant giving an extra £50 to our hardest pressed local residents.

one We have protected e campus is just 10.4m Bellsmyr tion The £ tments in educa tenants by retaining number of inves of a all Council homes and are investing £35.9m in 2014/15 to improve our properties for current and future tenants. We’ve also given a pledge not to evict tenants in rent arrears if they have a modest payment plan in place.

We have committed more than £3.5m to pull down unwanted tower blocks and terraces that have blighted communities across West Dunbartonshire for years. The new build homes at G Clyde ranville Street, bank, are just some of We’ve agreed to build the first new Council care homes in decades to give 180 Coun the first new cil houses to be built i of our most vulnerable residents comfortable and dignified accommodation. n 25 years

We’ve changed Council policy so that every resident in need is provided with a stairlift so that people can stay in their homes for longer. We’ve also given Kinship Carers additional money to help ease the financial burden at birthdays and Christmas.

We’ve also balanced the Council’s budget in tough times and protected the 6,000 workforce from compulsory redundancies.

5 West Dunbartonshire Council Strategic Budget and Capital Plan ‘Building on Success’

Two Year Strategic Budget WEST DUNBARTONSHIRE COUNCIL STRATEGIC BUDGET 2014/15 - Labour Group Budget and Indicative Budgets 2015/16

ExpectedBudget 2014/15 Budget Reserves Non Recurring Recurring Total 2014/15 Total 2015/16 £ £ £ £ £ Unearmarked as at 31/3/13 (5,134,000) Probable outturn 2013/14 (133,000) Projected unearmarked as at 31/3/14 (5,267,000)

Budget Book projection for 14/15 and 15/16 172,730 2,979,748 Savings Expected0(610,930) Budget (3,808,930) Investment/ Growth Reserves R20,000ecurring Total 678,000 2014/15 Total 2015/16 836,000 Running Totals Recurring & Non Recurring Spend/Savings £ £££20,000 67,070 87,070 £ Final Budget position 259,800 6,818 Funded by Reserves/(Increase to Reserves) 259,800 (259,800) Use of Reserves 800,000 From budgeted revenue surplus at 31/3/15 Projected Reserves 31/3/15 (Target £4.183m) (4,207,200) 0

From budgeted revenue surplus at 31/3/16 0 Funded by Reserves/(Increase to Reserves) 6,818 (6,818) Final Budget gap 15/16 0 Projected Reserves 31/3/16 (Target £4.183m) (4,200,382)

Budget Savings (22,000) Effect on 2014/15 Reserves Savings (20,000) (20,000) Description of Labour Group Budget Savings 2014/15 Non Recurring Recurring 2014/15 2015/16 CS3 Remove town twinning budget (4,930) (6,000) (6,000) HEED2 Introduce fortnightly waste collection service for (22,000) tenemental housing (10,000) HEED5 Reduce school cleaning arrangement during school (20,000) (20,000) holiday periods (10,000) HEED6 Reduce catering arrangements during school holiday (6,000) (6,000) periods. ADMIN 1 Full recovery of costs for non-civic government licences (10,000) where possible. ADMIN 2 Reduce Maintenance to one bowling green for both (10,000) Whitecrook Bowling Club and Dalmuir Bowling Club in line with current membership and usage. ADMIN 3 Additional CPP efficiency Saving (25,000)

ADMIN 4 Replace Senior Police Analist with a Police Analyst (8,000) (100,000)

ADMIN 5 Reduce subsidy to Police Scotland (97,000)(308,000) (97,000) ADMIN 6 Increase Collection of Council Tax from Council (100,000) Employees ADMIN 7 Increase Council Tax Collection from Long Term Empty (308,000) Properties. ADMIN 8 Corporate Service Review Programme (3,075,000) Recurring Total Savings 0(610,930) 0(3,198,000)

Recurring 10,000

10,000

5,000 (4,000)

5,000 (4,000)

6 Expected Budget Reserves Recurring Total 2014/15 Total 2015/16 £ £££ £

(22,000)

(20,000) (20,000)

(6,000) (6,000)

(10,000)

(10,000)

West Dunbartonshire Council Strategic Budget and Capital Plan ‘Building on Success’

(100,000)

(308,000) Budget Growth

Strategic Priorities Non Recurring Recurring Effect on Growth 2015/16 Reserves Description of Labour Group Budget Growth 2014/15

Antonine Wall Action Plan: The Council is committing £150,000 to Improve local housing 10,000 the Antonine Wall Action Plan over ten years. £10,000 of revenue and environmentally each year for ten years and £10,000 of Capital each year for five sustainable years. infrastructure.

Trading Standards and Licencing - Supplies and Services and Improve economic 5,000 (4,000) Admin Costs regarding the introduction of the Trusted Trader growth and employability. Scheme

Environmental Health - Seagull Strategy for West Dunbartonshire. Improve local housing 53,000 and environmentally sustainable infrastructure.

Contaminated site investigation at St Helena Crescent as part of Improve local housing 20,000 the rolling programme of remediation. and environmentally sustainable infrastructure.

Short Term Supported Housing for vulnerable young people: Improve the wellbeing of 110,000 Invest £110,000 per year to employ a staff group comprising a communities and protect senior worker and four additional workers to provide a seven day the welfare of vulnerable service of 1-1 support. young people.

Support for Vulnerable young people: Provide a rapid response Improve the wellbeing of 50,000 service for young people requiring crisis support in temporary communities and protect accommodation. The service would be available within two hours the welfare of vulnerable to provide 24 hours support while a more personalised service is young people. developed to meet the young persons need. Support for Vulnerable young people: Invest in a proactive Improve the wellbeing of 40,000 mediation service to support young people to maintain and communities and protect improve links with their families following family breakdowns. the welfare of vulnerable young people.

Support for Vulnerable young people: Invest in Young People in Improve the wellbeing of 50,000 Mind Service to extend support to foster carers and provide communities and protect additional support for staff across residential units and with foster the welfare of vulnerable care to support young people in care in the transition from through young people. care to supported accommodation. Leisure Trust Subsidy to retain concessionary rates for pensiones, Improve care for and 60,000 disabled people and other vulnerable groups and to continue with promote independence free swimming for school children during school holidays. with older people. Additional investment in the Councils Jobs & Employability Improve economic 250,000 Framework. growth and employability.

Create a £1m Community Leisure Capital Fund to support Improve local housing 63,000 improvements to facilities and improve use of community leisure and environmentally facilities. Revenue impact from 2015/16. sustainable infrastructure.

Earmark reserves to allow the purchase £800,000 of shares or Improve economic 800,000 Assets from Clydebank Rebuilt. Authority has already been growth and employability. delegated to the Chief Executive in consultation with the Head of Finance to procure using the most appriopriate funding methodology.

Additional £1m capital investment in Roads Upgrades - additional Improve local housing 63,000 spend in 2014/15 with revenue impact from 2015/16. This will and environmentally suppliment the additional £350,000 that has been built into the sustainable capital plan. infrastructure. Open Credit Union accounts for up to 1,000 school children with Improve life chances for 10,000 £10 for all pupils in Primary 7 as part of financial management children and young approach linking with curriculum. people

Increase Income Threshold for Free School Meals (FME) Improve life chances for 40,000 15,000 entitlement from £16,500 to £17,000. The increased threshold will children and young mean 160 children will be entitled to free school meals and a £100 people clothing grant. Estimated annual cost of £55,000 commencing at start of academic year 2014/15. Revenue implications of capital plan, per report to Council 6 All 21,000 February 2014 Total Investment/Growth 20,000 678,000 800,000 158,000

7

WEST DUNBARTONSHIRE COUNCIL SNP Group Proposal

Revenue Budget Reserves 2014/15 Per Budget Report £ £ Unearmarked Reserves as at 31/3/13 5,134,000 Increase anticipated in 2013/14 (per 4.11 December report) 133,000 Less: Revised Prudential Target 4,183,000 Revised Free Reserves 1,084,000 Budget Book projection for 2014/15 with Management Adjustments appilied 172,730

Proposed Adjustments: Saving options from options noted below ‐58,237 Apply free reserves in part, remaining free reserve to be retained ‐781,493 ‐781,493 Rejection of proposed management adjustments 129,000

Additional burdens/growth: Antonine Wall Action Plan (HEED Growth 1) 10,000 Condition Surveys (HEED Growth 2) 50,000 Trusted Trader Scheme (CS Growth 1) 5,000 Seagull Strategy (CS Growth 2) 53,000 Contaminated Site Investigation St Helena Cresc. (CS Growth 3) 20,000 Develop Alternative Model of Housing Support (CHCP Growth 1) 250,000 Earmark funds to enhance Litter control services ‐ following review aimed at tackling fly tipping in residential areas, dog fouling, irresponsible waste disposal in residential areas 150,000

Total net value of proposed budget changes ‐172,730 revised balance on reserves and budget gap 4,485,507 0

Savings Options 2014/15 Stop Delivery of papers to members homes CS1 £4,000 Remove town twinning budget CS3 £4,930 Change tenemental collection service to fornightly HEED2 £22,000 Review of cleaning arrangements in schools during days when pupils are not in school HEED5 £20,000 Review of catering arrangements in schools during days when pupils are not in school HEED6 £6,000 Reduce affiliation fees ‐retain COSLA & NFLA CS2 amended £1,307

Total £58,237 APPENDIX 3

WEST DUNBARTONSHIRE OPPOSITION COUNCILLORS BUDGET

2014/ 2015

COUNCILLOR Jim Bollan COUNCILLOR George Black

General Services Revenue Budget 2014/15 (A)

£ £ Opening balance (173,000)

Unacceptable Management Adjustments CS4 Long Service Awards (12,500) CS9 CL&D Review (55,500) CHCP2 Remove Funding (18,500) CHCP5 Reduce addictions budget (10,000) CHCP17/22 Reduce Funding (15,000) CHCP19 Remove nightshift Provision (25,500) HEED1 O/T Provision (37,000) HEED13 Care of Gardens (100,000 ) HEED15 Reduce Office Cleaning (40,000) HEED16 Review Cleaning Spec (15,000) HEED20 Remove Facilities Assistants (20,000) HEED34 Relocate Homeless Team (26,000) HEED42 Review Roads Services (31,000) Sub Total (406,000)

Service Enhancements Remove Care Home Charges (360,000 ) Sustainable Employment Programme for the Third (800,000 Sector ) Management Option for enhanced support for Young (250,000 People ) Kinship Care Provision (30,000) Welfare Rights additional provision (90,000) Sub Total (1,530,000) Total (2,109,000)

Proposals to close the budget gap Council Tax Increase on Empty Homes 308,000 Increase Trading Operation Surplus 645,000 Reduce Conference Fees Chief Executive (page 8) 1,500 Funding from Reserves 1,050,00 0 Withdrawal from CoSLA 62,080 Reduce Community Engagement Budget (page 6) 30,000 Reduce Corporate Communications Promotions Budget 12,420 (page 9) Total 2,109,000

BALANCE 0

WEST DUNBARTONSHIRE COUNCIL

At a Meeting of West Dunbartonshire Council held in the Council Chambers, Council Offices, Garshake Road, Dumbarton on Wednesday, 12 February 2014 at 5.00 p.m.

Present: Provost Douglas McAllister and Councillors Denis Agnew, George Black, Jim Bollan, Jim Brown, Gail Casey, Jim Finn, David McBride, Michelle McGinty, Patrick McGlinchey, John Millar, John Mooney, Ian Murray, Tommy Rainey, Gail Robertson, Martin Rooney, Kath Ryall and Hazel Sorrell.

Attending: Joyce White, Chief Executive; Angela Wilson, Executive Director of Corporate Services; Richard Cairns, Executive Director of Infrastructure & Regeneration; Peter Hessett, Head of Legal, Democratic & Regulatory Services; Kenny Simpson, Interim Head of Housing & Community Safety; Stephen West, Head of Finance & Resources; Joe Reilly, Business Partner, Finance and Christine McCaffary, Senior Democratic Services Officer.

Apologies: Apologies for absence were intimated on behalf of Councillor William Hendrie, Jonathan McColl, Marie McNair and Lawrence O’Neill.

Provost Douglas McAllister 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.

HOUSING CAPITAL PROGRAMME 2014/15

A report was submitted by the Executive Director of Infrastructure & Regeneration providing detail on the Housing Capital Programme 2012/15, focusing on the works targeted for the financial year 2014/15 and seeking approval of the proposed 2014/15 capital plan.

Following discussion, the Committee agreed:-

(1) the proposed 2014/15 Housing Revenue Account Capital Programme including the overall resources required to fund the programme, note the revision to the distribution split and the additional new house build programme at Hill Street, Brucehill;

(2) to grant delegated authority to the Executive Director of Infrastructure & Regeneration to approve contracts in connection with the 2014/15 Housing Revenue Account Capital Programme; and

(3) that a report comparing the benefits or otherwise of CCTV to high quality white street lighting in respect of community safety be brought back to a future meeting of Council.

HOUSING REVENUE ACCOUNT (HRA) ESTIMATES 2014/15

A report was submitted by the Executive Director of Infrastructure & Regeneration providing sufficient information to allow the setting of (a) the housing revenue budget for 2014/15 and (b) the level of weekly rent increase for 2014/15 which is sufficient to fund the revenue budget for 2014/15 and associated investment programme.

Councillor McBride seconded by Councillor Rooney, moved:-

This Council agrees the recommendation in paragraph 2.1 of the report, that is:-

(i) agree that the weekly rent increase for 2014/15 will be an average £4.67 on a 52 week basis (£5.17 on a 47 week basis), equating to 7.63% in order to meet the planned net revenue HRA budget as detailed inx Appendi 1;

(ii) agree to maintain the existing level of lock up rent levels (£5.55 per week on a 52 week basis; £6.02 on a 47 week basis) at the same levels as for 2013/14;

(iii) release from the earmarked HRA reserve the sum required to cover any deficit in 2013/14 and the required £50,000 increase in the prudential reserve target for 2014/15 (from £717,000 to £767,000); and

(iv) agree, in line with current policy for 2013/14, that in the event of there being an in-year surplus in 2014/15 , this sum be earmarked to help combat the impact of welfare reform up to a value of £500,000 and any remaining balance earmarked to the regeneration fund.

In addition the Council notes the unanimous decision taken on 6th February to support the recommended changes to the Council Tax on Long Term Empty Properties which requires to be taken into account in setting the HRA Budget.

Council agrees that the cost from this change in Council Tax policy, estimated to be £120,000, be funded in 2014/15 by un-earmarking £120,000 from the anticipated earmarked reserves identified at 4.4.4 of the report and applying this un-earmarked funding to meet the additional cost.

Council welcomes the major capital investment of £85 million in West Dunbartonshire Council Housing as we strive to achieve the Scottish Housing Quality Standard by 2015.

We note the fact that investment in the Council’s Housing stock is now at its highest level for years with final investment this year expected to be almost £36m, which is more than double the figure for 2012.

We acknowledge that when the Labour Administration overturned the failed partial stock transfer policy in June 2012, the SHQS compliance rate was only 36%. However, in consultation with tenants and with the development of a detailed business plan, the Labour Administration set an ambitious target of reaching a SHQS reached compliance rate of 75% by April 2014.

Council is pleased to note that this target has not only been met three months early but has now been exceeded. The current SHQS compliance rate now stands at 77%. This has a real impact on the quality of life for Council tenants and for those home owners in shared properties that have been improved.

Council wishes to congratulate and thank all council officers and staff who have worked towards this achievement. Their hard work and the significant improvements that have been made completely justified the Labour Administration’s decision to retain the Council housing stock and protect our workforce. We are determined to meet the SHQS standard as set out in the Business Plan and deliver high quality social housing in partnership with our tenants.

Council also notes the “Building on Success – Housing Matters”, attached as an Appendix to the Minutes and welcomes the many recent positive developments in West Dunbartonshire Housing, including:-

 Committing £85m investment in the Housing Capital Programme;

 Investing £4.3m in new build programmes in Granville Street Clydebank, Miller Road Haldane, Central Bellsmyre and Hill Street Brucehill;

 A £3.5m demolition programme for Mountblow, Castlehill, Brucehill, Bellsmyre and Glenside;

 The recruitment of additional Estate Officers to work within the Improvement Action Plans to increase tenant sustainment levels;

 The Agreement of an Owner Engagement Charter;

 The delivery of new supported accommodation in Westcliff which opened in 2013.

As an amendment Councillor Bollan seconded by Councillor Black, moved:-

To reduce the proposed rent increase of £4.67 per week to £3.17 for tenants. This reduction to be financed by £900,000 from the reserves. The £120,000 required for the empty homes decision on Council Tax when the budget was set last week also to come from reserves.

ADJOURNMENT

Having heard Councillor Murray, the Council agreed to a short recess to allow consideration of the financial implications of Councillor Bollan’s amendment.

The meeting resumed at 5.40 p.m. with all those Members noted in the sederunt in attendance.

The Interim Head of Housing & Community Safety was then heard in answer to Members’ questions.

On a vote being taken 2 Members voted for the amendment and 11 for the motion which was declared carried.

The meeting closed at 6.05 p.m.

WEST DUNBARTONSHIRE COUNCIL

At a Requisitioned Meeting of West Dunbartonshire Council held in the Council Chambers, Council Offices, Garshake Road, Dumbarton on Wednesday, 26 March 2014 at 2.05 p.m.

Present: Provost Douglas McAllister and Councillors Denis Agnew, George Black, Jim Bollan, Jim Brown, Gail Casey, William Hendrie, Jim Finn, David McBride, Jonathan McColl, Michelle McGinty, Patrick McGlinchey, Marie McNair, John Millar, John Mooney, Ian Murray, Lawrence O’Neill, Tommy Rainey, Gail Robertson, Martin Rooney and Hazel Sorrell.

Attending: Joyce White, Chief Executive; Angela Wilson, Executive Director of Corporate Services, Richard Cairns, Executive Director of Infrastructure and Regeneration, Stephen West, Head of Finance & Resources and Christine McCaffary, Senior Democratic Services Officer. Also Attending: Laurence Slavin, Senior Audit, Audit Scotland.

Apologies: An apology for absence was intimated on behalf of Councillor Kath Ryall

Provost Douglas McAllister in the Chair

DECLARATIONS OF INTEREST

It was noted that there were no declarations of interest.

MOTION - WITHDRAWAL FROM COSLA

In terms of Standing Order No.3(b) Councillors David McBride, Thomas Rainey, Michelle McGinty, Gail Casey, Martin Rooney, John Millar, Patrick McGlinchey and John Mooney requested that the Council consider the undernoted motion.

The motion was moved by Councillor Rooney and seconded by Councillor McGlinchey:-

Council notes that a number of Scottish council’s have already served notice to quit COSLA with effect financial year 2015/16.

This is a significant risk and potentially means that West Dunbartonshire Council’s share of the running costs of COSLA could increase.

In order to protect the Council’s interests, Council agrees to serve notice to quit COSLA with effect from 31st March 2015 but will review its decision during 2014.

To help inform elected member decision making on this, the Council calls on the Chief Executive to bring forward a report in approximately six months time setting out the risks and detailing the costs and benefits of continued membership of COSLA.

During discussion the Chief Executive and Head of Legal, Democratic & Regulatory Services were heard in answer to questions from Members.

As an amendment Councillor McColl, seconded by Councillor Hendrie moved:-

Council calls on the Chief Executive to bring forward a report at the earliest opportunity detailing the risks and benefits of continued membership of COSLA.

On a vote being taken 6 Members voted for the amendment and 13 for the motion which was accordingly declared carried.

The meeting closed at 2.57 p.m.

WEST DUNBARTONSHIRE COMMUNITY HEALTH AND CARE PARTNERSHIP

At a Meeting of the West Dunbartonshire Community Health and Care Partnership held in Committee Room 3, Council Offices, Garshake Road, Dumbarton, on Wednesday, 19 February 2014 at 2.00 p.m.

Present: Councillors Gail Casey, John Mooney, Ian Murray, Marie McNair, Martin Rooney and Hazel Sorrell (West Dunbartonshire Council); and Dr Kevin Fellows, Clinical Director, Community Health and Care Partnership and Anne McDougall, Chair, Public Partnership Forum.

Attending: Jackie Irvine, Head of Children’s Health, Care & Criminal Justice Services; Christine McNeill, Head of Community Health & Care Services; John Russell, Head of Mental Health, Learning Disability & Addictions; Soumen Sengupta, Head of Strategy, Planning and Health Improvement; Janice Rainey, Finance Business Partner, Jonathan Bryden, Head of Finance, Clyde Community Health Partnerships; Sharon Elliott, Acting Section Head – Quality Assurance; CHCP; Nigel Ettles, Principal Solicitor and Nuala Borthwick, Committee Officer, West Dunbartonshire Council.

Apologies: Apologies for absence were intimated on behalf of Catherine Benton MBE and Peter Daniels OBE, NHS Greater Glasgow and Clyde Board; Ross McCulloch, Co-Chair; Local Partnership Forum and Keith Redpath, Director, Community Health & Care Partnership.

Councillor Gail Casey 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 West Dunbartonshire Community Health & Care Partnership held on 20 November 2013 were submitted and approved as a correct record.

WEST DUNBARTONSHIRE CHCP ORGANISATIONAL PERFORMANCE REVIEW – MID-YEAR FEEDBACK 2013/14

A report was submitted by the Partnership Director advising of feedback received from the Chief Executives of NHS Greater Glasgow & Clyde and West Dunbartonshire Council following the CHCP’s mid-year Organisational Performance Review in October 2012.

Following discussion and having heard the Head of Community Health & Care Services and the Head of Mental Health, Learning Disability & Addictions in further explanation of the report and in answer to Members’ questions, the Partnership agreed:-

(1) to note that a report on the implementation of the recommendations of the Blue Triangle Review would be submitted to the next meeting of the CHCP Committee scheduled to be held on 21 May 2014, with this report to include a progress update on the specific actions which West Dunbartonshire Council had agreed to provide additional funding for, in order to allow for further scrutiny by members of the Committee; and

(2) otherwise to note the content of the report.

SCOTTISH GOVERNMENT RESPONSE TO CONSULTATION ON PROPOSALS TO REDESIGN THE COMMUNITY JUSTICE SYSTEM

A report was submitted by the Partnership Director advising of the Scottish Government’s response to consultation on the future structures for delivery of community justice services in Scotland.

The Partnership agreed to note the contents of the report.

REPORT OF THE MINISTERIAL TASK FORCE ON HEALTH INEQUALITIES 2013

A report was submitted by the Partnership Director providing information on the recently published Report of the Ministerial Task Force on Health Inequalities 2013.

Following discussion and having heard the Head of Strategy, Planning and Health Improvement and the Head of Children’s Health, Care & Criminal Justice Services in further explanation of the report and in answer to Members’ questions, the Partnership agreed :-

(1) to re-affirm its commitment to sustained local action to address the determinants of health inequalities across West Dunbartonshire Community Planning Partners;

(2) to note the work being undertaken to tackle the determinants of “health inequalities” indicators within the local Single Outcome Agreement on behalf of the Community Planning Partners; and

(3) otherwise to note the contents of the report.

NHS GREATER GLASGOW & CLYDE VISION FOR THE VALE – PATIENT ACTIVITY INFORMATION UPDATE

A report was submitted by the Partnership Director providing an update on levels of patient activity and the degree to which they are consistent with the NHS Greater Glasgow & Clyde Vision for the Vale.

Following discussion, the Partnership agreed:-

(1) to note the patient activity data is consistent with that previously predicted; and

(2) otherwise to note the contents of the report.

CARE INSPECTORATE REPORTS FOR CHILDREN & YOUNG PEOPLE’S SERVICES OPERATED BY WEST DUNBARTONSHIRE COUNCIL

A report was submitted by the Partnership Director providing information on the most recent inspection reports for the Council’s own Residential Services for Children and Young People.

Following discussion, the Partnership agreed:-

(1) to note the work undertaken to ensure grades awarded reflect the quality levels expected by the Council; and

(2) otherwise to note the contents of the report.

CARE INSPECTORATE REPORTS FOR SUPPORT SERVICES OPERATED BY INDEPENDENT SECTOR PROVIDERS IN WEST DUNBARTONSHIRE

A report was submitted by the Partnership Director providing a routine update on the most recent Care Inspectorate assessment for one independent sector support service for adults within West Dunbartonshire.

Following discussion, the Partnership agreed to note the contents of the report.

CARE INSPECTORATE REPORTS FOR OLDER PEOPLE’S CARE HOMES OPERATED BY INDEPENDENT SECTOR IN WEST DUNBARTONSHIRE

A report was submitted by the Partnership Director providing a routine update on the most recent Care Inspectorate assessments of independent sector older peoples’ care homes within West Dunbartonshire.

Following discussion, the Partnership agreed to note the contents of the report.

CARE INSPECTORATE REPORTS FOR OLDER PEOPLE’S RESIDENTIAL AND DAY CARE SERVICES OPERATED BY WEST DUNBARTONSHIRE COUNCIL

A report was submitted by the Partnership Director providing information on the most recent inspection reports for three of the Council’s own Older People’s Residential Care Home and Day Care Services.

Following discussion and having heard the Head of Community Health & Care Services in further explanation of the report and in answer to Members’ questions, the Partnership agreed:-

(1) to note the work undertaken to ensure grades awarded reflect the quality levels expected by the Council; and

(2) otherwise to note the contents of the report.

PROVISION OF MAINTENANCE FOR STAIR LIFTS PREVIOUSLY INSTALLED IN NON COUNCIL & HOUSING ASSOCIATION PROPERTIES

A report was submitted by the Partnership Director providing a review of the new procedure introduced in January 2013 for stair lift maintenance and installation in non council and housing association properties.

Following discussion, the Partnership agreed:-

(1) that the new process introduced last year be adopted on a permanent basis; and

(2) to congratulate officers on the improvement to the service to ensure that all clients with assessed needs get access to appropriate aids and equipment.

FINANCIAL REPORT 2013/14 AS AT PERIOD 9 (31 DECEMBER 2013) WDC

A report was submitted by the Partnership Director on the above.

Following discussion and having heard the Business Unit Finance Partner in further explanation of the report and in answer to Members’ questions, the Partnership agreed:-

(1) to note the position at period 9, showing the revenue account with an adverse variance of £0.110 million and an anticipated £0.050 million favourable in year variance in the approved capital projects;

(2) that information on the reason for slippage on works at the Dumbarton Centre would be provided direct to Councillor McNair; and

(3) to note the contents of the report.

FINANCIAL AND CAPITAL WORKS REPORT FOR THE PERIOD ENDED 31 DECEMBER 2013 (NHS ONLY)

A report was submitted by the Partnership Director providing an update of the financial planning by the NHS Board and by the Community Health and Care Partnership.

Following discussion and having heard the Head of Finance - Clyde CHPs in further explanation of the report and in answer to Members’ questions, the Partnership agreed to note the content of the Financial and Capital Works Report for the period ended 31 December 2013.

MINUTES OF MEETING OF THE WEST DUNBARTONSHIRE COMMUNITY HEALTH & CARE PARTNERSHIP PUBLIC PARTNERSHIP FORUM

The draft Minutes of Meeting of the West Dunbartonshire CHCP Public Partnership Forum held on 30 October 2013 were submitted and noted.

MINUTES OF MEETING OF THE WEST DUNBARTONSHIRE COMMUNITY HEALTH & CARE PARTNERSHIP JOINT STAFF FORUM

The draft Minutes of Meeting of the West Dunbartonshire CHCP Joint Staff Forum held on 27 January 2014 were submitted and noted.

MINUTES OF MEETING OF THE WEST DUNBARTONSHIRE COMMUNITY HEALTH & CARE PARTNERSHIP PROFESSIONAL ADVISORY GROUP

The draft Minutes of Meetings of the West Dunbartonshire CHCP Professional Advisory Group held on 5 February 2014 were submitted and noted.

Having heard the Clinical Director, CHCP the Partnership noted the positive collaborative work undertaken in relation to the Optometry Medication Supply pilot that was now underway.

The meeting closed at 2.45 p.m.

JOINT CONSULTATIVE FORUM

At a Meeting of the Joint Consultative Forum held in Committee Room 3, Council Offices, Garshake Road, Dumbarton on Thursday, 12 December 2013 at 2.20 p.m.

Present: Councillors George Black*, Michelle McGinty and Tommy Rainey; Stewart Paterson (EIS); Billy McEwan (GMB); Joanne Harkin, Margaret Wood and Alistair Young (UNISON); and Karen Ferguson and Jackaleen McMonagle (UNITE).

*Arrived later in the meeting.

Attending: Angela Wilson, Executive Director of Corporate Services; Vicki Rogers, Head of People & Transformation; Angela Terry, Manager of Organisational Development & Change; Paul McGowan, Human Resources & Workforce Development Manager; Kirsty Connor, Human Resources Adviser; Lynda McLaughlin, Manager of Leisure & Facilities; Karen Docherty, Section Head, Administration, Educational Services; Raymond Lynch, Senior Solicitor; and Scott Kelly, Committee Officer, Legal, Democratic & Regulatory Services.

Apologies: Apologies for absence were intimated on behalf of Richard Cairns, Executive Director of Infrastructure & Regeneration; Terry Lanagan, Executive Director of Educational Services; Ronnie Dinnie, Head of Neighbourhood Services; Duncan Borland (GMB); Claire MacKenzie (SSTA); Peter O’Neill and Tom Morrison (UNISON); and Charlie McDonald (UNITE).

Jackaleen McMonagle 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 Joint Consultative Forum held on 12 September 2013 were submitted and approved as a correct record.

VARIATION IN ORDER OF BUSINESS

Having heard Ms McMonagle, Chair, the Forum agreed to vary the order of business as hereinafter minuted.

TRADES UNIONS ISSUES

Canteen Facilities at Garshake

The Forum heard Mr Young in relation to the provision of staff welfare facilities in the Council Offices, Garshake Road, Dumbarton and there was submitted (tabled) a paper summarising the points made by Mr Young in this regard.

The Forum noted Mr Young’s request that further consideration be given to the setting up of a café facility within the Council Offices which might be run by an in- house or external provider.

In response, the Manager of Leisure & Facilities stated that the Council’s decision to remove the previous canteen facility had been taken as a budget-saving measure and that, while the operating costs of a smaller café facility may be affordable, the costs associated with establishing such a facility which would meet environmental health regulations were considered to be prohibitive.

Following discussion, the Forum agreed that a working group comprising representatives of Facilities Management, Healthy Working Lives, and the Trades Unions, should be established which would: (i) consider the costs and practical implications of establishing a café facility; and (ii) report its findings to a future meeting of the Forum.

Note: Councillor Black entered the meeting during consideration of this item.

STANDING ITEMS OF BUSINESS

Paid Lunch Breaks

The Head of People & Transformation provided an update in relation to paid lunch breaks and the Forum agreed:-

(1) to note that a three month monitoring period in relation to a particular residential unit in the Community Health and Care Partnership had now concluded;

(2) to note that working patterns at the residential unit were sufficiently flexible to allow staff to take a lunch break, other than in exceptional circumstances; and

(3) to note that no further action was required in relation to this matter and that this item could be removed from the list of standing items of business for future meetings of the Forum.

Payroll Modernisation

The Head of People & Transformation provided an update in relation to payroll modernisation and the Forum agreed:-

(1) to note that the final proposals in relation to this matter had been agreed by the Corporate Services Committee on 13 November 2013; and

(2) that a report providing an update on the implementation of the payroll changes would be submitted to the next meeting of the Forum.

EMPLOYEE SURVEY 2013

A report was submitted by the Head of People & Transformation informing on the results, key highlights, and improvement planning process in relation to the 2013 Employee Survey.

Having heard officers in answer to Members’ questions, the Forum agreed to note the results summary contained in Appendix A to the report, the improvement achieved in comparison to the 2011 results, and the planned next steps in terms of improvement planning and communicating the results.

REVISIONS TO CODE OF CONDUCT FOR EMPLOYEES

A report was submitted by the Head of People & Transformation providing an update on revisions to the Code of Conduct for Employees implemented from November 2013.

The Forum agreed to note the revised Code of Conduct for Employees.

“WORKING WELL TOGETHER” – ABSENCE STATISTICS: QUARTER 2

A report was submitted by the Head of People & Transformation:-

(1) providing an update on the actions progressed through the Attendance Working Group as part of the “Working Well Together” campaign to address the high levels of sickness absence within West Dunbartonshire Council, and specifically noting the reduction in days lost in 2013/14 when compared to the same period in 2012/13; and

(2) providing a summary of the Quarter 2 absence statistics, and associated data, for the Council and individual Directorates.

Following discussion and having heard the Executive Director of Corporate Services and the Head of People & Transformation in explanation of the report and in answer to Members’ questions, the Forum agreed to note the contents of the report.

DISCIPLINE, GRIEVANCE AND DIGNITY AT WORK – QUARTER 2 UPDATE

A report was submitted by the Head of People & Transformation providing information on the progress of discipline, grievance and dignity at work cases for the period 1 July 2013 to 30 September 2013 (Quarter 2).

The Forum agreed to note the contents of the report.

MINUTES OF DEPARTMENTAL JOINT CONSULTATIVE COMMITTEES, HEALTH & SAFETY MEETINGS AND EMPLOYEE LIAISON GROUP

A report was submitted by the Head of People & Transformation providing the minutes from departmental Joint Consultative Committees (JCCs), Health & Safety meetings and Employee Liaison Group (ELG) meetings for the period 1 July 2013 to 30 September 2013.

The Forum agreed to note the contents of the report.

TRADES UNIONS ISSUES

Foodshare Collection Points at Garshake and Rosebery Offices

The Forum heard Ms McMonagle, Chair, in relation to the provision of foodshare collection points at the Council Offices in Garshake Road, Dumbarton, and Rosebery Place, Clydebank and it was noted that this matter had previously been discussed by the Forum at its meeting on 13 December 2012 (Page XXX refers).

After discussion, the Forum agreed to note that the Manager of Leisure & Facilities would liaise with officers on appropriate positions for the collection points in the aforementioned Council Offices, and provide staff with information on the location of these and the types of foodstuffs which could be donated.

CHAIR’S REMARKS

Ms McMonagle, Chair, wished everyone a happy Christmas and best wishes for the New Year.

Thereafter, the Executive Director of Corporate Services expressed her thanks to the Trades Unions for their continued joint and partnership working during 2013, and extended her best wishes for 2014.

The meeting closed at 3.10 p.m.

JOINT CONSULTATIVE FORUM

At a Meeting of the Joint Consultative Forum held in Committee Room 3, Council Offices, Garshake Road, Dumbarton on Thursday, 13 March 2014 at 2.05 p.m.

Present: Councillors George Black, Jim Finn, Michelle McGinty, Patrick McGlinchey and Tommy Rainey; Stewart Paterson (EIS); Duncan Borland and Billy McEwan (GMB); Claire Mackenzie (SSTA); John Kennedy (UCATT); Tracey Dalling, Joanne Harkin, Tom Morrison, Peter O’Neill and Elaine Smith (UNISON); and Jackaleen McMonagle and Charlie McDonald (UNITE).

Attending: Angela Wilson, Executive Director of Corporate Services; Terry Lanagan, Executive Director of Educational Services; Richard Cairns, Executive Director of Infrastructure and Regeneration; Vicki Rogers, Head of People & Transformation; Angela Terry, Manager of Organisational Development & Change; Raymond Lynch, Senior Solicitor; and Scott Kelly, Committee Officer, Legal, Democratic & Regulatory Services.

Apologies: Apologies for absence were intimated on behalf of Councillors Kath Ryall and Hazel Sorrell.

Jackaleen McMonagle 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.

INTRODUCTIONS

At the request of Ms McMonagle, Chair, all those present introduced themselves for the benefit of those who were attending the Forum for the first time.

MINUTES OF PREVIOUS MEETING

The Minutes of Meeting of the Joint Consultative Forum held on 12 December 2013 were submitted and approved as a correct record.

With reference to the item under the heading ‘Trades Unions Issues: Canteen Facilities at Garshake’, it was agreed that the Executive Director of Infrastructure and Regeneration would provide Members of the Forum with an update, outwith the meeting, on the present position in respect of the possible establishment of a café facility in the Council Offices, Garshake Road, Dumbarton.

STANDING ITEM OF BUSINESS – HR PAYROLL MODERNISATION – UPDATE

A report was submitted by the Head of People and Transformation providing an update on:-

(a) the work that had been undertaken by HR and Payroll in delivering improvements to business processes and underpinning systems; and

(b) the outcome of the Payroll Modernisation exercise.

Following discussion and having heard the Head of People and Transformation in answer to a question from a Member, the Forum agreed:-

(1) to note that the Council had agreed to reimburse a number of employees who had incurred administrative charges in making changes to direct debits following the changes to payrolls;

(2) to note that the Head of People and Transformation had invited Mr Morrison to discuss with her the personal circumstances of a particular member of staff, outwith the meeting;

(3) that a further update on HR Payroll Modernisation would be provided at the next meeting of the Forum; and

(4) otherwise to note the contents of the report.

EMPLOYEE SURVEY 2013: IMPROVEMENT PLAN

A report was submitted by the Head of People and Transformation providing an update on the employee survey improvement plan which had been developed in response to the 2013 survey results.

Having heard the Manager of Organisational Development & Change in answer to a Member’s question, the Forum agreed to support the Council’s improvement plan which formed Appendix A to the report.

MANAGEMENT DEVELOPMENT FRAMEWORK

A report was submitted by the Head of People and Transformation providing an update on the management development framework in place to support managers at all levels.

Following discussion and having heard the Head of People and Transformation and the Manager of Organisational Development & Change, the Forum agreed:-

(1) to note the management development framework in place to support managers at all levels; and

(2) to note that the framework was extended to teaching staff.

COUNCIL DISCRETIONS UNDER THE LOCAL GOVERNMENT PENSION SCHEME (SCOTLAND) REGULATIONS

A report was submitted by the Head of People and Transformation providing an update on the review of the Council’s Statement of Policy on discretions allowable under the Local Government Pension Scheme (Scotland) Regulations as detailed in the appendix to the report, and the proposed revisions to the Statement.

Following discussion and having heard officers in answer to Members’ questions, the Forum agreed:-

(1) that the recommended revisions to the Statement of Policy on Discretions would be submitted to the Corporate Services Committee in May 2014 for approval; and

(2) otherwise to note the contents of the report.

SUPPORTING EMPLOYEE PERFORMANCE POLICY

A report was submitted by the Head of People and Transformation providing details on the draft Supporting Employee Performance Policy.

Following discussion and having heard officers in answer to Members’ questions, the Forum agreed:-

(1) that the Head of People and Transformation should meet with Trades Unions Conveners to consider further clarity within the draft Policy prior to its submission to the Corporate Services Committee on 14 May 2014 for approval;

(2) to note that until the Policy was approved by the Corporate Services Committee, where performance issues are being managed, employees/ Trades Unions representatives will be given the opportunity to use the draft policy; and

(3) otherwise to note the contents of the report.

STAFF WORKING IN TRANSITION AND CHANGE (SWITCH)

A report was submitted by the Head of People and Transformation providing an update on the development of the Staff Working in Transition and Change (SWITCH) policy designed to support an effective redeployment framework within the Council.

Following discussion and having heard the Head of People and Transformation in explanation of the report and in answer to Members’ questions, the Forum agreed:-

(1) that the Head of People and Transformation should meet with Trades Unions Conveners to further consider the Policy prior to its submission to the Corporate Services Committee on 14 May 2014 for approval; and

(2) otherwise to note the contents of the report.

WORKING WELL TOGETHER – CARER’S LEAVE SCHEME

A report was submitted by the Head of People and Transformation providing an update on the development of a Carer’s Leave Scheme – devised to support the Working Well Together campaign and the West Dunbartonshire CHCP carer’s strategy.

The Forum agreed to note the contents of the report.

“WORKING WELL TOGETHER” – ABSENCE QUARTER 3

A report was submitted by the Head of People and Transformation:-

(a) providing an update on the actions progressed through the Attendance Working Group as part of the “Working Well Together” campaign to address the high levels of sickness absence within West Dunbartonshire Council; and

(b) providing a summary of the Quarter 3 absence statistics, and associated data, for the Council and individual departments.

Having heard the Executive Director of Educational Services, the Forum agreed:-

(1) to note that Table 1 in the report contained a typographical error and that in Quarter 3 in 2012/13 teachers had lost an average of 1.97 days due to sickness absence with this figure reducing by 25% to 1.47 days in Quarter 3 in 2013/14; and

(2) otherwise to note the contents of the report.

DISCIPLINE, GRIEVANCE AND DIGNITY AT WORK – QUARTER 3 UPDATE

A report was submitted by the Head of People and Transformation providing information on the progress of discipline, grievance and dignity at work cases for the period 1 October 2013 to 31 December 2013 (Quarter 3).

Following discussion and having heard the Executive Director of Corporate Services, the Head of People and Transformation and the Senior Solicitor in answer to Members’ questions, the Forum agreed:-

(1) to note that when the Appeals Committee does not uphold an appeal and the matter is subsequently referred to the employment tribunal, a detailed note of the meeting of the Committee, including a record of its deliberations, could be provided to the appellant’s Trade Union;

(2) to note the requirement for clarity as to whether a Stage 3 appeal hearing was to constitute a re-hearing or focus on the decision taken at the previous stage;

(3) to note that it would be helpful to the Trades Unions to further understand the roles and considerations of those involved in the Appeals Committee process; and

(4) otherwise to note the contents of the report.

MINUTES OF DEPARTMENTAL JOINT CONSULTATIVE COMMITTEES, HEALTH & SAFETY MEETINGS AND EMPLOYEE LIAISON GROUP

A report was submitted by the Head of People and Transformation providing the minutes from departmental Joint Consultative Committees (JCCs), Health & Safety meetings and Employee Liaison Group (ELG) meetings for the period 1 October 2013 to 31 December 2013.

The Forum agreed note the contents of the report.

TRADES UNIONS ISSUES

Job Titles and Job Descriptions

The Forum heard Mr McDonald who requested that a number of jobs, in particular those of chargehands, road workers, facilities assistants and care staff, be re- evaluated in view of the job descriptions being at variance with the job titles.

Having heard from the Executive Director of Infrastructure and Regeneration in response it was noted:-

(a) that an evaluation of the jobs of catering staff had recently been completed; and

(b) that an evaluation of the jobs of facilities assistants would be completed after a period of six months.

Following discussion, the Forum agreed to note that the Trades Unions would continue to discuss matters relating to job titles and job descriptions with the relevant departments. It was also noted that the Head of People and Transformation had remarked that the offer of HR support remained available if this would be helpful in expediting the resolution of the issues.

Car Parking at Council Offices, Garshake Road, Dumbarton

The Forum heard Mr Morrison who commented on the increase in the number of staff located in the Council Offices, Garshake Road, Dumbarton and requested that consideration be given to the ending of all parking restrictions in the building’s car park, with all spaces being made available to all staff.

Following discussion, the Forum agreed:-

(1) to note that the issue of car parking at Garshake would be considered at a future meeting of the Corporate Management Team (CMT); and

(2) that, in advance of the next meeting of the Forum, the Executive Director of Infrastructure and Regeneration should report the outcome of the CMT’s discussion of this matter, either to a future meeting of the Employee Liaison Group or to the Members of the Forum.

The meeting closed at 3.55 p.m.

COMMUNITY PARTICIPATION COMMITTEE

At a Meeting of the Community Participation Committee held in the Reception Hall, Clydebank Town Hall, Dumbarton Road, Clydebank on Wednesday, 11 December 2013 at 10.00 a.m.

Present: Councillors Jim Brown, Jonathan McColl, John Millar, Ian Murray, Tommy Rainey, Gail Robertson, Martin Rooney, Kath Ryall and Hazel Sorrell; Walter Graham and Gilbert Howatson, Community Councils’ Forum; Rhona Young, Clydebank Seniors Forum; Haji Munir, West Dunbartonshire Minority Ethnic Association; Jim Eadie and Jackie Maceira, West Dunbartonshire Access Panel; Anne MacDougall, CHCP Public Partnership Forum; Hope Robertson, Clydebank Asbestos Group, Gillian Kirkwood, Ysort-it, Tom Wilmshurst, Association of Clydebank Residents Groups and Brenda Pasquire, West Dunbartonshire Citizens Advice Service.

Attending: Peter Barry, Head of Customer and Community Services; Amanda Coulthard, Corporate and Community Planning Manager; Anne Clegg, Policy Officer – Community and Consultation; Peter Clyde, Licensing Standards Officer (in attendance for the item ‘Presentation – Pub Watch Scheme’); Lorna Campbell, Section Head, Community Learning & Development (in attendance for the item ‘Implementing CLD Strategic Guidance in West Dunbartonshire’; Rodney Thornton, Fleet and Waste Services Manager (in attendance for the item ‘Verbal Update on Recycling and Waste Minimisation’); Marion Smith, Section Head, Revenues & Benefits (in attendance for the item ‘Verbal Update on Welfare Reform’) and Craig Stewart, Committee Officer, Legal, Democratic and Regulatory Services.

Apologies: Apologies were intimated on behalf of Councillor George Black; Barbara Barnes, West Dunbartonshire Community Care Forum and Angela Wilson, Executive Director Corporate Services.

Councillor John Millar 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.

PRESENTATION – PUBWATCH SCHEME

Peter Clyde, Licensing Standards Officers, gave a presentation on the Pubwatch Scheme in the West Dunbartonshire Area. The Pubwatch Scheme comprised of a voluntary group of Licence Holders who set standards of behaviour to be expected within their licenced premises and act robustly to combat crime and anti social behaviour.

Following a question and answer session, Councillor Millar, Chair, thanked Mr Clyde for his interesting and informative presentation and, thereafter, he left the meeting.

MINUTES OF PREVIOUS MEETING

The Minutes of Meeting of the Community Participation Committee held on 18 September 2013 were submitted and approved as a correct record with a small amendment. It was noted that any future developmental sessions for the Community Alliance would be made clearer in the agenda for the meeting.

COMMUNITY ENGAGEMENT UPDATE

A report was submitted by the Executive Director of Corporate Services on the outcome of four recent Neighbourhood Listening Events setting out some learning points which will inform future community engagement.

After discussion and having heard the Head of Customer and Community Services and the Corporate and Community Planning Manager in elaboration and in answer to Members’ questions, the Committee agreed that the approach to neighbourhood community engagement is revised to ensure effectiveness and best use of resources.

DEVELOPING THE COMMUNITY ALLIANCE

A report was submitted by the Executive Director of Corporate Services providing written feedback from the session on developing the Community Alliance held in September and making recommendations on future actions.

After discussion and having heard the Head of Customer and Community Services and the Corporate and Community Planning Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the report and agreed to holding further sessions on developing the Community Alliance. The feedback from the last Community Participation Committee (CPC) session would be used to develop and inform these stakeholder sessions.

STREET NUMBERING POLICY

A report was submitted by the Executive Director of Infrastructure and Regeneration on a proposed street numbering policy and seeking comments in this respect.

The Committee agreed to note the terms of the report.

IMPLEMENTING CLD STRATEGIC GUIDANCE IN WEST DUNBARTONSHIRE

A report was submitted by the Executive Director of Corporate Services reporting on how National CLD Strategic Guidance for CPPs is being successfully implemented in West Dunbartonshire.

After discussion and having heard Lorna Campbell, Section Head, Community Learning and Development in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the contents of the report.

VERBAL UPDATE ON RECYCLING AND WASTE MINIMISATION

A verbal update was provided by Rodney Thornton, Fleet and Waste Services Manager on recycling and waste minimisation. Mr Thornton advised of current and future proposals in relation to waste minimisation and recycling in West Dunbartonshire.

Following a question and answer session, Councillor Millar, Chair, thanked Mr Thornton for his update and, thereafter, he left the meeting.

VERBAL UPDATE ON WELFARE REFORM

A verbal update was provided by Marion Smith, Section Head, Revenues & Benefits on welfare reform. Ms Smith advised of the position in relation to current welfare and benefit reform and future proposals that would impact on the community in West Dunbartonshire.

Following a question and answer session, Councillor Millar, Chair, thanked Ms Smith for her update.

FUTURE AGENDA ITEMS FROM COMMUNITY REPRESENTATIVES

Community Representatives are invited to raise topics for inclusion on future Agendas.

Having heard Ms Pasquire, it was noted that she had not been able to attend a previous meeting of the Committee when the item she had raised ‘Update on the issue of Vale of Leven Academy – traffic congestion’ had been discussed. Having heard Councillor Millar, Chair, it was agreed that Raymond Walsh, Network Management Services Co-ordinator, West Dunbartonshire Council would be invited to attend the next meeting in order to provide an update on this matter.

QUESTIONS FROM THE PUBLIC GALLERY

Members of the public were invited to ask questions of officers during the Open Forum Session.

Neil Etherington asked when the new Community Planning Partnership website would be updated. Amanda Coulthard, Corporate and Community Planning Manager advised that work was ongoing to update the website and make it more interesting and relevant, and that the ‘go live’ date for the refreshed website was expected to be no later than April 2014.

COMPLIMENTS OF THE SEASON

Councillor Millar, Chair, wished everyone a Merry Christmas and a Happy New Year.

The meeting closed at 12.12 p.m.

COMMUNITY PARTICIPATION COMMITTEE

At a Meeting of the Community Participation Committee held in the Council Chambers, Clydebank Town Hall, Dumbarton Road, Clydebank on Wednesday, 19 March 2014 at 2.10 p.m.

Present: Councillors Jim Brown, John Millar, Ian Murray, Martin Rooney and Kath Ryall; Gilbert Howatson, Community Councils’ Forum; Rhona Young, Clydebank Seniors Forum; Jim Eadie, West Dunbartonshire Access Panel and Anne MacDougall, CHCP Public Partnership Forum.

Attending: Peter Barry, Head of Customer and Community Services; Anne Clegg, Policy Officer – Community and Consultation; Lorna Campbell, Section Head, Community Learning & Development (in attendance for the item ‘Local Engagement Update’); Soumen Sengupta, Head of Strategy, Planning and Health Improvement (in attendance for the item ‘Establishing a Shadow Health and Social Care Partnership for West Dunbartonshire’) and Craig Stewart, Committee Officer, Legal, Democratic and Regulatory Services.

Apologies: Apologies were intimated on behalf of Councillors Jonathan McColl, Tommy Rainey, Gail Robertson and Hazel Sorrell; Walter Graham, Community Councils’ Forum; Barbara Barnes, West Dunbartonshire Community Care Forum; Gillian Kirkwood, Ysort-it; Hope Robertson, Clydebank Asbestos Group; Angela Wilson, Executive Director of Corporate Services and Amanda Coulthard, Corporate and Community Planning Manager.

Councillor John Millar 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 Community Participation Committee held on 11 December 2013 were submitted and approved as a correct record.

SINGLE OUTCOME AGREEMENT (SOA) 2014-17

A report was submitted by the Executive Director of Corporate Services informing of the recently agreed West Dunbartonshire Single Outcome Agreement (SOA) covering the period 2014-17.

After discussion and having heard the Head of Customer and Community Services in further explanation and in answer to Members’ questions, the Committee agreed to note the terms of the SOA for 2014-17, as approved by the Community Planning West Dunbartonshire Management Board at its meeting on 26 February 2014.

COMMUNITY EMPOWERMENT CONSULTATION

A report was submitted by the Executive Director of Corporate Services providing an update on the response submitted to the Scottish Government consultation on the Community Empowerment (Scotland) Bill.

The Committee agreed to note the response submitted based on the input of all Community Planning Partnership Members.

UPDATE FROM NATIONAL COMMUNITY PLANNING GROUP

A report was submitted by the Executive Director of Corporate Services informing of recent correspondence from the National Community Planning Group on joint resourcing.

The Committee agreed:-

(1) to note the terms of the letter from the National Community Planning Group as discussed by the Community Planning West Dunbartonshire Management Board at its meeting on 26 February 2014; and

(2) otherwise to note the contents of the report.

LOCAL ENGAGEMENT UPDATE

A report was submitted by the Executive Director of Corporate Services providing an update on recent engagement activity in relation to budget consultation, Youth Alliance and Adult Learning Partnership.

After discussion and having heard the Head of Customer and Community Services and relevant officers in further explanation and in answer to Members’ questions, the Committee agreed:-

(1) to note the terms of the discussion that had taken place in respect of this item, including the very positive and constructive contributions;

(2) that further updates would be brought to future meetings of the Committee (Community Alliance) to keep everyone fully informed and up-to-date on current and future developments in respect of community engagement; and

(3) otherwise to note the contents of the report.

ESTABLISHING A SHADOW HEALTH AND SOCIAL CARE PARTNERSHIP FOR WEST DUNBARTONSHIRE

A report was submitted by the Director of West Dunbartonshire Community Health and Care Partnership informing that both the Council and the NHSGGC Board have agreed to transition the current Community Health and Care Partnership (CHCP) to a shadow Health and Social Care Partnership for West Dunbartonshire in preparation for the enactment of the Public Bodies (Joint Working) (Scotland) Bill 2013.

Having heard the Head of Strategy, Planning and Health Improvement, the Committee agreed to note the contents of the report.

FUTURE AGENDA ITEMS FROM COMMUNITY REPRESENTATIVES

After discussion, it was agreed that the following items be submitted for further consideration at Committee:-

Wed 18 June, 2014 – Presentation and report  New Community Planning Structure

Other proposed Items for above meeting/future meetings:  Local roads issues  Regular update on Recycling and Waste Minimisation (particularly food waste and glass recycling)  Update on Educational Estates

QUESTIONS FROM THE PUBLIC GALLERY

Members of the public were invited to ask questions of officers during the Open Forum Session.

Mr Etherington asked a question in relation to the Community Planning website. Having heard the Head of Customer and Community Services, it was noted that the new Community Planning website was on track and scheduled to ‘go live’ in April 2014. Mr Etherington also asked a follow-up question in relation to the list of future agenda items, including the social/economic profile. Councillor Millar, Chair, advised that there would still be an opportunity for community representatives to raise items of interest and he considered that the best way for doing this would be by refreshing the list of future agenda items.

Ms McAleer raised a point in relation to zero-hours contracts and asked whether students of Clydebank College had been employed on these. Councillor Millar, Chair, advised that he was not aware of this, and given the Council’s position in relation to zero hour contracts, it was a worthwhile point which would be taken on board.

CLOSING REMARKS BY CHAIR

Councillor Millar, Chair, closed the meeting by referring to the resignation of Councillor George Black as a member of the Committee. He then took the opportunity to pass on his thanks to Councillor Black for his valued service to the Committee over many years. The Committee concurred with Councillor Millar’s remarks.

The meeting closed at 3.45 p.m. AUDIT & PERFORMANCE REVIEW COMMITTEE

At a Meeting of the Audit & Performance Review Committee held in Committee Room 3, Council Offices, Garshake Road, Dumbarton on Wednesday, 11 December 2013 at 2.00 p.m.

Present: Councillors George Black, Jim Brown, Jonathan McColl, Michelle McGinty, Ian Murray, *Tommy Rainey, Gail Robertson, Martin Rooney and Mr Edward Haynes.

* Attended later in the meeting.

Attending: Joyce White, Chief Executive; Angela Wilson, Executive Director of Corporate Services; Richard Cairns, Executive Director of Infrastructure and Regeneration; Stephen West, Head of Finance and Resources; Gillian McNeilly, Finance Manager; Colin McDougall, Audit and Risk Manager; Joe Gillespie, Section Head, Internal Audit; Soumen Sengupta, Head of Strategy, Planning and Health Improvement, West Dunbartonshire Community Health & Care Partnership; Craig Stewart, Committee Officer, Legal, Democratic and Regulatory Services.

Also Attending: Ms Elaine Boyd, Senior Audit Manager and Mr Laurence Slavin, Senior Auditor, Audit Scotland.

Apologies: Apologies for absence were intimated on behalf of Mr Francis McNeill and Mr Stevie J. Doogan.

Councillor Jonathan McColl in the Chair

MINUTES OF PREVIOUS MEETING

The Minutes of Meeting of the Audit & Performance Review Committee held on 25 September 2013 were submitted and approved as a correct record.

TREASURY MANAGEMENT MID YEAR REPORT 2013/2014

A report was submitted by the Executive Director of Corporate Services providing an update on treasury management and prudential indicators during 2013/14. A similar report to this one was previously considered by Members at the meeting of Council held on 30 October 2013.

After discussion and having heard the Chief Executive in further explanation, the Committee agreed:-

(1) to note the treasury management and prudential stewardship information within the Treasury Management Report attached as appendix 1;

(2) to note that Council approved the 2013/14 revised estimates of treasury and prudential indicators as advised within the report (Tables A, B, C, D, E, F, H and M);

(3) to note the opportunity for the Council to invest in hub schemes as a result of West Dunbartonshire Council’s position as a shareholder in hub West Scotland;

(4) to note that on 30 October 2013 Council approved delegation of authority to the Council’s Section 95 Officer, the Chief Executive, the Leader of the Council and the Leader of the Opposition to invest in hub West Scotland schemes within the timescales identified in section 4.17 of this report; and

(5) to note that Council approved a new indicator for Principal sums invested > 364 days as advised within the report (Table N).

AUDIT SCOTLAND – ANNUAL REPORT ON THE 2012/13 AUDIT

A report was submitted by the Executive Director of Corporate Services advising of the findings in relation to the external auditor’s final report to Members on the completion of their 2012/13 audit. A similar report to this one was previously considered by Members at the meeting of Council held on 30 October 2013.

After discussion and having heard Ms Boyd, Senior Audit Manager, the Chief Executive and relevant officers in further explanation and in answer to Members’ questions, the Committee agreed:-

(1) to thank the Council’s external auditors, Audit Scotland, and Council staff for their work and assistance in carrying out their final audit which had resulted in an unqualified audit opinion; and

(2) otherwise to note the contents of the report.

CODE OF GOOD GOVERNANCE

A report was submitted by the Executive Director of Corporate Services providing an update on the Council’s Code of Good Governance.

The Committee agreed to note the contents of the report.

AUDIT ACTION PLANS

A report was submitted by the Executive Director of Corporate Services advising of:-

(a) recently issued Internal Audit action plans; and

(b) progress made against action plans previously contained within Internal Audit and External Audit reports.

After discussion and having heard the relevant officers in elaboration and in answer to Members’ questions, the Committee agreed:-

(1) to note that Members would be sent by email a revised covalent sheet giving updated information on the completeness of certain indicators that fell within the Housing, Environment and Economic Development Department’s responsibility, on the basis discussed at the meeting; and

(2) otherwise to note the contents of the report.

INTERNAL AUDIT PROGRESS REPORT TO 30 SEPTEMBER 2013

A report was submitted by the Executive Director of Corporate Services advising of the work undertaken by the Internal Audit Section against the Action Plan 2013/14.

After discussion and having heard the Chief Executive, Executive Director of Corporate Services and Audit and Risk Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the contents of the report.

NATIONAL FRAUD INITIATIVE 2012/13 – PROGRESS REPORT

A report was submitted by the Executive Director of Corporate Services on the progress being made in investigating matched datasets provided to the Council as a result of the National Fraud Initiative 2012/13.

Having heard the Audit and Risk Manager in answer to a Member’s question, the Committee agreed to note the contents of the report.

SCOTTISH PUBLIC SERVICES OMBUDSMAN COMPLAINTS REPORT 2012/13

A report was submitted by the Executive Director of Corporate Services presenting the Scottish Public Services Ombudsman (SPSO) report for 2012/13 on complaints handling by West Dunbartonshire Council.

After discussion and having heard the Chief Executive, Executive Director of Corporate Services and the Head of Customer and Community Services in further explanation and in answer to Members’ questions, the Committee agreed:-

(1) that officers would look at producing a condensed version of the report, complete with trend information which would enable a better comparison to be made on the levels of complaints, for the next time this report would be submitted to the Committee; and

(2) otherwise to note the contents of the report.

The meeting closed at 3.26 p.m.

AUDIT & PERFORMANCE REVIEW COMMITTEE

At a Meeting of the Audit & Performance Review Committee held in Committee Room 3, Council Offices, Garshake Road, Dumbarton on Wednesday, 12 March 2014 at 2.05 p.m.

Present: Councillors George Black, Jim Brown, Michelle McGinty, *Jim Finn, Ian Murray, Tommy Rainey, Gail Robertson, Martin Rooney, Mr Stevie J. Doogan and Mr Edward Haynes.

* Attended later in the meeting.

Attending: Joyce White, Chief Executive; Angela Wilson, Executive Director of Corporate Services; Richard Cairns, Executive Director of Infrastructure and Regeneration; Terry Lanagan, Executive Director of Educational Services; Stephen West, Head of Finance and Resources; Gillian McNeilly, Finance Manager; Colin McDougall, Audit and Risk Manager; Joe Gillespie, Section Head, Internal Audit; William Pook, Performance and Information Manager, West Dunbartonshire Community Health & Care Partnership; Craig Stewart, Committee Officer, Legal, Democratic and Regulatory Services.

Also Attending: Mr David McConnell, Assistant Director, Ms Elaine Boyd, Senior Audit Manager, and Mr Laurence Slavin, Senior Auditor, Audit Scotland.

Councillor Ian Murray in the Chair

CHAIR’S REMARKS

Prior to commencing with the business of the meeting, Councillor Murray, Chair, informed the Committee of the recent resignation of Mr Francis McNeill, as a Lay Member, due to personal commitments. The Chair passed on the Committee’s thanks to Mr McNeill for his service to the work of the Committee.

DECLARATIONS OF INTEREST

It was noted that there were no declarations of interest in any of the items of business on the agenda at this point in the meeting.

MINUTES OF PREVIOUS MEETING

The Minutes of Meeting of the Audit & Performance Review Committee held on 11 December 2013 were submitted and approved as a correct record.

INTERNAL AUDIT PLAN 2014/15

A report was submitted by the Executive Director of Corporate Services advising on the planned programme of work for the Internal Audit Section for the year 2014/15.

After discussion and having heard the Audit and Risk Manager, the Chief Executive and relevant officers in elaboration and in answer to Members’ questions, the Committee agreed to approve the Audit Plan for 2014/15.

Note: Councillor Finn entered the meeting at this point in the proceedings.

INTERNAL AUDIT PLAN 2013/14 PROGRESS REPORT TO 31 DECEMBER 2013

A report was submitted by the Executive Director of Corporate Services advising on the work undertaken by the Internal Audit Section against the Audit Plan 2013/14.

After discussion and having heard the Audit and Risk Manager and the Chief Executive in further explanation and in answer to a Member’s questions, the Committee agreed to note the contents of the report.

AUDIT ACTION PLANS

A report was submitted by the Executive Director of Corporate Services advising of:-

(a) Recently issued Internal Audit action plans; and

(b) Progress made against plans previously issued contained within Internal Audit and External Audit reports.

After discussion and having heard the Executive Director of Corporate Services, Audit and Risk Manager and relevant officers in further explanation and in answer to Members’ questions, the Committee agreed:-

(1) to note that certain of the projects (progress timescale, narrative etc.) under the HEED Directorate would be reviewed by the Executive Director of Infrastructure and Regeneration, prior to a further report on this matter being submitted to the Committee;

(2) to note that a Members Briefing Note would be prepared and issued on the Housing Allocations process; and

(3) otherwise to note the contents of the report.

PUBLIC INTEREST DISCLOSURES FOR THE PERIOD 1 JULY 2013 TO 31 DECEMBER 2013

A report was submitted by the Executive Director of Corporate Services advising on public interest disclosures received during the period 1 July 2013 to 31 December 2013.

After discussion and having heard the Executive Director of Corporate Services in further explanation and in answer to a Member’s questions, the Committee agreed to note the contents of the report.

PRUDENTIAL INDICATORS 2013/14 TO 2016/17 AND TREASURY MANAGEMENT STRATEGY 2014/15 TO 2016/17

A report was submitted by the Executive Director of Corporate Services providing an update on:-

(a) Prudential Indicators for 2013/14 to 2016/17; and

(b) Treasury Management Strategy (including the Investment Strategy) for 2014/15 to 2016/17.

After discussion and having heard the Finance Manager and the Head of Finance and Resources in further explanation and in answer to Members’ questions, the Committee agreed to note that Council approved the following at its meeting on 6 February 2014:-

(1) The Prudential Indicators and Limits set out within Appendix 1:

• Capital Expenditure and Capital Financing Requirements (Tables A and B); • Actual and estimates of the ratio of financing costs to Net Revenue Stream (Table C); • Incremental impact of capital investment decisions on the Band D Council Tax (Table D); and • Incremental impact of capital investment decisions Housing Rent levels (Table E);

(2) The Treasury Management Strategy for 2014/15 to 2016/17 (including the Investment Strategy) contained within Appendix 2;

(3) The Treasury Prudential Indicators and Limits set out in Appendix 2: • Operational Boundaries (Table G); • Authorised Limits (Table H); • Counterparty Limits (Table K); and • Treasury Management Limits on Activity (Table M); and

(4) The statement by the Section 95 Officer regarding the gross debt level in comparison to the Capital Financing Requirement (Appendix 2 - Point 2.2).

AUDIT SCOTLAND ANNUAL AUDIT PLAN 2013/14

A report was submitted by the Executive Director of Corporate Services presenting Audit Scotland’s Audit Plan for the audit of financial year 2013/14 to Committee for information.

At this point, Councillor Murray, Chair, welcomed the Members of the Audit Team of Audit Scotland to the meeting. After discussion and having heard Mr Slavin, Senior Auditor and the Chief Executive in further explanation and answer to Members’ questions, the Committee agreed:-

(1) to note the thanks and appreciation of Audit Scotland to staff for their valued assistance and input; and

(2) otherwise to note Audit Scotland’s audit plan for the audit of financial year 2013/14.

AUDIT SCOTLAND – REVIEW OF ADEQUACY OF INTERNAL AUDIT ARRANGEMENTS

A report was submitted by the Executive Director of Corporate Services advising of the External Auditor’s assessment of the adequacy of the Council’s Internal Audit arrangements.

Having heard Ms Boyd, Senior Audit Manager, in answer to a Lay Member’s question, the Committee agreed to note the contents of the report.

AUDIT SCOTLAND REPORT – CHARGING FOR SERVICES: ARE YOU GETTING IT RIGHT?

A report was submitted by the Executive Director of Corporate Services providing information on a report recently published by Audit Scotland in relation to the above.

After discussion and having heard Mr McConnell, Assistant Director, the Chief Executive and Executive Director of Corporate Services in further explanation and in answer to a Member’s questions, the Committee agreed note the contents of the report.

The meeting closed at 3.52 p.m. WEST DUNBARTONSHIRE COUNCIL

Report by Executive Director of Infrastructure and Regeneration

Council: 30 April 2014

Subject: “City Deal Initiative” Clyde Valley Investment Fund

1. Purpo se

1.1 This report provides members with an update on discussions regarding the City Deal proposals and asks Council to note and approve the actions taken by the Chief Executive.

2. Recomm end ation s

2.1 It is recommended that Council :-

i) Note that, following Consultation with the Leader of the Council, the Chief Executive has signed the Memorandum of Understanding, necessary to allow the Council to remain involved in the development of Clyde Valley Investment Fund process. ii) Note that in addition to the Clyde Valley Investment Fund, which was previously reported to Council on 23 August 2013, the City Deal now incorporates both Labour Market and Innovation initiatives across partnership areas. iii) Note that a separate paper will be presented to a future meeting providing detail on the proposed future operation of the three elements which together form the City Deal Initiative, and seeking a decision on the Council to participating in the programme.

3. Back ground

3.1 As reported to Council in August 2013, commencing in 2012, Glasgow City Council (GCC) undertook a “Scoping Study” to assess the applicability of an Infrastructure Fund modelled on the “City Deal” approach of the UK Government and English Core Cities.

3.2 The main objective of the Clyde Valley Investment Fund (CVIF) is to identify and fund projects which will deliver jobs and/or improve access to jobs and it is proposed that the factors to be considered when assessing the projects were:-

• the contribution of the project to net GVA across the programme (GVA being “Gross Value Added”; a measure in economics of the value of goods and services produced in an area, industry or sector of an economy), • ensuring a geographic spread of benefit across the Clyde Valley area, and • the contribution the programme would make to employment for the most deprived communities. Page 1 of 4

3.3 The study recommended that in order to achieve the scale of impact necessary to negotiate an ‘earn back’ arrangement with HM Treasury, the Fund should encompass the entire Clyde Valley, and be jointly managed by the participating Local Authorities.

3.4 In April of 2013, Glasgow City Council contracted with KPMG to begin the process of developing a Fund model. From June 2013, each of the Clyde Valley Authorities participated in this design process, and dedicated the necessary Officer time to establishing the outline principles of the Fund.

3.5 In March 2014 it The Cabinet Office of the UK Government advised that in addition to the Infrastructure Fund, any City Deal would be required to include two further programmes be developed and submitted, namely:

• Labour Market Programme to be assessed by DWP. • Innovation Programme.

4. Main Iss ues

4.1 In order to continue to participate in the process, it was necessary for all authorities to enter into a Memorandum of Understanding, agreeing to certain governance principles and undertaking to meet the consultancy costs incurred on an agreed basis – these being shared among the Local Authorities according to population size.

4.2 This memorandum governs the bid development process, and a separate agreement will be required between the participating bodies if the bid proves successful. This is will be more fully addressed in the future report on the detail, governance and financial impact of the establishment of the City Deal Initiative. This Memorandum and the principles within it regarding payment have only recently been finalised and due to the timescales it has not been possible until now to submit details to Council for approval.

4.3 Following discussion and negotiation, caps have been introduced for the principal consultant (KPMG), which permit a Council to leave the process if these are exceeded. Nevertheless the sums likely to be incurred by the Council, as a result of the development of the bid are in total likely to marg ina ll y exceed £50k. Accordingly, due to the urgency of the situation, the signing of the Memorandum and the corresponding expenditure required to be approved by the Chief Executive in consultation with the Leader of the Council, in accordance with the Council’s Scheme of Delegation to Officers which states at Paragraph 4(A)(16) :-

“If a decision which is not delegated to officers requires to be made urgently between meetings of the Council or relevant Committee, the Chief Executive, in consultation (i) with Provost or Leader of the Council as appropriate, .and (ii) the Convener or any appropriate Committee, may take action, subject to the matter being reported to the next meeting of the Council or relevant Committee.”.

Page 2 of 4

5. People Impli cation s

5.1 There is a requirement to allocate significant senior officer resources to progress projects and work with the Clyde Valley authorities in progressing the CVIF. This could see officer time equating to at least one full time equivalent staff member involved in the CVIF from now until the Fund is established.

6. Financial Implications

6.1 The signing of the Memorandum of Understanding involved the commitment of the Council to funding a share of costs which are likely to amount to slightly over £50,000. These costs will be funded from the £500,000 budget approved by Council on 6 February 2013 for the Strategic Regeneration Fund.

6.2 As the signing of the Memorandum does not in itself commit the Council to participating in the City Deal initiative if approved by the UK Government, there are no further Capital or revenue implications in respect of this report.

7. Risk Analysis

7.1 There are few discernable risks associated with the signing of the Memorandum of Understanding. Provisions allowing the withdrawal of the Council should consultant costs exceed caps have been negotiated so the principal remaining risk is that of reputational damage should the Council consider it is no longer able to continue to fund development of the model.

8. Equalities Impact Assessment (EIA)

8.1 There are no Equalities Impact implications in respect of the development of the model. The corresponding report requesting commitment to the City Deal Initiative will be accompanied by an Equalities Impact Assessment.

9. Con sultation

9.1 The Chief Executive has consulted with the Leader of the Council on the Memorandum of Understanding.

9.2 Officers in Finance and Legal Services have been consulted on the content of this report.

10. Strategic Ass ess ment

10.1 The Clyde Valley investment Fund Initiative has the potential to contribute

Page 3 of 4 to the Council’s Strategic Priorities and in particular towards:

• economic growth and employability; and • local housing and sustainable communities.

Richard Cairns Executive Director of Infrastructure and Regeneration Date: 10 April 2014

______

Person to Contact: Alan Douglas, Manager of Legal, Council Offices, Garshake Road, Dumbarton, G82 3PU. Telephone 01389 737899. e-mail: [email protected]

Appendices: None

Background Papers: Clyde Valley Community Planning Partnership – City Deal Initiative – Council 28 August 2013

Wards Affected: All

Page 4 of 4 WEST DUNBARTONSHIRE COUNCIL

Report by the Executive Director of Corporate Services

Meeting: 30 April 2014 ______

Subject: Review of Committee Structure

1. Purpose

1.1 This report advises on outcome of Review of Committee Structure, and seeks associated decisions.

2. Recommendations

2.1 It is recommended that Council agrees:

a) to note the outcome of the Review of Committee Structure of the Council as described in paragraph 4 of this report;

b) to nominate Members to serve on the Housing and Community Committee, and the Infrastructure, Regeneration and Economic Development Committee with the compositions taking into account the political balance of the Council and to appoint Conveners to those Committees.

c) to approve the timetable for meetings of the Housing and Community Committee, and the Infrastructure, Regeneration and Economic Development Committee as detailed in Appendix 3.

d) that dates for the Infrastructure, Regeneration and Economic Development Committee following the summer recess in 2015 may be determined by that Committee;

e) that the Community Alliance (formerly Community Participation Committee) will meet as timetabled on 18 June 2014 at 10.00 am but that future dates currently scheduled be discharged and the Community Alliance remitted to determine its own meeting dates.

f) that Council members of Joint Consultative Forum (JCF) shall be determined by and taken from the membership of the Corporate Services Committee. Noting that until such time as Corporate Services Committee determines the Council’s representation on the JCF that the existing representation will remain; and

g) that the Head of Legal, Democratic and Regulatory Services be authorised to make any consequent changes to Standing Orders arising from the Council’s decision.

Page 1 of 5 3. Background

3.1 At the Council meeting on 18 December 2013 the Council agreed that “the Chief Executive, in consultation with the Leader of the Council and Legal Officer is to review the committee structure of the Council including service spokespersons and senior councillors.” The Council also agreed “to delegate authority to the Head of Legal, Democratic & Regulatory Services to amend Standing Orders to incorporate the changes resulting from the review.”

4. Main Issues

4.1 A number of changes to the committee structure have been agreed as part of the review, namely:-

a) The Housing, Environment and Economic Development Committee shall be replaced by two committees, namely a Housing and Community Committee, and an Infrastructure, Regeneration and Economic Development Committee with effect from 9 May 2014. The two new committees to comprise 12 elected members.

b) The Community Participation Committee shall be renamed the Community Alliance with any representations from the Alliance normally being made to the Community Planning Partnership Management Board but where appropriate representations could still be to the appropriate committee of the Council. The remit of the Alliance will continue to be covered by standing orders but it will be referred to as an “other constituted body” rather than a Committee.

c) The Appeals Committee will be reconstituted as a sub-committee of Corporate Services with its membership being open to all members of Corporate Services.

d) The Joint Consultative Forum will report to the Corporate Services Committee and the Council elected membership of the Forum will be taken from and decided by the Corporate Services Committee.

Each of these changes are described in more detail below.

4.2 Given the Council’s strategic priority of “Improving Economic Growth and Employability”, along with the significant work being undertaken to achieve the Scottish Housing Quality Standard it was considered creating two policy Committees in place of the Housing, Environmental and Economic Development Committee (HEED) would allow each Committee to focus better on these extremely important aims. It is proposed that the HEED Committee will meet for one final time on 7 May 2014 with the new Committees thereafter meeting in accordance with the timetable attached as Appendix 3. Members will note that dates are only proposed for the Infrastructure, Regeneration and Economic Development Committee until the summer recess in 2015 and that it is suggested that the Council remits consideration of when the Committee should meet thereafter to that Committee. The remits of each of the new

Page 2 of 5 Committees are attached as Appendix 1 and, as with other policy committees, each committee will comprise 12 elected members.

4.3 The changes to the Committee Structure described in 4.2 above nessitate a change in the responsibilities of the Service Spokespersons. Responsibilities for the new committees are detailed in Appendix 2, along with the existing responsibilities of other Service Spokespersons.

4.4 Council are required to decide the membership of the two committees referred to in paragraph 4.1(a) and appoint Conveners. In appointing Conveners, Council needs to be aware that the Council already has the maximum number of Senior Councillors allowed by the Local Governance (Scotland) Act 2004 (Remuneration) Regulations 2007, so any appointment should not increase the total number of Senior Councillors.

4.5 The Community Participation Committee (CPC) has never been a Committee in terms of the Local Government (Scotland) Act 1973 on the basis that section 57(3) of the said act provides that at least two-thirds of the membership of any Committee should be Members of the local authority and the CPC has no delegated powers. Accordingly it was considered appropriate to refer to it in the standing orders as an “other constituted body” rather than a Committee and alter its name to reflect the body being about the Council working together with Community representatives.

4.6 The Corporate Services Committee’s role includes oversight of all employee related matters. Members of the Committee have a familiarity in dealing with such matters and it was considered appropriate that the Appeals Committee be a sub-committee of the Corporate Services Committee with its membership being derived from the membership of Corporate Services Committee. For similar reasons it was considered that the Joint Consultative Forum should report to the Corporate Services Committee which arrangement is consistent with the Local Negotiating Committee for Teachers which reports to the Educational Services Committee.

4.7 The proposed timetable for meetings of the two new Committees is attached which involves the Housing and Community Committee taking all currently scheduled HEED dates and the Infrastructure, Regeneration and Economic Development Committee being scheduled to meet once before the summer recess and thereafter meeting on dates and at times currently scheduled for the Community Participation Committee.

5. People Implications

5.1 Staff roles and workloads will require to be adjusted to reflect the increase in Committees.

6. Financial Implications

6.1 Increased workload for Democratic Services can be met under existing budgets.

Page 3 of 5

7. Risk Analysis

7.1 No significant risks associated with this report.

8. Equalities Impact Assessment (EIA)

8.1 This report has no equalities impact and no Equalities Impact Assessment is required.

9. Consultation

9.1 The contents of this report have been discussed with the Executive Director of Corporate Services, Executive Director of Infrastructure and Regeneration and the Head of Finance and Resources .

10. Strategic Assessment

10.1 The replacement of the HEEDs Committee with the two new proposed committees should allow greater focus on the strategic aims of improving economic growth and employability, and improving local housing and environmentally sustainable infrastructure.

Angela Wilson Executive Director of Corporate Services Date: 3 March 2014

Person to Contact: Peter Hessett, Head of Legal, Democratic and Regulatory Services, Council Offices, Garshake Road, Dumbarton, G82 3PU. Telephone 01389 737800 e-mail: [email protected]

Appendices: Appendix 1: Proposed Remits of the Housing and Community Committee, and the Infrastructure, Regeneration and Economic Development Committee.

Appendix 2: Proposed Areas of Service Covered by Service Spokespersons

Appenix 3: Proposed timetable for meetings of the Housing and Community Committee, and

Page 4 of 5 the Infrastructure, Regeneration and Economic Development Committee

Background Papers:

Wards Affected: All

Page 5 of 5 APPENDIX 1

Infrastructure, Regeneration and Economic Development Committee

1. Membership/Arrangements for Meetings

1.1 The membership of the Infrastructure, Regeneration and Economic Development Committee will comprise 12 Elected Members.

1.2 The quorum of the Infrastructure, Regeneration and Economic Development Committee will be 4 Elected Members.

1.3 In addition to the power to establish Sub-Committees, the Infrastructure, Regeneration and Economic Development Committee will have the power to establish Working Groups to examine and report on specific issues.

2. Role and Remit

2.1 General

The purpose and remit of the Infrastructure, Regeneration and Economic Development Committee is to:-

• Direct and supervise the activities of the Council in its responsibilities for Urban Regeneration and Economic Development. • Direct and supervise the activities of the Council in its responsibilities for the local and wider environment, including roads and transportation. • Direct and supervise the Council’s Asset Management activities.

The Infrastructure, Regeneration and Economic Development Committee will undertake a number of general responsibilities. These include:-

° Ensuring a primary focus on delivering on the outcomes which are within its area of responsibility - as set out in both the Single Outcome Agreement for West Dunbartonshire, and the Council’s Strategic Plan. ° Setting performance targets (within the context of the Corporate and Service Planning processes), for the overall standards of service and receiving reports on these. ° Establishing a strategic financial framework to underpin service delivery, continuous improvement and partnership arrangements ° Monitoring revenue budgets in respect of each area of the committee’s activity. ° Monitoring capital expenditure in respect of each area of the committee’s activity. ° Ensuring that the activities reported to the committee are responsive to the needs of local people. ° Promoting the development of relevant inter agency issues and supporting partnership working. ° Ensuring and monitoring that the views of local people, employees and other stakeholders are sought on the development and delivery of services. ° Promoting Social Inclusion and Equalities in all areas for which the committee has responsibility. ° Promoting Health Improvement in all areas for which the committee has responsibility. ° Considering the findings and recommendations of any working groups relevant to the committee’s areas of activity.

2.2 Best Value and Performance Review

The Infrastructure, Regeneration and Economic Development Committee will monitor the implementation of Best Value and other continuous improvement initiatives within the scope of its remit. It will scrutinise statutory and other performance information. This may include:-

° Approving relevant service plans, including setting targets. ° Scrutinising performance reports on Service Plans. ° Considering reports on Best Value service reviews and other continuous improvement and quality initiatives.

2.3 Infrastructure, Regeneration and Economic Development Committee

The Committee will develop and monitor the provision of relevant Infrastructure, Regeneration, Economic Development and Neighbourhood Services.

This may include:-

• Economic Development activities. • Sustaining and growing employment and driving growth • Physical Regeneration. • Direct and supervise the Council’s Asset Management Strategy and activities. • Issues relative to the provision of architectural, building services design, Quantity surveying and property maintenance services. • Roads and transportation policy issues subject to the Council’s statutory obligation, principally under The Roads Scotland Act 1984. • Recommending Roads and Transportation Capital Programme to the Council. • The provision operation and maintenance of roads, footpaths, bridges, lighting, open spaces and other public infrastructure. • Traffic management and Road Safety. • Transport, vehicles and plant. • Refuse collection and waste management. • Energy performance and climate change. • Council Events (excluding civic) • Leisure Services strategy. • Outdoor Recreation. • School catering.

Leisure Services, Council events and halls operations are now delivered by West Dunbartonshire Leisure Trust, who will be responsible for operational matters including delivery of services. The committee retains a responsibility for strategy and budgetary decisions, and monitoring performance.

Issues such as the school estate, road safety, cycle training, school crossing, school catering, school cleaning, janitorial services are regarded as part of the maintenance and operation of public infrastructure and will be reported to Infrastructure, Regeneration and Economic Development Committee, but may be reported to Educational Services Committee where relevant.

2.4 West Dunbartonshire Strategic Community Safety Partnership

The Infrastructure, Regeneration and Economic Development Committee will work with partners through the West Dunbartonshire Strategic Community Safety Partnership (a partnership of public sector agencies, community representatives, and the Council), to ensure the benefits of partnership working in making a safer West Dunbartonshire.

2.5 Delegated Powers

The Infrastructure, Regeneration and Economic Development Committee will have full delegated powers to implement its functions, remit and responsibilities as detailed above.

Housing and Community Committee

1. Membership/Arrangements for Meetings

1.1 The membership of the Housing and Community Committee will comprise 12 Elected Members.

1.2 The quorum of the Housing and Community Committee will be 4 Elected Members.

1.3 In addition to the power to establish Sub-Committees, the Housing and Community Committee will have the power to establish Working Groups to examine and report on specific issues.

2. Role and Remit

2.1 General

The purpose and remit of the Housing and Community Committee is to:-

° Direct and supervise the activities of the Council in its role as direct provider of housing and as strategic planner of housing provision. ° Direct and supervise the activities of the Council in its responsibilities for Community Safety.

The Housing and Community Committee will undertake a number of general responsibilities. These include:-

° Ensuring a primary focus on delivering the outcomes which are within its area of responsibility - as set out in both the Single Outcome Agreement for West Dunbartonshire, and the Council’s Strategic Plan. ° Setting performance targets (within the context of the Corporate and Service Planning processes), for the overall standards of service and receiving reports on these. ° Establishing a strategic financial framework to underpin service delivery, continuous improvement and partnership arrangements ° Monitoring revenue budgets in respect of each area of the committee’s activity. ° Monitoring capital expenditure in respect of each area of the committee’s activity. ° Ensuring that the activities reported to the committee are responsive to the needs of local people. ° Promoting the development of relevant inter agency issues and supporting partnership working. ° Ensuring that the views of local people, employees and other stakeholders are sought on the development and delivery of services. ° Promoting Social Inclusion and Equalities in all areas for which the committee has responsibility. ° Promoting Health Improvement in all areas for which the committee has responsibility. ° Considering the findings and recommendations of any working groups relevant to the committee’s areas of activity.

2.2 Best Value and Performance Review

The Housing and Community Committee will monitor the implementation of Best Value and other continuous improvement initiatives within the scope of its remit. It will scrutinise statutory and other performance information. This may include:-

° Approving relevant service plans, including setting targets. ° Scrutinising performance reports on Service Plans. ° Considering reports on Best Value service reviews and other continuous improvement and quality initiatives.

2.3 Housing and Community Committee

The Housing and Community Committee will develop and monitor the provision of relevant Housing and Community Services.

This may include:-

• Recommending Housing Capital Programmes (and any revisions or amendments) to the Council. • Recommending the Housing Revenue Account (HRA) Revenue budget, (and any revisions or amendments), to the Council, including house rent levels and other charges. • Direct and supervise all of the activities of the Council in its role as direct provider of housing and as strategic planner of housing provision. • Housing Regeneration Strategies (e.g. Local Housing Strategy/Community Ownership Programme). • Council property maintenance.

2.4 West Dunbartonshire Strategic Community Safety Partnership

The Housing and Community Committee will work with partners through the West Dunbartonshire Strategic Community Safety Partnership (a partnership of public sector agencies, community representatives, and the Council), to ensure the benefits of partnership working in making a safer West Dunbartonshire.

2.5 Delegated Powers

The Housing and Community Committee will have full delegated powers to implement its functions, remit and responsibilities as detailed above.

APPENDIX 2

Proposed Areas of Service Covered by Service Spokespersons

1. Housing and Community Service

Responsibility for the various functions of the department which will include:-

° Housing ° Community Safety

2. Infrastructure, Regeneration and Economic Development

Responsibility for the various functions of the department which will include:-

° Regeneration ° Planning ° Economic Development ° Roads and Transportation ° Asset Management ° Refuse Collection and Waste Management ° Leisure Services

3. Chief Executive and Corporate Services

Responsibility for the various functions of the department which will include:-

° Finance ° Procurement ° Human Resources and Organisational Development ° Risk, Health and Safety, and Business Continuity ° Legal ° Democratic Services ° Registration of Births, Deaths and Marriages ° Regulatory Services ° Information and Communications Technology ° Internal Audit ° Communications ° Community Planning ° Community Learning and Development ° Customer Services ° Welfare Advice ° Policy and Performance

4. Education Services

Responsibility for the various functions of the department which will include:-

° Primary and Secondary Schools ° Early Childhood Development ° Libraries and Museums ° Outdoor Education

Note: The Provost will be Spokesperson for civic events and town twinning in West Dunbartonshire.

5. Community Health and Care Partnership (CHCP)

Responsibility for the various functions of the department which will include:-

° Children’s Health and Care ° Community Health and Care Service ° Mental Health, Learning Disability and Addictions ° Criminal Justice Service ° Strategy, Planning and Health Improvement

APPENDIX 3

PROPOSED DATES FOR THE HOUSING AND COMMUNITY COMMITTEE AND THE INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE

HOUSING AND COMMUNITY COMMITTEE DATE TIME Wednesday, 6 August 2014 2 p.m. Wednesday, 5 November 2014 2 p.m. Wednesday, 4 February 2015 10 a.m. Wednesday, 6 May 2015 2 p.m. Wednesday, 5 August 2015 2 p.m. Wednesday, 4 November 2015 2 p.m. Wednesday, 3 February 2016 10 a.m. Wednesday, 4 May 2016 2 p.m. Wednesday, 3 August 2016 2 p.m. Wednesday, 2 November 2016 2 p.m. Wednesday, 1 February 2017 10 a.m.

INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTE DATE TIME Wednesday, 18 June 2014 2 p.m. Wednesday, 17 September 2014 2 p.m. Wednesday, 10 December 2014 10 a.m. Wednesday, 18 March 2015 2 p.m. Wednesday, 17 June 2015 10 a.m.

Note:- All meetings to be held in Committee Room 3, Council Offices, Garshake Road, Dumbarton.

WEST DUNBARTONSHIRE COUNCIL

Report by the Director of Corporate Services

Council: 30 April 2014 ______

Subject: Review of Electoral Arrangements

1. Purpose

1.1 To agree Councils response to the Local Government Boundary Commission for Scotland (“the Commission”) on their consultation on numbers of elected members.

2. Recommendations

2.1 It is recommended that the Council agrees the response which has been sent to the Local Boundary Commission for Scotland as contained in the appendix be confirmed as the Council’s response to the Commission’s consultation on numbers of elected members.

3. Background

3.1 The Commission is currently undertaking the fifth review of Electoral Arrangements. The previous review was conducted in 2004-2006. The review will make recommendations to the Scottish Government on the numbers of councillors on a council and the number and boundaries of wards for the election of those councillors.

3.2 The first consultation part of the review is only with councils and solely in respect of the number of councillors a council should have (“council size”). The period of this first consultation stage ran from 21 February until 23 April. The process then moves on to a public consultation on council size with a consultation on ward boundaries following in January to March 2015. At the conclusion of the review, around May 2016, the Commission will make recommendations to the Scottish Government for planned implementation before the 2017 local government elections.

3.3 The Commission is proposing that the number of councillors for West Dunbartonshire shall remain at 22. This proposal was circulated to all elected members on 24 February requesting comments. Subsequently there was engagement with representatives from the administration and opposition. Representatives of the Commission also met with the Chief Executive, Head of Legal, Democratic and Regulatory Services and representatives of the administration and opposition on 25 March.

3.4 The full consultation period falling between Council meetings officers enquired whether a response could be submitted late. The Commission advised that their strong preference was for all responses from Councils to be received

Page 1 of 3 within the consultation period and accordingly the response in the appendix was submitted with the clear proviso that it was subject to Council approval and could be altered. The response reflects the views of the administration.

4. Main Issues

4.1 In determining the ratio of Councillor to electors the Commission has looked at two factors, namely the proportion of the population living outwith settlements of 3000 or more and the proportion of the population living in the “most deprived areas”. From that they put Councils into categories. West Dunbartonshire is in their category 2 which they consider warrants a ratio of 1 councillor for every 3000 electors. Given West Dunbartonshire is, according to their model, one of the most urban Councils in Scotland there is little scope to argue for a higher ratio of councillors to electors on the basis of the proportion of the population living in rural settlements. However with respect to the categorisation of “most deprived areas” there is an argument for West Dunbartonshire being in category 1 with a ratio of 1 councillor for every 2800 electors. The Commission is of the view that deprivation is a significant factor in the demands placed on elected members.

4.2 The commission have determined that “most deprived areas” should be defined as the 15% most deprived areas. The response argues that a more appropriate definition would be the 20% most deprived areas in Scotland. Further the response notes that the only two councils in category 1 do not have their own housing stock. This, it is argued, is a significant area of responsibility requiring appropriate governance arrangements but more importantly based on discussions with elected members including at the meeting on 25 March it is believed a large proportion of elected members workload derives from the Council having a large housing stock. Given demands on councillors’ time created by the large housing stock and West Dunbartonshire’s proximity to being included in category 1 it is suggested there should be an increase in West Dunbartonshire Councillors.

4.3 The response also argues that future housing development in West Dunbartonshire could reverse the decline in population and, if the Commissions’ proposals are agreed, lead to West Dunbartonshire electors being under represented.

5. People Implications

5.1 None

6. Financial Implications

6.1 Any ultimate change in the number of Councillors will have a consequent financial implication.

7. Risk Analysis

7.1 No significant risks associated with this report .

Page 2 of 3

8. Equalities Impact Assessment (EIA)

8.1 This report has no impact on the protected characteristics and no Equalities Impact Assessment is required.

9. Consultation

9.1 As outlined in the report there Councillors were given an opportunity to comment on the Commission’s proposals and there was engagement with the administration and main opposition group, albeit the response reflects the view of the administration. The Head of Finance and Resources has been consulted.

10. Strategic Assessment

10.1 The report has no direct impact on the Council’s strategic priorities although it is arguable that an increased representation will assist in the representation of the vulnerable and accordingly impact on improving the well-being of communities.

______Angela Wilson Executive Director of Corporate Services Date: 27 March 2014

Chief Executive Date:

Person to Contact: Peter Hessett, Head of Legal, Democratic and Regulatory Services, Council Offices, Garshake Road, Dumbarton, G82 3PU. Telephone 01389 737800 e-mail: [email protected]

Appendices: Response to the Commission.

Background Papers: Local Government Boundary Commission for Scotland, Fifth Reviews of Electoral Arrangements Guidance Booklet

Wards Affected: All wards are affected by the review.

Page 3 of 3 APPENDIX 1

Our Ref: PDH/LC Date: 10 April 2014

Local Government Boundary Commission for Scotland Thistle House 91 Haymarket Terrace EDINBURGH EH12 5HD

Dear Sirs,

REVIEW OF LOCAL GOVERNMENT ELECTORAL ARRANGEMENTS RESPONSE TO PROPOSALS FOR COUNCILLOR NUMBERS ON BEHALF OF WEST DUNBARTONSHIRE COUNCIL

I refer to your letter of 21 February 2014 and our meeting on 25 March 2104 regarding the proposals for West Dunbartonshire. Unfortunately the period of consultation has not allowed the Council, as a body, to consider the proposals which will now be considered at a Council Meeting on 30 April 2014. Accordingly this response is subject to Councils’ agreement and possible alteration. I shall, of course, update you on any changes decided by Council shortly after the said meeting.

At the outset I advised that Council very much welcomes the decision to include deprivation as an indicator for a range of factors that impact on Council services and on the work of Councillors. However, for a number of reasons, the Council believes the number of Councillors in West Dunbartonshire should be increased.

Firstly, we note that the ratio of Councillors to Electors depends on two factors, the percentage of population out with settlements of 3,000 and, secondly, the percentage of the population living in the “most deprived areas”. We have no issue in relation to the former, but in the latter you have defined the “most deprived areas” as the 15% most deprived in Scotland, of which 24.8% of the population of West Dunbartonshire live within (less than the 30% required for a smaller ratio of Electors to Councillors). Had you defined the “most deprived areas” as the 20% most deprived then the figure for West Dunbartonshire would be 34% which would result in a ratio of one Councillor to 2,800 Electors rather than one to 3,000. We noted that your staff indicated at the meeting on 25 March 2014 that if the definition of the “most deprived areas” were to change then so would the 30% figure so the spread of Councillors remains the same. We do not agree with this approach as it would seem to put the aim of avoiding a Scotland wide increase in Councillor numbers above the need for Councillors in that particular area. We note that the Scottish Index of Multiple Deprivation Local Summaries commence with a map showing the most deprived data zones as the 20% most deprived and accordingly we suggest that as a more appropriate measure of the most deprived areas. By changing the threshold from 15% to 20%, West Dunbartonshire would move into Category 1 and a further two Councillors would be allocated to West Dunbartonshire.

Further, we note that both Councils in Category 1(Glasgow and Inverclyde) have disposed of their housing stock. West Dunbartonshire has retained a significant housing stock of just over 11,000 houses. This is a significant additional responsibility. By retaining its housing stock West Dunbartonshire requires to have governance arrangements in place to manage that stock and anecdotal evidence from Elected Members is that a large proportion of enquiries arise as a result of that stock. Consequently, given the demands on Councillors’ time created by the large housing stock, and West Dunbartonshire Council’s proximity to the threshold for Category 1 we again suggest that there should be an increase in West Dunbartonshire Councillors.

Finally, we believe that there is likely to be an increase in electorate of West Dunbartonshire over the period of which the review is concerned and that by retaining the number of Councillors unchanged at 22 there is a risk of leaving West Dunbartonshire under-represented. Scotland’s population is expected to grow by almost 4% by 2022. While the population of West Dunbartonshire has been in decline in recent years, there are a number of projected housing developments and one in particular that could contribute significantly to the reversal of this trend. This is the development at Queen’s Quay in Clydebank which is likely to produce around 800 extra homes with construction commencing during the period being considered by the Review. Given the proximity of the development site to Glasgow along with the attractiveness of its location on the banks of the River Clyde, it is likely to result in migration to West Dunbartonshire.

I would be grateful if you would give due consideration to the foregoing.

Yours sincerely

Peter Hessett

Peter Hessett Head of Legal, Democratic and Regulatory Services

WEST DUNBARTONSHIRE COUNCIL

Report by the Executive Director of Infrastructure and Regeneration

Council: 30 April 2014 ______

Subject: Amendment to Scheme of Delegation in relation to applications under the High Hedges (Scotland) Act 2013

1. Purpose

1.1 To inform Members of the implications of the High Hedges (Scotland) Act 2013 and seeks an amendment to the Council’s Scheme of Delegation to enable applications under the Act to be determined under delegated powers.

2. Recommendations

2.1 It is recommended that Members agree to amend the Council’s Scheme of Delegation as set out in Appendix 1, thereby allowing the determination of high hedges applications and the exercise of related enforcement powers to be carried out by the Planning and Building Standards Manager.

3. Background

3.1 The High Hedges (Scotland) Act 2013 received Royal Assent on 2 May 2013, and came into effect on 1 April 2014. The date of commencement was not announced by the Scottish Government until 28 February 2014, and guidance to local authorities on the administration of the Act was also published on the same date.

3.2 The Act defines a “high hedge” as any row of two or more trees or shrubs which rise to a height of more than 2m above ground level and which form a barrier to light. Where the owner or occupier of a domestic property considers that a high hedge on neighbouring land is having an adverse effect upon the reasonable enjoyment of their domestic property they may apply to the Council for a High Hedge Notice.

3.3 Applications to the Council under the High Hedges Act are intended to be a last resort, and the legislation specifies that applications will not be entertained unless the applicant demonstrates that they have already taken “all reasonable steps” to resolve the dispute with the hedge owner. It will not be sufficient for applicants to simply claim that their neighbour is unapproachable. The Council may also decline to determine an application if it is considered to be frivolous or vexatious, such as repeated unsuccessful applications relating to the same hedge.

3.4 In dealing with applications, the Council is required to notify interested parties and to allow 28 days for representations. The Council must consider all

Page 1 of 4 relevant circumstances of the case including loss of light to neighbours, representations from the owner and the effect of the hedge on the amenity of the area. It should be noted that consideration of the impact upon the amenity of neighbours is limited to impacts arising from the loss of light caused by the hedge, such as effect on enjoyment of property. It does not cover other impacts unrelated to loss of light, such as leaf fall or maintenance costs. The Act also does not relate to disputes about overhanging branches, which are a private legal matter between owners.

3.5 Where it is considered expedient, the Council may issue a High Hedge Notice requiring the owner of the hedge to carry out works to the hedge. The hedge owner has a right of appeal to the Scottish Ministers against the issuing of a High Hedge Notice, whilst the applicant has a right to appeal against a decision by the Council not to issue such a notice. In the event of non- compliance with a High Hedge Notice the Council has the power to undertake the necessary work and to recover the costs from the hedge owner.

3.6 The High Hedges Act confers its powers upon the “local authority” rather than the “planning authority”. This distinction is significant as the Council is not the planning authority for that part of West Dunbartonshire which is within the Loch Lomond and the Trossachs National Park. However, the legislation requires that the National Park Authority be consulted on any high hedge applications within their area, and it is understood that most other Scottish local authorities have allocated responsibility for administration of the Act to their respective planning departments.

3.7 A report on this issue was considered by the Planning Committee on 26 March 2014, at which it was agreed that the proposed change to the scheme of delegation contained in Appendix 1 was appropriate for referral to Council. In addition, the Planning Committee agreed that the fee for a high hedge application would initially be set at £384, that the fee would be reviewed after a year in the light of experience of such applications, and that the Planning and Building Standards Manager was authorised to prepare guidance notes and application forms for such applications.

4. Main Issues

4.1 Whilst applications under the High Hedges (Scotland) Act 2013 are by their very nature likely to involve disputes between neighbours, it is very unlikely that such applications will raise issues of wider local interest or of strategic significance. It is therefore recommended that delegated powers be granted to the Planning and Building Standards Manager to determine all application submitted under the High Hedges (Scotland) Act 2013, subject to the same limitations as apply for other types of non-local application covered in the existing Scheme of Delegation.

4.2 As high hedges applications are a new provision it is necessary to amend the Council’s recently approved scheme of delegation to allow officers to determine them. The Council agreed the current planning authority scheme of delegation on 30 October 2013, and it was subsequently approved by the

Page 2 of 4 Scottish Ministers in January 2014. An extract of this showing the suggested amendments relating to the High Hedges Act is contained in Appendix 1. As the proposed changes do not relate to applications for planning permission, Section 43A of the Town and Country Planning (Scotland) Act 1997 does not apply and it would not be necessary to obtain approval of these amendments from the Scottish Ministers.

5. People Implications

5.1 High hedges applications will form an addition to the workload of the Planning and Building Standards section. It is anticipated that once the legislation comes into effect, there will be a modest number of applications reflecting an existing pent-up demand for resolution of longstanding hedge disputes, but that once this initial rush passes the number of high hedge applications is unlikely to be high. Such a level of additional workload could be absorbed without any need for additional staffing.

6. Financial Implications

6.1 The Scottish Government intends high hedges applications to be cost-neutral for local authorities. It is unlikely that the number of applications will be significant and it is anticipated that the proposed fee would be sufficient to cover the cost of providing the service.

7. Risk Analysis

7.1 No risks have been identified.

8. Equalities Impact Assessment (EIA)

8.1 No equalities impact assessment is required.

9. Consultation

9.1 The Scottish Government carried out a consultation on the issue in 2009, and the High Hedges (Scotland) Act 2013 was informed by the responses to that consultation.

10. Strategic Assessment

10.1 The high hedges legislation is intended to provide a means of resolving hedge disputes which impact upon the amenity of residents. This would contribute towards the following Council strategic priority:

• Improve the well-being of communities and protect the welfare of vulnerable people.

Richard Cairns Executive Director of Infrastructure and Regeneration

Page 3 of 4 Date: 30 April 2014

Person to Contact: Pamela Clifford, Planning & Building Standards Manager, Housing, Environmental and Economic Development, Council Offices, Clydebank. G81 1TG. 01389 738656 email: [email protected]

Appendices: 1. Planning Authority Scheme of Delegation showing proposed amendments

Background Papers: None

Wards Affected: All Wards

Page 4 of 4 APPENDIX 1

West Dunbartonshire Council Planning Authority Scheme of Delegation Extract of Council Scheme of Delegation forming Planning Authority Scheme of Delegation Proposed changes are shown underlined in bold italics

Executive Director for Infrastructure and Regeneration

4. Planning

4.1 Development Management

The Executive Director for Infrastructure and Regeneration shall appoint the “appointed officer” for such determinations, who shall be a member of the professional planning staff.

4.1.1 Determinations except Local Developments

• Planning Applications for development; • Variations to planning permissions; • Listed Building Consents; • Conservation Area Consents; • Advertisement applications; • Tree Preservation Order applications to fell, lop or top trees covered by a confirmed Tree Preservation Order; • Prior approval and notification applications; • Certificates of Existing/Proposed Lawful Use or Development; • Applications for Hazardous Substances Deemed Consent and Hazardous Substances Consent; • Refusal on basis of insufficient information; • Adding further conditions to applications determined by the Committee as a result of responses from statutory consultees; • Initiating and confirming stopping up procedures where a planning consent has been granted; • Screening and Scoping Opinions under the EIA regulations; • Enforcement Actions; • High Hedges applications, including High Hedge Notices and associated enforcement;

4.1.2 Exceptions: Qualifications to Powers of Determination except Local Developments

Delegated Powers shall not apply:-

• Where approval would involve a decision which is a significant departure from local or national policy or the emerging Development Plan; or • Where approval would be contrary to a substantial body of objection, or an objection from a community council or a neighbouring planning authority; or • Where approval would be against the strong recommendation of a statutory consultee; or • Where the Executive Director considers new or significant issues are raised meriting determination at Committee

4.1.3 Determinations of Local Developments under S43A

(no changes proposed – omitted for brevity) WEST DUNBARTONSHIRE COUNCIL

Report by Executive Director of Corporate Services

Council: 30 April 2014 ______Subject: Assurance and Improvement Plan Update 2014-17

1. Purpose

1.1 This report provides members with information on the Assurance and Improvement Plan Update for 2014-17 which has recently been published by Audit Scotland.

2. Recommendations

2.1 Members are asked to note the Assurance and Improvement Plan Update for 2014-17 and the Council actions which are attached as Appendix 2.

3. Background

3.1 Following the Crerar report, scrutiny bodies for Local Government have streamlined their approach and since 2010 have adopted a shared risk assessment. The output from this is the Assurance and Improvement Plan (AIP) which draws on the work and experience of a number of scrutiny bodies including. The process drew on evidence from a number of sources, including: • The annual report to the Controller of Audit and elected members for 2012/13 from the Council’s appointed external auditors (Audit Scotland) • Evidence gathered from Audit Scotland, Education Scotland, the Care Inspectorate and the Scottish Housing Regulator (including published inspection reports and other supporting evidence) • The Single Outcome Agreement (SOA) and associated development plan for the Council area • The Council’s own performance data and self-evaluation evidence • Analysis of data from the SOLACE / COSLA / Improvement Service Local Government Benchmarking Framework

3.2 The objectives of this collaborative approach are to maximise the efficiency and effectiveness of scrutiny work and minimise the impact of scrutiny activity on the Council. The first AIP for WDC was published in July 2010, with updates being published in May 2011, May 2012 and April 2013.

Page 1 of 3 4. Main Issues

4.1 The “Assurance and Improvement Plan Update 2014-17” report is attached at Appendix 1 to this report. The areas in the 2014-17 AIP update where focus is required are:

Area Risk Assessment

Corporate Asses sment

People management Further information required (amber)

Efficiency Further information required (amber)

Service Performance

Housing and Homelessness Further information required (amber)

4.2 Departments have already identified through their departmental planning process actions to deliver on the areas discussed at paragraph 4.1 and the strategic / high level elements of these have been brought together in an AIP scorecard report for 2014/17 which is attached at Appendix 2 of this report.

5. People Implications

5.1 There are no people implications.

6. Financial Implications

6.1 There are no direct financial implications arising from this report.

7. Risk Analysis

7.1 Effective scrutiny by the Council of the new AIP is important in ensuring that required improvement actions contribute to a reduction in risk.

8. Equalities Impact Assessment (EIA)

8.1 No equalities impact assessments were carried out in respect of this report.

Page 2 of 3 9. Consultation

9.1 This report has been subject to a check by Legal, Democratic & Regulatory Services.

10. Strategic Assessment

10.1 This report relates to all five of the Council’s Strategic Priorities.

...... Angela Wilson Executive Director of Corporate Services Date: 22 April 2014 ______

Person to Contact: Colin McDougall, Audit and Risk Manager Telephone: 01389 737436 E-mail: [email protected]

Appendix 1: Assurance and Improvement Plan Update 2014/17

Appendix 2: Assurance and Improvement Plan Update for 2014/17 – Scorecard Report

Background Reports: West Dunbartonshire Council (25 August 2010): Report to Council: Shared Risk Assessment - Assurance and Improvement Plan

West Dunbartonshire Council (29 June 2011): Report to Council: Shared Risk Assessment - Assurance and Improvement Plan 2011-14

West Dunbartonshire Council (30 May 2012): Report to Council: Shared Risk Assessment - Assurance and Improvement Plan 2012-15

West Dunbartonshire Council (26 June 2013): Report to Council: Shared Risk Assessment - Assurance and Improvement Plan 2013-16

Wards Affected: All

Page 3 of 3

West Dunbartonshire Council Assurance and Improvement Plan 2014–17

April 2014

Contents

Contents

Contents ...... 2 Introduction ...... 3 Summary ...... 5 Planned scrutiny activity ...... 6 Local priorities and public service reform ...... 8 Community planning and Single Outcome Agreements ...... 8 Police and fire ...... 8 Health and social care integration ...... 9 Welfare reform ...... 10 Corporate assessment ...... 11 Service performance ...... 19 Improving and transforming public services / public performance reporting ...... 25 Appendix 1: Scrutiny plan ...... 28

West Dunbartonshire Council Page 2

Introduction

Introduction

1. This Assurance and Improvement Plan (AIP) sets out the planned scrutiny activity in West Dunbartonshire Council (the council) between April 2014 and March 2017. The AIP is based on a shared risk assessment undertaken by a local area network (LAN). There is a LAN for each council, comprising representatives of all the scrutiny bodies who engage with the council. The aim of the shared risk assessment process (SRA) is to focus scrutiny activity where it is most needed and to determine the most proportionate scrutiny response over a three year period.

2. This is the fifth AIP for the council since the introduction of the shared risk assessment process.1 It is the result of the SRA which began in October 2013. The process drew on evidence from a number of sources, including:  the annual report to the Controller of Audit and elected members for 2012/13 from the council’s appointed external auditors  evidence gathered from Audit Scotland, Education Scotland, the Care Inspectorate, the Scottish Housing Regulator and Her Majesty's Inspectorate of Constabulary for Scotland (HMICS) (including published inspection reports and other supporting evidence)  the Single Outcome Agreement (SOA) and associated development plan for the council area  the council’s own performance data and self-evaluation evidence  analysis of data from the SOLACE / COSLA / Improvement Service Local Government Benchmarking Framework.2

3. The SRA process was reviewed in 2013, in the context of a significantly changed scrutiny landscape and the evolving public service reform agenda.3 Based on the findings of the review, this year's shared risk assessment focused on identifying the council's current position in implementing the Scottish Government's reform agenda. It also placed more emphasis on scrutiny risk in relation to the council's improvement and transformation agenda. This change in approach is reflected in the structure of the AIP for 2014-17, which covers four areas:  local priorities and public service reform  corporate assessment  service performance  improving and transforming public services / public performance reporting.

1 Assurance and Improvement Plans for each council since 2010 are available on the Audit Scotland website: http://www.audit-scotland.gov.uk/work/scrutiny/aip.php 2 The indicators used in the framework can be found on the Improvement Service website: http://www.improvementservice.org.uk/benchmarking/ 3 The review of the shared risk assessment process was one of four work streams taken forward by the Strategic Group for Local Government Scrutiny Co-ordination during 2013.

West Dunbartonshire Council Page 3

Introduction

4. Scrutiny risk is assessed against the following criteria:  No scrutiny required - there are no significant concerns, so no scrutiny work is necessary.  Scrutiny required - there are concerns about performance, services or outcomes, resulting in the need for scrutiny work.  Further information required - there is insufficient information to reach a judgement about performance.

5. The National Scrutiny Plan for 2014/15 is available on the Audit Scotland website. It provides a summary of planned scrutiny activity across all councils in Scotland, based on the AIPs for each council.

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Summary

Summary

6. Over the past year the council has continued to focus on performance improvement and has been progressing a major transformation programme focused on achieving savings through delivery of efficient and effective services. This is an ambitious programme which will require strong programme and project management if it is to deliver its projected benefits. To support the programme the council has implemented a strategic programme framework and governance arrangements designed to monitor significant strategic projects. The LAN note the introduction of formalised strategic programme management arrangements and will continue to monitor progress against the transformation programme through routine audit procedures. Particular areas of progress in 2013 include:  Introduction of a ten year capital plan  Opening the new Dumbarton Academy  Progression of the transformation programme including payroll modernisation  Positive employee survey results  Progressing plans for the provision of two new care homes.

7. The West Dunbartonshire Community Planning Partnership (CPP) has refreshed its SOA 2011/14, reflecting the key actions for 2013/14 and developed the 2014/17 SOA which was submitted to the Scottish Government in March 2014. This three year plan is focused on delivery of the ten year vision which was established in 2012 by a strategic advisory group. It has six interconnected priorities, the delivery of which will be supported by monitoring the delivery of associated local outcomes. A joint approach to health and social care integration has been established between the NHS Greater Glasgow and Clyde (NHSGCC), East Renfrewshire Council, Inverclyde Council and West Dunbartonshire Council with transition to the new Shadow Health & Social Care Partnership (HSCP) arrangements under way.

8. The 2013 AIP identified a need for additional scrutiny in relation to housing maintenance and assets and compliance with the Scottish Housing Quality Standards (SHQS) which require to be met by 2015. The Scottish Housing Regulator (SHR), with support from Audit Scotland, conducted a review in the spring of 2013. The report published in June 2013 concluded that the council had improved its approach to bringing the housing stock up to SHQS by 2015 and that plans were in place to achieve the targets set. An enhanced position on compliance was noted with the percentage of stock, based on existing records, not requiring remedial action increasing from 32 per cent to 62 per cent. The council has recently completed a 100 per cent housing stock condition survey and have advised that they are currently at 80 per cent compliance.

9. The Care Inspectorate, in partnership with the Association of Directors of Social Work and the Risk Management Authority, has been undertaking supported self-evaluation activity to assess the initial impact of the introduction of the assessment and case planning instrument LS/CMI across Scotland’s criminal justice social work services. This activity started in June 2013 and

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Summary

will conclude with the publication of a national report by May 2014. Action plans arising from this activity will be implemented in 2014.

10. In the 2013-2016 AIP, issued in April 2013, the LAN confirmed their opinion that the Best Value review which was scheduled for 2012/13 should be delayed and reassessed as part of the 2013/14 SRA process. The LAN remains of the view that there is no requirement for a Best Value review. This reflects the LAN's overall view that the council is continuing to make good progress and is taking appropriate action to manage the challenges and risks that it faces. This view is supported by the LAN's assessments detailed on pages 11-25 which confirm there are no areas of risk requiring specific scrutiny activity. There are, however, some areas where the LAN feels it is important for a watching brief to be maintained and this will be carried out through routine scrutiny activity.

Planned scrutiny activity

11. The LAN has not assessed any areas as 'scrutiny required' and therefore no specific scrutiny activity has been identified as a direct consequence of the current SRA process. There are areas assessed as 'further information required' where the LAN will monitor progress through the annual audit process. In particular the LAN will monitor progress against the joint SHR/Audit Scotland June 2013 inquiry report in relation to housing maintenance and assets.

12. Education Scotland will be reviewing the quality of Careers Information Advice and Guidance services delivered by Skills Development Scotland across all council areas over the next three years.

13. There is some non-risk based scrutiny activity planned across councils in 2014/15, but where scrutiny bodies are yet to determine which specific council areas will be included. This includes the following:  The SHR recently carried out a thematic inquiry into the outcomes that councils are achieving by delivering housing options and prevention of homelessness services. A sample of councils was selected to take part in this as case studies. The findings from this work could potentially lead to further engagement with some councils. The SHR will carry out further thematic inquiries between 2014/15 and 2015/16. If a council is to be involved in a thematic inquiry the SHR will confirm this with the council and the appropriate LAN lead.  HMICS will be inspecting local policing across Scotland over the next three years. This will examine, amongst other things, local scrutiny and engagement between Police Scotland and councils. The geographic areas to be inspected during 2014-15 have yet to be determined.  Education Scotland will continue to engage with councils for the purpose of validated self- evaluation (VSE). The scheduling of VSEs will be arranged by negotiation between Education Scotland and individual councils.

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Summary

 Education Scotland will be working in partnership with councils to carry out self- evaluation of education psychology services over a two year period beginning in 2014/15.

14. Audit Scotland will follow-up two national performance audits during 2014. This will involve targeted follow-up of 'Arm's-length external organisations (ALEOs): are you getting it right? '(June 2011) and 'Major capital investment in councils' (March 2013). Audit Scotland will also carry out a programme of performance audits during the period of this AIP that will involve work with councils. The performance audit programme for 2014/15 is available at http://www.audit-scotland.gov.uk/work/forwardwork.php?year=2014.

15. Scheduled audit and inspection work will take place through the annual audit process and the ongoing inspection of school and care establishments by Education Scotland and the Care Inspectorate respectively will continue as planned. The individual audit and inspection agencies will also continue to monitor developments in key areas of council activity and will provide support and challenge as appropriate. This will also help to inform future assessment of scrutiny risk.

16. A timetable for the planned audit and inspection activity in the council between April 2014 and March 2017 is detailed in Appendix 1.

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Local priorities and public service reform

Local priorities and public service reform

17. Local councils are operating within a context of significant change as a result of the challenging financial environment and the public service reform agenda. The Scottish Government's reform agenda emphasises the importance of place, people, partnership, prevention and performance in public services. This year’s SRA identified the council’s current position in implementing the Scottish Government's reform agenda, specifically in relation to:  community planning and new Single Outcome Agreements  police and fire oversight arrangements (following the introduction of new national police and fire services)  health and social care integration  welfare reform.

Community planning and Single Outcome Agreements

18. The West Dunbartonshire CPP refreshed its SOA 2011/14, reflecting the key actions for 2013/14. This was submitted to the Scottish Government assurance panel who commented that the CPP was well placed to deliver a revised SOA. It also recognised the existing strengths the CPP has to build upon in the extent of prior work already carried out amongst the CPP partners. This included agreeing a ten year vision, key priorities and outcomes, a model for community engagement and a newly revised governance structure. The panel was happy to recommend the existing draft SOA to Ministers and the Council Leader for sign off.

19. The CPP is working to develop the 2014/17 SOA by April 2014. This will be focused on delivery of the ten year vision established in 2012 by a strategic advisory group. It particularly focuses on six interconnected priorities each of which have associated local outcomes. The six priorities are:  Stimulating Regeneration and Economic Growth  Supporting Safe, Strong and Involved Communities  Tackling Health Inequalities  Supporting Older People  Promoting Physical Activity  Supporting Children and Families.

Police and fire

20. The Police and Fire and Rescue Reform (Scotland) Act 2012 created a national police force and a national fire and rescue service. It replaced local authorities’ role as police authorities and fire and rescue authorities through the creation of the Scottish Police Authority (SPA) and

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Local priorities and public service reform

the Scottish Fire and Rescue Service (SFRS). Local authorities now have the role of commenting on SPA and SFRS strategic plans, contributing to the preparation and subsequent approval of the local plans for police and fire and rescue, to monitor the delivery of police and fire and rescue functions in the area and make recommendations for improvement and finally to provide feedback to the Local Police Commander and the Fire and Rescue Service Local Senior Officer.

21. Each of the 14 territorial policing divisions is in the process of consulting with communities on the content and priorities for the policing plan 2014-17. That process will include local authorities who will give final approval of plans.

22. The council has been reviewing its approach to community planning and intends that there be a Community Planning Management Group which will be responsible for scrutiny of local police and fire plans.

23. HMICS conducted a thematic inspection of the new arrangements for local scrutiny in 2013 and believe that the new arrangements for local scrutiny and engagement (LSE) require more time to bed in and that it is therefore too early to assess the effectiveness of these arrangements.

24. In relation to the wider issue of the delivery of community safety, HMICS has seen no significant changes to partnership arrangements since the creation of a single police service model for Scotland. HMICS is considering community safety as a possible area of focus within its 2014-17 work plan.

25. Fire reform is also still at an early stage and HM Fire Service Inspectorate (HMFSI) has not as yet undertaken any detailed examination of the way in which community safety and engagement activities are delivered across local authority areas in Scotland. HMFSI published ‘An Overview of the Scottish Fire and Rescue Service (SFRS)’ in 2013. In its report, HMFSI highlighted that local senior officers (LSOs), who have responsibility for overseeing partnership working with local authorities in the delivery of community safety and engagement, are clearly sighted on their responsibilities and are keen to make local partnerships work in an effort to optimise community outcomes.

26. The Scottish Fire and Rescue Service (SFRS) is consulting on a suite of local fire and rescue plans. HMFSI is not currently proposing any specific scrutiny on local planning and consultation processes, but may consider this in its future inspection plans.

Health and social care integration

27. West Dunbartonshire is one of six existing Community Health Care Partnerships (CHCP) in Scotland. The governance and financial management of the CHCP was one of the main focuses of the last inspection by the Care Inspectorate in 2012. The inspection found the CHCP was functioning effectively in these areas. The indications were that given its experience as a CHCP, West Dunbartonshire was relatively well placed in terms of health and social care integration.

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Local priorities and public service reform

28. A joint approach to health and social care integration has been established between the NHSGCC Chief Executive and the Chief Executives of three associated councils within the NHSGGC area. These three council areas already have CHCPs in place and it is the intention that these arrangements remain stable and transition to the new Shadow Health & Social Care Partnership (HSCP) with minimum disruption to the well-established ways of working.

29. The current position based on link inspector contact and the November 2013 report by the Joint Improvement Team on its conversations with partnerships is that, in West Dunbartonshire:  A shadow arrangement is in place.  A body corporate model has been agreed.  The existing CHCP Director is acting as the Chief Officer.  As with the existing CHCP, the new partnership will include children’s services and criminal justice services in addition to adult’s services.

30. A transition working group which will report to all four Chief Executives has been established which will develop a plan to transition the current CHCPs to shadow HSCPs by April 2014. This plan will be subject to approval by NHSGCC and the councils.

Welfare reform

31. Audit Scotland’s Welfare Reform Update report (published May 2013) considers the impact that the government's reforms will have on councils and the public. The report looked to identify how the council is assessing the risk from welfare reforms; how they are planning for welfare reform; and how they included welfare reform in discussions with community planning partners.

32. The council record welfare reform as a strategic risk of “medium” impact. In addition they maintain a risk register for the Scottish Welfare Fund project. They have an established governance structure to manage all the welfare reform workstreams with each stream is set- up as a project with relevant members across impacted council service areas.

33. The council works closely with local advice agencies through a partnership arrangement and shared strategy and liaised closely with registered social landlords, stakeholders and third sector agencies to manage the impact of welfare reform. Through this approach the council are ensuring that the wider cumulative impact of welfare reform on services and policies is kept under consideration. The council is one of three local authorities in Scotland acting as a pilot. A proactive approach well in advance of significant changes - such as the under occupancy charge and social welfare fund - was undertaken across communities to raise awareness and ensure appropriate advice could be provided.

34. SHR will gather information on rent and arrears through the annual return on the Scottish Social Housing Charter. The LAN will also monitor how the council continue to manage the wider impact of welfare reform on areas such as employability, children, families and health and well-being.

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Corporate assessment

Corporate assessment

35. The following table provides an assessment of scrutiny risk relating to the Council’s management arrangements (including how it is meeting its Best Value obligations).4

Area Risk Current position What we plan assessment to do

Leadership and No scrutiny Following the election of the new Administration in 2012, the council set out its No specific direction required strategic vision for the five year period to 2017 underpinned by values and scrutiny activity How the council’s vision challenging targets. Effective leadership, has driven the delivery of the key priority to is designed around its have robust structured corporate planning and performance systems. The council knowledge of its local have replaced their Performance Management Framework and Joint Planning and communities and how Budget Guidance with a new Strategic Planning and Performance Framework 2013- this is translated 2017. The framework draws together the work performed by the council to revise its throughout all the approach to performance and planning over the past year including setting the new council’s plans and strategic priorities, revising departmental plans and refreshing the approach to self- strategies. evaluation and continuous improvement. The council’s Strategic Plan 2012-2017 identifies the council’s key priorities and the departmental plans set out how each directorate will contribute to these priorities. Service and team plans detail how the departmental plans will be delivered. This ensures the overall vision is reflected throughout the council's planning hierarchy.

Governance and No scrutiny The Audit & Performance Review Committee is a key part of the council's No specific accountability required governance framework. Its remit includes performance, risk management and scrutiny activity

4 The Local Government in Scotland Act 2003. Best Value Guidance, Scottish Executive, 2004.

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Corporate assessment

Area Risk Current position What we plan assessment to do Whether governance consideration of audit plans and reports. It is chaired by the Leader of the Opposition arrangements are and three lay members are invited to attend. working effectively and In 2011/12 Audit Scotland highlighted potential concerns about officer / member whether good relationships and member / member relationships and monitored this during 2012/13. governance underpins Audit Scotland is content that the council are prepared to take action where it feels council decisions and behaviour has not met the expected standard. Overall there is good co-operation supports performance between elected members with willingness for cross party working where it is improvement. deemed necessary and productive. In the majority of occasions political debate is respectful and is conducted in a manner which does not give us concern. However Audit Scotland will continue to monitor officer / member relations as part of its routine audit approach.

Community No scrutiny A Community Participation Committee (CPC) is in place. It meets five times a year No specific engagement and required with open forums in place to widen involvement to include members of the public. scrutiny activity empowerment In October 2013, as part of the renewed Community Planning Partnership Whether the council is arrangements and in line with the requirements to demonstrate "understanding giving local people a place," a new approach to community engagement called neighbourhood listening greater say in local events was launched. These are designed to give residents the opportunity to budget decisions and describe what matters most to them on a range of issues including employment; giving communities a health and wellbeing, elderly care and the environment. right to challenge local The council’s budget setting process includes consultation with local residents and public service delivery. the workforce through consultation forums and online questionnaires. The consultation process allows the public to fully consider budget proposals, provide input and perspective, and enable them to shape and influence the decision making process.

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Corporate assessment

Area Risk Current position What we plan assessment to do A Citizens' Panel is in place. It has approximately 1400 representatives and a high level of participation with an average of 1,020 respondents per survey in 2012/13. An independent telephone survey was undertaken throughout 2013. Residents were asked to provide feedback on council services such as roads and waste. This has been a successful mechanism for achieving feedback and will be run again in 2014.

Financial management No scrutiny The refreshed long term financial strategy presented to the council in October 2013 No specific How effectively the required reported a cumulative budget gap for the period 2014/15 - 2016/17 of £21.69 million. scrutiny activity council is planning and In December 2013 the council were provided with an updated financial position managing its budgets. projection following the completion of draft revenue estimates for 2014/15. This took account of the Scottish Government settlement for 2014/15 and a package of savings options prepared by the Corporate Management Team. This reduced the cumulative budget gap by 2016/17 to £16.54 million. The council does have high debt levels in relation to other Scottish local authorities though there is recognition that a significant portion of this debt is tied in to housing stock and PPP schools which not all councils have. As a consequence it has the third highest interest payable as a proportion of net revenue spend out of all 32 Scottish local authorities. Whilst there are key areas of concern (such as debt levels and funding gaps) the council is fully aware of them and is managing its finances appropriately. The council delivered surpluses against service budgets in both 2011/12 and 2012/13 and is holding reasonable reserves to deal with unforeseen circumstances. The ten year capital plan introduced in January 2013, and refreshed in February 2014, should help ensure that longer term revenue considerations take account of the impact of capital borrowing.

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Corporate assessment

Area Risk Current position What we plan assessment to do

People management Further Work to develop the council’s Workforce Strategy and cyclical framework began No specific The effectiveness of the information early in 2013 shortly after the council appointed the new Head of People and scrutiny activity council’s workforce required Transformation. The strategy provides a formal, structured framework to ensure that planning and all departments have a consistent approach to planning which is incorporated into management the annual reporting of department plans to committee. The strategy was developed arrangements. in partnership with the trade unions and was formally approved by Corporate Services Committee in November 2013, allowing the Departments to utilise the framework for the 2014/15 planning process. Service workforce plans are targeted to be in place by the end of April 2014 with a council wide workforce plan in place by the end of May 2014. This evidences a structured approach to workforce planning however until such time as revised workforce plans are in place it is difficult to assess whether the council’s approach is going to be effective. Audit Scotland raised concerns about the quality and consistency of information in workforce plans in the 2011/12 annual audit report and feels that more progress could have been made to address this issue. While workforce plans are being finalised, the workforce strategy is underpinned by various mechanisms which demonstrate a commitment to positive, proactive workforce management including:  introducing a more targeted approach to early release, better use of flexible retirement and refocusing on redeployment.  review of the personal development planning framework.  refreshed employee recognition framework.  launching a Joint Partnership Agreement in conjunction with elected members, the trade unions and the Scottish Trade Unions Congress.

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Corporate assessment

Area Risk Current position What we plan assessment to do Attendance at work is a significant corporate priority due to many years of high absenteeism. The council has a major project in place to improve attendance levels and early indications are that the action being taken is having a positive impact, particularly with regard to short term absences. However it is likely to be medium to long term before the effectiveness of the action being taken can be properly measured. Development of workforce plans and progress reducing absence levels will be monitored through routine audit procedures.

Asset management No scrutiny Capital slippage has been an on-going area of concern for the council with it varying No specific The council’s required between 19 per cent and 45 per cent over the past six years. Traditionally the scrutiny activity arrangements for council has not planned its capital spend over a number of years. In January 2013 managing assets and the Council approved a new ten year general services capital plan covering 2013/14 how this key resource is to 2022/23 which provides for a longer term view on capital investment. This should used to support effective facilitate more successful and timely delivery of future capital programmes. The service delivery. capital plan identifies capital projects over the ten year period with a total capital investment of £320.67 million. This will be principally funded by borrowing, government grants and capital receipts. The prudential borrowing requirement over the 10 year programme is £179.30 million. The council has recently completed a 100 per cent housing stock condition survey and are currently preparing the final output. The results of this will inform the capital work required to ensure the council meets the Scottish Housing Quality Standards by 2015. Until there is clarity over the capital works required there is uncertainty over the council's ability to deliver its HRA capital plans. 2012/13 statutory performance indicators highlight that, whilst 87% of the council's

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Corporate assessment

Area Risk Current position What we plan assessment to do operational accommodation is suitable for its current use, only 51% are in a satisfactory condition. This places them 32nd out of the 32 Scottish local authorities. Although there are concerns about capital slippage, housing stock and the potential impact on revenue budgets of funding the long term capital plan we are of the opinion that the council is aware of these issues and, through implementation of the long term capital plan, and ongoing review of the financial strategy, is taking the necessary steps to manage the risks associated with asset management.

Procurement No scrutiny Since scoring 17 per cent and being graded as 'non-conformance' in the 2010 No specific How effectively required Procurement Capability Assessment (PCA), the council has demonstrated a scrutiny activity corporate procurement commitment to improving their approach to procurement. In 2011 the council contributes to the council received a revised PCA of 33 per cent, 2012 a score of 44 per cent and its 2013 maximising value for assessment scored the council at 58 per cent. This places them in the ‘improved money in the goods and performance’ category. services it uses to deliver its services.

Risk management No scrutiny The council has made good progress on risk management over the past two years No specific The effectiveness of the required and is continuing to develop it. The strategic risk register covers the period until 31 scrutiny activity council’s arrangements March 2017. Department and service risks are embedded into service planning for identifying, managing arrangements, and have been developed in line with the new department plans and mitigating risks and remitted to committees in 2013. The revised risk management strategy and how its management of framework was approved by the Corporate Services Committee in November 2013. risk contributes to the The strategy applies to all risks (i.e. strategic, service, project or partnership) and successful delivery of separate risk registers are available for each of these risk types. public services.

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Corporate assessment

Area Risk Current position What we plan assessment to do

Information No scrutiny The council recognises the importance of information management. During the year No specific management required the council invited the Information Commissioner’s Office to conduct a data scrutiny activity The effectiveness of the protection audit. The conclusion of the audit was: “The Information Commissioner’s council’s arrangements Office audit achieved a level of assurance that to date has only been matched by one for managing information other authority in Scotland” as a key resource in The council's business continuity plan was updated in August 2013 and will be delivering services. reviewed and updated on an annual basis. Work is in progress to refresh departmental and service business continuity plans. This work will be completed in April 2014. Joint working No scrutiny The council are in the process of managing a transition to shadow HSCP No specific Progress with any required arrangements. This is to move toward enactment of the Public Bodies (Joint scrutiny activity significant shared Working) (Scotland) Bill 2013. This Bill requires territorial NHS health boards and services initiatives, in local authorities to integrate strategic planning and service provision arrangements particular in relation to for adult health and social care services within new HSCPs. This means that the governance or pace of members of the newly formed Integration Joint Board will be responsible for the implementation. totality of the HSCPs functions (unlike the current position with the CHCP where the partners retain their separate statutory responsibilities). The chief executives of NHSGCC, East Renfrewshire Council, Inverclyde Council and West Dunbartonshire Council have established a working group to develop a plan to transition the current CHCPs to shadow HSCPs. .

Efficiency Further The Corporate Management Team have reduced the council's cumulative budget No specific How effectively the information gap for the period 2014/15 - 2016/17 from £21.69 million to £16.54 million through scrutiny activity council is improving its required identification of a package of savings options. The CMT has a work plan to provide efficiency in response to elected members with future reports to the relevant committee to consider further

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Corporate assessment

Area Risk Current position What we plan assessment to do the budget challenges savings options to further reduce the budget gap. being faced. Delivery of efficiency savings will be monitored through routine audit procedures.

Equalities No scrutiny The council's 'Equalities Mainstreaming Report and Equality Outcomes 2013-2017' No specific Whether the council is required was presented to the Corporate Services Committee in February 2013. The report scrutiny activity providing effective sets out the council's approach to mainstreaming equality and provides details of the leadership of equalities equality outcomes (2013-2017) identified by the council which incorporate all the and is meeting its protected characteristics. statutory obligations. The council’s employee survey carried out in October 2013 highlights that:  76 per cent of staff strongly agree or agree that there is a good level of commitment shown by the council to promoting equality and diversity within the workplace.  81 per cent agree/strongly agree that the council is a safe and inclusive workplace.  95 per cent of staff have not experienced or reported harassment, discrimination or been disadvantaged because of any protected characteristics in the past year. The percentage of council employees in top 2 per cent and 5 per cent of earners that are women has increased steadily over the past three years. Both indicators are above the national average and the council is ranked 4th and 2nd out of the 32 Scottish local authorities. The percentage of public service buildings that are suitable for and accessible to disabled people got worse in 2011/12 but has improved slightly in 2012/13. However it remains significantly below the national average and the council is ranked 30th out of the 32 Scottish local authorities.

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Service performance

Service performance

36. The following table provides an assessment of scrutiny risk relating to the performance of the council’s main inspected public services (education, social care services and housing) and non-inspected services (e.g. corporate services, culture and leisure services, environmental services).

Area Risk Current position What we plan assessment to do

Education No scrutiny The assessed quality of education overall in West Dunbartonshire is positive across No specific The quality of local required all age groups. The progress and achievement of children in pre-school centres scrutiny activity education services and continues to be very strong with the quality of provision in many pre-school centres the resulting outcomes reflecting best practice. For primary-aged learners levels of attainment in reading, (including early years). writing and mathematics while increasing has levelled off in some schools. This increase is most notable in schools which serve areas of deprivation. The improvement in performance of some schools in less deprived areas is less marked. In recent years inspection activity in primary schools has produced a positive report in almost all schools inspected. The council has taken important steps to make secondary school pupils' learning more relevant through increasing the range of vocational courses delivered in partnership with West College and other partners. Attainment levels by the end of S2 in secondary schools have continued to improve steadily, particularly in mathematics. Overall, there were improvements in attainment by the end of S4, S5 and S6 over the last few years on almost all measures. However, at SCQF Levels five and six, West Dunbartonshire still performs less well than similar authorities or Scotland as a whole. There were no secondary school

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Service performance

Area Risk Current position What we plan assessment to do inspections in 2013. In August 2013, the new Dumbarton Academy was opened . However in January 2014 the Education Committee rejected the option to build the new Our Lady and St Patrick's High School in Postie's Park. This decision was taken after a public consultation process highlighted significant public opposition. Council Officers have been asked to identify alternative sites. This will result in a delay progressing the school estate. The LAN will monitor the progression of the school estate through routine audit procedures.

Social care services No scrutiny The council’s social work service's last inspection in 2012 was largely positive and No specific The quality of local required concluded that the social work services were generally performing well and that there scrutiny activity social work and care was a solid focus on improvement. services and the Good progress has been made on plans to build two replacement care homes. The resulting outcomes council sought early engagement with the Care Inspectorate as any new care homes (including adult care, will require to be registered with the Care Inspectorate. The council has shared older peoples services, information with the Care Inspectorate about the site identified for one of the new learning disability homes in Dumbarton and the steps being taken to secure a second site in services, criminal Clydebank. Initial plans of the Dumbarton site have also been shared with the Care justice services, mental Inspectorate and initial discussion about these has taken place. The process of health services, engagement is on-going. children and families). Regarding adult services, West Dunbartonshire:  has met the four week target for delayed discharges from hospital  is above the national average for providing balances levels of homecare and intensive homecare  is below the national average for multiple emergency admissions of older people

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Service performance

Area Risk Current position What we plan assessment to do and the proportion of adults with learning disabilities with a personal life plan and  and the number of older people supported by the council in care homes remains broadly in line with the national average. Regarding children services West Dunbartonshire:  has above average number of looked after children though not significantly given West Dunbartonshire's levels of deprivation  has a very high proportion of children who have left care and are still in touch with social services with the proportion of these in employment, education or training well above the national average. The majority of the evaluations arising from the inspections of the council’s regulated care service are good or better. However, there are a minority (including the fostering service and one of the six existing care homes for older people) which have received an evaluation of adequate or weak. This will be addressed through the Care Inspectorate’s system for determining the frequency and intensity of these inspections.

Housing and Further The SHR carried out on-site scrutiny in 2013 and will continue to engage with the No specific homelessness information council to get assurance on the risk areas identified in the Inquiry Report. Following scrutiny The quality of housing required the on-site scrutiny by the SHR, the council is working through an agreed Inquiry activity. and homeless services Improvement Plan to address the areas for improvement identified in the Regulator's However the and the resulting report. Scottish outcomes. Good progress has been made in addressing a number of the improvement actions. Housing This includes an increase in the SHQS compliance rates and the completion of the Regulator will stock condition survey. The conclusions of this survey may impact upon delivery of request information

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Service performance

Area Risk Current position What we plan assessment to do capital plans, levels of debt and future revenue budgets. from the The council's performance in access and lettings outcomes has not improved from council to the previous reporting year. The percentage of tenancies sustained decreased and is assess below the national average. Re-let times increased in 2012/13 to 35 days from 29 improvements days for not low demand properties and to 109 days from 63 days for low demand in performance properties. The figures for void rent loss were a little over 1 per cent above the and progress national average of 2.2 per cent at the end of the reporting year.. against issues highlighted in Current tenant arrears are 2.4 per cent higher than the national average but have inquiry report. remained static at this higher level over the previous three reporting years. The council plans a 7 per cent rent increase this year with similar increases in subsequent years. Most of the indicators for the homelessness service are at, or have improved against, the national average. The exception is the percentage of intentionally homeless decisions which has increased and is above the national average.

Non-regulated No scrutiny Economic Development No specific services required The council have a strong focus on economic development to increase employment scrutiny activity Particular strengths and and new businesses and make West Dunbartonshire a place people want to live, challenges in the range work and invest in. Multiple services contribute toward achieving this ambition. The of non-regulated council are investing significantly in major regeneration sites, job creation initiatives services provided by and supporting local businesses. The council are of the view that that this is having a the council, and any positive impact with job opportunities and modern apprenticeships being created and significant changes to businesses accessing advice and assistance through channels such as Business performance. Gateway. Performance in other non-regulated service areas, as with all local authorities, varies

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Service performance

Area Risk Current position What we plan assessment to do across service areas. There are some areas of high performance and some where performance could be improved. A summary of these, evidenced by performance indicator data, are provided below however there are no areas where we feel performance levels are of sufficient concern to require specific scrutiny activity. Cultural and (Community) Leisure Services Attendance at swimming pools is falling although the council is still above the national average. Attendance at other indoor sports and leisure facilities, although showing a slight increase in 2012/13, are still well below the national average with the council ranked 28 out of the 32 Scottish local authorities. Visits to libraries are declining although the council still exceed the national average. Development, Environmental and Protective Services The council is performing well in terms of the time taken to deal with major applications, domestic complaints and business advice requests and the costs associated with trading standards and environmental health. However there is room for improvement when dealing with consumer complaints. Roads & Lighting The percentage of the road network that should be considered for maintenance treatment improved slightly in 2012/13 and remains below the national average with the council ranked 14 out of the 32 Scottish local authorities. Waste Management The net cost of refuse collection and disposal per premise have both increased over the past three years. Note though that the council is still well below the national average for collection costs but above the national average for disposal costs. The council's overall cleanliness index has remained stable at 72 in 2012/13; this is below

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Service performance

Area Risk Current position What we plan assessment to do the national average of 75 and places the council 26th out of the 32 Scottish local authorities. The council monitor performance through the relevant service committee and the Audit & Performance Review Committee. We are satisfied that the appropriate measures are in place to identify performance issues and prioritise corrective action.

West Dunbartonshire Council Page 24

Improving and transforming public services / public performance reporting

Improving and transforming public services / public performance reporting

37. The following table provides an assessment of scrutiny risk relating to how the council is improving and / or transforming public services, and the extent to which it is meeting its public performance reporting obligations under the Local Government in Scotland Act 2003.

Area Risk Current position What we plan assessment to do

Improving and No scrutiny The council has approved new strategic priorities and an associated strategic plan to No specific transforming public required 2017. Department plans have been reviewed and aligned to delivering the strategic scrutiny activity services priorities. A major transformation programme focused on delivering savings through The council’s delivery of efficient and effective services is being progressed. A strategic arrangements for programme framework has been implemented which is designed to monitor continuing to deliver significant strategic projects and ensure they are financially and operationally viable. services with reducing A Strategic Programme Board consisting of the CMT met in September 2013 and resources and growing meets every two months to monitor progress and ensure the programme continues demand, and what to be aligned to the council's strategic direction and priorities. Audit Scotland will impact this is having on continue to monitor progress against the transformation programme as part of their service outcomes. routine audit work. The council has recently refreshed its corporate continuous improvement and self- evaluation model which is based on the Public Service Improvement Framework (PSIF). It is a three stage approach which culminates with an agreed improvement plan with the agreed actions built into service planning and performance management arrangements. The updated framework, which aims to identify service

West Dunbartonshire Council Page 25

Improving and transforming public services / public performance reporting

Area Risk Current position What we plan assessment to do strengths and areas for improvement, has been rolled out as a pilot in four support service areas. A full evaluation of the process and methodology was completed in January 2014. This highlighted a more streamlined and participative approach in reviewing performance. A report will be submitted to the Corporate Management Team in April 2014 on proposed refinements to continue to improve the process.

Public performance No scrutiny The council issues an annual Public Performance Report and makes it available on No specific reporting (PPR) required its website. The 2012/13 PPR, entitled "Measuring Up?" provided a summary of the scrutiny activity The progress that is performance of services provided by the council and describes aspects of being made by councils performance, achievements and areas for future improvement across each of the in meeting their PPR Strategic Plan 2012/17 objectives. The report provides a balanced assessment of obligations. performance throughout the year. The council have identified a subset of performance indicators which they use to measure their progress against their 2012/17 Strategic Plan. During 2012/13, 56% met or exceeded their target, 27% missed their target marginally and 17% missed their target significantly. Comparable results of 56%, 29% and 13% apply to the council's performance against their targets for the suite of statutory performance indicators. In June 2013, the Accounts Commission considered a report which presented the findings of the Audit Scotland assessment of all 32 councils' PPR arrangements for the 2011/12 financial year in accordance with the Accounts Commission SPI Direction for 2013/14. The review assessed whether each council fully, partially or does not meet the corporate assessment themes and service areas set out in the Direction. The report identified that the council's arrangements for meeting the reporting requirements for SPI1 (Corporate Management) & SPI2 (Service Performance) were as follows:

West Dunbartonshire Council Page 26

Improving and transforming public services / public performance reporting

Area Risk Current position What we plan assessment to do SPI1:  Fully meeting 5 areas (responsiveness to its communities, revenues & service costs, employees, procurement and sustainable development)  Partially meeting 2 areas (assets and equalities & diversity)  Not meeting 0 areas. SPI2:  Fully meeting 3 areas community care, criminal justice social work & child protection & children's social work)  Partially meeting 8 areas, (benefits administration, cultural & community services, planning, education of children, housing & homelessness, protective services, roads & lighting & waste management services)  Not meeting 0 areas. The council's Corporate Communications Team was named Scotland's Public Sector Team of the Year at the Chartered Institute of Public Relations PRide Scotland Awards 2013 in Glasgow and was also recognised by the UK-wide CIPR Excellence Public Sector Campaign of the Year award.

West Dunbartonshire Council Page 27

Appendix 1: Scrutiny plan

Appendix 1: Scrutiny plan

WEST DUNBARTONSHIRE COUNCIL 2014/15

Scrutiny activity year 1 Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar

Education Scotland review of Careers Information Advice and Guidance (TBC)

National or supported self evaluation work year 1

Audit Scotland - follow up of Audit Scotland national X report, Arm's-length external organisations (ALEOs): are you getting it right?

Audit Scotland - follow up of Audit Scotland national X report, Major capital investment in councils

WEST DUNBARTONSHIRE COUNCIL 2015/16

Scrutiny activity year 2 Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar

West Dunbartonshire Council Page 28

Appendix 1: Scrutiny plan

WEST DUNBARTONSHIRE COUNCIL 2015/16

Local policing inspections (TBC)

National or supported self evaluation work year 2

WEST DUNBARTONSHIRE COUNCIL 2016/17

Indicative scrutiny activity for third year Potential scrutiny bodies involved

Note: The focus of the AIP is strategic scrutiny activity - that is, scrutiny activity which is focused at a corporate or whole-service level. However, there will also be baseline scrutiny activity ongoing at a unit level throughout the period of the AIP, for example, school and residential home inspections. Scrutiny bodies also reserve the right to make unannounced scrutiny visits. These will generally be made in relation to care services for vulnerable client groups. The annual audit of local government also comprises part of the baseline activity for all councils and this includes work necessary to complete the audit of housing benefit and council tax benefit arrangements. Education Scotland, through the Lead Area Officer, will continue to support and challenge education services regularly and as appropriate. The Care Inspectorate will continue to regulate care services and inspect social work services in accordance their responsibilities under the Public Services Reform (Scotland) Act 2010.

West Dunbartonshire Council Page 29

Appendix 2 Assurance and Improvement Plan Update for 2014/17: – Scorecard Report

Generated on: 22 April 2014

1. Corporate Assessment 1.1 People Management

Code & Title Status Icon Progress Bar Due Date Latest Note Ownership Assigned To AIP-101 Embed and undertake Individual departmental workforce plans will be regular review of Council submitted as part of departmental planning process. workforce planning process to Overarching Council Workforce plan will examine key 31-Mar-2015 Paul McGowan sustain a committed workforce cross cutting themes. Quarterly update meetings will that supports the organisation's be scheduled with HR Business Partners to monitor needs workforce planning process and to review activities. As part of action plan to reduce absence levels in AIP-102 Ongoing Development partnership with trade unions strategies will be of innovative strategies and best explored and developed through the Attendance practice to support employee 31-Mar-2017 Working Group to support employee attendance and Paul McGowan attendance and to reduce reduce absence. Regular updates will be provide to absence in partnership with Corporate Services Committee to review and monitor Trade Unions progress.

1. Corporate Assessment 1.2 Efficiency

Code & Title Status Icon Progress Bar Due Date Latest Note Ownership Assigned To AIP-103 Produce budgets for Elected Members and other Update of Finance Strategy to Council August 2014, stakeholders which reflect the 28-Feb-2015 with annual budget process is due to commence July Gillian McNeilly Council's (and other bodies') 2014. aims, objectives and actions to stakeholders and customers

1 AIP-104 Monitor monthly agreed savings options & management Budget monitoring process due to commence July 31-Mar-2015 Gillian McNeilly adjustments through the 2014. budgetary control process AIP-105 Consider approach to priority based budgeting and whether it can be developed in a meaningful and productive 31-Mar-2015 Report due to CMT early August 2014. Gillian McNeilly manner to assist members in considering where funding priorities lie AIP-106 Monitoring of progress through the CMT of strategic projects planned for review Month end update from lead officers of strategic during 2014/15, for report to 31-Mar-2015 Gillian McNeilly projects to be requested from 1 May 2014. future council/committees with a view to increasing income / reducing costs for the Council AIP-110 Review and update the Council’s long-term finance 31-Aug-2014 On track. Gillian McNeilly strategy and report to Elected Members

2. Service Performance 2.1 Housing and Homelessness

Code & Title Status Icon Progress Bar Due Date Latest Note Ownership Assigned To AIP-107 Improve housing rent 31-Mar-2015 Work ongoing to improve collection rates. Marion Smith collection rates H/2013/RAAP04 Produce / Review rent arrears Collection 06-Aug-2014 On track. Marion Smith

Strategy Action on track - West Dunbartonshire Council are provisionally reporting 80% compliance with the Scottish Housing Quality Standard (SHQS) at year H/2014/HS/01 Meet the Scottish end 13/14 which is ahead of target, this will be Housing Quality Standard by 31-Mar-2015 Stephen McGonagle confirmed when we report through the Annual Return 2015 on the Charter(ARC) in May. We have carried out a comprehensive stock condition survey which has informed our investment programme for 14/15 to

2 meet the SHQS. Action on track and progressing within timescales. H/2014/HS/02 Implement HRA 31-Mar-2015 Updates will continue to be reported to the Strategic Stephen McGonagle Capital Programme 2014/15 Housing Asset Management Group. H/2014/HS/03 Refresh Housing Asset management plan to Action on track - First workshop session will be 31-Mar-2015 John Kerr 2 identify key risk stock and take carried out on May 6th 2014. appropriate action H/2014/HS/04 Develop and introduce 2015/2020 HRA 31-Mar-2015 Action on track. Stephen McGonagle

Capital Plan H/2014/HS/05 Deliver the Action on track - West Dunbartonshire Council's ARC Scottish Social Housing Charter 31-Mar-2015 return will be submitted to the Scottish Housing John Kerr 2 outcomes Regulator on 16th May 2014.

Action Status

Cancelled

Overdue; Neglected

Unassigned; Check Progress

Not Started; In Progress; Assigned

Completed

3 WEST DUNBARTONSHIRE COUNCIL

Report by the Executive Director of Corporate Services

West Dunbartonshire Council 30 th April 2014

______

Subject: Single Outcome Agreement 2014-17

1. Purpose

The purpose of this report is to advise Council of the recently agreed and published West Dunbartonshire SOA covering the period for 2014-17.

2. Recommendations

It is recommended that Council note the SOA for 2014-17 as agreed by Community Planning West Dunbartonshire in February 2014.

3. Background

3.1 A national review of community planning, jointly led by COSLA and Scottish Government was concluded at the beginning of 2013 with dissemination of the Statement of Ambition and SOA guidance. An Assurance Process was established to ensure that SOAs across Scotland were suitably ambitious and would meet with the expectations of the review.

3.2 An interim West Dunbartonshire SOA for 2013-14 was submitted to the Scottish Government Community Planning team and the scrutiny panel for review. The scrutiny panel for our area was chaired by Kenneth Hogg from Scottish Government. The process highlighted a number of positives in terms of the progress made in this area in response to the Scottish Government guidance on developing the SOA and committed us to a 3 year SOA for 2014/17 being finalised and submitted to Government.

4. Main Issues

4.1 The 2014/17 SOA has been developed to take account of the key priorities for the areas, as already agreed, and also the key improvement areas as highlighted through the assurance process. It should be seen as the overarching strategic plan for the CPP for the period 2014-17.

4.2 The SOA sets out the long term vision for West Dunbartonshire and the current context in terms of the profile of the area. Key priority areas are detailed and main challenges to success, such as our approach to joint

Page 1 of 3 resourcing and our approach to community empowerment and engagement, are outlined.

4.3 Each Delivery & Improvement Group (DIG) has developed a detailed action plan to ensure delivery of the key outcomes areas expressed in the SOA. The SOA itself has been developed as a strategic and overarching planning document and includes only high level and long term outcomes and performance indicators.

5. People Implications

5.1 There are no personnel issues.

6. Financial Implications

6.1 The commitments made in the SOA will be delivered within available resources and will focus on delivering efficiencies and best practice through a new approach to joint resourcing and collaboration.

7. Risk Analysis

7.1 There are significant risks associated with not delivering the actions as agreed through the SOA 2014 onwards both to the outcomes for West Dunbartonshire and also to the health and reputation of the partnership.

8. Equalities Impact Assessment (EIA)

8.1 Ongoing Equalities Impact Assessments will be carried out on each action plan and area of work as required.

9. Consultation

9.1 The development of the SOA for 2014/17 has been carried out in discussion with all partners. Further engagement will take place on the action plans for the Delivery and Improvement Groups.

10. Strategic Assessment

10.1 This report details the West Dunbartonshire SOA for 2014 onwards and process for implementation. It addresses all relevant strategic areas.

______Angela Wilson Executive Director of Corporate Services

Page 2 of 3

Person to Contact: Amanda Coulthard Corporate Services Council Buildings Garshake Road Dumbarton G82 3PU 01389 737271 [email protected]

Appendices: Appendix 1 – West Dunbartonshire SOA 2014-17

Background Papers: None

Wards Affected: All

Page 3 of 3

‘ ‘

...a great place to live, work and visit ‘‘ Contents

Foreword P5

2West Dunbartonshire Introduc1tion at a glance P6 P7

3Strategic Context P10

Vision4s & Outcomes 5Understanding Place P12 P21

Preventio6n & Early Intervention 7Community Engagement P22 P24

Performa8nce Management P25

9Joint Planning & Resourcing P26

Acronyms The following acronyms have been used throughout the document:

CHCP Community Health & Care Partnership ICSP Integrated Children’s Services Plan COSLA Convention of Scottish Local Authorities JSA Jobseekers Allowance CPP Community Planning Partnership MA Modern Apprentices DIG Delivery & Improvement Group MEND Mind, Exercise, Nutrition, Do it! DWP Department of Work & Pensions PPF Public Partnership Forum EYC Early Years Collaborative SIMD Scottish Index of Multiple Deprivation ESA Employment Support Allowance SOA Single Outcome Agreement GIRFEC Getting it Right for Every Child

3

‘ ‘

...a great place to live, work and visit ‘‘ Foreword

I am delighted to be introducing the 2014/17 Single Outcome Agreement (SOA). This document sets of the strategic vision for the area and outlines the key priorities and outcomes we will be tackling as a partnership. Our priority areas are Employability & Economic Growth, Children & Families, Older People and Safe, Strong & Involved Communities. These are supported and underpinned by a strengthened approach to collaborative management of services and resources, performance management and community engagement. The cross cutting issues of reducing inequalities and promoting physical and mental health & wellbeing are embedded throughout all of our activity.

As a partnership we are fully committed to ensuring West Dunbartonshire is a great place to live, work and visit. This SOA details our longer term vision for the area and the specific outcomes we will be focused on delivering over the three years of the agreement. We have a suite of action plans and linked strategies across the partnership which facilitate and enable delivery, and build our collaborative capacity for change.

I am confident that the partnership can achieve the ambitious outcomes we have set for ourselves in this SOA. We have a focus on delivering positive and meaningful change through strong partnerships with, and for, our local communities. I will be doing everything I can to ensure that this is achieved.

Martin Rooney Chair Community Planning West Dunbartonshire

5 SECTION

1 ‘ Introduction ‘

The journey so far

The aim of Community Planning is to support improved outcomes for local people through working together to deliver better services. The Single Outcome Agreement (SOA) is our vehicle for delivering the actions required to achieve this. It sets out our vision, priorities and outcomes. Our vision is to make West Dunbartonshire...

...a great place to live, work and visit

Significant progress has been made through previous SOAs to deliver on improved outcomes for the people of West Dunbartonshire. As we enter a more challenging era we will have to do more with less. This requires new ways of working through partnerships to ensure that our services are joined up and aligned.

Our communities know best where there is greatest need for targeted resources and we will be working in new ways‘‘ to gather this intelligence and co produce services. A new neighbourhood approach to community engagement and service management will ensure we are responsive to local needs where this is possible and appropriate.

Partners in West Dunbartonshire are committed to an approach which invests in a fundamental shift towards prevention and early intervention – recognising that this is the only model which is sustainable in the long term.

This SOA is designed as the overarching strategic framework for the partnership. It outlines our long term vision for the area and the key priorities and outcomes we will be focusing on. The detail of actions to be undertaken sits with the Delivery and Improvement groups which support the CPP, and will be reported through a performance framework for the partnership.

6 SECTION 2 West Dunbartonshire at a glance

West Dunbartonshire is an area of sharp contrasts; it combines some of the finest lowland scenery in Scotland at Loch Lomond with the shipping heritage of the Clyde at Clydebank, where the area’s past success in shipbuilding and engineering is celebrated.

The area has three main localities which are equally diverse: Clydebank a densely populated urban area which borders the City of Glasgow, Dumbarton which is a large market town and the Vale of Leven which is a settle- ment on the edge of the Highlands and our gateway to the National Park.

West Dunbartonshire has a population of 90,340, making it the 10th smallest population across all Scottish Local Authority areas and the second smallest in terms of land area1. Around half of area’s population live in Clydebank, typically in flats. This means that Clydebank has a population density figure more associated with cities or large urban towns, while Dumbarton and the Vale of Leven, which are less densely populated, are classified as accessible small towns.

1. West Dunbartonshire Council Social and Economic Profile 2012/13, p7 http://westdunbarton.gov.uk/council-and-government/ council-information-performance-and statistics/social-economic-profile (accessed 01/03/2013)

7 West Dunbartonshire Profile Employment

West Dunbartonshire is in the fortunate position The most current figures show that 38,500 people of being close to the urban amenities of Glasgow or 66% of the working age population are in employment. while also acting as a gateway to the Loch Lomond And despite the difficult economic circumstances & Trossachs National Park. The strong transport West Dunbartonshire most recent School Leavers’ connections in place allow local residents to access Destination Report showed that West Dunbartonshire jobs and leisure activities outwith the area if they has performed better than the national average on wish while our ambitious programme of school this measure. modernisation and housing development makes the area an attractive place to live. In common with older industrial areas West Dunbartonshire has suffered from the decline in Like the rest of Scotland, West Dunbartonshire has shipbuilding, engineering and manufacturing. The not been immune to the impact of the recession high degree of specialism in these industries meant and resultant reductions in public spending. The the area was significantly affected. West Dunbar- 2012 Scottish Index of Multiple Deprivation (SIMD) tonshire is now one of Scotland’s most deprived shows that the area has doubled its share of data- older industrial areas, and like many others, faces zones in the 5% most deprived areas of Scotland the challenge of having to regenerate and restructure over the last eight years. The number of West to prosper in a 21st century economy. Dunbartonshire datazones in the 5% most deprived in Scotland has been increasing with each round of This need to regenerate and restructure is evidenced the SIMD publication since 2004, and our relative by the kind of adverse economic indicators found position in Scotland has worsened over the same in such circumstances: time period. = 17.8% of the working age population are employment deprived with 19.1% considered income deprived2 = The Jobseekers Allowance (JSA) claimant rate at 5.3% is amongst the highest in Scotland = Levels of Employment and Support Allowance (ESA) and Incapacity Benefit claimants are high at 10.2% compared to 7.7% for Scotland

As described above, West Dunbartonshire has experienced lower employment rates than the rest of Scotland for an extended period. In response the Council launched a new Jobs Growth and Investment Framework and invested an additional £3.2 million in job creation and Modern Apprentice- ships. It set an ambitious target to create 1,000 jobs in 1,000 days. It launched its flagship Working 4U service which works closely with key community planning partners in providing joined up services focusing on work, learning and money.

2. SIMD 2012 http://www.scotland.gov.uk/Topics/Statistics/SIMD/ Publications/LASummariesSIMD12/LASummaryWestDunbartonshire 12 3. Life Expectancy for areas in Scotland 2008-10, 19 October 2011, GRO Scotland * Of 32 Scottish Local Authorities. 1 = best, 32 = worst. 4. Glasgow Centre for Population Health, Community Health Profile, West Dunbartonshire, 2010 5. West Dunbartonshire Citizens Panel 6. http://wdcmis.west-dunbarton.gov.uk/cmis5/Meetings/tabid/73/ctl/ ViewMeetingPublic/mid/410/Meeting/7649/Committee/516/Default.aspx

8 By February 2014 the Council’s Working 4U service The overall outcome of this socio-economic depri- and Economic Development had achieved the target vation is a position at the top, or near the top, of the of 1000 jobs in 650 days, considerably ahead of Scottish Council rankings for all-cause mortality, time. This includes a significant increase in the heart disease and strokes, lung cancer (assumed number and range of Modern Apprenticeship (MA) to be mostly smoking-related), domestic violence, places being filled, with 257 MAs recruited by the suicide, and alcoholic related deaths4. Council during this period. Of the jobs secured 65% are in the private sector. This work has also seen a Current physical activity guidelines for adults suggest significant increase in the percentage of sustained that they should accumulate 30 minutes of moderate jobs i.e. jobs that last more than six months. The physical activity per day, five or more times a week. percentage of sustained jobs has increased from In 2008, the Citizens Panel members were surveyed 29% in 2010 to 63% today. about their regular physical activity. At that time 61% said they did not adhere to the guidelines, in In March 2014 the West Employability Hub was 2010 this had fallen to 56% and by 2012 to 55%5. formally opened in Dumbarton. This innovative project, the first of its kind in Scotland, is a partnership of The reduction over time in fertility, together with West Dunbartonshire Council, West College Scotland the simultaneous improvement in mortality, has and DWP. It provides a central and coordinated reduced the relative size of the child population, point for all employability and related services for and increased the relative size of the pensioner young people aged between 16 and 24 in this area. population. This upward shift in the age structure All young people on JSA are referred through the of society is what is meant by the term “population Hub. It is good evidence of community planning in ageing”. The ageing of the population has enormous practice with three different agencies operating economic implications in West Dunbartonshire, together through the Hub, and with employers reducing the size and competitiveness of the local increasingly using the centre to attract and recruit labour force at the same time as placing a greater new staff including Cameron House, Marks & demand on health and care services. Spencers and Aldi.

The vast majority of economic output for West Community Safety Dunbartonshire is accounted for by the Service Sector (34%); Business services and finance accounts Our local Public Reassurance Initiative has been a for a further 23%. Other key employment areas are significant success in the communities where it has distribution, transport and communications (19%); been delivered – reducing crime by up to 33% and manufacturing (16%) and construction (7%). reducing antisocial behaviour incidents by up to 44%. This model of community policing is continually developing and will link closely to the neighbourhood Health & Wellbeing management approach to local service delivery.

West Dunbartonshire experiences persistently high In general, crime rates in West Dunbartonshire are levels of social inequity and long-standing health on the decline. There were 62 Group 1 (violent) inequalities. The area has life expectancy rates that crimes during 2012/13, a decrease of 43.1% from are statistically significantly worse than the Scottish the previous year (109). This is primarily due to the average having the second lowest life expectancy decrease in serious assaults which fell by 61.5%. at birth of all Scottish Local Authorities3. Based on The number of common assaults over the same the most recent figures available (2008-10) life period has also declined by 8.3%, a decrease of expectancy at birth for males and females in 44 assaults. The detection rate for domestic abuse West Dunbartonshire is 73.6 years and 76.9 years crimes and incidents has increased slightly from respectively, life expectancy at 65 is 15.6 years for 75.3% in 2011/12 to 75.6% in 2012/13. The number males (rank 29 out of 32)* and 18.8 years for of deliberate fires per 10,000 population has fallen females (rank 31 out 32)* in Scotland. from 76 to 61.2 in 2012/136.

9 SECTION 3 Strategic Context

Future Delivery of Public Services

The Christie Commission was established by the Scottish Government in November 2010 to develop recommendations for the future delivery of public Partnership services. The Scottish Government published its To develop local partnership and collaboration, response to Christie outlining four pillars of public bringing public, third and private sector partners sector reform which are: together with communities to deliver shared outcomes that really matter to people. Prevention Reduce future demand by preventing problems The Scottish Government also agreed to undertake arising or dealing with them early on. To promote a review of Community Planning. In March 2012, a bias towards prevention, help people under- following that review, the Scottish Government stand why this is the right thing to do, the choices and COSLA published a shared Statement of it implies as well as the benefits it can bring. Ambition. This put Community Planning at the heart of an outcome based approach to public services Performance in Scotland and made clear that effective community To demonstrate a sharp focus on continuous planning arrangements will be at the core of public improvement of the national outcomes, applying service reform. reliable improvement methods to ensure that services are consistently well designed based on The review recognised that coordination and the best evidence and are delivered by the right collaboration at the national level has an people to the right people at the right time. important role in bringing partners together to deliver the Statement of Ambition locally. A National People Community Planning Group has therefore been To unlock the full creativity and potential of established to play a pivotal role in implementing people at all levels of public service, empowering and communicating the overarching vision for them to work together in innovative ways. community planning and Single Outcome Agreements, We need to help create ways for people and identifying and addressing issues that have a communities to co-produce services around their national dimension and building the skills and skills and networks. capacity of partnerships.

10 New and effective local community planning arrangements

During 2013/14 the CPP has implemented a new framework for Community Planning. A single senior CPP Management Group, Community Planning West Dunbartonshire, replaced the previous Strategic Board and Executive Group so that decision- making, effective participation and strengthened partnerships will be improved.

Community Alliance Community Planning West Dunbartonshire West Dunbartonshire

Safe Strong & Employability & Children & Older Involved Economic Growth Families People Communities

The CPP Management group governs CPP activity approach to strengthening our working relationships and provide scrutiny and direction. It is populated to allow collective delivery of outcomes. We will by Chief Officers from the key partners ensuring make more visible what has been to-date an implicit clearer accountability for outcomes, strategic direction community planning leadership contribution from and resources. Administration and opposition our well-established local Public Protection Chief elected members also play a clear role in providing Officers’ Group; and will welcome our new local strategic oversight and robust scrutiny as members Leisure Trust as a key partner that will lead on the of this Management Group. physical activity agenda.

The Group holds explicit collective responsibility The National Park Partnership Plan outcomes for the effective delivery of community planning. contribute significantly to this Single Outcome Aligned to this CPP Management Group are delivery Agreement and deliver social, economic and groups and other, existing, linked structures such environmental benefits in our area. We will also be as the Child Protection Committee and Chief Officers working closely with SPT to ensure that we focus on Group. the significant role that good transport links have in supporting delivery of our outcomes for the area. These arrangements allow us to focus on transfor- Good transport is essential to economic growth; mational activity within the key priority areas, setting improved levels of employment and employability; out our longer term outcomes and the activities reducing carbon emissions; cohesive, sustainable required on a rolling basis to deliver on these. communities; and healthy, active, independent lives. Our approach emphasises how we have been increasingly co-ordinating the totality of our activities/ programmes to approach long-term inter-connected challenges in a deliberate and focused manner. As a partnership we welcome the increased accounta- bility placed on all partners for delivery of the SOA. We will focus on a continuous improvement

11 SECTION 4 Vision & Outcomes Ten Year Vision

The SOA reflects the local long term vision for the area. Through improvements in the four priority outcome areas West Dunbartonshire will become a more prosperous and successful area within Scotland. This vision was supported and developed by the work of the Strategic Advisory Group populated by political leaders and Chief Officers of public and private sector organisations in the Local Priorities area. The Strategic Advisory Group has set out the following challenges: This SOA focuses on four interconnected priorities which are delivered through local multi-agency = 5,000 new homes action and coordinated activity. While these four = Increasing the attractiveness of areas have been used to organise and target our West Dunbartonshire as a visitor destination combined efforts there is recognition that work to reduce inequalities and improve physical and In addition to these challenges the Council set mental wellbeing is embedded through all of this a strategic priority focused on securing 1,000 activity. This work will be reflected in the action new jobs for the area. This target is now met and plans and performance frameworks which support Council has set a further target of 1,000 jobs and the delivery of the ambitious CPP agenda. apprenticeships to be secured before the end of the current Administration in 2017. All of this activity is supported and underpinned by our significant focus on community empowerment, This vision sets aspirational goals for West development and capacity building. More detail of Dunbartonshire and will be refined and developed this can be found in the section of this document in partnership with our communities. It will be delivered on Community Engagement. through outcome focused planning for change – showing what the CPP collectively will deliver in order to improve inequity of outcome for the local population.

12 Employability & Economic Growth

Within this priority area we are placing a focus on regeneration, supporting business formation and growth and the development of the tourism industry in the area. Investment in key infrastructure, the regeneration of former industrial land and the provision of additional housing is critical to job creation and sustainability of the local economy. Underpinning this activity is the need to support our citizens to be active in their local communities and participate, where they are able, in the labour market. We are delivering this agenda through significant investment in regeneration and housing projects. We are also delivering a range of preventative initiatives, which key partners are involved with, alongside the Council’s integrated Working 4U service which delivers on work, learning and money advice support.

Local outcome

Increased the number of new business starts and supported the growth of sustainable businesses

Indicator Baseline 2017 Target

236 Business stock per 10,000 of adult population (16+) (2011/12) 237

25 Business start-up per 10,000 of adult population (16+) (2011/12) 25

61.1% 3 year survival rate (%) of new business starts (2011/12) 63%

Local outcome

Growth of the tourism economy

Indicator Baseline 2017 Target

0% Percentage increase in annual number of visitors to West Dunbartonshire (2012/13) 1%

-5% Percentage increase in annual tourism generated income for West Dunbartonshire (2012/13) 1%

Local outcome

Created attractive, competitive and safe town centres and enabled the development of our major regeneration sites

Indicator Baseline 2017 Target

9% Percentage of floor space in Alexandria town centre that is vacant (2012/13) 8%

13% Percentage of floor space in Dumbarton town centre/commercial centre that is vacant (2012/13) 8%

9% Percentage of floor space in Clydebank town centre/commercial centre that is vacant (2012/13) 5%

£25.5m Investment in major regeneration sites in WD (2012/13) £135m

13 Local outcome

Improved core employability skills and assisted people into work

Indicator Baseline 2017 Target

18.7% Percentage of working age people with low or no qualifications (16 - 64) (2010) Reduce

68% Employment rate (2012/13) 71.5%

Local outcome

Improved and sustained income levels

Indicator Baseline 2017 Target

83% Percentage of people with increased or sustained income through Benefit Maximisation (2012/13) 70%

Percentage of local people with increased or sustained income through reduced debt 81% liability/debt management (2012/13) 70%

19.1% Percentage of the total population who are income-deprived in West Dunbartonshire (2012/13) 22.1%

Local outcome

Improved the quality and availability of affordable housing

Indicator Baseline 2017 Target

51 Number of new build social housing for rent (2012/13) 210

92.1% Percentage of RSL housing stock (in WD) meeting the Scottish Quality Standard (2012/13) 100%

62% The total percentage of the Council’s housing stock meeting the Scottish Quality Standard (2012/13) 100%

14 Children and Families

The agenda for this group is centred mainly around the GIRFEC and Early Years agenda through the Early Years Collaborative, with a clear focus on the likely requirements of the imminent Children and Young People legislation. There is also a clear focus on strengthening our existing relationships with the third sector such as our strong partnership with Save the Children. Alongside this there is a focus on lifelong learning, both through community learning and development support and also through further education provision.

Local outcome

Improved attainment and achievement for early years, primary schools and secondary schools

Indicator Baseline 2017 Target

1,008 2,710 Number of young people gaining Saltire Awards* (2013/14) (2015/16)

92% Achievement rate in Skills for Work/City & Guilds courses (2011/12) 95%

Percentage of volunteers recruited and developed through 95% Sports Development gaining a positive destination (2012/13) 80%

32% Percentage of pupils gaining 5+ awards at level 5** (2011/12) 33.5%

21% Percentage of pupils gaining 5+ awards at level 6** (2011/12) 21%

24.1% Percentage of pupils in 20% most deprived areas getting 5+ awards at level 5** (2011/12) Increase

11.3% Percentage of pupils in 20% most deprived areas getting 5+ awards at level 6** (2011/12) Increase

* Participants can achieve more than one award. ** The above indicators are under review. New more appropriate measures will be developed in line with national guidance.

Local outcome

Increased positive destinations for 16 - 19 year olds

Indicator Baseline 2017 Target

100% 100 Percentage of LAC children and young people entering positive destinations aged 16 (2011/12) %

92.6% Percentage of pupils entering positive destinations (2011/12) 93%

15 Local outcome

Families are confident and equipped to support their children throughout childhood

Indicator Baseline 2017 Target

5.9 Rate of stillbirths per 1,000 births (2012/13) 4.3 4.6 Rate of infant mortality per 1,000 live births (2011/12) 3.1

95% Percentage of child protection referrals to case conference within 21 days (2012/13) 95%

Percentage of all children aged 0 - 16 years with an identified ‘named person’ as defined s- within the Children’s and Young People’s Bill New target 100% baselines to be set for Number of children completing tailored healthy weight programme 2014/15 165

58 58 Number of young people attending specialist educational day provision outwith WDC schools (2012/13)

9 3 . 3 % 93.5 Percentage attendance at schools (2012/13) %

35 35 Cases of exclusion per 1,000 school pupils (2012/13)

Number of parents with pre-5 children attending Sports Development information sessions to 110 help sustain increased levels of physical activity at home (2012/13) 410

179 Number of children with or affected by disability participating in sports and leisure activities (2012/13) 172

Local outcome

Improved attainment and achievement through Life Long Learning

Indicator Baseline 2017 Target

Percentage of learners successfully completing courses targeted at improving 76% literacy and numeracy (2011/12) 76%

16 Older People

Our older people agenda is fully focused on delivering improved outcomes in line with the national priority on Reshaping Care for Older People. We are aware that we have a significantly ageing population in West Dunbartonshire so our agenda is focused on shifting the balance of care to ensure and promote independence in the community for our older population.

Local outcome

Improved care for and promote independence with older people

Indicator Baseline 2017 Target

Percentage of identified carers of all ages who express that they feel supported to continue in 77.6% their caring role (2012/13) 90%

No people will wait more than 28 days to be discharged from hospital into a more appropriate 2 care setting, once treatment is complete from April (2012/13) 0

Percentage of people 65+ admitted twice or more as an emergency who have 34.16% not had an assessment (2012/13) 30%

Percentage of adults with assessed Care at Home needs and a re-ablement package 47% who have reached their agreed personal outcomes (2012/13) 65%

42.5% Percentage of people aged 65 or over with intensive needs receiving care at home (2012/13) 55%

588 Number of unplanned admissions for people 65+ from SIMD1 communities (2012/13) 555

Number of adults 65+ who access tailored physical activity programmes Not in a range of community settings applicable 100

17 Safe, Strong & Involved Communities

Alongside our clear focus on community safety we are also focused on educing any local threat from organised crime. At a local level we are committed to our model of public reassurance, which has a strong element of community involvement, empowerment and engagement. This priority area also has a clear focus on the protection of vulnerable groups, particularly in relation to homelessness, substance misuse and domestic violence.

Local outcome L Reduced violent crime

Indicator Baseline 2017 Target

Number of crimes in Group 1 (violent crimes) per 10,000 29.6 (5 year rolling average) (2012/13) Reduce Number of murders

Number of attempted murders New targets - baselines to Number of serious assaults be set for Reduce Number of robberies 2014/15 Number of petty assaults

Local outcome

Improved collaborative working in relation to counter terrorism and serious organised crime through strong partnerships

Indicator Baseline 2017 Target

Number of awareness raising sessions delivered to Partners

Number of awareness raising sessions delivered to Community Groups New targets - baselines to be set for Increase Value of cash and asset deprivation of serious organised crime groups 2014/15

Value of disruption and deprivation of access to legitimate enterprise for serious organised crime groups

Local outcome

Enhanced safety of Women & Children

Indicator Baseline 2017 Target

77.1 78 Detection rate for domestic abuse related crimes (5 year average) (2012/13) (2014/15)

Number of children present during incidents of domestic abuse reported to the Police New targets - baselines to be set for Reduce Number of group 2 crimes (sexual) per 10,000 of total population 2014/15

18 Local outcome

Enhanced safety of vulnerable groups

Indicator Baseline 2017 Target

New target - Detection rate for hate crimes baseline to be Increase set for 2014/15

Number of referrals to the WDC Community Safety Services Anti-Social Investigation and 74 Support Team (ASIST) from partner agencies (2012/13) 86

83% Tenancy sustainment levels of West Dunbartonshire Council tenants are increased (2012/13) 89%

Percentage of all homeless cases re-assessed within 12 months (repeat homelessness) 7.4% (2012/13) 4%

Number of investigations carried out through adult support and protection arrangements New targets - Reduce baselines to be set for Number of home fire safety visit referrals from partner agencies 2014/15 Increase

Local outcome

Reduced anti-social behaviour and disorder

Indicator Baseline 2017 Target

61.2 Number of deliberate fires per 10,000 population (2012/13) Reduce

27% Percentage of Citizens’ Panel respondents experiencing anti-social behaviour (2012/13) Reduce

Number of public reported incidents of disorder New targets - baselines to be set for Reduce Number of reported incidents of anti-social behaviour 2014/15

Percentage of residents satisfied or very satisfied with agencies’ response to 79% tackling anti-social behaviour (2012/13) Increase

Local outcome

Reduced impact of alcohol and drug misuse on communities

Indicator Baseline 2017 Target

490 Public reported incidents of street drinking (5 year average) (2012/13) Reduce

19 Number of drug-related deaths (2012/13) 14

Percentage of Citizens’ Panel respondents experiencing community problems 53% relating to alcohol and drugs (2012/13) 49%

New target - Number of young people participating in diversionary activity provided through the Pulse baseline to be Increase set for 2014/15

19 Local outcome

Home, Fire and Road Safety

Indicator Baseline 2017 Target 23 Number of people (all ages) killed/seriously injured in road accidents (2012/13) Reduce

2.9 Number of people killed or seriously injured in house fires per 10,000 population (2012/13) Reduce

2.99 Number of accidental house fires per 10,000 population - drug/alcohol/smoking related (2012/13) Reduce

Number of reports of bogus callers 43 Increase (2012/13)

Number of bogus crimes New targets - Reduce baselines to be set for Number of home fire safety visits accepted by the owner/resident 2014/15 Increase

Local outcome

Stronger, confident and more involved communities

Indicator Baseline 2017 Target

926 930 Number of sustained voluntary organisations (2012/13) (2015/16)

Percentage of the population active in volunteering and community activity 34% 42% (2012/13) (2015/16)

Percentage of Citizens Panel respondents who are satisfied or very satisfied 73% with the physical appearance of their local area (2012/13) 86%

Number of young people involved in youth consultation and 344 representation structures (2011/12) 397

73 Number of people in key individual networks (KINs) (2012/13) Increase

Percentage of residents satisfied or very satisfied with agencies’ 79% response to tackling anti-social behaviour (2012/13) Increase

20 SECTION 5 Understanding Place A key element of our new approach to community planning is the development of the neighbourhood management agenda based around place. This will allow us to build an evidence base and respond collectively to the significant and varied inequalities issues facing different communities within West Dunbartonshire, while seeing local residents and third sector organisations involved in decision making about design and delivery of local services.

Our new CPP captures and utilises all local knowledge, The approach to understanding place will also be demographic information and CPP Partner resources greatly influenced throughout the period of this SOA to ensure more joined up services, based on local by our experiential learning from our new approach need. Data sharing protocols and shared research/ to neighbourhood management and also other analysis are key elements of an improved partnership activity such as public reassurance and the MEND approach to understanding place. programme.

A significant element of activity will be focused on carrying out research on approaches proven to work in other areas and also on fully understanding the profile of both need and assets in each community. This will allow the CPP to tailor its approach to outcomes delivery in each area, recognising that there is a need to prioritise differently in each community within the overarching priorities for the West Dunbartonshire area.

21 SECTION 6 Prevention & Early Intervention Our 2011/14 SOA and associated progress reports The local CPP Reshaping Care for Older People’s demonstrated the early intervention/preventative Change Fund programme is focused on both nature of key SOA programmes. Although our partners supporting independence and improving care for already direct resources towards preventative work, older people, alongside fostering community supports the CPP will continue to look at opportunities to for their carers. It is important to recognise that the significantly increase our efforts in this area. work undertaken within West Dunbartonshire has Guidance, finance and support will be sought been delivered in a joined up way to secure long in terms of the costs associated with prevention term and sustainable improvements. The work and early intervention programmes of activity. This undertaken is part of much wider discussion about allows us to make a decisive shift towards prevention how the totality of services and support available and early intervention in partnership, ensuring is marshalled across local Community Planning resources are allocated appropriately and that Partners. savings can be released wherever possible. Our local CPP Integrated Children’s Services The priority areas for the CPP are broadly aligned to Plan (ICSP) brings together our local vision and the six new policy priorities identified in the National commitments to pursue the emerging ambitions of Review. The opportunity has been taken to update the national Early Year’s Collaborative (EYC) the previous suite of outcomes and a number of the programme; embedding Getting It Right For Every individual indicators within the existing outcomes in Child (GIRFEC) across all services and all providers; line with key preventative policy areas that have and to deliver robust multi-agency child protection, gained greater prominence more recently - most as led and overseen by the Public Protection Chief notably the Reshaping Care for Older People Officers’ Group on behalf of Community Planning Change Fund Programme, Getting It Right For Every Partners. The CPP ICSP also builds on the significant Child (GIRFEC) and the Early Years Collaborative. activity undertaken locally to embrace and implement the principles of Curriculum for Excellence; and to prepare for the introduction of the new Children & Young People Bill.

22 The Report of the Ministerial Task Force on Health Inequalities 2013 acknowledged that the origins of health inequalities are the wider societal inequalities between deprived and affluent groups. This reinforces the existing strategic commitment of West Dunbartonshire Community Planning Partners to a determinants-based approach to health inequalities, with the long-term goal being to have tackled population-level health inequalities by having collectively addressed its root causes – i.e. stimulating sustainable economic growth and employment; promoting educational attainment and aspiration; and supporting community cohe- sion and self-confidence. The “upstream” action by Community Planning Partners to tackle the determinants of inequity have consequently been reflected in the work programmes to address this SOA’s interconnected priorities of Employability & Economic Growth; Supporting Safe, Strong and Involved Communities; Supporting Older People; and Supporting Children and Families.

23 SECTION

Community Alliance

GatherinGatheringg commucommunitynity vieviewsws

DeliveringDelivering Citizens PPF Communityommunity ininvolvementvolvement betterbetter VVoluntaryoluntary PanelPanel in services/services/ sectsectoror nneighbourhoodeighbourhood ensuring rroleole issuissueses community 7 influenceinfluence Community

Engagement Equality Community GrGroupsoups GroupsGroups West Dunbartonshire CPP has developed a range of community engagement mechanisms that are proving effective and we are working to build on this success. The Council developed a nationally recognised Citizens Panel with 1400 residents and this is now used by a range of to issues which arise organically from communities community planning partners to survey the views of and strengthen links with community groups and residents. Alongside this social media and online organisations which already exist, as opposed to an surveys are increasingly used as a way to capture agency led approach. The success of this model significant levels of public opinion. depends on effective partnership working, with part- ners coordinating engagement activity and working The CPP has a range of strong engagement mech- together to support and develop capacity within our anisms including the Police led Public Reassurance communities. Our Third Sector interface will play a model. The Youth Alliance, a partnership led by the significant role in this. Council’s Community Learning and Development Team, has developed vibrant youth consultation We will continue to build on existing good practice and engagement. The CHCP has developed a Public such as our Citizens’ Panel and our wider enhanced Participation Forum. These examples of engage- consultation processes, for example, increased public ment are coordinated through the use of a Partner involvement in budget consultation. The Council has Engagement Calendar. Further work will be under- developed a strong consultation brand - Your Voice taken in 2014 to improve the level of coordination, Your Choice – that has led to a significant increase information sharing and feedback across all CPP in online engagement and participation in consultation engagement channels. events overall. We have expanded the role of our existing Community Participation Committee to become During 2014 the CPP will also develop a greater a Community Alliance for the area. emphasis on community involvement in neighbourhood services, through its neighbourhood management pilot. We are also strengthening our focus on equalities This will focus on ensuring local communities are through the development of a West Dunbartonshire fully engaged and involved in local decision making, CPP Equalities Forum. Through this, and through direct service design and delivery. It will build on the capacity building support for Community Councils strengths and enthusiasm already present in the and other community structures, the CPP will ensure area, with support and development provided from that active citizenship is a key element of our key services. This way of working will be responsive approach to community engagement.

24 SECTION 8 Performance Management The Council’s Performance Management System is used to record and monitor the performance of the SOA, as well as other key plans and strategies. A scorecard will allow the Partnership to monitor progress towards indicator targets aligned to our local outcomes. Ownership of these local outcomes and associated indicators has been assigned to specific Delivery and Improvement Groups.

A progress report will be prepared annually to allow partners to review and analyse performance against outcome targets. Scrutiny of this perform- ance report will highlight to partners any areas where delivery is not on track and encourage them to take any necessary remedial action.

25 SECTION 9 Joint Planning & Resourcing The CPP Management Group is populated by Chief Officers from the key partners ensuring clearer accountability for outcomes and resources.

The Management Group has reviewed remits and principles to inform its community planning frame- work. Consistent with guidance from the National Community Planning Group it has placed more focus on governance and accountability for joint resources.

We continue to build a more comprehensive profile A mapping of Community Planning Partners’ Equality of the area drawing from data held by all the Outcomes for 2013-2017 has been carried out and agencies that form the partnership. This will allow will function as resource, for helping partners align informed discussion on needs and a placed based work on advancing equalities and fairness. approach to allocation of resources as the CPP moves forward. West Dunbartonshire has been very successful in developing an integrated Community Health and Our initial process for the implementation of Care Partnership (CHCP). This has enabled service the Joint Working on Community Planning and and organisational synergies. It has improved joint Resourcing Agreement will be to conduct a mapping working, and achieved efficiencies and financial exercise through the Delivery and Improvement benefits to the CHCP. To further progress the Groups to identify current spend against those integration of Health and Social Care services, the priority areas, which will also inform funding allocations next steps are to form a Shadow Health and Social and decision making in future years. This informa- Care Partnership Board, effective from 1 April 2014. tion will then be considered by the CPP Manage- ment Group to further develop an approach to joint resourcing.

26 Other formats This document can be provided in large print, Braille or on audio cassette and can be translated into different community languages. Please contact:

Corporate Communications Council Offices Garshake Road Dumbarton G82 3PU Tel: 01389 737000 WEST DUNBARTONSHIRE COUNCIL Report by the Executive Director of Corporate Services Council – 30 April 2014 ______

Subject: General Services Budgetary Control Report to 28 February 2014 (Period 11)

1. Purpose

1.1 The purpose of this report is to advise Council on the position of both the General Services revenue budget 2013/14 and the capital programme.

2. Recommendations

2.1 Council is asked to:

(a) Note the favourable revenue variance of £0.478m (0.25% of phased probable outturn); (b) Note the current position regarding capital projects and capital income levels; and (c) Approve the budget virement request of £0.161m detailed in 3.6 below to fund the anticipated shortfall in relation to Service Redesign Bruce St Centre.

3. Background

Revenue

3.1 It should be noted that per the Council’s Financial Management and Control Code of Practice, from Period 8 onwards each year, the year to date actual spend is compared against year to date probable outturn spend (and not against revised budget).

3.2 A report was submitted to Council on 18 December 2013 in relation to the Estimates for 2014/15 noted at that time the probable outturn for 2013/14 was £218.972m – highlighting an overspend of £0.236m. The report also detailed a list of management adjustments which have been actioned by departments (totalling £0.369m in 2013/14), amending this expected position to an expected underspend of £0.133m by the year end.

3.3 The report compares phased probable outturn as at 28 February 2014 to the actual spend.

Capital 3.4 At the Council of 6 February 2013, Members agreed the 10 year General Services Capital Plan for 2013/14 to 2022/23. The first three years from 2013/14 to 2015/16 have been approved with the remaining 7 years being indicative.

3.5 The capital budget being monitored totals £151.241m comprising projects and funds slipped from 2012/13; the new annually recurring projects for 2013/14; and the total project budget for the one-off and match-funded capital programme projects.

3.6 Tender submissions have been received in relation to Service Redesign at Bruce Street and it is now anticipated that the total cost will now be £0.712m (an increase of £0.161m over previously reported). This is due to increased works required for electrical/heating installations and additional works in relation to sensory rooms and kitchen areas. Subject to approval the budget shortfall will be funded from the annual Building Upgrades budget in 2014/15.

4. Main Issues

Revenue 4.1 Appendix 1 identifies a total favourable variance of £0.478m (0.25% of the phased probable). Notes on year to date variances in excess of £25,000 or if greater than 10% of probable are provided in Appendix 2.

4.2 Appendices 1 and 2 highlight a number of adverse variances (offset by a number of favourable variances). Departments should be reviewing spend plans and spend areas with a view to minimising adverse variances and where adverse variances are identified should have in place actions to reduce or minimise these by the end of the financial year.

4.4 The CMT has considered a range of cost reduction options and have agreed management adjustments to be implemented during 2013/14 (reported to Council on 18 December 2013). Savings associated with these options are now becoming apparent through the budgetary control report.

4.5 Officers have been monitoring the Council Tax position particularly in relation to debt write-off and re-bandings, which have been a pressure in recent years. To date it is anticipated that any such changes to the Council Tax debt position can be retained within the current bad debt position with no revenue impact.

Capital 4.6 The current budgetary position in relation to resources and expenditure is noted within Appendices 3 and 4 respectively. The current position to date identifies a reduction in the level of resources of £8.956m over the period the life of the projects listed and a favourable expenditure of £8.956m resulting in an overall forecast net variance of £nil. The reduction in the resources is mainly due to the allocation of resources (such as prudential borrowing) based upon the capital expenditure projections. Explanations of variances and other relevant comments are also noted on these appendices.

5. People Implications

5.1 There are no direct people implications.

6. Financial Implications

6.1 Other than the financial position noted above, there are no financial implications from this budgetary control report.

7. Risk Analysis

7.1 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 and which could affect the year end results for both the revenue and capital budgets.

(b) With the introduction of welfare reform during 2013/14, the Council budget set was based upon a number of assumptions from limited information available at that time. Again, this position will continue to be monitored as likely the burden becomes clearer.

(c) As a consequence of current market conditions, capital receipts may either not be received or they may be less than anticipated.

8. Equalities Impact Assessment (EIA)

8.1 No equalities impact assessment was required in relation to this report.

9. Consultation

9.1 All departments involved in delivering the revenue and capital budgets have been consulted regarding specific variances.

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 5 strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council.

______Angela Wilson Executive Director of Corporate Services Date: 26 March 2014

Person to Contact: Gillian McNeilly, Finance Manager Council Offices, Garshake Road Telephone: (01389) 737194 E-mail: [email protected] Appendices: Appendix 1 Revenue Budgetary Control Report; Appendix 2 Revenue Variance Analysis; Appendix 3 Capital Resources; and Appendix 4 Capital Expenditure. Background Papers: Ledger output – period 11 General Services Revenue Estimates 2013/14 General Services Capital Plan 2013/14 to 2015/16 - Council 6 February 2013 Wards Affected All Wards

WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2013/2014 - PERIOD 11 TO 28 FEBRUARY 2014

CORPORATE SUMMARY

Probable Outturn 2012/13 Outturn Service 2013/14 YTD Probable YTD Actual YTD Variance Variance YTD Variance Favourable/ £ £ £ £ £ Adverse % 19,656,565 CORPORATE SERVICES / CHIEF EXECUTIVE 18,915,636 16,097,068 15,868,181 (228,887) Favourable -1% 88,015,993 EDUCATION 87,988,481 78,109,349 77,885,544 (223,805) Favourable 0% 58,529,687 COMMUNITY HEALTH AND CARE PARTNERSHIP 60,016,956 52,299,833 52,573,032 273,199 Adverse 1% 22,468,672 HOUSING ENVIRONMENT AND ECONOMIC DEVELOPMENT 33,019,325 27,769,688 27,456,188 (313,500) Favourable -1% 9,287,479 MISCELLANEOUS SERVICES 6,978,757 6,371,355 6,385,889 14,534 Adverse 0% 14,915,000 LOAN CHARGES 14,574,000 13,359,500 13,359,500 0 0% 30,392,000 REQUISITIONS 2,575,450 2,360,829 2,360,829 0 0% (4,807,000) NON GAE ALLOCATION (4,550,000) (4,170,833) (4,170,833) 0 0% 0 CONTINGENCY FUND (551,557) (505,594) (505,594) 0 0% 238,458,396 TOTAL NET EXPENDITURE 218,967,048 191,691,195 191,212,736 (478,459) Favourable -0.25% WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2013/2014 - PERIOD 11 TO 28 FEBRUARY 2014 DEPARTMENT: CORPORATE SERVICES AND CHIEF EXECUTIVE

Probable 2012/13 Outturn Outturn Service 2013/14 YTD Probable YTD Actual YTD Variance Variance YTD Variance Favourable/ £ £ £ £ £ Adverse % 189,884 CHIEF EXECUTIVE 236,905 211,543 212,131 588 Adverse 0% 365,640 DIRECTORATE & CORPORATE RESOURCES 855,976 726,962 711,720 (15,242) Favourable -2% 286,730 COMMUNICATIONS AND MARKETING 233,434 209,791 227,447 17,656 Adverse 8% 741,185 AUDIT & RISK 790,139 713,349 711,522 (1,827) Favourable 0% 1,168,629 LEGAL DEMOCRATIC, REGULATORY SERVICES 1,081,098 967,181 932,424 (34,757) Favourable -4% 40,289 CHILDRENS' PANEL 11,722 11,555 12,322 767 Adverse 7% 118,552 REGISTRARS 131,391 122,922 116,932 (5,990) Favourable -5% (105,862) LICENSING (90,921) (162,148) (168,846) (6,698) Favourable 4% 328,351 CONSUMER & TRADING STANDARDS 328,163 301,165 300,860 (305) Favourable 0% 935,652 ENVIRONMENTAL HEALTH 999,440 881,123 876,590 (4,533) Favourable -1% 100,608 MEMBERS SERVICES 102,743 88,809 88,413 (396) Favourable 0% 1,495,466 FINANCE 1,641,968 1,498,863 1,511,323 12,460 Adverse 1% 222,699 PROCUREMENT 649,158 562,933 561,646 (1,287) Favourable 0% 2,325,205 REVENUES & BENEFITS 1,574,410 1,423,224 1,404,555 (18,669) Favourable -1% 0 DEBTORS & CREDITORS 383,322 341,376 323,113 (18,262) Favourable -5% 191,282 RENT REBATES & ALLOWANCES 729,412 (381,180) (383,083) (1,902) Favourable 0% 140,620 COST OF COLLECTION OF RATES 61,302 11,124 16,461 5,337 Adverse 48% (561,322) COST OF COLLECTION OF COUNCIL TAX (593,429) (24,671) (24,214) 457 Adverse -2% 0 TRANSACTIONAL SERVICES 588,979 521,827 515,305 (6,522) Favourable -1% 0 CHANGE SUPPORT 490,432 398,135 377,095 (21,040) Favourable -5% 3,143,124 INFORMATION SERVICES 2,929,343 2,684,327 2,667,453 (16,874) Favourable -1% 2,091,518 HUMAN RESOURCES & ORGANISATIONAL DEVELOPMENT 1,019,311 905,045 888,999 (16,046) Favourable -2% 812,907 CUSTOMER SERVICE 779,020 664,587 662,255 (2,332) Favourable 0% 117,312 CORPORATE & COMMUNITY PLANNING 679,576 587,110 530,221 (56,889) Favourable -10% 1,226,848 ADVICE SERVICE 1,552,441 1,496,241 1,490,523 (5,718) Favourable 0% 1,434,031 COMMUNITY LEARNING & DEVELOPMENT 1,504,803 1,336,040 1,310,061 (25,979) Favourable -2% 2,847,217 EMPLOYMENT SUPPORT 245,498 (165) (5,048) (4,883) Favourable 2959%

19,656,565 TOTAL NET EXPENDITURE 18,915,636 16,097,068 15,868,181 (228,887) Favourable -1% WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2013/2014 - PERIOD 11 TO 28 FEBRUARY 2014 DEPARTMENT: EDUCATION

Probable 2012/13 Outturn YTD YTD Outturn Service 2013/14 YTD Probable YTD Actual Variance Variance Variance Favourable/ £ £ £ £ £ Adverse % 1,008,142 CENTRAL ADMIN 1,950,436 1,755,569 1,719,328 (36,241) Favourable -2% 31,098,557 PRIMARY SCHOOLS 25,628,134 22,972,126 22,948,616 (23,510) Favourable 0% 27,646,511 SECONDARY SCHOOLS 25,096,015 22,502,363 22,436,563 (65,800) Favourable 0% 9,176,062 SPECIAL SCHOOLS 9,205,705 7,806,482 7,723,713 (82,769) Favourable -1% 1,053,548 SCHOOLS OTHER 1,002,203 929,137 921,992 (7,145) Favourable -1% 372,980 OUTDOOR EDUCATION 284,518 295,010 302,684 7,674 Adverse 3% 650,590 PSYCHOLOGICAL SERVICES 651,273 607,908 607,571 (337) Favourable 0% 696,019 MISCELLANEOUS 549,320 124,931 124,931 0 0% 7,186,868 PRE5s 6,470,861 5,826,309 5,820,729 (5,580) Favourable 0% 2,548,532 LIBRARIES,CULTURE & MUSEUMS 2,580,046 2,256,808 2,251,098 (5,710) Favourable 0% 6,156,165 PPP 13,730,046 12,644,636 12,649,276 4,640 Adverse 0% 422,586 CURRICULUM FOR EXCELLENCE 839,924 388,069 379,043 (9,026) Favourable -2% (567) SPORTS DEVELOPMENT 0 0 0 0 0%

88,015,993 TOTAL NET EXPENDITURE 87,988,481 78,109,349 77,885,544 (223,805) Favourable 0% WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2013/2014 - PERIOD 11 TO 28 FEBRUARY 2014 DEPARTMENT: CHCP

Probable 2012/13 Outturn YTD Outturn Service 2013/14 YTD Probable YTD Actual YTD Variance Variance Variance Favourable/ £ £ £ £ £ Adverse % 1,404,116 STRATEGY, PLANNING & HEALTH IMPROVEMENT 1,196,131 1,039,754 1,026,961 (12,793) Favourable -1% 5,391,372 RESIDENTIAL ACCOMMODATION FOR YOUNG PEOPLE 5,596,493 5,148,047 5,210,097 62,050 Adverse 1% 2,374,050 RESIDENTIAL SCHOOLS 2,163,639 1,941,254 1,915,250 (26,004) Favourable -1% 3,394,870 CHILDCARE OPERATIONS 3,625,581 3,194,408 3,206,907 12,499 Adverse 0% 3,519,150 OTHER SERVICES - YOUNG PEOPLE 3,722,569 3,189,714 3,143,603 (46,111) Favourable -1% 11,465,760 RESIDENTIAL ACCOMMODATION FOR ELDERLY 11,759,620 10,928,480 11,072,942 144,462 Adverse 1% 1,332,995 SHELTERED HOUSING 1,347,394 1,570,774 1,595,450 24,676 Adverse 2% 1,087,969 DAY CENTRES OLDER PEOPLE 1,057,785 933,893 941,834 7,941 Adverse 1% 120,802 MEALS ON WHEELS 89,058 78,093 73,511 (4,582) Favourable -6% 296,620 COMMUNITY ALARMS 288,681 244,660 243,323 (1,337) Favourable -1% 2,968,235 COMMUNITY HEALTH OPERATIONS 2,869,682 2,685,756 2,678,966 (6,790) Favourable 0% 8,567,897 RESIDENTIAL - LEARNING DISABILITY 9,440,861 6,717,565 6,730,271 12,706 Adverse 0% 1,140,702 PHYSICAL DISABILITY 1,233,617 1,083,601 1,083,052 (549) Favourable 0% 1,545,588 DAY CENTRES - LEARNING DISABILITY 1,564,294 1,373,492 1,380,954 7,462 Adverse 1% 911,983 OTHER SERVICES DISABILITY 879,096 815,043 811,937 (3,106) Favourable 0% 207,071 CHCP HQ 233,906 153,367 154,355 988 Adverse 1% 1,809,860 MENTAL HEALTH 1,806,828 1,083,090 1,066,925 (16,165) Favourable -1% 9,093,788 HOMECARE 9,100,971 8,093,253 8,242,474 149,221 Adverse 2% 364,877 OTHER SPECIFIC SERVICES 366,240 362,180 362,180 0 0% 1,127,467 ADDICTION SERVICES 1,046,181 748,050 710,719 (37,331) Favourable -5% 110,755 OTHER DISABILITY SERVICES 0 0 0% 0 CPP - CHILDRENS SERVICES 412,347 412,287 417,396 5,109 Adverse 1% 293,760 OLDER PEOPLES CHANGE FUND 0 287,110 287,110 0 0% 0 CPP - ADDICTIONS 215,982 215,962 216,815 853 Adverse 0%

58,529,687 TOTAL NET EXPENDITURE 60,016,956 52,299,833 52,573,032 273,199 Adverse 1% WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2013/2014 - PERIOD 11 TO 28 FEBRUARY 2014 DEPARTMENT: HEED

Probable 2012/13 Outturn Service Outturn 2013/14 YTD Probable YTD Actual YTD Variance Variance YTD Variance Favourable/ £ £ £ £ £ Adverse % (423,035) DIRECTOR & ADMINISTRATION (341,791) (188,815) (88,161) 100,654 Adverse -53% 1,356,474 OFFICE ACCOMMODATION 1,214,751 1,084,265 1,093,492 9,227 Adverse 1% 227,576 CLYDEBANK TOWN HALL 367,773 358,764 343,010 (15,754) Favourable -4% 30,141 TRANSPORT FLEET & MAINTENANCE SERVICES (9,350) (8,648) (886) 7,762 Adverse -90% (951,739) CATERING SERVICES 4,000,036 3,485,662 3,591,249 105,587 Adverse 3% 0 BUILDING CLEANING 1,717,932 1,540,336 1,553,931 13,595 Adverse 1% (188,138) BUILDING CLEANING - PPP (158,792) (261,126) (250,252) 10,874 Adverse -4% (21,420) BUILDING CLEANING - POLICE CONTRACT (2,560) (10,040) (16,357) (6,317) Favourable 63% 0 FACILITIES ASSISTANTS 2,314,590 2,038,407 1,984,803 (53,604) Favourable -3% (558,122) ROADS OPERATIONS (565,775) (97,035) (163,843) (66,808) Favourable 69% 5,066,026 ROADS SERVICES 5,146,469 3,850,126 3,768,340 (81,786) Favourable -2% 6,736,462 GROUND MAINTENANCE & STREET CLEANING CLIENT 6,663,470 6,108,181 6,108,181 0 0% 443,837 OUTDOOR SERVICES 593,969 529,438 525,953 (3,485) Favourable -1% 2,067,362 CENTRAL REPAIRS & MAINTENANCE 1,911,970 1,716,623 1,733,147 16,524 Adverse 1% 3,620,759 LEISURE MANAGEMENT 3,652,290 3,352,099 3,352,099 0 0% 0 FACILITIES MANAGEMENT 0 0 0 0 0% 118,141 EVENTS 100,000 100,000 122,020 22,020 Adverse 22% 126,357 BURIAL GROUNDS 125,007 112,698 77,567 (35,131) Favourable -31% (747,061) CREMATORIUM (763,569) (705,301) (681,381) 23,920 Adverse -3% 6,546,763 WASTE SERVICES 6,520,380 5,241,821 5,174,523 (67,298) Favourable -1% (2,607,200) CORPORATE ASSETS (2,371,760) (2,242,373) (2,317,473) (75,100) Favourable 3% 993,981 CONSULTANCY SERVICES 1,011,366 886,875 881,396 (5,479) Favourable -1% 481,936 PLANNING 585,744 497,006 511,860 14,854 Adverse 3% 1,036,816 ECONOMIC DEVELOPMENT 1,440,750 811,588 791,570 (20,018) Favourable -2% 11,216 HOMELESS PERSONS 612,641 509,715 426,520 (83,195) Favourable -16% 77,474 PRIVATE SECTOR HOUSING 84,455 74,180 70,269 (3,911) Favourable -5% (10,009) GYPSY TRAVELLERS (6,642) (5,897) (5,390) 507 Adverse -9% 1,999,898 ANTI SOCIAL BEHAVIOUR 2,029,958 1,743,950 1,761,519 17,569 Adverse 1% 0 CPP INVESTMENTS 0 0 0 0 0% (1,580,340) HOUSING MAINTENANCE TRADING ACCOUNT (1,511,400) (1,412,703) (1,672,520) (259,817) Favourable 18% (1,385,482) GROUND MAINTENANCE & SC TRADING ACCOUNT (1,342,587) (1,340,108) (1,218,998) 121,110 Adverse -9%

22,468,672 TOTAL NET EXPENDITURE 33,019,325 27,769,688 27,456,188 (313,500) Favourable -1% WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2013/2014 - PERIOD 11 TO 28 FEBRUARY 2014 DEPARTMENT: MISCELLANEOUS

Probable Outturn 2012/13 Outturn Service 2013/14 YTD Probable YTD Actual YTD Variance Variance YTD Variance Favourable/ £ £ £ £ £ Adverse % 5,137,574 SUNDRY SERVICES 5,002,013 4,775,379 4,798,579 23,200 Adverse 0% 529,835 MEMBERS ALLOWANCES 539,830 491,335 482,669 (8,666) Favourable -2% 3,620,070 CPP INVESTMENT 926,914 679,641 679,641 0 0% 0 EUROPEAN EMPLOYABILITY PROGRAMME 510,000 425,000 425,000 0 0%

9,287,479 TOTAL NET EXPENDITURE 6,978,757 6,371,355 6,385,889 14,534 Adverse 0% APPENDIX 2

WEST DUNBARTONSHIRE COUNCIL

BUDGETARY CONTROL REPORTING – PERIOD 1 TO 11 2013/14

ANALYSIS FOR VARIANCES OVER £25,000 / 10%

CORPORATE SERVICES /CHIEF EXECUTIVE

SERVICE: Legal, Democratic and Regulatory Services £34,757 Fav The favourable variance due to the income being understated for a solicitor post.

SERVICE: Corporate & Community Planning £56,889 Fav The favourable variance is mainly due to vacant posts, related to the review of CPP structures.

SERVICE: Community Learning and Development £25,979 Fav This favourable variance is mainly due to a delay in the recruitment of vacant posts and staff retirement

SERVICE: Cost of Collection of Rates £5,337 Adv The adverse variance is due to higher than anticipated legal fees

SERVICE: Employment Support £4,883 Fav The favourable variance is due to additional income for Skills Development Scotland.

EDUCATION

SERVICE: Central Administration £36,241 Fav This favourable variance is mainly due to a delay in filling vacancies following a restructure of Educational Services central administration staff.

SERVICE: Secondary Schools £65,800 Fav This favourable variance is mainly due to staffing cover costs being lower than anticipated (cover costs are a reactive budget and can vary throughout the academic year). This is partly offset by increased pension costs which were under estimated when the probable outturn was calculated.

SERVICE: Special Schools £82,769 Fav This favourable variance is mainly due to fewer children being in residential and day care placements than anticipated when the budgets were set. This is a reactive budget and children are placed within schools throughout the year as the need arises. There is also a favourable variance in staffing which is due to less cover required than was anticipated, as well as vacancies that have not been filled yet. COMMUNITY HEALTH AND CARE PARTNERSHIP

SERVICE : Residential Accommodation for young people £62,050Adv This adverse variance is mainly due to legal costs relating to Adoptions and an increase in fostering costs.

SERVICE: Residential Schools £26,004 Fav This favourable variance is due reduction in the number of clients.

SERVICE : Other Services –Young People £46,111 Fav This favourable variance is due to vacant posts and a reduction in the uptake of respite, due to ill health of clients.

SERVICE: Residential Accommodation for the Elderly £144,462 Adv This adverse variance is due to higher than anticipated demand for external care homes, together with staffing overspend due to expected agency cover costs being more than anticipated.

SERVICE: Homecare £149,221 Adv This adverse variance is made up of several issues. Cover costs are higher than anticipated and this has led to overspends in both staffing and payments to other bodies (agency staff). There is also lower than expected income from charges .

SERVICE: Addictions £37,331 Fav This favourable variance is due to the spend on temporary placements being less than anticipated .

HOUSING ENVIRONMENT & ECONOMIC DEVELOPMENT

SERVICE : Directorate & Administration This adverse variance has arisen due to an unresolved insurance £100,654 Adv claim which had been anticipated as contributing to the target saving within Asset Management.

SERVICE: Transport Fleet & Maintenance Services £7,762 Adv This adverse variance has arisen due to the purchase of a new emissions unit within the VTU.

SERVICE: Catering £105,587Adv This adverse variance has arisen due to an under-estimate in employee costs together with higher food costs.

SERVICE : Building Cleaning – Police Contract £6,317 Fav This favourable variance has arisen due to vacancies and a reduction in hours at Dumbarton.

SERVICE: Facilities Assistants £53,604 Fav This favourable variance is primarily due to vacancies between the combined janitors and cleaning supervisors.

SERVICE: Roads Operations £66,808 Fav This favourable variance is has arisen due to a reduction in internal transport hires and lower overtime as a result of the milder winter.

SERVICE: Roads Services £81,786 Fav This favourable variance is has arisen mainly due to lower overtime as a result of the milder winter.

SERVICE: Events £22,020 Adv This adverse variance has arisen due to the net cost of the Loch Lomond Highland Games and the Pipe Band Championship being greater than anticipated.

SERVICE: Burial Grounds £35,131 Fav The favourable variance is mainly caused by income levels being higher than anticipated.

SERVICE: Waste Services £67,298 Fav The favourable variance is mainly caused by vehicle repairs and fuel usage being lower than anticipated. This will be a consequence of the purchase of new vehicles. In addition, there has been a recent settlement of a gate fee rebate which has resulted in additional income.

SERVICE: Corporate Assets £75,100 Fav The favourable variance is due to lower than anticipated staff costs as a result of vacancies.

SERVICE: Homeless Persons £83,195 Fav The favourable variance is mainly due to an increase in rechargeable income (e.g. fuel charges and rechargeable repairs) and a reduction in overall repairs and furnishings expenditure following the remedial action implemented in the Autumn of 2013.

SERVICE: Housing Maintenance Trading Operation £259,817 Fav The favourable variance is due to an increase in jobbing income and capital work.

SERVICE: Grounds Maintenance & Street Cleaning inc PPP £121,110 Adv This variance has arisen because of an underestimate in the impact of auto-enrolment and projected turnover on staffing not being achieved. In addition, income from winter gritting has been considerably less than anticipated.

WEST DUNBARTONSHIRE COUNCIL Appendix 3 GENERAL SERVICES CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - RESOURCES

MONTH END DATE 28 February 2014

PERIOD 11

Current Year Project Life Project Life Cycle Project Life Cycle Forecast Total Over/Under Over/Under Probable Resource % Forecast Resource Forecast Forecast Total Project Budget Head Budget Variance Slippage Recovery of Budget Recovery of Planned Start Planned End Forecast Start Forecast End Explanation/Actions Outturn to Date Resources Resources to Date Spend Variance Slippage Status to PO to Budget Resources Resources Date Date Date Date to Date £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Resources Carried Forward - These resources are held in the Council's balance sheet - there are no 2,435 2,435 0 0% 2,435 0 0 0 2,435 0 2,435 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 non cash issues to report at this time 

Finance Circular 2/2013 confirms the level of grant funding for 2013/14 General Services Capital 6,535 6,535 5,251 80% 6,535 0 0 0 23,793 5,251 23,645 (148) 0 (148) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-15 and 2014/15 and indicates that the estimate for 2014/15 has been Grant  overstated by £0.148m. At present 2015/16 is still estimated.

Overall resources have reduced over the period 2013/14 to 2015/16 due Ring Fenced Government to the change in the funding mechanism for OLSP and the rephasing of 6,308 2,308 1,611 70% 2,323 (15) 0 (3,985) 28,308 1,611 14,323 (13,985) 0 (13,985) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-15 Grant Funding the anticipated income re Gruggies Burn - both of these changes are  reflected in the capital plan refresh report to Council in February 2014. At present SPT have advised that match funding of £1.040m may no Match Funding 1,360 865 185 21% 875 (10) (225) (260) 3,840 185 3,060 (780) 0 (780) 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 longer be received re A814 St James - Castle St Link and A82 Kilbowie  Roundabout.

Funding received from Zero Waste Scotland to purchase specialised Other Contributions 55 81 82 101% 83 (2) 0 28 55 82 83 28 0 28 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 waste vehicles 

Mainly sale of land, etc but includes some sale of vehicles. The reduction in anticipated receipts over the period 2013/14 to 2015/16 is due to the Anticipated Capital Receipts 4,123 162 178 110% 232 (70) 0 (3,891) 7,123 178 6,224 (899) 0 (899) 01-Apr-14 31-Mar-15 01-Apr-13 31-Mar-14 reprofiling of anticipated receipts taking into account market conditions  and updates from estates. Total prudential borrowing required is determined by factors such as total Prudential Borrowing 16,192 16,769 13,001 78% 14,904 1,865 (11,137) 9,849 82,334 13,001 89,153 6,819 0 6,819 01-Apr-13 31-Mar-16 01-Apr-13 31-Mar-16 spend incurred and whether any additional resources are achieved - such  as additional capital receipts, etc.

The value of CFCR released during the year is determined by the level of CFCR 2,501 2,501 954 38% 2,501 0 0 0 3,353 954 3,353 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-15 spend on the projects to be funded by this method, however total CFCR  will not exceed earmarked amounts

Total Resources 39,509 31,656 21,261 67% 29,888 1,768 (11,362) 1,741 151,241 21,261 142,276 (8,965) 0 (8,965)

- - - - - 3,509 - - - - WEST DUNBARTONSHIRE COUNCIL Appendix 4 GENERAL SERVICES CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Current Year Project Life Project Life Cycle Project Life Cycle

Forecast Total Project Project Project Probable Spend to % Forecast Savings/ Spend Forecast Forecast Total Savings/ Planned Planned Forecast % of Budget Head Budget Variance Slippage Budget Forecast Project Number Sponsor Manager Outturn Date Spend Spend Overpsends to Date Spend Variance Slippage Overspends Start End Start Project Explanation/Actions to PO to Budget End Date Status to Date Date Date Date Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CORPORATE SERVICES

Committed to spend £1.5M by 31st March 2014. Contract now signed and PO for proof of concept phase raised on 10 Dec for £1M. A purchase Vicki Patricia ICT Modernisation CS CAP 1 1,500 1,500 256 17% 1,500 0 0 0 4,046 256 4,046 0 0 0 01-Feb-11 31-Mar-14 01-Apr-13 31-Mar-15 35% order for £800k has now also been raised. A Rogers Kerr  large portion of the physical infrastructure equipment will be ordered first week in march but is subject to supplier delivery lead times.

These projects comprise continued plans to rationalise server infrastructure (ensuring appropriate level of system and data security exists) and CHCP homecare scheduler. The scheduling system for CHCP use has been identified and will be installed prior to the end of the financial year with live running early in 2014/15. Additional data storage and works in Vicki Patricia ICT Infrastructure CS CAP 2 370 370 214 58% 340 (30) (30) 0 370 214 370 0 0 0 01-Feb-11 30-Nov-13 01-Feb-11 19-Sep-14 70% relation to the ICT infrastructure element of the Rogers Kerr  budget has been purchased totalling approximately £65k. Securing locations, securing locations, network cabinets, PSN securfity, voice secure server totalling another £60k has been order. c£30k (subject to ongoing review) of this budget may slip to next year to reassess the requirements in line with PSN and ICT modernisation deliverables

Peter Graham Works now complete awaiting final report and Contaminated Land CS CAP 3 81 81 59 73% 81 0 0 0 81 59 81 0 0 0 01-Apr-03 31-Dec-13 01-Apr-03 31-Mar-14 80% Hessett Pollock invoice. 

Creating shared data centre with East Dunbartonshire Council (EDC) and would like to Vicki Patricia prove concept of sharing an application. ICT Helpdesk CS CAP 4 80 0 0 0% 0 0 (80) 0 80 0 80 0 0 0 01-Sep-11 01-Mar-13 01-Nov-11 31-Dec-14 25% Rogers Kerr Targeting as pilot. Developing requirement and  been in discussions with EDC, and included EDC in the modernisation WAN design.

Discussions have taken place with external supplier to identify additional modules and system Workforce Management Vicki Paul upgrades/enhancements. These will be CS CAP 5 59 59 16 27% 18 (41) (41) 0 59 16 59 0 0 0 01-Apr-07 31-Mar-14 01-Apr-07 31-Mar-15 60% System Rogers McGowan introduced over the next year at times to fit in with  business needs. Part of the budget will be used to enhance reporting functionality.

Replace/Renew Internet Vicki Patricia Project complete, awaiting final invoices from CS CAP 6 25 25 15 62% 25 0 0 0 25 15 25 0 0 0 01-Aug-12 31-Mar-13 01-Jun-12 31-Jan-14 90% Filtering Product Rogers Kerr suppliers. 

Arun Marion Northgate CS CAP 7 21 21 21 100% 21 0 0 0 21 21 21 0 0 0 14-Sep-12 31-Oct-13 14-Sep-12 31-Jan-14 90% Project complete Menon Smith 

Arun Karen Test environment still being worked on with a view CIVICA Upgrade CS CAP 8 0 21 17 79% 21 0 0 21 0 17 21 21 0 21 01-Jul-12 06-Mar-14 01-Jul-12 06-Mar-14 60% Menon Shannon to going live March 2014. 

Used for some PSN compliance actions. Majority Vicki Patricia Security System Upgrade CS CAP 9 15 21 16 75% 21 0 0 6 15 16 21 6 0 6 01-Apr-11 01-Sep-12 01-Apr-11 31-Mar-14 95% of budget committed and ordered balance will be Rogers Kerr  spent by year end.

Gillian Adrian Upgrade almost completed, final spend relates to Agresso Upgrade CS CAP 10 5 5 3 55% 4 (1) (1) 0 5 3 5 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 90% McNeilly Gray final development of system stage 

Peter George CMIS Upgrades CS CAP 11 5 5 0 0% 5 0 0 0 5 0 5 0 0 0 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 20% Worked ordered, will be complete by 31/03/2014 Hessett Hawthorn  WEST DUNBARTONSHIRE COUNCIL Appendix 4 GENERAL SERVICES CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Current Year Project Life Project Life Cycle Project Life Cycle

Forecast Total Project Project Project Probable Spend to % Forecast Savings/ Spend Forecast Forecast Total Savings/ Planned Planned Forecast % of Budget Head Budget Variance Slippage Budget Forecast Project Number Sponsor Manager Outturn Date Spend Spend Overpsends to Date Spend Variance Slippage Overspends Start End Start Project Explanation/Actions to PO to Budget End Date Status to Date Date Date Date Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CORPORATE SERVICES This budget covers technical equipment Environmental Monitoring Peter Graham CS CAP 12 3 3 1 47% 3 0 0 0 3 1 3 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 30% replacement and repair and will be fully spent by Equipment Hessett Pollock  end March 2014 CHCP

Site for Dumbarton Care Home has been identified (Crosslet House) with Stage 1 Craig submission due to HUB on 1st April 2014, Replace Elderly Care CHCP Jardine/Ji Max 90 200 141 70% 200 0 (110) 220 20,000 141 20,000 0 0 0 04-Mar-13 11-Dec-15 04-Mar-13 01-Mar-16 10% planning complete by July 2014 with construction Homes/Daycare Centres CAP 1 m Agnew  beginning January 2015. A preferred location for McAloon the Clydebank Care Home will be presented to the CHCP committee in May 2014.

Ongoing in response to demand in the community and Occupational Therapists assessments. Special Needs & CHCP CAP Keith Janice 747 747 639 81% 697 (50) 0 (50) 747 639 697 (50) 0 (50) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 50% Underspend caused by lower than expected Adaptations 2 Redpath Rainey  demand for programme in the community, although this may change prior to year end.

Projects are due to be completed in the next few Care Home Development CHCP Keith Chris months. Small underspends have been achieved 409 403 265 66% 403 0 0 (6) 409 265 403 (6) 0 (6) 01-Apr-13 01-Oct-13 01-Apr-13 01-Oct-13 100% 12/13 CAP 2 Redpath McNeill via tendering process and project  management/review.

In order to be on site by Mid March 2014, enabling works at the Phoenix centre have to be carried out first which are are almost complete. Tender submissions have been received which indicate that the total cost of this project could increase to £712k due to increased works scope as the original mechanical works were for a refurb of the heating installations which after survey now Service Redesign Bruce St CHCP CAP Keith David requires to be a full replacement. Due to a review 551 40 18 44% 35 (5) (516) 0 551 18 712 161 0 161 01-Apr-13 31-Mar-14 01-Apr-13 31-Jul-14 5% Centre 3 Redpath Elliott of the initial specification of works additional costs  are anticipated to be required in relation to sensory rooms and kitchen areas. The increase in the specification of works noted above has resulted in additional electrical installation being required. A virement request has been submitted to Council on 30 April 2014 to transfer the budget shortfall from the annual Building Upgrades budget in 2014/15.

Upgrades to Residential CHCP Keith Chris Work complete - awaiting final charges being 129 129 114 89% 129 0 0 0 129 114 129 0 0 0 01-Apr-13 01-Aug-13 01-Apr-13 01-Aug-13 95% Homes/Day Care Facilities CAP 3 Redpath McNeill ledgered 

Upgrade of Information CHCP CAP Keith Jackie Software package has now been installed. Case 57 60 33 55% 60 0 0 3 57 33 60 3 0 3 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 33% Systems 4 Redpath Pender records sent for back scanning 

Vehicles now ordered and delivery anticipated Additional Vehicles - CHCP CHCP Keith Rodney 53 53 0 0% 49 (4) 0 (4) 53 0 49 (4) 0 (4) 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 90% Mid March. A small saving was negotiated with Transport CAP 4 Redpath Thornton  the supplier.

Required amendments to original specification Upgrades to Residential CHCP CAP Keith Ian Smith 40 54 53 98% 53 (1) 0 13 40 53 53 13 0 13 01-Apr-13 15-Jul-13 01-Apr-13 15-Jul-13 100% and review of roof repairs required additional work Units Young People 5 Redpath  elements. All projects now complete

Alternatves to Care CHCP Keith Janice 20 20 20 100% 20 0 0 0 20 20 20 0 0 0 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 90% Project complete Property CAP 5 Redpath Rainey 

HEED WEST DUNBARTONSHIRE COUNCIL Appendix 4 GENERAL SERVICES CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Current Year Project Life Project Life Cycle Project Life Cycle

Forecast Total Project Project Project Probable Spend to % Forecast Savings/ Spend Forecast Forecast Total Savings/ Planned Planned Forecast % of Budget Head Budget Variance Slippage Budget Forecast Project Number Sponsor Manager Outturn Date Spend Spend Overpsends to Date Spend Variance Slippage Overspends Start End Start Project Explanation/Actions to PO to Budget End Date Status to Date Date Date Date Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CORPORATE SERVICES

The overall project costs are now anticipated to be £19.05m due to construction inflation which was reflected in the Capital Plan Refresh report to Council in February 2014. Following an option appraisal exercise, the established procurement HEED CAP Ronnie Craig exercise has been agreed that Hub will deliver New Leisure Centre 0 0 0 0% 0 0 0 0 18,000 0 19,050 1,050 0 1,050 01-Apr-12 01-Sep-15 01-Apr-12 31-Jan-17 12% 1 Dinnie Jardine this project on behalf of the council with the  original design team being novated. This has attracted £250k of additional funding to the project. Review stage D design is underway with planning application likely to be lodged in the next 3 months.

An updated report is being presented to Council in April where a proposed site location for new HEED CAP Jim Craig council offices will be recommended for approval. Office Rationalisation 0 0 0 0% 0 0 0 0 15,000 0 19,100 4,100 0 4,100 01-Sep-13 31-Oct-17 01-Sep-13 31-Mar-17 5% 2 McAloon Jardine It is anticipated that the construction will be on  site by October 2015 with completion in March 2017

Approved has been granted to proceed with the Pappert Woodland Wind HEED CAP Jim Craig 0 0 0 0% 0 0 0 0 7,589 0 7,589 0 0 0 01-Aug-13 31-Mar-16 01-Aug-13 31-Mar-18 5% development phase. Currently revising tender Farm 3 McAloon Jardine  documentation before issuing to the marketplace.

Scheme will fully commence in 2015/16, however £75k of the budget has been brought forward from 2015/16 as agreed by Council on 18th December Energy Efficient Street HEED CAP Ronnie Jack 2013. Works have commenced, mostly structural 75 75 0 0% 75 0 0 0 6,500 0 6,500 0 0 0 01-Apr-13 30-Jun-16 01-Apr-13 30-Jun-16 40% Lighting Apparatus 4 Dinnie McAulay testing to identify failing columns for replacement.  It is anticipated the a further £200k will required to be brought forward from 2015/16 into 2014/15 to accelerate work on the business plan.

95% of the vehicles scheduled for replacement have been ordered, the remaining 5% were subject to competitive tender process which took place in December 2013. 95% of the vehicles ordered have been delivered and are now operational. In addition £100k has been brought forward from the 2014/15 vehicle allocation to be HEED CAP Ronnie Rodney Vehicle Replacement 2,945 2,945 2,036 69% 2,558 (387) (387) 0 2,945 2,036 2,945 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 30-Jun-14 90% spent in this financial year. Following receipt of 5 Dinnie Thornton  tenders, £100k of tractors has now been ordered but will not be delivered before 31st March 2014. With regards to orders placed for vehicles, these orders will be placed before 31.3.14, although charges will not be expected until 2014/2015, and therefore it is anticipated that there will be a requirement to slip £387k into 2014/2015.

This budget line includes slippage brought HEED CAP Jim Craig forward from 2012/13. Project discussions have Building Upgrades 2,500 1,961 581 30% 1,931 (30) (570) 0 2,500 581 2,420 (81) 0 (81) 01-Apr-12 31-Mar-14 01-Apr-12 31-Mar-15 75% 6 McAloon Jardine been ongoing with budget holders with a view to  maximising spend in the current financial year.

Works commenced November 2013 - construction Flood Study Funding - HEED CAP Ronnie Jack 1,000 1,000 551 55% 1,000 0 0 0 2,721 551 2,721 0 0 0 01-Apr-13 31-Mar-16 01-Apr-13 31-Mar-16 10% programmed for one year. End date of March Knowles, Gruggies & Leven 7 Dinnie McAulay  2016 is to account for retention. WEST DUNBARTONSHIRE COUNCIL Appendix 4 GENERAL SERVICES CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Current Year Project Life Project Life Cycle Project Life Cycle

Forecast Total Project Project Project Probable Spend to % Forecast Savings/ Spend Forecast Forecast Total Savings/ Planned Planned Forecast % of Budget Head Budget Variance Slippage Budget Forecast Project Number Sponsor Manager Outturn Date Spend Spend Overpsends to Date Spend Variance Slippage Overspends Start End Start Project Explanation/Actions to PO to Budget End Date Status to Date Date Date Date Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CORPORATE SERVICES

This project is no longer being funded by SPT and instead it is proposed that this project would form part of a WDC bid into City Deal, the details of which were reported to Council on 28th August 2013. The key principle of the model is that the HEED CAP Ronnie Jack local authorities in a city region work together to A82 Kilbowie Roundabout 0 0 0 0% 0 0 0 0 2,200 0 0 (2,200) 0 (2,200) n/a n/a n/a n/a 0% 8 Dinnie McAulay develop and fund an Infrastructure Investment  Programme. Investments would be prioritised in terms of economic benefit returns for the area such as increased jobs and productivity which is measured and assessed through an agreed Economic Assessment Model.

£900k for workshops at Vale of Leven Industrial Unit was previously identified as slippage but £150k of this may be spent in 13/14 on land Michael Local Economic HEED CAP Jim purchase and associated costs. An £80k McGuinnes 1,735 483 176 36% 414 (70) (1,322) 0 1,735 176 1,798 63 0 63 01-Mar-13 01-Mar-14 01-Mar-13 31-Mar-15 15% Development 9 McAloon underspend in Local Economic Development will  s be used to offset an overspend in Securitisation. These figures combined account for the reported £70k adverse variance.

HEED CAP Ronnie The stage 1 application to Heritage Lottery Fund Levengrove Park Ian Bain 60 60 14 23% 60 0 0 0 1,720 14 1,720 0 0 0 01-Apr-13 31-Mar-16 01-Apr-13 31-Mar-16 5% 10 Dinnie was submitted on 28th February 2014 

HEED CAP Ronnie Jack Development and procurement of identified Infrastructure - Roads 1,930 1,940 1,084 68% 1,930 (10) 0 0 1,930 1,084 1,930 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 90% 11 Dinnie McAulay schemes progressing ahead or on schedule. 

HEED CAP Ronnie All projects for year one have been identified and Community Capital Fund Ian Bain 500 500 240 48% 423 (77) (77) 0 1,500 240 1,500 0 0 0 01-Apr-13 31-Mar-16 01-Apr-13 31-Mar-14 5% 12 Dinnie allocated budget 

Meetings took place in January to confirm details HEED CAP Ronnie Clydebank Crematorium Ian Bain 496 40 34 85% 40 0 (456) 0 1,496 34 1,496 0 0 0 15-Jan-12 30-Sep-14 15-Jan-12 30-Jan-15 10% of project delivery and decision has been made to 13 Dinnie  procure project in-house.

Business case presented at February HEED HEED CAP Ronnie Committee prior to procurement. Permission New Dumbarton Cemetery Ian Bain 900 50 51 101% 51 1 (849) 0 1,400 51 1,400 0 0 0 31-Jan-12 31-Mar-15 31-Jan-12 31-Mar-15 10% 14 Dinnie granted, project to be procured in-house with an  anticipated start date of June 2014

These projects are 100% funded by SPT and will HEED CAP Ronnie Jack SPT 725 725 239 33% 725 0 0 0 1,285 239 1,285 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 50% be completed as part of the DLO's programme of 15 Dinnie McAulay  works.

A meeting has taken place between Council Officers and Sportscotland regarding potential HEED CAP Ronnie match funding for upgrading of sports facilities Sports Pitch Upgrades Ian Bain 450 0 0 0% 0 0 (450) 0 950 0 950 0 0 0 01-Sep-13 31-Mar-16 01-Sep-13 31-Mar-16 1% 16 Dinnie and provision of new 3g pitches. A project plan  has been developed and is with Sportscotland for review.

HEED CAP John Fiona The majority of projects are either partially or fully WD Leisure Trust 519 519 312 60% 483 (36) (36) 0 869 312 869 0 0 0 01-Aug-12 31-Mar-15 01-Aug-12 31-Mar-15 90% 17 Anderson McGuigan complete and await final bills. 

Works to deck completed, works to surrounding Artizan Bridge - Joint HEED CAP Ronnie Jack 227 200 94 47% 200 0 0 (27) 227 94 200 (27) 0 (27) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 50% abutments and walling ongoing. Due for Replacement 18 Dinnie McAulay  completion March 2014. WEST DUNBARTONSHIRE COUNCIL Appendix 4 GENERAL SERVICES CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Current Year Project Life Project Life Cycle Project Life Cycle

Forecast Total Project Project Project Probable Spend to % Forecast Savings/ Spend Forecast Forecast Total Savings/ Planned Planned Forecast % of Budget Head Budget Variance Slippage Budget Forecast Project Number Sponsor Manager Outturn Date Spend Spend Overpsends to Date Spend Variance Slippage Overspends Start End Start Project Explanation/Actions to PO to Budget End Date Status to Date Date Date Date Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CORPORATE SERVICES New lighting operational, awaiting disconnection Replacement of street HEED CAP Ronnie Jack 925 925 395 59% 916 (9) (9) 0 925 395 916 (9) 0 (9) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 90% of supply to redundant columns by Scottish lighting columns 19 Dinnie McAulay  Power.

In conjunction with estates section ongoing negotiations are taking place with the land owner. An options appraisal has been developed to HEED CAP Ronnie identify the most sustainable site. This has VOL Cemetery Extension Ian Bain 70 70 0 0% 70 0 0 0 650 0 650 0 0 0 31-Aug-13 31-Mar-16 31-Aug-13 31-Mar-16 10% 20 Dinnie resulted in 3 potential sites being identified but all  are subject to agreement with land owner. Budget brought forward to cover infrastructure improvement for proposed new site.

This project is no longer being funded by SPT and will instead be funded from the Economic Development budget. The total budget was £650k which was match funded to the value of A814 St James - Castle St HEED CAP Ronnie Jack £540k leaving an initial council contribution of 325 0 0 0% 0 0 (325) 0 650 0 110 (540) 0 (540) 01-Apr-13 31-Mar-14 01-Apr-14 31-Mar-15 0% Link 21 Dinnie McAulay £110k. The Council funding will remain in the  overall budget as this will contribute to the cost to be incurred by Economic Development. SPT will make decison in March 2014 as to whether they will provide part funding for this project.

Project is on site but the programme has slipped Michael currently by about one month due to inclement HEED CAP Jim Securitisation Mitchell Way McGuinnes 621 621 293 47% 395 (226) (226) 0 621 293 621 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 40% weather and abnormal site conditions. This 22 McAloon  s budget is contractually committed and therefore the balance will have to slip into 14/15.

The overspend has come from extra costs to 4th Floor, creation of other welfare areas within Asset Management HEED CAP Jim Craig 562 562 589 105% 591 29 0 29 562 589 591 29 0 29 01-Apr-13 30-Sep-13 01-Apr-13 30-Sep-13 95% building, clearing out of areas to create new file Strategic Priorities 23 McAloon Jardine  storage and scanning of numerous files by outside contractor. HEED CAP Ronnie Jack Flooding Works 440 440 469 107% 469 29 0 29 440 469 440 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 100% Project complete 24 Dinnie McAulay 

Construction of two changing facilities at Dumbarton Common and Singers Park complete. Pitch/Recreation/Sporting HEED CAP Ronnie Funding application for further sports facility Ian Bain 398 398 115 29% 298 (100) (100) 0 398 115 398 0 0 0 01-Jun-12 31-Mar-14 01-Jun-12 31-Mar-15 55% Facilities 25 Dinnie improvements currently at development stage,  unlikely to achieve full spend in current financial year.

Discussions have been held with developer for Phase 2 - works have been delayed, anticipated Auld Street Clydebank - HEED CAP Ronnie Jack 392 392 19 5% 120 (272) (272) 0 392 19 392 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-15 50% to commence in summer 2014 resulting in Bond 26 Dinnie McAulay  slippage of £272k into 14/15. Subsequently, project end date has been amended to 31/3/15.

Contractors due to start on site beginning of North Dalnottar Cemetery HEED CAP Ronnie Ian Bain 60 60 0 0% 60 0 0 0 300 0 300 0 0 0 01-Feb-14 31-Mar-15 01-Feb-14 31-Mar-15 5% March 2014 with anticipated full 2013/14 spend by Extension 27 Dinnie  31/3/14

Michael Various projects have been completed. HEED CAP Jim Regeneration Fund McGuinnes 287 287 158 55% 158 (129) (129) 0 287 158 287 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 60% Remaining budget to provide a contribution 28 McAloon  s towards A814 Castle Street Junction. WEST DUNBARTONSHIRE COUNCIL Appendix 4 GENERAL SERVICES CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Current Year Project Life Project Life Cycle Project Life Cycle

Forecast Total Project Project Project Probable Spend to % Forecast Savings/ Spend Forecast Forecast Total Savings/ Planned Planned Forecast % of Budget Head Budget Variance Slippage Budget Forecast Project Number Sponsor Manager Outturn Date Spend Spend Overpsends to Date Spend Variance Slippage Overspends Start End Start Project Explanation/Actions to PO to Budget End Date Status to Date Date Date Date Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CORPORATE SERVICES

Negotiations in relation to final making good HEED CAP Ronnie Lynda defects payment are ongoing and may not Civic Heart Works 272 272 91 34% 172 (100) (100) 0 272 91 272 0 0 0 01-Jan-11 31-Mar-14 01-Jan-11 31-Mar-14 75% 29 Dinnie McLaughlin conclude until next financial year therefore £100k  of this budget may require to be slipped.

HEED CAP Ronnie All construction works complete. Staff costs to Dalmuir Park Restoration Ian Bain 248 248 202 81% 208 (40) (40) 0 248 202 248 0 0 0 01-Sep-07 01-Mar-15 01-Sep-07 01-Mar-15 70% 30 Dinnie deliver activity plan to be funded until March 2015 

HEED CAP Ronnie Work has commenced and will complete by Cemetery Path Upgrades Ian Bain 185 185 49 27% 185 0 0 0 185 49 185 0 0 0 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 25% 31 Dinnie 31/3/14 

HEED CAP Ronnie Jack Traffic Signal Upgrading 135 135 0 0% 135 0 0 0 135 0 135 0 0 0 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 60% Works ongoing and will complete by 31/3/14 32 Dinnie McAulay 

Sports & Physical Activity HEED CAP Ronnie Ian Bain 100 50 100 200% 100 50 0 0 100 100 100 0 0 0 01-Jun-12 31-Mar-14 01-Jun-12 31-Mar-14 20% Project Complete Strategy 33 Dinnie 

HEED CAP Ronnie Jack Scheme identification ongoing and repairs being Infrastructure - Flooding 100 100 0 0% 100 0 0 0 100 0 100 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 40% 34 Dinnie McAulay undertaken as identified. 

Footways/Cycle Path HEED CAP Ronnie Jack Work in partnership with Sustrans completed and 100 100 44 44% 100 0 0 0 100 44 100 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 80% Upgrades 35 Dinnie McAulay slurry seal treatment to complete in March 2014 

Cycling Walking Safer HEED CAP Ronnie Jack 67 67 0 0% 67 0 0 0 67 0 67 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 90% Works substantially completed. Streets 36 Dinnie McAulay 

HEED CAP Ronnie Ronnie Project complete and costs ledgered. Pilot Zero Waste Fund 55 55 54 99% 55 0 0 0 55 54 55 0 0 0 01-Jun-12 30-Apr-13 01-Jun-12 30-Apr-13 100% 37 Dinnie Dinnie scheme has commenced 

There are a number of projects currently in the Michael development stage. Three projects are fully HEED CAP Jim Re-discovering Dumbarton McGuinnes 51 48 26 53% 42 (6) (9) 0 51 26 48 (3) 0 (3) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 80% complete and another is awaiting work being 38 McAloon  s carried out by 2 business who will then submit claims to WDC

Faifley Library and EDSU HEED CAP Terry Gill Project progressing on schedule and should be 43 43 0 0% 43 0 0 0 43 0 43 0 0 0 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 40% Upgrades 39 Lanagan Graham complete by 31/03/2014 

HEED CAP Ronnie Wood Chippers Ian Bain 40 40 0 0% 40 0 0 0 40 0 40 0 0 0 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 95% Project complete awaiting final bill. 40 Dinnie 

HEED CAP Ronnie Stand on Mowers Ian Bain 36 36 40 111% 36 0 0 0 36 40 36 0 0 0 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 100% Project complete 41 Dinnie 

Works approved by Council on 18 December HEED CAP Ronnie Lynda 2013. The specification of the catering van is Mobile Catering Van 30 30 0 0% 0 (30) (30) 0 30 0 30 0 0 0 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 0% 42 Dinnie McLaughlin ongoing and therefore vehicle will not be ordered  until specification complete. WEST DUNBARTONSHIRE COUNCIL Appendix 4 GENERAL SERVICES CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Current Year Project Life Project Life Cycle Project Life Cycle

Forecast Total Project Project Project Probable Spend to % Forecast Savings/ Spend Forecast Forecast Total Savings/ Planned Planned Forecast % of Budget Head Budget Variance Slippage Budget Forecast Project Number Sponsor Manager Outturn Date Spend Spend Overpsends to Date Spend Variance Slippage Overspends Start End Start Project Explanation/Actions to PO to Budget End Date Status to Date Date Date Date Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CORPORATE SERVICES

HEED CAP Ronnie Rodney Skips have been delivered and invoice has been Skips 20 20 0 0% 20 0 0 0 20 0 20 0 0 0 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 100% 43 Dinnie Thornton received for processing 

HEED CAP Alexandria Medical Centre N/a Estates 35 0 0 0% 0 0 (35) 0 35 0 0 (35) 0 (35) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 0% budget no longer required 44 

Project construction has been completed but there HEED CAP Ronnie John are ongoing discussions between Consultancy Argyll Park 30 30 0 0% 30 0 0 0 30 0 30 0 0 0 01-Feb-09 08-Apr-11 01-Feb-09 31-Mar-14 99% 45 Dinnie Corcoran Services and Contractor to agree final account.  This is likely to be resolved by 31/3/14

Woodland in and Around HEED CAP Ronnie Ian Bain 13 13 10 75% 13 0 0 0 13 10 13 0 0 0 01-Apr-10 01-Aug-13 01-Apr-10 01-Aug-13 99% Project complete on payment of retention Town 46 Dinnie 

Fire Risk Physical & HEED CAP Jim John 11 11 11 103% 11 0 0 0 11 11 11 0 0 0 01-Feb-13 31-Mar-14 01-Feb-13 30-Nov-13 100% All projects complete. Remedial Works 47 McAloon Corcoran 

Architectural Services have completed design and HEED CAP Ronnie project is currently subject to tender Memorial Walls Ian Bain 10 10 0 0% 10 0 0 0 10 0 10 0 0 0 18-Dec-13 31-Mar-14 18-Dec-13 31-Mar-14 10% 48 Dinnie procedure.Orders to be placed February 2014  with full spend expected by 31/3/14

Michael HEED CAP Jim Alexandria Heart of the Vale McGuinnes 4 7 7 96% 7 0 0 3 4 7 7 3 0 3 01-Apr-13 31-Mar-14 01-Apr-13 25-Sep-13 100% Project complete. 49 McAloon  s HEED CAP Jim Lynda Works complete through DLO. Final account Office Accommodation 4 4 0 0% 4 0 0 0 4 0 4 0 0 0 01-Apr-13 15-Dec-13 01-Apr-13 15-Dec-13 95% 50 McAloon McLaughlin outstanding. 

Building Complete, retention currently held until HEED CAP Richard Ronnie Milton Community Facility 4 4 (0) -6% 4 0 0 0 4 (0) 4 0 0 0 01-Mar-11 01-Jun-12 01-Mar-11 01-Jun-12 95% defect liability period is complete, which is 51 Cairns Dinnie  expected in 13/14. 0

Site option appraisal now concluded with a EDUC CAP Terry Craig preferred option of the Bellsmyre site being OLSP - New Build 4,000 150 5 3% 150 0 (3,850) 0 22,500 5 8,650 (13,850) 0 (13,850) 15-Feb-13 31-Dec-15 15-Feb-13 31-Dec-15 0% 1 Lanagan Jardine recommended to the Education Committee on 5th  March 2014.

Handover of social space and one pitch has been Dumbarton Academy - New EDUC CAP Terry Craig completed. Contractor still on site due to poor 8,577 8,577 8,658 101% 8,577 0 0 0 9,077 8,658 9,077 0 0 0 30-Jun-10 20-Dec-13 30-Jun-10 28-Feb-14 90% Build 2 Lanagan Jardine weather and unable to complete the two  remaining pitches.

Stage 1 NPR approved the HUB West Scotland. Aitkenbar PS / St Peters PS EDUC CAP Terry Craig 602 28 0 0% 28 0 (574) 0 9,311 0 10,400 1,089 0 1,089 01-Apr-13 31-Mar-16 01-Apr-13 31-Mar-18 0% Full design team now appointed with contractor Co-location 3 Lanagan Jardine  selection anticipated in March.

Additional utility site investigation works required. EDUC CAP Terry Craig These works are currently being undertaken and Kilpatrick School New Build 217 30 0 0% 30 0 (187) 0 8,150 0 9,500 1,350 0 1,350 01-Apr-13 31-Mar-16 01-Apr-13 31-Mar-18 0% 4 Lanagan Jardine the survey results are required before a design  can be finalised.

This budget line covers the development costs associated with OLSP, Kilpatrick School & Schools Estate EDUC CAP Terry Craig 291 291 301 103% 301 10 0 10 291 301 291 0 0 0 01-Apr-12 30-Jun-13 01-Apr-12 31-Mar-14 60% Bellsmyre Colocation new builds. Design and Management 5 Lanagan Jardine  procurement is ongoing, consultants have been appointed and site Investigations progressing.

Contract withdrawn from first appointed contractor EDUC CAP Terry Craig OHR PS Extension 345 375 355 95% 375 0 0 30 345 355 375 30 0 30 01-Apr-11 31-Mar-14 01-Apr-11 31-Mar-14 90% and second tendered had submitted higher cost. 6 Lanagan Jardine  Works completed and part paid.

Fine Art Conservation EDUC CAP Terry Gill Project approved at committee and tender has 160 130 8 6% 10 (120) (120) (30) 240 8 240 0 0 0 01-Apr-13 01-Mar-16 01-Apr-13 01-Mar-16 70% Programme 7 Lanagan Graham now been issued.  WEST DUNBARTONSHIRE COUNCIL Appendix 4 GENERAL SERVICES CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Current Year Project Life Project Life Cycle Project Life Cycle

Forecast Total Project Project Project Probable Spend to % Forecast Savings/ Spend Forecast Forecast Total Savings/ Planned Planned Forecast % of Budget Head Budget Variance Slippage Budget Forecast Project Number Sponsor Manager Outturn Date Spend Spend Overpsends to Date Spend Variance Slippage Overspends Start End Start Project Explanation/Actions to PO to Budget End Date Status to Date Date Date Date Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CORPORATE SERVICES Decision has now been made to install gas EDUC CAP Terry Craig heating. This project will not commence until the Heating Upgrades 237 0 0 0% 0 0 (237) 0 237 0 237 0 0 0 01-Apr-11 31-Mar-14 01-Apr-11 31-Mar-14 0% 8 Lanagan Jardine school summer break and therefore requires to  slip into 2014/15.

EDUC CAP Terry Craig Final payment/retentions for new build of Bonhill & School Fund 88 88 0 0% 83 (5) (5) 0 88 0 83 (5) 0 (5) 01-Apr-06 15-Aug-11 01-Apr-06 15-Aug-11 95% 9 Lanagan Jardine Goldenhill PS 

Retention and Scottish Water works - diversion of EDUC CAP Terry Craig surface water & sewerage drainage. Works Brock Bowling Club 153 153 2 1% 20 (133) (133) 0 153 2 153 0 0 0 01-Apr-10 31-Mar-12 01-Apr-10 31-Aug-14 0% 10 Lanagan Jardine expected to be delayed with biggest majority of  works completed approx Aug 2014.

Project relates to Auchnacraig EE&CC which was anticipated at the time of calculating the probable outturn to be spent in 2014/15 but can now be EDUC CAP Terry Craig Electrical Upgrades 30 0 0 0% 30 30 0 0 30 0 30 0 0 0 17-Jul-12 31-Mar-14 17-Jul-12 31-Mar-14 100% progressed in this financial year. Small electrical 11 Lanagan Jardine  works will be progressed in this financial year. Works commencing 7th February 2014 and completing the following week.

EDUC CAP Terry Craig Window Replacements 78 76 74 98% 75 (1) 0 (3) 78 74 75 (3) 0 (3) 01-Apr-12 31-Mar-13 01-Apr-12 31-Mar-13 100% Projects complete and majority of costs ledgered 12 Lanagan Jardine 

EDUC CAP Terry Craig All works are complete but final charges are External Upgrades Slippage 53 56 47 83% 56 0 0 3 53 47 56 3 0 3 01-Apr-12 15-Aug-13 01-Apr-12 30-Sep-13 100% 13 Lanagan Jardine outstanding for some smaller projects. 

EDUC CAP Terry Gill Clydebank Museum 51 0 0 0% 0 0 0 (51) 51 0 0 (51) 0 (51) 01-Jun-12 01-Jun-13 01-Jun-12 01-Jun-13 0% budget no longer required. 14 Lanagan Graham 

St Martins PS works are complete, however Internal Upgrades - EDUC CAP Terry Craig 45 49 34 70% 49 0 0 4 45 34 49 4 0 4 01-Apr-11 02-May-13 01-Apr-11 02-May-13 100% additional security issues resulted in costs and Slippage 15 Lanagan Jardine  works associated with increasing the cloakroom.

Dispute betweeen Consultancy Services and Kilbowie Primary School - external contractor re value of final account. EDUC CAP Terry Craig Dining Room and 35 35 30 86% 35 0 0 0 35 30 35 0 0 0 01-Apr-08 31-Mar-10 01-Apr-08 31-Mar-10 100% Contractor wish to take the matter to arbitration - 16 Lanagan Jardine  Playground WDC have agreed to make interim payment of £30k.

EDUC CAP Terry Craig Health & Safety Reactive 18 7 7 105% 7 0 0 (11) 18 7 7 (11) 0 (11) 01-Oct-10 31-Mar-13 01-Oct-10 31-Mar-13 100% Project complete. 17 Lanagan Jardine  EDUC CAP Terry Craig All project complete and awaiting final charges Pre 5 Establishments 18 25 21 85% 25 0 0 7 18 21 25 7 0 7 01-Apr-12 30-May-13 01-Apr-12 30-May-13 100% 18 Lanagan Jardine from DLO.  Kilpatrick School - Internal EDUC CAP Terry Craig Dining Hall still outstanding, works complete, 16 16 2 14% 16 0 0 0 16 2 16 0 0 0 01-Apr-11 30-Jun-13 01-Apr-11 30-Jun-13 95% Alterations 19 Lanagan Jardine await charges.  EDUC CAP Terry Craig Roof Upgrades 15 15 4 28% 14 (1) 0 (1) 15 4 14 (1) 0 (1) 01-Apr-12 31-Aug-13 01-Apr-12 15-Oct-13 100% Project complete awaiting final charges 20 Lanagan Jardine  St Michael's PS - Upgrade EDUC CAP Terry Craig 12 12 8 66% 12 0 0 0 12 8 12 0 0 0 01-Apr-11 25-May-12 01-Apr-11 25-May-12 95% Project complete, final retention still to be paid. Playing Fields 21 Lanagan Jardine  St Patricks Primary - EDUC CAP Terry Craig 8 7 7 107% 7 0 0 (1) 8 7 7 (1) 0 (1) 01-Apr-11 27-Aug-12 01-Apr-11 27-Aug-12 100% Project complete Extension & Adaptations 22 Lanagan Jardine  Upgrade Drinking Water EDUC CAP Terry Craig Charges ledgered in 2012/13, slippage no longer 7 0 0 0% 0 0 0 (7) 7 0 0 (7) 0 (7) 01-Apr-12 31-Mar-13 01-Apr-12 31-Mar-13 0% Machines 23 Lanagan Jardine required.  Heating Upgrade - Kilpatrick EDUC CAP Terry Craig Charges ledgered in 2012/13, slippage no longer 5 0 0 0% 0 0 0 (5) 5 0 0 (5) 0 (5) 01-Apr-12 31-Mar-13 01-Apr-12 31-Mar-13 0% School 24 Lanagan Jardine required.  EDUC CAP Terry Craig Charges ledgered 2012/13, slippage no longer School Security 2 0 0 0% 0 0 0 (2) 2 0 0 (2) 0 (2) 01-Apr-09 31-Mar-11 01-Apr-09 31-Mar-11 0% 25 Lanagan Jardine required.  OTHER SERVICES/GENERAL SPEND TO SAVE Central Support Costs GEN CAP 1 1,765 1,765 1,618 92% 1,765 0 0 0 1,765 1,618 1,765 0 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 91% Year end allocation  WEST DUNBARTONSHIRE COUNCIL Appendix 4 GENERAL SERVICES CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Current Year Project Life Project Life Cycle Project Life Cycle

Forecast Total Project Project Project Probable Spend to % Forecast Savings/ Spend Forecast Forecast Total Savings/ Planned Planned Forecast % of Budget Head Budget Variance Slippage Budget Forecast Project Number Sponsor Manager Outturn Date Spend Spend Overpsends to Date Spend Variance Slippage Overspends Start End Start Project Explanation/Actions to PO to Budget End Date Status to Date Date Date Date Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CORPORATE SERVICES John £0.173m of the budget was unallocated and this Jim Sanders, underspend has been allocated to other projects Other Services/General McAloon, Rodney GEN CAP 2 101 101 36 36% 101 0 0 0 101 36 95 (6) 0 (6) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 60% as agreed by Council on 18 December 2013. Spend to Save Ronnie Thornton,  Projects that have been drawn down are on target Dinnie Pamela for completion by the due date Clifford

Projects include cashless catering systems, upgrade to facilities management equipment and Peter installation of cash kiosks. In relation to facilities Barry, Modernisation Fund GEN CAP 3 149 92 55 60% 89 (3) (57) (3) 149 55 149 0 0 0 01-Sep-10 30-Jun-14 01-Sep-10 30-Jun-14 65% management equipment secondary estate Lynda  complete - currently working on primary estate. McLaughlin Currently 1 kiosk in place and an additional 2 kiosk have been ordered for Clyebank.

Ronnie Dinnie, Assumption re slippage of projects from 13/16 to Slippage Adjustment GEN CAP 4 N/A (1,564) 0 0 0% 0 0 0 1,564 (5,660) 0 (5,660) 0 0 0 Angela future years.  Wilson Total Expenditure 39,509 31,656 21,261 67% 29,888 (1,768) (11,362) 1,741 151,241 21,261 142,276 (8,965) 0 (8,965)

Project Status Project is forecast to be overspent and/or experience material delay to completion  Project is at risk of being overspent and/or experiencing delay in completion, however this is unquantifiable at present  Project is on target both in relation to overall budget and the forecast stages in the project life cycle  WEST DUNBARTONSHIRE COUNCIL

Report by the Executive Director of Infrastructure and Regeneration

Council: 30 April 2014 ______

Subject: Housing Revenue Account Budgetary Position 2013/14 as at Period 11 (28 February 2014)

1. Purpose

1.1 The purpose of this report is to advise Members of the financial performance of the HRA revenue and capital budgets for the period to 28 February 2014.

2. Recommendations

2.1 The financial management code of practice states that from period 8 all budgetary control reports will be prepared on a probable outturn basis and that reported variances will be calculated by comparing actual spend to date against probable outturn to date

2.2 Members are asked to:

(i) consider and note the contents of this report which shows the revenue budget overspending to period 11 by £0.138m and the capital budget showing a projected underspend in the current financial year of £2.749m and a projected underspend over the project life of £0.279m.

(ii) note that management will continue to take action to bring the remainder of the budget back into line by the close of the financial year.

3. Background

3.1 At a meeting of West Dunbartonshire Council on 6 February 2013, Members agreed the HRA estimates for 2013/2014. At that time, a budget with total gross expenditure of £36.889m was approved.

3.2 At a meeting of West Dunbartonshire Council on 6 February 2013, Members agreed a total HRA Capital Plan for 2013/2014 and project life of £38.823m and £66.579m respectively.

3.3 These budgets were subsequently revised to £42.239m and £73.676m respectively following the establishment of final slippage from 2012/13; the level of capital funded from current revenue (CFCR); additional resources for new build at Hill Street (£1.9m in grant and £2.280m in additional borrowing) and additional prudential borrowing of £3.107m agreed by Members in December 2013.

Page 1 of 3 3.4 A revised budget (probable outturn) for capital for 2013/14 of £35.715m was reported to Members of the HEED Committee on 5 February 2014 and indicates a favourable variance of £6.524m from revised budget.

4. Main Issues

Revenue Budget 4.1 The current departmental budgetary position is summarised in Appendix 1. The overall variance for the HRA to period 11 is £0.138m adverse. Actual expenditure is £34.167m against a phased probable to date of £34.012m. There is therefore an adverse variance of £0.155m (less than 1%). Actual income is £34.939m against a phased probable of £34.922m with a favourable variance of £0.017m (less than1%). An explanation of the key variances (those in excess of £25,000 or 10%) is given in Appendix 2.

Capital Budget 4.2 The current departmental expenditure and funding budgetary position is summarised in Appendices 3 and 4 respectively. The current position to date identifies a reduction in the level of resources of £0.279m over the period the life of the projects listed and a favourable expenditure of £0.279m resulting in an overall forecast net variance of £nil. The reduction in the resources is mainly due to the allocation of resources (such as prudential borrowing) based upon the capital expenditure projections. Explanations of variances and other relevant comments are also noted on these appendices.

5. People Implications

5.1 There are no people implications.

6. Financial Implications

6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report.

7. Risk Analysis

7.1 The main financial risks to the ongoing financial position relate to unforeseen costs being identified between now and the end of the financial year and in particular the consequences of wider benefit changes which will be closely monitored. 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.

Page 2 of 3

9. Consultation

9.1 The views of both Finance and Legal have been requested on this report and both have advised there are neither any issues nor concerns with the content. As the report is for noting no further consultation is envisaged.

10. Strategic Assessment

10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and therefore, does not directly affect any of the strategic priorities.

Richard Cairns Executive Director of Infrastructure and Regeneration Date: 12 March 2014 ______

Person to Contact: Joe Reilly - Business Unit Finance Partner (HEED), Garshake Road, Dumbarton, G82 3PU, telephone: 01389 737707, e-mail [email protected]

Appendices: Appendix 1 - Detailed Budgetary Position (Revenue) Appendix 2 - Revenue Variance Analysis Appendix 3 - Summary Budgetary Position (Capital) Appendix 4 - HRA Capital Funding

Background Papers: None

Wards Affected: All

Page 3 of 3 HRA BUDGETARY CONTROL REPORT Appendix 1

MONITORING PERIOD : 1 APRIL 2013 to 28 FEBRUARY 2014

LINE DESCRIPTION ANNUAL PROBABLE PROBABLE ACTUAL VARIANCE % BUDGET OUTTURN OUTTURN fav/(adv) VARIANCE NO. TO DATE TO DATE £ £ £

1 EMPLOYEE COSTS 4,363,657 4,618,560 4,078,110 4,065,170 (12,940) favourable 0%

2 PROPERTY COSTS 1,749,413 1,827,160 1,676,100 1,696,700 20,600 adverse 1%

3 TRANSPORT COSTS 89,170 90,000 77,500 76,750 (750) favourable -1%

4 SUPPLIES, SERVICES AND ADMIN COSTS 390,474 366,480 303,790 301,430 (2,360) favourable -1%

5 SUPPORT SERVICES 1,927,000 1,927,000 1,766,420 1,766,690 270 adverse 0%

6 OTHER EXPENDITURE 186,800 221,000 189,580 172,200 (17,380) favourable -9%

7 REPAIRS & MAINTENANCE 10,069,260 10,257,990 9,368,909 9,544,516 175,607 adverse 2%

8 BAD DEBT PROVISION 1,060,000 750,000 687,500 687,500 0 0%

9 COUNCIL TAX ON VOID HOUSES 333,140 296,000 296,000 298,250 2,250 adverse 1%

10 LOST RENTS 1,510,000 1,777,370 1,626,100 1,616,010 (10,090) favourable -1%

11 LOAN CHARGES 15,209,591 15,209,590 13,942,130 13,942,130 0 0%

12 GROSS EXPENDITURE 36,888,506 37,341,150 34,012,139 34,167,346 155,207 adverse 0%

LINE DESCRIPTION TOTAL PROBABLE PROBABLE ACTUAL VARIANCE % BUDGET OUTTURN OUTTURN VARIANCE NO. TO DATE TO DATE 13 INCOME £ £ £ - Houses 34,419,744 34,480,570 32,279,680 32,293,760 (14,080) favourable 0% - Lockups 230,000 240,240 224,910 226,590 (1,680) favourable -1% - Factoring/Insurance 994,000 1,011,100 1,011,100 1,012,530 (1,430) favourable 0% - Other rents 74,050 70,000 67,170 61,570 5,600 adverse 8% - Interest on Revenue Balance 24,000 22,000 20,170 20,170 0 0% - Transfer from Reserve (Stock Transfer/Regeneration) 0 56,080 56,410 59,110 (2,700) favourable -5% - Miscellaneous income 83,800 250,000 250,000 228,080 21,920 adverse 9% - Reallocated salaries 1,062,912 1,094,460 1,012,660 1,037,370 (24,710) favourable -2%

14 GROSS INCOME 36,888,506 37,224,450 34,922,100 34,939,180 (17,080) favourable 0%

15 NET EXPENDITURE 0 116,700 (909,961) (771,834) 138,127 adverse -15% Appendix 2

WEST DUNBARTONSHIRE COUNCIL

BUDGETARY CONTROL REPORTING – PERIOD 1 TO 11 2013/14

ANALYSIS FOR VARIANCES OVER £25,000 / 10%

(i) Repairs & Maintenance £0.176 Adv

There is currently an overall adverse variance of £0.176m (2%) against repairs. The main reasons for this variance are:

• an adverse variance of £0.364m against jobbing repairs. There has been an increase in demand-led jobbing works. However, the position has been exacerbated by the storms in early December. Storm-related works are estimated to be in excess of £0.200m.

• a favourable variance against recoveries (insurance and rechargeable repairs) of £0.119m. There have been several recent insurance settlements for fires from 2008 and early 2009 and the issue of debtor accounts for rechargeable repair works remains high. In addition a provision has been made for an insurance recovery from the storms in early December.

• a favourable variance of £0.028m against adaptations. Waiting lists remain at historically low levels following high expenditure in recent years.

• an adverse variance of £0.046m against ventilation systems. In addition to cleaning storage tanks and bathroom vents in the multis there is similar work undertaken in communal house types (principally 4-in-a-blocks) The latter was budgeted within the HRA capital programme but the nature of the work is not of a capital nature so has been retained in the revenue account.

• a favourable variance of £0.023m against the Gas Maintenance contract. The latest bi-monthly charge for servicing and repairs was less than anticipated.

• a favourable variance of £0.043m against fire damage works. By its nature this is a wholly reactive budget and the number of fire-related jobs has declined in recent weeks.

• a favourable variance against “other repairs” of £0.017m principally as a result of there being a reduction in winter-gritting charges following the milder winter.

Appendix 3 WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Planned Anticipated

Current Year Project Life Project Life Cycle Project Life Cycle Forecast Total Spend to % Spend Forecast Savings/ Spend to Forecast Forecast Total Savings/ Project Budget Head Budget PO Variance to Slippage to Budget Development Construction Development Construction Project Overview Date to Date Spend Overspends Date Spend Variance Slippage Overspends %age of Project Status P/O Budget Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Other Capital Expenditure

Budget consists of projects for Bellsmyre CCTV and Monitoring Station Communal Digital TV 32 32 37 114% 37 5 0 5 32 37 37 5 0 5 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 100% upgrades which are now both complete and has realised an overspend Systems of £5k £

Bulk of this budget is for ad hoc Minor Capital works. Works to 28 Ashton View is also included in this budget head, which is now Minor Capital Works 756 778 691 89% 778 0 0 22 756 691 778 22 0 22 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 96% complete. Showing an overall overspend against budget of £22k in £ year.

Budget is for ongoing Special Needs Adapatations, and is progressing Special Needs Adaptations 300 300 257 86% 300 0 0 0 550 257 550 0 0 0 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 46% on schedule. £ This budget is in relation to Jean Armour Drive project, which is now Priority Projects As Advised 139 151 146 97% 151 0 0 12 273 146 287 14 0 14 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 100% complete and awaiting retention. There is a small overspend of £12k by Housing Management against budget. £ This budget is funding Care & Repair project for ongoing repairs, which is progressing on programme with three quarters paid for, awaiting Community Safety Projects 175 25 19 75% 25 0 0 (150) 275 19 125 (150) 0 (150) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 75% fourth quarter. Underspend of £150,000 against budget, due to £ unidentified project.

Budget is to fund 'Buy Back of Ex Local Authority Homes'. Of 70 applications received 3 properties are currently with Legal to process Projects to Deliver Housing but unlikely that all will go through before the end of the financial year. 250 125 1 1% 33 (92) 0 (217) 250 1 33 (217) 0 (217) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 30% Policies/Strategies As this is the 1st year of the scheme which only commenced in October ¢ 2013 it is hoped that 1 sale will go through this financial year at £33k and the other 2 totalling £119,000 will be processed 2014/15.

Major Component Replacements

Budget is to fund Housing Stock Condition Survey. Initial results have Housing Stock Condition 1,149 1,070 860 80% 1,070 0 0 (79) 1,149 860 1,070 (79) 0 (79) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 90% been provided by Savills and it is anticpated that the forecast spend will Survey £1,070m, which would realise an underspend of £79k against budget. £

This budget incorporates a number of specific minor projects that focus on SHQS fails elements. All targets have been met for this year whilst outturning an overall saving against budget in achieving this objective. Verification surveys have determined that less work was required than anticipated. Targeted SHQS Compliance 4,943 2,775 1,905 69% 2,717 (58) (188) (2,038) 9,426 1,905 9,048 (378) 0 (378) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 87% Secure front door entry system project (£160k) will slip into 14/15 due to Works delays associated with gaining owner occupier agreement affecting ¢ issue of tender. The budget allocated to the structural roof issue at Silverton/Alexandria properties (£200k) will slip into 14/15 awaiting the future decision of the project.

The bulk of this budget is for Electrical Upgrade Works, although it also includes other projects such as Fire Door upgrades, Lift Replacements & Renewals, Emergency Lighting and works in relation to Legionella Water Tanks. Most projects are progressing on schedule, however Westbridgend Fire Door Upgrades will not complete this financial year and requires to go out to competitive tender. This will result in additional slippage of £793k. Initial cost projections were taken from Statutory /Regulatory 3,268 3,237 1,360 42% 2,437 (800) (793) (38) 6,768 1,360 6,730 (38) 0 (38) 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 84% similar work carried out under the high rise framework contract, CS /Compliance Works advised that as this contract was not designed for works of this nature ¢ and cost efficiencies would be expected if this work was tendered for. It was agreed to proceed to tender to achieve cost efficiencies. It was anticipated that this could be achieved, this will not be as anticipated. There are owner occupiers involved and demonstrating attempts to achieve best value would be expected, there is a need to clarify the position regards interpretation of necessary/improvement also.

This budget is for Energy Improvement/Efficiency Works and Tank Energy Jacket replacement. Both projects are progressing, although there is Improvements/Energy 310 70 67 96% 77 7 0 (233) 510 67 270 (240) 0 (240) 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 92% currently little spend to date. The overall forecast has been reduced by Efficiency Works £240k due to more expenditure than anticipated being eligible for free ¢ works under various initiatives.

This budget is for heating improvements required to system failure. Due Heating Improvement Works 1,000 955 492 51% 564 (391) 0 (436) 2,000 492 1,564 (436) 0 (436) 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 97% to past investment in heating systems a lower than anticipated failure rate has been recorded thus resulting in an underspend of £436k. £ Appendix 3 WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Planned Anticipated

Current Year Project Life Project Life Cycle Project Life Cycle Forecast Total Spend to % Spend Forecast Savings/ Spend to Forecast Forecast Total Savings/ Project Budget Head Budget PO Variance to Slippage to Budget Development Construction Development Construction Project Overview Date to Date Spend Overspends Date Spend Variance Slippage Overspends %age of Project Status P/O Budget Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000

This budget is for Kitchen & Bathroom upgrades. Installations agreed are progressing on schedule, initially current tenant uptake of Modern Facilities and 1,262 1,750 1,272 73% 1,750 0 0 488 4,062 1,272 4,550 488 0 488 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 92% programme was very low, however there has been a late surge in Services uptakes from tenants. 13/14 Forecast for bathroom upgrades has been £ increased by £150k, and kitchen upgrades by £350k.

Void Capital

Void programme progesses on schedule at a higher demand level than Void Housing Strategy anticipated. Expected overspend against budget is anticipated but is 933 2,100 1,865 89% 2,100 0 0 1,167 1,863 1,865 4,200 2,337 0 2,337 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 46% Programme consistent with recent historical expenditure trends. Options are being £ considered to reduce overall spend in void programme.

Demolitions

This budget is mainly to fund 'Buy Back of Surplus Stock' as approved at the Committee meeting of August 2013. In total 4 properties will be Support Regeneration 251 250 176 70% 245 (5) 0 (6) 251 176 245 (6) 0 (6) 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 100% purchased and with 3 having recently been purchased. This budget also includes works in relation to Bellsmyre Play- work , £5k less than £ anticipated, is now complete.

The bulk of this budget is to fund 'Demolition of addressess surplus to Regeneration/Demolition of Council requirements'. Substantial asbestos within Bellsmyre flats has 2,713 2,668 1,930 72% 2,690 22 0 (23) 4,654 1,930 4,954 300 0 300 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 76% Surplus Stock increased the demolition costs. Homeloss payments are currently £22k £ higher than PO due to an increased number of payments.

This budget is mainly for demolition of 143 Braehead (Alexandria), and also includes garage and lock-up demolitions. Projects are progressing Minor Demolition Projects 128 73 67 92% 73 0 0 (55) 128 67 73 (55) 0 (55) 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 100% on schedule however the full 2013/14 budget has not been allocated to specific projects at this time and it is anticipated that there will be an £ underspend of £55k against budget in the current financial year.

Contingencies

This budget is for contingencies, and can be used for unexpected Contingencies 101 101 0 0% 0 (101) 0 (101) 158 0 57 (101) 0 (101) 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 92% necessary works. £

Structural and Environmental

This budget is mainly for Overcladding, Renders and Structural Repairs and comprises of 2 major projects, one of which is dependent upon owner occupier involvement to realise the successful delivery of the project, which has now been cancelled this financial year, and therefore anticipating that the overall budget will underspend by £2.247m due to overcladding works at Risk St not proceeding. In addition it is now Non-Traditional and identified that the spend in 13/14 will be £1.340m lower than that Traditional Improvement 9,468 7,221 3,997 55% 5,881 (1,340) (1,340) (2,247) 13,894 3,997 11,813 (2,081) 0 (2,081) 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 90% anticipated when the probable outturn was set due to the intensive Works ¢ nature of this contract. In addition there has been various works ongoing which has disrupted the programme such as Asbestos Removal works, Building Warrant delay etc. therefore the Contractor has revised the programmes to provide a new up to date programme to allow cashflow to be identified. Currently the contractor is predicting a spend of £5.8M to end of March.

This budget is for Mulit-Storey Improvement Works in relation to Dalmuir, Kilbowie Court & North Drumry. All projects are progressing, Multi-Storey Improvement 6,392 5,642 4,926 87% 5,642 0 (750) 0 10,024 4,926 10,392 368 0 368 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 65% however £750k requires to be slipped into 14/15 in relation to Kilbowie Works Court Upgrade. Delays were due to a scrutiny of the initial cost plan ¢ which was considerably greater than anticipated.

This budget is mainly to fund General Environmental Improvements Roads / DLO, and also includes Fencing and Haldane Court Environmental 681 709 441 62% 669 (40) 0 (12) 1,181 441 1,169 (12) 0 (12) 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 53% Environmentals and it is anticipated that there will be an underspend of Improvements Works £40k in the current financial year in relation to Haldane Court works - ¢ this is due to the tender return being less than the budgeted sum. Appendix 3 WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - EXPENDITURE

MONTH END DATE 28 February 2014

PERIOD 11

Planned Anticipated

Current Year Project Life Project Life Cycle Project Life Cycle Forecast Total Spend to % Spend Forecast Savings/ Spend to Forecast Forecast Total Savings/ Project Budget Head Budget PO Variance to Slippage to Budget Development Construction Development Construction Project Overview Date to Date Spend Overspends Date Spend Variance Slippage Overspends %age of Project Status P/O Budget Complete £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000

This budget is to fund Drumry Structural Works and is also forecast to Drumry Structural Works 400 172 37 22% 172 0 0 (228) 1,000 37 772 (228) 0 (228) 01-Apr-14 31-Mar-15 01-Apr-14 31-Mar-15 75% underspend by £228k due to retention being less than anticipated. £

This budget is for Asbestos Management works, covering Asbestos Asbestos Management Surveys, Central Heating Surveys and Asbestos Works and is by its 300 318 360 113% 362 44 0 62 600 360 662 62 0 62 01-Apr-14 31-Mar-15 01-Apr-14 31-Mar-15 94% Works nature mainly reactive. It is anticipated that there will be an overspend ¢ against budget in the current financial year.

Support Costs Salaries/Central This budget is for the reallocation of support costs such as architects 1,400 1,400 1,283 92% 1,400 0 0 0 2,800 1,283 2,800 0 0 0 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 75% Support/Office and central support. £ New Build

Granville Street Phase 1, Granville Street Phase 2 and Miller Road projects are now complete, overall cost showing overspend approx £125k against budget. Central Bellsmyre Project delay to progress on site resulting in balance to slip to 14/15. Hill Street are now included in the capital plan with initial payments made for consultant's fee's and project to progress into 14/15. The slippage of £2.095m relates to the delay in the progress of Central Bellsmyre - this is mainly attributable to New Build Housing 5,888 3,793 2,839 75% 3,793 0 (2,095) 0 11,072 2,839 11,218 146 0 146 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 64% delays in agreeing contractual conditions. Over the project life it is £ anticipated the New House Building project will ovespend by £0.601m against budget mainly due to Central Bellsmyre, however this overspend is slightly mitigated by the increased grant funding in relation to Granville Street Phase 2 (additional £0.144m) and the additional prudential borrowing of £0.423m that was approved by Members of the HEED Committee on 8th May 2013.

TOTAL EXPENDITURE 42,239 35,715 25,028 70% 32,966 (2,749) (5,166) (4,107) 73,676 25,028 73,397 (279) 0 (279)

-12%

Project Status Project is forecast to be overspent and/or experience material delay to completion § Project is at risk of being overspent and/or experiencing delay in completion, however this is unquantifiable at present ¢ Project is on target both in relation to overall budget and the forecast stages in the project life cycle £ Appendix 4 WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME MONTHLY BUDGET MONITORING FORM - RESOURCES

MONTH END DATE 28 February 2014

PERIOD 11

Planned Anticipated Current Year Project Life Project Life Cycle Project Life Cycle % Forecast Total (Over)/Under (Over)/Under Resources Forecast Spend to Forecast Total Project Budget Head Budget PO Resources Variance Slippage Achievement Budget Achievement of Development Construction Development Construction Project Overview to Date Resources Date Spend Slippage Status to Date to P/O to Budget of Resources Resources £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 Resources Carried Forward - 270 270 0 0% 270 0 0 0 270 0 270 0 0 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-14 Resources in the balance sheet and will be applied at year end. Non Cash £ New Build Grant Funding in relation to Miller Road, Granville Street Phase 1 & 2, Central Bellsmyre and new funding re Hill Street. New Build Grant 1,509 1,653 743 275% 1,653 0 0 -144 3,409 743 3,503 0 -94 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-15 Favourable variance is due to the grant for Granville Street Phase 2 £ being higher than forecast by £16k per unit. Additional CESP funding received due to completion of insulated cladding measures on the 5th block of flats. Original budget based on Other Contributions 1,572 2,250 2,240 4241% 2,250 0 0 -678 1,622 2,240 2,300 0 -678 01-Apr-13 31-Mar-14 01-Apr-13 31-Mar-15 measures being completed on up to 4 blocks. This additional income can be used to either increase the capital programme or reduce £ prudential borrowing.

The most recent information received from Estates indicates that non RTB sales are likely to be lower in the current financial year than anticipated, however overall are likely to exceed budget in the overall Capital Receipts 1,130 987 984 106% 1,047 -60 0 83 1,580 984 2,135 0 -555 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 project life. RTB sales are currently in excess of that which would be £ anticipated at this time in the current financial year and may exceed the overall value anticipated, however this cannot be quantified at this time.

Overall prudential borrowing is anticipated to be £2.7m less than Prudential Borrowing 33,899 26,985 18,453 70% 24,176 2,809 4,877 4,846 62,936 18,453 61,330 0 1,606 01-Apr-13 31-Mar-15 01-Apr-13 31-Mar-15 projection due to corrective action taken. £

CFCR is a year end adjustment, the value of which will be determined CFCR 3,859 3,570 2,610 69% 3,570 0 289 0 3,859 2,610 3,859 0 0 01-Apr-14 31-Mar-15 01-Apr-13 31-Mar-14 by the level of spend on the projects to be funded by this method, however total CFCR will not exceed earmarked amounts £

TOTAL EXPENDITURE 42,239 35,715 25,028 70% 32,966 2,749 5,166 4,107 73,676 25,028 73,397 0 279

Project Status Project is forecast to be overspent and/or experience material delay to completion § Project is at risk of being overspent and/or experiencing delay in completion, however this is unquantifiable at present ¢ Project is on target both in relation to overall budget and the forecast stages in the project life cycle £