16

WEST DUNBARTONSHIRE COUNCIL STRATEGIC BUDGET 2013/14 - Labour Group Budget Details of Proposed Savings and Growth Proposals 2013/14 Non Recurring (25,000) (260,000) (140,000) (300,000) (50,000) (50,000) (55,000) (40,000) (360,000) (10,000) (40,000) (10,000) (80,000) (20,000) (2,000) (25,000) (50,000) (100,000) (150,000) (900,000) (600,000) (249,000) (199,500) (1,060,000) (75,000) (50,000) (500,000) (150,000) (20,000) (408,054) (125,000) (160,000) (10,000) (5,000) 0 (2,087,000) (1,968,054) (2,278,500) (2,423,500) (75,000) (75,000) (50,000) (25,000) (25,000) (250,000) (900,000) (600,000) (249,000) (199,500) (30,000) 2013/14 Recurring Effect on Reserves 2013/14 Savings 2014/15 Savings 2015/16 Labour Group Budget Savings CMT Option CS1 Debit/Credit Card Charges for Council Tax Payments. CMT ED04 Breakfast Clubs. CMT ED05 School Milk. CMT ED06 Hungry for Success. CMT ED07 School lets in primary schools. CMT ED08 Devolved Management Budget CMT CHCP1 Includem 3 year SLA. CMT CHCP2 Childcare Support Worker CMT CHCP10 Remove Subsidy in Care Homes. CMT HEED1 Janitorial Supplies Line. CMT HEED2 Drumry and Faifley bowling greens. CMT HEED3 Offer tree work services to private clients. CMT HEED4 Winter Maintenance Route Review CMT HEED6 Lunchtime School Crossing Patrol . CMT HEED7 Increase fees and charges in roads. CMT HEED8 Introduce charging for ASB services to RSL's. CMT GEN1 Community Chest Budget Reduction. CMT GEN2 General trawl through updating guidance & policy. Admin Saving 1 Education Efficiency Target. Admin Saving 2 Social Work Efficiency Target Admin Saving 3 HEED Efficiency Target Admin Saving 4 Corporate Efficiency Target Admin Saving 5 Transfer 1,060,000 Unearmarked Reserves Admin Saving 6 Reduce Overtime Admin Saving 7 Increase Asset Management Saving Admin Saving 8 Contingency Budget to Reserves. Admin Saving 9 CPP Efficiency Saving Admin Saving 10 Blue Badge Production Admin Saving Costs Admin Saving 11 Uncommitted Funds to General Reserves. Admin Saving 12 Absence Management Target - Year Three. Admin Saving 13 Cashflow improvement due to reserve position Admin Saving 14 FOI Administration Charge Admin Saving 15 Remove Budget held - Best Value Improvement Plan. Total Savings 38,113 287,500 24,000 0 46,000 50,000 20,000 500,000 80,000 50,000 225,000 35,000 35,000 15,000 20,000 70,000

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

West Dunbartonshire Councils Administration

2013/14 Strategic Budget and Capital Plan

186,000

528,000

A Platform for Progress

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

Improve economic growth and employability. Improve life chances for children and young people. Improve care for and promote independence with older people. Improve local housing and environmentally sustainable infrastructure. Improve the wellbeing of communities and protect the welfare of vulnerable people.

Admin Saving 14 FOI Administration Charge Admin Saving 15 Remove Budget held - Best Value Improvement Plan. Total Savings Strategic Priorities Description of Labour Group Budget Growth Non Recurring 0

(10,000) (5,000) (2,087,000) Recurring (1,968,054) Effect on Reserves 2013/14 38,113 287,500 Improve the wellbeing of communities and protect the welfare of vulnerable people. Improve the wellbeing of communities and protect the welfare of vulnerable people. Improve the wellbeing of communities and protect the welfare of vulnerable people. Improve economic growth and employability. Improve economic growth and employability. (2,278,500) Savings 2014/15 (2,423,500) Savings 2015/16

24,000 80,000 50,000 0 46,000 50,000 20,000 500,000 80,000 50,000 225,000 35,000 35,000

CMT GROWTH 1 Shopmobility SLA - Increase Shopmobility grant from 50,000 already in the budget to 81,871 in accordance with CMT recommendations. CMT GROWTH 2 Additional Increase in Discretionary Housing Payments to create a total fund of 812,500. The Council receives 325,000 from DWP and we will add an extra 487,500. Offset with expected rental recovery from DHP. CMT GROWTH 3 Enhancement to Day Care Places. Pupils are staying on longer at CTEC and the additional funding is required. CMT GROWTH 4 Strategic Advisory Board 3 year Funding to deliver projects which support objectives identified by the Strategic Advisory Board CMT GROWTH 5 Increase Funding to Support for Major Events such as the Commonwealth Games. ADMIN GROWTH 1 Create 1.5 million Capital Community Improvement Fund, Revenue funding to implement at 500,000 per year capital spend ADMIN GROWTH 2 Transfer Dumbarton Library Book Fund to Libraries and Cultural Services.

15,000 20,000 500,000

300,000

70,000 186,000 800,000 1,555,613 0 221,000 528,000 563,000

Improve the wellbeing of communities and protect the welfare of vulnerable people. Improve life chances for children and young people ADMIN GROWTH 3 Severe Weather Funding. Improve local housing and environmentally sustainable infrastructure: ADMIN GROWTH 4 Sessional Library Provision for Faifley. Improve the wellbeing of communities and protect the welfare of vulnerable people. ADMIN GROWTH 5 Nutritional Strategy for Schools - new more strategic funding model to be Improve life chances for children and young developed ensuring fair allocations to schools people ADMIN GROWTH 6 Raising Attainment Fund 240,000 over 3 years. Member/Officer Project to Improve life chances for children and young identify areas that can maximise educational attainment. people ADMIN GROWTH 7 As part of the Youth Employability Services a pilot project to be developed to Improve life chances for children and young provide driving lessons to young people, increasing independence and improving employability. people ADMIN GROWTH 8 Increase School Clothing Grant by 100% from 50 per child to 100 per child. Improve the wellbeing of communities and The current level of 50 per eligible child has not been uprated since local government protect the welfare of vulnerable people. reorganisation in 1996. Around 4,500 local children and their families benefit from this service. ADMIN GROWTH 9 Provide a Registrars Service in Clydebank with the service delivered on a Improve the wellbeing of communities and sessional basis protect the welfare of vulnerable people. ADMIN GROWTH 10 Discount scheme for Community Theatre Groups. Improve the wellbeing of communities and protect the welfare of vulnerable people. ADMIN GROWTH 11 Invest 500,000 in a Strategic Regeneration Fund. This will be available to Improve economic growth and employability. support regeneration activity following the consultation on the establishment of our new regeneration model. ADMIN GROWTH 12 Additional resources for Youth Employability Programme. Match funding Improve economic growth and employability. would mean additional resources for the Youth Employability Programme. The programme is estimated to be 700,000 total. ADMIN GROWTH 13 Reinstatement of Management Adjustments in relation to Dumbarton and Improve the wellbeing of communities and Clydebank Womens Aid funding protect the welfare of vulnerable people. ADMIN GROWTH 14 Revenue Implications of Agreed Capital Plan - Funding Supported by The Capital Plan impacts Across All Strategic Revenue Savings Priorities. Total Investment/Growth

IRE SH

2
Our Vision

Our Values

Our Mission

Our Priorities

Assuring Our Success Through

A prosperous West Dunbartonshire recognised as a dynamic area within a successful Scotland. Ambition Confidence Honesty Innovation Efficiency Vibrancy Excellence To lead and deliver high quality services which are responsive to the needs of local citizens, and realise the aspirations of our communities.
WE ST

Strong financial governance and sustainable budget management. Fit-for-purpose estate and facilities. Innovative use of Information Technology. Committed and dynamic workforce. Constructive partnership working and joined-up service delivery. Positive dialogue with local citizens and communities.
NBARTON DU

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

15

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

Budget Total 2015/16

(2,431,623) 0

6,881,010 (6,789,000) 2,339,613

2,431,623

Council Administration West Dunbartonshire Council Strategic Budget and Capital Plan

1,237,374 (4,365,500) 1,776,613

(1,351,513)

1,351,513 0

Budget Total 2014/15

A Platform for Progress

Key Points:

= = = = =

Budget 2013/14 Non Recurring Recurring Total 2013/14

0 800,000 800,000

The Council Administration wants a Budget for jobs, growth and fairness. We want the Council Budget to boost capital spending in our assets and infrastructure, generating economic activity and creating jobs. We will improve strategic planning through the delivery of an outline three year budget plan. The Administration will take action to close the Council budget gap for the next three years and provide for millions of pounds of Revenue and Capital Spending. We will improve strategic planning through the delivery of an outline Ten Year Capital Plan.

(2,087,000) 1,555,613 (531,387)

268,613 2,163,574 (2,163,574)

1,894,961

Political, Economic and Social Context:

The UK Government is reducing public spending as a result of their deficit reduction plan. This means a reduction in funding to Scotland. In addition the Scottish Government has made reductions to Council funding and its Council Tax freeze means that Councils are forced to cut services and jobs or raise the Council Tax level by around ten percent in order to raise sufficient funding to make this option worthwhile. The UK Governments Welfare Reform Act is also passing further responsibilities and burdens to local authorities but the Scottish Government is providing minimal practical assistance, so Councils have to bear the burden and find solutions to the problems. In West Dunbartonshire the Council has set aside 750,000 as an additional provision because of the expected impact of the Benefits Cap (working age benefits will be capped at 500 per week for families and 350 per week for single people). The Council has also had to put an extra 540,000 provision in place, within the Housing Revenue Account to provide for non payment due to reductions in benefit due to under-occupation (Bedroom Tax). A further sum of 487,500 has been budgeted to increase the Discretionary Housing Payments Fund to meet expected need. The Council will also take over responsibility for the Scottish Welfare Fund which will require staffing resources to administer the former DWP Social Fund. The Social Fund previously distributed community care grants and crisis loans. Councils are also required to part fund the Council Tax

Political:

Budget Book projection for 13/14, 14/15 and 15/16 Savings Investment/ Growth Running Totals Recurring & Non Recurring Spend/Savings Final Budget position Funded by Reserves/(Increase to Reserves) Unearmarking of uncommitted reserves Unearmarking of uncommitted reserves From expected unused Contingency fund at 31/3/14 Final Budget gap 13/14 Projected Reserves 31/3/14

STRATEGIC BUDGET 2013/14 - Labour Group Budget and Indicative Budgets 2014/15 & 2015/16

From expected unused Contingency fund at 31/3/15 Funded by Reserves/(Increase to Reserves) Final Budget gap 14/15 Projected Reserves 31/3/15

14

From expected unused Contingency fund at 31/3/16 Funded by Reserves/(Increase to Reserves) Final Budget gap 15/16 Projected Reserves 31/3/16

WEST DUNBARTONSHIRE COUNCIL

Unearmarked as at 31/3/12 Probable outturn Projected unearmarked as at 31/3/13

Support Scheme to the tune of 17m. (This replaces the previous Council Tax benefit scheme but the Scottish Government has only agreed to a one year deal so there is great uncertainty and risk). The Scottish Government will contribute 23m to a total fund of 40m but will not commit to support in subsequent years. There is also a great deal of uncertainty and risk in relation to passported benefits as a result of the introduction of Universal Credit. Previously all school aged children whose parents received: (i) Income Support; (ii) Income Based Job Seekers Allowance; (iii) Maximum Working and Family Tax Credits; or (iv) Child Tax Credit only with an income below 15,860, were entitled to Free School Meals. However, the introduction of Universal Credit means that a change in legislation is required to clarify eligibility. Until there is a change in the law COSLA are asking the

2,163,574 (408,054) (1,060,000) (500,000)

(500,000) (1,351,513)

Expected Reserves (4,200,000) (415,000) (4,615,000)

(4,419,480)

(6,270,993)

(500,000) 2,431,623

(4,339,370)

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

Scottish Government to introduce a temporary change to the Education (Scotland) Act 1980 to include Universal Credit within the benefits which entitle pupils to Free School Meals. West Dunbartonshire has over 20% of school pupils in receipt of Free School Meals. There was also significant concern expressed around a range of other Welfare Reforms measures such as Supported Accommodation. The range of changes as a result of welfare reform over the next few years places a significant level of uncertainty as to how the totality of welfare reform measures will affect residents of the Council and therefore on demand for services, which could increase (for services where people seek assistance from the Council); or reduce (for services which people may decide not to use in future).

West Dunbartonshire Council is one of the poorest local authority areas in Scotland and our unemployment is one of the highest. There are a number of other external factors that will impact on citizens of the area; in particular the Welfare Reform Act means people will have less to spend in the local shops and services and less to pay weekly bills. There are real challenges ahead for us all and the Council is facing significant reductions in funding over the coming year with a cumulative budget gap of almost 10 million between 2013/14 and 2015/16. In December 2012, the Chancellor informed the nation that funding for public services will continue to be reduced until 2018, so further reductions in funding to Councils and Council budgets can be anticipated. The UK is facing the possibility of a triple dip recession and there are real concerns about the deficit reduction plan and the impact this is having on growth and confidence. There is additional uncertainty as a result of the UK position on Europe and around the Scottish Governments plans for a referendum on independence.

Economic:

10 million
budget gap between 2013/14 and 2015/16
The reductions in public spending are contrasted with increasing demand for services and higher expectations. In West Dunbartonshire there has been a general trend of a fall in population over recent years and this directly impacts on the funding we receive from the Scottish Government. The population mix is expected to change with a number of older people who will be likely to need increasing levels of social care and health services. There is an expectation that numbers of working age residents in the area will decrease which reduces the number of people in the area who are able to fund service provision. The changing population is likely to affect a range of Council services such as schools, libraries, leisure centres and care homes. In order to deal with the challenges that our communities will face we need to prioritise our spending so that we can continue to provide statutory services for a wide range of people and best protect vulnerable people and groups. It will also be important to implement successful early intervention services which aim to reduce the risk of high cost services in future years by providing people with early assistance to improve capacity to self help.

= Transfer the Dumbarton Library book fund of 46,000 from Dumbarton Common Good Fund and Re-Profile the Dumbarton Common Good Fund. = Increase the funding to Shopmobility by 38,113. = Enhance Day Care Places for pupils at CTEC at a cost of 24,000. = Reinstate a grant support for Community Based Theatre groups 20,000. = Reintroduce a sessional library service for Faifley community at Skypoint 20,000. = Provide a Registrars Service in Clydebank as part of our customer services strategy.

= = =

In summary

Social:

The Administration in September 2012 agreed the Councils vision, values and strategic priorities. The Administration has adopted a strategic approach to both the Revenue and Capital budgeting through the introduction of a Three Year Strategic Budget and a Ten Year Capital Programme. Spending has therefore been directed at activities and projects that support aspects of the Councils strategic priorities. An awareness of the challenges and opportunities help to ensure that the Council takes a reasoned approach to these and forward planning allows us to mitigate against the risks to the Council and to find solutions to fund agreed actions.

13

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

Capital Investment Programme:

= Medium Term Capital Programme (Three Years) 117m Investment: The three year Capital Programme is fully funded and means that the Council will deliver the following Capital Investment projects: = Our Lady & St. Patricks High School - 22m.

= Administration Growth Items: The Administration has agreed additional growth items in their Strategic Budget And these are outlined in detail below: = Create a Communities Improvement & Investment Fund of 1.5m. = Revenue implications of Capital Plan over three year period no effect in 2013/14; 165,000 in 2014/15 and 683,000 in 2015/16 (cumulative additional 517,000 in 2015/16). = Introduce a 500,000 Nutritional Strategy (comprising breakfast clubs, school milk and fruit). = Strategic Regeneration Fund 500,000. This funding will be available to support future regeneration activity following our consultation on the best model to deliver this.

Administration Budget Priorities:

= The Council Administration will ensure that the Medium Term Capital Programme of around 117 million is fully funded between 2013/14 2015/16. This will fund a new Our Lady & St Patricks High School; a new Kilpatrick Secondary School; and a new shared-campus Bellsmyre Primary Schools and Early Education & Childcare Centre. In addition it will fund the new State-of-the-art Care Homes in Clydebank and Dumbarton. Millions more will be spent on other crucial infrastructure improvement projects. = We will invest another 1.5m in capital projects in our communities. These will include: play parks, environmental improvements; and community facilities.

117 million
Councils Capital Programme

= We will review the Regeneration landscape in WDC. As Government support for Clydebank Urban Regeneration Company is at an end, the Council will consider future operating models for such work and set aside 500,000 for this. = Bellsmyre Primary School and Early Education & Childcare Centre 9.3m (This includes Aitkenbar Primary, St. Peters Primary and Andrew Cameron EECC). = Kilpatrick Secondary School 8.1m. = Clydebank Residential Care Home 10m. = Dumbarton Residential Care Home 10m. = Council Offices Rationalisation 15m. = Introduction of Ten Year Strategic Capital Investment Programme: The Ten Year Strategic Capital Investment Programme allows for longer term planning for the maintenance and where required the replacement of Council assets. The ten year capital programme will be reviewed on annual regular basis and updated to reflect changes of demand. The first three years of the plan will be fully funded and this will be reflected in the Councils General Revenue account. = We will invest an extra 300,000 in Youth Employability Programme over the next three years. It is expected that working with partners the Youth Employability services will attract match funding so the investment is expected to increase to 700,000, improving training and job outcomes for young people. = We will invest extra resources in the Councils Discretionary Housing Payment (DHP) Fund. The DWP will provide 325,000 to the Council for DHA and the Administration will increase this to provide a total DHP fund of 812,500 (the maximum allowed). = The Council Administration will double the rate of the School Clothing Grant for low income families. The School Clothing Grant has been paid at 50 per eligible child since local government reorgan isation in 1996. We will use 225,000 to double the School Clothing Grant bringing the new rate up to 100 per child.

1.5 million
for community projects like playparks
= We will invest in measures to Raise Educational Attainment in Secondary Schools. Over the next three years an extra 240,000 will be invested in measures designed to improve attainment. The Councils aim is to get to the Scottish Average within five years.

Budget 2013/14 Growth Items:

= Growth Items built into the Base Budget: A number of growth items have been built into the 2013/14 Council budget. The details are outlined below: = Schools Funds 56k. = Roads capital investment 1.6m. = Removal of Care of Gardens charge 284k. = Remove charges for special needs equipment 64k. = School Transport 137,000.

= Increase the Council Discretionary Housing Payment by an extra 487,500 per year. The total DHP available to the Council will be 812,500 for 2013/14. = Use 225,000 to double the School Clothing Grant from 50 per eligible child to 100, helping 4,500 children. = Provide 240,000 over three years for Raising Attainment initiatives in Secondary Schools. = Provide additional severe weather funding of 150,000 over three years. = Invest 100,000 per year for three years in Youth Employability Programme. It is expected that the Councils 300,000 of investment will be match funded by others and the total investment in this will be 700,000. = Strategic Advisory Board Fund of 80,000 for three years. = As part of the Youth Employability Services a pilot project will be developed to provide driving lessons to young people, increasing independence and improving employability cost 50,000. = Increase funding for events by 50,000. There should be a particular focus on Commonwealth Games in 2014.

= We will introduce a Nutritional Strategy for Primary Schools. The Executive Director will develop a Nutritional Strategy for our Primary Schools which will enable a more focused, targeted approach for our young people.The sum of 500,000 has been allocated for this purpose.

= We will introduce free driving lessons for Young People: As part of the Youth Employability Services, a project will be developed to provide driving lessons to young people, increasing independence and improving employability. It is expected that this service will be extended to senior pupils in our Secondary Schools.

= We will invest in additional severe weather Contingency Funds. 150,000 fund will be provided over three years and will be available in the event of extreme weather conditions, where additional resources are required. = We will re-profile the Dumbarton Common Good Fund to maximise investment in the town. This will provide an additional 225,000 of direct investment into Dumbarton over the next five years.

12

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

Strategic Approach:

= Three Year Strategic Budget: The Administration has decided to outline a three year budget plan in order to provide clear leadership to staff and the public and to allow senior officers to plan more effectively over a longer period. The Three Year Strategic Budget will be updated each year using Scottish Government figures and appropriate Council assumptions.

Feedback from Budget Consultation:

= Staff Consultations: The feedback from the six staff consultations show that 416 responses were provided from employees.

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

= Re-introduced the Care-of-Garden scheme for disabled and elderly residents saving pensioners 52 per year. = Kick started a campaign to clean up our streets, with a particular focus on dog fouling.

= Review of Community Facilities and agreed to transfer Community Centres to Community organizations such as Howatshaws Hall to Bellsmyre Development Trusted and Duntocher Hall to Duntocher Community Trust. Others like Dalmonach will remain with the Leisure Trust.

= Ten Year Capital Plan: The Administration has introduced a ten year capital planning process in order to ensure that capital investment in our assets and infrastructure is carried out in a planned and structured way. The Ten Year Plan will be reviewed on an annual basis and updated regularly. There will need to be some flexibility built in to the Ten Year Capital Plan to ensure that the Council is not disadvantaged by the Scottish Governments short term actions when allocating capital funding as a result of Barnet consequentials. (When allocating additional capital a condition can be that the capital funding is to be used for a new project and not an existing funded capital project). = Strategic Priorities: The Council has agreed five Strategic Priorities to help to focus our limited resources better to bring about improvements to the quality of life for West Dunbartonshire residents. The Strategic Priorities are: 1. Improve economic growth and employability 2. Improve life chances for children and young people 3. Improve care for and promote independence with older people 4. Improve local housing and environmentally sustainable infrastructure 5. Improve the wellbeing of communities and protect the welfare of vulnerable people

= Carried out a review of Community Facilities pricing and introduced a generous discount scheme that means most community groups will only pay 5 per hour. The new charges should encourage more community use particularly at weekends as the average weekend price has reduced significantly. = Introduced more stringent criteria for the Dumbarton Common Good Grants.

= Budget Bus: The Budget Bus has been a success, 73 people visited the bus from across the whole area. The bus was also useful as it captured the views of people who were unlikely to go to organised public meetings at night.
nts rcent of reside Ninety-eight pencils campaign aims Cou supported the

= Agreed a proposal to improve traffic flow in Dumbarton Town Centre following consultation with Town Centre Working Group.

= Joint Committee for Flood Risk Management approved in accordance with the 2009 Act 268,000 from Scottish Government to support flood prevention measures (3.3m Knowle Burn project). = Agreed the Council Museum Acquisition and Disposal Policy to protect social, industrial heritage and fine arts. = Formal opening of the Balloch Bus Stance improvement project.

= Awarded Bellsmyre Digital 207,306 between 2012 and 2018 to provide a range of services to community groups and individuals as part of a new service level agreement. = Introduced a Mortgage to Rent Scheme to allow Registered Social Landlords to purchase property from private owners experiencing debt management issues. = Agreed a five year CHCP strategy for carers across all age groups across both health care and social care services.

= Supported Balloch & Haldane Community Council Planning Application for new sports facility at Inler Park. = The CHCP Womens Safety and Support Service in West Dunbartonshire won the Adult Services category award at the SSSC Care Accolades. = Secured 300,000 from the MacMillan Partnership over three years.

= The Council has already agreed ambitious plans for 1,000 jobs; 5,000 houses over a ten year period, and the construction of two new 90 bed care homes for the area.

= The Council will be investing 85m in its housing stock in order to meet its key strategic objective of delivering on the Scottish Housing Quality Standard (SHQS) in 2015. The 2013/14 budget means an extra 17 staff directly employed by the Councils Housing service.

= The long term approach and investment in capital planning supports the councils strategic priorities to improve economic growth and employment across West Dumbartonshire = Around 40 jobs will be created directly in the Councils Direct Labour Organisation (DLO).

= Public Meeting: The public meeting in Clydebank Town Hall was another great success as 86 people attended the event and 70 completed consultation forms. In addition a number of questions were raised and these are reflected in the overall consultation report to Council.

= Approved integrated Ardmore Day Hospital staff into the Older Adults Community Mental Health Team ensuring that the potential for expanded dementia services was acknowledged for future development plans. = Abolished the Special Needs Equipment charges saving individuals between 20 and 75 per year. = Brought the community sports pitches at St. Peter the Apostle back into use for community groups. = Approved the West Dunbartonshire Temporary Accommodation Strategy 2012 2016.

= Electronic Consultation: The electronic consultation has resulted in 318 responses which meant that this budget consultation process has had the most responses ever. In 2012 just 45 people responded to the consultation, this year the total response was a total of 842 returns. This was a massive improvement on last years consultation process.

11

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

Improve local housing and environmentally sustainable infrastructure:

= Committed the Council to the principle of Council House provision, dumping stock transfer plans.

= Boosted investment in road repairs to 3.2million a record for West Dunbartonshire.

= Approved the Councils Strategic Housing Investment Plan 2012/13 2014/15.

= SHIP programme includes investment of 19m in 187 homes the high priority projects include: (i) Aitkenbar/Bellsmyre; (ii) Alexandria Town Centre; (iii) Salisbury Place/North Mountblow; (iv) Granville Street/Radnor Park; (v) Hill Street/Brucehill; and (vi) Lomondgate/Bellsmyre = Approved major investment of 4.165m in ICT modernisation project.

= Increased the Councils 2012 Capital Programme to a massive 45,660,000 as a result of additional external funding.

= Agreed the increase in the Housing Capital programme to 33,044,000. = Approved the Strategic Local Programme for new build housing to be delivered by 2015.

= Introduced a food waste collection service for tenemental properties using 201,945 of grant from Zero Waste Scotland.

What difference did the consultation make

= = = =

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

= Protected DLO and associated jobs by the retention of Council Housing Stock. = Pledged 85million to upgrade Council Homes. = Approved and funded the building of 75 new build Council houses. = Agreed demolitions programme - 3.5m.

= Agreed the Measured Term Contract of 940,455 for Heating Installations and Boiler Replacements 2012 - 2015. = Successfully secured another 4.5m from Scottish Government for new social housing.

= Approved the Councils Energy Strategy 2013 2018.

The Administration have listened to what the public and employees have said. The Administration will be implementing the following options:

3.5 million
for demolitions programme

The Administration will not cut respite services for those with learning disabilities, nor remove breakfast clubs.

Provision of tree work to private clients to generate income Introduce charging for anti social behaviour services to private landlords Reduce employee costs through voluntary retirement Close Drumry and Faifley Bowling Greens

The Council is building new homes in Miller Road

10

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

West Dunbartonshire Council Strategic Budget and Capital Plan A Platform for Progress

Council Achievements - Since May 2012:

Improve economic growth and employability:
= Approved a Jobs Investment and Growth Framework to deliver at least 1,000 jobs & training opportunities over 5 years and to boost business development. = Hosted Meet the Buyer Business event in Dumbarton. = Set out and agreed a five year West Dunbartonshire Council Strategic Plan 2012 - 2017. = Agreed the Councils Long Term Financial Strategy Improve life chances for children and young people. = Invested in community based sport, with additional funding for the Antonine Centre.

= Approved the introduction of a 32 period week in Secondary Schools in order to improve choice and opportunities for young people.

= Agreed the Single Tender Process for the MCMC Activity involving two key projects: The Action for Children Project and The TIGERS Project (Training Initiatives Generating Effective Results Scotland) The TIGERS Project will provide 100 Modern Apprentice places for young people over the next 5 years (20 per year). = Launched a joint Road Safety Campaign around schools to be enforced by police.

= Secured 14m of investment from the Scottish Futures Trust towards a new Our Lady & St. Patricks High School.

Gordon Tassie, 33, was the 300th person to find work through Working4U = Established the Working4U service which achieved its 300th job in December, 2012. = Carried out a Review of Level 2 and Level 3 Modern Apprenticeship rates in 2012.

14 million
funding for a new OLSP

= Progressed the implementation of the 3 key SG policy drivers relating to Childrens Services: Getting it Right for Every Child, (GIRFEC), Curriculum for Excellence (CfE) and the Early Years Strategy. = Maintained the Councils 100% positive record for school and nursery inspections. = Continued to reduce the number of temporary exclusions from schools.

positive record for school and nursery inspections

100%

= Delayed Income Securitisation saving 1m in 2012 and a further 2.7m in 2013, with the 1m being transferred to the Modernisation Fund and slashing the 2013/2014 budget gap.

= Supported educational achievement through the Raising Attainment Strategy including the first dedicated Raising Attainment Teacher at the Vale of Leven Academy. = Saved 280,000 over 5 years by reducing the number of Council and Committee meetings - the savings were distributed to Parent Councils to help them in their role of supporting schools and pupils. 4 St. Peter the Apostle 15,000 4 Clydebank High 13,500 4 Vale of Leven Academy 10,150 4 Our Lady and St. Patricks 9,650 4 Dumbarton Academy 6,700 4 Kilpatrick Secondary 1,000 = Increased Early Years participation in BookBug and Storytelling in Libraries by increasing the number of sessions from 144 sessions to 225 sessions. = Formal launch of Dumbarton Academy 15.5m construction project.

= Continued to improve the figures for school leavers moving into positive post-school destinations Improve care for and promote independence with older people.

Improve care for and promote independence with older people:

= Improving homeless accommodation through the introduction of new model of 24 hour Supported Accommodation Unit in Ashton View, Westcliff this compliments the existing 250 homeless units across the authority.

= Launched the Councils Job Brokerage Service including a new Job Matching Service bringing jobseekers and employers together. = Announced 225,000 investment in social enterprise businesses, which will help boost the economy and create jobs. = Approved the West Dunbartonshire Council Economic Development Strategy.

= Allocated 167,367 to various community projects via the Community Planning Partnership.

= Approved the Supported Accommodation Strategy.

= Distributed an extra 40,890 to Elderly Welfare Groups.

= Introduced a Mortgage to Rent Scheme for homeowners who are in financial difficulty in order to let them stay in their home. = Approved the CHCP Commissioning Strategy for Older Peoples Services 2012 2021.

= Approved the allocation of 777,000 of Private Sector Housing Grant including 350,000 for disabled adaptations and 231,000 for care and repair services.

= Agreed the sale of retail site at St. James Park for a total of 3m to be paid - 1m at phase 1 and 2m at phase 2. = Approved the three year Business Development Advisory Contract of 1,139,650.

= Agreed to replace the current Stair Lift Grant Provision and replace it with a system where the Council purchases and owns the stair lift and is responsible for maintenance costs. This will save disabled and elderly hundreds of pounds each year. = Agreed the 20 million modernisation of Council Care Homes. The project will deliver two 10m state of the art 90 bed Care homes. One in Clydebank and one in Dumbarton.

= Supported the COSLA National Funding Agreement for CHAS which will bring in 679,405 from Councils and a further 637,210 from health boards in Scotland in revenue for the charity.

= Continued to implement local Older Peoples Change Fund Programme, including create a range of new support services for carers, including: 4 A new service for newly diagnosed clients/patients and carers with dementia, in partnership with Alzheimer Scotland, to support transition. 4 Dedicated Older Carers Support Services. 4 Dedicated Hospital Discharge post developed as a partnership with Carers of West Dunbartonshire and the CHCP.