Platform for Progress

7/29/2019 Platform for Progress

1/8

A Platformfor Progress

2013/14 Strategic Budget

and Capital Plan

West Dunbartonshire Councils Administration

16

West Dunbartonshire Council Strategic Budget and Capital Plan

WESTDUNBARTONSHIRECOU

NCIL

STRATEGICBUDGET2013/14-LabourGroupBudget

DetailsofProposedSavingsandGrowthProposals

LabourGroupBudgetSavings

2013/14Non

Recurring

2013/14

Recurring

E

ecton

Reserves

2013/14

Savings

2014/15

Savings

2015/16

CMTOptionCS1Debit/CreditCar

dChargesforCouncilTaxPayments.

(25,000)

CMTED04BreakfastClubs.

(260,000)

CMTED05SchoolMilk.

(140,000)

CMTED06HungryforSuccess.

(300,000)

CMTED07Schoolletsinprimary

schools.

(50,000)

CMTED08DevolvedManagemen

tBudget

(50,000)

(30,000)

CMTCHCP1Includem3yearSLA

.

(55,000)

CMTCHCP2ChildcareSupportW

orker

(40,000)

CMTCHCP10RemoveSubsidyin

CareHomes.

(360,000)

CMTHEED1JanitorialSuppliesLine.

(10,000)

CMTHEED2DrumryandFaifleyb

owlinggreens.

(40,000)

CMTHEED3Offertreeworkservicestoprivateclients.

(10,000)

CMTHEED4WinterMaintenance

RouteReview

(80,000)

CMTHEED6LunchtimeSchoolCrossingPatrol.

(20,000)

CMTHEED7Increasefeesandch

argesinroads.

(2,000)

CMTHEED8IntroducechargingforASBservicestoRSL's.

(25,000)

CMTGEN1CommunityChestBudgetReduction.

(50,000)

CMTGEN2Generaltrawlthrough

updatingguidance&policy.

(100,000)

(150,000)

(250,000)

AdminSaving1EducationEfficien

cyTarget.

(900,000)

(900,000)

AdminSaving2SocialWorkEfficiencyTarget

(600,000)

(600,000)

AdminSaving3HEEDEfficiencyTarget

(249,000)

(249,000)

AdminSaving4CorporateEfficien

cyTarget

(199,500)

(199,500)

AdminSaving5Transfer1,060,0

00UnearmarkedReserves

(1,060,000)

AdminSaving6ReduceOvertime

(75,000)

(50,000)

(25,000)

AdminSaving7IncreaseAssetManagementSaving

(50,000)

(25,000)

AdminSaving8ContingencyBudgettoReserves.

(500,000)

AdminSaving9CPPEfficiencySaving

(150,000)

(75,000)

(75,000)

AdminSaving10BlueBadgeProductionAdminSavingCosts

(20,000)

AdminSaving11UncommittedFu

ndstoGeneralReserves.

(408,054)

AdminSaving12AbsenceManagementTarget-YearThree.

(125,000)

AdminSaving13Cashflowimprov

ementduetoreserveposition

(160,000)

AdminSaving14FOIAdministrationCharge

(10,000)

AdminSaving15RemoveBudget

held-BestValueImprovementPlan.

(5,000)

TotalSavings

0

(2,087,000)

(1,968,054)

(2,278,500)

(2,423,500)


2/8


3/8

Political, Economic and Social Context:

Political: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 reductionsto 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 aside750,000as 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 extra540,000provision 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 of487,500has 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

Support Scheme to the tune of17m. (This replaces the

previous Council Tax benefit scheme but the ScottishGovernment 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 b ut 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 SchoolMeals. 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

14 3

West Dunbartonshire Council Strategic Budget and Capital Plan West Dunbartonshire Council Strategic Budget and Capital Plan

Council Administration

West Dunbartonshire Council Strategic Budget and Capital Plan

A Platform for Progress

Key Points:

= 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 ofRevenue and Capital Spending.

= We will improve strategic planning through the delivery of an outlineTen Year Capital Plan.

WESTDUNBARTONSHIR

ECOUNCIL

STRATEGICBUDGET201

3/14-LabourGroupBudget

andIndicativeBudgets2014/15&2015/16

Expected

Budget

Budget

Reserves

NonRecurring

Recurring

Total2013/14

Total2014/15

Total2015/16

Unearmarkedasat31/3/1

2

(4,2

00,0

00

)

Probableoutturn

(415,0

00

)

Projectedunearmarkeda

sat31/3/13

(4,6

15,0

00

)

BudgetBookprojectionf

or13/14,14/15and15/16

1,894,961

1,237,374

6,881,010

Savings

0

(2,0

87,0

00)

(4,3

65,5

00)

(6,7

89,0

00)

Investment/Growth

800,0

00

1,5

55,6

13

1,7

76,6

13

2,3

39,6

13

RunningTotalsRecurring

&NonRecurringSpend/Savings

800,000

(531,387)

268,613

FinalBudgetposition

2,163,574

(1,351,513)

2,431,623

FundedbyReserves/(Incre

asetoReserves)

2,1

63,5

74

(2,163,574)

Unearmarkingofuncommittedreserves

(408,0

54

)

Unearmarkingofuncommittedreserves

(1,0

60,0

00

)

Frome

xpectedunusedContingencyfundat31/3/14

(500,0

00

)

FinalBudgetgap13/14

0

ProjectedReserves31/3/14

(4,419,480

)

Frome


(500,0

00

)


asetoReserves)

(1,3

51,5

13

)

1,3

51,5

13

FinalBudgetgap14/15

0


(6,270,993

)

Frome


(500,0

00

)


asetoReserves)

2,4

31,6

23

(2,4

31,6

23)

FinalBudgetgap15/16

0


(4,339,370

)

Budget2013/14


4/8

4

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 theCouncil); or reduce (for services which people may decide not

to use in future).

Economic:West Dunbartonshire

Council is one of the

poorest local authority

areas in Scotland and

our

unemploy-

ment 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 almost10 million between

2013/14 and 2015/16. In December 2 012, the Chancellor

informed the nation that funding for public services will

continue to be reduced until 2018, so further reductions infunding to Councils and Council budgets can be anticipated.

The UK is facing the possibility of a triple d ip 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.

Social:The reductions in public spending are contrasted with

increasingdemand 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 facewe 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.

13


10millionbudget gap

between 2013/14and 2015/16

In summary

= The Administration in September 2012 agreed theCouncils vision, values and strategic priorities.

= The Administration has adopted a strategic approach to boththe Revenue and Capital budgeting through the introduction of aThree Year Strategic Budget and a Ten Year Capital Programme.

= Spending has therefore been directed at activities and projects thatsupport aspects of the Councils strategic priorities. An awarenessof the challenges and opportunities help to ensure that the Council

takes a reasoned approach to these and forward planningallows us to mitigate against the risks to the Council and to findsolutions to fund agreed actions.


5/8

12 5

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.

= Bellsmyre Primary School and Early Education &

Childcare Centre 9.3m (This includes Aitkenbar P rimary,

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.

Budget 2013/14 Growth Items:

= Growth Items built into the Base Budget: A number ofgrowth 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.

= 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 willbe available to support future regeneration activity

following our consultation on the best model to

deliver this.

= 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 by50,000. There should

be a particular focus on

Commonwealth Games

in 2014.

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.

= 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.

= 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.

= 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 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.

= 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 invest in additional severe weather

Contingency Funds. 150,000 fund will b e 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.


1.5million

for communityprojects like

playparks

117millionCouncils Capital

Programme


6/8

6 11

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.

= Ten Year Capital Plan:

The Administration has introduced a ten year capitalplanning 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 b e 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

= 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).

Feedback from Budget Consultation:

= Staff Consultations:

The feedback from the six staff consultations show that

416 responses were provided from employees.

= 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.

= 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.

= 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.

Improve the well-being of communities andprotect the welfare of vulnerable people:

= Re-introduced the Care-of-Garden scheme for disabled

and elderly residents saving pensioners 52 p er year.

= Kick started a campaign to clean up our streets,

with a particular focus on dog fouling.

= 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.

= 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 savingindividuals 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.

= 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.

= 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 newcharges 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.

= Agreed a proposal to improve traffic flow in Dumbarton

Town Centre following consultation with Town Centre

Working Group.

= Joint Committee for Flood Risk Management ap proved 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.

= 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.


Ninety-eightpercentofr

esidents

supportedtheCouncilsc

ampaignaims


7/8

10 7

Improve local housing and environmentallysustainable infrastructure:

= Committed the Council to the principle of Council House

provision, dumping stock transfer plans.

= 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.

= 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 f rom Zero Waste

Scotland.

= 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.


3.5million

for demolitionsprogramme

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

= 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 Administration will not cut respite services for those with learningdisabilities, nor remove breakfast clubs.

What

differencedid the

consultation

make ?The Council is building new

homes in Miller Road


8/8

8 9

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.

= 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.

= 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.

= 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.

= 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.

= 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 ad ditional

funding for the Antonine Centre.

= Secured 14m of investment from the Scottish Futures

Trust towards a new Our Lady & St. Patricks High School.

= Supported educational achievement through the RaisingAttainment 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.

= 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.

= 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 schoolsto be enforced by police.

= 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.

= 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:

= Allocated 167,367 to various community projects

via the Community Planning Partnership.

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

= 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 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.

= 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.

= Approved the Supported Accommodation Strategy.

= Introduced a Mortgage to Rent Scheme for

homeowners who are in financial diff iculty in order

to let them stay in their home.

= Approved the CHCP Commissioning Strategy for

Older Peoples Services 2012 2021.

= 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 withAlzheimer 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.


100%positive recordfor school and

nurseryinspections

Gordon Tassie, 33, was the 300thperson to find work through Working4U

14million

funding for anewOLSP

Documents

Platform for Progress