Item 10 - Resources Delivery Plan 2024-25 - Year-end Progress and Resources Delivery Plan 2025-26
West Dunbartonshire Council · 21 May 2025
Back to Corporate Services Committee — 21 May 2025 and its agenda
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Committee: Corporate Services Committee 21 May 2025 Subject: Resources Delivery Plan 2024/25 - Year-end Progress & Resources Delivery Plan 2025/26 1 Purpose 1.1 This report sets out the year-end progress of the 2024/25 Resources Delivery Plan and presents the new 2025/26 Resources Delivery Plan. 2 Recommendations 2.1 Committee notes the progress achieved at year-end and the new 2025/26 Resources Delivery Plan. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 In the last few months of 2024/25, several services and teams across the Council were realigned to other Chief Officer areas. For consistency and transparency, the year-end progress reports reflect the content of the 2024/25 delivery plans reported to the relevant committees at the beginning of that year, with none of the organisational changes that took place in-year included. Those changes are, however, reflected in the new delivery plans for 2025/26. 4 Main Issues 2024/25 Year-end Progress 4.1 The 2024/25 Delivery Plan was presented to Corporate Services Committee on 22 May 2024 and mid-year progress reported on 6 November 2024. 4.2 Full details of year-end progress are set out in Appendix 1. ITEM 10
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4.3 The progress of the Plan’s 17 actions is summarised below: Progress No. (%) Completed 14 (82%) Overdue 3 (18%) 4.4 Overdue actions relate to the following and will be carried forward and completed in 2025/26: • Develop and implement wellbeing, employee engagement, equality, and learning and development plans to enable capabilities, improve resilience and promote a diverse workforce - 83% complete. • Implement service review process including role design, use of new technology, and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies - 71% complete • Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce - 90% complete. 4.5 Year-end data is available for five of the Plan’s 19 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 5 (100%) Performance Over Time No. (%) Improved over short term (or maintained high level of performance) 5 of 5 (100%) Improved over longer term (or maintained high level of performance) 4 of 5 (80%) 4.6 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2025/26 Delivery Plan 4.7 The 2025/26 Delivery Plan is set out at Appendix 2. 4.8 Key priorities include: • delivering sustainable, quality services within the context of significant financial challenges • progressing the procurement of a new financial management system • developing and refining capital and revenue reporting processes • reviewing ways to decrease corporate debt in relation to sundry, non- domestic rates, Council Tax and rent • reviewing ways to improve rent collection rates in conjunction with Housing and W4U • automating Council processes and information provision
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• progressing the disposal of key strategic sites • completing the redevelopment of Glencairn House • progressing the Faifley Community Campus development • progressing the buildings upgrades programme • progressing the depot refurbishment programme • supporting Council services to deliver the asset related savings agreed by Council • engaging with relevant community groups over the potential to lease Dalmuir Golf Course • reviewing eligibility for Council Tax exemptions • reviewing the Global Internal Audit Standards and CIPFA’s Code of Practice for the Governance of Internal Audit in UK Local Government 4.9 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Corporate Services Committee and Infrastructure, Regeneration and Economic Development Committee (asset management elements only) around November 2025 and May 2026 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Resources may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council.
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Chief Officer: Laurence Slavin Service Area: Resources Date: 30 April 2025 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Resources Delivery Plan 2024/25 - Year-end Progress Appendix 2: Resources Delivery Plan 2025/26 Background Papers: Resources Delivery Plan 2024/25 - Corporate Services Committee, 22 May 2024 Resources Delivery Plan 2024/25 Mid-year Progress - Corporate Services Committee, 6 November 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All