Item 8 - CCF 25-26 Delivery Plan Year End Progress and Delivery Plan 26-27
West Dunbartonshire Council · 27 May 2026
Back to Corporate Services Committee — 27 May 2026 and its agenda
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Citizen, Culture and Facilities Corporate Services Committee 27 May 2026 Subject: Citizen, Culture and Facilities 2025/26 - Year-end Progress and Citizen, Culture and Facilities Delivery Plan 2026/27 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new Delivery Plan for 2026/27. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2026/27. 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. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Corporate Services Committee on 21 May 2025 and mid-year progress reported on 12 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. ITEM 8
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4.3 The progress of the Plan’s 27 actions is summarised below: Progress No. (%) Completed 24 (89%) Overdue 3 (11%) 4.4 Overdue actions relate to the following and will be carried forward and completed in 2026/27: • Progress funding application to support heritage activity programme for Glencairn House -75% • Launch public access to local history and archive collections – 75% • Relocate Dumbarton Library to Glencairn House with new staffing model in place – 80% 4.5 Year-end data is available for 14 of the Plan’s 18 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 9 (64%) Target marginally missed 3 (21%) Target significantly missed 2 (15%) Performance Over Time No. (%) Improved over short term (or maintained high level of performance) 6 (43%) Improved over longer term (or maintained high level of performance) 5 (36%) 4.6 Where target was significantly missed, this relates to the following PI’s: • % of residents satisfied with Council services overall: 49% against a target of 70%. • % of residents who feel the Council communicates with them well: 38% against a target of 60% 4.7 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2026/27 Delivery Plan 4.8 The 2026/27 Delivery Plan is set out at Appendix 2. 4.9 Key priorities include: • Embed new contact centre telephony platform.
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• Continue to support relocation of Dumbarton library to Glencairn House, and relocation of Library Services to Strathleven Place. Embed new Libraires strategy, prepare for assessment under National Libraries Service Framework and provide recommendations following Library Services consultation. • Progress review of accessibility of the website and intranet and upgrade content management system. • Embed Facilities Management service redesign, consider the options to develop an FM training academy and apprentice programme and participate in the Council wide Good Food Nation Plan • Develop strategic communication plan to support budget savings initiatives and to support service changes. • Plan heritage activity programme for Glencairn House, progress planning for future decant of WDC collections to Strathleven Place. Progress a plan to establish Culture Collective, secure re-accreditation for Clydebank Museum and launch public access to the local history archive collections. • Support budget consultation, progress plans to strengthen approach to strategic engagement and prepare plan for development of Strategic Plan 2027-32. 4.10 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Corporate Services Committee around November 2026 and May 2027 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 Citizen, Culture and Facilities 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.
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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. Chief Officer: Amanda Graham Service Area: Citizen, Culture and Facilities, Date: 22 April 2026 _____________________________________________________________ Person to Contact: Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: Citizen, Culture and Facilities Delivery Plan 2025/26 – Year-end Progress Appendix 2: Citizen, Culture and Facilities Delivery Plan 2026/27 Background Papers: Citizen, Culture and Facilities Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Citizen, Culture and Facilities Delivery Plan 2025/26 Mid- year Progress - Corporate Services Committee, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All