Item 8 - Appendix 2
West Dunbartonshire Council · 27 May 2026
Back to Corporate Services Committee — 27 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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2026/27 CITIZEN, CULTURE AND FACILITIES ITEM 8 - APPENDIX 2
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APPENDIX 2 – Revised Version Contents 1. Introduction .................................................................................................................................................................................................... 3 2. Performance Review ...................................................................................................................................................................................... 3 3. Strategic Assessment .................................................................................................................................................................................... 6 4. Resources .................................................................................................................................................................................................... 13 Appendix 1: Action Plan .......................................................................................................................................................................................... 16
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1. Introduction Citizen, Culture and Facilities comprises a wide range of services covering Citizen Services, Strategic Communications, Facilities Management & Town Hall, Libraries and Cultural Services and Performance and Strategy and monitoring of West Dumbartonshire Leisure Trust. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve this are set out in this Delivery Plan, together with actions to address any performance challenges and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee twice yearly, at mid-year and year-end. 2. Performance Review The CCF management team completed a detailed review of 2025/26 performance, focusing on the following: • 2025/26 Delivery Plan year-end progress • Local Government Benchmarking Framework (LGBF) comparative data • Citizens’ Panel feedback; • Complaints; and • Continuous Improvement This review highlighted our key achievements and challenges in 2025/26. These are summarised below. Key Achievements in 2025/26 Listed below are some of the major achievements in each service area. All services achieve many other key outcomes for the Council and its residents throughout the year which are not recorded here but are as important. Citizen, Libraries and Digital Services • External Funding was used by libraries to deliver digital sessions to local Deaf Community members. The British Deaf Association noted this work as the first of its kind in Scotland.
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APPENDIX 2 • Libraries obtained funding from Scottish Library and Information Council to establish its first Near Me Hub offering digital access to NHS appointments from a private space in Clydebank Library • Government Digital Service (GDS) has concluded its second accessibility audit of WDC external website and confirms it meets the required legal standards. • Citizens Services processed significant number of Welfare Fund applications totaling 11,717. Of these 8815 were Crisis Grant and 2902 were Community Care Grant • Contact Centre and Out of Hours service continued to work to identify ways to manage instances of unanticipated increases in call volumes due to a number of unplanned events Facilities Management • New service model launched to enhance delivery, ensure resilience and support efficiencies. • Continued to secure income and bookings at Clydebank Town Hall hosting a variety of successful events including civic, awards, dance and theatre shows and celebrations, in particular weddings. Strategic Communications, Culture & Performance • Provided comprehensive communications support for the budget process and implementation phase of service delivery changes as a result of savings. • Successful launch of the ancestry programme, including new income stream and strong public interest. • Successful opening and launch of Clydebank Museum and Heritage Hub. • Developed and implemented budget consultation model with early engagement to inform the 2026/27 budget conversations and priorities. • Provided a high level of equalities support during the budget process, ensuring Equality Impact Assessments (EIA) were completed adequately for over 120 initiatives across the Council. Key Challenges in 2025/26 Cross Service • Resilience / Capacity Challenges. There is increasing demand and growing reliance on Citizen and Digital Services and Communications to support the delivery of Council-wide efficiency savings. With reduced staffing levels and required changes to service delivery, overall capacity is significantly impacted. This work frequently extends beyond planned timescales, delaying scheduled service specific initiatives as
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APPENDIX 2 a result. Going forward, strict prioritisation and new approaches to service delivery, including service redesign where appropriate, will be essential. • Absence due to sickness. There is a significant level of sickness absence within CCF and this affects levels of service, particularly as the teams now lack the capacity or resilience to cover due to efficiencies which have reduced the workforce. This leads to reduced level of service, increased management time spent supporting absence, increased pressure and impacts on staff morale. • Delays in the capital programme. Delays in the delivery of Glencairn House Library and Museum and the subsequent effect on the development and delivery of the publicly accessible collections store and archive at Strathleven Place have impacted on service delivery and service satisfaction in both Libraries and Arts and Heritage. This requires reprioritisation within the service in conjunction with our colleagues from the Corporate Assets team as the programme timelines are pushed out. Citizen, Libraries and Digital Services • The unplanned demand for calls continues to impact resource and service satisfaction. • Changes to ways of working within services increase the complexity and volume of calls to the Contact Centres and place additional demand on the service with longer call handle time, and more time to resolve issues. This has impacted on the Council reputation indicators and increased social media attention. • There continues to be an increase in the volume and complexity of complaints which increases the time and capacity taken to resolve. • Increased reliance on the web and intranet including the growth in the size and content means increased hosting and bandwidth costs, added pressure to maintain quality, accessibility, security and a continuing need to ensure information remains current particularly with services responsible for keeping the web team informed of any changes. Facilities Management. • High levels of absence continue to have an impact on available resource resulting in reduced workforce numbers and increased costs and demands on existing teams. • The rate of turnover coupled with the time taken to recruit and train employees continued to be a challenge. Strategic Communications, Culture & Performance • The Communications and Arts & Heritage teams continued to operate without a full complement of staff for most of the year resulting in increased demand on staff and alternative service models being introduced. • Council-wide changes to ways of working have resulted in the need for more complex communications support which requires additional capacity and requires extended input, and this has put additional pressure on the Communications team.
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APPENDIX 2 3. Strategic Assessment The CCF management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2026/27. The key factors are summarised below. Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2027/28 of £10.905m rising to £44.028m by 2030/31. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2026/27. These challenges require further action to balance our budget and protect services for residents. Within Citizen Culture and Facilities, this means available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal and external clients, employees and citizens. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. In CCF income budgets are more susceptible to fluctuations given the uncertainties surrounding demand. Within this service, budgets identified as being more susceptible to fluctuations are the Town Hall in respect of rising utility costs and Facilities Management as a result of pressure on food costs in Catering. The Town Hall is also susceptible to fluctuations depending on levels of income that are achieved. Leisure Trust Management Fee
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APPENDIX 2 The savings options agreed to deliver the 2026/27 budget have resulted in a reduction in the management fee paid to West Dunbartonshire Leisure Trust (WDLT) for delivery of a range of leisure and sport services, including management of sport and leisure facilities, community facilities, sports development, Active Schools, outdoor recreation facilities and events. The fee paid by the Council to WDLT for 2026/27 will be reduced by 5%. Citizen, Libraries and Digital Services Telephony Enhancements ICT have provided an upgraded corporate telephone system, this includes an upgrade to the contact centre telephony platform which will provide more flexibility and functionality including call recording. In 2026/27 we will embed the system operationally, investigate and test the various levels of functionality to maximise efficiency, provide resilience and help customers better. Reduce Contact Centre Resource The savings options agreed to deliver the 2026/27 budget have resulted in a resource reduction in the Contact Centre. Currently Citizen Services operates the Customer Contact Centre, Housing Repairs Contact Centre, the Scottish Welfare Fund, manages complains and provides a reception at 16 Church Street. The Council recognises that for many people, their digital skills, literacy or deprivation can prevent them from accessing the internet and for this reason it is important to maintain alternative means of contacting the Council. It is also recognised that for a number of people the option to call rather than access services online is a preference rather than a necessity. Work will continue to promote alternative methods of contacting or reporting issues to the Council including via email and the website. Over 2026/27 we will implement Contact Centre revised team and service provision. Embed Libraries Strategy The Libraries Strategy document outlining a renewed vision and future operating model which aligns with local and national initiatives and ambitions has been approved by management. In 2026/27 we will publish the strategy and continue to progress embedding it operationally with all Libraries staff. Glencairn House – New Library Launch The redevelopment of Glencairn House into a combined museum/library facility via WDC’s successful Levelling Up Fund bid is nearing completion and is being managed by Corporate Asset Management. The design includes relocation of Dumbarton Library to Glencairn House. While relocation plans and a staffing model have been developed, unforeseen delays to completion and handover have impacted timescales.
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APPENDIX 2 Following handover in 2026 we will progress the relocation and launch the service to suit the new library and Children’s Library in addition we will develop a programme of activities that establishes Glencairn House and the Children’s Library as a central hub for community engagement with library services. We will explore how to optimise the use of the new immersive technology installed in the Children’s Library, funded by the Strathleven Foundation, and assess its potential to support our efforts in engaging new audiences. Relocate Library Services Libraries’ main office functions will relocate from Poplar Road to Strathleven Place. Libraries will contribute to the project team leading on services relocating. This includes the mobile library, home delivery service, Learning Services and Library support functions. This initiative is tied to the completion of Glencairn House. In 2026/27 we will continue to support the progress of the relocation with our colleagues in Asset Management. Library Services Consultation West Dunbartonshire Libraries are at the heart of our communities supporting reading, literacy, lifelong learning, cultural engagement, and community wellbeing as well as ensuring inclusive digital access and welcoming spaces for all. Demand for Council services, and the associated delivery costs, are increasing year on year with there being insufficient funding to absorb these increases. Consequently, the Council needs to consider how best to meet the needs of communities within the reduced resources available. To ensure library services continue to meet the evolving needs of local communities, we carried out a consultation in November 2025 to gain feedback into how libraries are used, any barriers to access, and which services and resources are most valued. We received over 250 responses. Over 2026/27 we will report the consultation findings and our recommendations to shape delivery, ensuring that library provision remains inclusive, sustainable, and aligned with community priorities. National Library Service Framework The How Good is Our Public Library Service framework is designed for public library services to evaluate the quality and effectiveness of their service provision, to consider the value and impact of their services, identify areas for improvement, and demonstrate their contribution to wider policy goals. It is divided into three Quality Indicators. In 2026-27 libraries will prepare for assessment of Quality Indicator 1 – Supporting Reading. The service will grade their provision using the six-point scale graded from unsatisfactory to excellent. This will then go forward for peer review. The national framework has recently been updated and it’s essential for the service to undertake this work to maintain access to external funding streams. Website and Intranet Accessibility
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APPENDIX 2 Web Content Accessibility Guidelines (WCAG 2.2 AA) is the new minimum accessibility standard for all UK Government public sector websites and mobile apps. The UK government is monitored to confirm compliance. Over 2026/27 we will put actions in place to make sure the content on the website is still complaint with the new standards and build a plan to address issues with the intranet, where accessibility can be enhanced. In addition to comply with the upgraded Guidelines we will review the coding of the website to ensure it still complies and address any issues. Upgrade Content Management System We will upgrade the Content Management System from V13 to V17 to ensure the platform remains secure, stable and fully supported and maintain compliance with modern standards. Facilities Management Services Facilities Management Improvement Plan - Service Redesign A review of the FM management structure was undertaken in 2022/23 to respond to Scottish Government policy changes and resultant service expansion, provide additional support for frontline employees and ultimately deliver a more efficient and sustainable service. A revised management structure was introduced in 2023/24, alongside new policies, procedures and a staff training programme and during 2024/25 a proposal for a new operating model developed. In 2025/26, further training was delivered, the frontline service was redesigned, and a new operating model across catering, cleaning and janitorial services implemented, including new roles, role profiles and enhanced training. During 2026/27, the focus will be on embedding the new ways of working through continued training, mentoring and staff engagement. Training and Capacity Appropriate training is a key requirement for the Facilities Management (FM) service. Establishing a centrally located training academy would strengthen the delivery of consistent training and support across FM teams. A standardised approach would reduce training time, inconsistency, and errors, while supporting skills development, refresher training, and awareness of new industry developments. Enhanced training improves staff capability, service efficiency, and overall performance, while also providing clear progression opportunities for employees. This approach supports the development of a cross-skilled workforce, ensures sufficient staff capacity, and builds greater service resilience. Progress during 2025/26 was limited due to the capacity required for the service redesign. In 2026/27, we will continue to work with colleagues in Education and Working4U to develop an apprenticeship programme and explore options for establishing a training academy at Clydebank Town Hall. Good Food Nation Plan The Good Food Nation (Scotland) Act 2022 provides a framework to progress toward Scotland being a Good Food Nation where people benefit from the food they produce, buy, cook and serve and eat each day. A national consultation on proposals for the plan is complete. In 2025/26 FM
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APPENDIX 2 worked alongside other service areas within the authority to review the outputs and understand the obligations as a result of the national work and inform the next steps in developing the required Council wide GFN plan. The commencement of section 10 of the Good Food Nation (Scotland) Act 2022 begins the 12-month clock for relevant authorities (local authorities and territorial health boards) to produce “local” Good Food Nation Plans with relevant authority Good Food Nation Plans due to be published on 1 April 2028. This plan will be Council wide and will include a number of service areas. An internal working group has been established and will reconvene when the guidance from Scottish Government is available. During 2026/27 we will work with other service areas to support the development of the Council wide action plan. Strategic Communications, Culture & Performance Strategic Communications Team Communication Plan to Support Budget Savings Initiatives Following the budget meeting in March 2026, a number of savings options to balance the budget were agreed. There are a number of these which will result in changes to the operation of frontline services and will require formal communications planning to ensure objectives are met, target audiences are reached, and key messages are provided effectively. In 2026/27 bespoke communications plans will be developed to support this activity in each service area. Communications Plans to Support Service changes – Operational support There is a growing number and diversity of service changes across the Council and the majority of these require strategic communications support to help ensure residents clearly understand what is changing, why the change is happening, and how it will affect their experience. By preparing communications plans in advance, the team ensures the Council is communicating in a way that is accessible, timely, and sensitive to the diverse needs of the people who rely on our services. Each plan will identify which users may be most impacted, tailor information so it is easy to understand, and choose the right channels. In 2026/27 we will work with Services across the council on the implementation of service delivery changes to deliver proactive, transparent, and consistent communications plans to minimise disruption, support users through the transition, and maintain trust by ensuring they feel informed. Arts & Heritage Team Glencairn House Work will continue to progress detailed exhibition design and content for the redevelopment of Glencairn House into a combined museum/library facility. Following design workshops and feedback, content was developed to support an ambitious heritage activity programme for Glencairn
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APPENDIX 2 House. Glencairn House will open to the public as a new state of the art library and museum. The completion was delayed from 2025 with handover anticipated spring 2026 and will mean the phased opening is expected June 2026. In 2026/27 we will continue to support this progress and will further progress the plans to support a programme of heritage engagement for Glencairn House. Strathleven Place In tandem with the Glencairn House redevelopment, planning will commence on the current Dumbarton Library building on Strathleven Place to be converted into a publicly accessible archive and collections store for the Council’s most important heritage objects and documents. In 2025/26 A&H progressed plans to review the storage areas and collections to prepare for the future decant to Strathleven House. In 2026/27 A&H in conjunction with our Assets colleagues will prepare and progress a plan for the mapping of storage and capacity and the safe relocation of all museums, fine art, local history & archival collections and the relocation of the Arts & Heritage team from Poplar Road to Strathleven Place. Launch public access to A&H collections Arts and Heritage have introduced two digitisation projects into the service in 2024-25 both of which significantly increase public engagement with the services’ museum, fine art, local history & archival collections. The Ancestry Project sees the digitisation of name rich archive resources for use in genealogy has been successfully completed. MODES replaces the previous ADLIB system and will provide public access to local collections, benefitting research and engagement with our resources, also allowing for the management and maintenance of collections records by the service. We have encountered technical issues which has delayed the launch of the public access to the collections. Our colleagues in ICT are working with the third party providers to agree a solution. In 2026/27 following the technical issues being resolved we will progress the launch of 10 databases plus access to Newspapers.com which will give online public access to local historical newspaper articles for the first time. Culture Collective Bid Creative Scotland are providing funding to establish a Culture Collective that brings together a wide range of local artists and community partners. The aim is to co-design and deliver a programme of cultural and artistic activity that strengthens local identity, supports creative practice, and responds to community needs. The proposed funding of around £200,000–£250,000 would enable us to commission artists, support community-led projects, and build the local infrastructure and resources needed to ensure meaningful long-term cultural development. In 2026/27 we will open dialogue with Creative Scotland and explore available funding to establish a Culture Collective for West Dunbartonshire over the coming years. Accreditation – Clydebank Museum
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APPENDIX 2 We will progress work to secure re-accreditation for Clydebank Museum through the Museum Galleries Scotland Museum Accreditation Scheme. Achieving this accreditation demonstrates that we meet nationally recognised museum standards, and supports our ability to access future funding streams, including those restricted to accredited museums. As part of the process, we must evidence compliance with key standards such as strong governance, robust collections management, high-quality public engagement, and effective care and preservation of collections. This renewal will ensure the museum remains well-positioned for ongoing development and future investment. Performance & Strategy Team Strategic Engagement In line with the Council’s Strategic Plan, to ensure our residents are engaged and empowered we will continue to review and strengthen our approach towards strategic engagement with a particular focus on increasing participation from seldom heard voices, improving how we feedback results to the community and partners, and exploring best practice with engagement tools. We will support the Council with budget consultations and continue to gather resident’s views through the Citizens Panel. In 2026/27 we will deliver on the ambitions of the Strategic Planning and Performance Framework and support the Council budget consultation 2027/28. Strategic Planning - 2027-2032 In line with the Council’s approach to strategic planning, work will begin in 2026/27 to identify key priorities for the next five years based on findings from the Strategic Needs Assessment (SNA). The Strategic Needs Assessment is a high-level document and a precursor to the engagement with key stakeholders to develop the new Strategic Plan which will set the vision and direction for Council services over the five- year period of 2027-2032. In 2026/27, we will deliver on the ambitions of the Strategic Planning and Performance Framework and we will progress the development of the Strategic Plan 2027-32. Reduce Performance & Strategy Team Resource The savings options agreed to deliver the 2026/27 budget have resulted in a resource reduction in the Performance and Strategy team. The P&S team is responsible for the Council’s core performance management, strategic planning, public performance reporting, benchmarking, consultation, equality duties and data analysis. The team enables the Council to meet key statutory obligations, including best value and Equality Act requirements, and supports Audit Scotland reporting and funding compliance. With major work on the Strategic Plan 2027-32 required beginning in 2026, reduced staffing will mean prioritising statutory duties, resulting in limited support for operational performance, continuous improvement and delivery planning across services. In 2026/27 we will progress plans to implement the revised team and service provision. Continuous Improvement
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APPENDIX 2 Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed CCF priorities for 2026/27. Appendix 1 sets out the action plan to address them. It also includes: • performance indicators and targets that will enable progress to be monitored and reported to stakeholders • strategic workforce actions to address workforce issues identified in the planning process; and • strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In identifying the relevant risks for 2026/27 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. 4. Resources Finance Citizen, Culture and Facilities has a revenue budget of £16.630m and no capital budget in 2026/27. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27 (£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27 (£m)
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APPENDIX 2 Performance & Strategy 0.266 - 0.266 0 Communications and Marketing 0.323 -0.022 0.301 0 Citizen Service 1.770 -0.221 1.549 0 Libraries 2.043 -0.011 2.032 0 Arts and Heritage 0.303 -0.060 0.243 0 Clydebank Town Hall 0.513 -0.170 0.343 0 Facilities Management 0.677 - 0.677 0 Building Cleaning 2.552 -0.262 2.290 0 Building Cleaning - PPP 1.104 -1.105 0 0 Facilities Assistants 2.903 -0.066 2.837 0 Events 0.113 -0.093 0.020 0 Catering Services 6.953 -0.958 5.994 0 School Crossing Patrollers 0.074 - 0.075 0 Total 19.601 -2.970 16.630 0 Employees Employee Numbers The headcount and full-time equivalent staff in each service area (as of 31st March 2026) are as follows: Service Area Headcount FTE Communications & Sales 5 5 Customer Services 39 32.4 Facilities Management (Including Town Hall) 564 358 Libraries 58 37.4 Arts & Heritage 4 3.5 Performance & Strategy 4 3.6
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APPENDIX 2 Absence in 2025/26 The quarterly absence statistics for Citizen, Culture and Facilities are shown below together with the Council average for the same periods for comparison. The figures have been higher than the Council average for 2025/26: Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Citizen, Culture and Facilities 8.78% 6.53% 9.47% 9.94% 20.34 COUNCIL WIDE TOTAL 6.17% 5.39% 7.2% 7.65% 14.38 TOTAL 674 439.9
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APPENDIX 2 Appendix 1: Action Plan 1. Our Communities Objective 2. Our residents health and wellbeing remains a priority Performance Indicator Target 26-27 Owner % of pupil medical dietary requests met 100% Sharon Jump % of pupils who take up free school meals (P1-7) 75% Sharon Jump Number of attendances per 1,000 population for indoor sports and leisure facilities 6200 John Anderson Action Due Date Owner Participate in the Council wide Good Food Nation Plan 31-Mar-2027 Sharon Jump Objective 3. Our residents are supported to increase life and learning skills Performance Indicator Target 26-27 Owner Total number of visits to funded and part funded museums and heritage centres (in person & virtual) 106,500 Lauren Crooks % of adults satisfied with museums and galleries 80% Lauren Crooks Total number of library visits (physical and virtual) 552,000 Stephen Daly Total number of library issues (physical and e-issues) 220,000 Stephen Daly % of adults satisfied with libraries 75% Stephen Daly
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APPENDIX 2 Action Due Date Owner Plan and agree heritage activity programme for Glencairn House 31-Mar-2027 Lauren Crooks Progress next phase of planning for future decant of WDC collections to Strathleven 31-Mar-2027 Lauren Crooks Launch public access to local history and archive collections 31-Mar-2027 Lauren Crooks Open dialogue with Creative Scotland to establish a Culture Collective for West Dunbartonshire 31-Mar-2027 Lauren Crooks Progress and gain re-accreditation for Clydebank Museum 31-Mar-2027 Lauren Crooks Embed new Libraries strategy. 31-Mar-2027 Stephen Daly Contribute to the planning, decant and relocation of Library Services to Strathleven Pl 31-Mar-2027 Stephen Daly Launch Glencairn House programme of Library activities. 31-Mar-2027 Stephen Daly Provide recommendations following Library Services consultation 31-Mar-2027 Stephen Daly Prepare for assessment under National Libraries Service Framework 31-Mar-2027 Stephen Daly 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Workforce Planning; Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2027 All Managers Workforce Planning; Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2027 All Managers Workforce Planning; 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 31-Mar-2027 All Managers
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APPENDIX 2 Action Due Date Owner Workforce Planning; Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2027 All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents Performance Indicator Target 26-27 Owner % of complaints received by the Council that are resolved at Stage 1 90% Stephen Daly % of complaints received by the Council that are resolved at Stage 2 10% Stephen Daly % of telephone calls answered within 3 minutes by Contact Centre as a proportion of all calls answered. 90% Stephen Daly % of telephone calls answered within 5 minutes by Repairs Contact Centre as a proportion of all calls answered. 90% Stephen Daly Residents satisfaction with Council services overall 70% Lauren Crooks Action Due Date Owner Embed new Contact Centre telephony platform. 31-Mar-2027 Stephen Daly Implement Contact Centre revised team and service provision 31-Mar-2027 Stephen Daly Following Facilities Management service redesign, embed new ways of working 31-Mar-2027 Sharon Jump Consider the options to develop an FM training academy and apprentice programme 31-Mar-2027 Sharon Jump Implement Performance & Strategy revised team and service provision 31-Mar-2027 Lauren Crooks Adjust West Dunbartonshire Leisure Trust management fee 31-Mar-2027 Amanda Graham
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APPENDIX 2 Risk Description Current Assessment Target Assessment Owner Risk of failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will. Stephen Daly Failure to effectively manage and learn from complaints There is a risk of damage to the Council's reputation. If complaints are not handled effectively, there can be an adverse effect on the public perception of the Council which can lead to a lack of trust in the services provided. Stephen Daly Objective 12. Our residents are engaged and empowered Performance Indicator Target 26-27 Owner % of residents who are satisfied with the Council website 80% Stephen Daly % of stage 1 complaints responded to within 5 working days. 100% Stephen Daly % of stage 2 complaints responded to within 20 working days. 100% Stephen Daly No. of transactions undertaken online 59,000 Stephen Daly % of residents who feel the Council communicates well with them 60% Lauren Crooks Action Due Date Owner Upgrade Content Management System 31-Mar-2027 Stephen Daly Review website accessibility to ensure it complies with regulations 31-Mar-2027 Stephen Daly
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APPENDIX 2 Action Due Date Owner Progress plan to enhance intranet accessibility 31-Mar-2027 Stephen Daly Develop a communication plan to support budget savings initiatives for 26/27 31-Mar-2027 Lauren Crooks Prepare a communications plan to support service changes 31-Mar-2027 Lauren Crooks Support the West Dunbartonshire budget consultation for 27/28 31-Mar-2027 Lauren Crooks Deliver on the ambitions of the Strategic Planning and Performance Framework 31-Mar-2027 Lauren Crooks Progress the development of the Strategic Plan 2027-32 31-Mar-2027 Lauren Crooks Risk Description Current Assessment Target Assessment Owner Risk of Ineffective Communications / Reputation Risk Ineffective use of corporate communication channels may result in messages that are inconsistent with authorised responsibilities or established performance measures. Employees without intranet access or email access may not receive communications. Not effectively managing corporate responses to adverse events may lead to an erosion of the Council's reputation. Lauren Crooks