Item 9 - 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.
Some pages contain no extractable text. They may be blank, graphics or scanned pages. OCR has not been applied.
Page 1
2026-27 DELIVERY PLAN People and Technology ITEM 9 - APPENDIX 2
Page 2
Contents 1. Introduction ............................................................................................................................................................................2 2. Performance Review .............................................................................................................................................................2 3. Strategic Assessment ............................................................................................................................................................6 4. Resources ........................................................................................................................................................................... 14 Appendix 1: Action Plan ................................................................................................................................................................. 17
Page 3
1. Introduction People and Technology comprise a wide range of services covering Strategic HR, Organisational Development, Change and Digital, ICT, Transactional Services (HR advice, pensions and pay), Health, Safety and Risk and Organisational Resilience. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues 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 bi-annually, at mid-year and year-end. 2. Performance Review The 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; • National Digital Office programmes; • Cabinet Office and Scottish Government Security compliance and guidance; and • Continuous Improvement. This review highlighted our key achievements and challenges in 2025/26. These are summarised below. Key Achievements 2025/26 Transactional Support • Completed annual payroll audit and associated corrections. • Processed Local Government Employees; Teachers and Chief Executive pay awards inclusive of significant and complex arrears element. • Processed backdated salaries for a number of large-scale restructures and evaluations with complex arrears. • Implemented new Disclosure Scotland Act requirements Council wide.
Page 4
• Continued improvements and development of all HR and Payroll online forms and automation efficiencies from associated systems. • Supporting the implementation of Resource Booker for Facilities Management Service. • Implementation of HR21 upgrade to V5 with associated online training. • Continued development of online forms across new process areas, enhancing data consistency and streamlining the data collection and processing workflows. • Continued cross-training teams across multiple functions, enhancing team resilience against a backdrop of reduced resources and increased workload. ICT • Completed the Scottish Wide Area Network (SWAN2) project by installing fit for future bandwidth at 80 Council sites including upgrading the main data centre and internet lines. • Upgraded main core network switches at Aurora data centre alongside installation of new firewalls to enhance security and improve data throughput across the Council network. • Implemented new telephony platform. The project has been highly successful, with all Council landline numbers migrating to the new BT cloud solution. As part of the project, a new Council Contact Centre is now operational, providing enhanced functionality that will improve communication with citizens. • Completed Multi-Function Device (MFD) project by deploying new machines across Council offices. • Introduced cross-organisation network access for NHS employees in Council buildings. • Migrated Corporate and Education services to Microsoft 365 technology. • Introduced Artificial Intelligence (AI) tools CoPilot and MS Teams Transcription across the Council. • Implemented a new Cyber Incident and Response System to enhance protection of Council infrastructure. • Introduced a new live chat support feature to connect users to ICT support analysts in real-time. • Upskilled ICT employees with industry-standard training in infrastructure, 365, applications, device, and cyber security fields. • Restructured ICT service to ensure SOM compliance and service delivery improvements. • Provided work placements in ICT for young citizens of West Dunbartonshire via W4U Thrive and Education Career Ready programmes. People and Change • Funding secured and work commenced on development of Council Data Strategy; the strategy will provide a foundation and roadmap for data to be used as a strategic asset and unlock insights that have been blocked due to siloed, legacy systems.
Page 5
• New approach to Fit for Future launched with a focus on corporate processes. • Content of Learning and Development programme reviewed and average rating from participants was 4.7 out of 5. • Health and Safety enhanced H&S committee reports with improved data and visuals, completed occupational noise risk assessments, and delivered service audits against WDC Safety Management Standards. • Promotion of Paid Work placements within Council services has resulted in entry level talent pool in a number of key services. Business Resilience • Supported a range of minor events and major incidents across the local area, working in support of multi-agency partners. • Organised & facilitated Control of Major Accident Hazards (COMAH) exercises for WDC three COMAH Sites. • Refreshed business continuity arrangements, working closely with services in focus group scenarios. • Completed installation of a second antenna, phase 2 of the Raynet communications coverage, the first of its kind in Scotland, and providing resilient communications in the event of an emergency/incident resulting in power outage. Key Challenges in 2025/26 Resilience/ Capacity Challenges • Across People and Technology, there are a range of challenges linked to a continuing and increased demand for support, and a reliance on technology which is anticipated to be an ongoing pressure in future years. The workforce levels are now outstripped by service demands. Over the last few years, we have encouraged services to become more self-reliant by introducing self-serve and developing automation of key processes to promote efficiency in time-consuming tasks, however, buy-in from wider service areas has been slow. Similarly, the take up of service champions to assist with key priorities, such as digital transformation, has been a challenge with significant improvement required to support change. In 2026/27 we will continue to promote automation and self-reliance. Transactional Services Challenges • Operational demands with restructuring and evolution of the Council establishment requires increased input and associated transactional processing from small Council wide supporting teams. • HMRC statutory requirements for Salary Sacrifice Payrolling creating more work. • Employment Rights Act will significantly change the operational requirements and associated employment rights with HR and Payroll system updates required.
Page 6
• Introduction of iConnect reporting for Teachers’ pension scheme to Scottish Public Pension Agency. • Demands on operational centres of expertise are increasing, with statutory requirements taking priority. However, ongoing Council transactional demands persist, creating pressure and conflicts that require service expectations to be re-evaluated. • CAS is experiencing a significant loss of talent, creating critical capacity gaps. Internal movement and limited internal applicant pools mean that most new recruits are external, resulting in longer onboarding and training periods. This impacts service continuity and increases the risk of delays in operational delivery during peak periods. Recruitment is underway, but the dependency on external hires prolongs the time required to restore full capability. People and Change Challenges • Ongoing financial pressures are driving increased restructures, placing further strain on Strategic HR; while mitigations and digital improvements are in place, significant changes arising from the Employment Rights Bill add complexity and will significantly limit wider service development, as already seen with the People First strategy. • The change in focus of Fit for Future to corporate processes, will identify efficiencies in the process for managers however it is anticipated that the improvements relating to data and insights will assist in policy compliance, in turn this may increase demand on the Strategic HR further. To mitigate against this, part of the review includes reviewing the supports in place that enable managers to self-serve. • While there is increasing demand for digital solutions, limited corporate capacity and operational pressures mean there is a risk that employees do not develop the skills needed to use these tools effectively; services embedding digital skills development into workforce planning is key to ensuring value is realised. • Health & Safety will work to maintain visibility and require support and commitment from senior management whilst looking to ensure compliance with statutory and legislative requirements and cross skilling the team members to improve service resilience. • The People and Change team continues to face significant pressure from the pace and volume of organisational change, including supporting employee wellbeing, skills development and engagement alongside major Council-wide initiatives such as Microsoft 365 rollout, restructures, all within a context of limited resources and increasing workload. These factors are impacting employee wellbeing, engagement and industrial relations, intensifying the role of the team, and creating a retention risk for Strategic HR as team members can progress to external roles that may offer fewer pressures and greater resources.
Page 7
ICT Challenges ▪ Cyber security risk: Managing an increasingly complex threat landscape, including modern cyber-attacks alongside traditional risks such as physical access breaches, social engineering and impersonation. This requires a layered approach spanning technology, processes and workforce awareness. ▪ Resource constraints and service delivery: Reduced ICT resources require adjustments to the service delivery model with improved technology allowing capacity to be directed. There is still a reliance on capital-funded roles to support service-led projects. From 31 March 2026, ICT resources will reduce further, leaving a single 3rd Line Network Analyst to respond to critical incidents such as network outages. During these incidents there are options to allocate network support resources from other ICT teams. ▪ Hybrid working pressures: Ensuring laptops are regularly returned onsite and connected to the internal network to maintain security and device health. Sustained growth in demand for ICT support and technology to enable hybrid working, alongside delivery of appointment-based support, service desk telephones, live chat and walk-up Tech Bar. ▪ Data resilience and cost pressures: Defining and maintaining robust backup strategies while managing data growth and storage costs during a period of heightened cyber threat and ongoing budget constraints. ▪ Revenue cost growth: Increasing revenue pressures as suppliers continue to move from capital-based licensing models to recurring revenue-funded arrangements. ▪ Skills and training: Significant challenges in maintaining appropriate technical and cyber skills following a 60% reduction in the central ICT training budget. This has increased reliance on external government cyber funding and free training resources to sustain industry-standard capability across the ICT workforce. Resilience • The power resilience exercise has been delayed as some tasks have taken longer than anticipated to complete due to competing priorities. 3. Strategic Assessment The People and Technology management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2026/27. These are summarised below. Key Factors
Page 8
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 People & Technology, 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 clients, employees and our 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. Within People and Technology budgets identified as being more susceptible to fluctuations include; ICT Computer Software, due to technological updates, enhancements, security updates, integration, user base growth, regulatory compliance and inflation. Transactional Support Automation of Processes and Information Provision Many employees across the Council are employed in manual processes and information provision, such as processing invoices and updating transactional spreadsheets. Many such processes can be automated, providing benefits such as faster service delivery, improved quality and greater flexibility, as well as enabling employees to refocus on more complex and meaningful tasks rather than those that are repetitive and mundane. Progress on this action will be reported within Resources Delivery plan. Payroll
Page 9
It is critical to ensure that employees are paid contractual and non-contractual payments accurately, in accordance with Terms and Conditions of service, and in a timely manner. In 2026/27 we will continue to ensure compliance with all statutory requirements and timelines. Annual actions include payroll audit and implementation of statutory payroll changes. Review Leadership Support following transfer to CAS The savings options agreed to deliver the 2026/27 budget have resulted in a review of the Leadership Support Team. The Leadership Support Team provides administrative and personal assistant support to the Chief Executive and Chief Officers of the Council. There are synergies between the work of the Leadership Support Supervisor and that of Corporate Administrative Support Team Leaders. Additionally, the introduction of AI-enabled transcribing of meetings and other digital solutions is likely to reduce demand in Leadership Support Team, enabling the streamlining of work. The team has now transferred to the Corporate Administrative Support, in advance of the saving option to reduce the number of Supervisor/Team Leader posts required. ICT The Council faces rapid technological change alongside ongoing budgetary and resource constraints. Demand for ICT services continues to grow, driven by: ▪ Rising citizen expectations for digital access and efficient services ▪ Financial pressures requiring cost-effective solutions ▪ Strategic transformation objectives across all service areas Infrastructure and Technology The Council has invested heavily in Microsoft 365 cloud services and has made significant progress on associated projects throughout 2025/26. Phase 1 service areas have been migrated to SharePoint and OneDrive, and the main deliverable in 2026/27 is to complete migration for the remaining Council services and partner organisations Valuation Joint Board (VJB) and Health and Social Care Partnership (HSCP). During 2026/27, our improvement programme will continue with the replacement of infrastructure switches at Council sites. This project will enhance network performance throughout each upgraded site. In addition, wireless technology will be upgraded further to deliver Wi‑Fi 6 capability across Council locations. Cloud technology will continue to gather pace throughout the year as the Council strengthens resilience and implements improved backup and disaster recovery arrangements.
Page 10
Cyber Security As reliance on digital technology continues to grow, so does the importance of protecting the systems and data that support vital Council services. Local government is increasingly a target for cyber threats, and the organisation is committed to staying ahead of these risks. The Council has made significant investments in cyber security, both in technology and in training for employees to safeguard sensitive information and ensure the continuity of services that citizens rely on every day. This includes protecting personal data and the digital infrastructure that underpins all Council technology. To improve security and lower cyber-attack risks, the Council has implemented a Managed Detection and Response (MDR) system. This upgrade boosts cyber protection, enables new logging strategies through 2026/27, and supports ongoing infrastructure security. AI Adoption and Future Strategy The Council is accelerating the integration of Artificial Intelligence (AI), automation, and advanced machine learning to enhance efficiency and resilience. AI tools such as Copilot are becoming standard across service areas with adoption increasing, providing virtual assistance as resources tighten and workloads grow. Key Developments: • Enhanced Copilot 365 versions will be deployed in 2026/27, enabling employees to streamline processes and boost productivity. • Next generation AI Agents will be explored by People and Technology teams. These intelligent systems can autonomously perceive, reason, make decisions and act to complete tasks often without direct employee intervention, unlocking further automation opportunities. Strategic Impact of AI use: • Improved operational efficiency and resilience. • Reduced manual workload for employees. • Foundation for future innovation through autonomous AI-driven processes. ICT Device Review Project ICT will undertake the annual device review project for PCs, laptops, and mobile phones that are reaching end of life and or 5- year refresh point as per the ICT Strategy 2023-28. In 2026/27 we will complete review of devices due to be replaced and plan for significant Chromebook device replacement throughout Education for 2027/28.
Page 11
ICT Resources The savings measures agreed to deliver the 2026/27 budget have resulted in further reductions in ICT resources, leading to continued loss of experience, skills, and knowledge within the team. ICT provides centralised services across the Council and its partners, including the HSPC, West Dunbartonshire Leisure Trust, and the VJB. These services include the delivery and support of network infrastructure, enabling hybrid access to critical business systems such as finance, social care, and housing. Additionally, ICT supports all schools and early years establishments to ensure technology for learning and teaching is maintained, assisting teachers and young people in achieving educational outcomes. The reduction in resources will inevitably lead to changes in service delivery and longer response times to outages. In 2026/27, ICT will continue to review team structures and adjust service provision to align with reduced capacity, while prioritising critical services and maintaining compliance with security and operational standards. Progress will be reported within ICT Workforce Plan. People and Change Fit for Future Reviews (FfF) and People First Strategy A new approach to Fit for Future was adopted in 2025/26 with a particular focus on corporate processes, the first of which was sickness absence. This is in line with the next stage of the employment life cycle outlined in the People First Strategy i.e. retention and development and will be the focus of strategy work in 2026/27. Using the same range of service design tools, the corporate focus will mean that efficiencies can be achieved across the Council with data being utilised to measure where the efficiencies arise and the associated saving. In relation to sickness absence, it is anticipated that duplication of effort will be identified and removed, online forms will be improved and changes to further aid managers to effectively self service will be identified. Furthermore, opportunities to utilise AI will also be explored as will ways to improve the data insights gathered on sickness absence. Over time, as more processes are reviewed a clear path will be visible as to where the changes have had an impact. This approach also means that the benefit will be realised Council wide and aid services in identifying where similar improvements and changes could be adapted for their own processes, essentially providing a blueprint for change. Enhancing Digital Service Delivery Following the completion of the People and Change restructure in 2025/26, Strategic HR is prioritising digital service improvements to offset reduced team capacity, including greater self‑service for managers, expanded use of automation and AI, improved intranet content, and increased channel shift towards a chatbot as the first point of contact. These changes are
Page 12
intended to free capacity to focus on high‑demand areas such as restructures linked to savings, complex employee relations cases, and upcoming Employment Rights Bill changes, whilst activity post restructure in the OD team will concentrate on core service delivery. Health & Safety The team will continue to target the ongoing delivery of our annual H&S plan as, through this, we have identified the necessary priorities for the team to ensure ongoing Council compliance with statutory requirements and best H&S practice. Poor H&S practice creates significant risk for the Council both in terms of financial and reputational damage. Work will continue through this programme of delivery to ensure that the team are cross skilled in key areas of work to support team resilience, particularly in relation to Health Surveillance. Transformation and Continuous Improvement Digital Transformation Key areas for the coming year will be the continued roll out of Microsoft 365, whereby ICT and the Change and Digital teams will work jointly to support services with sound structures and best practice as they migrate to M365 collaboration services (MS Teams, SharePoint and OneDrive). In addition, work to build the data skills and knowledge in the Council will continue with the Change and Digital team promoting learning opportunities available through Scottish Government’s Digital Skills Academy and other providers as appropriate. This work will be strengthened by the development of a Data Strategy which will provide the foundations needed to ensure that data is used as a strategic asset in the Council and leveraged to inform decision making, ensuring that the insights gained from data within the Council are meaningful and evidence based. Work will continue through the workforce planning process to ensure that services are continuing to consider development needs in relation to data and digital solutions. The level of resource available to progress this work Council wide will likely have an impact on the pace of change and whilst some digital solutions can be implemented quickly, there is a risk that the realisation of benefits could be hampered if services don’t drive forward changes in behaviour. Support will remain available through the continued roll out of M365/Sharepoint and by ensuring that the work of the Change and Digital team is visible, will demonstrate how service design can be used to drive forward change and provide a blueprint through the Fit for Future programme. This will be complemented by the work being undertaken nationally by Society of Local Authority Chief Executives and Senior Managers SOLACE/Improvement Service with regards to the ‘Digital 2 Be State’ for local government in Scotland.
Page 13
The work will be further strengthened through the development and implementation of the Data Strategy which will provide the foundations to ensure that services are able to maximise the insights gained from data and remove barriers created by legacy systems. We will also continue to support development of the Workforce Management System (WMS) to aid wider process and digital transformation and continue to develop automations within transactional processes through collaborative practice, service design and maximising digital practice. Technology is developing quickly and the Council needs to ensure that they keep pace in order to capitalise on the benefits this brings to service improvement, costs and delivery. This must be looked at collaboratively with users and employees to ensure understanding, best practice and skills required. In 2026/27 we will continue to progress our plan to mainstream digital transformation across the Council. Corporate Training Budget The savings options agreed to deliver the 2026/27 budget have resulted in a reduction to the Council's corporate training budget. It funds workforce development activities such as i-learn modules, leadership programmes (Modern Leaders, Inspiring Leaders), and digital tools. In addition, it supports specific needs including retraining displaced employees and service-driven requests identified through workforce planning. The reduction of £15,000 reduces the level of support available. Business Resilience Service Core Plans The Civil Contingencies Officer has continued to support West Dunbartonshire’s resilience planning, and response arrangements to ensure adequate officers are trained at all levels throughout the Council and HSCP to support the Council’s response to any incident within West Dunbartonshire. Various plans have been developed and are reviewed annually; these assist with the Councils readiness to respond to emergencies and other unplanned events. In 2026/27 we will continue to maintain and manage the review process for Council & HSCP Core Plans, this will include an exercise to test the draft incident response plan for relocation of residents following evacuation in care homes. Business Continuity This includes managing the Council and HSCPs Business Continuity Plans (BCPs), this process is typically reviewed on an annual basis or following an incident or an event to ensure they remain fit for purpose. All BCPs essentially feed into the Strategic Business Continuity plan to provide reassurances to Chief Executive and Chief Officers that essential services have been considered, and adequate risk measures are put in place to minimise disruption. In 2026/27 an updated Business Impact Analysis (BIA) will be added, this will produce a definitive list of all Council & HSCP Essential Services, in order of priority.
Page 14
Incident Stand Down guidance will also be included in this iteration. CCS will continue to Manage and oversee the Business Continuity Process for the Council and HSCP. Power Resilience Power Resilience differs from Business Continuity Planning due to the complexities surrounding this risk. The aim of this work is to provide a robust and tested framework for the Council’s Power Resilience arrangements to a National Electricity Transmission System (NETS) failure incident. The purpose of this work is to provide confidence to the Chief Executive and Chief Officers that service managers have considered this risk, applied mitigation measures and raised awareness across their service, especially with employees. In 2026/27 we will introduce a new system to prioritise all Council & HSCP Essential Services, along with a new template to capture them. New Assurance Checklists will detail how each Service will aim to deliver each Essential Service, and at the same time prioritising those most at risk / vulnerable within our community. In 2026/27 we will continue to develop the Council and HSCP response and power resilience arrangements, including processing the testing of the Council/ Raynet project, which includes the installation of two antenna in the local area. A suite of documents to manage and support this response, is also required. Continuous Improvement 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 P&T priorities for 2025/26. 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,
Page 15
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 People and Technology have a net revenue budget of £11.289m and a capital budget of £0.954m in 2026/27. A breakdown by section is set out below. A significant amount of budget allocated to ICT covers centralised systems. 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) Transactional 1.083 -0.051 1.032 0 Strategic People & Change 2.062 -0.056 2.006 0.108 ICT 5.986 -0.521 5.465 0.850 Central Admin Support 2.865 -0.078 2.786 0 Total 11.995 -0.706 11.289 0.954 Employees Employee Numbers The headcount and full-time equivalent employees in each section (as of 31st March 2026) are as follows: Service Area Headcount FTE Business Support (Corporate Admin Support, HR & Payroll Service Centre) 113 (HR: 23; CAS: 90) 100 (HR: 20.8; CAS: 79.2)
Page 16
Absence in 2025/26 The quarterly absence statistics for People and Technology are shown below together with the Council average for the same periods for comparison. The figures for People and Technology have been lower than the Council average throughout 2025/26. Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee P&T Service 1.75% 0.26% 1.15% 1.33% 2.95 COUNCIL WIDE TOTAL 6.17% 5.39% 7.2% 7.65% 14.38 People & Change (Strategic HR, H&S, Risk, Change, OD & Digital) 29 27.2 ICT 55 51.2 TOTAL 197 178.4
Page 17
No embedded text on this page.
Page 18
Appendix 1: Action Plan 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Performance Indicator 2026/27 Target Owner Percentage of ICT helpdesk incidents fixed with half day of being logged. 75% James Gallacher % of our workforce who have declared a disability 2.2% Louise Hastings % of our workforce who have stated they are LGBT 2.5% Louise Hastings % of our workforce who are from a black minority ethnic group 1% Louise Hastings Disability pay gap 10% Louise Hastings The percentage of the highest paid 5% employees who are women 50% Louise Hastings Gender pay gap 3% Louise Hastings Percentage of Council employees who agree or strongly agree that in general, they feel valued in their role at WDC 75% Louise Hastings % employee attendance improvement rate (teachers & local govt.) 1% Louise Hastings
Page 19
Action Due Date Owner Further secure the next phase of the Council’s technology infrastructure 31 Mar 2027 James Gallacher Implement next phase of Microsoft 365 SharePoint & One Drive 31 Mar 2027 James Gallacher Develop further cyber logging strategies to support MDR technology 31 Mar 2027 James Gallacher Review and explore next generation technologies including AI agents 31 Mar 2027 James Gallacher Complete review of devices due to be replaced 31 Mar 2027 James Gallacher Maintain and manage the review process for Council & HSCP Core Plans 31 Mar 2027 Scott McFarlane Manage and oversee the Business Continuity Process for the Council and HSCP 31 Mar 2027 Scott McFarlane Continue to develop the Council and HSCP response and power resilience arrangements 31 Mar 2027 Scott McFarlane Review Leadership Support function, identify improvements and implement changes 31 Mar 2027 Arun Menon Work jointly with Strategic People & Change to implement changes arising from ERA 2025 31 Mar 2027 Arun Menon Progress the plan to mainstream digital transformation across the Council 31 Mar 2027 Louise Hastings Prioritise digital improvements to Strategic HR service delivery 31 Mar 2027 Louise Hastings 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
Page 20
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 Risk Description Current Assessment Target Assessment Owner Workforce Management System not fit for purpose There is a risk that the WMS system is not fit-for-purpose thereby requiring manual workarounds restricting the level of automation impacting on efficiencies Arun Menon Challenges in protecting the Health and Safety of Employees and Others Failure to meet the Council’s duty to protect the health, safety and welfare of its employees and other people who might be affected by its business Louise Hastings Complexities in ensuring an appropriately resourced and resilient workforce Failure to ensure that there is an appropriately resourced and resilient workforce in place to meet future organisational needs, in effectively executing the Council’s 2022-27 Strategic Plan. Louise Hastings Threat of Cyber-attack Data, systems and/or infrastructure are impacted as result of security attacks which are increasing in number at a time when this threat is already placing demands on resources to deliver increased levels of security controls. James Gallacher
Page 21
Risk Description Current Assessment Target Assessment Owner Keeping abreast of developments in the innovative use of Information Technologies Failure to keep pace with changing technology environment James Gallacher Objective 11. Our Council is adaptable and focused on delivering best value for our residents Action Due Date Owner Implement statutory payroll changes 31 Mar 2027 Arun Menon Undertake annual payroll audit 31 Mar 2027 Arun Menon Review leadership support and explore transfer to CAS 31 Mar 2027 Arun Menon Implement the Fit for Future review of Sickness Absence process and procedure 31 Mar 2027 Louise Hastings Continue to embed key Health and Safety practices. – Prioritise cross skilling in and developing team knowledge of Health Surveillance. 31 Mar 2027 Louise Hastings Implement reduction in Corporate Training Budget 31 Mar 2027 Louise Hastings
Page 22
No embedded text on this page.