Item 11 - Resources 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 - Resources Committee: Corporate Services Committee 27 May 2026 Subject: Resources Delivery Plan 2025/26 - Year-end Progress & Resources 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. 4.3 The progress of the Plan’s 18 actions is summarised below: Progress No. (%) Completed 16 (89%) Overdue 2 (11%) ITEM 11
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4.4 The overdue action relates to the following and will be carried forward and completed in 2026/27: • Complete the redevelopment of Glencairn House - 95% 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 - 91% complete. 4.5 Year-end data is available for nine of the Plan’s 20 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 9 of 9 (100%) Performance Over Time (As one of the nine PIs is new for 2025/26, this section relates to eight PIs) No. (%) Improved over short term (or maintained high level of performance) 6 of 8 (75%) Improved over longer term (or maintained high level of performance) 6 of 8 (75%) 4.6 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 4.7 The 2026/27 Delivery Plan is set out at Appendix 2. 4.8 Key priorities include: • delivering sustainable, quality services within the context of significant financial challenges • implementing a new financial management system • 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 • progressing the disposal of key strategic sites • maximising rental income from the Council’s non-operational property portfolio • reviewing non-domestic rates of the Council’s operational property portfolio • completing the Artizan redevelopment • completing 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
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• progressing the implementation of the Global Internal Audit Standards and CIPFA’s Code of Practice for the Governance of Internal Audit in UK Local Government within the internal audit team’s methodologies and processes • progressing a shared service internal audit service 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 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 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. Chief Officer: Laurence Slavin Service Area: Resources Date: 30 April 2026 _____________________________________________________________
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Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Resources Delivery Plan 2025/26 - Year-end Progress Appendix 2: Resources Delivery Plan 2026/27 Background Papers: Resources Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Resources Delivery Plan 2025/26 Mid-year Progress - Corporate Services Committee, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All