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West Dunbartonshire Council · 1 February 2023
Back to Corporate Services Committee — 1 February 2023 and its agenda

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Agenda
Corporate Services Committee
Date: Wednesday, 1 February 2023
Time: 14:00
Format: Hybrid Meeting
Contact:   Ashley MacIntyre, Committee Officer
ashley.macintyre@west-dunbarton.gov.uk
Dear Member
Please attend a meeting of the Corporate Services Committee as detailed above.
Members will have the option to attend the meeting remotely or in person at the Civic
Space, 16 Church Street, Dumbarton.
The business is shown on the attached agenda.
Yours faithfully
PETER HESSETT
Chief Executive
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Distribution:-
Councillor Daniel Lennie (Chair)
Councillor Karen Conaghan
Councillor Ian Dickson
Councillor David McBride
Councillor Jonathan McColl*
Councillor James McElhill
Councillor Michelle McGinty (Vice-Chair)
Councillor June McKay
Councillor Lawrence O’Neill
Councillor Martin Rooney
Councillor Gordon Scanlan
Councillor Clare Steel
*Membership effective from 2 February 2023
Chief Executive
Chief Officers
Date of issue:  19 January 2023 
Audio Streaming
Audio recordings of the meeting (including the attendance or contribution of any party
participating or making a contribution) will be published on the Council’s website and
the Council’s host’s webcast/audio stream platform.
You should be aware that the Council is a Data Controller under the General Data
Protection Regulation.  Data collected during this audio stream will be retained in
accordance with the Council’s Privacy Notice and Retention Schedules including, but
not limited to, for the purpose of keeping historical records and making those records
available via the Council’s internet site.
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CORPORATE SERVICES COMMITTEE
WEDNESDAY, 1 FEBRUARY 2023
AGENDA
1 STATEMENT BY CHAIR – AUDIO STREAMING
2 APOLOGIES
3 DECLARATIONS OF INTEREST
Members are invited to declare if they have an interest in any of the items of
business on this agenda and the reasons for such declarations.
4 RECORDING OF VOTES
The Committee is asked to agree that all votes taken during the meeting be done
by roll call vote to ensure an accurate record.
5 MINUTES OF PREVIOUS MEETING 7 - 11
Submit for approval as a correct record, the Minutes of Meeting of the Corporate
Services Committee held on 2 November 2022.
6 MINUTES OF JOINT CONSULTATIVE FORUM 13 - 16
Submit for information and where necessary ratification, the Minutes of Meeting of
the Joint Consultative Forum held on 1 December 2022.
7  OPEN FORUM
The Committee is asked to note that no open forum questions have been
submitted by members of the public.
8 CORPORATE SERVICES BUDGETARY CONTROL REPORT  17 - 41
TO 30 NOVEMBER 2022 (PERIOD 8)
Submit report by the Chief Officer – Resources advising on the performance of the
Corporate Services budget for the period to 30 November 2022.
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9 PREGNANCY LOSS SCHEME 43 - 61
Submit report by the Chief Officer – People and Technology informing of
the development of a Pregnancy Loss Scheme and seeking approval for
implementation.
10 WORKFORCE PLANNING STRATEGY AND FRAMEWORK 63 - 99
2022-27
Submit report by the Chief Officer – People and Technology seeking approval of
the revised Workforce Planning Strategy and Framework.
11 CITIZEN, CULTURE AND FACILITIES 2022/23 DELIVERY 101 - 108
PLAN INTERIM PROGRESS
Submit report by the Chief Officer - Citizen, Culture and Facilities setting out the
interim progress of the Citizen, Culture and Facilities Delivery Plan 2022/23.
12 PEOPLE AND TECHNOLOGY 2022/23 DELIVERY PLAN 109 - 121
INTERIM PROGRESS
Submit report by the Chief Officer – People and Technology setting out the interim
progress of the People and Technology Delivery Plan 2022/23.
13 REGULATORY AND REGENERATION 2022/23 DELIVERY 123 - 132
PLAN INTERIM PROGRESS
Submit report by the Chief Officer – Regulatory and Regeneration setting out the
interim progress of the Regulatory and Regeneration Delivery Plan 2022/23.
14 RESOURCES 2022/23 DELIVERY PLAN INTERIM PROGRESS 133 - 139
Submit report by the Chief Officer – Resources setting out the interim progress of
the Resources Delivery Plan 2022/23.
15 SUPPLY, DISTRIBUTION AND PROPERTY 2022/23 DELIVERY  141 - 145
PLAN – CORPORATE PROCUREMENT UNIT INTERIM
PROGRESS
Submit report by the Chief Officer – Supply, Distribution and Property setting out
the interim progress of the Corporate Procurement Unit priorities within the Supply
Distribution and Property Delivery Plan 2022/23.
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16 KING’S CORONATION 2023 147 - 149
Submit report by the Chief Officer – People and Technology providing an update
on the proposed approach in respect of the King’s Coronation on Monday 8 May
2023.
17 STRATEGIC RISKS 2022-27 151 - 173
Submit report by the Chief Officer – People and Technology providing an update
on the strategic risks for 2022-27.
18 PEOPLE AND TECHNOLOGY SPEND 2023/24 175 - 186
Submit report by the Chief Officer – People and Technology providing a detailed
breakdown of the planned People and Technology spend for both capital and
revenue new and existing contracts valued above £10,000 and seeking approval
to procure and contract for the required goods and services.
19 CASH RECEIPTING SYSTEM 187 - 189
Submit report by the Chief Officer – Resources seeking approval to make a direct
award under the KCS Managed Services for Business Framework for the cash
receipting system and the call secure module for West Dunbartonshire Council.
20 WRITE-OFF OF NATIONAL NON DOMESTIC RATES 2022/23 191 - 197
Submit report by the Chief Officer – Resources recommending for approval the
write-off of debts in respect of National Non-Domestic Rates (NNDR), which have
been deemed as irrecoverable during the financial year 2022/2023.
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CORPORATE SERVICES COMMITTEE
At a Hybrid Meeting of the Corporate Services Committee held in the Civic Space,
16 Church Street, Dumbarton on Wednesday, 2 November 2022 at 2.00 p.m.
Present: Councillors Karen Conaghan, Ian Dickson, Diane Docherty,
Daniel Lennie, David McBride, Michelle McGinty, June McKay,
Lawrence O’Neill, Martin Rooney and Clare Steel.
Attending: Angela Wilson, Chief Officer – Supply, Distribution and Property;
Alan Douglas, Chief Officer – Regulatory and Regeneration;
Amanda Graham, Chief Officer – Citizen, Culture and Facilities;
Laurence Slavin, Chief Officer – Resources; Victoria Rogers,
Chief Officer – People and Technology; Arun Menon, Business
Support Manager; Annabel Travers, Procurement Manager;
Adrian Gray, Finance Business Partner; Lisa MacGregor,
People and Change Partner and Ashley MacIntyre and Nicola
Moorcroft, Committee Officers.
Apologies: Apologies for absence were intimated on behalf of Councillors
James McElhill and Gordon Scanlan.
Councillor Michelle McGinty in the Chair
STATEMENT BY CHAIR – AUDIO STREAMING
Councillor McGinty, Chair, advised that the meeting was being audio streamed and
broadcast live to the internet and would be available for playback.
DECLARATIONS OF INTEREST
It was noted that there were no declarations of interest in any of the items of
business on the agenda.
RECORDING OF VOTES
The Committee agreed that all votes taken during the meeting be done by roll call
vote to ensure an accurate record.
ITEM 5
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MINUTES OF PREVIOUS MEETING
The Minutes of Meeting of the Corporate Services Committee held on 17 August
2022 were submitted and approved as a correct record.
MINUTES OF JOINT CONSULTATIVE FORUM
The Minutes of Meeting of the Joint Consultative Forum held on 8 September 2022
were submitted and all decisions contained therein were approved.
OPEN FORUM
The Committee noted that no open forum questions had been submitted by
members of the public.
CITIZEN, CULTURE AND FACILITIES DELIVERY PLAN 2022/23
A report was submitted by the Chief Officer – Citizen, Culture and Facilities providing
the Citizen, Culture and Facilities Delivery Plan 2022/23.
After discussion and having heard the Chief Officer – Citizen, Culture and Facilities
in further explanation of the report, the Committee agreed to note the contents of the
Delivery Plan as outlined in Appendix 1 to the report.
PEOPLE AND TECHNOLOGY DELIVERY PLAN 2022/23
A report was submitted by the Chief Officer – People and Technology providing the
People and Technology Delivery Plan 2022/23.
After discussion and having heard the Chief Officer – People and Technology in
further explanation of the report and in answer to Members’ questions, the
Committee agreed to note the contents of the Delivery Plan as outlined in Appendix
1 to the report.
REGULATORY AND REGENERATION DELIVERY PLAN 2022/23
A report was submitted by the Chief Officer – Regulatory and Regeneration providing
the Regulatory and Regeneration Delivery Plan 2022/23.
After discussion and having heard the Chief Officer – Regulatory and Regeneration
in further explanation of the report and in answer to Members’ questions, the
Committee agreed to note the contents of the Delivery Plan as outlined in Appendix
1 to the report.
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RESOURCES DELIVERY PLAN 2022/2023
A report was submitted by the Chief Officer – Resources providing the Resources
Delivery Plan 2022/23.
After discussion and having heard the Chief Officer – Resources in further
explanation of the report and in answer to a Member’s questions, the Committee
agreed to note the contents of the Delivery Plan as outlined in Appendix 1 to the
report.
SUPPLY, DISTRIBUTION AND PROPERTY DELIVERY PLAN 2022/23
A report was submitted by the Chief Officer – Supply, Distribution and Property
providing the Corporate Procurement Unit priorities within the Supply Distribution
and Property Delivery Plan 2022/23.
After discussion and having heard the Chief Officer – Supply, Distribution and
Property in further explanation of the report and in answer to Members’ questions,
the Committee agreed to note the contents of the Delivery Plan as outlined in
Appendix 1 to the report.
ANNUAL PROCUREMENT REPORT
A report was submitted by the Chief Officer – Supply, Distribution and Property
providing for information the Annual Procurement Report for 2021/22.
After discussion and having heard the Chief Officer – Supply, Distribution and
Property and the Procurement Manager in further explanation of the report and in
answer to Members’ questions, the Committee agreed to note the Annual
Procurement Report for 2021/22 as outlined in Appendix 1 to the report.
CORPORATE SERVICES BUDGETARY CONTROL REPORT TO 31 AUGUST
2022 (PERIOD 5)
A report was submitted by the Chief Officer – Resources advising on the
performance of the Corporate Services budget for the period to 31 August 2022.
After discussion and having heard the Chief Officer – Resources in further
explanation of the report, the Committee agreed:-
(1) to note that the revenue account showed a projected annual adverse variance
of £0.119m (0.36% of the total budget); and
(2) to note:
(i) that the capital account was showing a projected in-year underspend of
-£0.778m (-10.4% of in-year budget) due to 2 projects showing
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projected underspends as a result of delays to these projects with
explanations for delays detailed in Appendix 6 to the report.; and
(ii) that the project life projection is currently showing a projected
underspend of £-0.047m (- 0.4% of project life budget).
VARIOUS GRANT APPLICATIONS TO DUMBARTON COMMON GOOD
A report was submitted by the Chief Officer – Resources providing details of three
grant applications to Dumbarton Common Good for consideration.
After discussion and having heard the Chief Officer – Resources in further
explanation of the report and in answer to Members’ questions, the Committee
agreed:-
(1) to approve the renewal for a further 3 years of the £36,000 annual grant to
Bellsmyre Development Trust;
(2) to approve:
(i) the permanent increase of £2,730 to the existing grant paid to cover the
cost of the annual Levengrove Fireworks Display from 2023-24 and to note
that prior approval has been given for the increase in 2022-23; and
(ii) the future increases in this budget to cover increased costs up to a ceiling
of £20,000 at which time a report will be brought to Committee seeking
permission to increase beyond the proposed ceiling; and
(3) to note that an annual grant of £50,000 to be paid as a contribution to the
annual Pipe Band Championships held in Levengrove Park, commencing
2023-24 will be included in the budget report to Council in March 2023.
COUNCIL WORKFORCE PLAN 2017-2022: UPDATE AND ANNUAL ACTION
PLAN 2021/22
A report was submitted by the Chief Officer – People and Technology providing an
update on the Council’s workforce planning activity for 2021/22.
After discussion and having heard the People and Change Partner in further
explanation of the report and in answer to Members’ questions, the Committee
agreed:-
(1) to note the progress during 2021/22 in delivering against the Council
Workforce Plan;
(2) to note the workforce profile as at 31st March 2022 and key changes;
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(3) to note the development of planned actions for 2022/2023, linked to the
People First Strategy and 5 year plan; and 
(4) to note that the Delivery Plans for each service include Workforce Annual
Action Plans. 
BI-ANNUAL WORKFORCE MONITORING REPORT 
A report was submitted by the Chief Officer – People and Technology providing
workforce monitoring information relating to the period 1 April 2022 to 30 September
2022. 
After discussion and having heard the People and Change Partner in further
explanation of the report, the Committee agreed to note the contents of the report. 
STRATEGIC RISKS 2022-2027 
A report was submitted by the Chief Officer – People and Technology setting out
proposed changes to the strategic risks for 2022-2027 following the Strategic Plan
developments. 
After discussion and having heard the Chief Officer – People and Technology in
further explanation of the report, the Committee agreed the strategic risks as detailed
in Appendix 1 to the report. 
THE PUBLIC INTEREST DISCLOSURE POLICY AMENDMENTS AND
ADDITIONS 
A report was submitted by the Chief Officer – People and Technology providing an
update on amendments made to The Public Interest Disclosure Policy resulting from
recommendations made following an investigation by Internal Audit. 
After discussion and having heard the Chief Officer – People and Technology in
further explanation of the report, the Committee agreed:- 
(1) to note the contents of the report, and 
(2) to agree the revisions to the policy. 
The meeting closed at 3.00 p.m. 
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JOINT CONSULTATIVE FORUM
At a Meeting of the Joint Consultative Forum held in the Council Chambers,
Clydebank Town Hall, 5 Hall Street, Clydebank on Thursday, 1 December 2022 at
2.00 p.m.
Present: Councillors Karen Conaghan, Daniel Lennie*, David McBride,
Martin Rooney and Hazel Sorrell; Michael Dolan (EIS); Shirley
Furie, David Scott and John Wagner (GMB); Claire Mackenzie
(SSTA); Norman King, Chris Rossi and Margaret Wood (Unite);
and David Smith (UNISON).
*Arrived later in the meeting.
Attending: Victoria Rogers, Chief Officer – People & Technology; Amanda
Graham, Chief Officer – Citizen, Culture & Facilities; Laura
Mason, Chief Education Officer; Angela Wilson, Chief Officer –
Supply, Distribution & Property; Stephen Brooks, Working 4U
Manager; Alison McBride, Strategic People & Change Manager;
Lisa MacGregor, People & Change Partner; Michael McDougall
(Senior Solicitor), and Scott Kelly, Committee Officer.
Apologies: Apologies for absence were intimated on behalf of Councillor
Michelle McGinty; Derek Hutchison (GMB); Gail Macfarlane,
Shared Head of Service – Roads & Neighbourhood; Claire
Cusick, Senior Education Officer – Services for Children &
Young People; Margaret-Jane Cardno, Head of Strategy and
Transformation, Health & Social Care Partnership (HSCP); and
Sylvia Chatfield, Head of Mental Health, Learning Disability &
Addictions, HSCP.
Councillor David McBride in the Chair
DECLARATIONS OF INTEREST
It was noted that there were no declarations of interest in any of the items of
business on the agenda.
MINUTES OF PREVIOUS MEETING
The Minutes of Meeting of the Joint Consultative Forum held on 8 September 2022
were submitted and approved as a correct record.
Note: Councillor Lennie entered the meeting at this point.
ITEM 6
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EMPLOYEE ENGAGEMENT UPDATE
A report was submitted by the Chief Officer – People & Technology providing an
update on the approach to Employee Engagement and on the activities aligned to
the People First Strategy.
After discussion and having heard the Strategic People & Change Manager in
explanation of the report and in answer to Members’ questions, the Forum agreed to
note the contents of the report.
EQUALLY SAFE AT WORK – PROGRESS UPDATE
A report was submitted by the Chief Officer – People & Technology providing an
update on the Council’s work on the Equally Safe at Work employers’ accreditation
programme.
Following discussion and having heard the People & Change Partner in explanation
of the report and in answer to Members’ questions, the Forum agreed to note the
contents of the report and voiced support for training offered to be undertaken by all
employees.
EMPLOYMENT RELATIONS MONITORING: BI-ANNUAL UPDATE, 1 APRIL TO
30 SEPTEMBER 2022
A report was submitted by the Chief Officer – People & Technology advising of
progress on employment relations matters for the period 1 April to 30 September
2022.
After discussion and having heard the Strategic People & Change Manager in
explanation of the report and in answer to Members’ questions, the Forum agreed to
note the contents of the report.
EMPLOYEE WELLBEING BI-ANNUAL UPDATE, 1 APRIL 30 SEPTEMBER 2022
(COUNCIL-WIDE)
A report by the Chief Officer – People & Technology providing a detailed analysis on
Council-wide employee wellbeing and attendance for the period 1 April to 30
September 2022.
After discussion and having heard the Strategic People & Change Manager in
explanation of the report and in answer to Members’ questions, the Forum agreed:-
(1) to note the bi-annual findings for reported absence for the period 1 April to 30
September 2022, and in particular:-
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(a) the increase in Council wide sickness absence of approximately 883
full time equivalent (FTE) days lost compared to the same period last
year;
(b) that the proportion of absence attributed to personal stress had
decreased by 5%, acute medical conditions and musculoskeletal had
both decreased by approximately 3% and minor illness absence had
increased by 9%; and
(c) (i) that there was a change in how Covid-19 sickness absence was
reported when the nationally agreed special leave provisions for such
absences ceased in July 2022 and that, since that time, Covid-19
absences had been captured by the minor illness category thereby
accounting for some of the increase in minor illnesses in this reporting
period compared to 1 April to 30 September 2021; and (ii) that Long
Covid remained an absence category in its own right; and
(2) to note that the categorising of absences which were due to personal or work-
related stress was based on information provided by the employee and that
clarification of the recording process would be provided to Mr Dolan.
TRADES UNION ISSUES
Apprenticeship Pay with regards to Minimum Wage related to age after Year 1 is
completed (item requested by Margaret Wood, Unite)
Ms Wood provided the undernoted statement in relation to the above issue.
Issue: Modern Apprentices being offered a 2 year apprenticeship without
being told that they will be a Level 2 apprentice for 1 year then will be put onto
a Level 3 apprenticeship. Meaning they have transferred to a new contract
and will not be eligible to be paid the living wage in year two in accordance
with their age.
The TU’s would want the employer to do what is morally correct and pay
these young workers the appropriate rate of pay according to their age after
their 1st year is complete. Otherwise it is exploitative as they have very little
chance of gaining full time employment within WDC, making them feel used
as cheap labour. Most of these young people come from deprived
backgrounds many having their own homes from an early age. They have the
foresight and strength of character to realise that living hand to mouth for a
year will help them out of poverty by gaining experience they can use to
secure employment. Two years of living hand to mouth is unsustainable.
Whilst we recognise it is within the SG legislation framework not to apply the
LW if moved from a Level 2 to a Level 3 apprenticeship these young workers
must be told this at the application stage to allow them to make an informed
decision when being offered the MA. Which has not happened up until now.
Working 4 U need to be more aware of what Apprentice pay will be. Any
discussion I have had with them I have been referred to payroll which
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suggests they do not know. Working 4U is the contact for the MA’s this is just
not good enough.
I have spoken to Working 4U and the Lead Officer of HR.
After discussion and having heard the Chief Officer – People & Technology and the
Working 4U Manager in response, the Forum agreed:-
(1) to note: (i) that the current pay model for apprentices had been in place since
2009 and that a review of its fairness was expected to be completed in the
near future; and (ii) that a report with recommendations to update the model
would be submitted to the appropriate committee in due course; and
(2) to note that the advancement of apprentices from Level 2 to Level 3 was not
automatic and that an assessment took place before apprentices were offered
a new contract for Level 3.
The meeting closed at 3.00 p.m.
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WEST DUNBARTONSHIRE COUNCIL
Report by the Chief Officer –  Resources
Corporate Services Committee: 1 February 2023
___________________________________________________________________
Subject: Corporate Services Budgetary Control Report to 30 November 2022 
(Period 08)
1. Purpose
1.1 The purpose of this report is to advise the Committee on the performance of
the Corporate Services budget for the period to 30 November 2022.
2. Recommendations
2.1 Members are asked to:
i) note that the revenue account currently shows a projected annual
adverse variance of £0.054m (0.16% of the total budget) and
ii) note that the capital account is showing a projected in-year underspend
of -£3.293m (-43.9% of in-year budget) due to 6 projects showing
projected underspends as a result of delays to these projects with
explanations for delays detailed in Appendices 5 and 6. The project life
projection is currently showing a projected underspend of £-0.047m (-
0.42% of project life budget).
3. Background
3.1 Revenue Budget
At the meeting of West Dunbartonshire Council on 9 March 2022, Members
agreed the revenue estimates for 2022/23.
A total net budget of £33.919m was approved for services under the remit for
Corporate Services at that time.
Since then the following adjustments have been made to the original budget
agreed:
Description £m
Budget Agreed March 2021 33.919
June Council - Cost of Living Fund Allocation 0.073
Vacant posts removed to sundry services -1.058
Centralisation of Mobile Phones to ICT 0.014
* Excess Welfare Fund budget moved to sundry
services -0.065
Pay Award additional Funding 1.316
ITEM 8
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Recurring Variances removed -0.016
ISDN Budget Centralisation to ICT 0.063
34.246
* Welfare fund budget includes an element of Administration costs which
are normally budgeted for in Sundry Services but these were included in
the main stream budget in error. This budget movement is correcting the
error.
3.2 Due to the current financial challenges facing the Council recruitment
restrictions have been implemented and the filling of vacancies is subject to
active review. For variances linked to this action (beyond the budgeted
turnover targets), in year savings through not filling vacancies, are now being
removed from services and held in a central code. This has resulted in a
number of favourable service variance being removed from services and held
centrally (currently £1.058m).  This has no impact on the overall projected
outturn of the Council, just on how that outturn is reported. 
3.3 With vacancy savings being removed from service budgets and transferred to
a central budget, other projected overspends identified within services are
now more clearly reported. This demonstrates that, if the Council were to only
meet the budgeted turnover level of vacancies there would be a far more
significant overspend which highlights the extent to which the Council cannot
afford to operate with its current full establishment.
3.4 Capital Budget 
At the meeting of Council on 9 March 2022, Members also agreed the
updated 10 year General Services Capital Plan for 2022/2023 to 2031/32. 
The three years from 2022/23 to 2024/25 have been approved in detail with
the remaining 7 years being indicative at this stage. The total project life
budget approved for projects that have either commenced or are due to
commence in that period total for Corporate Services was £11.091m.
4. Main Issues
Revenue Budget
4.1 The summary report at Appendix 1 identifies a projected annual adverse
variance (overspend) of £0.054m (0.16% of the total budget). Detailed service
reports are attached as Appendix 2.
4.2 There are nine projected annual variances in excess of £0.050m. Notes on
these variances are highlighted and noted within Appendix 3, with additional
information on action being taken to minimise or mitigate overspends where
possible.
4.3  Although the report indicates that expenditure is adverse in comparison to that
anticipated during the budget exercise, the present variance should be viewed
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in the knowledge that there are a number of variable factors which could arise
between now and 31 March 2023 and which could affect the year end results.
Capital Budget
4.4 Appendices 4 to 6 highlight 9 projects showing an in-year underspend, 9
projects on target and 3 projects showing an in-year overspend. The overall
Corporate Services programme summary report at Appendix 5 shows that
there is a projected £3.342m (30.1% of the total programmed budget) to be
re-phased in future years.
There are five significant variances within the Capital Budget, these are
shown in the following table. See Appendices 5 and 6 for more details.
Project Variance
£m
ICT Security & DR -0.347
ICT Modernisation -0.522
ICT 365 Implementation -0.053
Cost of Living Fund -0.750
Strathleven -1.590
5. People Implications
5.1 There are no people implications.
6. Financial and Procurement Implications
6.1 Other than the financial position noted above, there are no financial or
procurement implications from this budgetary control report.
7. Risk Analysis
7.1 The main financial risks to the ongoing financial position relate to unforeseen
costs being identified between now and the end of the financial year. This can
affect all service areas
8. Equalities Impact Assessment (EIA)
8.1 No equalities impact assessment was required in relation to this report.
9. Consultation
9.1 All services involved in delivering the revenue and capital budgets have been
consulted in the compilation of this report.
10. Strategic Assessment
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10.1 Proper budgetary control and sound financial practice are cornerstones
of good governance and support Council and officers to pursue the 5
strategic priorities of the Council’s Strategic Plan. This report forms part
of the financial governance of the Council.
__________________
Laurence Slavin
Chief Officer Resources
Date:  09 January 2023
________________________________________________________________
Person to Contact: Adrian Gray, Finance Business Partner
Council Offices, 16 Church Street, Dumbarton
Telephone: (01389) 737838
E-mail: adrian.gray@west-dunbarton.gov.uk
Appendices: Appendix 1 - Revenue Budgetary Control 2022/23
– Summary Report
Appendix 2 - Revenue Budgetary Control 2022/23
– Service Reports
Appendix 3 - Analysis of Revenue Variances over
£50,000
Appendix 4 - Overall Capital Programme Summary
Financials
Appendix 5 - Capital Programme – Red Status
Appendix 6 - Capital Programme – Green Status
Background Papers:
Ledger output – Period 08
General Services Revenue Estimates 2022/23 – Council 9
March 2022
General Services Capital Strategy 2021/22 to 2030/31 -
Council 9 March 2022
Wards Affected  All Wards
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WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2022/23
CORPORATE SERVICES SUMMARY
PERIOD END DATE 30 November 2022
Total Budget
2022/23
Spend to Date
2022/23
Forecast
Spend
Annual
RAG
Status
Net Variance
attributable to
covid
Underlying
Variance
excluding
covid
£000 £000 £000 £000 % £000 £000
Audit 111 230 110 (1) -1%  0 (1)
Finance 1,424 1,023 1,448 25 2%  0 25
Rent Rebates & Allowances (341) 2,096 (341) 0 0%  0 0
Revenues & Benefits 2,168 1,608 2,278 110 5%  0 110
Finance Service Centre 313 184 328 16 5%  0 16
Cost of Collection of Rates 19 (14) 5 (14) -74%  0 (14)
Cost of Collection of Council Tax (790) (184) (790) 0 0%  0 0
Central Admin Support 2,662 1,626 2,669 7 0%  0 7
Procurement 437 490 432 (4) -1%  0 (4)
Democratic and Registration Service 771 483 800 29 4%  0 29
Environmental Health 666 483 722 56 8%  0 56
Licensing (113) (132) (126) (13) -12%  0 (13)
Legal Services/Trading Standards 764 568 746 (18) -2%  0 (18)
Planning 392 313 638 246 63%  0 246
Transactional Services 758 489 765 7 1%  0 7
Human Resources (including risk) 1,293 800 1,279 (14) -1%  0 (14)
Information Services 4,565 3,287 4,425 (140) -3%  0 (140)
Change Support 501 274 490 (10) -2%  0 (10)
Communications & Marketing 310 162 311 1 0%  0 1
Citizen Services 1,355 881 1,445 90 7%  79 11
Performance & Strategy 325 141 300 (25) -8%  0 (25)
Clydebank Town Hall 364 201 381 17 5%  23 (6)
Office Accomodation 1,267 1,113 1,325 57 5%  10 47
Libraries 1,864 1,097 1,876 12 1%  (27) 39
Arts and Heritage 361 227 363 2 1%  0 2
Catering Services 4,811 2,869 4,411 (400) -8%  0 (400)
Building Cleaning 1,868 1,338 1,936 68 4%  68 0
Building Cleaning PPP (270) (269) (260) 10 -4%  0 10
Facilities Assistants 2,262 1,292 2,236 (26) -1%  0 (26)
Facilities Management 399 204 352 (47) -12%  0 (47)
Leisure Management 3,642 3,582 3,636 (6) 0%  0 (6)
Events 89 110 110 21 24%  0 21
34,246 26,575 34,300 54 0.16%  153 (99)
Service / Subjective Summary Variance 2022/23
Total Net Expenditure
Appendix 1
Page 21

Page 22

Page 22

Page 23

WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2022/23
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 30 November 2022
Total Budget
2022/23 
YTD Spend
2022/23 
Forecast
Spend
2022/23
RAG Status 
£000  £000  £000  £000 %
Employee 29,456 17,552 29,816 360 1% 
Property 2,100 1,613 2,213 113 5% 
Transport and Plant 167 39 139 (27) (16%) 
Supplies, Services and Admin 5,728 3,427 5,098 (630) (11%) 
Payments to Other Bodies 6,307 5,019 6,534 227 4% 
Other 36,747 22,461 36,747 0 0% 
Gross Expenditure 80,505 50,111 80,548 43 0% 
Income (46,259) (23,536) (46,248) 11 0% 
Net Expenditure 34,246 26,575 34,300 54 0% 
£000 £000 £000 £000 %
Employee 408 248 407 (1) (0%) 
Property 0 0% 
Transport and Plant 1 0 0 (1) (100%) 
Supplies, Services and Admin 2 2 3 1 50% 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 411 250 410 (1) (0%) 
Income (300) (20) (300) 0 0% 
Net Expenditure 111 230 110 (1) (1%) 
£000 £000 £000 £000 %
Employee 1,643 1,085 1,723 80 5% 
Property 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 33 6 9 (24) (73%) 
Payments to Other Bodies 2 2 2 (0) (5%) 
Other 0 0% 
Gross Expenditure 1,679 1,094 1,734 56 3% 
Income (255) (71) (286) (31) (12%) 
Net Expenditure 1,424 1,023 1,448 25 2% 
£000 £000 £000 £000 %
Employee 0 0% 
Property 0 0% 
Transport and Plant 0 0% 
Supplies, Services and Admin 0 0% 
Payments to Other Bodies 0 0% 
Other 36,747 22,461 36,747 0 0% 
Gross Expenditure 36,747 22,461 36,747 0 0% 
Income (37,088) (20,366) (37,088) 0 0% 
Net Expenditure (341) 2,096 (341) 0 (0%) 
£000 £000 £000 £000 %
Employee 1,868 1,227 1,973 105 6% 
Property 0 0% 
Transport and Plant 2 1 1 (1) (50%) 
Supplies, Services and Admin 32 10 31 (1) (3%) 
Payments to Other Bodies 895 898 1,125 230 26% 
Other 0 0% 
Gross Expenditure 2,797 2,135 3,130 333 12% 
Income (629) (527) (852) (223) (35%) 
Net Expenditure 2,168 1,608 2,278 110 5% 
Service Summary Variance 2022/23
All Services
Audit
Finance
Rent Rebates & Allowances
Revenues & Benefits
Appendix 2
Page 23

Page 24

WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2022/23
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 30 November 2022
Total Budget
2022/23 
YTD Spend
2022/23 
Forecast
Spend
2022/23
RAG Status Service Summary Variance 2022/23
£000 £000 £000 £000 %
Employee 268 175 284 16 6% 
Property 0 0 0 (0) (100%) 
Transport and Plant 0 0 0 (0) (100%) 
Supplies, Services and Admin 44 9 44 (0) (0%) 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 313 184 328 16 5% 
Income 0 0 0 0 0% 
Net Expenditure 313 184 328 16 5% 
£000 £000 £000 £000 %
Employee 0 0% 
Property 0 0% 
Transport and Plant 0 0% 
Supplies, Services and Admin 5 0 5 1 11% 
Payments to Other Bodies 100 15 114 14 14% 
Other 0 0% 
Gross Expenditure 105 15 119 15 14% 
Income (85) (29) (114) (29) (34%) 
Net Expenditure 19 (14) 5 (14) (74%) 
£000 £000 £000 £000 %
Employee 0 0% 
Property 0 0% 
Transport and Plant 0 0% 
Supplies, Services and Admin 69 36 69 0 0% 
Payments to Other Bodies 33 18 33 0 0% 
Other 0 0% 
Gross Expenditure 102 55 102 0 0% 
Income (892) (238) (892) 0 0% 
Net Expenditure (790) (184) (790) 0 (0%) 
£000 £000 £000 £000 %
Employee 867 490 866 (1) (0%) 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 2 2 3 1 49% 
Payments to Other Bodies 73 0 75 1 2% 
Other 0 0 0 0 0% 
Gross Expenditure 942 493 944 2 0% 
Income (505) (3) (512) (6) (1%) 
Net Expenditure 437 490 432 (4) (1%) 
£000 £000 £000 £000 %
Employee 878 549 883 5 1% 
Property 0 0 0 0 0% 
Transport and Plant 1 1 1 0 0% 
Supplies, Services and Admin 11 11 14 3 27% 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 890 560 898 8 1% 
Income (119) (77) (98) 21 18% 
Net Expenditure 771 483 800 29 4% 
Cost of Collection of Rates
Cost of Collection of Council Tax
Procurement
Finance Service Centre
Democratic and Registration Service
Page 24

Page 25

WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2022/23
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 30 November 2022
Total Budget
2022/23 
YTD Spend
2022/23 
Forecast
Spend
2022/23
RAG Status Service Summary Variance 2022/23
£000 £000 £000 £000 %
Employee 2,593 1,547 2,605 12 0% 
Property 0 0 0 0 0% 
Transport and Plant 1 0 0 (1) (100%) 
Supplies, Services and Admin 12 10 13 1 8% 
Payments to Other Bodies 69 75 75 6 9% 
Other 0 0% 
Gross Expenditure 2,675 1,631 2,693 18 1% 
Income (13) (6) (24) (11) (85%) 
Net Expenditure 2,662 1,626 2,669 7 0% 
£000 £000 £000 £000 %
Employee 954 590 976 22 2% 
Property 7 2 5 (2) (29%) 
Transport and Plant 12 6 11 (1) (8%) 
Supplies, Services and Admin 22 9 19 (3) (14%) 
Payments to Other Bodies 78 51 78 0 0% 
Other 0 0% 
Gross Expenditure 1,073 658 1,089 16 1% 
Income (407) (175) (367) 40 10% 
Net Expenditure 666 483 722 56 8% 
£000 £000 £000 £000 %
Employee 267 155 271 4 1% 
Property 0 0% 
Transport and Plant 1 0 0 (1) (100%) 
Supplies, Services and Admin 7 3 6 (1) (14%) 
Payments to Other Bodies 10 1 9 (1) (10%) 
Other 0 0% 
Gross Expenditure 285 160 286 1 0% 
Income (398) (292) (412) (14) (4%) 
Net Expenditure (113) (132) (126) (13) 12% 
£000 £000 £000 £000 %
Employee 922 570 934 12 1% 
Property 0 0% 
Transport and Plant 4 1 2 (2) (49%) 
Supplies, Services and Admin 18 14 24 6 36% 
Payments to Other Bodies 2 3 3 1 67% 
Other 0 0% 
Gross Expenditure 945 589 963 18 2% 
Income (181) (21) (217) (36) (20%) 
Net Expenditure 764 568 746 (18) (2%) 
£000 £000 £000 £000 %
Employee 1,082 621 1,099 17 2% 
Property 0 0% 
Transport and Plant 5 0 1 (4) (80%) 
Supplies, Services and Admin 22 9 24 2 9% 
Payments to Other Bodies 130 25 130 0 0% 
Other 0 0% 
Gross Expenditure 1,239 655 1,254 15 1% 
Income (846) (342) (616) 230 27% 
Net Expenditure 392 313 638 246 63% 
Central Admin Support
Environmental Health
Legal Services/Trading Standards
Licensing
Planning
Page 25

Page 26

WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2022/23
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 30 November 2022
Total Budget
2022/23 
YTD Spend
2022/23 
Forecast
Spend
2022/23
RAG Status Service Summary Variance 2022/23
£000 £000 £000 £000 %
Employee 827 493 833 6 1% 
Property 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 5 2 5 0 0% 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 832 495 838 6 1% 
Income (74) (6) (73) 1 1% 
Net Expenditure 758 489 765 7 1% 
£000 £000 £000 £000 %
Employee 1,024 596 1,016 (8) (1%) 
Property 0 0% 
Transport and Plant 2 1 1 (1) (50%) 
Supplies, Services and Admin 5 5 5 0 0% 
Payments to Other Bodies 262 198 257 (5) (2%) 
Other 0 0% 
Gross Expenditure 1,293 800 1,279 (14) (1%) 
Income 0 0 0 0 0% 
Net Expenditure 1,293 800 1,279 (14) (1%) 
£000 £000 £000 £000 %
Employee 2,067 1,270 2,034 (33) (2%) 
Property 0 0% 
Transport and Plant 3 1 2 (1) (33%) 
Supplies, Services and Admin 2,908 2,141 2,838 (70) (2%) 
Payments to Other Bodies 19 3 19 0 0% 
Other 0 0% 
Gross Expenditure 4,997 3,414 4,893 (104) (2%) 
Income (432) (127) (468) (36) (8%) 
Net Expenditure 4,565 3,287 4,425 (140) (3%) 
£000 £000 £000 £000 %
Employee 553 298 543 (10) (2%) 
Property 0 0% 
Transport and Plant 0 0 0 (0) (100%) 
Supplies, Services and Admin 0 0 1 1 233% 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 554 298 544 (10) (2%) 
Income (54) (24) (54) (1) (1%) 
Net Expenditure 501 274 490 (10) (2%) 
£000 £000 £000 £000 %
Employee 317 175 317 (0) (0%) 
Property 0 0 0 0 0% 
Transport and Plant 1 0 1 0 0% 
Supplies, Services and Admin 14 4 15 1 7% 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 332 178 333 1 0% 
Income (22) (16) (22) 0 0% 
Net Expenditure 310 162 311 1 0% 
Communications & Marketing
Transactional Services
Human Resources (including risk)
Information Services
Change Support
Page 26

Page 27

WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2022/23
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 30 November 2022
Total Budget
2022/23 
YTD Spend
2022/23 
Forecast
Spend
2022/23
RAG Status Service Summary Variance 2022/23
£000 £000 £000 £000 %
Employee 1,334 865 1,427 93 7% 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 21 22 23 2 10% 
Payments to Other Bodies 0 0 0 0 31% 
Other 0 0 0 0 0% 
Gross Expenditure 1,355 887 1,450 95 7% 
Income 0 (6) (6) (6) 0% 
Net Expenditure 1,355 881 1,445 90 7% 
£000 £000 £000 £000 %
Employee 278 162 282 3 1% 
Property 0 0 0 0 0% 
Transport and Plant 1 0 1 0 0% 
Supplies, Services and Admin 3 0 3 0 1% 
Payments to Other Bodies 44 8 44 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 325 170 329 3 1% 
Income 0 (29) (29) (29) 0% 
Net Expenditure 325 141 300 (25) (8%) 
£000 £000 £000 £000 %
Employee 148 67 147 (1) (0%) 
Property 219 146 216 (3) (1%) 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 51 53 62 11 22% 
Payments to Other Bodies 0 9 9 9 0% 
Other 0 0 0 0 0% 
Gross Expenditure 417 276 434 17 4% 
Income (53) (75) (53) 0 0% 
Net Expenditure 364 201 381 17 5% 
£000 £000 £000 £000 %
Employee 101 54 99 (1) (1%) 
Property 1,298 1,043 1,364 66 5% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 49 16 41 (8) (16%) 
Payments to Other Bodies 20 (0) 20 (0) (0%) 
Other 0 0 0 0 0% 
Gross Expenditure 1,467 1,113 1,525 57 4% 
Income (200) 0 (200) 0 0% 
Net Expenditure 1,267 1,113 1,325 57 5% 
£000 £000 £000 £000 %
Employee 1,360 765 1,361 1 0% 
Property 264 201 291 27 10% 
Transport and Plant 16 6 14 (2) (14%) 
Supplies, Services and Admin 248 168 256 8 3% 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 1,889 1,140 1,922 33 2% 
Income (25) (43) (46) (21) (84%) 
Net Expenditure 1,864 1,097 1,876 12 1% 
Performance & Strategy
Office Accomodation
Clydebank Town Hall
Libraries
Citizen Services
Page 27

Page 28

WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2022/23
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 30 November 2022
Total Budget
2022/23 
YTD Spend
2022/23 
Forecast
Spend
2022/23
RAG Status Service Summary Variance 2022/23
£000 £000 £000 £000 %
Employee 344 195 344 0 0% 
Property 3 2 3 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 35 22 35 0 1% 
Payments to Other Bodies 48 15 48 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 429 234 430 1 0% 
Income (69) (7) (67) 1 2% 
Net Expenditure 361 227 363 2 1% 
£000 £000 £000 £000 %
Employee 3,929 2,099 3,751 (179) (5%) 
Property 70 49 77 8 11% 
Transport and Plant 111 19 101 (10) (9%) 
Supplies, Services and Admin 1,982 771 1,427 (555) (28%) 
Payments to Other Bodies 29 21 29 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 6,120 2,959 5,384 (735) (12%) 
Income (1,309) (90) (973) 336 26% 
Net Expenditure 4,811 2,869 4,411 (400) (8%) 
£000 £000 £000 £000 %
Employee 1,970 1,292 2,217 247 13% 
Property 164 114 165 0 0% 
Transport and Plant 2 1 2 0 0% 
Supplies, Services and Admin 21 12 20 (1) (4%) 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 2,157 1,419 2,403 246 11% 
Income (289) (81) (467) (178) (62%) 
Net Expenditure 1,868 1,338 1,936 68 4% 
£000 £000 £000 £000 %
Employee 753 421 769 16 2% 
Property 42 27 42 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 12 2 6 (6) (48%) 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 807 449 817 10 1% 
Income (1,077) (718) (1,077) (0) (0%) 
Net Expenditure (270) (269) (260) 10 (4%) 
£000 £000 £000 £000 %
Employee 2,287 1,321 2,287 (0) (0%) 
Property 31 28 48 17 53% 
Transport and Plant 1 0 1 (0) (46%) 
Supplies, Services and Admin 13 6 12 (1) (11%) 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 2,333 1,355 2,348 15 1% 
Income (71) (64) (111) (41) (58%) 
Net Expenditure 2,262 1,292 2,236 (26) (1%) 
Building Cleaning PPP
Facilities Assistants
Building Cleaning
Arts and Heritage
Catering Services
Page 28

Page 29

WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2022/23
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 30 November 2022
Total Budget
2022/23 
YTD Spend
2022/23 
Forecast
Spend
2022/23
RAG Status Service Summary Variance 2022/23
£000 £000 £000 £000 %
Employee 414 223 369 (46) (11%) 
Property 0 0 0 0 0% 
Transport and Plant 2 0 1 (1) (54%) 
Supplies, Services and Admin 3 3 3 0 12% 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 419 225 373 (46) (11%) 
Income (20) (21) (21) (1) (6%) 
Net Expenditure 399 204 352 (47) (12%) 
£000 £000 £000 £000 %
Employee 0 0 0 0 0% 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 0 0 0 0 0% 
Payments to Other Bodies 4,401 3,582 4,371 (29) (1%) 
Other 0 0 0 0 0% 
Gross Expenditure 4,401 3,582 4,371 (29) (1%) 
Income (758) (0) (736) 23 3% 
Net Expenditure 3,642 3,582 3,636 (6) (0%) 
£000 £000 £000 £000 %
Employee 0 0 0 0 0% 
Property 2 1 1 (0) (22%) 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 80 80 82 2 2% 
Payments to Other Bodies 93 94 94 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 176 174 178 2 1% 
Income (87) (64) (68) 19 22% 
Net Expenditure 89 110 110 21 24% 
Facilities Management
Leisure Management
Events
Page 29

Page 30

Page 30

Page 31

WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2022/2023
ANALYSIS FOR VARIANCES OVER £50,000
PERIOD END DATE
Total Budget Annual Spend RAG Status
£000 £000 £000 %
Finance 1,424 1,448 25 2% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Revenues & Benefits 2,168 2,278 110 5% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Environmental Health 666 722 56 8% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Planning 392 638 246 63% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Information Services 4,565 4,425 (140) -3% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
This Service provides Building & Planning services
The main reason for the adverse variance is that income is lower than budgeted due to
cancelled or delayed building projects.
No action required
Overspend is anticipated
This service area provides general ICT support to the Council and also supports
transformational change and modernisation of working practices through technology
Supplies and Services is favourable due to computer licence costs projected to cost less
than budgeted. A favourable variance is also anticipated for printing lease costs, copy costs
and Internal income recharges.
None required at this point.
Underspend is projected.
The 3 Groups within this service (Food and Business Group, Environmental Pollution Group
and Community Health Protection Group) are responsible for all aspects of Environmental
Health work.
The main reason for the adverse variance is a reduction in expected income for pest control
in particular.
No action can be taken at this time
Overspend is anticipated
Additional Covid-19 self-isolation grants are being paid by this service with the cost being
offset by additional funding. Vacancies are being covered by overtime therefore targeted
turnover savings not being fully achieved. In addition a shortfall in funding for the expected
pay inflation agreement is also contributing to the overall adverse variance.
The service provided by this area deals with Accountancy, Capital, Treasury,
Reconciliations, Cash Office and Municipal Bank
Main reason for variance is full turnover savings are not being achieved and a shortfall in
additional budget provided for the 22-23 pay award causing an £80k adverse variance on
employee costs. However this is being offset by an increase of £31k in anticipated income
and an expected underspend of £24k on Supplies & Services.
The position continues to be monitored by management to identify any savings which may
help reduce this position
A small adverse variance is likely
30 November 2022
Budget Details
Variance Analysis
Variance
The service provided by this area deal with benefits, council tax and debt recovery.
No action is possible at this time.
Overspend is anticipated
Appendix 3
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Page 32

Total Budget Annual Spend RAG Status
£000 £000 £000 %
Budget Details
Variance Analysis
Variance
Citizen Services 1,355 1,445 90 7% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Office Accommodation 1,281 1,333 52 4% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Catering Services 4,811 4,411 (400) -8% 
Service Description
Main Issues / Reason for Variance
Mitigating Action None required at present
Anticipated Outcome
Building Cleaning 1,868 1,936 68 4% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Catering Services across WDC
A favourable variance is anticipated in relation to the delay to the free school meal expansion.
A  favourable variance is likely.
This service provides cleaning services across all council buildings
The reason for the adverse variance is related to covid related staff costs and has been
allocated against the general covid funding.
No action is possible at this time.
Overspend is projected all of which will be financed by COVID funding.
Thiis service provides the office buildings for the Council.
Rates for NHS24 Aurora House were removed from the 22/23 final budget but these are
included in the rental income so now included in the projections.
None required
Overspend projected
This service includes one stop shops and the contact centre
Three call handlers were recruited on 18 month fixed-term contracts to resolve the telephone
issues in the Housing Repairs Contact Centre, the funding for this is taken from the Scottish
Government COVID-19 general funding.
None required
Overspend is projected; the majority of which will be financed by COVID funding.
Page 32

Page 33

WEST DUNBARTONSHIRE COUNCIL
GENERAL SERVICES CAPITAL PROGRAMME - CORPORATE SERVICES COMMITTEE
OVERALL PROGRAMME SUMMARY
MONTH END DATE
PERIOD 8
Spend to
Date
Spend to
Date
£000 £000
Red
6 29% 50 2% 6 29% 3 0%
Amber
0 0% 0 0% 0 0% 0 0%
Green
15 71% 3,054 98% 15 71% 1,353 100%
21 100% 3,104 100% 21 100% 1,356 100%
Budget Spend to
Date
Forecast
Spend
Forecast
Variance Budget Spend to
Date
Forecast
Spend
Forecast
Variance Slippage Over/
(Under)
£000 £000 £000 £000 £000 £000 £000 £000 £000 £000
2,161 50 2,100 (61) 1,661 3 49 (1,612) (1,661) 49
0 0 0 0 0 0 0 0 0 0
8,930 3,054 8,944 14 5,834 1,353 4,153 (1,681) (1,681) 0
11,091 3,104 11,044 (47) 7,495 1,356 4,202 (3,293) (3,342) 49
Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no
issues are anticipated at this time
TOTAL EXPENDITURE
Projects are forecast to be overspent and/or significant delay to completion
Amber
Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at
present) or the project has any issues that require to be reported at this time
Green
TOTAL EXPENDITURE
Project Life Financials Current Year Financials
Red
Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no
issues are anticipated at this time
30 November 2022
Project Status Analysis
Project Life Status Analysis Current Year Project Status Analysis
Number of
Projects at
RAG Status
% Projects at
RAG Status
% Project
Spend at
RAG Status
Number of
Projects at
RAG Status
% Projects at
RAG Status
% Project
Spend at
RAG Status
Red
Projects are forecast to be overspent and/or experience material delay to completion
Amber
Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at
present) or the project has any issues that require to be reported at this time
Green
Appendix 4
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WEST DUNBARTONSHIRE COUNCIL
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT RED ALERT STATUS
PERIOD END DATE
PERIOD 8
Budget Forecast
Spend
£000 £000 % £000 £000 %
1
Project Life Financials 9 0 0% 9 0 0%
Current Year Financials 3 0 0% 0 (3) -100%
Project Description
Project Manager David Thomson
Chief Officer David Thomson
Project Lifecycle 31-Mar-23 31-Mar-23
2
Project Life Financials 0 3 0% 3 3 0%
Current Year Financials 0 3 0% 3 3 0%
Project Description
Project Manager David Thomson
Chief Officer David Thomson
Project Lifecycle 31-Mar-23 31-Mar-23
3
Project Life Financials 40 5 12% 40 (0) 0%
Current Year Financials 35 0 0% 0 (35) -100%
Project Description
Project Manager Karen Shannon
Chief Officer Laurence Slavin
Project Lifecycle 30-Sep-23 30-Sep-23
30 November 2022
Budget Details
Project Life Financials
Spend to Date Variance
Valuation Joint Board - Requisition of ICT Equipment
Requisition ICT Equipment.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
This budget remains unspent and is likely to be carried forward into FY 2023/2024.
Mitigating Action
Valuation Joint Board - ICT Refresh FY 22/23
Replacement of laptops, monitors and other ICT equipment.
Planned End Date Forecast End Date
Mitigating Action
None available at this time.
Anticipated Outcome
Replacement of laptops and ICT equipment
None available at this time.
Anticipated Outcome
Requisition of ICT Equipment.
Enhancements to Cash Receipting System
Main Issues / Reason for Variance
Budget was rephased to 2022-2023 as this is a number of mini projects and the first part is the version upgrade which is actively
progressing, currently on phase 2. After this upgrade we can move onto other enhancements which are anticipated to finish in September
2023.
Mitigating Action
None required at this time.
Anticipated Outcome
Enhancements to the cash receipting system including PCI compliant telephone payment system.
Main Issues / Reason for Variance
Replacement of laptops, monitors and other ICT equipment. No further spend anticipated.
To enhance the cash receipting system in the way payments are made and allocated to back office
by increasing the level of security that is required for online payments made by customers
Planned End Date Forecast End Date
Appendix 5
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WEST DUNBARTONSHIRE COUNCIL
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT RED ALERT STATUS
PERIOD END DATE
PERIOD 8
Budget Forecast
Spend
£000 £000 % £000 £000 %
30 November 2022
Budget Details
Project Life Financials
Spend to Date Variance
Valuation Joint Board - Requisition of ICT Equipment
4
Project Life Financials 33 0 0% 33 0 0%
Current Year Financials 33 0 0% 0 (33) -100%
Project Description
Project Manager Alan Douglas
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-24 31-Mar-24
5
Project Life Financials 1,700 (0) 0% 1,590 (110) -6%
Current Year Financials 1,590 (0) 0% 0 (1,590) -100%
Project Description
Project Manager Michelle Lynn/ Sarah Christie
Chief Officer Amanda Graham
Project Lifecycle 31-Mar-24 31-Mar-24
6
Project Life Financials 379 42 11% 425 46 12%
Current Year Financials 0 0 0% 46 46 0%
Project Description
Project Manager Arun Menon
Chief Officer Victoria Rogers
Project Lifecycle 31-Mar-30 31-Mar-30
Main Issues / Reason for Variance
Work continues on developments resulting in some spend in the current year.
Mitigating Action
None required.
Anticipated Outcome
Development of Workforce Management System.
Development of Workforce Management System
Project to develop the Workforce Management System.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Project reprofiled to FY 23/24. Original budget profiling incorrect and detailed design work will not commence until Spring 23 to allow
project to complete during financial year 23/24. It is intended that works will be carried out with internal resources and therefore no
procurement implications.
Mitigating Action
None available at this time.
Anticipated Outcome
Re-development of Strathleven
Strathleven
Re-development of Strathleven.
Planned End Date Forecast End Date
Legal Case Management System
Forecast End Date
Main Issues / Reason for Variance
Budget has been rephased from 2021/22. The project could not proceed as originally planned as Officers are required to access the
office and hardware the system will run on and COVID-19 restrictions have prevented this. The project will have to go back out to tender
following the upgrade to Microsoft 365. The project will not be completed in this financial year.
Mitigating Action
Legal to discuss impact of Microsoft 365 with ICT.
Project to be completed in 2023/24.
Planned End Date
Legal Case Management System
Anticipated Outcome
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WEST DUNBARTONSHIRE COUNCIL
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 8
Budget Forecast
Spend
£000 £000 % £000 £000 %
1
Project Life Financials 30 0 0% 30 0 0%
Current Year Financials 30 0 0% 20 (10) -33%
Project Description
Project Manager Karen Shannon
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-24 31-Mar-24
2
Project Life Financials 50 43 86% 51 1 1%
Current Year Financials 7 0 0% 8 1 10%
Project Description
Project Manager Karen Shannon
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-23 31-Mar-23
3
Project Life Financials 60 6 9% 60 0 0%
Current Year Financials 25 1 3% 25 0 0%
Project Description
Project Manager Adrian Gray
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-23 28-Feb-23
Main Issues / Reason for Variance
The various claim forms and departmental reports have been reviewed and updated and the relevant online request forms were submitted to the
Digital Sub-Group to be converted to Online Achieve Forms. The various claim forms and departmental reports have now been converted to
Online Achieve Forms and are in the process of being tested. Once complete, the supplier will take matters forward with their design team. An
anticipated timeline for completion of the project, taking into account the various stages i.e. development, testing, going live etc. will be drawn up
in conjunction with the supplier at that time. Budget spend anticipated in 2022/23.
Mitigating Action
None required at this time.
Budget was rephased to 2022-2023 as version upgrade of the Council's cash receipting system is required beforehand and is currently
underway. The Module for this has been secured and anticipated timescales for Go Live is May 2023.
Anticipated Outcome
Upgraded Electronic Insurance System.
Planned End Date Forecast End Date
Mitigating Action
None required at this time.
Anticipated Outcome
Upgraded version with PCI compliant telephone payment system.
Electronic Insurance System
Acquisition of a claims/incident management system supported by an electronic document management
system.
Mitigating Action
None possible at this time.
Anticipated Outcome
30 November 2022
Budget Details
Project Life Financials
Spend to Date Variance
Payment Card Industry Data Security Standard (PCIDSS)
Module would ensure that WDC were compliant with the current requirements of PCIDSS for card payments
without the need for numerous costly workarounds
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Development of Agresso system later than originally anticipated but within original budget.
Agresso development
The purpose of this project is to carry out an upgrade of the Agresso Finance System which was last
upgraded in 2015. The requirement to upgrade is to maintain a level of support available from Unit 4 who
have advised that support for older versions of the system is being reduced.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Continuing issues with the completion of required data cleansing prior to the upgrade have further delayed the start of the upgrade. Provided
these difficulties can be overcome the upgrade will commence in December and aim to complete by the end of February 2023.
Appendix 6
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WEST DUNBARTONSHIRE COUNCIL
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 8
Budget Forecast
Spend
£000 £000 % £000 £000 %
30 November 2022
Budget Details
Project Life Financials
Spend to Date Variance
7
Project Life Financials 30 0 0% 30 0 0%
Current Year Financials 10 0 0% 10 0 0%
Project Description
Project Manager Pamela Clifford
Chief Officer Peter Hessett
Project Lifecycle 31-Mar-23 31-Mar-23
8
Project Life Financials 15 4 24% 15 0 0%
Current Year Financials 11 0 0% 11 0 0%
Project Description
Project Manager Stephen Daly
Chief Officer Amanda Graham
Project Lifecycle 31-Mar-23 31-Mar-23
9
Project Life Financials 421 272 65% 421 (0) 0%
Current Year Financials 91 42 46% 91 (0) 0%
Project Description
Project Manager David Main
Chief Officer Amanda Graham
Project Lifecycle 31-Mar-24 31-Mar-24
Re -imagine Antonine Wall
Council's capital contribution towards the multi-partner (five local authorities and Historic Environment
Scotland) Rediscovering the Antonine Wall project which is also funded by the Heritage Lottery Fund.
Anticipated Outcome
Preservation of Historic Site.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Council's capital contribution towards the multi-partner (five local authorities and Historic Environment Scotland) Rediscovering the Antonine
Wall project will be paid by the end of the financial year.
Mitigating Action
None Required.
Anticipated Outcome
Review of service requirements & telephony functionality will inform works to improve citizen experience.
Transformation of Infrastructure Libraries and Museums
To improve performance and efficiency of Council's Libraries and Cultural Services.
Planned End Date Forecast End Date
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Improvements to Contact Centre telephony were completed as scheduled during 2021/2022. Further works have been scoped and agreed for
improvement to Housing telephony, benefiting both residents and the Council. A review of the out of hours service is currently being undertaken
including work to upgrade telephony. Any works will also incur professional fees for necessary scripting works. We are also exploring call
recording technology across all the Contact Centre telephony. It is anticipated these projects will be completed during the financial year
2022/2023.
Mitigating Action
None required.
Telephone System Upgrade
To improve Housing Repairs telephone platform for incoming calls, providing improved Management
Information.
Main Issues / Reason for Variance
Work is underway to progress furniture replacement at Dumbarton, Duntocher and Parkhall libraries during 2022/2023. Budget of £0.1m has
been rephased to next financial year for Dalmuir library as work is currently scheduled for 2023/2024.
Mitigating Action
None required.
Anticipated Outcome
Project carried forward to align with Asset Management programme.
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WEST DUNBARTONSHIRE COUNCIL
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 8
Budget Forecast
Spend
£000 £000 % £000 £000 %
30 November 2022
Budget Details
Project Life Financials
Spend to Date Variance
10
Project Life Financials 3,998 1,260 32% 4,011 13 0%
Current Year Financials 1,673 73 4% 1,673 0 0%
Project Description
Project Manager Sarah Christie/Michelle Lynn
Chief Officer Amanda Graham
Project Lifecycle 31-Mar-23 31-Mar-23
11
Project Life Financials 40 0 0% 40 0 0%
Current Year Financials 40 0 0% 40 0 0%
Project Description
Project Manager John Anderson
Chief Officer Amanda Graham
Project Lifecycle 31-Mar-23 31-Mar-23
12
Project Life Financials 1,422 647 46% 1,422 0 0%
Current Year Financials 1,422 647 46% 900 (522) -37%
Project Description
Project Manager Patricia Kerr
Chief Officer Victoria Rogers
Project Lifecycle 31-Mar-23 31-Mar-23
Main Issues / Reason for Variance
The original projected spend has been affected by internal and external delays due to the Covid 19 recovery, a reduction in the scope of the
Clydebank Town Hall project, a change in the delivery date for the Clydebank Museum at Clydebank Library during the contract award stage,
while the new Dalmuir Library and Gallery had to be rescheduled for approval in August 2021. Officers are now making progress to get projects
back on track, projects will still be delivered in full, and a review of optimism bias will be undertaken in the projections for 2022/23.
Mitigating Action
None available at this time.
Mitigating Action
None required
Anticipated Outcome
New floor fitted in Alexandria Community Sports Hall.
Alexandria Community Centre Sports Hall re-flooring
Alexandria Community Centre Sports Hall re-flooring
Planned End Date Forecast End Date
Main Issues / Reason for Variance
The Alexandria Community Centre Sports Hall continues to be utilised as COVID-19 vaccine centre during 2022/23 and the work will be
postponed until the last quarter of the financial year.
Heritage Capital Fund
Heritage Capital Fund.
Anticipated Outcome
Project to be delivered on budget and within revised timescale.
Planned End Date Forecast End Date
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Mobile phone replacements continue but many are on hold due to dependency on ITune module of Microsoft 365.  Assessing the next volume of
Chromebook replacements and continuing to liaise with Education.
Mitigating Action
Continue to escalate and meet framework suppliers to confirm delivery lead times.
Investigate other procurement routes as well as adjust the project scope to replace where stock allows.
ICT Modernisation
This budget is to facilitate ICT infrastructure and modernise working practices.
Anticipated Outcome
Most of the capital allocated to HSCP (approx £500k) will be used to review/replace the current case management systems and will be rephased
in line with the project plan. Supply chain delays may continue to impact delivery and spend.
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WEST DUNBARTONSHIRE COUNCIL
GENERAL SERVICES CAPITAL PROGRAMME
ANALYSIS OF PROJECTS AT GREEN ALERT STATUS
PERIOD END DATE
PERIOD 8
Budget Forecast
Spend
£000 £000 % £000 £000 %
30 November 2022
Budget Details
Project Life Financials
Spend to Date Variance
13
Project Life Financials 60 50 83% 60 0 0%
Current Year Financials 17 7 40% 17 0 0%
Project Description
Project Manager Patricia Kerr
Chief Officer Victoria Rogers
Project Lifecycle 31-Oct-22 31-Oct-22
14
Project Life Financials 1,297 490 38% 1,297 0 0%
Current Year Financials 1,297 490 38% 950 (347) -27%
Project Description
Project Manager Brian Miller/ Patricia Kerr
Chief Officer Victoria Rogers
Project Lifecycle 31-Mar-23 31-Mar-23
15
Project Life Financials 450 237 53% 450 0 0%
Current Year Financials 173 60 35% 120 (53) -31%
Project Description
Project Manager Dorota Piotrowicz/ Patricia Kerr
Chief Officer Victoria Rogers
Project Lifecycle 30-Sep-23 30-Sep-23
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Technical aspect of the project is complete and WDC are assisting with user testing. Delayed but on budget. This is funded by Scottish
Government budget.
Main Issues / Reason for Variance
Project spend relates to internal and external resources to implement new systems, processes and user training skills. Mailbox migration aspect
of the project now being resumed as cloud backup solution is in place. Implementation of device management functionality in 365 is live for
corporate devices but full rollout is linked to mailbox migrations. Information governance work stream in progress. Project resourcing issues
continue due to competing demands and competitive environment for recruitment.
Mitigating Action
Continue to monitor the various work streams to accelerate aspects of the project where possible if suppliers can provide resource. Continue to
assess where a) internal skills have developed, b) external resource is needed for introducing new functionality in the future to inform future
bidding cycles and c) temporary recruitment/secondment is required.
ICT Security & DR
The project is for the enhancement of security systems, server replacement and the update of corporate
applications to ensure compliance with 15/16 PSN requirements, to enhance the disaster recovery
capabilities of WDC.
Majority of budget spent but delayed.
Project services to delivery Microsoft 365 Implementation including 3rd party supplier, training, technical
consultancy etc.
Planned End Date Forecast End Date
Anticipated Outcome
Anticipated Outcome
Anticipate two thirds of the budget being spent this financial year due to supply chain issues. Additionally, some works are planned for the last
quarter of the year for Public Sector Network (PSN) annual compliance submission.
365 Implementation
Internet of Things Asset Tracking
Asset Tracking.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Storage Area Network (SAN) installation ongoing. Server replacement at procurement stage. Wi-Fi access equipment scoping for end of life
items and estimated potential £0.300m spend to replace up to 900 - 1000 wireless access points. Planning procurement for secondary storage
(data domains) underway and estimated £0.150m spend. Indications are that global supply chain issues will impact Wi-Fi and storage lead
times.
Mitigating Action
Monitor supply chain issues. Continue tendering processes and implementation stages for each project.
Mitigating Action
None available at this time.
Anticipated Outcome
Technical aspect of the project is complete and WDC assisting with user testing. Delayed but on budget.
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – People and Technology
Corporate Services Committee: 1 February 2023
___________________________________________________________________
Subject: Pregnancy Loss Scheme
1. Purpose
1.1 The purpose of this report is to inform the committee of the development of a
Pregnancy Loss Scheme and gain approval for implementation.
2. Recommendations
2.1 The Committee is asked to approve the Pregnancy Loss Scheme (attached at
Appendix 1).
3. Background
3.1 West Dunbartonshire Council is committed to supporting its’ employees and,
in line with the People First Strategy, putting people and good people practice
are at the heart of the organisation. The Pregnancy Loss Scheme is a new
scheme, which aims to support employees and their partners, and has been
designed to provide guidance and a compassionate response to employees
who experience pregnancy loss.
3.2 The Scheme is applicable to Local Government Employees, Teachers, Chief
Officers and Craft/Quasi-craft workers.
3.3 The Pregnancy Loss Scheme recognises the implications of, and
responsibilities under, the Equality Act 2010 and enhances the support and
assistance available to employees coping with pregnancy loss. It also adopts
the principal and commitment of Article 8 of European Convention on Human
Rights, which “protects your right to respect for your private and family life.”
4. Main Issues
4.1 It is the intention of the scheme to fully encompass statutory entitlements for
employees who experience pregnancy loss. The scheme outlines the support
available, and advice that may be useful, should an employee need it at a
difficult time. Due to the nature of the topic, it is appropriately sensitive to keep
this separate from other family related policies.
4.2 The scheme is in line with relevant employment legislation including the
Employment Right Act 1996 and the Maternity and Paternity Leave
ITEM 9
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Regulations 1999. Further occupational entitlements under the Scheme for
noting are: 
• Employees who suffer neo-natal loss even at any point will be entitled to
Maternity rights and benefits;
• Employees who have been affected by pregnancy loss (including partners
subject to discretionary Manager approval and those affected by loss through
fertility treatment from the point of embryo transfer) will be eligible for paid
leave under this scheme if they are not able to access either Maternity or
Parental Bereavement Leave. Although this is not currently a legislative
requirement for pregnancy loss under 24 weeks, as a guide the Council will
give up to 5 days paid leave pro-rata. There is no limit to the number of times
this leave can be taken to support employees at this difficult time.
4.2 A guidance note for managers will accompany this scheme to ensure effective
implementation of the Scheme. The Guidance Note for Managers will include:
• Key information and definitions to ensure understanding of Pregnancy
Loss;
• The support mechanisms available for all employees going through
pregnancy loss; and
• Supporting information to guide managers in implementing the scheme.
5.0    Key change drivers
5.1 West Dunbartonshire Council signed up to the Pregnancy Loss Pledge on 3rd
March 2022 and is therefore a driver for implementing a pregnancy loss
scheme.  The Council was delighted to commit to the Pregnancy Loss Pledge
and welcomed the opportunity to highlight the work already undertaken and
further developing to support employees who are affected by pregnancy loss.
5.3 A benchmarking exercise across Scottish Local Authorities was undertaken to
review similar policies/schemes. None were identified from those that replied
so there is also an opportunity to share our good practice more widely in Local
Government. Further research explored Schemes currently offered in
organisations such as Channel 4 and the CO-OP. This scheme has been
developed based on these best practice example schemes including
employee supports, leave entitlements (for all employees) and support when
returning to work.
5.4 Further changes are expected should the Neonatal Care (Leave and Pay) Bill
be enacted in relation to additional leave for parents of neo-natal babies. This
may not be implemented until 2024-25.
6.0 Next steps
6.1 On approval of this scheme the Maternity Scheme, Paternity and Maternity
Guidance, Bereavement Scheme and Special Leave Policy will be updated
accordingly to reflect these provisions and links to this Scheme. Although not
all policies/schemes will require material changes in policy there may be a
change to the special leave policy to incorporate the paid leave for pregnancy
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loss prior to 24 weeks and Maternity Scheme & Guidance in relation to neo-
natal loss including that shared parental can only be taken following neo-natal
loss where this was already booked in advance. Policies will be bought back
to Committee should there be material changes in line with the Policy
development framework.
6.2 The new scheme will be communicated through workforce updates, newsfeed
articles, Trickle – the Council’s engagement platform and briefing notes
provided for managers to share at team meetings. Wellbeing Advocates will
also be used as a critical communication channel. The HR team will use email
signature messaging to promote the scheme in all of their correspondence.
TU Convenors and Representatives and Chief Officers will be asked to also
circulate the introduction of the new scheme ensuring it reaches all
employees. 
7. People Implications
7.1 The introduction of this Scheme will promote awareness in relation to
Pregnancy Loss and will ensure effective processes are available to support
employees who have suffered such a loss.
7.2  The Scheme for employees is accessible on the Council intranet.
8. Financial and Procurement Implications
8.1 Any financial implications associated with this Scheme will be in relation to the
provision of paid leave for this purpose. However, the benefits of supporting
employees at this difficult time, mitigating the need for other leave to be taken
such as sick leave is in support of our People First Strategy and family friendly
policies.
9. Risk Analysis
9.1 Application of the new scheme will support employees going through a very
difficult time and confirm available entitlements.
10. Equalities Impact Assessment (EIA)
10.1 An EIA was conducted and approved on 16th March 2022.  Please see
Appendix 2. Due to the delay in this coming forward for agreement this has
been reviewed and its contents remain relevant with no further amendments
required.
11. Consultation
11.1 The formulation of The Pregnancy Loss Scheme was informed by feedback
from Human Resources, employees and Trade Unions. 
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11.2 Agreement to the Scheme has been provided by Unite, GMB and Unison and
EIS on behalf of the Education Trade Unions.
12. Strategic Assessment
12.1 This report directly supports the Council’s People First Strategy ensuring this
Scheme is aligned to the ethos in providing meaningful and tangible support
to employees.
Victoria Rogers
Chief Officer – People and Technology
Date: 16th January 2023
Person to Contact: Ilene McCollum HR Advisor, Church Street, Dumbarton
Tel:  07909 520457
Email: ilene.mccollum@west-dunbarton.gov.uk 
Appendices: Appendix 1 – Pregnancy Loss Scheme
Appendix 2 – Equality Impact Assessment
Background Papers: None
Wards Affected: None
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1
HR Employment Policy & Procedures
Pregnancy Loss Scheme
Implementation Date: February 2023
The behaviours outlined in the ACHIEVE Framework
should be reflected in the application of this Scheme.
Appendix 1
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2
Scheme Title &
Reference
Pregnancy Loss
Scheme
Version Number &
Date 1.0 March 2022
Title, Version
Number & Date of
Superseded
Version (if
applicable) 
Pregnancy Loss
Scheme
Rationale for
introduction/Driver
for change
Review of existing supports highlighted
employees and managers would find specific
guidance helpful to ensure employees who
experience pregnancy loss at any stage of
pregnancy are well supported.
Summary of
Substantive
Changes (if
applicable)
N/A
Summary of
Technical Changes
(if applicable)
N/A
Lead Officer Julie Barker & Ilene McCollum, HR Advisers
Final Trades Union
Position
Agreed by Unite, Unison & GMB and EIS. on
behalf of Teaching Unions 
Consultation &
Approval Process
Convenors
Meeting 22.03.22 & 13.12.22
PMRG 29.03.22
Accompanying
Documentation
(incl. EIA)
EIA No. 493
Linked Policy,
Schemes and
Procedures
Bereavement Leave Scheme
Parental Leave Scheme, Maternity Leave
Scheme, Shared Parental Leave Scheme
Special Leave Scheme
Stress Management Policy
Employee Wellbeing Supports
PAM Assist
Support Guide
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3
Supporting Employee Wellbeing Policy
Flexible Working Policy
Equality & Diversity in Employment Policy
Domestic Violence & Abuse Policy
Page 49

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4
Contents
Section Title Page Number
1 Scheme Statement 5
2 Key Facts and Terms of Scheme 5
3 Supporting Employees who Suffer
Pregnancy Loss
7
4 Returning to Work 8
5 Further Supports 10
6 Review of Scheme 11
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5
1. Scheme Statement
1.1 West Dunbartonshire Council recognises the sensitive and often very
distressing nature of pregnancy loss.  This scheme is designed to
provide guidance and a compassionate response to employees who
experience pregnancy loss, whether it happens to you, your partner or
the surrogate having your baby, regardless of the nature of the loss or
the employee’s length of service.
1.2 The Pregnancy Loss Scheme encompasses statutory entitlements for
employees who experience pregnancy loss.
1.3 The Council recognises the implications of, and its responsibilities under, the
Equality Act 2010 and this scheme enhances the support and assistance
available to employees coping with pregnancy loss.
1.4 This scheme makes no assumptions about how employees suffering a loss
feel, or how they may want to be treated.  Instead, it aims to outline the
support that is available, and advice that may be useful, should an employee
need it.  The aim is to encourage managers and employees to have open and
honest discussions and adopt a flexible approach to support the employee to
balance work and cope with their loss.
1.5 This scheme will complement the provisions of the Special Leave
Scheme, the Supporting Employee Wellbeing Policy, the Maternity
and Paternity Leave Schemes, and the Bereavement Leave Scheme.
1.6 A Manager’s Guidance Note sits alongside the Scheme which will
provide advice and guidance on the effective implementation of the
Scheme.
2. Key Facts and Terms of Scheme
2.1 The Council acknowledge that pregnancy loss can be a devastating
experience whether it happens to you, your partner or the surrogate
having your baby. We know that sadly, it is more common than people
may think and that the challenges at work are often misunderstood.
2.2 An estimated one in five pregnancies ends in miscarriage; one in every 225
births in the UK each year is classed as stillborn.   Given these statistics and
that our workforce is predominantly female (over 72.9%) it is anticipated that
there are likely to be employees who will experience pregnancy loss.  While
everyone’s experience is different, this scheme aims to promote and support
employees to discuss individual arrangements to support them through their
loss with their line manager.
2.3 If you are reading this because you have been affected, we are sorry
for your loss. We want you to know that we understand that for many,
pregnancy loss whenever or however it happens is a type of
bereavement. Getting the right support at work is crucial and we are
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6
committed to ensuring all employees affected by pregnancy loss get
the support that they need.
2.4 The purpose of this scheme is to define what types of pregnancy loss
are covered and what supports are available in both this and our other
policies.  
2.5  The term ‘Pregnancy Loss’ includes but is not limited to:
• Miscarriage:
The spontaneous loss of pregnancy until 24 weeks of gestation.
This includes those affected by loss through fertility treatment
from the point of embryo transfer.  Learn more about
miscarriage here www.nhs.uk/conditions/miscarriage
• Stillbirth:
The loss of a baby after 24 weeks, before or during birth. Learn
more about stillbirth here www.nhsinform.scot/illnesses-and-
conditions/pregnancy-and-childbirth/stillbirth
• Abortion:
A medical or surgical procedure to end a pregnancy. Learn
more about abortion here www.nhsinform.scot/tests-and-
treatments/surgical-procedures/abortion
• Ectopic pregnancy:
When a fertilised egg implants and grows outside of the main
cavity of the uterus. Learn more about ectopic pregnancy here
www.nhsinform.scot/illnesses-and-conditions/pregnancy-and-
childbirth/ectopic-pregnancy
• Molar pregnancy:
A rare form of pregnancy in which a non-viable fertilised egg
implants in the uterus and will fail to reach full term. Learn more
about molar pregnancy here www.nhs.uk/conditions/molar-
pregnancy
2.6 Neonatal loss is the loss of a baby within the first 28 days after they
are born, often caused by premature births or genetic disorders. Learn
more about neonatal loss here Neonatal death information and
support | Tommy's (tommys.org)
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7 
3 Supporting Employees 
3.1 Neonatal loss and Still Birth 
• If you experience a stillbirth after 24 weeks or a neonatal loss, even if
the neonatal loss was before 24 weeks of pregnancy, you are entitled
to maternity benefits and leave.  Please refer to the Maternity Leave
Scheme to understand those entitlements. You can access all
appropriate information relating to Maternity Leave on the Council’s
Intranet here Maternity Leave Scheme - Employee Intranet (west-
dunbarton.gov.uk). Partners are also entitled to Paternity leave and
benefits where they qualify. You can access information relating to
Paternity leave at Paternity Leave - Employee Intranet (west-
dunbarton.gov.uk) 
• All employees (including partners) who experience the loss of a child
under 18 years old (including stillbirth and neonatal loss) are also
entitled to parental bereavement leave, which is incorporated in to the
Council’s Bereavement Leave Scheme which can be accessed from
the Council’s Intranet here Bereavement Leave - Employee Intranet
(west-dunbarton.gov.uk) 
3.2 Pregnancy loss from 24 weeks 
• If you are affected by pregnancy loss from 24 weeks as the pregnant
parent you are entitled to maternity benefits and leave.  Please refer
to the Maternity Leave Scheme to understand those entitlements. You
can access all appropriate information relating to Maternity Leave on
the Council’s Intranet here Maternity Leave Scheme - Employee
Intranet (west-dunbarton.gov.uk). Partners are also entitled to
Paternity leave and benefits. You can access information relating to
Paternity leave at Paternity Leave - Employee Intranet (west-
dunbarton.gov.uk) 
3.3 Pregnancy Loss before 24 weeks 
• Employees who have been affected by pregnancy loss (and those affected by
loss through fertility treatment from the point of embryo transfer) will be
eligible for paid leave if they are not able to access either Maternity or
Parental Bereavement Leave. This includes whether it happens to you, (or
your partner subject to manager approval) or the surrogate having your baby.
There is no limit on the number of times you can take it if you are affected by
more than one loss. 
• We won’t assume to know how much leave each employee might need as
everyone’s situation is different. This scheme isn’t about creating a one-size
fits all approach. It’s about highlighting all the different ways that we can
support you so you can decide what works best for you. 
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8
• It doesn’t matter how long an employee has worked for the Council or how
many hours you work; if you suffer a loss you will be entitled to this leave with
full pay. As a guide, we’ll give up to 5 days paid leave pro-rata, for partners of
those who have suffered a loss the same provision will be given subject to
manager approval. You can request this period of leave via the Special Leave
Scheme. Special Leave Scheme - Employee Intranet (west-
dunbarton.gov.uk). Alternatively, your manager can progress this on your
behalf.
3.4  Supporting Employees after Pregnancy Loss
• Emotional and physical recovery from a pregnancy loss varies for each
individual.  We appreciate it doesn’t have a time limit and employees may find
they need to take further sickness leave after having returned to work, which
is understood. Employees should feel supported when requesting time off to
recover from loss.
• It’s important that you contact your manager as soon as possible if you are
affected by pregnancy loss, so that they know what’s happening and how they
can support you.  While we would encourage you to let your manager know
so that they can support you during this difficult time and help you return to
work, if you would prefer not to tell anyone, please consider contacting your
trade union representative or HR or alternatively use the Council’s Supporting
Employee Wellbeing Policy for guidance instead.  Any sickness absence that
is recorded as pregnancy related will not count towards absence prompts.
The Supporting Employee Wellbeing Policy can be accessed from the
Council’s Intranet here Supporting Employee Wellbeing Policy - Employee
Intranet (west-dunbarton.gov.uk)
• Pregnancy loss is a challenging often emotional time for all involved.
For any employees experiencing domestic abuse linked to pregnancy
loss, our Domestic Violence & Abuse Policy may provide additional
support. You can access this Policy from the Council’s Intranet here
Domestic Violence and Abuse - Employee Intranet (west-
dunbarton.gov.uk)
4. Returning to Work
4.1 Returning to work after pregnancy loss can be incredibly challenging.
Employees are encouraged to have an ongoing discussion with their
line manager about necessary adjustments (see ‘Flexible Working’
below). 
4.2 We acknowledge everyone’s experience is different, and an employee
is entitled to discuss bespoke arrangements to best support them with
their line manager, and Strategic HR if needed, based on their
individual circumstances.
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9
4.2 Flexible Working
• West Dunbartonshire Council recognises that flexibility is a key support to
anyone suffering a pregnancy loss. We aim to facilitate flexible working
wherever possible and have an established Flexible Working Policy which can
be accessed from the Council’s Intranet here Flexible Working - Employee
Intranet (west-dunbarton.gov.uk)
• Some examples of Flexible Working that could be considered
following a pregnancy loss could include:
• A phased return to work;
• More time working from home, subject to role requirements;
• Additional breaks;
• Flexibility to work in other areas of the building when in the
office;
• Earlier start times and finish times to avoid peak travel times
when travelling into the office;
• A request to reduce working hours on a temporary basis;
and/or
• Turning camera off when on video calls.
• Please note that this list is not exhaustive, rather it highlights some of
the different ways that we can support employees. An employee’s
specific requirements should be discussed and agreed between them
and their line manager. Any adjustments or Flexible Working
arrangements agreed should be reviewed on a regular basis to
ensure they continue to meet the needs of the employee.
4.3 Medical Appointments and Support
• West Dunbartonshire Council would advise employees to seek the
support of their GP if they have experienced pregnancy loss if not
already done. Employees may find they need time away from work to
attend medical appointments or to support their partner.
• Time to attend necessary appointments will normally be paid in line
with the Council’s Special Leave Scheme which you can access from
the Council’s Intranet page Special Leave Scheme - Employee
Intranet (west-dunbarton.gov.uk)
• Employees can access free, professional and confidential counselling
through PAM Assist. You can find further information and details on
how to self-refer on our Intranet page Employee Counselling -
Employee Intranet (west-dunbarton.gov.uk) . Alternatively, your line
manager can make a referral to this service on your behalf.
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10
• If employees would prefer to speak to someone who is specifically
trained in the kind of pregnancy loss you have experienced a list of
specialised organisations is available in Section 5 of the Scheme.
4.4 IVF and Fertility
If pregnancy loss occurs after the employee or their partner have had
fertility treatment from the point of embryo transfer onwards please
note this scheme still applies.
5. Further Supports
5.1 There are lots of charities and other specialist support groups who
offer information and support about pregnancy loss. Here are some
that you might find helpful:
• The Miscarriage Association – The Miscarriage Association –
offers support and information for anyone affected by
pregnancy loss. It provides a staffed helpline, live chat and
email service, and a comprehensive website, along with online
and in-person peer support groups.
https://www.miscarriageassociation.org.uk/
• Petals – provides specialist support and counselling after
pregnancy loss. https://www.petalscharity.org/
• Tommy's - a charity that funds research into pregnancy
problems and provides information for parents-to-be.
https://www.tommys.org/
• SANDS - can offer you support if your baby dies during
pregnancy or after birth. https://www.sands.org.uk/
• ARC - a national charity offering parents support through
antenatal screening and its consequences, including
bereavement. https://www.arc-uk.org/
• Abortion Talk - a new charity offering people the chance to
talk about abortion in a non-judgemental and supportive
environment. https://www.abortiontalk.com/
• The Fertility Network – a charity offering resources and
support for those affected by fertility issues.
https://fertilitynetworkuk.org/
• The Ectopic Pregnancy Trust – supporting people with early
pregnancy complications. https://ectopic.org.uk/
• SIMBA – offer monthly bereavement support groups across
Scotland, 24-hour online support and organise family friendly
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11
awareness events throughout the year.
https://www.simbacharity.org.uk/ 
6. Review of Scheme
6.1 This scheme will be reviewed and updated to incorporate any relevant
changes to legislation or good practice as required.
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AssessmentNo 493 Owner jbarker
Resource Transformation Service/Establishment People and Technology
First Name Surname Job title
Head Officer Julie Barker HR Adviser
(include job titles/organisation)
Members Ilene McCollum Margo Davenport
(Please note: the word 'policy' is used as shorthand for stategy policy function
or financial decision)
Policy Title Pregnancy Loss Scheme
The aim, objective,purpose and intended out come of policy
To support employees who experience a pregnancy loss who experience
pregnancy loss at any stage of pregnancy and to enable managers to best support
their employees. For those employees who experience this loss before 24 weeks
(when maternity pay commences) this scheme seeks to offer a period of paid leave
to mitigate any potential detriment they may experience.
Service/Partners/Stakeholders/service users involved in the development
and/or implementation of policy.
TU - Margo Davenport
Does the proposals involve the procurement of any goods or
services? Yes
If yes please confirm that you have contacted our
procurement services to discuss your requirements. No
SCREENING
You must indicate if there is any relevance to the four areas
Duty to eliminate discrimination (E), advance equal
opportunities (A) or foster good relations (F) Yes
Relevance to Human Rights (HR) Yes
Relevance to Health Impacts (H) Yes
Relevance to Social Economic Impacts (SE) Yes
Who will be affected by this policy?
All employees who may experience pregnancy loss or be affected by pregnancy loss.
Who will be/has been involved in the consultation process?
Trade Union Convenors
Please outline any particular need/barriers which equality groups may have in relation to
this policy list evidence you are using to support this and whether there is any negative
impact on particular groups.
Needs Evidence Impact
Age
Applies to those of
an age to bear
children or are able
to be involved in the
creation of a
pregnancy
Positive if
experience loss
before 24 weeks of
pregnancy
Cross Cutting
Full consideration
given to Human
Rights Act
Positive if
experience loss
before 24 weeks of
Appendix 2
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specifically article 8
of ECHR on Family
life.
pregnancy
Disability n/a
Positive if
experience loss
before 24 weeks of
pregnancy
Social & Economic
Impact
n/a other than
reducing need to pay
sick pay and
maximisies an
employees sick pay
availability
Positive if
experience loss
before 24 weeks of
pregnancy
Sex
Employees who have
been affected by
pregnancy loss
(including partners
and those affected
by loss through
fertility treatment
from the point of
embryo transfer)
will be eligible for
paid leave if they are
not able to access
either Maternity or
Parental
Bereavement Leave.
This includes
whether it happens
to you, your partner
or the surrogate
having your baby.
There is no limit on
the number of times
you can take it if you
are affected by more
than one loss.
All employees are
treated fairly.
Positive if
experience loss
before 24 weeks of
pregnancy
Gender Reassign n/a
Positive if
experience loss
before 24 weeks of
pregnancy
Health
Supports female
health related to
pregnancy and
emotional wellbeing
for all employees
involved in
experiencing a
pregnancy loss.
Positive if
experience loss
before 24 weeks of
pregnancy
Human Rights n/a
Positive if
experience loss
before 24 weeks of
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pregnancy
Marriage & Civil
Partnership
Pregnancy loss can
impact employees in
any type of
relationship.
Positive if
experience loss
before 24 weeks of
pregnancy
Pregnancy &
Maternity
Those that
experience loss.
Before 24 weeks this
scheme offers paid
leave as not entitled
to maternity pay /
leave
legal requirement
for maternity pay is
pregancy or loss
after 24 weeks.
positive - reduces
impact to those
employees who
experience loss
before 24 weeks
Race
BME women are
40% more likely to
experience
pregnancy loss
https://www.mirror
.co.uk/news/politics
/tories-blasted-
black-women-40-
26175931
Positive if
experience loss
before 24 weeks of
pregnancy
Religion and Belief n/a
Positive if
experience loss
before 24 weeks of
pregnancy
Sexual Orientation n/a
Positive if
experience loss
before 24 weeks of
pregnancy
Actions
Policy has a negative impact on an equality group,but is still to be implemented, please
provide justification for this.
Will the impact of the policy be monitored and reported on an ongoing bases?
The impact will be monitored on a regular ongoing basis.
Q7 What is you recommendation for this policy?
Intoduce
Please provide a meaningful summary of how you have reached the recommendation
Positive support for all employees and enhances statutory benefit of paid leave for those who
experience a loss before 24 weeks.
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – People and Technology
Corporate Services Committee: 1 February 2023
___________________________________________________________________
Subject: Workforce Planning Strategy and Framework 2022 - 2027
1. Purpose
1.1 The purpose of this report is to seek approval of the revised Workforce
Planning Strategy and Framework.
2. Recommendations
2.1 The Committee is asked to approve the revised Workforce Planning Strategy
and Framework (Appendix 1).
3. Background
3.1 The Council’s Workforce Planning Framework 2017 – 2022 supported the
Council’s workforce planning activity over this period with 2021/22 workforce
planning update being reported to Committee on 2nd November 2022.
Included in this report was the Corporate Workforce Action plan 2022/23
consisting of actions undertaken and in progress, where momentum should
be sustained and a high level 5 year action plan to develop workforce
planning linked to the People First Strategy and the Employee Life Cycle.
3.2 As the Council progresses its’ 5 year Strategic Plan with Service delivery
plans incorporating the Council priorities, the Workforce Planning Framework
has been revised to reflect the Council’s Strategies for 2022 – 2027 and to
support Chief Officers and their management teams to undertake workforce
planning effectively. The revised Framework and Strategy is based on existing
good practice and best practice guides.
3.3 Whilst separate planning processes exist in relation to West Dunbartonshire
Health & Social Care Partnership (HSCP), appropriate alignment is in place to
ensure that Council employees working within HSCP are included and benefit
from all Council Wide initiatives and actions.
3.4 The Strategy and Framework is applicable to services with Local Government
Employees, Chief Officers and Quasi-Craft workers and applies to those
Council-employed within HSCP services as per point 3.3 above. Teachers
and those on SNCT conditions have separate workforce planning
mechanisms in place.
ITEM 10
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3.5 A Workforce Planning Guidance Toolkit for Managers, providing the tools and
supporting information to undertake effective workforce planning will
accompany this Strategy and Framework. It is expected that over the course
of the 5-year plan this toolkit will be responsive to need and developed
accordingly to provide managers with the tools and knowledge they require to
meet their workforce planning challenges.
4. Main Issues
4.1 The review of the Workforce Planning Strategy and Framework (Appendix 1)
seeks to place a strategic focus on workforce planning by setting the
workforce planning model in context aiming to ensure Council Services have:
• The right shape in terms of composition, structure and purpose;
• The right skill set in terms of capabilities to meet future goals and
bridge current gaps;
• The right number of employees to achieve goals efficiently and
effectively;
• In the right location to ensure the availability of people with capabilities
to meet service needs; and
• At the right time and within budget.
4.2 It is acknowledged that the Council and its’ Services are embarking on further
challenging times and it is therefore imperative to support services in
considering current short term requirements but also longer-term workforce
planning strategies in line with Council plans, setting workforce planning
priorities which are directly linked.
4.3 In setting workforce planning in context, the Strategy and Framework
recognises the current good practice already undertaken outlining our current
strengths and successes but also draws on the challenges identified from
planning processes and experiences of workforce planning to date.
4.4 With the aim to provide further clarity and simplify the process of workforce
planning, the Strategy and Framework provides a revised workforce planning
governance framework. This is a 6-staged evidence based model for
workforce planning considered best practice by the Chartered Institute of
Personnel and Development (CIPD) as follows:
1. Stage 1: Understanding the Organisation & its Environment
2. Stage 2: Analyse the Current & Potential Workforce
3. Stage 3: Determine Future Workforce Needs
4. Stage 4: Identify Workforce Gaps against future needs
5. Stage 5: Actions to address skill shortages, surpluses or skill
Mismatches
6. Stage 6: Monitoring and evaluate actions
4.5 The tools and template documents from the current Workforce Planning
Framework have been removed and will be reviewed and placed in the
Manager’s toolkit. These will be revised where appropriate based on
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manager/user feedback. The manager’s toolkit will developed around
undertaking the 6-stages effectively.
4.6 Once approved, the revised strategy and framework replaces the previous
iterations in their entirety. 
5. Key Drivers
5.1 With the various challenges faced by the Council and particularly in relation to
budget savings, the requirement to effectively workforce plan in the context of
our priorities has never been greater. Is also essential that managers are
equipped with the right skills and abilities to take this forward.
5.2 Key drivers are featured within the 4 Workforce Planning Priorities to ensure
the following:
Priority 1. Our People (Workforce Profile): Ensure resilience and
engagement of the workforce;
Priority 2. Recruitment & Retention: Current and predicted future
workforce gaps are addressed and core skill sets retained;
Priority 3. Structure & Roles: Service structures and delivery model/s
are stable, fit for purpose and future requirements;
Priority 4. Skills & Capabilities: Current and future skills gaps and
capabilities are addressed.
5.3 In addressing the above, this Framework and Strategy aims to:
• Addressing the gap between current workforce supply and predicted future
demand;
• Addressing the gap between current and required workforce capabilities;
• Improving resilience within teams;
• Ensuring clear, effective and stable organisational design;
• Addressing workforce diversity objectives; and
• Improving use of technology and new ways of working.
6.0 Next Steps – Communication Plan
6.1 A Manager’s Workforce Planning Toolkit is being developed along with
supporting templates, examples and documents. Both managers and Trade
Unions have been invited to contribute to this.
6.2 Communications will follow to Chief Officers and Management teams in
relation to the new Strategy and Framework and supporting Toolkit with
discussions taking place at management team meetings. The Strategy and
Toolkit will also be available on the intranet as well as circulated around
services.
6.3 The Strategy confirms that People & Change Partners will be supporting the
workforce planning activity of services during the service delivery planning
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processes however general workforce planning training and support sessions
will be developed based on feedback of the toolkit to meet manager’s needs.
7.0.  People Implications
7.1 With the workforce being an imperative asset for the Council, the introduction
of this Strategy & Framework will support our services to create a workforce
which supports the achievement of the Council’s priorities and in turn the
needs of Services users and our communities. The Strategy and Framework
will ensure considerations are given to the key themes of the People First
Strategy whilst considering the current and future needs of our workforce in
relation to:
• Supporting & Building Workforce Skills
• Digitalisation
• Employee Wellbeing
• Workforce Planning
• Employee Engagement
7.2 Resilience and equalities should feature in all workforce planning
considerations and therefore the Strategy and Framework will also have
key linkages to the Equality Action plan with the objective to build a
workforce which reflects our communities, support our current workforce
effectively and ensure we are an employer of choice. 
8. Financial and Procurement Implications
8.1 Whilst there are no direct financial implications in implementing this Strategy
and Framework it is expected that this will support Council services to
effectively structure and develop the workforce accordingly within the current
budget position and ensure workforce planning decisions are evidence based.
9.0. Risk Analysis
9.1 Implementation of the revised Strategy and Framework will support services
to analyse their workforce needs in line with their service delivery priorities
and develop plans to mitigate against current and future workforce risks
ensuring resilience to service delivery.
10.0 Equalities Impact Assessment (EIA)
10.1 An EIA was conducted and approved on 20th December 2022 and is available
as Appendix 2. 
11.0 Consultation
11.1 The Workforce Planning Strategy and Framework was informed by feedback
from Human Resources, People & Change Leads and was circulated for
consultation with Chief Officers and their management teams and Trade
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Unions. Feedback received was considered and incorporated where
appropriate.
11.2 Trade Unions and Service Managers have been asked to be involved in the
future development and consultation around the Managers Workforce
Planning Toolkit alongside Human Resources.
11.3 Whilst this is a revised Policy, the changes are substantial in its re-write. A
summary of the key changes have been outlined at the beginning of the
Strategy and Framework in the summary of technical changes section. 
11.4 Unison, Unite and GMB have noted their agreement to the Workforce
Planning Strategy and Framework. 
12.0 Strategic Assessment
12.1 This report directly supports the Council’s Strategy Plan, Service Delivery
plans and People First Strategy ensuring this workforce planning is
undertaken and aligned to the priorities and ethos within these strategies.
Victoria Rogers 
Chief Officer - People & Technology
Date: 6th January 2023
Person to Contact: Lisa MacGregor, People and Change Partner
16 Church Street, Dumbarton
Tel: 07949800801
Email: Lisa.MacGregor@west-dunbarton.gov.uk
Appendices: Appendix 1 – Workforce Planning Framework & Strategy
2022 – 2027
Appendix 2 – Equality Impact Assessment
Background Papers: None
Wards Affected: None
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1
HR Employment Policy & Procedures
Workforce Planning
Strategy & Framework
Implementation Date:  December 2022
The behaviours outlined in the ACHIEVE Framework should
be reflected in the application of this Policy.
Appendix 1
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2
Document Management - Version Control
Policy Title &
Reference
Workforce Planning
Strategy &
Framework
HRP/066
Version Number &
Date 3.0 20th December 2022
Title, Version
Number & Date of
Superseded
Version (if
applicable) 
Workforce Planning
Strategy &
Framework
Version
1.0
2.0
November 2013
7th June 2016
Rationale for
introduction/Driver
for change
Review of the existing Framework to place in
context of current strategic focus on workforce
planning, improving medium to long-term planning
and action plan implementation in line with the
People First Strategy. 
Summary of
Substantive
Changes (if
applicable)
Review of Framework document to reflect the
strategic links of workforce planning to Council
plans and strategies including The People First
Strategy. To incorporate the tools and information
guidance for workforce planning into a separate
toolkit to support managers to undertake effective
workforce planning which can be developed and
built upon over the 5 year period to meet need.
Summary of
Technical Changes
(if applicable)
This document is a re-write on the current
Workforce Planning Framework retaining its main
principles.
Amendment of title to reflect the content of the
document in that it sets out a 5 year strategy and
framework; 
• Strategic link to named Council Strategies in
setting workforce planning in context;
• Inclusion of  the 4 Workforce Planning
Priorities to support Service level workforce
plans and aims;
• High level 5 year considerations for
workforce planning linked to The People
First Strategy incorporated;
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3
• Review of framework and processes
including roles and consultation;
• Review of governance framework to 6-stage
workforce planning model based on
Chartered Institute of Personnel &
Development in line with best practice.
• Removal of workforce planning tools and
‘how to’ guidance which will be formulated
into a manager’s toolkit to clarify and
simplify information.
Lead Officer Lisa MacGregor, People & Change Partner
Final Trades Union
Position
Notification of Agreement from Unison, Unite &
GMB
Consultation &
Approval Process
Committee Date
Convenors
29/11/22 Trade Unions and
Chief Officers (and their
management teams)
JCF (if applicable) N/A
C. S. Committee (if
applicable) 1/2/23
Accompanying
Documentation
(incl. EIA)
Equality Impact Assessment No 594
Linked Policy,
Schemes and
Procedures
Workforce Planning Guidance Toolkit
Council Strategic Plan
Service Delivery Plans
The People First Strategy
Equalities Action Plan
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4
Contents
Section Title Page Number
1 Introduction 5
2
3
Workforce Planning Context
Workforce Planning Priorties
5
9
4 Workforce Planning Process 15
5 Workforce Planning
Governance
Appendix 1: Equalities
Action Plan
Appendix 2: The Workforce Planning
Process
16
19
23
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5
1. Introduction
1.1. This Strategy and Framework details West Dunbartonshire Council’s
approach to strategic workforce planning 2022 – 2027 in line with Strategic
Council Plans, is based on a review of existing good practice, and best
practice guides. A Workforce Planning Guidance Toolkit for Managers,
providing the tools and supporting information to undertake effective
workforce planning accompanies this Strategy and Framework.
1.2.  Strategic workforce planning is proactive and seeks to enable the delivery of
strategic objectives by identifying and implementing strategies. Effective
workforce planning is when a strategy is brought to life so vividly that a
workforce can be constructed around it. 
2. Workforce Planning Context
2.1. Effective workforce planning will be informed by:
• The Council’s current and future objectives;
• The needs of our service users;
• The amount and sources of funding available; and
• The wider policy and legislative environment in which the Council
operates.
At the right
time and cost!
Shape:
Composition, structure & purpose of our services, aligning to the
Council's Strategic Operating Model principles.
Skill Set:
Capabilties to meet future goals and bridge current gaps
Number of employees:
To achieve goals efficiently and effectively
Location:
Availability of people with capabilities to meet requirements.
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6
2.2. The Council’s Strategic Plan (2022–27) informs the development of our
Service Delivery Plans reflecting the themes and priorities within. The People
First Strategy 2022 – 27 (link) sets out the Council wide ‘people’ route to
support delivery of the Council’s Strategic Plan incorporating the key priorities
below which will work in collaboration to build the workforce for the Council:
• Supporting & Building Workforce Skills
• Digitalisation
• Employee Wellbeing
• Workforce Planning
• Employee Engagement
2.3. The People First Strategy 2022–27 will concentrate on the Employee Life
Cycle as the foundation for constructing the workforce required to meet the
Council’s Strategic Objectives and support the Workforce Planning agenda
with a different focus each year:
• year 1 – Recruitment
• year 2 – On-boarding
• year 3 – Development
• year 4 – Retention
• year 5 -  Employee Recognition & Off-boarding
Effective
Workforce
Planning
Council’s objectives
Needs of service users
Funding
Policy & Legislation
People First StrategyService Delivery Plan(s)
Council Strategic Plan
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7
2.4. Workforce planning takes place at a Council-wide level looking at system-wide
issues and strategies to support the Council’s strategic plan. It aims to address
external workforce factors that affect the entire organisation, maintain
organisational capacity and to mitigate risk exposure. Workforce planning at this
level is undertaken with the Strategic Leadership Group and is facilitated by the
Strategic Human Resources Team. During this process it may be that the
workforce planning process in a Chief Officer area highlights additional system-
wide issues not previously identified. As an intuitive process, it is therefore
important that resulting Council-wide action plans are responsive to any such
need highlighted by the Service workforce planning process.
2.5. Workforce planning is also undertaken at Service level and is embedded in the
service planning process with workforce planning forming part of the Service
delivery plans. This ensures clear linkages between service workforce plans
reflecting service priorities, supporting the achievement of the council priorities
whilst taking cognisance of the priorities within the People First Strategy. Service
workforce plans outline the actions to ensure that we have the workforce
required to deliver new, different and improved services in challenging times. 
Figure 1: The employee life cycle
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8
2.6.  It is important to note the two-way process which needs to exist in terms of how
the People First Strategy (at Council wide level) and Workforce Plans at strategic
service level) will work together to ensure that service, financial and workforce
plans are integrated ensuring a resourced workforce is in place to meet
organisational needs.
2.7 In considering workforce planning in context it is important to also acknowledge
that our current strengths particularly surrounding the People First Strategy
priorities provide us with the foundations and platform from which to build and
meet our challenges ‘head on’. Therefore, they must continue to be recognised,
developed, promoted and leveraged as we work together with our stakeholders
and partners to deliver improvements within the Framework of the Priorities. 
Council
Strategic Plan
People First
Strategy
Service
Delivery Plans
Service
Workforce
plans
Our Key Strengths:
• Employee Wellbeing Strategies including wellbeing champions and policy
base
• Flexible Working – Award winning in relation to our work styles & hours
• Employee Engagement Strategies –Use of Trickle, particularly for the
frontline employee voice
• Learning & Development Opportunities including Digital champions network
and skills passports to support career development
• Fit for Future Review process as a basis for effective service re-design with
a user based focus
• Use of Technology to progress service delivery and enable remote/hybrid
working
• Skills Development & Retention  - Succession rates in recruiting and
retaining Modern Apprentices & Graduates
• Workforce Planning Console  - Real time Workforce planning data for
Managers providing ‘snap shot’ data and trends analysis in relation to the
workforce
• Knowledge and Experience of our current Workforce
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9
2.8. It is anticipated the implementation of the People First Strategy and its
associated 5 year plan alongside the workforce planning processes at Service
Level will highlight a number of challenges, which we will need to address to
ensure our workforce is fit for purpose to deliver our Services. In line with the
Council’s Strategic Plan we understand the challenges that will also be reflected
and considered within the workforce planning context.
3. Workforce Planning Priorities
3.1. In order to address our workforce planning needs Service Level workforce plans
and their actions will be developed around our 4 Workforce Planning Priorities.
These priorities reflect the strategies and aims of this Workforce Planning
Strategy Framework, to ensure we are be able to respond accordingly to our
challenges whilst building on our current good practice and successes from our
journey so far.
Our Challenges:
• Aging and forecasted decrease in population in the West Dunbartonshire
area reflecting in our workforce
• Poverty and health within our communities impacting on potential
workforce and current employee wellbeing
• Current and anticipated future budget position impacting on structures and
roles and predicted recession
• Competitive external labour market for key skills versus vulnerability of key
employment sectors in our communities particularly following EU Exit and
the Pandemic including the Impact on youth employment
• Known skill shortages in key areas
• Continuous Skill development of the workforce including Digitisation and
Transformational change
• Equalities & removing barriers – Building a workforce representative of our
Communities
• Environmental factors & climate change influencing the way we design and
deliver our services
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10
Priority 1. Our People (Workforce Profile):
Ensure resilience and engagement of the workforce
Strategy:
Develop and implement wellbeing, employee engagement, equality and learning and
development plans to enable capabilities, improve resilience and promotion of a diverse
workforce
We will know we have achieved this:
When our employee engagement strategies and processes reflect a workforce that feels
valued, attendance levels and employee wellbeing is improved and employees are
engaging in continuous development whilst meeting service delivery objectives. Our
workforce planning data meets the on-going requirements to provide the insights required
to build the workforce we require which reflects our communities.
We will monitor this through:
Our employees surveys and engagement platforms such as Trickle, absence levels and
other key sources of information relating to wellbeing such as stress risk assessments
and related performance indicators at Council wide and service level. Our workforce
planning console will support this monitoring of employee data along with external data
sources in relation to our communities and labour markets.
• Service Structure
and delivery model/s
are stable, fit for
purpose and future
requirements
•Current and future
skills gaps and
capabilities are
addressed
•Current and
predicted future
workforce gaps are
addressed and core
skill sets retained
•Ensure resilience and
engagement of the
workforce
Priority 1.
Our People
(Workforce
Profile)
Priority 2.
Recruitment &
Retention
Priority 3.
Structure &
Roles
Priority 4.
Skills &
Capabilities
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11
Priority 2. Recruitment & Retention:
Current and predicted future workforce gaps are addressed and core skill sets retained
Strategy:
Develop and implement employee life cycle plans in line with the People First Strategy to
attract and retain the workforce 
We will know we have achieved these:
When turnover is minimised and we are able to fill our hard to recruit posts where we
have identified skills shortages, including established talent pool pipelines where needed,
both internal and external from which to source key talent from.
We will monitor this through:
Reviewing the levels and reasons for turnover through our exit processes and taking
appropriate action, monitoring key recruitment data and trends to support the
improvement of processes, roles and structures and policy base. Monitor actions
implemented against required outcomes through the workforce planning process.
Priority 3. Structure & Roles:
Service structures and delivery model/s are stable, fit for purpose and future
requirements
Strategy:
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
We will know we have achieved these when:
We have flexible and resilient structures with our workforce facilitating the achievement
of service delivery requirements through the use of new technologies and digital
transformation. 
We will monitor this through:
Working with Services within the workforce planning framework to monitor workforce
planning actions in the context of their impact to support the achievement of service
delivery objectives and improved performance indicators. Monitoring of structure and
employee data will be supported through the workforce planning console.
Priority 4. Skills & Capabilities:
Current and future skills gaps and capabilities are addressed
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12
Strategy:
Develop and implement learning and development plans and development opportunities
to improve capabilities and resilience within the workforce
We will know we have achieved these when:
Learning and development opportunities are effectively scoped and implemented based
on the requirements of the Service and effective succession planning in place to ensure
skills gaps are closed effectively.
We will monitor this through:
Monitoring data in relation to learning and development opportunities undertaken,
particularly in relation to digital skills and ensuring essential learning and development is
embedded in skills passports. Monitoring the internal labour market information in
relation to those moving internally and undertaking secondments, promotions etc. as
well as exit information to understand key reasons for leaving. Within the workforce
planning framework ensuring succession planning is a key consideration and monitoring
outcomes of service workforce plans against objectives set.
3.2. Through Workforce Planning we aim to build workforce skills and support for the
future across all services through innovative development programmes and
bespoke interventions. Workforce planning will support with the design and
support of modernised services and digital transformation, building resilience to
Council Services and support progression the Council’s equality outcomes
(https://www.west-dunbarton.gov.uk/media/4320212/equalities-report-final.pdf).
3.3. As part of the People First Strategy a 4 year equalities action plan (Appendix 1)
is being actioned which will influence all 4 Workforce Planning priorities,
therefore findings and outputs from this plan will be considered across the 4
workforce planning priorities.
3.4. Workforce planning is one of the key priorities of the People First Strategy. In
order to build and improve the Council’s workforce planning capabilities and
further support service level workforce planning activity, development work in
relation to workforce planning will also focus around the Employee Life cycle of
the People First Strategy over the next 5 years.
3.5. As work progresses in relation to the People First Strategy it is expected that
specific strategies and actions will be reflected within the 4 workforce planning
priorities and in turn these reflected in Service level workforce plans. It is
important to ensure feedback from service level workforce planning also informs
the People First Strategy.
3.6. It is anticipated at this stage that development work will focus on the following
areas reflected in the tables below, however as the People First Strategy
progresses year on year focus may change as we respond to the outcomes and
requirements.
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13
Year 1 – Attraction & Recruitment
Spotlight on:
• Skills and recruitment gaps forecast and identified and workforce plans reflect
how gaps can be filled;
• Support Services to review job quality, role profiles and recruitment practices
for improvement;
• Talent pool development;
• Targeted attraction and recruitment (including increasing diversification of the
Workforce);
• Consideration of promotion opportunities for Careers within the council;
• Review the Internal job market – consider succession planning, secondments
and redeployment potential ensuring effective use of the Switch Policy.
Year 2 – Onboarding
Spotlight on:
• Development of Workforce Planning Console to incorporate employee data
improvements relating to recruitment & on-boarding;
• Better use of Scenario Planning;
• Support promotion of human centered management;
• Increasing use of equalities information to inform decision making in relation to
Workforce Planning.
Year 3 – Development
Spotlight on:
• Development of key Career Pathways;
• Succession planning with improved links to development opportunities and
Leadership Development;
• Further development of internal talent pools;
• Promotion of personal and professional development through the Workforce
Planning channels;
• Workforce Planning Policy, Strategy and processes informed by data and
adapted accordingly.
Year 4 – Retention
Spotlight on:
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14
• Improved use of Be the Best (and other conversations) with an emphasis on
quality of information to inform workforce planning for a focus on skills
development, individual career aspirations and future requirements;
• Links to employee retention and development data to enhance scenario
planning and impact on team and structures;
• Build and promote coaching & mentoring opportunities into workforce planning
strategies;
• Support to build digital and data skills as integrated actions of workforce plans;
• Improved use of market analytics to inform areas of risk for retention;
• Continued improvement to link workforce planning actions to the Strategic
direction of the organisation and culture of change for continuous
improvement;
• Further develop workforce analytics in relation to turnover to predict areas of
risk and inform of strategies to retain.
Year 5 – Recognition & Off Boarding
Spotlight on
• Consider promotional opportunities at Service Level as positive place to work
informed by data analysis;
• Develop and further analyse exit interview information and destinations of
leavers to inform workforce planning actions including role/structure design
and development opportunities;
• Benchmarking scoped for actions relating to retention;
• Support methodologies to encourage returners for those who leave to develop
career in another organisation.
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15
4. Workforce Planning Process
4.1. Building on the foundations of good practice with the aim to continuously
improve and ensure resources are directed in accordance with agreed policy and
priorities and with data informed decision making we will look to ensure:
4.2. A best practice workforce planning approach has been adopted which brings a
consistent format that can be used across Services and importantly is based on
an evidence-based approach Workforce planning will involve the following key
stages:
.
Workforce planning is embedded into the Service planning processes
Workforce planning actions are linked to the achievement of corporate
objectives
Workforce planning where possible provides for a longer term focus with
yearly plans outlining the stages
Workforce planning provides for a less reactive approach by scenario
planning and mitigating risks
Workforce planning actions are constructed from evidence based information
Workforce planning is simple, visual and easy to understand so it is and
continues to be a mindset of core business
Accountability for workforce planning
Workforce
Planning
Process
Understand
the
Organisation
& its
Environment
Analyse the
current &
Potential
Workforce
Determine
Future
Workforce
Needs
Identify
Workforce
Gaps against
future needs
Actions to
address skill
shortages,
surpluses or
skill
mismatches
Monitor &
Evaluate
actions
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16
Stage 1: Understanding the Organisation & its Environment
Stage 2: Analyse the Current & Potential Workforce
Stage 3: Determine Future Workforce Needs:
Stage 4: Identify Workforce Gaps against future needs
Stage 5: Actions to address skill shortages, surpluses or skill    
Mis-matches
Stage 6: Monitoring and evaluate actions
4.3. Further Information in relation to these stages is outlined in Appendix 2 and tools
to support with the stages of the workforce planning process can be found in the
Workforce Planning Guidance Toolkit. 
5. Workforce Planning Governance
5.1. Workforce planning at Chief Officer Level involves the Chief Officer and their
management teams, facilitated by People and Change Partners as part of
service planning and design processes. This process will involve the
development and implementation of Service level workforce plans developed
around the 4 workforce planning priorities (as outlined in 3.1) and informed by
The People First Strategy. These plans will also respond to workforce factors
that impact each area and therefore services will build and implement workforce
plans which are reflective of the above and the needs of their service.
5.2. West Dunbartonshire Health & Social Care Partnership is statutorily required to
produce a 3-year Strategic Plan. A corresponding 3-year Workforce &
Organisational Development Strategy is produced and it is delivered through a
series of annual support plans approved by the Integrated Joint Board. Whilst
separate planning processes exist, it will still be important to ensure that there is
appropriate linkage with the Council-wide Workforce Plan and resulting action
plans in so far as they relate specifically to Council employees working within
HSCP.
5.3. A longer-term approach to workforce planning is required with Council-wide and
Service Delivery plans aligned to the 5-year period covered by the Council’s
Strategic Plan.  
5.4. In developing Service Workforce Plans a variety of information should be
considered including the Council Strategic Plan, Service Delivery Plans, Service
budget information, workforce profile, trend analysis and Service performance
data/Indicators. A comprehensive list is included in the Workforce Planning and
Guidance Toolkit.
5.5. It is important that People & Change Partners are involved in the wider planning
process in order to consider the workforce implications of Service Workforce
plans at the earliest stage.  People & Change Partners will also influence content
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17
of plans by drawing attention to ways in which service structures, role redesign
and employees can be developed and deployed more effectively to further the
achievement of organisational or service-specific goals.
5.6. Workforce planning involves every Chief Officer.  It requires the vision,
knowledge and experience of senior management, along with support and
expertise from other relevant functions also such as finance for
resourcing/funding requirements, legal and IT where required. 
5.7. Whilst the decision-makers in relation to workforce planning are as described
above, it is important to also involve wider key stakeholders in the process,
including employees and trades unions.
5.8. Ownership of and accountability for workforce planning will be critical in ensuring
that workforce plans are effective in meeting the Council’s workforce planning
needs. The roles of those involved have therefore been outlined as follows:
• Elected members and the Chief Executive will:
o Set the strategic direction and ensure workforce plans are
delivered.
• Chief Officers and Service Managers will:
o Identify the internal and external factors which may affect the future
operation of the Council and its ability to achieve its corporate
objectives;
o Develop the strategies to deal with any issues and gaps that are
identified; and
o Regularly review progress against the plan, identifying risks and
report on these, as needed.
• People & Change will:
o Facilitate the development of the workforce plan through employee
engagement and by providing information to help develop the plan;
o Work with Chief Officers to ensure that business requirements are
adequately provisioned;
o Support implementation of the workforce plans through quarterly
monitoring;
o Ensure the requirements of the People First Strategy informs
Service workforce plans and facilitate communication processes.
• Employees and Trades Unions will:
o Engage in consultation and feedback accordingly in relation to
workforce plans to ensure plans and actions are appropriately
informed, acceptable and workable.
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18
5.9. Service workforce plans will be entered, monitored and reported through the
Council’s performance management system (Pentana) to ensure key targets and
actions are met.
5.10. The Workforce planning process should be undertaken and resulting draft
service workforce plans will be subject to formal consultation via the Joint
Consultative Forum and Joint Consultative Committees prior to being submitted
to the relevant Council Committee for final approval. Thereafter, service
workforce plans will be subject to on-going monitoring and evaluation to ensure
that they are effective in delivering required outcomes and are responsive to any
changes in circumstances which subsequently arise. 
5.11. Resulting workforce plan update reports will be provided through the above
consultation and approval process on an annual basis with a mid-year report
provided in line with Service delivery plan reporting, outlining progress to date
and details of the action plans to be progressed.
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Appendix 1: Equality Action Plan
Planned
Action/Objectives Rationale Timescale
Data and systems
Input data from talentlink
at recruitment stage.
Better Equalities data
rather than gathering this
information from HR21
Apr-21
Update equality questions
to reflect talentlink (the
portal used for
recruitment)
Easier comparative with
other councils Nov-21
Review reasons for
rejection of candidates on
talentlink &  Review of
recruitment procedures
To ensure reasons are
clear and measurable  Mar 23
Manual verification
exercise in services that
have no dedicated
computer access/front line
workers
To gather and improve
Equalities data currently
not held 
Mar 23
Recording flexible working
and career break
applications and uptake of
these
Transparency to see
uptake and reasons for
refusal
May-23
Communication
Campaign for “why we
need your equalities data”
Increased understanding
of what data is used  for Mar-23
Equalities message on
background screen –
encouraging inclusive be
heard be counted (part of
campaign to encourage
individuals to disclose
Equalities info)
To increase awareness of
the campaign Dec-21
Establish Equality
Forum/ideas Board
To generate ideas and
spread the word Mar-22
Celebrating diversity
calendar  Raising awareness Dec-22
Incorporating lived
experience of our
employees  -  share
experience of their culture
and events
Raising awareness Mar-23
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20
Equalities embedded as a
standing item on agendas
i.e. Senior Management
Team and individual
service Joint Consultative
Committee meetings.
Starting conversations
about diversity and a
forum for information
exchange
Mar-23
Review of job
adverts/talent link re
Diversity and inclusion.
Further  Progress
Disability Confident status
Reviewing Job Adverts to
ensure that we advertise
as being a diverse
organisation 
Mar 23
Improved integration
between workforce
planning, recruitment and
training
A more joined up and
successful approach to
recruitment, retention and
workforce planning
Mar-23
Introducing Equalities into
induction/be the best
conversations
Embedding Equalities and
discussing  organisational
values as part of be the
best framework
Mar-23
Review the dedicated
page for Equalities on the
intranet. 
To raise awareness and
bring to the forefront Mar-24 
Equalities events with
links local organisations
sponsoring these events
Increased awareness Mar-24
Wellbeing champions
Raising awareness and
improve communication
and generating ideas
Mar-24
Training and
development
Ensure Equalities training
is mandatory and that
refresher training is
carried out every 2 years
Increasing knowledge
around Equalities Mar-22
Recruitment training for
managers
Mandatory training to
educate managers 2022/23
Before being on a
recruitment panel
everyone on that panel
must have training on
Equalities
Training on Diversity &
Inclusion before
recruitment
Mar-23
Equality & Diversity
questions asked at
interview
Other organisations show
this to be an integral part
of the organisation
Mar-23
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21
Developing a better
process for reviewing exit
questionnaires and taking
any forward relating to
Equalities
Important to understand
reasons for leaving Mar-23
Review of recruitment
process to ensure there
are no barriers
Improving candidate
experience Mar-23
Training to be
accompanied by
Equalities recording form.
Data in terms of numbers
is captured. We now need
to review all protected
groups have access to
training
To allow us to see who
has attended training from
an Equalities perspective.
Data in terms of numbers
is captured. 
Apr-24
Train managers how to
have conversations about
diversity and inclusion –
make this part of the
Managers Induction and
ensure it is refreshed
every 2 years through an
eLearning module
Educating the workforce
for a better understanding Apr-24
Diversity training roll out
(mandatory course)
including specific training
relating to recruitment.
Add to managers
induction section of
Equalities “bringing whole
self” and best self to work
encouraging inclusive
practices
Educate leaders and give
them responsibility for
change
Apr-24
Including Equalities in our
management/leadership
training programmes
Tailored
Equalities/inclusive
management training
Apr-24
Investigate whether HR21
can record training as well
as development for
individuals and if not look
at a way of doing this
Better data on training and
development
Apr-24
Equally Safe at Work
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22
Equally Safe at Work
To attain the ESAW
accreditation at
Development Level and to
improve organisational
knowledge and culture in
relation to violence against
women and girls and how
this impacts on workplace
inequality
Aug-23
Policies and Procedures
Recruitment of ex-
offenders guidance /policy
Improving candidate
experience Mar-24
Neurodiversity policy
Important for increasing
understanding on
neurodiversity and being
an inclusive and Disability
Confident employer
May-23
Violence Against Women
& Girls/Domestic Abuse
Policy
Policy Review Mar-23
Transgender guidance
Important for increasing
understanding of trans
individuals and being an
inclusive employer
Mar-24
Promote zero tolerance
approach to
racism/challenging
inappropriate behaviours
We have a zero tolerance
approach to domestic
abuse to this would bring
other characteristics in line
with this
Mar-24
Equalities in Employment
Policy
Review to ensure fit for
future. Created a Respect
at Work Policy and Toolkit.
Moving towards a
framework in the future
Mar-23
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Appendix 2: The Workforce Planning Process
Stage 1: Understanding the Organisation & its Environment:
This stage involves identifying and understanding the internal and external
factors, which may affect the organisation, both now and in the future, and
therefore considering how these may inform the likely future of the Council and,
consequently, its workforce.
Whilst this stage is undertaken at Council level when developing the Council’s
Strategic Plan, further analysis is required at Service level as part of the service
level planning processes and subsequent workforce planning to consider the
workforce implications of factors identified during that earlier analysis, as well as
to consider any additional factors specifically relating to the workforce not
already identified. The Workforce Planning Guidance Toolkit provides for further
methods to undertake this process.
Stage 2: Analyse the Current & Potential Workforce:
This stage involves reviewing internal & external labour market information and
analysing the key workforce groups to understand their purpose and ability.
This will be facilitated by using the Workforce Planning Console to support with
real time, snap shot and trend analysis data to inform. Other sources of
employee data will also add value including learning and development records,
employee surveys etc.
Stage 3: Determine Future Workforce Needs:
This stage involves estimating what the workforce needs to look like in terms of
structure, numbers and types of employees likely to be needed by the
organisation in the future to meet service delivery priorities. This should inform
some of the service design in relation to considering the skills, knowledge and
competencies required to deliver. 
Stage 4: Identify Workforce Gaps against future needs:
This stage involves identification of any critical gaps between current workforce
availability and future workforce forecasted demand and consideration of
requirements to resource.
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24
Stage 5: Actions to address skill shortages, surpluses or skill mismatches:
This stage involves the identification of action plans to address any identified
gaps, in effect the formulation of workforce plans with Chief Officers to reflect the
needs of Service Delivery Plans building capability and resilience.
Stage 6: Monitoring and evaluate actions
This stage involves monitoring the implementation of workforce action plans and
evaluating their effectiveness in supporting future workforce requirements, as well
as ensuring that they are responsive to any unanticipated developments, which
impact earlier workforce planning assumptions. 
This stage is a continuous process and will be undertaken with People & Change
Partners on a quarterly basis to monitor progress ensuring workforce plans can
be adjusted accordingly if they are not having the desired impact or
circumstances change. It is also important to capture any learning resulting from
monitoring and evaluation, in order to understand how effective the workforce
planning process is and inform future areas for improvement. 
The Workforce Planning Guidance Toolkit provides for further methods to
undertake this process.
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AssessmentNo 594 Owner lisa.macgregor
Resource Transformation Service/Establishment People and
Technology
First Name Surname Job title
Head Officer Lisa MacGregor People &Change Partner
(include job titles/organisation)
Members Leeanne Galasso - People &Change Partner Tara Spooner &Catherine
Hughes - HR Advisors
(Please note: the word 'policy' is used as shorthand for stategy policy
function or financial decision)
Policy Title Workforce Planning Strategy &Framework
The aim, objective,purpose and intended out come of policy
To be enable the delivery of strategic objectives by identifying and
implementing strategies through workforce planning processes to ensure
the Council services have the right: * shape - in terms of composition,
structure and purpose; * Skill sets - Capabilities to meet future roles and
bridge current gaps; * Number of employees - to achieve goals efficiently
and effectively; * Location - Availability of the workforce to meet
requirments At the right time and right cost. This Framework and Strategy
provides a clear best practice process for workforce planning to support
managers in this area. It also provides clarity as to where Workforce
planning sits in context of Council wide and service level strategies and
priorities.
Service/Partners/Stakeholders/service users involved in the
development and/or implementation of policy.
People &Change Leads Chief Officers &their Management Teams Joint
Trade Unions (GMB, Unison &Unite)
Does the proposals involve the procurement of any goods or
services? Yes
If yes please confirm that you have contacted our procurement
services to discuss your requirements. No
SCREENING
You must indicate if there is any relevance to the four areas
Duty to eliminate discrimination (E), advance equal
opportunities (A) or foster good relations (F) Yes
Relevance to Human Rights (HR) No
Relevance to Health Impacts (H) Yes
Relevance to Social Economic Impacts (SE) Yes
Who will be affected by this policy?
This framework and Strategy covers all employees of the Council accept Teachers and
those on SNCT Terms and Conditions where different workforce planning mechanisms
exist.
Who will be/has been involved in the consultation process?
With reference to the Workforce Planning Strategy &Framework: GMB, Unison &Unite
convenors with offer to meet w/c 5/12/22 or 12/12/22 to discuss; All Chief Officers
&Management Teams with again offer to meet/discuss - this has been entered on to
management meetings in some cases; HSCP SMT; People &Change Management Team; HR
Appendix 2
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Advisers (Tara Spooner &Catherine Hughes) Requested TU and management
representatives to support HR to develop the Toolkit to support this Strategy which will
outline the tools &how to effectively workforce plan.
Please outline any particular need/barriers which equality groups may have in
relation to this policy list evidence you are using to support this and whether there
is any negative impact on particular groups.
Needs Evidence Impact
Age
Requirement to
effectively
workforce plan to
attract and retain a
workforce of all age
groups and add
resilience to our
Services. Succession
plan for potential
leavers and develop
skills and knowledge
of current
employees. Consider
roles, structures and
work styles to
encourage
employees into and
remain in work.
Highest numbers of
employees are in 50
-64 categories and
lowest numbers in
age groups 20-29
categories and
65+(workforce
monitoring as at
report 31/3/22 and
Equalities
Monitoring report
2018 - 21. Aging
population and
Declining population
in area (Council
Strategic Plan 2022 -
2027)
Effective forecasting
and planning in
place to ensure
workforce
availability and
appropriate skills to
deliver services
effectively. Be able
to offer roles and
work styles which
current and
potential employees
find attractive
supporting
retention.
Cross Cutting
There will be cross
cutting of the
protected
characteristics as the
workforce will be
considered within
the workforce
planning activity of
the Council. There is
a need to implement
effective workforce
planning which
encompasses a
number of linked
strategies and aims
to ensure the actions
put into place meet
the needs of the
Council but also
support the
workforce and in
turn the local
communities
effectively.
The intersection of
factors affects
employment
opportunities and
experience for
example of Black
Women in terms of
ethnicity and sex
In implementing
workforce planning
and associated
actions these will
directly impact on
individuals. These
impacts will be
positive as a number
of strategies and
priorities are
considered together.
However where
change processes
are identified as part
of work force
planning actions and
outcomes EQIA will
be carried out in
respect of the
workforce it is
impacting on.
Disability
The Council has an
Equality Outcomes
to increase the
proportion of
Equalities
monitoring report
2018-21 outlines
2.7% of our
Supporting disabled
people into
employment and to
remain in
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disabled people in
the workforce
Ensure relevant
supports are in place
to attract and retain
disabled employees
as a key talent pool.
workforce has
declared a disability
with 42.9% advising
they are not
disabled. This leave
a proportion who
have not disclosed
this information.
Therefore there is a
need to ensure
workforce planning
processes give
consideration to
such factors.
employment with
the Council bringing
the skills, knowledge
and experience
services require to
meet their priorities.
To be an employer of
choice.
Social & Economic
Impact
Effective workforce
planning will ensure
effective service
delivery. There is a
need to providing
stable employment
opportunities for
our communities
with pathways for
future development
and progression.
It is know that West
Dunbartonshire has
areas of deprivation
and that the trend
seems to be outward
migration with
residents being
'pulled' mostly to the
Glasgow area for
employment
therefore impacting
on the projected
decrease in
population (West
Dunbartonshire in
Number 2020)
As one of the largest
and employers in the
area there is a
responsibility to
offer employment
which is supportive
of our communities
whilst ensuring we
are attracting key
talent in competitive
labour markets. Be
an employer of
choice.
Sex
Requirement to
effectively
workforce plan to
attract and retain a
key workforce and
add resilience to our
Services. Succession
planning and
opportunities for
development are key
along with
consideration of
roles, structures and
work styles to
encourage all to
enter, progress
careers and remain
in work including
activity to remove
occupational
segregation in line
with the Council's
Equality Outcomes
71.6% of our
workforce being
female. The West
Dunbartonshire in
number report 2020
noting Women face
multiple
discrimination,
including disabled
women, women
from Black and
Ethnic Minority
(BME) communities,
refugee and asylum
seekers, lesbian,
bisexual and Trans
(LGBT+) women,
and older women. In
the preCOVID-19
labour market,
women were
unequal in pay,
participation and
Effective forecasting
and planning in
place to ensure
workforce
availability and
appropriate skills to
deliver services
effectively. Be able
to offer roles and
work styles which
current and
potential employees
find attractive
supporting retention
and progression into
different career
paths.
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progression due to
drivers including
occupational
segregation, job
valuation,
discrimination, and
time available to
work.
Gender Reassign
As with all protected
characteristics there
is a requirement to
support individuals
to ensure key talent
pools are attracted
and retained and
needs are
considered in any
workforce planning
actions and
outcomes.
0.03% of our
workforce have
disclosed gender re-
assignment
(Equalities
Monitoring Report
2018-21). It remains
important for any
protected
characteristics to be
considered and
supported
effectively.
The Workforce
Planning Framework
and Strategy will
consider a number
of interlinked
strategies and the
impact on the
workforce. This will
includes trend/
analysis of the
workforce in each
service and EQIA
undertaken as
required on
proposed changes.
Striving to be an
employer of choice
where individuals
can be supported in
the workplace and
any barriers
removed. There are
no direct impacts
expected.
Health
The Workforce
Planning Framework
and Strategy will
consider a number
of interlinked
strategies including
the wellbeing
agenda through the
People First
Strategy. There is a
need to include such
strategies and
actions in the
context of workforce
planning to ensure
employee wellbeing
is embedded in the
process to improve
the supports and
health of our
workforce whilst
Our sickness
absence statistics
indicate that most
days lost. The top
reasons for are
Minor Illness,
Personal Stress,
Acute medical
conditions and
Muscloskeletal. It is
also known that the
average life
expectancy in West
Dunbartonshire is
lower than the
Scotland average for
both males and
females (West
Dunbartonshire in
Numbers 2020)
Through workforce
planning actions and
strategies relating to
wellbeing can be
considered and
embedded along
side other key
actions to add
resilience.
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ensuring resilience
around service
delivery.
Human Rights
Marriage & Civil
Partnership
As with all protected
characteristics there
is a requirement to
ensure key talent
pools are attracted
and retained and
needs considered.
No information
reported on marital
status/civil
partnership.
The Workforce
Planning Framework
and Strategy will
consider a number
of interlinked
strategies and the
impact on the
workforce. This will
includes trend/
analysis of the
workforce in each
service and EQIA
undertaken as
required on
proposed changes.
Striving to be an
employer of choice
where individuals
can be supported in
the workplace and
any barriers
removed. There are
no direct impacts
expected.
Pregnancy &
Maternity
To ensure resilience
and the availability
of skills and
knowledge to cover
periods of leave
effectively and
individuals feel
supported to
continue in their
role or another and
return to the
workplace following
leave therefore
retaining key talent.
71.6% of our
workforce is female
and with just under
50% of our
workforce in the 20-
49 age group
categories
(Workforce Planning
Monitoring report
March 22)
consideration has to
be given to effective
forecasting,
succession planning
and work life
balance for those
with caring
responsibilities. This
includes males who
may wish to take
shared parental
leave.
To ensure resilience
to effectively
support key life
events, attracting
and retaining the
employee base
through our
planning
considerations.
Race
The Council has
committed in its
Equality Outcome to
Equalities
monitoring report
2018-21 outlines
The Workforce
Planning Framework
and Strategy will
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increase the
proportion of BME
staff to better reflect
the population of
WD. To review
workforce analytics
in considering
workforce planning
actions to ensure
our workforce
reflects that of our
communities
therefore ensuring
key talent pools are
accessed in a
competitive labour
market.
0.34% of the
workforce are Black
&Ethnic Minority.
Whilst there is a
proportion of our
workforce who has
not disclosed their
race we know the
workforce does not
reflect our
communities based
on information
contained in the
West
Dunbartonshire in
Numbers 2020
(1.6% BME in 2011
census) There is
therefore a need to
ensure through our
workforce planning
processes
consideration is
given to building a
workforce which
reflects our
communities where
possible.
consider a number
of interlinked
strategies and the
impact on the
workforce. This will
include the Council's
Equality Plan and
actions to increase
the diversity of the
workforce to be
embedded in the
workforce planning
process with
positive impacts
expected. Striving to
be an employer of
choice where
individuals can be
supported in the
workplace and any
barriers removed.
Religion and Belief
As with all protected
characteristics there
is a requirement to
support to ensure
key talent pools are
attracted and
retained and needs
are considered in the
analysis on the
workforce.
There is limited data
on religion and
belief available. As
with all protected
characteristics there
is a need to ensure
through our
workforce planning
processes
consideration is
given to building a
workforce which
reflects our
communities in the
actions and
outcomes.
The Workforce
Planning Framework
and Strategy will
consider a number
of interlinked
strategies and the
impact on the
workforce. Striving
to be an employer of
choice where
individuals can be
supported in the
workplace and any
barriers removed.
There are no direct
impacts expected.
Sexual Orientation
As with all protected
characteristics there
is a requirement to
support to ensure
key talent pools are
attracted and
retained and needs
are considered in the
analysis on the
There is limited data
on the status of our
workforce however
is important as per
any protected
characteristics that
individuals are
supported
effectively.
The Workforce
Planning Framework
and Strategy will
consider a number
of interlinked
strategies and the
impact on the
workforce. Striving
to be an employer of
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workforce.
choice where
individuals can be
supported in the
workplace and any
barriers removed.
There are no direct
impacts expected.
Actions
Policy has a negative impact on an equality group,but is still to be implemented,
please provide justification for this.
This Framework and Strategy provides a clear and consistent structure to the process of
workforce planning for managers to follow. This will support them in undertaking
evidenced based decisions in terms of workforce planning actions. Any change process will
be EQIA separately based on the effected workforce.
Will the impact of the policy be monitored and reported on an ongoing bases?
The policy will be monitored with Workforce Planning updates provided to Corporate
Services Committee on an annual basis. Service workforce plans will be reports end and
mid year in line with Service Delivery Plan reporting.
Q7 What is you recommendation for this policy?
Intoduce
Please provide a meaningful summary of how you have reached the
recommendation
EIA 594 details how the strategy provides an opportunity to align work with our Equality
Outcomes for 21-25, in terms of workforce diversity in the areas of disability and ethnicity,
and reducing occupational segregation in terms of sex. As Workforce plans are developed
any change to proposed policy, process or procedure will be individually EQIA where
relevant.
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Page 101

WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer - Citizen, Culture and Facilities
Corporate Services Committee: 1 February 2023
Subject: Citizen, Culture and Facilities Delivery Plan 2022/23 Interim Progress
1 Purpose
1.1 This report sets out the interim progress of the Citizen, Culture and Facilities
Delivery Plan 2022/23.
2 Recommendations
2.1 It is recommended that Committee notes the progress achieved.
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 The Citizen, Culture and Facilities (CCF) Delivery Plan 2022/23 was
presented to Corporate Services Committee on 2 November 2022 with a
commitment to report interim progress and year-end progress in February and
May 2023 respectively.
4 Main Issues
4.1 At this interim point of the year, two of the 22 actions have been completed,
two have yet to start, two are delayed and the remaining 16 are progressing
as planned and are on track for completion by 31 March 2023. Full details of
progress are set out in Appendix 1.
4.2 The delivery plan also includes a set of PIs which measure progress against
the 2022-27 Strategic Plan objectives as well as key service areas. These will
be reported at year-end.
5 People Implications
5.1 There are no direct people implications arising from this report.
6 Financial & Procurement Implications
ITEM 11
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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 CCF 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
and approved.
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: Amanda Graham
Service Area: Citizen, Culture and Facilities
Date:  4 January 2023
_____________________________________________________________
Person to Contact:  Karen Connelly
karen.Connelly@west-dunbarton.gov.uk
Appendices: Appendix 1: Citizen, Culture and Facilities Delivery Plan
2022/23 - Interim Progress of Actions
Background Papers: Citizen, Culture and Facilities Delivery Plan 2022/23 -
Corporate Services Committee, 2 November 2022
Strategic Planning & Performance Framework 2022/27
Wards Affected: All
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Appendix 1: Citizen Culture & Facilities Delivery Plan 2022/23 - Interim Progress
1. Our Communities
Objective 2. Our residents health and wellbeing remains a priority
Action Status Progress Due Date Note Owner
Progress plans for launch of Free school meal rollout
(final phase) 31-Mar-2023
Action progressing as planned. Whilst the service is currently
going through a restructure plans are in place with the Assets
team and the physical works in the kitchens are in progress.
The audit of staff and equipment requirements is being
undertaken during December and is nearing completion.
Michelle Lynn
Objective 3. Our residents are supported to increase life and learning skills
Action Status Progress Due Date Note Owner
Progress the development of Glencairn House as an
inspiring cultural hub Phase 3 31-Mar-2023
Action progressing as planned. Stage 3 Report agreed at
Glencairn House Project Board in June. Elected Member
Briefing held, describing the redevelopment to come, including
sharing the story of the extension design and its heritage
context as a key element of the Dumbarton townscape.
Community Engagement activity scheduled to launch following
Planning Application submission.
Sarah Christie
Develop and launch an innovative heritage strategy,
reflecting the investment in the cultural offering for
the area
31-Mar-2023
Action progressing as planned. Taking cognisance of wider
sector priorities, the draft heritage strategy will align to the
new Council Strategic Plan 2022/23. Internal review
undertaken following feedback from Cultural Committee,
further changes anticipated following adoption of Strategic
Plan 2022 – 2027.
Sarah Christie
Appendix 1
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Action Status Progress Due Date Note Owner
Progress digitalision of materials from Councils
historic archive and history collections 31-Mar-2023
Action progressing as planned. Following successful tendering
process, Ancestry has been appointed to digitise materials
from the WDC Archive and Local History collections. Following
confirmation of contract terms project plan including items for
digitisation will be agreed.
Sarah Christie
Progress investment projects in Alexandria library,
Clydebank museum and Dalmuir gallery 31-Mar-2023
Action progressing. Installation of the new museum space at
Alexandria Library is now complete; Elected Member drop in
scheduled for December. New museum project will formally
recommence in January 2023, with handover anticipated later
at the end of summer 2023.
Sarah Christie
Progress Libraries Investment and Enhancement
Programme 31-Mar-2023
Action progressing as planned. SLIC funded pass it on schools
project complete. Wellbeing festival is in progress.
Recruitment of front line staff complete and new training
opportunities identified. In addition the sustainability co-
ordinator role is in place. Review of Libraries management
Structure yet to commence.
David Main
Successfully deliver the £421k capital investment
across the branch network and finalise the branding
improvements at all branches.
31-Mar-2023
Action progressing as planned and relates to capital spending,
for Dumbarton, Duntocher, Parkhall and Dalmuir
Libraries. Improvements are complete for Dalmuir Library,
including soft seating, PC area and display equipment Junior
area. Improvements to Duntocher and Parkhall have been
designed.
David Main
4. Our Council
Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents
Action Status Progress Due Date Note Owner
Develop and implement wellbeing, employee
engagement, equality and training plans to enable 31-Mar-2023
Action progressing, 93 CCF employee registered as Trickle
Users, 3 Trickle Champions identified and 5 Wellbeing
Advocates who represent the service.
All Managers
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Action Status Progress Due Date Note Owner
capabilities, improved resilience and promotion of a
diverse workforce.
Develop and implement employee life cycle plans in
line with the People First Strategy to attract and
retain the workforce.
31-Mar-2023
Action progressing. Review of the working patterns of hard to
fill vacancies within Facilities Management, including hours
offered and flexible working is underway to identify changes
that will improve recruitment and retention. This will progress
further with appointment of Facilities Management Manager.
Amanda Graham
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-2023
Action almost complete. Review of Management structure in
Facilities Management complete and implementation nearing
completion.
All Managers
Develop and implement training plans and
development opportunities to improve capabilities
and resilience within the workforce.
31-Mar-2023
Action progressing. Digital Lead identified and 3 Digital
champs also identified and taking part in support sessions.
Additionally 3 Trickle Champions represent the service.
All Managers
Objective 11. Our Council is adaptable and focused on delivering best value for our residents
Action Status Progress Due Date Note Owner
Implement required complaints management process
enhancements 31-Mar-2023
Action progressing as planned. Development work has
progressed and the test system is now available. The system
will use online forms and will allow Citizen Relations to manage
complaints and reporting.
Lorraine Payne
Explore enhanced telephony technology solutions 31-Mar-2023
Action progressing as planned. Potential technical solutions
have been examined. Stakeholder meeting underway to
progress call recording and queue positioning.
Stephen Daly
Implement the Fit for Future Actions for Contact
Centre and On-line from Housing Repairs Report –
Phase 1
31-Mar-2023
Action progressing as planned. Working party in place
continuing to address issue and agree next actions to be
taken, including process changes.
Stephen Daly
Further Review Town Hall arrangements 31-Mar-2023
Action progressing as planned. The Town Hall structure is
integrated with the Facilities Management restructure and it is
anticipated both will conclude by the end of the calendar year.
Amanda Graham
Review structure of Facilities Management Service 31-Mar-2023
Action progressing as planned. It is anticipated this will be
concluded by the end of the calendar year. Amanda Graham
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Action Status Progress Due Date Note Owner
Support progress of integration of payment and
cashless software 31-Mar-2023
Action yet to start, continue to liaise with Education who are
leading this programme. When the programme begins
Facilities management will be a key stakeholder.
Amanda Graham
Undertake planning and preparation of new Council
Strategic Plan  2022-2027 31-Mar-2023
This action has been completed as planned. The 2022-27 WDC
Strategic Plan was agreed at October Council. The 2022-27
Strategic Plan is the core corporate document for the
organisation, and sets out the priorities and outcomes for
delivery over five years and the performance measures
required for reporting progress.
Nicola Docherty
Risk Description Current
Assessment Target Assessment Date Reviewed Note 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.
30-Nov-2022
There are a number of actions and
strategies in place to monitor service
standards and customer satisfaction in
partnership with services across the
Council.
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.
30-Nov-2022
Risk reconsidered as part of the yearly
planning process. No change to
perception of risk.
Stephen Daly
Objective 12. Our residents are engaged and empowered
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Action Status Progress Due Date Note Owner
Enhance intranet content and ensure compliance with
accessibility 31-Mar-2023
Action complete. Process in place to identify issues and
address them. Guidance and feedback is given regularly across
the council to reduce the instances of issues.
Jonathan Muir
Develop Strategic Communications Strategy 31-Mar-2023 Action not started. Due to vacancy of Communications
Manager this action has not progressed. Amanda Graham
Prepare and implement a communications campaign
road map 31-Mar-2023 Action delayed. Due to other competing priorities this action
has been delayed. Amanda Graham
Undertake review and design of strategic
performance reporting ensuring compliance with
statutory obligations.
31-Mar-2023
This action is progressing as planned. A desktop and peer
review of Public Performance pages has been completed. PPR
pages have been updated with work continuing to ensure they
meet the statutory requirements and enhance the user
experience of accessing Council Strategic performance
information. Strategic planning & performance framework
2022-27 was presented and accepted at PMRG in October. A
review of Benchmarking performance (LGBF) will be the focus
for the final quarter of the current year.
Nicola Docherty
Risk Description Current
Assessment Target Assessment Date Reviewed Note 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.
30-Nov-2022
There are a number of processes,
strategies and monitoring in place to
ensure communications are effective
both internal and external to the
Council.
Amanda Graham
Action Status
Cancelled
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Overdue
Not on track
In Progress and on track
Completed
Risk Status
Alert
High risk
Warning
OK
Unknown
Page 108

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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – People and Technology
Committee: Corporate Services Committee: 1 February 2023
Subject: People and Technology Delivery Plan 2022/23 Interim Progress
1 Purpose
1.1 This report sets out the interim progress of the People and Technology
Delivery Plan 2022/23.
2 Recommendations
2.1 It is recommended that Committee notes the progress achieved.
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 The People and Technology Delivery Plan 2022/23 was presented to
Corporate Services Committee on 2 November 2022 with a commitment to
report interim progress and year-end progress in February and May 2023
respectively.
4 Main Issues
4.1 At this interim point of the year, nine of the 17 actions have been completed
and the remaining eight are progressing as planned and are on track for
completion by 31 March 2023.  Full details of progress are set out in Appendix
1.
4.2 The delivery plan also includes a set of PIs which measure progress against
the 2022-27 Strategic Plan objectives as well as key service areas. These will
be reported at year-end.
5 People Implications
5.1 There are no direct people implications arising from this report.
6 Financial & Procurement Implications
ITEM 12
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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 People and Technology 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 and approved.
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: Victoria Rogers
Service Area: People and Technology
Date:  17/01/23
_____________________________________________________________
Person to Contact:  Nicola Docherty
Nicola.docherty@west-dunbarton.gov.uk
Appendices: Appendix 1: People and Technology Delivery Plan
2022/23 - Interim Progress of Actions
Background Papers: People and Technology Delivery Plan 2022/23 -
Corporate Services Committee, 2 November 2022
Strategic Planning & Performance Framework 2022/27
Wards Affected: All
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Appendix 1 P&T Delivery Plan 22-23 Interim Progress Report
4. Our Council
Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents
Action Status Progress Due Date Note Owner
Secure the Council’s Technology
Infrastructure
31-Mar-
2023
This action has been successfully completed. The ICT team have
tested and implemented the ‘LogMeIn’ remote access technology. In
addition to this significant progress has been made in implementing
the infrastructure that will support the eventual roll out of Microsoft
365.
James
Gallacher
Enhance Security and Cyber
awareness programmes tailored for
hybrid working
31-Mar-
2023
This action is progressing as planned and is anticipated to be
completed by year end. To date the ICT team have updated the
windows operating system on all devices and improved security
around remote access, and are preparing for a review of the ICT
security framework.
James
Gallacher
Review and implement ICT processes
and service improvements  in line
with new technologies
31-Mar-
2023
This action is progressing well. We have reviewed service processes
and have introduced new operating hours for service desk support.
We have reviewed the ICT customer satisfaction survey and will be
launching this in January. It is anticipated this action will be
completed by year end as planned.
James
Gallacher
Upskill ICT team in new tools and
processes
31-Mar-
2023
This action is progressing well and it is anticipated this action will be
completed by year end as planned.  The ICT team have undertaken
training around the new security products recently introduced as well
James
Gallacher
Appendix 1
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Action Status Progress Due Date Note Owner
as training around 365, this will enable the ICT team to support the
wider workforce when the products are fully implemented.
Identify and understanding the
workforce needs to ensure sound
workforce planning activities such as
skills gaps, succession planning and
employees are supported throughout
their career
31-Mar-
2023
This action has been successfully completed. Workforce planning
strategy has been reviewed for 22-27. People First Year 1 plan has
commenced. WFP now being developed alongside service planning
with progress recorded on Pentana. Training has been reviewed and
updated to support employee/leadership development.
Alison
McBride
Investigate root cause analysis,
employee feedback and data in
relation to workforce behaviour and
practice and respond accordingly with
improvements
31-Mar-
2023
This action has been successfully completed. To date Trickle has been
re-launched with success evident already in relation to increased
champion numbers and general trickle activity. Exit survey feedback
continues to be monitored, regularly reviewed and some
improvements made.
Improvements identified through employee voice and will improve
quality of data regarding work related stress in the Council and ensure
that there is a holistic approach to support those experiencing stress
(personal or work related). Work on this has commenced
Occupational Health tender process has been initiated with
procurement and work around responding to the stress risk
assessment review continues.
Alison
McBride
Implement the actions from the
Equalities Outcome Monitoring Plan
31-Mar-
2023
This action has been successfully completed. The EOM Plan has been
reviewed and a number of issues progressed such as Veterans plan,
Equally Safe @Work, Respect & Work and a data collection exercise
underway.
Alison
McBride
Develop and implement wellbeing,
employee engagement, equality and
training plans to enable capabilities,
31-Mar-
2023
Mental health first aider group training has been expanded. Further
work underway to support employee financial planning. Additional SG
All
Managers
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Action Status Progress Due Date Note Owner
improved resilience and promotion of
a diverse workforce
monies received to support employee resilience with webinars
planned for workforce.
Equality action plan re-prioritised in line with People First Strategy.
Actions relating to data verification and Equally Safe at work have
commenced with plan linked recruitment actions to the People First
Strategy year 1 work
ICT have a wellbeing advocate and participate in focus group.
Wellbeing is supported and promoted across ICT service and
employees are regularly updated with Wellbeing information and
opportunity for support.
ICT are attending Education Career Fayres across WDC in order to
diversify workforce and attract a younger demographic.
It is anticipated this action will be completed by year end as planned.
Develop and implement employee life
cycle plans in line with the People
First Strategy to attract and retain the
workforce
31-Mar-
2023
This action has been successfully completed. Year 1 plan has been
started, priorities and lead officers agreed.
Progress has been made in relation to scoping of development needs
and opportunities to bridge any gaps within the Human Resources
Team building on a one team approach.
ICT are liaising with Working 4U to review apprenticeship
opportunities with a view to attracting new employees.
ICT are working collaboratively with People & Change team to review
and improve employee onboarding by April 23.
All
Managers
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Action Status Progress Due Date Note Owner
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-
2023
This action has been successfully completed. FfF continues to support
services and technology will be employed to support year 1 People
First plans.
Microsoft 365 is currently being deployed to service areas and will
continue over the coming months.
Centre of excellence will be setup to ensure maximise use and
benefits of the 365 solution.
SOM project commenced to align HR and Finance digitally in one
system will identify gaps and establish opportunities for
improvement.
Freshservice system review undertaken and improvement put in place
to improve the system. Plan to publish the system externally to allow
easier reporting of incidents/requests.
Device Updates – review of technology to improve update process
with remote feature implemented to allow employees to update
devices from home.
Church Street ICT Performance – review of issues undertaken and
various technology changes implemented. Review and improvements
will continue and plans are underway to replace existing wireless
hardware with new technology to ensure performance is fit for
purpose.
ICT Structure changes – Supervisor layer extended to address gaps
and provide development opportunities for existing employees.
Review of structure, roles and development opportunities to support
recruitment and retention in ICT. Due to continuing sector
All
Managers
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Action Status Progress Due Date Note Owner
recruitment challenges especially in public sector, ICT engaged with
West Scotland College to discuss a new approach to recruitment, and
to enable opportunity for computing graduates with little or no
experience to apply for Grade 3 positions within WDC ICT service. The
aim of this approach is to develop and equip graduates with the skills
and experience required to deliver the role and also be ready to
progress to 1stst line analyst posts after a 2-year period.
This exercise is being completed alongside a redesign of ICT structure
and a review of resources to identify what skills and support model
the ICT service requires moving forward, this is to ensure we can
deliver new technology, support hybrid working and meet service
demand and expectation.
P&T cross team working planned to increase collaboration across the
service.
Develop and implement training plans
and development opportunities to
improve capabilities and resilience
within the workforce
31-Mar-
2023
This action has been successfully completed. Corporate budget being
focussed on supporting digital skills and M365 skills particularly on the
supporting of the technical/security element.
Scoping of development opportunities to bridge any skills gaps with
HR Team
In addition to 365, ICT teams across service also attending training in
technical areas such as Telephony technology and Cyber Security to
ensure skills gaps are filled, resilience built in and development
opportunities provided. Continuous review of training is in place to
ensure we are equipping employees with right skills to implement and
support new technology.
All
Managers
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Action Status Progress Due Date Note Owner
Technical training for 365 has been undertaken and will continue in
the coming months. ESI training platform from Microsoft promoted
and employees registering for free accredited technical courses.
Microsoft partnership training carried out for Digital Team
Internal ICT development opportunities created to improve resilience
and ensure skillsets such as line and project management are
developed.
Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note 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.
28-Sep-
2022
This risk remains current due to the manner in
which Frontier deploy improvements and
support the system development in line with
operational requirements.
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. 
28-Sep-
2022
The H&S team continue to review and
streamline key service areas such risk, SMS
and learning. Figtree has seen improvements
in how risk assessments are managed and the
team are looking to build on this with hazard
reporting. A newsletter has also been
developed to update and promote good
practice. The team continue support all H&S
committees and RPO's to ensure a consistent
approach. The team also have improved the
Alison
McBride
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Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note Owner
process in managing health surveillance with
OH& line managers.
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.
05-Oct-
2022
Workforce planning has developed well
alongside service delivery planning. This has
been supported by better use of data in this
area to inform decision making via the use of
the console.
New ACAS guidance (issued July 17) Return to
Work and Hybrid Working reinforces the work
WDC have undertaken to date, particularly
around the workstyle exercise,  employee
consultation, remote working guidance,
planned/ phased return and variations to
contracts which all see WDC well placed in
supporting the workforce. Further work to
develop the approach to working flexibly has
commenced.
Despite a robust package of wellbeing
resources being available, absence levels are
being closely monitored, with stress and MSK
absences prevalent. WDC continue to provide
additional access to counselling.
Development course for mid to senior leaders
has commenced.
Trickle rollout has now been completed for the
whole of the organisation and will be
Alison
McBride
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Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note Owner
relaunched to ensure this tool is better used
for employee feedback and engagement.
There will be a launch of the Trade Union
Learning Agreement which encourages all
employees to participate in regular learning
and development.
WDC Fit for Future programme continues to
support services.
L&D frameworks have been reviewed and
agreed with TU.
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.
29-Sep-
2022
ICT continue to follow NCSC guidance and
implement additional security tools and fixes
as identified.
Recent focus has centred on deploying
software and processes for:
• the potential impacts of hybrid working on
the security design;
• updating both off network and on network
devices
The ICT Team also continue to work on
implementation of remote
management/deployment software.
Threat management, traffic & network switch
DNA analysis software deployed July 22 & Sept
22. Plans to implement additional security
monitoring tool underway.
James
Gallacher
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Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note Owner
Geo-blocking to GB remains in place and the
geo-political situation continues to be
monitored. Resourcing of security roles will
continue to be examined as part of normal ICT
service design management processes.
Objective 11. Our Council is adaptable and focused on delivering best value for our residents
Action Status Progress Due Date Note Owner
Implement statutory Payroll
changes
31-Mar-
2023 This action has been successfully completed. Arun
Menon
Undertake annual Payroll Audit 21-Dec-
2023
This action is progressing as planned. The annual audit has been
completed by seven of the eight strategic teams. It is anticipated this
action will be completed by year end.
Arun
Menon
Continue to develop automations
around HR & payroll system,
sickness absence and pension
calculations and wider council
services
31-Mar-
2023
This action continues to make progress across a number of council wide
automation projects. These projects include working with some
complex issues and systems and we will continue to monitor any
challenges and ensure we are making good progress to ensure we
achieve our overall ambitions in line with the council strategic
priorities. It is anticipated this action will be completed by year end.
Arun
Menon
Embed H&S commitments with
service delivery and workforce
planning. Build and support
workforce groups to promote good
practice
31-Mar-
2023
This action is progressing as planned and is expected to reach
completion by 31st March 2023. Corporate H&S are on track to meet all
of their aims and objectives as set out in their Corporate Plan for
2022/23.  Quarterly health and safety committees are undertaken
where actions, incidents, risk assessments and various other H&S issues
Alison
McBride
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Action Status Progress Due Date Note Owner
are discussed with all services and TU colleagues. Regular
improvements to Figtree are being undertaken to enhance current
features. RPO guidance and e-learn module has recently been updated,
a new H&S inspection programme is being developed and quarterly
H&S newsletters are published.  H&S team regularly meet with TUs to
discuss any ongoing issues and various risk assessment working groups
meet on a regular basis and are making good progress.
Continue to build on data
usage/skills to improve decision
making and accountability. Raising
user awareness, risk assessments
and investigating technology
implications
31-Mar-
2023
This action is progressing as planned and is expected to reach
completion by 31st March 2023. The console continues to be
developed as does the organisations knowledge around better use of
data. A data maturity assessment has been undertaken and plans are in
place to continue progress. WDC continue to use the apprenticeship
levy funds to support digital skills across the workforce. A digital skills
framework has been developed to further support. A centre of
excellence is planned to support M365 usage.
Alison
McBride
Create a collaborative council wide
approach to transformation, using
service design and making best use
of people/tools/systems to
improve service delivery
31-Mar-
2023
This action has been competed as planned. Fit for Future, service
design and a view to support the organisation with transformation is
underway.  People First strategy year 1 plans have commenced as has a
review of the Job Evaluation process and practice.  A further shorter
tool Assess, Improve, Measure has been developed and has been
tested with the People First Year 1 improvement activity.
Alison
McBride
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Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note Owner
Keeping abreast
of developments
in the innovative
use of
Information
Technologies
Failure to keep pace with
changing technology
environment.
29-Sep-
2022
Replacement interconnect firewall between NHS and
WDC now operational in Aurora house. New rule sets
in place as agreed with WDC and NHS IT Services.
Microsoft Intune deployed to enable remote imaging
of devices.
LogMeIn went live August 22 enabling remote control
of all devices including mobile phones.
Citrix Cloud Proof of concept in place and testing
underway with ICT/service areas.
Progress continues on implementation of a new
authentication method for public access wireless
James
Gallacher
Risk Status
Alert
High risk
Warning
OK
Unknown
Action Status
Cancelled
Overdue
Not on track
In Progress and on track
Completed
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – Regulatory & Regeneration
Corporate Services Committee: 1 February 2023
Subject: Regulatory & Regeneration Delivery Plan 2022/23 - Interim Progress
1 Purpose
1.1 This report sets out the interim progress of the Regulatory & Regeneration
Delivery Plan 2022/23.
2 Recommendations
2.1 It is recommended that Committee notes the progress achieved.
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 The Regulatory & Regeneration Delivery Plan 2022/23 was presented to
Corporate Services Committee on 2 November 2022 with a commitment to
report interim progress and year-end progress in February and May 2023
respectively.
4 Main Issues
4.1 At this interim point in the year, 3 of the 26 actions have been completed and
23 are progressing as planned and are on track for completion by 31 March
2023. Full details of progress are set out in Appendix 1.
4.2 The delivery plan also includes a set of PIs which measure progress against
the 2022-27 Strategic Plan objectives as well as key service areas. These will
be reported at year-end.
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.
ITEM 13
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7 Risk Analysis
7.1 Failure to deliver on the actions assigned to Regulatory & Regeneration 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 and approved.
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: Alan Douglas
Service Area: Regulatory & Regeneration
Date:  16 December 2022
_____________________________________________________________
Person to Contact:  Lynn Henderson
lynn.henderson@west-dunbarton.gov.uk
Appendices: Appendix 1: Regulatory & Regeneration Delivery Plan
2022/23 - Interim Progress
Background Papers: Regulatory & Regeneration Delivery Plan 2022/23 -
Corporate Services Committee, 2 November 2022
Strategic Planning & Performance Framework 2022/27
Wards Affected: All
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Appendix 1: Regulatory & Regeneration Delivery Plan 2022/23 - Interim Progress
Our communities
Our residents health and wellbeing remains a priority
Action Status Progress Due Date Note Owner
Conduct property inspections of host
properties identified through the Super
Sponsor Scheme (Homes for Ukraine)
31-Mar-2023
45 inspections undertaken. 41 properties passed the physical checks and 4
failed. 29 hosts withdrew from the scheme and 22 hosts did not respond.
Two remaining milestones are on track and are due at year-end.
John Stevenson
Commence implementation of the Shaping
Places for Wellbeing pilot in Clydebank 31-Mar-2023 A steering group has been established and priorities and actions have been
identified to be taken forward in 2023/24. Pamela Clifford
Our Environment
Our resources are used in an environmentally sustainable way
Action Status Progress Due Date Note Owner
Co-ordinate, monitor and report the progress
of the Council’s Climate Change Action Plan
for 2022/23
31-Mar-2023
The Climate Change Action Plan continues to be monitored regularly and
progress reported quarterly to the Recovering & Renewal Board via the
Climate Change Action Group (CCAG). The most recent progress report
was submitted to the Recovering & Renewal Board in December 2022.
In summary, 11 actions are progressing as planned and 7 are
complete. Four PI's are currently not on track for achieving their targets.
These will continue to be monitored and reported at year-end.
Adam Armour -
Florence
Risk Description Current Assessment Target Assessment Date Reviewed Note Owner
Inability to reduce
carbon footprint in
line with targets
The risk that the Council will be unable to
achieve net zero emissions by 2045, both
in relation to mitigating carbon emissions
and adapting to the impacts of climate
change. Net zero refers to achieving an
overall balance between emissions
produced and emissions taken out of the
atmosphere. This target has been
developed in a way that mirrors the
emission reduction trajectory set by the
05-Oct-2022
The Council’s carbon footprint for 2021/22
is 24,022 tonnes of CO2e against a target of
22,803. This means we have increased our
carbon emissions by 1.2% rather than
reduced them by 3.5% over the previous
financial year. Challenges related to the
following:
New Carbon Reduction Targets - Stricter
carbon reduction targets set by the Climate
Adam Armour -
Florence
Appendix 1
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner
Scottish Government in light of the
Climate Emergency.
Change Strategy mean that annual
reductions will be more challenging to
achieve net zero by 2045.  However, it
should be expected that there will be
fluctuations on our carbon reduction journey
towards 2045.
COVID 19 Pandemic - The pandemic had an
unprecedented impact on our Council
operations and residents.  More staff work
remotely and as a result we have had to
add carbon emissions from homeworking to
the Council’s overall carbon footprint.
Emissions relating to energy, waste and
travel have also increased because, like the
whole world, West Dunbartonshire is
‘bouncing back’ from the pandemic.
Waste Streams – Waste and recycling make
up almost 52% of the Council’s carbon
footprint.  Waste levels, particularly from
residents, have been increasing since
2012/13, with the highest recorded
emissions occurring in 2021/22.  Since
waste is the largest proportion of Council
emissions, improvements to emissions from
other sources do not have as much of an
impact on our carbon footprint.
Heating – Heating makes up about 20% of
the Council’s carbon footprint.  Whilst
carbon emissions for heating have
decreased slightly, the benefits of our
energy efficiency interventions have been
impacted by ventilation requirements in
schools as a result of the pandemic.
Heating will work harder and go on for
longer as a result of windows and doors
having to be open across all of our schools.
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Our neighbourhoods are sustainable and attractive
Action Status Progress Due Date Note Owner
Provide further legal and planning support to
the delivery of the new affordable housing
programme
31-Mar-2023 Ongoing support has been provided for the More Homes programme. Alan Douglas
Promote the next phase of Queens Quay
Housing 31-Mar-2023
Regular meetings are taking place with the owner and development agent
of the site to discuss the next housing phase for Queens Quay. The Council
are investigating ways of supporting the provision and implementation of
further housing on Queens Quay.
Pamela Clifford;
Gillian
McNamara
Our Economy
Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish
Action Status Progress Due Date Note Owner
Deliver key regeneration sites across West
Dunbartonshire 31-Mar-2023
• Exxon site - Council (in August 2022) and Glasgow City Region (in
November 2022) agreed to defer the Final Business Case that unlocks
capital funding for the infrastructure at the Exxon site until June 2023.
• Carless site - Officers are working with the Malin Group to progress
the Scottish Marine Technology Park at Carless. Malin Group are
creating flood storage to enable development and working towards
submitting a planning application in early 2023.
• Lomondgate site - Strathleven Regen Community Interest Company
are negotiating the sale of the final sites for development at
Lomondgate and considering options for a successor company.
Gillian
McNamara
Explore commercial opportunities in our town
centres and wider regeneration sites 31-Mar-2023
• A funding application was submitted to the Scottish Government's
Green Growth Accelerator fund in early December to expand the
infrastructure and capacity of the District Heating Network.
• Progressing the first phase of the Artizan redevelopment. Early
intervention works were approved by IRED in September 2022 with
demolition of the vacant building to the rear commencing in May
2023. A feasibility study for redevelopment is also underway.
Gillian
McNamara;
Magda Swider
Support Town Centre Recovery 31-Mar-2023
Multi-year projects include:
• first phase of Alexandria Masterplan, including Smollett Fountain
roadworks, which is now complete;
• first phase of the Clydebank Town Centre Framework, including a
Levelling Up Fund funding application for the proposed transportation
hub and planning for the development of the Playdrome site; and
Gillian
McNamara;
Magda Swider
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• agreed first stage improvement plan for the Artizan Centre, with
works soon underway.
Develop a new Economic Development
Strategy and action plan 31-Mar-2023
The Economic Development Strategy 2022/27 was approved at IRED
Committee on 2 November 2022. The supporting action plan is currently
being developed for implementation from 1 April 2023.
Gillian
McNamara;
Gillian Scholes
Ensure regeneration sites are progressed to
enable high quality development to be
achieved on the ground
31-Mar-2023
Support continues for the key regeneration to ensure that the best
development is achieved by extensive pre application discussions, the
Place and Design Panel, Elected Member Briefings and through the
planning application process and discharge of conditions.
• The Queens Quay – Clydebank Health and Care Centre has opened
and 146 flatted dwellings complete and occupied.
• Clydebank town centre – detailed pre-application discussions held
with developer of Playdrome site, with planning application submission
expected soon.
• Carless – pre-application discussions continue re submission of Malin
Group PPP application. Remediation works ongoing.
• Exxon – remediation work ongoing. Bid submitted for Vacant and
Derelict Land Improvement Programme funding for green
infrastructure elements of development.
• Dumbarton town centre – working closely with consultants on
proposals for Artizan Centre. Glencairn House planning application has
been submitted.
• Alexandria town centre – Prior approval for demolition works has been
issued and Lidl application has been submitted.
Pamela Clifford
Monitor the development of the key
regeneration sites to ensure they comply with
the approved consent
31-Mar-2023
Monitoring key regeneration sites to ensure they comply with approved
consent is ongoing in terms of Exxon, Carless/ Scottish Marine Technology
Park, Queens Quay sites and other key development sites.
Pamela Clifford
Risk Description Current Assessment Target Assessment Date Reviewed Note Owner
Affordability of the
Exxon City Deal
Project
There is a risk that the affordability of
delivering the City Deal Exxon project is
beyond the resources being made
available from Glasgow City Region City
Deal.
15-Dec-2022
Risk remains unchanged. The project board
is looking at savings options during the
design development to mitigate rising costs.
Gillian
McNamara
Failure to deliver
Queens Quay
Masterplan
Following completion of Council
investment there is a risk the housing plot
sales do not materialise in the next 3-7
years, with implications for the return on
investment and the business case for the
District Heating Network.
15-Dec-2022
Risk remains unchanged. Focus continues
on landowners securing new housing
developments for the site.
Pamela Clifford;
Gillian
McNamara
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner
Inability to meet
demands of Council
to progress
regeneration projects
within desired
timescales
The number and complexity of
regeneration projects is putting
considerable strain on the resources
available which can be exacerbated by
delays out with the control of the service
and when pinch points on different
projects occur at roughly the same time.
15-Dec-2022
Risk remains unchanged. Individual projects
continue to progress, reducing the likelihood
of undesirable outcomes
Pamela Clifford;
Alan Douglas;
Gillian
McNamara
Our Council
Our workforce is resilient and skilled where digital technology supports service delivery for our residents
Action Status Progress Due Date Note Owner
Develop and implement wellbeing, employee
engagement, equality and training plans to
enable capabilities, improved resilience and
promotion of a diverse workforce.
31-Mar-2023
Progress based on interim monitoring. The following are of note:
• Employee absence rates remain significantly lower than Council
average.
• Be-the-best conversations conducted regularly with information
linking to improved employee engagement, recognition, personal and
professional development
Management
Team
Develop and implement employee life cycle
plans in line with the People First Strategy to
attract and retain the workforce.
31-Mar-2023
Progress based on interim monitoring. The following are of note:
• Senior Democratic services Officer recruited early to allow for
handover and e.g. Early attendance at Council meeting.
• Officers in acting up positions have been successful in achieving
promotion within the service.
• Full participation and leadership of Project Boards ensure that our
employees’ skills are shared and they in turn benefit from the skills
and experience of others.
• Internal growth opportunities reflected in Planning and Building
Standards and Trading Standards whereby Apprentices and Trainees
have progressed to management positions.
Management
Team
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-2023
Progress based on interim monitoring. The following are of note:
• Fit For Future Review being implemented in Planning & Building
Standards.
• Involvement in Local and National development of Digital and Spatial
Planning.
Management
Team
Develop and implement training plans and
development opportunities to improve
capabilities and resilience within the
workforce.
31-Mar-2023
Progress based on interim monitoring. The following are of note:
• The service demonstrates well-developed leadership skills linked to
succession planning and Service Delivery Needs. Collaborative and
improved working practices.
• Participation in the 4D Quantum Programme.
Management
Team
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Action Status Progress Due Date Note Owner
Our Council is adaptable and focused on delivering best value for our residents
Action Status Progress Due Date Note Owner
Provide legal services to West Dunbartonshire
Energy LLP in relation to heat supply
agreements and network supply contracts
31-Mar-2023
Support continues to be provided to the Energy LLP.  Standard form Heat
agreements provided for domestic properties and discussions ongoing on
Commercial agreements.
Alan Douglas
Provide legal advice, guidance and support on
the emerging National Care Service 31-Mar-2023
Legal advice has been provided on the Scottish Parliament
consultation.  Advice provided on an ongoing basis to the Council and
Short Life Working Group.
Alan Douglas
Complete business case and seek Council
capital funding for IDOX Electronic Document
Management System for Planning & Business
Standards
31-Mar-2023 Meeting with ICT in January 2023 to review business case, identify project
group and seek comments before proceeding to prepare growth bid. Pamela Clifford
Implement Fit for Future improvement plan
for Building Standards 31-Mar-2023
The focus on improving customer service has been successful.  Good
progress has been made with ICT actions, with implementation of
automatic downloads and the implementation of Enterprise to follow in
2023. Work will continue on the outstanding actions of the Improvement
Plan.  In late 2022 the Scottish Government granted the verification role
to Building Standards for another 6 years.
Pamela Clifford
Designate and train service data ambassadors
for the Corporate Data Information
Management system (MAGIC) and evaluate
its use
31-Mar-2023
Training provided to Legal, Asset Management, Greenspace, Roads, Waste
Services, Communications and Consultancy Services. Training of other
services will continue.
Pamela Clifford
Complete the Rediscovering the Antonine Wall
Project and start preparation for Phase 2: Re-
imaging the Antoine Wall
31-Mar-2023
Progress continues on delivering the remaining elements of the project
and all are on target for completion by 31 March 2023. The partners are
committed to the development of the Reimagining project, with internal
WDC and all partner workshops scheduled for January 2023 to shape the
new Antonine Wall Management Plan and project ideas.
Pamela Clifford
Implement the provisions of National Planning
Framework 4 for West Dunbartonshire’s
planning policies and priorities, adopt LDP 2
and commence work on LDP3
31-Mar-2023
The Scottish Parliament have agreed NPF4 and the Scottish Ministers will
adopt and publish NPF4 on 13th February 2023  meaning that it will be a
significant material consideration in the determination of planning
applications. No final decision has been taken on adopting LDP2.
Preliminary background work has commenced on LDP3 but the relevant
Regulations and Guidance have still to be published by the Scottish
Government.
Pamela Clifford
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Action Status Progress Due Date Note Owner
Complete the co-ordination of the
refurbishment of civic areas of Clydebank
Town Hall
31-Mar-2023 The wood panelling in the Chamber and Members' Corridor has been
completed.  Awaiting estimated costs and timescales for remaining works.
George
Hawthorn
Risk Description Current Assessment Target Assessment Date Reviewed Note Owner
Failure  to monitor
and enforce
regulatory areas with
public risk
The Council fails to comply with statutory
regulatory duties in respect of
environmental health, trading standards
and licensing laws.
14-Dec-2022
While approval was granted at the Council
budget meeting on 9/3/2022 for the
recruitment of an additional two EHO posts,
both posts were recommended and
accepted as a political savings option at
Council on 21 December 2022. Any impact
will be monitored.
Annemarie
Clelland;
Michael
McDougall;
John Stevenson
Income for services
continues to be
dramatically reduced
as a result of the
COVID-19 pandemic
Relates to registration, licensing, planning
and building control which have been
impacted as a result of the COVID-19
pandemic.
14-Dec-2022
Income reduction as a result of the
economic impact of COVID remains an
issue.
Alan Douglas
Failure to adequately
respond to an
emergency situation
such as a multiple
fatality workplace
accident, outbreak of
food borne
communicable
disease, a major
public health incident
or pandemic
There is a national shortage of qualified
staff in Environmental Health, across
Scotland. This impacts on West
Dunbartonshire Council. Vacancy levels at
WDC might impact on our ability to
respond to emergencies. 
14-Dec-2022
While interim management arrangements
are still in place for the Environmental
Health (EH) Manager's post, the two EH
Officer posts agreed at the Council budget
meeting on 9/3/2022 are not to be taken
forward based on the Council decision on
savings options on 21 December 2022. Any
impact will be monitored.
John Stevenson
Inability to recruit
successfully to enable
performance to be
maintained
There is a current issue with recruitment
of qualified staff in various parts of the
service.
14-Dec-2022
The two EH Officer posts agreed at the
Council budget meeting on 9/3/2022 are
not  to be taken forward based on the
Council decision on savings options on 21
December 2022. Any impact will be
monitored.
Pamela Clifford;
John Stevenson
Our residents are engaged and empowered
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Action Status Progress Due Date Note Owner
Plan and conduct the Scottish Local
Government Elections in May 2022 31-May-2022 Elections were conducted successfully with 22 members elected to serve
on the new Council.
George
Hawthorn
Implement the action plan to set up the new
Council following the Local Government
Elections
31-Mar-2023
The action plan has been completed. All new members have received
induction training and equipment, the new committee timetable is in place
and standing orders have been reviewed.
George
Hawthorn
Plan and organise the nomination process for
Community Councils and where necessary
hold elections to identify successful
candidates
31-Dec-2022 All nomination processes have been completed; no elections were
required.
George
Hawthorn
Risk Status
Alert
Warning
OK
Action Status
In progress and on track
Completed
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer - Resources
Corporate Services Committee: 1 February 2023
Subject: Resources Delivery Plan 2022/23 - Interim Progress
1 Purpose
1.1 This report sets out the interim progress of the Resources Delivery Plan
2022/23.
2 Recommendations
2.1 It is recommended that Committee notes the progress achieved.
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 The Resources Delivery Plan 2022/23 was presented to Corporate Services
Committee on 2 November 2022 with a commitment to report interim progress
and year-end progress in February and May 2023 respectively.
4 Main Issues
4.1 At this interim point in the year, 7 of the 16 actions have been completed and
the remaining 9 are progressing as planned and are on track for completion
by 31 March 2023. A further action has been cancelled and will be
rescheduled in 2023/24. Full details of progress are set out in Appendix 1.
4.2 The delivery plan also includes a set of PIs which measure progress against
the 2022-27 Strategic Plan objectives as well as key service areas. These will
be reported at year-end.
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.
ITEM 14
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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 and approved.
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:  16 December 2022
_____________________________________________________________
Person to Contact:  Lynn Henderson
lynn.henderson@west-dunbarton.gov.uk
Appendices: Appendix 1: Resources Delivery Plan 2022/23 - Interim
Progress
Background Papers: Resources Delivery Plan 2022/23 - Corporate Services
Committee, 2 November 2022
Strategic Planning & Performance Framework 2022/27
Wards Affected: All
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Appendix 1: Resources Delivery Plan 2022/23 – Interim Progress
Our Council
Our workforce is resilient and skilled where digital technology supports service delivery for our residents
Action Status Progress Due Date Note Owner
Develop and implement wellbeing, employee
engagement, equality and training plans to
enable capabilities, improved resilience and
promotion of a diverse workforce.
31-Mar-2023
Across the service, regular team meetings and ‘Be-the Best conversations,
have taken place throughout 2022/23 as has engagement using ‘Trickle’. A
new Finance Manager will be in post in March 2023 and a further review
will be carried out of employee engagement within Finance once the new
appointment is in post. Furthermore, the Chief Officer is actively
supportive of fully flexible working arrangements to support the workforce
to maintain a healthy work-life balance. Staff are consulted with ahead of
major operational and/or process related changes to explain clearly the
rationale for the change.
Management
Team
Develop and implement employee life cycle
plans in line with the People First Strategy to
attract and retain the workforce.
31-Mar-2023
A review of the Finance structure is currently on hold due to a new Finance
Manager being appointed but not in post until March 2023. Review to be
rescheduled for 2023/24 to allow new appointee time to review current
arrangements. Across the service, the establishment has been considered
as part of activity to deliver an effective service and identify efficiencies in
order to deliver a balanced 2023/24 revenue budget.
Management
Team
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
This is considered in all areas of Resources on an ongoing basis. Within
Finance, a review of the structure is currently on hold due to a new
Finance Manager being appointed but not in post until March 2023. Review
of Finance to be rescheduled for 2023/24 to allow new appointee time to
review current arrangements.
Management
Team
Develop and implement training plans and
development opportunities to improve
capabilities and resilience within the
workforce.
31-Mar-2023
This is on-going in all areas of Resources. Within Finance, the resignation
of the Council’s Finance Manager has provided an opportunity to
reconsider the allocation of responsibilities across the Finance Team. This
includes a focus on providing development opportunities, training and
building resilience as we look further ahead to the possibility of multiple
retirements in the next 3 to 5 years. This will be developed further in
2023/24 when the new Finance Manager is in post.
Management
Team
Appendix 1
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Our Council is adaptable and focused on delivering best value for our residents
Action Status Progress Due Date Note Owner
Review ways of decreasing corporate debt
through continued improvements to debt
collection processes in relation to sundry,
NDR, Council Tax and rent
31-Mar-2023
Reviews completed in relation to the rent collection processes between
Housing and Corporate Debt, the Universal Credit/Alternative Payment
Arrangements process with the Department for Work and Pensions, and
the debt recovery process and the impact of cost living increases. All have
resulted in improvements to systems and processes. In addition, informal
benchmarking has been completed which confirmed our processes are
robust, efficient and effective at collections whilst being value for money.
The remaining milestones are all on track with completion dates of 31
March 2023.
Ryan Chalmers
Review ways to improve rent collection rates
in conjunction with Housing and W4U 31-Mar-2023
The Universal Credit/Alternative Payment Arrangements process with the
Department for Work and Pensions has been reviewed to ensure rental
income is maximised, including automating UC payments. The remaining
milestones are due by 31 March and are progressing as planned.
Ryan Chalmers;
Stefan
Kristmanns
Maximise automation opportunities across the
organisation to improve efficiency 31-Mar-2023 Some automations have been adjusted to factor system issues.
Progressing well otherwise with updates provided to Automation Board. Arun Menon
Risk Description Current Assessment Target Assessment Date Reviewed Note Owner
Debt is not recovered
efficiently or
effectively, with
inherent risk of
financial loss
The processes deployed in collection of
monies owed to the council are inefficient
and ineffective resulting in money not
collected on time or having to be written
off
15-Dec-2022
Effectively implement the Corporate Debt
Policy and ensure income maximisation in
collaboration with W4U. Improvements to
automation of collecting debt to be
considered and implemented.
Ryan Chalmers
Increase in the level
of rent arrears due to
the level of Welfare
Reform changes and
general state of
economy
The Council sees an increase in its level of
rent arrears due to lower disposable
income and national changes to the
national benefits regime and the ongoing
economic position
15-Dec-2022
The risk of an increase in rent arrears is due
to the current cost of living that's linked to
increasing energy costs, food costs and
inflation.  Financial support and advice is
provided to those impacted by the cost of
living with arrangements being reviewed as
appropriate.
Ryan Chalmers
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Strong financial governance and sustainable budget management (Service Objective)
Action Status Progress Due Date Note Owner
Revise the Code of Good Governance 31-Mar-2023 The Code of Good Governance was reviewed and updated as part of the
2021/22 Annual Governance Statement review. Andi Priestman
Ensure continued compliance with the Code of
Good Governance during 2022/23 31-Mar-2023 The Code of Good Governance was reviewed for compliance as part of the
2021/22 Annual Governance Statement review. Andi Priestman
Prepare and submit draft Annual Governance
Statement for 2021/22 to the Audit
Committee
30-Jun-2022 The Draft Annual Governance Statement for 2021/22 was approved by the
Audit Committee in June 2022. Andi Priestman
Continue to improve and deliver the
Assurance Statement for 2021/22 to support
the Annual Governance Statement
30-Jun-2022 The Annual Governance Statement was reviewed for best practice as part
of the 2021/22 exercise. Andi Priestman
Complete the Internal Audit & Corporate
Fraud Plan 2021/22 and report to Audit
Committee as part of the Annual Assurance
Statement
31-Aug-2022
The Internal Audit Annual Report and Assurance Statement was presented
to the June 2022 Audit Committee and regular progress updates on the
2022/23 audit plan continue to be reported on a regular basis to Audit
Committee.
Andi Priestman
Implement the change to the Accounting
Code of Practice in relation to leasing 31-Mar-2023
The implementation date was reviewed by Scottish Government and
changed nationally. Due to this timelines have been adjusted accordingly.
Work to implement the change to the Accounting Code of Practice is
ongoing. Relevant officers within the Authority have been briefed on
requirements and information required to comply is being collected. We
are in the process of procuring software to use for the collation and
processing of information.
Jackie Nicol-
Thomson
Develop and provide financial services to
West Dunbartonshire Energy Limited 31-Mar-2023
We continue to provide financial services to the energy company and we
are working to develop a separate entity in Agresso. However, this
requires an upgrade to the system which has been delayed due to a
number of technical issues. We are working to resolve these and continue
to progress this action.
Adrian Gray;
Laurence Slavin
Review reconciliations and VAT processes for
automation and implement those identified as
appropriate
31-Mar-2023
The reconciliation and VAT processes have been reviewed and areas
identified for possible automation. One reconciliation was initially identified
as a test and processes have been documented and are currently with the
automation team for consideration and prioritisation. The VAT processes
will be documented for onward submission to the automation team.
Laurence
Slavin; Karen
Shannon
Review capital programme, monitoring and
reporting 31-Mar-2023
The capital programme has been reviewed and a report presented to
Council on 21 December 2022. The next phase will review monitoring and
reporting arrangements. This will take place in 2023/24, led by the new
Finance Manager.
Laurence Slavin
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Action Status Progress Due Date Note Owner
Review financial arrangements against the
CIPFA financial code of practice 30-Sep-2022 The Code was reviewed and passed to external audit for information. Laurence Slavin
Risk Description Current Assessment Target Assessment Date Reviewed Note Owner
Failure to provide
assurance of the
system of financial
controls
Either Internal Audit or External Audit is
unable to provide assurances on the
Council's financial control environment
14-Dec-2022
Audit plan for 2021/22 is complete.  New
plan for 2022/23 was approved by Audit
Committee in June 2022 and regular
progress reports are presented to Audit
Committee at each cycle.
Andi Priestman
Failure to meet
statutory deadlines
for external returns
(including HMRC) and
financial statements
Finance Services failing to meet statutory
deadlines resulting in lost revenue or
penalty costs 
14-Dec-2022
The risk assessment remains unchanged.
There are a range of controls in place to
ensure that the likelihood of this risk
occurring remains relatively low.  
Laurence Slavin
Financial projections
are significantly
incorrect
Financial projections for both capital and
revenue are significantly incorrect for 
various reasons – including unexpected
costs – resulting in insufficient reserves
being held 
16-Dec-2022
Information on projections are updated on
an ongoing basis. However, with the
volatility of the economy, inflation and bank
interest rates, the figures are changing
regularly. 
Laurence Slavin
Significant financial
funding reductions /
limitations from
Scottish Government
It is expected that the Council will be
faced with significant ongoing funding
reductions/limited increases from the
Scottish Government settlement. This is
based on recent settlements, the March
2022 Resource Spending Review which
states that Council funding will remain as
‘flat cash’ (at current 2022/23 levels) until
2025/26 with a £100m added in 2026/27
– the real term impact of this (taking
inflation into account) for the next four
years is a 7% reduction between 2022/23
and 2026/27. This coincides with a period
where costs are expected to rise in
relation to social care due to an aging
population; inflationary increases with RPI
at a level not seen since 1991; post-
COVID-19 ongoing costs; increases in the
16-Dec-2022
The Chief Officer for Resources provided a
verbal update to Council on 21 December
2022 on the 2023/24 local government
settlement. Assumptions on future Scottish
Government funding are updated regularly
and a further update will be provided when
Council agrees the 2023/24 budget in March
2023. It is still expected that future Scottish
Government funding will be insufficient to
pay for current levels of service delivery. 
Laurence Slavin
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner
cost of borrowing as interest rates
increase and pay award pressures linked
to inflation. The ongoing population
decline of West Dunbartonshire versus the
average population for the whole of
Scotland leads directly to funding
reductions with marginal impact on
service delivery cost/need.
Risk Status
Alert
Warning
OK
Action Status
Cancelled; postponed for this year
In progress and on track
Completed
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer - Supply, Distribution and Property 
Corporate Services Committee: 1 February 2023
Subject: Supply, Distribution & Property Delivery Plan 2022/23 - Corporate
Procurement Unit Interim Progress
1 Purpose
1.1 This report sets out the interim progress of the Corporate Procurement Unit
priorities within the Supply Distribution & Property Delivery Plan 2022/23.
2 Recommendations
2.1 It is recommended that Committee notes the progress achieved.
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 The Corporate Procurement Unit priorities contained within Supply Distribution
& Property (SD&P) Delivery Plan 2022/23 was presented to Corporate
Services Committee on 2 November 2022 with a commitment to report interim
progress and year-end progress in February and May 2023 respectively.
4 Main Issues
4.1 At this interim point of the year, of the eight actions one is delayed and the
remaining seven are progressing as planned and are on track for completion
by 31 March 2023. Full details of progress are set out in Appendix 1.
4.2 The delivery plan also includes a set of PIs which measure progress against
the 2022-27 Strategic Plan objectives as well as key service areas. These will
be reported at year-end.
5 People Implications
5.1 There are no direct people implications arising from this report.
6 Financial & Procurement Implications
ITEM 15
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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 SD&P including Corporate
Procurement Unit, 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 and approved.
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: Angela Wilson
Service Area: Supply, Distribution & Property
Date:  4 January 2023
_____________________________________________________________
Person to Contact:  Karen Connelly
E-mail: Karen.Connelly@west-dunbarton.gov.uk
Appendices: Appendix 1: SD&P Delivery Plan 2022/23 - Corporate
Procurement Unit Interim Progress of Actions
Background Papers: SD&P Delivery Plan 2022/23 – Corporate Procurement
Unit, Corporate Services Committee, 2 November 2022
Strategic Planning & Performance Framework 2022/27
Wards Affected: All
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Appendix : SD&P Delivery Plan 2022/23 – Corporate Procurement Unit - Interim
Progress
3. Our Economy
Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish
Action Status Progress Due Date Note Owner
Continue to incorporate social benefits in the contract
activity 31-Mar-2023
Action progressing as planned. Engagement Plan has been
prepared. We are working with other services, the Supplier
Development Programme and other external bodies to continue
to engage with suppliers including market research
questionnaires, e-workshops, implementation meetings, and
"Meet the Buyer" sessions. Set processes for social benefits, are
followed, including market sounding, setting specific targets for
social benefits in tendering opportunities and following up with
suppliers on social benefits offered.
Annabel Travers
4. Our Council
Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents
Action Code Action Status Progress Due Date Note Owner
WFP/22-
23/SD&P/01
Develop and implement wellbeing,
employee engagement, equality and
training plans to enable capabilities,
improved resilience and promotion of a
diverse workforce.
31-Mar-2023
Progressing as planned. We continue to utilise the Console to
support better use of data to inform decisions. Weekly
meetings are in place to update, consider and action
opportunities and concerns. We continue to support and utilise
the Employee Wellbeing Strategy, hold regular Be-the-best
Annabel Travers
Appendix 1
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Action Code Action Status Progress Due Date Note Owner
Conversations with officers and support working flexibly
including part time and condensed hours.
WFP/22-
23/SD&P/02
Develop and implement employee life
cycle plans in line with the People First
Strategy to attract and retain the
workforce.
31-Mar-2023
Progressing as planned. The CPU’s flexible approach means
that cross skilling continues to be developed. We undertake
periodic reviews of roles and profiles in line with service
improvements to reflect changes in service Annabel Travers
WFP/22-
23/SD&P/03
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-2023
Progressing as planned. Periodic reviews of roles and profiles in
line with service improvements highlight efficiency’s. Annabel Travers
WFP/22-
23/SD&P/04
Develop and implement training plans
and development opportunities to
improve capabilities and resilience
within the workforce.
31-Mar-2023
Progressing as planned. We continue to develop leadership
skills in line with the Be-the-best Conversations. Annabel Travers
Objective 11. Our Council is adaptable and focused on delivering best value for our residents
Action Status Progress Due Date Note Owner
Implement the Fit for Future Action Plan for
Procurement– P2P Phase 1 31-Mar-2023
Action progressing as planned Draft Purchase to Pay Policy is out
for consultation, development of the plan for implementation is in
progress. We are finalising preferred suppliers, utilising
framework agreements / contracts for consultation. The
implementation of the Purchase to pay policy has been delayed.
Annabel Travers
Deliver procurement savings and benefits 31-Mar-2023
Action progressing as planned including following set processes,
planning market research, and e-workshops with potential
suppliers.
Annabel Travers
Refresh the Contract and Supply Management Policy 31-Mar-2023 Action progressing as planned. Plan has been prepared and work
is now underway to review and progress a refresh of the Policy. Annabel Travers
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Risk Description Current
Assessment Target Assessment Date Reviewed Note Owner
Failure to secure best value
of procurement spend and
ensure compliance with
financial regulations
Improved procurement management
process, contract strategies, planning,
monitoring and reporting in
collaboration with services will continue
to mitigate against non-compliant
procurement spend
30-Nov-2022
There are a number of actions and
strategies in place to ensure and monitor
best value of procurement spend and
compliance.
No change to risk matrix.
Annabel Travers
Failure to continue to
achieve increased savings
from procurement activity
As second or third generation revenue
contracts seldom deliver the same cost
savings as first generation, the
contract strategies need to focus on
governance, operating models, total
cost of ownership, service quality and
innovation
30-Nov-2022
There are a number of actions underway
to increase savings from procurement
spend including performance indicators
to monitor progress.
No change to risk matrix.
Annabel Travers
Action Status
Cancelled
Overdue
Not on track
In Progress and on track
Completed
Risk Status
Alert
High risk
Warning
OK
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – People and Technology
Corporate Services Committee: 1 February 2023
___________________________________________________________________
Subject: King’s Coronation 2023
1. Purpose
1.1 To update the Committee on the proposed approach in respect of the King’s
Coronation on Monday 8th May 2023.
2. Recommendations
2.1 The Committee is asked to approve the approach which was also adopted for
the Queens’ State Funeral and the Jubilee in 2022.
3. Background
3.1 The date of His Majesty the King’s Coronation has been confirmed as Monday
8 May 2023. This date will also be a bank holiday. There is no statutory
entitlement to paid leave for a bank holiday, it being for employers to
determine.
3.2 The Scottish Government has issued advice that the First Minister has
confirmed, along with the other nations of the United Kingdom, the
introduction of a Bank Holiday to mark the celebration of His Majesty’s
Coronation. In relation to schools in Scotland, Ministers have confirmed their
view that it is important that families in Scotland are also able to participate in
the Coronation celebrations next year and is supportive of these days being
taken as school holidays.
3.3 In light of this, the Council proposes adopting a similar approach to service
closure as generally followed over the festive period and applied to both the
Jubilee holiday and the Queen’s State Funeral. The key exceptions being
essential care and frontline emergency response services.
3.4 Chief Officers have considered the implications for their own areas and
information will be communicated to service users. An administrator message
will be issued subject to agreement and will also confirm exemptions for
personal events already scheduled and committed, i.e. funerals/burials and
weddings/civil partnerships.
4. Main Issues
4.1 In considering viable options, the approach taken for the Queen’s Platinum
Jubilee and State Funeral has been considered appropriate.
ITEM 16
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4.2 If agreed the Council will announce a day of closure for Monday 8 May 2023
for all but absolutely essential services.  
4.3 Employees who are contracted to work but their place of work is closed on
Monday 8 May 2023 will be awarded normal pay for the day.  
4.4 Employees contracted to work on Monday 8 May 2023 and who are required
to work to maintain frontline essential services will receive normal pay for the
day plus time off in lieu. 
4.5 There is no option for employees, not required to work, to choose to work on
that day and claim time in lieu.
4.6 Employees not contracted to work on Mondays will have time added to their
leave entitlement. 
5. People Implications
5.1 There are resource implications in respect of front line/statutory services
requiring employees to work resulting in the time off in lieu being granted at a
later date, incurring cover costs.
5.2 The additional day of closure (pro rata for those working less than full time)
will reduce the productivity output by one working day for each employee. The
day is not applicable to casual or supply workers unless engaged to work over
that period.
5.3 While there is no legal obligation to award time off in lieu to those whose
normal working pattern does not include a Monday, applying this award
accords with the decision of Council in respect of the Jubilee and State
Funeral.
6. Financial and Procurement Implications
6.1 The financial implications associated with the day will centre on lost
productivity for the majority. Awarding the time in lieu to those not entitled to it
will incur costs of circa £100,000 (per Jubilee holiday and State Funeral).
6.2 In HSCP, the requirement to maintain services and therefore require
employees to work on the Monday will incur additional cost in the region of
£20k for cover costs for time off in lieu, payable on top of basic pay.
7. Risk Analysis
7.1 No risk assessment is required. However, choosing not to recognise the
occasion will result in negative publicity (disrespect of the Monarch) and
potentially fail to secure agreement of the trade unions and Elected Members.
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8. Equalities Impact Assessment (EIA)
8.1 An EIA screening was undertaken in relation to the Queen’s Jubilee and
State Funeral and did not identify any impact on any protected group. This
has been relied upon in respect of this proposal.
9. Consultation
9.1 The proposals were presented to the trade unions on 13th December 2022
and they had sight of the report in advance of Committee. No formal feedback
has been provided and no issues raised.
9.2 Discussion with legal colleagues confirmed the restriction of the closure day to
those whose normal working week includes a Monday is supported by case
law. However, previous decisions have resulted in those not contracted to
work a Monday receiving the time in lieu.
Victoria Rogers
Chief Officer - People and Technology
Date: 13th January 2023
Person to Contact:  Victoria Rogers
Chief Officer - People and Technology
victoria.rogers@west-dunbarton.gov.uk
Appendices: None 
Background Papers: EIA (Jubilee version relied upon)
Wards Affected: None 
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – People and Technology
Corporate Services Committee: 1 February 2023
___________________________________________________________________
Subject: Strategic Risks 2022-2027
1. Purpose
1.1 To provide an update on the strategic risks for 2022-27.
2. Recommendations
2.1 It is recommended that the Committee note:
• The strategic risks as detailed at Appendix 1.
3. Background
3.1 The Council’s 2022 – 2027 strategic risks were agreed by the Corporate
Services and Audit Committees in November 2022. The appended risks have
been reviewed with re-assessment undertaken before being reported to this
committee. This report is submitted as agreed to Corporate Services and
Audit Committees on a bi-annual basis (noting that this report is remitted now
to revert to the bi-annual cycle).
4. Main Issues
Strategic Risk
4.1 In line with the Council’s Risk Management Framework, a re-assessment of
the Strategic Risks has taken place as detailed within Appendix 1. Each risk is
managed through internal controls, linked actions and associated milestones
with the objective being to reduce or stabilise the level of risk through
completion of linked actions over a period of time and/or ensure mitigation
factors are adequate should the risks actually materialise.
4.2 Table 1 represents a risk dashboard that includes information on the original,
current and target rating for each strategic risk, as well as an assessment of
the current risk status. Each strategic risk is identified and supported by more
detailed information available on a “drill-down” basis in Appendix 1.
Two strategic risks, associated actions and milestones are met, a further
seven are progressing as expected and closer to reaching their assigned
targets and SR001 and SR008 are currently off-target and this is explained in
further detail below. Supplementary information on SR002 is also provided.
ITEM 17
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Table 1 Key Strategic Risk Information
Strategic Risk Original
Risk Oct
2022
Current
Risk Dec
2022
Target Risk
2027
Risk Status
Rationale
SR 001  Significant
financial funding
reductions/limitations
from Scottish Government
SR 002  Challenges in
implementing broad-
ranging school
improvement to raise
attainment and
achievement
SR 003  Maintaining
Council Assets that are fit
for purpose
SR 004  Keeping abreast
of developments in the
innovative use of
Information Technologies
SR 005  Engaging
positively with Residents,
Communities &
Partnerships
SR 006  Challenges in
protecting the Health and
Safety of Employees and
Others
SR 007  Complexities in
ensuring an appropriately
resourced and resilient
workforce
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Risk Methodology and Reporting
4.3 Each strategic risk is populated in Pentana in terms of the following template:
• Risk title and code;
• Description;
• Ownership;
• Potential effect;
• Measures of impact;
• Risk factors;
• Internal controls;
• Risk opportunity; and
• Linked actions.
4.4 Each risk has been scored using a “4 x 4” matrix for likelihood and impact in
relation to:
• Current risk (with review dates set at pre-determined intervals); and
• Target risk (i.e. 31 March 2027 - the duration of the Strategic Plan).
The risk descriptors used in the “4 x 4” matrix are as follows:
SR 008 Threat of Cyber
Attack
SR 009  Challenges in
delivering effective
services in relation to
Roads & Neighbourhoods
SR 010  Failure to
maintain Housing Stock
SR 011  Inability to
reduce carbon footprint in
line with targets
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Likelihood 
Score Descriptor
1 Unlikely
2 Likely
3 Very likely
4 Certain
Impact
Score Descriptor
1 Minor
2 Moderate
3 Significant
4 Critical
4.5 For ownership, each strategic risk is “Managed By” a Chief Officer and
“Assigned To” a Senior Officer. Strategic risks are also reported on a bi-
annual basis to the Performance & Monitoring Review Group.
Service Risk
4.6 Following the methodology in 4.3 to 4.4 above, each service has owned
operational risk registers in Pentana (the Council’s performance system);
these will be reviewed as part of the 2023/24 service planning process.
4.7 Significant financial funding reductions/limitations from Scottish Government
SR001 is currently off target and is currently scored as twelve compared to a
target rating of four.  Whilst the target rating is desirable the Council is limited
in its influence over the likelihood of it crystallising.  Whilst the Scottish
Government is lobbied by COSLA for fairer funding for Local Government,
which includes contributions from the Council Leader, Chief Executive
supported by information provided by the Council’s Chief Officer Resources
(S95 Officer) ultimately decisions over levels of local government funding are
made by the Scottish Government.  The likelihood of this risk is not expected
to decrease in the medium term future with assumptions over future funding
levels incorporated into projected budget gaps as reported in Financial
Update reports presented to Council.
4.8 Threat of Cyber Attack
SR008 is currently off target due to a number of factors. The cyber threat
continues to increase with ransomware being the biggest threat even during
this period of Geo-political instability. Work has been undertaken to continue
securing the Confidentiality, Integrity and Availability of our data and has
resulted in the implementation of new technologies such as remote updating
of devices, network scanning, secure remote control of employee devices and
the replacement of ageing security hardware. In addition, a new secure
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process for remote control of employee devices have also been implemented
to address some of the security challenges from emerging threats. 
New ways of working, including increased remote access users, robotic
process automations, digital transformations and adoption of cloud based
technologies all have an impact on the risk profile of the organisation and ICT
continue to work with service areas to reduce and mitigate emerging risks.
Lack of user awareness within organisations still remains one of the biggest
Cyber Security threats, with a visible increase in Voice Phishing attempts
being seen throughout the organisation, Bank Mandate fraud attempts have
also significantly increased with several attempts to change bank details for
employees being observed.  To combat this we have resumed physical
training events to Elected Members, the Joint Consultative Forum and senior
management within the Council.  Face to face cyber security training
combined with DPA and fraud awareness sessions has also resumed and
these have been well attended.  We have invested in an online Security
Training Platform which will provide additional security awareness training and
allow us to run Phishing campaigns for our staff, delivering short, brief
awareness videos where they are most required.  We are taking steps to
reduce the amount of information that is publicly available about our systems,
policies and processes by restricting specific areas of the employee Intranet
site to a secure login. ICT are reviewing the structure and resources of the
security team to ensure capacity and resilience is built in. In addition, ICT
employees are attending industry standard security training to assist in
managing the threat of Cyber Risk to WDC. 
Work continues to take place to improve our security posture in line with the
national Public Sector Action plan (PSAP) and Public Sector Network (PSN)
compliance. Vigilance of the National Cyber Security Centre (NCSC) Cyber
Security guidance continues to remain in place in light of any changes
regarding the geopolitical instability in Ukraine and the surrounding areas.
4.7 Challenges in implementing broad-ranging school improvement to raise
attainment and achievement
SR002 has reduced the risk rating since last reported. The pandemic affected
national and local outcomes in education attainment and equity due to periods
of school/ ELC closure; absence due to Covid and shielding. The risk
reporting period ended on 31st March 2022 and The Education Service had a
recovery strategy for attainment in place. This needed a full academic year
(August 2021 to June 2022) to have an impact on attainment although
employee and pupil absences due to Covid were still being experienced.
However, in academic session 2021/22, a narrowing of the attainment gap
and increase in attainment was achieved in the attainment levels in the Broad
General Education at primary level. A robust improvement and recovery
model is in place to build on the progress made in academic session 2021/
22. As the challenge of Covid absence is lessened this session then further
improvement gains are predicted for academic session 2022/2023. The
Education Committee is provided with regular update reports on progress with
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the strategy to raise attainment and achievement and also the national
agencies monitor and report on local attainment performance.
5. People Implications
5.1 There are no people implications associated with this report, other than in
relation to the mitigation of risks
6. Financial and Procurement Implications
6.1 There are no financial and/or procurement implications directly associated
with this report however there are in relation to any expenditure linked to
mitigation.
7. Risk Analysis
7.1 Failure to ensure robust risk management is likely to result in the Council
being criticised by External Auditors for not having an integrated approach to
embedding risk management within the authority with the result that a “no
scrutiny required” status would not be achieved.
7.2 Progressing with a robust risk management approach will demonstrate that
the Council is taking ownership of risk management and ensuring effective
measures are in place.  The ability to demonstrate risk ownership should
benefit the Council in terms of:
• Understanding risk and its potential impact on the Council’s priorities and
objectives;
• Reducing insurance premiums going forward by recognising that a mature
approach to risk management will contribute to a reduction in the number
and value of claims across a range of insurance classifications;
• Contributing towards incident prevention based upon post-incident
investigation;
• Meeting statutory/regulatory requirements; and
Ensuring better partnership working with external and internal partners.
8. Equalities Impact Assessment (EIA)
8.1 EIA 548 notes the positive impacts of an approach to risk that integrates
considerations on equalities, human rights health and social and economic
impacts that is aligned with the content of the new Strategic Plan.
9. Consultation
9.1 The strategic risks have been discussed with the Chief Officers and senior
management. The reports to committee are available to the Trades Union and
consultation undertaken as required.
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10. Strategic Assessment
10.1 At its meeting on 26 October 2022, the Council agreed that its five main
strategic priorities for 2022 - 2027 are as follows:
• Our Communities  - Resilient and Thriving
• Our Environment - A Greener Future
• Our Economy  -  Strong and Flourishing
• Our Council - Inclusive & Adaptable
10.2 The strategic risks have been identified to complement the main strategic
priorities.
Name:    Victoria Rogers
Designation:   Chief Officer People & Technology
Date:     13 January 2023
Person to Contact: Anna Murray, Risk & Health and Safety Officer
Anna.Murray@west-dunbarton.gov.uk
Appendices: Appendix 1: Detailed Strategic Risk List
Background Papers: West Dunbartonshire Council Strategic Plan 2022-2027
Risk Management Framework
EIA screening
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Strategic Risk Report
Generated on: 05 January 2023
SR 01 Significant financial
funding reductions /
limitations from Scottish
Government
It is expected that the Council will be faced with significant ongoing funding
reductions/limited increases from the Scottish Government settlement. This is
based on recent settlements, the March 2022 Resource Spending Review
which states that Council funding will remain as ‘flat cash’ (at current
2022/23 levels) until 2025/26 with a £100m added in 2026/27 – the real
term impact of this (taking inflation into account) for the next four years is a
7% reduction between 2022/23 and 2026/27.   This coincides with a period
where costs are expected to rise in relation to social care due to an aging
population; inflationary increases with RPI at a level not seen since 1991;
post-COVID-19 ongoing costs; increases in the cost of borrowing as interest
rates increase and pay award pressures linked to inflation. The ongoing
population decline of West Dunbartonshire versus the average population for
the whole of Scotland leads directly to funding reductions with marginal
impact on service delivery cost/need.
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 12 31-Mar-2027 4 Laurence Slavin
Potential Effect Shortfall in finances and therefore the Council is unable to provide all services as intended.
Measures of
Impact
- Reduction in government grant
- Demographic change (population decline/growth, aging population)
- Cost reduction required including cutting level and/or quality of service provision
- Increased Debt (collection of Council Tax, HRA rents, etc)
Risk Factors
- Level of government grant
- Lack of time to plan for changes in the level of grant funding due to single year settlements and
settlement information from Scottish Government
- General inflationary factors
-Bank of England Base Rate increases
-ongoing prevalence and impact of COVID-19
- Significant additional burdens
- Capital receipts
-EU Exit
Internal Controls
- 10 year Financial Strategy subject to regular review
- Monitor and maintain General Services and Housing Revenue Account prudential targets
- Reporting and monitoring of Treasury Management Strategy
- Budgetary control process
- Regular budgetary control and savings monitoring reports provided to CMT and Council / committees
- Rigorous debt collection processes
- Annual Internal Audit Plan
- Work of External Auditors (external control) - Annual Governance Statement - Procurement Improvement
Plan
Latest Note
The Chief Officer for Resources provided a verbal update to Council on 21 December 2022 on the 2023/24
local government settlement. Assumptions on future Scottish Government funding are updated regularly
and a further update will be provided when Council agrees the 2023/24 budget in March 2023. It is still
expected that future Scottish Government funding will be insufficient to pay for current levels of service
delivery.
Risk Opportunity
- Annual exercise to identify efficiencies
- Projects to implement new ways of working (e.g. digitisation, asset management) - Enhance the
reputation of the Council as an organisation which manages its finances soundly
Linked Actions Code & Title Progress Status Assigned To
RES/22-23/001 Review ways of decreasing corporate debt through
continued improvements to debt collection processes in relation to
sundry, NDR, Council Tax and rent
Ryan Chalmers
Appendix 1
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RES/22-23/002 Review ways to improve rent collection rates in
conjunction with Housing and W4U
Ryan Chalmers; Stefan
Kristmanns
RES/22-23/012 Maximise automation opportunities across the
organisation to improve efficiency Arun Menon
RES/22-23/010 Review capital programme, monitoring and reporting Gillian McNeilly
RES/22-23/011 Review financial arrangements against the CIPFA
financial code of practice Gillian McNeilly
SR 02 Challenges in
implementing broad-ranging
school improvement to raise
attainment and achievement
This risk concerns the delivery of excellence and equity for our young people
to support them to attain and achieve at the highest level. In particular, it is
aimed at bridging the attainment gap and breaking the cycle of disadvantage.
This also includes the focus on intervention at early years to improve life
chances at all points on the learning journey.
A key national and local priority is to accelerate progress with the aspirations
to deliver improved attainment, tackle the poverty related attainment gap
and recover from any negative impact of the pandemic. Scottish Equity
funding devolved to local authorities aims to deliver on priorities between
2023-26.
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 4 31-Mar-2027 2 Julie McGrogan
Potential Effect
The national expectation for education would not be delivered. Improved outcomes for young people would
not be attained and achieved. The Council would fail to meet the needs of individual learners. The Service
would fail to bridge the attainment gap and break the cycle of poverty related disadvantage. The Council
would fail in its legal duty for the education of young people within West Dunbartonshire. There would be
reputational damage to the service and the wider Council. There would be a lack of income generation from
external funding sources.
Measures of
Impact
Stretch Aims and Targets set in October 2022 to be achieved by December 2023– locally set but
aggregated nationally.
West Dunbartonshire Performance Targets
West Dunbartonshire Improvement Board Quality Indicator Evaluations
National Qualifications Attainment and Achievement Results
Broad General Education Achievement of  Level Results
West Dunbartonshire Scottish National Standardised Assessment Data
Positive Destination Data
West Partnership Attainment , Equity and Destination Performance Measures
Her Majesty’s Inspectors of Education inspection reports
Stakeholder Feedback
Risk Factors
Staff resources - adequate funding for projects - workforce development - effective leadership - accurate
and timely data collection - accurate and timely reporting - effective communication with partners and
external agencies - disrupted learning - staff absence - pupil absence - adapted model of delivery to ensure
safety - limiting curriculum flexibility - learning style flexibility - impact of COVID on social and emotional
wellbeing - risk to funding streams.
There is a change to the local authority funding model for Scottish Equity Fund (SEF) with an annual
tapered reduction of funding to WDC between 2022-2026. This will reduce resources available to deliver
work streams related to SEF.
Internal Controls
-Raising Attainment Strategy
-Project management by Senior Education Officer
-Education Improvement Board chaired by Chief Education Officer
-Scrutiny by Scottish Government and Education Scotland (progress reports produced and submitted)
-WDC Improvement Framework
-Termly progress reports submitted as part of Educational Service committee reports
-Relevant Continuous Professional Development programme to support education staff
-Meetings between WDC and Education Scotland/Her Majesty's Inspectors of Education
-BGE Attainment and Performance Data
-Literacy, Numeracy and HWB Steering Group
-National Improvement Framework (NIF)
-Education Recovery Plan
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Latest Note
Building on achievements made since 2015 the service is developing plans to both accelerate and embed
progress in academic sessions 2021/22 and 2022/23, these plans are being reviewed to reflect the
refreshed SAC programme. The key risk to ongoing progress is SG's plan for a tapered SAC funding model
between 2022 to 2026.
In academic session 2021/22, a narrowing of the attainment gap and increase in attainment was achieved
in the attainment levels in the Broad General Education at primary level.
Risk Opportunity
Improved attainment - improved attendance - reduced exclusions - reduced violent incidents - reduction
requirement for targeted support over time - reduction requirement for specialist placements over time -
improved learning & community engagement - children/pupils at risk identified earlier and more effectively
- more empowered community providing self-sustaining peer support - increase in the percentage and
range of positive destinations over time - increased access to digital learning resources
Linked Actions Code & Title Progress Status Assigned To
ELA/22-23DP/NIF3 Narrow the attainment gap between the most and
least disadvantaged children and young people Julie McGrogan
ELA/22-23DP/NIF3/34 To close the poverty-related attainment gap at LA
and school level
Katherine Forbes; Julie
McGrogan
ELA/22-23DP/NIF5 Improve attainment, particularly in literacy and
numeracy Julie McGrogan
ELA/22-23DP/NIF3/05 Literacy and numeracy progress is used to
measure the attainment gap Rebecca Johnston
ELA/22-23DP/NIF5/05 Continue to track attainment in literacy and
numeracy at ELC and close the gap Rebecca Johnston
SR 03 Maintaining Council
Assets that are fit for purpose
The risk that the Council's assets and facilities are not fully fit for purpose
with consequent adverse impact on our ability to deliver efficient and effective
services. Assets included in this assessment are; the Council’s property
portfolio.
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 4 31-Mar-2027 2 Craig Jardine; Michelle
Lynn
Potential Effect
- Assets are not utilised in the most effective and efficient manner
- Service cannot be properly delivered to the satisfaction of service users
- Service users require to seek alternative service provision
-Increase in reactive maintenance costs/ demand/ volume
-Council assets in poor conditions
-Council assets fail to meet relevant standards which are reported to either Scottish Government and/or
Care Inspectorate.
Measures of
Impact
- Condition surveys
- Suitability surveys
- Customer perceptions of service delivery
- Investment levels in upkeep and improvement of asset base and facilities -Asset user satisfaction -
Operating costs and savings
Risk Factors
- Adequacy of funding available to improve asset base
- Adequacy of staff resources allocated to the area of asset management
- Council buildings/ assets deemed to be unfit for existing purpose
- Economic conditions may reduce level of potential capital receipts from surplus property sales - Increase
public liability claims
- Ongoing effects of EU Exit
Internal Controls
- Corporate Asset Management Strategy (currently under review)
- Learning Estate Strategy
- Capital project meetings are carried out monthly in addition to project specific meetings.
- Property Asset Management Plan
- Capital Programme
- Strategic Asset Management Group
- Learning Estate Project Board
- Detailed asset database that shows relevant information on a
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property by property basis in relation to operational, non-operational - Sustainability Policy
Latest Note
The current plan will continue into 2022/23. The new 5 year Corporate Asset Management Strategy and
Property Action Plan will be developed in 2022/23 to ensure it meets the aspirations of the new Strategic
Plan. No change to risk matrix.
Risk Opportunity
-Enhance reputation of Council by being able to improve Council assets.
-Estate, assets and service delivery (e.g. new school buildings, operational building upgrades, office and
depot rationalisation projects)
- Enhance employee "feel good" factor by providing modern office accommodation equipped with up to
date IT facilities
-Improved satisfaction from public building users
- Secure external funding for development of assets (e.g. EC, lottery, Historic and Environment Scotland)
- Prioritised Building Upgrade Plan
Linked Actions Code & Title Progress Status Assigned To
SD&P/22-23/CAM/03 Progress delivery of the Corporate Asset
Management Strategy to align with the Councils Strategic Plan Craig Jardine
SD&P/22-23/CAM/04 Monitor the progress of disposal of key strategic
sites over 22/23 Craig Jardine
SR 004 Keeping abreast of
developments in the innovative
use of Information
Technologies
Failure to keep pace with changing technology environment
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 2 31-Mar-2027 2 Patricia Kerr; Brian
Miller
Potential Effect
A lack of consistent, sufficiently robust service planning in respect of ICT arrangements is likely to result in
the Council being ill prepared to meet future demands in key service areas and lacking the capacity to
respond effectively to changing need such as increased requirement for remote working as identified during
covid pandemic.
Measures of
Impact
• Close relationship and working practices with Asset Management Service with regard to commissioning
and decommissioning buildings.
• Number of systems that have supplier maintenance contracts.
• Invocation of Service Business Continuity Plans and ICT Disaster Recovery plan
• Degree of compliance with security controls to prevent data loss through poor o/s patching, cyber attack,
firewall configurations, switch replacements/upgrades etc
• Fit for purpose primary and secondary data centres
• Extent of wireless connections in the Council network – all schools and refurbished Office accommodation
complete
• Number of ICT Help Desk incidents resolved within half day - exceeded the target for 2021-22 and higher
target set.
• Extent of functionality development in key Council systems (i.e. lack of development beyond base system
leading to ineffective management information) – several channel shift projects delivered and more are in
progress. 
• Fit for purpose Council website, delivering information and services to a significant percentage of the
Council's customers.
• Provide efficient desktop services supporting laptops, chromebooks, PCs, Thin client terminals to meet
changing workforce flexibility and property rationalisation requirements.  5-year Device replacement
programme in place.
• Implementation of mobile and flexible working, enabling a downsizing of required office accommodation
as people to work more efficiently and to adopt a more flexible policy towards office accommodation and
desk provision.   
• Broadband speed in the Council area - WDC has 2nd highest broadband speeds in Scotland.
Investigating funding options for fibre network.
Risk Factors
• Insufficient resourcing of ICT developments so that benefits and opportunities identified are not realised
• poor network security controls implemented for example • Lack of intrusion detections alerts,
• failure to respond to audit / PSN test findings and recommendations,
• insufficient resources allocated to security tasks.  However Service redesign and ICT resources aligned to
security tasks and improved monitoring processes and tools as well as additional tools purchased to help
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support remote working environment all help to mitigate this risk.
• Poor Service Business Continuity Plans and/or Disaster Recovery Capability.
• Poor project and programme change management arrangements.
• Poor quality of mobile communication provision.
• Poor uptake on channel shift.
Internal Controls
- Capital programme established for technology refresh projects
- Information & Communication Technology (ICT) Policies such as ICT Security Framework
- Governance structures such as ICT Steering Board, Education ICT Steering Board, Digital Transformation
Board in place to support integrated planning and decision making in relation to ICT
- Use of both internal IT resources from across the Council and skilled specialist advisers in key areas - Fit
for purpose primary and secondary data centres
Latest Note
Dec 2022
• Began migration of first batch of mailboxes to Microsoft 365 cloud platform enabling secure
authentication access from anywhere and any device Mobile Phones also part of migration and testing
almost complete.
• Project underway to publish ICT Freshservice Helpdesk system externally and available to our customers
on any device.
• Automation project underway for data matching
• Automation project underway for proving ICT system & network status page on WDC Intranet
• Wireless – project under way to start replacement of WAP’s that are becoming end of support. New AP’s
will support more modern WIFI 6 and 6E technologies.
• Switches – Majority of switch replacement project now complete, 2 devices still on order for delivery in
January next switch update required for EOL equipment expected 2026.
• SAN – new storage area network installed and preparing data migration plan
• Data Domain – tender released view to replace backup storage before this goes end of life April 23.
• Server Software upgrade - project is underway to upgrade 125 servers to latest version.
• Citrix Cloud Proof of concept in testing with a view to moving Citrix environment to cloud platform.
Risk Opportunity
-COVID-19 has increased the number of users and services working remotely. Several manual processes
amended and driving process reviews across the Council. Opportunity to redesign infrastructure and
introduce new tools and security measures to support hybrid working environments.
- rapid deployment of conferencing technologies has helped drive demand and give visibility to importance
and suitability of digital technologies and processes
- annual network penetration tests and for PSN compliance audit
- Annual External Audit on ICT Controls
- Continued investment in ICT infrastructure and its focus on network security and resilience.
- Provide appropriate technology for employees, pupils and service users as well as for ICT support teams
such as Logmein for remote device support and Qualsys for device vulnerability scanning.
- Rationalise IT systems
- Provide Council employees with secure access to email and supporting systems at times and locations of
choice as part of 365 project.
- Increased use of mobile devices eg tablet devices, chromebooks and mobile phones.
- Provide self service style systems to employees and the local community
Linked Actions Code & Title Progress Status Assigned To
P&T/22-23/ICT/03 Review and implement ICT processes and service
improvements in line with new technologies James Gallacher
P&T/22-23/ICT/03 Upskill ICT team in new tools and processes James Gallacher
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SR 05 Engaging positively with
Residents, Communities &
Partnerships
The risk that the Council fails to adequately engage, establish and maintain
positive relationships with local residents and communities in addition to
partnership bodies.
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 3 31-Mar-2027 2 Clare English; Elaine
Troup
Potential Effect
Potential for tensions to develop with residents and local community groups
Reputational damage to council services
Degradation of trust in service provision A failure of strong partnerships could impact on the Councils
obligations under Community Empowerment Act
Measures of
Impact
Successful delivery of Local Outcome Improvement Plan (LOIP) and supporting plans positive partnership
inspections
Informed and engaged residents participating in consultation activity
Telephone survey monthly, quarterly and annual measures Increased social media engagement and reach
Risk Factors
Inability to deliver improved outcomes which require strong partnership activity
Council's reputation is adversely affected through a failed partnership arrangement
Lack of appropriate staff development / skills may be lacking to support new model of service delivery
inequity of engagement across the partnership on key local issues 
Council seen as unresponsive to community if feedback from engagement not acted upon
Apathy within communities leads to little or no engagement Some community groups feel their voices are
not being heard
Internal Controls
Robust partnership arrangements through community planning partnership
Align the Council's strategic plan with the Local Outcome Improvement Plan (LOIP)
Ensure that partners have signed up to deliver on the outcomes and targets set in the LOIP
Develop data sharing protocols with partner agencies
Participate in reform agenda as it impacts on Council area
Ensure robust mechanisms for public feedback (Embedding the Strategic Engagement Framework)
Annual budget consultation events
Citizens Panel
Open Forum questions at Council meetings
Latest Note
Citizens & Communities & Partnerships were previously two separate risks but have been combined for the
next 5 year Strategic Plan. Whilst the Community Planning Partnership is now being managed under a
shared service agreement, it is well established with strong partnership working arrangements in place
reducing likelihood of this risk being realised. We continue to promote and ensure strong communications
and engagement through the Engaging Communities Framework. Development of the Community
Empowerment Strategy priority projects including a Communication strategy is progressing well and
includes a Community led transition from the Community Alliance. As well as gathering resident feedback,
we ensure that key information is communicated through a variety of media channels including online,
social media and publications such as Housing News.
Risk Opportunity
Position West Dunbartonshire as a modernising Council
Residents are more comfortable with the digital platform as a result of the enforced cessation of face to
face services - this presents an opportunity to modernise communication
Community Empowerment Act
Participation requests Asset transfer
Linked Actions Code & Title Progress Status Assigned To
H&E/22-23/CT/01 Build community resilience and advance community
empowerment including the development of a training programme to
support the Community empowerment agenda
Clare English
H&E/22-23/CT/03 Explore alternative forms of funding to encourage less
reliance on mainstream council funding Clare English
H&E/22-23/CT/04 Deliver the objectives set out in the Community
Empowerment Strategy and Action Plan through identified priority
projects
Clare English
H&E/22-23/CT/05 Lead on the Council’s approach to Participatory
Budgeting Mainstreaming across the organisation Clare English
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H&E/22-23/CT/06 Develop an Employee Volunteering Policy to support
the ambitions of the Community Empowerment (Scotland) Act 2015 Clare English
H&E/22-23/CT/07 Identify and implement improvements in partnership
working between the CCTV team and key partners to promote feelings of
safety in the area
Clare English
SR 06 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
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 4 31-Mar-2027 4 Alison McBride
Potential Effect
Poor health and safety culture within the organisation leading to;
Risk of an employee, service user, pupil (young person) or member of the public being seriously / fatally
injured by fault of the Council; reputational risk regarding negative publicity; financial risk in terms of
claims management compensation to the injured party; increase in insurance premiums; risk of
prosecution by the HSE resulting in a fine and/or a Council Employee being subject to criminal charges,
poor employee morale, high staff turnover leading to diminished service delivery.
Measures of
Impact
Resources associated with in-house/HSE investigation. Incident statistics. Service delivery impact in terms
of injury-related absence and potentially enforced cessation of work activities. Impact of injury on
employees/members of the public, legal proceedings, financial penalties, potential reputational damage and
risk of criminal charges. Hazard reporting. Actions at health and safety committees. Implementation of
Corporate health and safety plan.
Risk Factors
Lack of resources, inadequate Safety Management Standards and H&S strategy. Poor health and safety
culture. Under reporting of incidents. Blame culture. Poor communication between management and
employees. Competent advice.
Internal Controls
•Competent health and safety advice readily available from the Corporate H&S team.
•Corporate health and safety plan developed and monitored via Pentana.
•Robust health and safety management system, FIGTREE.
• Council has in place a robust H&S policy, Safety Management Standards and Fire Risk Management
Strategy that includes service specific health and safety plans, duties and responsibilities for Chief Officers,
managers and employees.
• Adequate H&S resources in place to that will allow statutory obligations in terms of the Health and Safety
at Work etc. Act and supporting legislation.
• Embedded H&S culture that discusses H&S issues at senior level and cascades throughout the
organisation through the health and safety committee system.
• Monthly reports to PMRG on organisational safety performance and issues.
•Chief Officers attend service H&S committees on a quarterly basis.
• Workplace inspection and audit programme.
• Service risk profiling.
• H&S training needs analysis for every employee group.
• The Council has in place a Trade Union Health and Safety Partnership Agreement.
• Council promotes health and safety training for TUs to diploma level.
• Hazard reporting module via FIGTREE.
• Health & safety e-learning package.
• Risk assessment working groups for service areas and review process.
Latest Note
The H&S team continue to review and streamline key service areas such risk, Safety Management
Standards and learning. Figtree has seen improvements in how risk assessments are managed and the
team are looking to build on this with hazard reporting. A newsletter has also been developed to update
and promote good practice. The team continue support all H&S committees and RPO's to ensure a
consistent approach. The team are continuing to improve the process in managing health surveillance with
OH& line managers. Fire safety management is ongoing across the authority including fire risk assessments
and fire safety training.
Risk Opportunity
Demonstrate to committees, elected members, Trade Unions, employees, the community and other
external partner’s evidence of robust H&S culture. Good knowledge and awareness of health and safety
throughout all services. Positive relationship with Corporate health & safety team and all services. Reduced
incidents, costs and absence rates.
Linked Actions Code & Title Progress Status Assigned To
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P&T/22-23/P&C/03 Embed H&S commitments with service delivery and
workforce planning. Build and support workforce groups to promote good
practice
Stephen Gallagher
SR 07 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.
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 4 31-Mar-2027 2 Alison McBride
Potential Effect
Inability to deliver services effectively
Reduced level of service
Lack of improvement or increase in staff absences
Council underachieves as an organisation
Low staff morale
Employee conflict
Increased turnover Inability to attract/recruit
Measures of
Impact
- Access to and participation of employees in learning and
development activities
- Absence rate and trends
- Employee turnover
- Grievance, discipline and other monitoring information
- Employee  voice and associated actions
- Reports from external scrutiny bodies and award bodies - Benchmarking with appropriate comparators
Risk Factors
- Inability to attract/recruit
- Lack of appropriate development
- inadequate skills
-risk to new models of service delivery
- Lack of resource/capability to deliver - Workforce unable to adapt to change
Internal Controls
- HR processes designed to meet service delivery needs
- Develop new structures to reflect strategic priorities and aligned to Standard Operation Model (SOM)
- Align workforce plan to the Council's strategic planning processes (i.e. have the right people available at
the right time with the right skills to fulfil properly all of the Council's strategic priorities)
- Periodic review of pay arrangements in accordance with EHRC guidance (currently every 3 years)
- Incorporation of succession planning into workforce planning framework
- Identify training programmes to upskill staff
- Effective use of SWITCH to support alternative careers
- Flexible HR policies, in particular People First covering workforce planning, learning & development
(including elearning), digital/continuous improvement, employee wellbeing & engagement.
- Effective use of Occupational Health Service
- Robust Be the Best Conversations process
- Effective leadership and management behaviours, practice and programmes
Latest Note
Workforce planning has developed well alongside service delivery planning. Workforce planning strategy
2022-2027 to go to Corporate Services Committee in February 2023.
People First Strategy is in place covering 2022-2027 and this is a consolidation of a number of areas: well-
being, employee engagement, workforce planning, learning and development and digital. 
WDC are recognised as leading in terms of adapting flexible working practices. A recent report around the
use of Church Street offices has reinforced employee behaviour and expectation around accessing flexible
working. 
A robust package of wellbeing resources continue to be available, absence levels are closely monitored,
with personal stress and minor ailments absences prevalent. 
Development course for mid to senior leaders is ongoing with positive feedback received. 
Trickle relaunch is ongoing across the whole of the organisation to ensure this tool is better used for
employee feedback and engagement.
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There will be a further promotion of the Trade Union Learning Agreement which encourages all employees
to participate in regular learning and development and now encompasses some volunteering opportunities. 
WDC Fit for Future programme continues to support services.
Risk Opportunity - Identify previously unknown skills and talents in the workforce - Realise the potential of staff
Linked Actions Code & Title Progress Status Assigned To
CORP/22-23/WFP/01 1. Our people (workforce profile) - Ensure resilience
and engagement of the workforce
Leeanne
Galasso/Louise
Hastings
CORP/22-23/WFP/02 2. Recruitment & Retention - Current and predicted
future workforce gaps are addressed and core skill sets retained.
Lisa McGregor/Leeanne
Galasso
CORP/22-23/WFP/03 3. Structure & Roles - Service Structure and
delivery model/s are stable, fit for purpose and future requirements
Lisa McGregor/John
Duffy
CORP/22-23/WFP/04 4. Skills & Capabilities - Current and future skills
gaps and capabilities are addressed.
Lorraine Mair/Anne
McFadden
SR 08 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.
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 9 31-Mar-2027 4 James Gallacher; Iain
Kerr
Potential Effect
• Homeworking could be impacted by loss of internet services.
• Disruption to services impacting service delivery to citizens
• Staff and Citizen data loss with the potential for misuse such as identity fraud
• Misinformation being delivered to the public via WDC communication channels
• Potential for significant fines currently under the Data Protection Act and from May 2018 under the
provisions of the General Data Protection Regulations
• Reputational damage  • Redirection of resources to deal with the effects of an attack and away from BAU
work
Measures of
Impact
• Failure to secure Cabinet Office compliance certification.
• Monitor remote access usage
• Recorded attempts from external sources to breach council cyber defences
• Recorded cyber related incidents in the Cyber incident log
• Quantity of breaches/incidents reported to the Information Commissioners Office  • Fines levied for
breaches
Risk Factors
• Potential for attacks out of normal working hours /days
• Inappropriate Cyber defences at the perimeter of the council networks
• Inappropriate delivery of security patches to desktop, network switches and server estates
• Compliance with security standards such as PSN, PCI, Public Sector Action Plan on Cyber resilience for
Scotland
• Continually changing threat landscape
• Maintaining relevant skill sets among employee group / cost of securing expert resources • Increased
targeted attacks and risks due to COVID/Hybrid working.
Internal Controls
• Robust backup strategy in place on premise and cloud backup for 365 with immutable capability.
• Service Continuity Plans
• ICT Disaster Recovery Plan
• Implementation of internal Policies on Patching and hardware/software hardening and expanded during
COVID to patch devices remotely.
• Annual PSN compliance audit including a comprehensive IT Health Check
• Governance structure in place, ICT Steering Board consisting of senior management and relevant
stakeholders meeting bi-monthly or as required in response to incidents/events
• Programme of Internal and External ICT audits
• Information Security/Data Protection forum.  Project specific forums eg PCI working group
• Multiple layers of Cyber defences
• Network Segregation
• Rolling programme of security awareness sessions
• Interagency and cross Council working groups and sharing.
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• National Digital Office / Scottish Government Public Sector Security programme and guidance
Latest Note
Dec 2022.
We continue to follow NCSC guidance and implement additional tools and fixes as identified.
Recent focus has centered on deploying software updates and security patches and automating the update
processes where possible and remote accessing of devices which went line in September 2022.
Geo-blocking to GB remains in place and the geo-political situation continues to be monitored.
Resourcing of security will continue to be examined as part of normal ICT service design management
processes.
Risk Opportunity
• Increase Cyber resilience and awareness for staff, members and citizens
• Contribute to Scottish Government Public Sector Action Plan on Cyber resilience for Scotland and
potential to become involved in a national/shared security operations centre
• Upskill employees to address current and emerging threats
• Increased employee awareness across Council
Linked Actions Code & Title Progress Status Assigned To
P&T/22-23/ICT/01 Secure the Council’s Technology Infrastructure James Gallacher
P&T/22-23/ICT/02 Enhance Security and Cyber awareness programmes
tailored for hybrid working James Gallacher
SR 09 Challenges in delivering
effective services in relation to
Roads & Neighbourhoods
The risk that the Council’s fails to deliver on the three services within Roads &
Neighbourhood: Roads & Transportation, Fleet & Waste and Greenspace.
These areas provide services across a range of areas including managing and
maintain roads, footpaths and associated infrastructure, managing flood risk,
grounds maintenance, street cleaning, burial and cremation, outdoor
facilities, waste and recycling and vehicle fleet management. Failing to ensure
these services are not fully fit for purpose could result in adverse
consequences in relation to delivering efficient and effective services.
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 4 31-Mar-2027 2 Gail Macfarlane
Potential Effect
- Assets are not utilised in the most effective and efficient manner
- Service cannot be properly delivered to the satisfaction of service users
- Service users seek alternative service provision
-Increase in reactive maintenance costs/ demand/ volume
-Council assets in poor conditions
-Council assets fail to meet relevant standards
-Failure to comply with Transport (Scotland) Act 2019 -Failure to comply with Waste (Scotland) Regulations
2012
Measures of
Impact
- Condition surveys
- Suitability surveys
- Road Condition SPI
- Customer perceptions of service delivery
- Investment levels in upkeep and improvement of asset base and facilities
-Asset user satisfaction -Operating costs and savings
-Local Government Benchmarking Framework (LGBF)
-Association for Public Service Excellence (APSE)
-Waste Managers Network Group
Risk Factors
-Adequacy of funding available to improve asset base
- Adequacy of staff resources allocated to the area
- Council assets deemed to be unfit for existing purpose
- Economic conditions may reduce level of potential capital receipts
-Over one third of the road network is in need of repair and the current long term capital funding only
sustains a steady state condition of the road network
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- Increased public liability claims due to poor condition of roads network
- Increase public liability claims due to poor condition of footpaths and roads which are not part of our
adopted network.
-Poor customer engagement for recycling, deposit return scheme, refuse transfer station
-Financial challenges
- Budget Sensitivity Analysis (fuel costs, waste refuse disposal tonnage costs, bitumen availability and
costs)
Internal Controls
- Corporate Asset Management Strategy (scheduled refresh in 2nd half of 2021/22 year)
- Learning Estate Strategy
- Capital Investment Team
- Capital project meetings are carried out monthly in addition to project specific meetings.
- Capital plan
- Roads and Lighting Asset Implementation Plan
- Fleet Asset Implementation
- Open Space Asset Implementation Plan
- Sustainability Policy
-User feedback – complaints data, Citizens’ Panel and monthly telephone survey
-Fit for future service reviews
-Deposit Return Scheme
-Climate Change Strategy
-Community Empowerment Strategy
-Food Growing Strategy and Allotments
-Equality Outcomes
Latest Note
Service continues to provide full service, monitoring in place to ensure any adverse issues are highlighted
and appropriate actions taken.
No change to Risk Matrix
Risk Opportunity
-Enhance reputation of Council
-Estate, assets and service delivery (e.g. office and depot rationalisation projects, roads upgrade
programme, vehicle replacement programme, greenspace upgrade projects)
- Secure external funding for development of assets (e.g. EC, lottery, Historic and Environment Scotland)
- The continued implementation of the energy efficient street lighting project will both improve the asset
and reduce costs significantly through reduced maintenance, energy
consumption and carbon output.
- The effect of these energy efficiencies has demonstrated that significant savings and environmental
benefit can be achieved through the utilisation of developing technology.
Linked Actions Code & Title Progress Status Assigned To
R&N/22-23/F&W/02 Continue to work collaboratively with Argyll & Bute
and Inverclyde Councils to develop a best value proposal for procuring
the reception, transportation, treatment and compliant disposal of
biodegradable municipal waste
Kenny Lang; Jenna
Mccrum
R&N/22-23/F&W/04 Produce a business case for the development of a
waste transfer station within Council’s boundary
Kenny Lang; Jenna
Mccrum
R&N/22-23/R&T/12 Develop an action plan for depot rationalization Liam Greene
R&N/22-23/R&T/13 Review winter gritting programme and implement a
more effective service provision Liam Greene
SR 10 Failure to maintain
Housing Stock
The risk that Council’s Housing Stock are not fully fit for purpose with
consequent adverse impact on our ability to deliver efficient and effective
housing for Council tenants.
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 4 31-Mar-2027 4 Alan Young
Potential Effect - Housing stock is not utilised in the most effective and efficient manner
- Service cannot be properly delivered to the satisfaction of service users
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-Increase in reactive maintenance costs/ demand/ volume
-Housing stock in poor condition
-Housing stock fail to meet relevant standards
- Non-compliance with Scottish Housing Quality Standard
Measures of
Impact
- Condition surveys
- Suitability surveys
- Customer perceptions of service delivery
- Investment levels in upkeep and improvement of housing stock
-User satisfaction
-Operating costs and savings
- Local Government Benchmarking Framework (LGBF)
Risk Factors
- Adequacy of funding available to improve housing stock
- Adequacy of staff resources allocated to the management of housing stock
- Housing stock deemed to be unfit for existing purpose
-Increasing issues relating to supply of labour and materials, due to increased energy, transport and raw
material costs, impacted on supply chains, and third parties and our ability to carry out works within
budget and on time.
Internal Controls
- Housing Capital Investment Programme (refreshed and delivered annually)
- Housing Capital Improvements
- WDC Local Housing Strategy 2021-25
- The Housing Capital Investment Team
- The Planned Maintenance Section
- Housing Asset Management Strategy
- Detailed asset database that shows relevant information on a property by property basis in relation to
HRA properties.
- More Homes Better Home Project Board.
- Telephone Survey feedback
- Fit for future reviews
-Other benchmarking/ feedback
- Climate Change Strategy
Latest Note Full programme of maintenance and upgrade in place, with regular monitoring and reporting.
Risk Opportunity
-Enhance reputation of Council by being able to improve Council housing stock
-Estate, assets and service delivery (housing investment programme )
-Improved satisfaction from tenants
- The effect of these energy efficiencies has demonstrated that significant savings and environmental
benefit can be achieved through the utilisation of developing technology.
-Improvement of SHQS & EESSH compliance performance and points, and reduced SHQS abeyance
numbers through the strategic planning and management of housing assets.
- Increase in environmental improvements including bin stores
- Increase in internal (e.g kitchens, bathrooms, showers, special needs adaptations, central heating, smoke
detectors, windows and doors) and external updates (e.g new roof coverings, external insulated render and
tenement structural refurbishments)
- Increase in number of New Build Homes as part of the Strategic Housing Investment Programme (SHIP)
-Achieve energy efficiency standard for social housing
Linked Actions Code & Title Progress Status Assigned To
SD&P/22-23/HAI/10 Ensure the Council’s Housing stock maintains
compliance with the Scottish Housing Quality Standard and reduce the
number of properties held in abeyance.
Alan Young
SD&P/22-23/HAI/11 Deliver the HRA Capital Investment programme for
2022/23 Alan Young
SD&P/22-23/HAI/12 Ensure the Council’s Housing stock progresses
towards the achievement of the energy efficiency standard for social
housing.
Alan Young
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SR 11 Inability to reduce
carbon footprint in line with
targets
The risk that the Council will be unable to achieve net zero emissions by
2045, both in relation to mitigating carbon emissions and adapting to the
impacts of climate change. Net zero refers to achieving an overall balance
between emissions produced and emissions taken out of the atmosphere. This
target has been developed in a way that mirrors the emission reduction
trajectory set by the Scottish Government in light of the Climate Emergency.
Current Risk
Matrix
Last
Review
Date
Current
Rating Target Risk Matrix Target Date Target
Rating Assigned To
05-Jan-
2023 4 31-Mar-2027 2 Adam Armour -
Florence
Potential Effect
. Failure to meet mandatory national and international policy drivers Failure to meet duties placed on
Council by The Climate Change (Scotland) Act 2009
. Failure to meet duties placed on Council by The Climate Change (Emissions Reduction Targets)
(Scotland) Act 2019
. Failure to meet duties placed on the Council by The Heat Networks (Scotland) Act 2021 and Local
Heat and Energy Efficiency Strategies (Scotland) Order 2022.
. Failure to meet the provisions set out in Waste (Scotland) Regulations 2012 which help Scotland
move toward the objectives and targets set out in the Scotland’s Zero Waste Plan to help transition toward
a circular economy.
. Reputational damage.
. Financial burden of responding to adverse events such as extreme weather (including, but not
limited to, flooding, heat waves, wind driven storm events, etc.) resulting in action. Impacts to Council
operations and supply chains as a result of adverse climate/extreme weather events. This also impacts
residents, local businesses and wider infrastructure across West Dunbartonshire.
. Financial burden on WDC from increasing energy prices in light of current energy and economic
crises’. Energy Efficiency works on our own estate must increase to counteract these impacts.
Measures of
Impact
. Improving organisational resilience against the impacts of climate change.
. Improving local biodiversity through planting of native trees and bulbs in WDC
. WDC Waste Services Citizens Panel Survey regarding attitudes towards recycling improving
. The extension of the Queens Quay District Heating Network to NHS Golden Jubilee Hospital, Social
Housing, NHS Health Centre, Council buildings and further connections as per scope.
. Inspiring change through including climate change learning in staff induction, training, team
meetings, etc.
. Uptake in e-learning modules on climate change.
. Uptake in staff carrying out Sustainable Procurement assessments for tenders.
. Ensuring climate change and sustainability metrics are included in tenders for
suppliers/contractors/etc. (such as carbon reduction measures) so they are being measured for
accountability for the impacts they have on the environment
. Management of service areas setting climate change targets for their operations and staff.
. The uptake of Green Champion roles, which help normalise Climate Change and Sustainability,
practices across the Council. Uptake in sustainable travel such as walking cycling and public transport
Risk Factors
. Funding availability – delivery of actions to mitigate will require resources, capital works and
investment by the Council- e.g enhanced energy measures, and heating and renewables projects in both
domestic and non-domestic building assets
. Budget stress – notably due to energy and economic crisis, meaning it’s more difficult for Council to
set aside budget to deliver on Climate Change and Net Zero projects and actions.
. Funding approach – a combination of internal and external funding sources will be need to delivery
climate action at scale. Short term funding mechanisms such as annual payback of Council expenditure
presents difficulties for delivering long-term projects. Climate Change investments also need to take
account of whole-life costs including reduced maintenance costs and avoided Adaptation costs.
. Internal capacity – limited staff time and availability, largely due to reduced Council budgets,
further impacted by Covid19.
. Communication – both internally (to avoid ‘silo’ working) and externally (engaging with the public
and keeping abreast of local/national/international changes to policy).
. Economics – some technologies, materials and skills are still very expensive so innovation must
progress to enhance the viability of climate actions within the context of the Council’s budget constraints.
. Strategy and planning – all existing and future Council plans should place responding to the climate
emergency at their core and ensure integration with other Council services.
. Legislation & Regulatory – the ability to implement some climate actions is constrained at the local
level by minimum standards and other restrictions set through legislation and national policy, for example
in relation to building regulations, planning and procurement.
. Public attitudes and behaviours - Changing behaviour of residents, businesses and stakeholders
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positively and proactively, especially where there are cost implications to the delivery of climate actions.
Internal Controls
. Climate Change Strategy 2021-2026
. Action Plan 2021-2026
. Climate Change Action Group (CCAG)
. Pentana Risk Management System – devolved responsibilities of climate change
actions/milestones/KPI’s to service areas.
. Scottish Government – Mandatory annual Climate Change Duties Reporting
. Queens Quay District Heating Network
. Strategic Environment Assessment (SEA)
. Air quality monitoring
. Converting some Council pool fleet to Electric Vehicles (EVs).
. Climate Ready Clyde (CRC) – a cross-sector initiative funded by fifteen member organisations and
supported by the SG. Delivery of a Locale Heat & Energy Efficiency Strategy (LHEES) and delivery plan by
December 2023 – which sets out the Council’s area-based approach to reducing emissions of heating and
energy efficiency improvements to ALL assets across WD. This includes private housing, businesses, etc.
which are not owned/operated by WDC.
. Waste infrastructure and greatly improving approach to how Council and residents reduce, reuse
and recycle waste. Notably, taking a Circular Economy approach to waste services and implementing
appropriate infrastructure and contracts to do so.
Latest Note
Progress for 2022/23 emissions target
• Based on the little data we currently have, progress in meeting the target of 21,649 tCO2 (or reduction in
3.5%) will be challenging, but not unachievable. This is due to the Council's operations being more stable
after the years of the COVID 19 Pandemic.
2045 - net zero carbon reduction trajectory
• However, it will be harder to achieve the same carbon reduction targets, and therefore overall carbon
reduction trajectory by 2045, particularly in light of budget cuts for the Council. With this in mind, it is
important that each service area, including energy & compliance, receive the necessary funding/support
(both internal and external) to deliver on climate change projects. Notably, for the reduction in waste
streams/emissions, energy efficiency and decarbonising the Council fleet.
• The Council is therefore likely more at risk at not achieving the carbon reduction target for 2023/24
onwards, unless momentum is maintained with climate change projects.
Risk Opportunity
.Our local environment is protected, enhanced and valued resulting in:
- Our public spaces are attractive and welcoming
- Our residents feels pride in their local neighbourhood
- The percentage of household waste sent for reuse, recycling and composting has increased resulting
in reduction in the percentage that was being landfilled.
- The percentage of council land which promotes diversity of habitat and species has increased
.Our resources are used in an environmentally sustainable way
- Increase in the percentage of businesses taking action to reduce their carbon impact
- Reduction in CO2 emissions under the Council’s influence
- Reduction in West Dunbartonshire Area-Wide emissions as per requirements of the climate change
(Scotland) act
- Residents actively involved in tackling climate change and protecting the environment
- The economy and infrastructure become more low carbon and environmentally-friendly
. Our neighbourhoods are sustainable and attractive
- Increased investment in our housing stock including improving energy efficiency
- Housing developments are meeting the needs of our changing population
- The quality of neighbourhoods has improved
- Our roads and transport network are maintained and they promote safe travel routes
Linked Actions Code & Title Progress Status Assigned To
REG&R/22-23/011 Co-ordinate, monitor and report the progress of the
Council’s Climate Change Action Plan for 2022/23
Adam Armour -
Florence
Risk Status
Alert
High Risk
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Warning
OK
Unknown
Page 173

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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – People and Technology
Corporate Services Committee: 1 February 2023
___________________________________________________________________
Subject: People & Technology Spend 2023-24
1. Purpose
1.1 To provide the Committee with a detailed breakdown of the planned People &
Technology spend for both capital and revenue new and existing contracts
valued above £10,000 and seek approval to procure and contract for the
required goods and services.
2. Recommendations
2.1 The Committee is asked to:
2.1.1 note the revenue and capital spend detail included in this report;
2.1.2 note the projects to deliver this spend will be included in the 2023-24 People
and Technology Delivery Plan currently in development and reported to a
future meeting of this committee; 
2.1.3 approve the procurement and award of by the Chief Officer – People and
Technology in consultation with the Procurement Manager of all contracts
valued at £213,477 (Vat inclusive) and above subject to the cost being within
the available budget and the tender being in line with normal tender
parameters;
2.1.4 note, where the contract award is less than £213,477 (Vat inclusive), authority
is delegated to the Chief Officer – People and Technology in consultation with
the Procurement Manager to instruct the award of contracts for the planned
revenue and capital spend detailed in this report to suppliers providing the
most economically advantageous offer to the Council;
2.1.5 approve the revenue spend included in this report including approval to explore
and secure multi-year contracts, contracts utilising framework agreements
(and/or contracts utilising dynamic purchasing systems beyond the term of
approved budgets where efficiencies and savings can be achieved;
2.1.6 approve the projects specified in Section 3 of this report; and
3. Background
Revenue
ITEM 18
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3.1 The Council has an annual People &Technology revenue spend of
approximately £2,800,000 covering a range of goods and services, for
example corporate and service applications, telephony lines and licenses,
network connectivity (wide area network, local area network, wireless
network), as well as security and application licenses.  The detail included in
Appendix 1 of this report lists estimated spend over £10,000 per managed
system/technology.   
3.2 The ICT team is continuing to work with the Corporate Procurement Unit to
refine the contract strategies. The breakdown includes: 
3.2.1 Corporate business applications for the management of processes such as
Finance, Housing, Performance and Purchasing.  Although the annual
maintenance budget for these systems is held by ICT, the responsibility for
the systems and associated contracting lies with the system owners within
each service area.  The system owners are responsible for granting system
access and permissions, data management and security compliance,
coordinating upgrades, verifying license and budget requirements and
ensuring the systems continue to meet service strategy and needs. ICT assist
with licence verification and carry out annual exercises with service areas to
verify application use, licences volumes and type and to identify where there
are opportunities to reduce costs.
3.2.2 Infrastructure hardware commodity includes servers, switches, wireless
access points, security infrastructure, cabling, telephony infrastructure,
storage and multi-function printers and scanners.
3.2.3 Education curriculum software commodity is the responsibility of Education,
Learning & Attainment with support from the ICT team.  The software may be
subject, sector or establishment based. 
3.2.4 The end user hardware commodity includes all PCs, laptops, thin client
devices, mobile phones and Chromebooks across the Council.
3.2.5 The Corporate licenses commodity includes software products such as Adobe
and Microsoft, security technologies for scanning, protection and encryption,
as well as device, application and policy management technologies.  The
technology is managed by the ICT team on behalf of the Council however
licenses can also be purchased by service areas.
3.2.6 Network commodity includes telephony, CCTV and network lines. 
Responsibility for this commodity is dispersed across Council services.
3.3 As outlined above, the budget and contracting responsibility for commodities
such as curriculum software, telephony, CCTV and end user device
purchasing are service led. 
3.4 While many of the annual maintenance and license payments and
arrangements have been in place for several years, the category
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management approach to procurement continues to provide the opportunity to
examine spend to deliver improved and/or collaborative approaches.  The aim
is to secure better contracts, and deliver cashable and non-cashable benefits
as well as improved supplier management practices and monitoring. 
3.5 The Multi-Function Device contract expired in Q1 2021-22.  The contract was
extended for 2 years last year as the replacement national framework
agreement had been delayed due to COVID-19 pandemic.   Although the
tender specification has been issued with a closing date of mid-January 2023,
a further extension (or part thereof) is required for 2023-24 to allow time for
evaluation, committee approval and implementation of the replacement
contract.  The current tender includes scope to review print and scanning
requirements for remote based employees compared to on-premise
employees and service delivery as these differ considerably.  The aim will be
to ensure any new contract is based on the new business requirement.
Discussions with procurement continue with a view to extending the lease on
specific devices by calling off against the current Scottish Government Office
Equipment framework agreement, rationalising the device lease end dates
within the current extended contract.
3.6 The issue highlighted at 3.5 may arise for other ICT contracts. An assessment
will be made on a per contract basis to consider the business impact of
changing technology.   As an example, the current Local Area Network
maintenance contracts have different end dates and these will continue to be
consolidated as appropriate. 
3.7 In relation to the disposal of obsolete equipment, the Council has an out of
contract arrangement where the supplier collects and disposes of equipment
in line with The Waste Electrical and Electronic Equipment Regulations free of
charge.  ICT are currently preparing to engage the framework market to award
contract for the disposal service. Part of the contract aim is to secure income
from all equipment disposals and this requirement will be included in the
contract specification, although subject to market testing.
3.8 Some technical changes were implemented during COVID under the scheme
of delegation (see list below) These changes will continue to next stage during
2023-24 and, where appropriate, capital funding will be utilised.  Based on
experience the requirements listed below tend to be purchased as cloud
services and require additional revenue funding which consequently are
included in ICT burdens.  This assessment will continue during the
procurement stages.
• Security Operation Centre. The Council continues to work in collaboration with
National Digital Office with the option to take part in a joint procurement for a
security solution. The initial requirements have been agreed and the
procurement exercise will be progressed during 2023/24;
• Remote Access Redesign. As part of our continuous service improvements
and to help sustain hybrid working and remote access, we are reviewing our
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remote access design to ensure it remains fit for purpose and meets customer
demand and our future requirements. 
• We are reviewing the options to deliver business applications to Council
employees and partners. This review will aim to improve the desktop
experience for users and also maximise our existing investment in M365.
• Vulnerability Management. It was recognised that as a direct result of the
COVID-19 pandemic and subsequent new ways of working that a review of
our existing approach to vulnerability management was required. This review
commenced in 2022 with the implementation of a new vulnerability
management solution and this review will continue during 2023/24.
Capital
3.9 The Council utilises the Scottish Wide Area Network (SWAN) Framework
agreement for several infrastructure components. The agreement expires in
2023 and includes a 3-year extension option to 2026.  The NHS are the lead
for the SWAN Framework and have an established project team to procure the
replacement contract with a view to transitioning from 2023 to 2026. The
procurement is slightly delayed but still within the expected 24 to 36 months
timescale.  As a SWAN member, the Council are contributing to the project i.e.
procurement approach, cost assessment, project governance, specification,
evaluation etc. The procurement stage incurs a cost for all SWAN members
taking part and this cost was included in the ICT capital plan projects for 2021-
22 and the balance is being carried to 2023/2024.  
3.10 The Council continues to make a substantial commitment to improving and
securing the ICT infrastructure and processes to support and innovate service
delivery through capital investment. 
3.11 Table 1 below is an excerpt from the Capital plan as agreed by Council in
March 2022 and includes the following recurring capital budget for ICT:
Table 1 – Existing Agreed ICT 1-Year Capital Plan
Capital allocation 2022/23
ICT Security & Resilience 
Inc. Education Software Licensing Refresh
£400,000
ICT Modernisation 
Inc. £155k HSCP budget
£857,000
365 Implementation £150,000
Total £1,407,000
3.12 Table 2 below includes agreed December 22 reductions to the capital plan as
part of the Council’s 10-year capital plan review and these will be included in
the 2023/24 Capital plan report which will be considered by Council in March
2023.  The ICT Modernisation budget includes £125k HSCP budget. 
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Table 2 – Proposed Capital allocation
Capital allocation 2023/24
ICT Security & DR, Resilience Inc. Education Software Licensing
Refresh £729,000
ICT Modernisation Inc. HSCP value £918,000
365 Implementation £160,000
£1,807,000
3.13 The scope for each project will include some flexibility, allowing for spend on
smaller value works via the appropriate procurement route.  Where possible
and where opportunities arise, officers aim to secure match funding from
external sources i.e. Digital Education Scotland national funding for purchase
of Education devices and increasing bandwidth. The investment projects for
capital spend are detailed in table 3 below and ICT will liaise with procurement
to ensure the correct procurement route is utilised for each spend project.
3.14 Some of the ICT capital spend may have a revenue implication and this will be
managed through future revenue planning and based on the actual spend.
Table 3 – Proposed Projects ICT Capital Spend 2023-24
Description Capital (Est)
ICT Security & DR, Resilience  £729,000
1. Wireless Access Replacement Project (cont. from 22/23)
2. Future of SWAN Contract
3. Remote Desktop Service Licenses
4. Virtual Applications/Remote Access Technology Review
5. Replace Ageing Hardware (Firewall, Servers, Switches)
6. Security Compliance remediation
7. Security Resourcing - Security partner – multi-year consultancy services to
ensure specialist skills available when required e.g. forensic investigations
8. Internal ICT resource recharges
£110,000
£50,000
£149,000*
£160,000*
£100,000
£70,000
£30,000
£60,000
ICT Mod / Infrastructure £918,000
1. Device replacement
a. Chromebooks
b. PCs
c. Mobile Phones
d. Laptops
2. ICT Modernisation of HSCP systems & Infrastructure
3. Resources to Support a range of Corporate projects
£670,000
£248,000
£227,000
£30,000
£165,000
£125,000
£123,000
Office 365 Implementation £160,000
1. Resourcing £60,000
2. Securing and Implementing MS OneDrive/SharePoint £100,000
Total £1,807,000
*exact costs to be established as further analysis and pricing required. see 3.19 below
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3.15 Wireless Access Replacement project: ICT has initiated a large-scale project to
replace approximately 900 ageing Wi-Fi Access Points currently installed
across corporate and education locations. This project will deliver improved
wireless performance and reliable connectivity. This investment will ensure a
modern fit for purpose Wi-Fi solution is delivered to our employees and pupils
and enable improved mobility and flexibility in our offices, schools and early
years establishments. The project will be delivered in line with the Council asset
management strategy to ensure the project is targeting appropriate locations.
3.16 Device replacement: ICT will undertake the annual device replacement project
for all PCs, laptops, Chromebooks and mobile phones that are reaching end of
life and or 5-year refresh point as per the ICT Strategy. These items are
purchased from nationally agreed frameworks and the overall spend is detailed
in Table 3.
3.17 Server and Firewall Hardware Replacement: ICT have undertaken a server and
firewall replacement project during 2021/22 to refresh ageing hardware to
ensure it is up to date and remains in line with technological advances. This
project will continue during 2023/24 and hardware is purchased via nationally
agreed frameworks with the overall spend detailed in Table 3.
3.19 Business Applications Delivery & Remote Access Design Review: ICT are
currently exploring the options to deliver virtual business applications and
remote access to employees. The aim of the review is to improve the desktop
experience for users, meet the demand of hybrid working and also to replace
ageing hardware. Remote Access options will be determined by compatibility
with our new application delivery model. This project has both capital and
revenue implications and will be managed via future budget planning
4. Main Issues
Procurement
4.1 Consideration will be given to multi-year contracts, and contracts utilising
framework agreements and/or contracts utilising dynamic purchasing systems
where recurring capital / revenue has been approved and where this would
deliver efficiencies.  Where recurring revenue is approved on a yearly basis,
consideration will be given to multi-year contracts, and contracts utilising
framework agreements or contracts utilising purchasing systems in so far as
they can terminated should the revenue budget not be continued.  The authority
sought in Paragraph 2.1, includes the option to enter into such multi-year
contracts beyond the second year for those items listed in Section 3 and the
appendix to this report.  
4.2 The contract strategies for each of the revenue and capital projects will
continue to be developed on a project by project basis and will include
consideration of market testing existing collaborative framework or
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collaborative purchasing system, running mini competitions, direct awards as
well as full tender processes. 
4.3 In the event that the proposed, re-profiled ICT Capital plan outlined in Table 2
is not approved in full by Council in March 2023, the People and Technology
spend plan will be adjusted to align with the approval given.  
4.4 The tendering and contracting process will continue to identify potential future
revenue implications for new contracts.  Where required these will be included
as savings/burdens in future ICT revenue budget estimates considering current
revenue spend to offset the financial impact. 
Increased Demand for Technology to Improve Service Delivery
4.5 There continues to be significant increases in the demand and utilisation of
technologies and the financial resources to deliver these as included in section
3 of this report, such as:
• software licences e.g. increased cost for Microsoft licenses;
• security where emerging threats and changes in the security landscape
require additional investment;
• system design improvements where increased remote access and hybrid
working require additional infrastructure investment;
• mobility where additional mobile sim contracts are required;
• system resilience where ongoing discussions with services to review their
business continuity and resilience requirements may result in increased
demand in this area;
• device replacement e.g. as schools aim for a 1:1 device per pupil ratio
and now over 10,000 devices deployed in schools the annual device
replacement project spend as well as revenue implications of increasing
bandwidth requirements; and
• services exploring and implementing digital transformation.
4.6 In the last decade, there has been no increase in the ICT employee resourcing
levels to meet the support demands, indeed numbers have steadily reduced. In
the past a small number of short-term temporary appointments have been used
and will continue for specific project-related tasks, however the ratio of devices
per Support Analyst will continue to be closely monitored to ensure
sustainability of current and expected service levels.  
4.7 The Council has an ambitious Digital Strategy and has established close links
with the National Digital Office. The continued investment in technology
highlighted in this report will help deliver the strategy and provide our service
areas and partners with the technology and tools to digitally transformation
plans and improve service delivery to our citizens and workforce. 
4.8 ICT licensing is increasingly being offered as cloud/hosted subscription-based
licensing model and this change of delivery mechanism is likely to drive a
change to the current funding profile for ICT goods and services. This change
means expenditure is likely to transition away from a mixture of capital and
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revenue budgets to a need for a revenue only budget.  ICT will continue to work
with colleagues in Finance to monitor this transition.
4.9   Alongside a potential change in licencing model, new technical design solutions
are required to facilitate increased remote access and new ways of working as
solutions migrate to be cloud hosted. For example; 
• as mailboxes migrated to 365 cloud-based provision then a cloud-based
backup solution was required
• as per 3.19 above to facilitate fluid hybrid remote and on premise working,
changes to the remote access solution design and virtual business
applications delivery are required.
5. People Implications
5.1 Existing Framework Agreements or Dynamic Purchasing Systems will be
used where they have proven to demonstrate best value and where practical.
5.2 The ICT team has an established review and service/improvement process to
ensure resources are allocated to the highest priority work.
5.3 Some of the identified projects are expected to include design,
implementation, skills transfer and project consultancy services, as specialist
knowledge is required when introducing new technologies, for example,
forensic security analysis and the introduction of M365. It is expected that ICT
employees will gain experience, knowledge and skills during these projects to
ensure they can manage and develop the technologies moving forward.
6. Financial and Procurement Implications
6.1 Revenue budget is in place for all licenses and maintenance spend identified
in the Appendix. This, plus an inflationary increase, is included within the draft
revenue budget for 2023-24 (subject to Council approval in March 2023).
6.2 The ICT and Corporate Procurement teams work with services when
introducing new IT systems so that technology, procurement and security
issues can be identified during the procurement and evaluation stages and
prior to contract signing. This early engagement approach also helps identify
potential savings and spend opportunities so that these can be included in
future budget processes.
6.3 The cost estimates for capital spend are based on high level research and may
vary but will remain within the capital plan due for approval by Council in March
2023 as outlined in Table 2.  The projects specified in Table 3 can be scaled up
or down.
6.4 All procurement activity carried out by the Council for spend valued from
£50,000 is subject to contract strategy. The contract strategy shall include but
not be limited to; options appraisals, contract scope, service forward plan,
market condition, procurement model and routes – including existing delivery
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vehicles, roles and responsibilities, risks, issues and opportunities and on-going
contract management.  Some of the options considered include for example:
Where a purchase is required, options as to type of equipment or license will
be reviewed, e.g. most suitable device for a corporate versus education user. 
In the case of licenses, options such as, perpetual versus subscription licensing
will be considered alongside multiyear, single year, full year or part year
licenses and if there is any opportunity to reduce system or licence costs. 
7. Risk Analysis
7.1 There is a risk that the capital project actual costs may exceed the capital
project estimates as detailed in Table 3. This risk will be mitigated by a range
of contract strategy options being explored as well as building scalability into
the tender for example reducing the number of devices being replaced or
specification of the device. Ongoing regular Budgetary Control Reporting will
provide information on any significant adverse variance in cost and mitigating
actions available.
7.2 There is a risk that due to external factors such as the global semi-conductor
shortage and associated supply chain issues that ICT equipment prices
continue to increase in the short to medium term and delivery timescales can
be extended. This issue may also have an impact on any projected project
delivery dates.
7.3 Continued investment in this area contributes to Strategic Risks: SR04 Keeping
Abreast of Developments in the Innovative Use of Technology; and SR08
Threat of Cyber Risk.
8. Equalities Impact Assessment (EIA)
8.1 A screening has been carried out and there is no impact on any particular
group for any of the technology spend plans.
8.2 The annual device replacement project will continue to include delivery of
specialist IT equipment/adaptations for employees and pupils with additional
needs as required. This will also apply where public access devices are being
replaced. The procurement process will be carried out in line with the Council’s
procurement and equality guidance, and implementation planning will consider
equality issues.
9. Environmental Sustainability
9.1 Contract strategies for individual projects will consider a range of sustainability
issues including the environmental implications of ICT equipment and
services. Decisions on equipment specifications will take account of the need
to minimise energy consumption, reduce CO2 emissions and minimise waste
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at the end of the life cycle.
10. Consultation
10.1 Legal, Corporate Procurement Unit, Education and the Section 95 Officer have
been consulted on the content of this paper. It was not necessary to consult
with our Trades Union colleagues on this report. However, the Council’s digital
strategy and activity is regularly discussed with the Convenors group. 
11. Strategic Assessment
11.1 High quality ICT equipment and services contribute to the Council’s 2022-27
strategic objectives to ensure our workforce is resilient and skilled where digital
technology supports service delivery for our residents; and all employees are
provided with the technology needed to do their job effectively. 
11.2 The planned capital spend on improved security, resilience and mobility
ensures that a fit for purpose ICT environment supports all of the Council
service areas to deliver on their strategic objectives.  
11.3 The ICT contracts will contribute to delivery of the Council’s strategic priorities
through the development of robust contract strategies which will explore the
inclusion of possible community benefits which improve economic growth and
employability. Further opportunities to maximise the positive social, economic
and environmental impact for West Dunbartonshire Council through the
contracts will also be explored.  
Name: Victoria Rogers
Designation: Chief Officer - People and Technology
Date:  5 January 2023
Person to Contact: James Gallacher, Manager of ICT, 07531184141
Appendix: ICT Estimated Revenue Spend over £10,000 per System
Background papers: EIA Screening 
Wards Affected: All
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Appendix 1 – Estimated Annual Revenue Spend over £10,000 (based on 2022-23)
Product Commodity Category Cost
Microsoft Enterprise Agreements Corporate Licensing £670,485
Wide Area Network Network £305,400
Virtual Business Applications Corporate Licensing £199,025
Education MIS Business System £106,220
Social Work Case Management Business System £93,565
Telephone Lines Network £75,000
Revenue & Benefits Business System £70,560
Automation Software Business System £70,000
Cloud Backup Solution Corporate Licensing £65,280
Firewall Support Hardware Infrastructure £60,000
Server Maintenance Hardware Infrastructure £58,185
Housing Management Business System £55,600
Rent Arrears Management Business System £51,800
Local Area Network Network £49,600
Water Management Business System £46,500
Library Management Software Business System £45,965
Leisure Management Business System £45,300
Job Costing Business System £43,500
Finance Management Business System £41,295
Network Scanning Tool Network £39,435
Energy Management Business System £36,000
Planning & Building Standards Business System £32,000
Roads – Lighting, Collision, Flood Mgmt. Business System £27,500
Local Government Digital Transformation Corporate Licensing £25,950
Backup Management Hardware Infrastructure £25,800
Security Filtering Management Hardware Infrastructure £25,700
User Account Personalisation Corporate Licensing £24,850
Asset Management Business System £23,600
Corporate Arrears System Business System £23,400
2-factor Authentication Service Corporate Licensing £23,100
Adobe Licensing Corporate Licensing £23,100
Document Management Business System £23,000
Care Monitoring Scheduling Business System £22,400
Workforce Management Business System £21,830
Construction Standards Management Business System £21,800
Wireless Network Network £21,300
Environmental Services Business System £20,500
Service Desk Business System £19,530
Data Domain Management Hardware Infrastructure £18,000
Website Support Business System £17,700
Education Gateway Business System £17,600
Appendix 1
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Product (cont.) Commodity Category Cost
Election Management Business System £16,800
Education Teaching Materials Business System £16,400
Performance Management System Business System £16,000
Housing Benefits and Allocations Business System £15,600
Vehicle Management System Business System £15,600
Virtual Server Environment Support Hardware Infrastructure £13,900
Online Forms Business System £13,800
Business Property Rates Business System £12,800
Remote Control Software Business System £11,660
Contact Centre Business System £11,600
Device Security Management Antivirus Hardware Infrastructure £11,600
Employability Case Management Business System £11,500
Council Meetings System Business System £10,700
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – Resources
Corporate Services Committee: 1 February 2023
___________________________________________________________________
Subject: Cash Receipting System
1. Purpose
1.1 The purpose of this report is to seek Committee approval to make a direct
award under the KCS Managed Services for Business Framework for the
cash receipting system and the call secure module for West Dunbartonshire
Council (the Council).
2. Recommendations
2.1 The Committee is asked to:
1. Approve the direct award under the KCS Managed Services for
Business Framework for the cash receipting system for the Council for
a 2 year period from the date of expiry of the current contract i.e. 31
August 2023 for a period of two years with an option to extend for up to
a further two additional 12 month periods and to
2. Approve the direct award under the KCS Managed Services for
Business Framework for the call secure plus module for the Council for
a 2 year period from the date of expiry of the current contract i.e. 3
October 2023 for a period of two years with an option to extend for up
to a further two additional 12 month periods.
3. Background
3.1 The cash receipting system provides citizens of West Dunbartonshire Council
with the facility to make payments either face to face, online or by telephone.
In addition to this the service provides the facility to manage all of the
Council’s income and to accurately record payments received to the Council’s
back office systems e.g. Council Tax, Rents, etc. This system is a key control
system for the Council.
3.2 The Council has access to national collaborative frameworks that have
suppliers to whom we can directly award our business by buying from an
approved catalogue which has already undergone UK compliant procurement
exercises. The procurement exercises are undertaken by KCS Managed
Services for Business Framework and ensure that only suppliers which meet
the specified criteria can be on the framework.
ITEM 19
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3.3 Following a procurement process, via the Crown Commercial Services
Framework –Local Authority Software Applications in December 2017, the
current provider, Capita Business Services Ltd, was appointed for a period of
3 years with the option to extend for a further two 12 month periods (approved
at Tendering Committee 21 March 2018).
4. Main Issues
4.1  It is essential to ensure a seamless process of continuation of the service to
have a direct award to the current supplier, who is a provider on both the
Crown Commercial Services Framework and the KCS Managed Services for
Business Framework.
4.2 The estimated aggregated value of this contract over the period of this
contract for the Council is likely to exceed £50,000.
5. People Implications
5.1 There are no people implications.
6. Financial and Procurement Implications
6.1 There is departmental budgetary provision to meet the current level of
expenditure.
6.2 All procurement activity carried out by the Council in excess of £50,000 is
subject to a contract strategy.  The contract strategy for the cash receipting
system will be produced by the Corporate Procurement Unit in close
consultation with Finance officers.
The cash receipting system will contribute to the delivery of the Council’s
strategic priorities through the provision of a fit for purpose service on a best
value basis.
7. Risk Analysis
7.1 If the direct award to the existing supplier is not made, the supplier will be able
to continue to deliver the service. However, the prices may be subject to
fluctuation and may no longer be competitive.
Having a contract in place enables the prices to be set for a fixed period of
time and formal terms and conditions to be put in place, to ensure that the
Council receive best value.
8. Equalities Impact Assessment (EIA)
8.1 No significant issues were identified in a screening for potential equality
impact of this service.
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9. Consultation
9.1 The report has been subject to consultation with appropriate Strategic Leads.
10. Strategic Assessment
10.1 Sound financial practice and budgetary control are imperative to assist in the
governance of the Council and assists officers in achieving the strategic
priorities.
Laurence Slavin
Chief Officer-Resources
Date: 12 January 2023
Person to Contact: Karen Shannon
Section Head (Financial, Administration & Control)
Council Offices, 16 Church Street, Dumbarton G82 1QL
Tel: 01389 737842 Mobile: 07584 475469
E-mail: Karen.Shannon@west-dunbarton.gov.uk
Appendices: None
Background Papers: Cash Receipting Systems Contract to Corporate Services
Committee 29 November 2017
Equalities Impact Screening
Wards Affected: All
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer - Resources
Corporate Services Committee: 1 February 2023
___________________________________________________________________
Subject: Write-off of National Non Domestic Rates 2022/2023
1. Purpose
1.1 The purpose of this report is to recommend for approval the write-off of debts
in respect of National Non-Domestic Rates (NNDR), which have been
deemed as irrecoverable during the financial year 2022/2023.
2. Recommendations
2.1 It is recommended that the Committee approve the write-off of NNDR
accounts totalling £47,823.69.
3. Background
3.1 The NNDR is a national rate of non-domestic properties and is determined
each year by the Scottish Parliament. All local authorities collect the rates and
the monies collected are pooled into a national central fund. The Scottish
Government allocates a grant to each authority from this fund through the
Local Government Finance settlement. The Council’s annual billing amount
for NNDR in 2022/23 is £87.8M (including utility charges). In 2021/22 the
Council collected 98.06%
3.2  The grant distribution formula used by the Scottish Government has regard to
the amount of NNDR collectable by each local authority. The Council makes
an annual return to the Scottish Government detailing the amounts collected
for each year. Included in this return is a note of any amounts written off as
uncollectable. As such, NNDR collected by a local authority represents a
receipt of grant income. Specific debts deemed uncollectable are written off
and the reduction in NNDR collected locally is compensated for in future grant
settlements. 
3.3 Financial Regulation D4 gives the Chief Officer - Resources authority to write-
off individual debts up to £5,000. The Chief Officer - Resources is required to
seek the approval of Members prior to writing off any debt in excess of
£5,000.
3.4 A report is submitted annually to Committee seeking approval for write-off of
irrecoverable debts. The write-offs are not specific to any one year but instead
are the debts which have been deemed irrecoverable during 2022/23. 
ITEM 20
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3.5 The table below shows the distribution of the recommended write off over the
years from which the debts were originally raised. Write off can be due to a
number of reasons, for example, a company has ceased trading or a review of
outstanding cases has now deemed that the debt is irrecoverable.
Financial Year Debt Created Value of write-off
2019/2020 £30,432.88
2020/2021 £7,797.56
2021/2022 £9,593.25
Total £47,823.69
3.6 Where a company has ceased trading through liquidation or administration
the Council formally submits a claim to the trustee up to and including the date
of liquidation/administration. At this stage the Council would propose this
amount for write off. In such cases the Council is classed as an unsecured
creditor (i.e. secured creditors are organisations such as HMRC and Banks)
and in these cases it is extremely unlikely that any recovery of the outstanding
monies will be received in full: generally low or nil recovery is the outcome. If
such a recovery was received this would be credited to the rates account and
the write off to this value reversed or reduced.
4. Main Issues
4.1 Debts totalling £47,823.69 are submitted for write off. Non-collection of debts
and request for write off is predominately due to the businesses being
liquidated, dissolved or administration. The following table identifies the
reasons for NNDR write off in more detail.
Reason Alexandria Clydebank Dumbarton Grand Total
Administration
Dissolved £30,432.88 £30,432.88
Liquidation £9,593.25 £7,797.56 £17,390.81
Sheriff Officers1
Total £47,823.69
The attached appendix provides details of the individual debts involved.
Since all these are limited companies details and corresponding addresses
have been provided.
4.2 Although the debts are treated as written off, should any circumstances
change whereby debts can be collected, the Council will pursue them.
1 Sheriff Officer advising all avenues have been exhausted and irrecoverable in collecting the rates
and recommending write-off along with a brief background
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5. People Implications 
5.1 There are no people implications. 
6. Financial and Procurement Implications 
6.1 The NNDR debts written off totalling £47,823.69 will be notified to the Scottish
Government NNDR pool for reimbursement. There are no Procurement
implications. 
7. Risk Analysis 
7.1 The grant distribution formula adopted by the Scottish Government assumes
the Council will collect NNDR liabilities. If sums deemed uncollectable are not
notified to the Scottish Government, this will have an adverse effect on the
Council’s cash flow. Prudent financial accounting practice also requires that
uncollectable debt should be written-off in a timely manner. 
8. Equalities Impact Assessment 
8.1 No significant issues were identified in a screening for potential equality
impact of this measure. 
9. Consultation 
9.1 Consultation has taken place with Legal Services and there are neither any
issues nor concerns with the proposal. 
10. Strategic Assessment 
10.1 The write off of uncollectable NNDR debts forms part of the financial
governance of the Council.  Sound financial practice and budgetary control
are imperative to assist with the governance of the Council and support
officers of the Council in achieving the five strategic priorities. 
Chief Officer - Resources
Date: 18/01/2023 
Person to Contact:  Arun Menon, Business Support Manager, 
Church St, Dumbarton.  
Tel: 01389 737832
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Email: arun.menon@west-dunbarton.gov.uk   
Appendices:   Appendix 1 - Details of debts for write-off 
Background Papers: None 
Wards Affected: All Council Wards. 
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Notes:
Administration
Going into Administration under insolvency legislation effectively means a company is being taken under the management of a
court appointed administrator – who must be a licensed insolvency practitioner - appointed by the courts, creditors, or company
directors, where they are required to act in the best interest of the insolvent company.
Dissolved
Where a limited company has been dissolved or struck off it legally closes and is removed from the Register at Companies House
where there are reasonable grounds to believe that no business is being carried on. Dissolution officially ends a business owner’s
continued responsibility for taxes, debts and other commitments.
Liquidation
The process of Liquidation is when a company is either at or near to the end of its life and the remaining assets need to be
liquidated for distribution to creditors and shareholders. The role of the liquidator is to maximise the realisation of assets of the
company. Once the assets have been realised and if sufficient cash has accumulated then the job of the Liquidator is agree all
creditors’ claims and to pay dividends accordingly.
Sheriff Officers
When the Council has exhausted our in-house arrears procedures the debt is passed to our Sheriff Officers for collection. The
Sheriff Officers will attempt to collect the debt using a variety of approaches and solutions which are appropriate to each individual
case. In certain cases the Sheriff Officer will submit to WDC a write-off pro forma, advising all avenues have been exhausted and
irrecoverable in collecting the rates and recommending write-off along with a brief background.
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Reference
Number Name Address Balance for
Write-Off
Financial
Year Reason
37035266182033 Gifts World (Scot) Ltd 33 Sylvania Way, Clydebank £10,224.80 2019/20 Dissolved
37035347142035 Neats Retail Ltd 55 Sylvania Way, Clydebank £14,822.50 2019/20 Dissolved
37029452092032 The Mounty Tavern
Limited
Mountblow Bar, 832 Dumbarton Road,
Clydebank  £5,385.58 2019/20 Dissolved
37028944142134 Think Energy Ltd Anchor House, 195 Dumbarton Road,
Clydebank  £7,797.56 2020/21 Liquidation
37024396022330 Balloch Lake Stables
Ltd
Roundabout Inn, 3 Carrochan Road,
Balloch, Alexandria £9,593.25 2021/22 Liquidation
Total £47,823.69
Appendix 1
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