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West Dunbartonshire Council · 22 May 2024
Back to Corporate Services Committee — 22 May 2024 and its agenda

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Agenda
Corporate Services Committee
Date: Wednesday, 22 May 2024
Time: 14:00
Format: Hybrid Meeting
Contact:   Scott Kelly, Committee Officer
scott.kelly@west-dunbarton.gov.uk
committee.admin@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 Ian Dickson
Councillor David McBride
Councillor Jonathan McColl
Councillor Michelle McGinty (Vice-Chair)
Councillor June McKay
Councillor Karen Murray Conaghan
Councillor Lawrence O’Neill
Councillor Lauren Oxley
Councillor Martin Rooney
Councillor Gordon Scanlan
Councillor Clare Steel
Chief Executive
Chief Officers
Date of issue:  9 May 2024 
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, 22 MAY 2024
AGENDA
1 STATEMENT BY CHAIR – AUDIO STREAMING
The Chair will be heard in connection with the above.
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 – 10
Submit for approval as a correct record, the Minutes of Meeting of the
Corporate Services Committee held on 7 February 2024.
6 MINUTES OF JOINT CONSULTATIVE FORUM  11 – 13
Submit for information and where necessary ratification, the Minutes of
Meeting of the Joint Consultative Forum held on 14 March 2024.
7  OPEN FORUM
The Committee is asked to note that no open forum questions have been
submitted by members of the public.
8/
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8 CITIZEN, CULTURE AND FACILITIES 2023/24 YEAR-END 15 – 54
PROGRESS AND CITIZEN, CULTURE AND FACILITIES
DELIVERY PLAN 2024/25 
Submit report by the Chief Officer – Citizen, Culture and Facilities setting out
the year-end progress of the 2023/24 Delivery Plan and presenting the new
Delivery Plan for 2024/25. 
9 PEOPLE AND TECHNOLOGY DELIVERY PLAN 2023/24 –  55 – 86
YEAR-END PROGRESS AND PEOPLE AND TECHNOLOGY
DELIVERY PLAN 2024/25
Submit report by the Chief Officer – People and Technology setting out the
year-end progress of the 2023/24 Delivery Plan and presenting the new
Delivery Plan for 2024/25. 
10 REGULATORY AND REGENERATION DELIVERY PLAN 87 – 140
2023/24 – YEAR-END PROGRESS AND REGULATORY AND
REGENERATION DELIVERY PLAN 2024/25
Submit report by the Chief Officer – Regulatory and Regeneration setting out
the year-end progress of the 2023/24 Delivery Plan and presenting the new
Delivery Plan for 2024/25. 
11 RESOURCES DELIVERY PLAN 2023/24 – YEAR-END 141 – 178
PROGRESS AND RESOURCES DELIVERY PLAN 2024/25
Submit report by the Chief Officer – Resources setting out the year-end
progress of the 2023/24 Delivery Plan and presenting the new Delivery Plan
for 2024/25. 
12 COUNCIL WORKFORCE PLAN 2022-2027: UPDATE AND 179 – 242
ANNUAL ACTION PLAN 2023/24
Submit report by the Chief Officer – People and Technology providing an
update on the Council’s workforce planning activity for 2023/24.
13/
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13 UPDATE IN RELATION TO COUNCIL’S USE OF POWERS  243 – 280
UNDER THE REGULATION OF INVESTIGATORY POWERS
(SCOTLAND) ACT 2000
Submit report by the Chief Officer – Regulatory and Regeneration:-
(a) advising of minor updates to the Council’s Policy in relation to its use of
its investigatory powers; and
(b) providing an update on the Council’s use of such powers.
14 REVISED EMPLOYER DISCRETIONS – LOCAL 281 – 298
GOVERNMENT PENSION SCHEME (SCOTLAND)
REGULATIONS 2018
Submit report by the Chief Officer –People & Technology providing an update
on the review of the Council’s Statement of Policy, and the proposed revisions
to the Statement.  
15 CORPORATE SERVICES BUDGETARY CONTROL REPORT 299 – 322
TO 31 JANUARY 2024 (PERIOD 10)
Submit report by the Chief Officer – Resources:-
(a) advising on the performance of the Corporate Services budget for the
period to 31 January 2024 (Period 10); and
(b) seeking approval to top up the Provost’s Fund to £3,000.
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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, 7 February 2024 at 2.02 p.m.
Present: Councillors Ian Dickson, Daniel Lennie, David McBride,
Jonathan McColl, Michelle McGinty, Karen Murray Conaghan,
Lawrence O’Neill, Martin Rooney, Gordon Scanlan and Clare
Steel.
Attending: Peter Hessett, Chief Executive; Laurence Slavin, Chief Officer –
Resources; Victoria Rogers, Chief Officer – People and
Technology; Laura Mason, Chief Officer – Education; James
Gallacher, ICT Service Manager; John Anderson, West
Dunbartonshire Leisure Trust Manager; Alison McBride,
Strategic People and Change Manager; Michelle Lynn, Asset
Co-ordinator; Adrian Gray, Finance Business Partner; Nigel
Ettles, Principal Solicitor and Lynn Straker and Nicola Moorcroft,
Committee Officers.
Apologies: Apologies for absence were intimated on behalf of Councillors
June McKay and James McElhill.
Councillor Daniel Lennie in the Chair
STATEMENT BY CHAIR – AUDIO STREAMING
Councillor Lennie, 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 would be carried out
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 1 November
2023 were submitted and approved as a correct record.
MINUTES OF JOINT CONSULTATIVE FORUM
The Minutes of Meeting of the Joint Consultative Forum held on 14 December 2023 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.
WEST DUNBARTONSHIRE LEISURE TRUST BUSINESS PLAN 2024/25
A report was submitted by the Chief Officer - Education providing an update on the
West Dunbartonshire Leisure Trust Business Plan for 2024/25. 
After discussion and having heard the Chief Officer - Education in further explanation
and in answer to Members’ questions, the Committee agreed:-
(1) to approve the report and the 2024/25 West Dunbartonshire Leisure Trust
Business Plan; and
(2) that the WDLT management fee set out in this report is included in the
Council’s 2024/25 revenue budget considerations for the March budget-
setting meeting.
PEOPLE AND TECHNOLOGY SPEND 2024/25
A report was submitted 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.
After discussion, the Committee agreed:-
(1) to note the revenue and capital spend detail included in this report;
(2) to note the projects to deliver this spend will be included in the 2024-25
People and Technology Delivery Plan currently in development and to be
reported to a future meeting of this committee;
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(3) to approve the procurement and award of by the Chief Officer – People &
Technology in consultation with the Procurement Manager of all contracts
valued at £213,477 (VAT inclusive) above subject to the cost being within the
approved budget and the tender being in line with normal tender parameters;
(4) to note, that 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;
(5) to approve the revenue spend included in this report including approval to
explore and secure multi-year contracts, contracts using framework
agreements and/or contracts using dynamic purchasing systems beyond the
term of approved budgets where efficiencies and savings can be achieved;
(6) to approve the projects specified in Section 3 of this report; and
(7) to note that where the value of the contract is £213,477 (VAT inclusive) and
above, in the event of the financial or other terms of a tender falling out-with
delegated powers, the relevant Chief Officer will submit a report to either
Council, Corporate Services or the Tendering Committee.
REVIEW OF INTERIM CHANGE TO FORTNIGHTLY PAY FREQUENCY
A report was submitted by the Chief Officer – People and Technology providing an
update on the review agreed as part of the interim change to the 2-weekly pay
frequency.
After the Committee agreed to note the findings of the review and agree a
permanent cessation of fortnightly pay.
WRITE-OFF OF NATIONAL NON-DOMESTIC RATES 2023/24
A report was submitted by the Chief Officer – Resources requesting approval
to write-off of debts in respect of National Non-Domestic Rates (NNDR), which have
been deemed as irrecoverable during the financial year 2023/2024.
After discussion and having heard the Chief Officer – Resources and Asset
Coordinator in further explanation and in answer to Members’ questions, the
Committee agreed to approve the write-off of NNDR accounts totalling £219,032.33
with the assurance that all avenues to retrieve are fully exhausted.
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CORPORATE SERVICES BUDGETARY CONTROL REPORT TO 31 OCTOBER
2023 (PERIOD 7)
A report was submitted by the Chief Officer – Resources advising on the
performance of the Corporate Services budget for the period to 31 December 2023.
After discussion, the Committee agreed:-
(1) to note that the revenue account currently shows a projected annual
favourable variance of £0.017m (0.05% of the total budget; and
(2) to note that the capital account is showing a projected in-year underspend of
£2.097m (0.43% of in-year budget). Explanations for projected variances to
the 19 current projects are detailed in Appendices 6 and 7. The project life
projection is currently showing a projected overspend of £0.002m (0.02% of
project life budget).
GRANT APPLICATION TO DUMBARTON COMMON GOOD
A report was submitted by the Chief Officer – Resources providing details of one
grant application to Dumbarton Common Good for consideration.
After discussion and having heard the Chief Officer - Resources in further
explanation and in answer to Members’ questions, the Committee agreed to approve
a one-off grant payment of £592.00. The grant to Dalreoch United Free Church
(Women’s Fellowship) is to cover the cost of replacing various items of equipment
considered to be at the end of their useful life which are used during the group’s
weekly meetings.
The meeting closed at 2.23 p.m.
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JOINT CONSULTATIVE FORUM
At a Meeting of the Joint Consultative Forum held in Civic Space, Council Offices,
16 Church Street, Dumbarton on Thursday, 14 March 2024 at 2.00 p.m.
Present: Councillors David McBride, Michelle McGinty, Karen Murray
Conaghan and Martin Rooney; James Halfpenny (EIS); David
Scott (GMB); Claire MacKenzie (SSTA); David Smith (UNISON);
and Connor Farmer and Alec Johnson (Unite).
Attending: Victoria Rogers, Chief Officer – People and Technology;
Amanda Graham, Chief Officer – Citizen, Culture and Facilities;
Laura Mason, Chief Education Officer; Claire Cusick, Senior
Education Officer; Gillian Gall, Head of Human Resources, West
Dunbartonshire Health & Social Care Partnership (HSCP);
Alison McBride, Strategic People and Change Manager; Fraser
Jephson, Corporate Project Manager (ICT); Lisa MacGregor,
People and Change Partner; Michael McDougall, Manager
Legal Services; and Scott Kelly, Committee Officer.
Apologies: Apologies for absence were intimated on behalf of Councillors
Daniel Lennie, Gordon Scanlan and Hazel Sorrell; Peter Hessett,
Chief Executive; Alan Douglas, Chief Officer – Regulatory and
Regeneration; Gail Macfarlane, Chief Officer – Roads and
Neighbourhood; Laurence Slavin, Chief Officer – Resources;
Sylvia Chatfield, Head of Mental Health, Learning Disabilities
and Addiction; Fiona Taylor, Head of Health and Community
Care, HSCP; and Lesley James, Head of Children's Health,
Care and Criminal Justice, and Chief Social Work Officer, HSCP.
Mr David Smith in the Chair
CHAIR’S REMARKS
Mr Smith, Chair, welcomed all those present to the meeting and in particular Connor
Farmer and Alec Johnson, Unite, who, it was noted, were attending their first
meeting of the Forum 
DECLARATIONS OF INTEREST
It was noted that there were no declarations of interest in any of the items of
business on the agenda.
ITEM 6
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MINUTES OF PREVIOUS MEETING 
The Minutes of Meeting of the Joint Consultative Forum held on 14 December 2023
were submitted and approved as a correct record. 
PRESENTATION: MICROSOFT 365 UPDATE 
Fraser Jephson, Corporate Project Manager (ICT), gave a presentation providing an
update in relation to the implementation of the Microsoft 365 project. 
The main points covered in the presentation were:-
• A reminder of the vision for the project.
• An overview of the achievements over the past year, including the migration
of over 3,000 corporate mailboxes to the cloud and the secure management
of over 2,000 desktop/laptop devices via Intune.
• The project priorities for the coming year, including the migrations of all
remaining corporate mailboxes to the cloud, and deployment of the full
features of Microsoft Office 365 including MS Forms and Power BI.
• That the introduction of collaboration technologies such as SharePoint would
be preceded by a data remediation exercise which would involve the
rationalisation of files held on shard drives and the setting-up of flatter and
more efficient folder structures, and that digital champions would assist with
the delivery of this.
• The benefits of the 365 project for employees. 
Following discussion and having heard the Corporate Project Manager and relevant
officers in answer to Members’ questions, the Forum agreed to note the contents of
the presentation. 
Councillor McBride, Chair, thanked Mr Jephson for his informative presentation. 
PRESENTATION: PEOPLE FIRST – RECRUITMENT AUDIT 
Lisa MacGregor, People and Change Partner, gave a presentation in relation to
‘People First: Recruitment Audit’. 
In this respect, a report on the Recruitment and Selection Audit for 2022/23 was
submitted for information. 
The main points covered in the presentation were:-
• The reasons for carrying out the audit and its aims.
• The categories of people who qualify for the Guaranteed Interview Scheme.
• The methodology used in the audit to measure outcomes in terms of sex,
disability and race.
• That the audit did not identify any barriers to recruitment and selection for
females accessing full-time employment or traditionally male gendered roles.
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• That there may be some barriers within the Councils’ recruitment and
selection processes which impact on disabled applicants entering
employment but that reasons for not being selected did not show trends
suggesting discrimination.
• That there may be some barriers within the Councils’ recruitment and
selection processes which impact on Black, Asian and Minority Ethnic (BAME)
applicants entering employment but that statistical analysis was difficult
because only a small percentage of applicants declared a BAME background. 
• The actions arising from the audit. 
Following discussion and having heard the People and Change Partner and relevant
officers in answer to Members’ questions, the Forum agreed to note the contents of
the presentation and the report on the Recruitment and Selection Audit for 2022/23. 
Councillor McBride, Chair, thanked Mrs MacGregor for her informative presentation. 
TRADES UNION ISSUES 
The Forum noted that the Trades Union had not provided, in advance of the meeting,
any issues that they wished to raise. 
The meeting closed at 3.45 p.m.
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer - Citizen, Culture and Facilities
Corporate Services Committee: 22 May 2024
Subject: Citizen, Culture and Facilities 2023/24 Year-end Progress & Citizen,
Culture and Facilities Delivery Plan 2024/25
1 Purpose
1.1 This report sets out the year-end progress of the 2023/24 Delivery Plan and
presents the new Delivery Plan for 2024/25.
2 Recommendations
2.1 It is recommended that Committee notes the progress achieved at year-end
and the new plan for 2024/25.
3 Background
3.1 In line with the Strategic Planning & Performance Framework, each Chief
Officer develops an annual Delivery Plan which sets out actions to help deliver
the Strategic Plan and address the performance challenges and service
priorities identified in the planning process. The Plan also provides an
overview of services and resources, including employees and budgets, sets
out the performance indicators (PIs) for monitoring progress and considers the
relevant risks.
4 Main Issues
2023/24 Year-end Performance
4.1 The 2023/24 Delivery Plan was presented to Corporate Services Committee
on 24 May 2023 and mid-year progress reported on 1 November 2023. 
4.2 Full details of year-end progress are set out in Appendix 1.
4.3 The progress of the Plan’s 34 actions is summarised below:
Progress No. (%)
Completed 26 (76%)
Delayed 8 (24%)
4.4 Delayed actions relate to the following and will be carried forward and
completed in 2024/25:
• Support progress of investment project for Clydebank Heritage Hub – 75%
complete
• Progress Community Facilities Plan – 80% complete
ITEM 8
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• Progress co-location of Balloch library – 75% complete
• Progress co-location of Duntocher library – 60% complete
• Progress co-location of Parkhall library – 60% complete
• Implement complaints management process enhancements – 75%
complete
• Progress commercialisation and income generation opportunities – 60%
complete
• Develop Strategic Communications Strategy – 33% complete 
4.5 Year-end data is available for all of the Plan’s 18 PIs. The performance of
those PIs is summarised below: 
Performance Against Target No. (%) 
Target met or exceeded 11 (62%) 
Target narrowly missed 4 (22%) 
Target significantly missed 3 (16%)
Performance Over Time No. (%) 
Improved over short term (including
maintained high level of performance)
12 (66%) 
Improved over longer term (including
maintained high level of performance)
12 (66%) 
4.6 Significantly missed target relate to the following PI’s: 
• % of residents who feel the Council communicates well with them with
62% against a target of 75% 
• % of stage 2 complaints responded to within 20 working days with 58%
against a target of 100%
• % of stage 1 complaints responded to within 5 working days with 66.8%
against a target of 100% 
4.7 The full set of PIs will be reported through the Council’s annual performance
reporting process once all data becomes available. 
2024/25 Delivery Plan 
4.8 The 2024/25 Delivery Plan is set out at Appendix 2. 
4.9 Key priorities include: 
• Implement complaints management process enhancements, including roll
out of child friendly complaint procedure. 
• Review library materials and staffing, finalising libraries co-location, create
a strategy document for libraries and migrate to a new Libraries
Management System. 
• Progress upgrade of online content management system, undertake
security reviews of websites and review accessibility of the website and
intranet.
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• Progress community facilities plan and commercialisation and income
generation opportunities.
• Increase locations offering access to free period products, deliver the UK
Shared Prosperity Funded projects and continue to develop a Locality
Planning approach.
• Support the delivery of Community Planning events, and deliver youth
learning and community based learning. 
• Redesign Communities team and develop an approach for the future
provision of community budgeting, and food insecurity. 
• Review operating model of Facilities Management Service, review menu
and food purchase and the outputs from Good Food Nation Consultation
process.
• Develop Strategic Communications Strategy, and a communication plan to
support budget savings initiatives
• Progress funding application to support heritage activity programme for
Glencairn House, undertake storage review and planning for future decant
of WDC collections to Strathleven Place, support progress of plan for
opening of Clydebank Heritage Hub and support progress of new
collections management software.
• Progress plans to strengthen approach to strategic engagement, update
equalities framework and develop WDC British Sign Language plan 2024-
30 
4.10 Implementation of the Plan will be monitored by the management team with
mid-year and year-end progress reported to Corporate Services Committee
around November 2024 and May 2025 respectively. 
5 People Implications 
5.1 There are no direct people implications arising from this report. 
6 Financial & Procurement Implications 
6.1  There are no direct financial or procurement implications arising from this
report. 
7 Risk Analysis 
7.1 Failure to deliver on the actions assigned to Citizen, Culture and Facilities,
may have a direct impact on the delivery of the Council’s Strategic Plan. It is
essential that remedial action is taken to ensure strategic delivery plans
achieve the commitments detailed and approved. 
8 Equalities Impact Assessment 
8.1 Screening and impact assessments will be carried out on specific activities as
required. 
9 Consultation 
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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:   24 April 2024 
_____________________________________________________________ 
Person to Contact:  Performance & Strategy Business Partner    
karen.Connelly@west-dunbarton.gov.uk 
Appendices:  Appendix 1: Citizen, Culture and Facilities Delivery Plan
2023/24 – Year-end Progress 
Appendix 2: Citizen, Culture and Facilities Delivery Plan
2024/25 
Background Papers: Citizen, Culture and Facilities Delivery Plan 2023/24 –
Corporate Services Committee, 1 November 2023   
Strategic Planning & Performance Framework 2022/27   
Wards Affected: All
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Appendix 1 - CCF Delivery Plan Year-end Progress 23/24
1. Our Communities
Objective 1. Our neighbourhoods are safe, resilient and inclusive
Performance Indicator
2022/23 2023/24
Owner
Value Status Value Target Short Trend Long Trend Note
% of Neighbourhood and Locality Plans being
supported by the Communities Team 23% 33% 25%
Target achieved. Three Locality Plans
are nearing completion for Leven,
Dumbarton and Clydebank
Waterfront Each locality covers a
number of different communities
There are 17 distinct communities
across West Dunbartonshire and the
team is actively working in
Alexandria, Old Kilpatrick and
Dumbarton West to support the
development of Action Plans setting
out their unique aspirations. 
Elaine Troup
Action Status Progress Due Date Note Owner
Build community resilience and advance
community empowerment including the
development of a training programme to
support the Community empowerment agenda
31-Mar-2024
This action is complete. We have delivered the
Participatory Budgeting (PB) awareness sessions
and the training programme developed in
collaboration with the Community Council Forum.
Elaine Troup
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Action Status Progress Due Date Note Owner
Deliver on provision of period products 31-Mar-2024
Action complete. The consultation exercise has been
undertaken to inform the Statement of Intent which
will shape service delivery into 2024/25.
Elaine Troup
Risk Description Current
Assessment Target Assessment Date Reviewed Note Owner
Failure to secure
community and partner
buy-in for the emerging
Community Empowerment
Strategy and Action Plan.
In order to deliver on the ambitions of
the Community Empowerment Strategy
and associated action plan, it is vital that
a partnership approach is promoted to
ensure best use of resources, skills and
expertise.
31-Mar-2024
The team continues to develop
partnership opportunities in order to
deliver against the ambitions of the
Community Empowerment Strategy.
However the Communities Team is
undergoing a further year of budget
cuts that will impact this work.
No change to risk matrix
Elaine Troup
Objective 2. Our residents health and wellbeing remains a priority
Performance Indicator
2022/23 2023/24
Owner
Value Status Value Target Short Trend Long Trend Note
% of pupil medical dietary requests met 100% 100% 100% Target achieved. All medical dietary
requests are prioritised Sharon Jump
% of pupils who take up free school meals ( P1-7 )
New PI for
23/24 75% 75% Target achieved. Sharon Jump
Action Status Progress Due Date Note Owner
Progress Food for Life implementation plan 31-Mar-2024 Action complete. Bronze accreditation maintained. Sharon Jump
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Objective 3. Our residents are supported to increase life and learning skills
Performance Indicator
2022/23 2023/24
Owner
Value Status Value Target Short Trend Long Trend Note
Total number of library issues (Physical and e-
Issues) 236,664 241,783 210,000
Target exceeded with consistently
high performance and improvement
on previous year. Target will be
reviewed for 2024/25.
Stephen Daly
Total number of visits to museums and heritage
centres  (virtual & in person)* 103,108 108,117 92,000
Target exceeded with consistently
high numbers of visits and
improvement on previous year.
Trish Robins
Total number of library visits (physical and virtual) 409,286 431,449 360,000
Target exceeded with visits
increasing from previous year. Target
will be reviewed for 2024/25.
Stephen Daly
% Residents satisfied with Libraries 94% 91% 94%
Target marginally missed,
announcements on changes to library
services has impacted on satisfaction.
Stephen Daly
% Satisfaction with museums & galleries 90% 89% 88% Target achieved.  Stephen Daly
Action Status Progress Due Date Note Owner
Progress internal design and development of
Glencairn House as an inspiring cultural hub 31-Mar-2024
Action complete. The Arts & Heritage Team are
working closely with the design team to refine the
interpretation strategy for the exhibition content.
Work is progressing as expected. Content
development is underway which will further refine
the strategy and enable progress to detailed design
stage in 2024/25.
Trish Robins
Support progress of investment project  for
Clydebank Heritage Hub 31-Mar-2024
This action will carry over into 2024/25. A delay
with the completion of remedial works has led to a
delay with the opening of Clydebank Heritage Hub.
Submission of the application for Museums Galleries
Scotland, (MGS) Museum Development funding
must align to the revised timescales for opening and
will now be submitted in October 2024.
Trish Robins
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Action Status Progress Due Date Note Owner
Progress internal design and development of
Strathleven Place - conversion of Dumbarton
library
31-Mar-2024
Action complete. Feedback provide on the proposed
draft plans for Strathleven Place. The next phase
will be detailed design and the future decant of
heritage collections and stores at Poplar Rd.
Trish Robins
Implement libraries sustainability plan – next
phase 31-Mar-2024
Action complete. All actions of the Sustainability
programme are now complete and the Fixed Term
post has come to an end. Ongoing actions include
the use and maintenance of the Community Garden
at Alexandria Library, and a Sustainable Libraries
policy which will be shared with colleagues across
Scotland.
Stephen Daly
Progress co-location of Dalmuir library 31-Mar-2024 Action complete. All new furniture has now been
installed in the new space. Decant plan finalised. Stephen Daly
Progress co-location of Balloch library 31-Mar-2024
Action will carry over into 2024/25. When the
internet connection is established and the building is
finalised and handed over we will progress the
relocation.
Stephen Daly
Progress co-location of Duntocher library 31-Mar-2024
Action will carry over into 2024/25, we are awaiting
lease agreement to confirm operating model of the
Glenhead CE Centre.
Stephen Daly
Progress co-location of Parkhall library 31-Mar-2024
Action will carry over into 2024/25, awaiting
outcome of discussions over future location of
Parkhall Library.
Stephen Daly
Reduce school library provision to 3 days per
week across all 5 secondary schools 31-Mar-2024
Action complete. The staffing team has now been
reduced in line with the savings required. The
Schools and Literacy Librarian has worked in
conjunction with the relevant Heads of each
establishment to agree a new reduced offer of
service.
Stephen Daly
Undertake review of opening hours and service
structure of Libraries 31-Mar-2024
Action complete. Review of opening hours and
structure is complete and will be implemented as
part of the colocation plans.
Stephen Daly
4. Our Council
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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 learning and
development plans to enable capabilities,
improve resilience and promotion of a diverse
workforce
31-Mar-2024
Action complete. Work underway across services.
Highlights have included full team meetings with
contact centre staff in sub groups to work on
improvements identified, number of team members
qualifying as mental health first aiders as part of
corporate programme.
In Facilities Management, welcome Back to Work’
session delivered for catering and cleaning teams
further events scheduled, more opportunities for
engagement with frontline and focus on supportive
conversations taking place with frontline staff.
Employee survey specific to FM has been developed
and will be rolled out in 2024-25.
All Managers
Develop and implement employee life cycle
plans in line with the People First Strategy to
attract and retain the workforce.
31-Mar-2024
Action complete. The Phase 2 implementation of
service review in Facilities Management provides
clearer role and responsibilities for Team Leaders
and identifies clear career path for progression.
Work has commenced with Strategic HR to address
challenges with retention and attraction of staff.
As the work progresses on changes within Libraries,
engagement plans are in place with staff to keep
them informed of progress.
All Managers
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-2024
Action complete. Review of library services provision
including opening hours and school library provision
completed in line with savings options.
Phase 2 of service review of Facilities Management
includes new ways of working, this will assist in
addressing knowledge gaps within the team and
identifying process improvements. Additional
capacity at Team Leader level has added additional
resilience further complemented by resilience in
Town Hall team when necessary. Working groups
have contributed to the process.
All Managers
Develop and implement learning and
development plans and development 31-Mar-2024
Action complete. Across the service we are
promoting opportunities for promotions internally to
increase resilience in team and strengthen talent
All Managers
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Action Status Progress Due Date Note Owner
opportunities to improve capabilities and
resilience within the workforce.
pipeline, and continued support of modern
apprentices enabling them to secure posts within
the Council.
Facilities Management training development plan for
Team Leaders has been prepared and partially
delivered, this has focussed on a range of topics
from people practice to policy procedure and best
practice.
Citizen's Services has provided a number of
promotions for existing staff and enables team
members to secure promoted posts elsewhere in the
Council.
Objective 11. Our Council is adaptable and focused on delivering best value for our residents
Performance Indicator
2022/23 2023/24
Owner
Value Status Value Target Short Trend Long Trend Note
Percentage of complaints received by the Council
that are resolved/ closed at Stage 1 86.69% 81.5% 90%
Target marginally missed. Overall
628 complaints were received of
these 512 were closed or resolved at
Stage 1. This represents a slight
reduction on the previous year.
Increased workload and complexity
has meant more complaints being
escalated from Stage 1.
Lorraine Phimister
Percentage of complaints received by the Council
that are resolved at Stage 2 2.62% 3.58% 10%
Target achieved. Overall 628
complaints were received of these 19
were closed or resolved at Stage 2
Lorraine Phimister
% of telephone calls answered within 5 minutes by
Repairs Contact Centre as a proportion of all calls
answered.
New PI for
23/24 80.6% 90%
Target marginally missed. More than
40,600 calls handled with over
34,300 answered within 5 minutes,
and a further 6300 answered after 5
minutes. There has been an increase
in number of calls for updates to
repairs which has increased the call
handle time. We will continue to
Lorraine Phimister
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Performance Indicator
2022/23 2023/24
Owner
Value Status Value Target Short Trend Long Trend Note
work with Building Services to
improve performance.
% of telephone calls answered within 3 minutes by
Contact Centre as a proportion of all calls
answered.
74% 91% 90%
Target achieved with significant
improvement since previous year.
More than 23,200 calls handled with
over 21,400 answered within 3
minutes.
Lorraine Phimister
Residents satisfaction with Council services overall 87% 78% 85%
Target narrowly missed although
improvement has been made each
quarter.  Recent changes made to
services due to budget reductions
have impacted on the satisfaction
rate.
Amanda Graham
Action Status Progress Due Date Note Owner
Implement required complaints management
process enhancements 31-Mar-2024
Action will carry forward to 2024/25. Some delays in
system development due to resources. Testing of
pilot process underway. New system expected to be
in place and launched early in 2024/25.
Lorraine Phimister
Explore enhanced telephony technology
solutions 31-Mar-2024
Action complete. ICT are investigating an upgrade
to the Corporate Telephone Network which will
deliver enhanced telephony solutions. There is a risk
technology purchased to record could become
surplus to requirement as ICT replace the voice
hardware. We will review self-serve options in
2024/25
Stephen Daly
Progress commercialisation and income
generation opportunities 31-Mar-2024
This action will carry over into 2024-25. Advertising
pilot on waste vehicles commenced. Discussions
have taken place with assets regarding billboard
sites. Bus stop, roadside advertising and letting of
space in buildings identified has not yet commenced
due to capacity.
Amanda Graham
Progress Community Facilities Plan 31-Mar-2024
This action will carry over into 2024-25.
Negotiations are underway to complete the
lease/disposal of remaining centres
Amanda Graham
Review structure of Facilities Management
Service – Next Phase 31-Mar-2024 Action complete. New operating model in place for
the start of new school term, following appointment Sharon Jump
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Action Status Progress Due Date Note Owner
of Team Leaders and new processes being
introduced to support service and frontline staff.
Project Board now in place with key stakeholders.
Undertake Controller of Audit report work and
implement any associated improvement plans 31-Mar-2024
This action has been successfully completed. The
audit report was concluded in November 2023 with
no further recommendations. The full report was
presented at Council in December 2023.
Nicola Docherty
Lead the redesign and restructure of
Working4U and Communities Team services to
respond to Council decisions to reduce overall
budgets
31-Mar-2024
Action complete. The redesign of the Communities
Team in response to the 2023/24 Budget decisions
has been consulted upon and is now complete,
awaiting the outcome of Job Evaluation. Following
budget decisions a further review of the service will
be carried out in 2024/25.
Elaine Troup
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.
31-Mar-2024
There are a number of actions and
strategies in place to monitor service
standards and customer satisfaction in
partnership with services across the
Council.
No change to risk matrix.
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.
31-Mar-2024
Risk reconsidered as part of the yearly
planning process. Work continues to
engage with services and improve
response times and learning outcomes.
Internal audit identified challenges
with the compliance of complaint
management action plan in place to
address this.
No change to risk matrix, likelihood
increased at midyear assessment.
Stephen Daly
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Objective 12. Our residents are engaged and empowered
Performance Indicator
2022/23 2023/24
Owner
Value Status Value Target Short Trend Long Trend Note
Percentage of residents who are satisfied with the
Council website 85% 90% 85%
Target has been exceeded.
Satisfaction with the council website
continues to remain high and has
improved on previous year.
Jonathan Muir
% of stage 2 complaints responded to within 20
working days. 33.33% 58% 100%
Target missed with improved
performance from previous year. Of
19 complaints closed at stage 2, 11
were closed within 20 days.
Complexity of complaints together
with increased response times from
other Council services has impacted
on resolving complaints within the 20
day timescale.  Citizen Relations
continue to work with services to look
at complaints management and how
we can work together to improve
responses and timescales.
Lorraine Phimister
% of residents who feel the Council communicates
well with them 71% 62% 75%
Target significantly missed with
performance down on last year.
Communication continues to be a key
priority. Over the last year
communications have been issued
across a range of channels including
social media, the Council website,
media releases and Housing News as
well as specific tailored
communications on budget savings
and service changes. Further analysis
to identify areas for improvement are
underway.
Lauren Crooks
No. of transactions undertaken online 54,563 59,368 54,500
Target has been exceeded.  Work
continues to improve and develop
online transaction and performance
has as a result continued to increase
Jonathan Muir
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Performance Indicator
2022/23 2023/24
Owner
Value Status Value Target Short Trend Long Trend Note
% of stage 1 complaints responded to within 5
working days. 64.19% 66.8% 100%
Target missed. Performance has
improved from previous year. Of 476
complaints closed at stage 1, 318
were closed within 5 working
days. Work continues to engage with
services to improve response times.
Lorraine Phimister
Action Status Progress Due Date Note Owner
Upgrade online content management system 31-Mar-2024 Action completed successfully. Upgrades system is
in place and operational. Jonathan Muir
Agree Citizen Service Standards 31-Mar-2024
Action complete. New Customer Service Standards
agreed at PMRG. Designed, published and
distributed to replace previous customer charter.
Stephen Daly
Develop Strategic Communications Strategy 31-Mar-2024
This action will be carried forward to 2024/25. New
Communications manager in place with early stages
of strategy under development. This includes a
review of service and needs moving forward to
inform the strategy.
Lauren Crooks
Develop a communication plan to support
budget savings initiatives 31-Mar-2024
Action completed successfully. The communication
plan was extensive to ensure the key messages and
changes to frontline services was effective.
Lauren Crooks
Review Engaging Communities Framework and
approach towards Strategic Engagement 31-Mar-2024
This action has been successfully completed. A
cross council engagement working group has been
established to ensure we can share best practice,
maximise opportunity and resources to improve our
practice of community engagement and to create
more meaningful ways for local people to become
involved in decisions that affect their lives. We have
reviewed the Framework and implemented key
changes, primarily ensuring that consideration of
equalities is central to all engagement work. We
continue to work to increase participation across all
underrepresented groups.
Nicola Docherty
Undertake a review of the WDC Equalities
Strategy and implement any associated
changes
31-Mar-2024
This action has been successfully completed. We
have reviewed our process to support the budget
process, undertaking development work for the
online Equality Impact Assessment (EIA) tool to
Nicola Docherty
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Action Status Progress Due Date Note Owner
incorporate new proposed legislative requirements
such as the United Nations Children's Rights
Conventions (UNCRC) within our framework. We will
continue to roll out the updated tool over the
coming year in line with any legislative changes.
Explore alternative forms of funding to
encourage less reliance on mainstream council
funding
31-Mar-2024
Action complete. Work on the UK Shared Prosperity
Projects is progressing well with the Participatory
Budget (PB) awareness raising project complete.
This has led to further awareness being rolled out to
senior staff across the organisation. Progress
continues to be monitored and reported to funders.
This project is funded to end March 2025 so will
continue into the next financial year.
Elaine Troup
Deliver the objectives set out in the Community
Empowerment Strategy and Action Plan
through identified priority projects
31-Mar-2024
Action complete. Work continues against the agreed
Delivery Plan with key projects including the
delivery of UK Shared Prosperity Fund (SPF)
projects. Including, Participatory Budgeting
awareness raising and training,
development of an authority wide Food Pantry
network, creation of community gardens and
promotion of local democracy through a community
'soup' model.
Local democracy and participation opportunities
continue through the work of the Youth Learning
team and through an agreed approach taken by the
CPWD Management Board for 2024/25.
Elaine Troup
Work with CPWD and wider communities to
develop the Locality Planning Process. 31-Mar-2024
Action complete. Progress has been made with the
CPWD Management Board agreeing to increase
opportunities for community groups to engage with
community planning during 2024/25. This will
include the delivery of 2 community planning
partnership events and a pilot project to further
develop the locality planning process including
updating the partnership plan. Up-dates will be
made throughout 2024/25. 
Elaine Troup
Lead on the Council’s approach to Participatory
Budgeting Mainstreaming across the
organisation
31-Mar-2024
Action complete. The team continues to deliver on
this work stream and are planning to raise
awareness of an on-line platform for increased
participation and deliberation. The PB
Mainstreaming Steering Group will no longer meet
and instead all activities will be reported to the
Elaine Troup
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Action Status Progress Due Date Note Owner
Community Empowerment Project Board. Members
of this group will be up-dated.
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.
31-Mar-2024
There are a number of processes and
strategies in place to ensure
communications are effective both
internal and external to the Council.
No change to risk matrix.
Lauren Crooks
Failure to secure
community and partner
buy-in for the emerging
Community Empowerment
Strategy and Action Plan.
In order to deliver on the ambitions of
the Community Empowerment Strategy
and associated action plan, it is vital that
a partnership approach is promoted to
ensure best use of resources, skills and
expertise.
31-Mar-2024
The team continues to develop
partnership opportunities in order to
deliver against the ambitions of the
Community Empowerment Strategy.
However the Communities Team is
undergoing a further year of budget
cuts that will impact this work.
No change to risk matrix
Elaine Troup
Failure to deliver on the
capacity building of the
Community Empowerment
(Scotland) Act
There is an ever greater need to support
and develop communities. Community
capacity building and community
development work continues within
existing resources.
31-Mar-2024
The team is focussed on developing
methods of delivery to secure
maximum impact for communities and
to support the use of the Community
Empowerment Act.
No change to risk matrix
Elaine Troup
Failure to deliver sufficient
community capacity
building / community
development support to
groups impacted by
COVID-19.
COVID-19 has had a huge impact on
communities across the authority. A
focused approach is needed to
understand the impact on community
groups and to support them to re-start
and re-build. Failure to do this would
impact on the individual and community
resilience of citizens.
31-Mar-2024 This risk is no longer valid post Covid
19. The risk is now deactivated. Elaine Troup
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Action Status
Cancelled
Overdue
Not on track
In Progress and on track
Completed
PI Status
Target significantly missed
Target narrowly missed
Target met or exceeded
Risk Status
Alert
High risk
Warning
OK
Unknown
Long Term Trends
Improving
No change
Declining
Short Term Trends
Improving
No change
Declining
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2024/25
CITIZEN, CULTURE
AND FACILITIES
Appendix 2
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Contents
1. Introduction .................................................................................................................................................................................................... 3
2. Performance Review ...................................................................................................................................................................................... 3
3. Strategic Assessment .................................................................................................................................................................................... 6
4. Resources .................................................................................................................................................................................................... 14
Appendix 1: Action Plan .......................................................................................................................................................................................... 16
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1. Introduction
Citizen, Culture and Facilities comprises a wide range of services covering Citizen Services, Communications, Community Empowerment, Youth
Learning, Community Planning, Facilities Management & Town Hall, Libraries and Cultural Services and Performance and Strategy. It is one of
seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve this are set out in this Delivery Plan,
together with actions to address any performance challenges and service priorities identified in the planning process.
The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee twice yearly,
at mid-year and year-end.
2. Performance Review
The CCF management team completed a detailed review of 2023/24 performance, focusing on the following:
• 2023/24 Delivery Plan year-end progress
• Local Government Benchmarking Framework (LGBF) comparative data
• Citizens’ Panel feedback;
• Telephone Survey feedback;
• Complaints; and
• Continuous Improvement
This review highlighted our key achievements and challenges in 2023/24. These are summarised below.
Key Achievements in 2023/24
Listed below are some of the major achievements in each service area. All services achieve many other key outcomes for the Council and its
residents throughout the year which are not recorded here but are as important.
Citizen, Libraries and Digital Services
• Refresh and relaunch of Customer Service Standards detailing how we will interact and respond to our citizens
• Contact Centre answered over 150,000 calls. This includes enquires across all Council service areas
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• Launch of online chat bot to enhance response to missed bin collections.
• Shortlisted for a national Project Excellence award for the SLIC funded “New Pathways” project within libraries to encourage disengaged
learners back into education.
• Delivered “Towards a Sustainable Future” project which saw a number of environmentally-responsible initiatives, including the transformation
of Alexandria Library Garden, launch of community eco-groups, and introduction of more sustainable policies and practices.
Communities Team
• Concluded a record year for Member of the Scottish Youth Parliament (MSYP) elections with 14 candidates in the programme and 13
standing for election.
• Delivered an extensive programme of awareness raising on Participatory Budgeting across the organisation and Community Planning
Partnership to help embed the process and support delivery towards the Council’s annual target.
• Supported the establishment of the Scottish Government funded Cash-First Fund. Addressed the wider poverty agenda including the
establishment of the food pantry network.
• Initiated a programme of empowerment surgeries supporting over 50 vulnerable residents in the first 6 months.
Strategic Communications, Culture & Performance
• Delivered strategic communications support and advice, providing 24-7 media management to protect the Council’s reputation and continued
to expand the reach of the Council’s social media channels increasing the audience to over 43,000 and growing engagement
• Provided comprehensive communications support for the budget process and implementation phase of service delivery changes as a result
of savings.
• Established a community gallery in Clydebank Town Hall.
• Secured ongoing funding from Creative Scotland to support the Visual Artist and Craft Makers Awards in West Dunbartonshire with 10
bursaries awarded in 2023 -24.
• Generated additional income for the Council through Performance, Strategic Planning and Equalities support to external organisations.
• Supported a positive Best Value Audit, noting the development of key priorities and performance framework and joined up working for wider
strategic planning.
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Facilities Management
• Fully established new management structure and service model. Introduced service improvements including digital processes and new stock
control measures.
• The service provided approx. 772,908 school meals through 2023/24, and received four positive Health and Nutrition inspections (Clydebank
High School, St Ronans Primary, Knoxland Primary and Linnvale Primary).
• Our Food & Nutrition Coordinator was recognised as Scottish Chef of the Year at the Scottish School Food Awards 2023.
• Increased income and bookings at Clydebank Town Hall hosting a variety of successful events including civic, awards, dance and theatre
shows and celebrations in particular weddings.
Key Challenges in 2023/24
Cross Service
• Resilience / Capacity Challenges. The ongoing rationalisation of resources, development of service efficiencies and savings has resulted in
a range of challenges linked to a continuing and increased reduction to frontline services, both employee reductions and service delivery
rationalisation. This has resulted in a number of initiatives taking longer than anticipated, increased demand on staff, and increased demand
for support from services. This will require strict prioritisation, delivering services in a different way including service delivery redesign where
required.
• Delays in the capital programme. Increasing market issues has caused delays in carrying out capital works on time and within budget.
Delays in the Library and Culture estate programmes have impacted on our service delivery and service satisfaction. This requires
reprioritisation within the service as the programme timelines are pushed out.
Citizen, Libraries and Digital Services
• There is continued increase in demand to the Housing Repairs Contact Centre.
• Changes to ways of working within services increased the volume of calls to Contact Centre and placed additional demand on the service.
• Some of the co-location proposals generated unexpected challenges and additional workload
Facilities Management.
• High levels of sickness continue to have an impact on available resource resulting in reduced workforce numbers and increased demands on
existing teams.
• The turnover coupled with the time taken to replace, recruit and train employees continued to be a challenge.
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Strategic Communications, Culture & Performance
• The Communications and Arts & Heritage teams continued to operate without a full complement of staff for most of the year resulting in
increased demand on staff and alternative service models being introduced.
3. Strategic Assessment
The CCF management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2024/25.
The key factors are summarised below.
Key Factors
Financial Challenges -
The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay
awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back office
services. The Council are currently faced with an estimated cumulative funding gap in 2025/26 of £9.8m rising to £40.4m by 2028/29. We will
continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected
Members throughout 2024/25.
These challenges mean further action is required to balance our budget and protect services for residents. This will mean that within Citizen
Culture and Facilities available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and
potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal
clients and the public.
Budget Sensitivity Analysis
In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value
budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around
demand, costs and charges, and income levels.
In CCF income budgets are more susceptible to fluctuations given the uncertainties surrounding demand
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Citizen, Libraries and Digital Services
Telephony Enhancements
The telephony system was upgraded in December 2019 and again throughout 2021/22. ICT are investigating an upgrade to the Corporate
Telephone Network which placed voice project is on hold in 2023/24 as there is a risk technology purchased to record could become surplus to
requirement as ICT replace the voice hardware. Over 2024/25 we will explore further improvements with our ICT colleagues including
enhancements to expand self-serve options.
Complaints Management Improvements - audit actions
The coordination of the corporate complaints process requires review ensuring adequate communication channels with responsible managers in
each service. This will further support timely responses and adherence to regulatory timelines. A new complaints management system has been
developed in 2023/24. The testing of the pilot system will be complete in Q1 2024/25. Audit outcomes have been implemented.
Child Friendly Complaints
The Scottish Public Sector Ombudsman (SPSO) is launching a new Child Friendly Complaint procedure in 2024. A new procedure will be rolled
out that sets out how to handle and investigate complaints from children, making sure that all complaints are handled in a manner that respects
and promotes children's rights under the United Nations Convention on the Rights of the Child (the UNCRC). This will not be a standalone
procedure it will be an addition to our existing complaints procedure.
Progress Library co-location proposals
Following the 2023/24 savings options, co-location opportunities were agreed for Balloch, Parkhall, Dalmuir and Duntocher libraries. Work to
relocate Balloch and Dalmuir libraries now nears completion. In 2024/25 we will complete the co-location of Parkhall and focus on embedding
the new co-located branches as part of our network.
Develop a Libraries Strategy
There is a need to create a Libraries Strategy document outlining a renewed vision and future operating model which aligns with local and
national initiatives and ambitions.
.
Undertake a Library Management System Migration
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Libraries will undertake a significant Library Management System migration project to support service delivery and ensure the most efficient
ways of working.
Review Library Materials and Staffing
Following the 2024/25 savings options the budget for library materials by will reduce by £50,000 and a review of staffing out with the branch
libraries will be undertaken to consider existing and possible alternatives.
Upgrade Content Management System
The version of the Content Management System (CMS) used for the Website and Intranet is coming to end of life in February 2025 .Over
2024/25 We will work with our external developers to upgrade to a later version of the CMS, this will also require development work as the code
it is written on has also been upgraded by Microsoft.
Security reviews of the external and internal website (cloud based)
Content Security Policies (CSPs) which details the rules, expectations, and overall approach that an organization uses to maintain the
confidentiality, integrity, and availability of its data are crucial for strengthening security. CSP’s help to detect and mitigate certain types of
attacks by essentially creating a whitelist of permitted content. Over 2024/25 we will progress security reviews of the websites.
Accessibility
The most recent Web Content Accessibility Guidelines (WCAG 2.2 standard) was published on the 5th of October 2023, as an extension to
WCAG 2.1. We have had the external site audited by the Cabinet Office in Aug 21 and achieved a pass rate. Over 2024/25 we will put actions in
place to make sure the website are still complaint with the new standards and build a plan to address issues with the intranet that is not
accessible.
Community Facilities
The savings options agreed to deliver the 2023/24 budget resulted in a review of community facility provision across West Dunbartonshire. Up
to seven community facilities were to be transferred to community ownership, lease or where no alternative exists, closed and five completed
during 23/24. Finalisation of arrangements for the final two centres will be progressed in 2024/25.
Commercialisation Opportunities
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Following the saving option agreed to deliver the 2024/25 budget we continue to progress a plan to generate additional income through the sale
of advertising space on waste vehicles, lease of sites for billboard advertising and commercialisation opportunities at Church Street, Bruce Street
Baths and Aurora House including letting available space to third parties. Due to capacity this work will continue into 24/25.
Communities Team
Statement of provision for period products
The Period Products (Free Provision) (Scotland) Act 2021 requires local authorities to ensure period products (like pads and tampons) can easily
be picked up free of charge for anyone who needs to use them. This service ensures that no one in West Dunbartonshire should struggle with
the cost of essential period products and supports the council’s anti-poverty agenda.
In 2024-25 the Communities Team will respond to the most recent survey of local residents to develop and improve the delivery of this important
community-based service and will ensure it is promoted across the Community Planning Partnership and associated networks.
Community Empowerment (Scotland) Act 2015
The Act sets out clear requirements for public bodies in promoting a greater level of local decision-making and empowerment of citizens. This
includes, for example, Asset Transfers, Participation Requests and Community Planning. Empowered communities can deliver a range of results
that include improved health and mental health, increased confidence and social networks, reduced sense of isolation and can reduce demand
on public sector resources.
During 2024/25 the team’s approach to community empowerment will be shaped by UK Shared Prosperity Funding and will focus on delivering
specific projects to increase levels of participation and support people in our most disadvantaged communities. Progress will be driven and
monitored by a Project Board that will report to CPWD via the Empowered DIG.
Locality planning was introduced, under Part 2 of the act: Community Planning. Locality planning has two main functions:
• to tackle inequalities
• to enable community bodies to participate in decision-making at a neighbourhood level
Community Planning Partnerships are required to develop at least one Locality Plan to support communities to identify their local priorities. In
2024/25 the team will support Community Planning Partners to deliver an approach aimed at increasing participation through community
planning, including the delivery of two community planning events through the year.
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Community Learning and Development
The Community Learning and Development (Scotland) Regulations 2013 place a statutory requirement on local authorities to publish a plan
every three years. The plan should outline how the local authority will co-ordinate and secure ‘adequate and efficient’ Community Learning and
Development (CLD) provision with other sector partners. Delivery against the CLD plan 2021-24 to provide community-based learning
opportunities throughout West Dunbartonshire continues. For 2024-25 we will work in collaboration with Working 4U colleagues and partners to
develop new three-year plan for 2024-27.
Participatory Budgeting
Community Choices 1% Framework agreement / Local Democracy. This joint agreement between COSLA and Scottish Government sets out a
framework for at least 1% of local government budgets to be decided by local residents through a participatory budgeting (PB) approach. The
framework includes the need for greater deliberative and participatory processes that contribute to ensuring equality, inclusion and social
renewal. The key mechanism for meeting this target is the mainstreaming of Participatory Budgeting. This requires service areas across the
Council to consider and agree on how a percentage of their annual budgets can be decided/directed by local people. The Community
Empowerment Project Board monitors performance, promotes a corporate PB approach and ensures accurate reporting to the Scottish
Government on an annual basis. Following the budget decision for 2024/25 the Community Budgeting fund will be reduced by 50%. In 2024/25
we will develop an approach for the future provisioning of community budgeting.
Food Insecurity and Cash First Project
Cash First is a Scottish Government funded initiative to ensure those in need get help to gain a grant of £200, this will be available until March
2025. In addition, as part of “test of change” those in receipt of a grant will be referred on to the Citizens Advice Bureau (CAB) to ensure they get
addition support to prevent further need for grants.
Communities Team Service Delivery Review
The savings options agreed to deliver the 2024/25 budget have resulted in a reduction in the Community budget fund, community engagement
budget and the Communities Team core budget. This will result in a reduction of FTE and the delivery of reduced community services.
A review and redesign of the delivery model across all aspects of the service will be undertaken.
Facilities Management
Facilities Management Improvement Plan – Next phase
A review of the FM management structure was undertaken in 2022/23 to respond to Scottish Government policy changes and resultant service
expansion, provide additional support for frontline employees and ultimately deliver a more efficient and sustainable service aligned to delivering
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the requirements of FM. In 23/24 with the new management structure in place we implemented new policies and procedure to support frontline
staff. Focused on staff engagement and roll out of training programme for staff at all levels. In 2024/25 we will progress training further, review
design and develop new operating models for catering, cleaning and janitorial services.
Menu and Food Purchase
The savings options agreed to deliver the 2024/25 budget have resulted in a review of all menus and food purchases. The Council spends over
£1.7million a year on food to provide healthy and nutritious meals across education establishments. Food costs for school meals have continued
to rise over the last year and increased food waste is an issue which the service continues to work to reduce. In 2024/25 a, a review would be
undertaken across the menus in line with (Health Promotion and Nutrition) (Scotland) Act 2007 guidance to minimise waste and reduce costs.
Good Food Nation Plan
The Good Food Nation (Scotland) Act 2022 provides a framework to progress toward Scotland being a Good Food Nation where people take
pride, pleasure and benefit from the food they produce, buy, cook and serve and eat each day. A consultation on proposals for the plan in is
progress. The outputs will inform the next steps in developing national and local plans. In 2024/25 Facilities Management will work alongside
Education and other service areas within the authority to review the outputs and understand any obligations as a result of the consultation
process.
Strategic Communications, Culture & Performance
Communications Strategy
Following delay in preparing a new Communications Strategy 2023/24, it will be developed in early 2024/25 and presented to align with the
Strategic Plan for period 2022-27. A communication strategy enables effective communication with and between employees and meet core
organisational objectives. It sets out how we will engage with colleagues, citizens and partners. It ensures that everyone involved has adequate
information to communicate the Council’s key messages, maintaining consistency in the workplace and preventing any ambiguity. This will
supersede the current 2017-22 Communications Strategy.
Communication Plan to Support Budget Savings Initiatives
Following the budget meeting on March 6 2024, a number of savings options to balance the budget were agreed. There are a number of these
which will result in changes to the operation of frontline services and will require formal communications planning to ensure objectives are met,
target audiences are reached and key messages are provided effectively. Bespoke communications plans will be developed to support this
activity in each service area.
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Arts & Heritage
Glencairn House
Work will continue to progress detailed exhibition design and content for the redevelopment of Glencairn House into a combined museum/library
facility via WDC’s successful Levelling Up Fund bid. Following design workshops and feedback, content will be developed in 2024 for an external
funding application to support an ambitious heritage activity programme for Glencairn House. External funding will be sought in 2024/25 to
support a programme of heritage engagement for Glencairn House.
Strathleven Place
In tandem with the Glencairn House redevelopment, planning will commence on the current Dumbarton Library building on Strathleven Place to
be converted into a publically accessible archive and collections store for the Council’s most important heritage objects and documents. In
2024/25 A&H will progress plans to review the storage areas and collections to prepare for the future decant to Strathleven House in 2025.
Clydebank Heritage Hub
Detailed designs have been agreed and activity is underway to deliver an engaging and informative new museum experience that highlights the
rich history of Clydebank to both local residents and visitors alike. Having been further impacted by delays associated with remedial works this
project is now expected to complete by end 2024. In 2024/25 A&H will support the opening of the Heritage Hub and submit a Museums Galleries
Scotland Museum Development Fund application to support activity and engagement by October 2024 with view to securing funding.
Implementation of MODES CMS
A&H will progress the plans to Install MODES computer management system to manage and maintain collections information for the benefit of
the service and service users. This system enables access to museum, fine art, local history and archival records for research purposes and for
management and maintenance of collection records. The current Collections Management Software (CMS), ADLIB contract expired in
December 2023. MODES will offer an updated system for A & H officers. Following install in conjunction with ICT and web team A&H will
investigate funding to implement the front end build to enable access by the public.
Performance & Strategy Team
Strategic Engagement
In line with the Council’s Strategic Plan, to ensure our residents are engaged and empowered we will continue to review and strengthen our
approach towards strategic engagement with a particular focus on increasing participation from seldom heard voices, improving how we
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feedback results to the community and partners, and exploring best practice with engagement tools. We will support the Council with budget
consultations and continue to gather resident’s views through the Citizens Panel.
Equalities Review
The rights set out in the United Nations Children’s Rights Convention (UNCRC) Bill was passed unanimously by the Scottish Parliament on 16
March 2021, and work continues nationally to have this incorporated as law. The UNCRC sets out the rights to which children under 18 are
entitled in all areas of their lives and recognises that especially vulnerable children, including care experienced children, migrant children and
children with disabilities, require particular protection. To meet new legislative requirements, we will continue to review our Equalities Strategy to
ensure the inclusion of UNCRC is considered in all areas of policy and practice and undertake a review of our approach towards Equality Impact
Assessments to reflect any changes. In addition, the British Sign Language (Scotland) Act 2015 came into force in October 2015. It promotes the
use of BSL in Scotland, primarily by requiring local authorities to develop BSL plans that outline how they will promote and raise awareness of
the language; in 2024/25 we will develop our new six year plan 2024-30.
Continuous Improvement
Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in
this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and
leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities;
sustainability; and fairness and equality.
Action Plan
The challenges identified in Section 2 and the key factors identified in Section 3 have informed CCF priorities for 2024/25. Appendix 1 sets out
the action plan to address them. It also includes:
• performance indicators and targets that will enable progress to be monitored and reported to stakeholders
• strategic workforce actions to address workforce issues identified in the planning process; and
• strategic and/or service risks.
In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic
objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual
services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and
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clients in receipt of the services provided. In identifying the relevant risks for 2024/25 and actions to mitigate them, the aim is to improve or
maintain the current position (i.e. the current risk score) set out in the appendix.
4. Resources
Finance 
The Finance team are currently creating the detailed service budgets to accurately reflect all savings, management  adjustments and other
budget adjustments agreed by Council on 6 March 2024. Once this is complete the service plans will be updated with each Service’s Gross
Expenditure, Gross Income and Net Revenue Expenditure Budgets.
Employees
Employee Numbers
The headcount and full time equivalent staff in each service area (as of 31st March 2024) are as follows:
Absence in 2023/24
Service Area Headcount FTE
Communications & Sales 5 5
Customer Services  47 41.98
Facilities Management (Including Town Hall) 583 318.99
Libraries 58 46.67
Arts & Heritage 8 8
Performance & Strategy 4 3.81
Communities  22 17.71
TOTAL 727 442.16
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The quarterly absence statistics for Citizen, Culture and Facilities are shown below together with the Council average for the same periods for
comparison. The figures have been higher than the Council average throughout 2023/24:
Absence in 2023/24 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee
Citizen, Culture and
Facilities 
5.36 3.92 6.52 5.82 17.41
COUNCIL WIDE TOTAL 3.64 3.36 4.67 5.01 13.74
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Appendix 1: Action Plan
1. Our Communities
Objective 1. Our neighbourhoods are safe, resilient and inclusive
Performance Indicator 2024/25
Target Owner
Number of adults and young people participating in engagement activity through Community Development
activity. 250 Elaine Troup
Action Due Date Owner
Increase the number of locations offering access to free period products 31-Mar-25 Elaine Troup
Continue the development of Locality Planning approach 31-Mar-25 Elaine Troup
Support community planning partners to develop and deliver two CP events to support increased
participation
31-Mar-25 Elaine Troup
Strategic Risk Description Current
Assessment
Target
Assessment Owner
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.
Elaine Troup
Objective 2. Our residents health and wellbeing remains a priority
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Performance Indicator Target 24-25 Owner
% of pupil medical dietary requests met 100% Sharon Jump
% of pupils who take up free school meals ( P1-7 ) 75% Sharon Jump
Action Due Date Owner
Review menu and food purchase to minimise waste and reduce costs 31-Mar-2025 Sharon Jump
Review outputs from Good Food Nation consultation process. 31-Mar-2025 Sharon Jump
Objective 3. Our residents are supported to increase life and learning skills
Performance Indicator Target 24-25 Owner
Total number of visits to funded and part funded museums and heritage centres (in person & virtual) 106,500 Lauren Crooks
Total number of library visits (physical and virtual) 385,000 Stephen Daly
Total number of library issues ( physical and e-issues) 220,000 Stephen Daly
% of adults satisfied with libraries 90% Stephen Daly
% of adults satisfied with museums and galleries 88% Lauren Crooks
Action Due Date Owner
Progress funding application to support heritage activity programme for Glencairn House 31-Mar-2025 Lauren Crooks
Progress storage review and planning for future decant of WDC collections to Strathleven 31-Mar-2025 Lauren Crooks
Support progress of plan for opening of Clydebank Heritage Hub 31-Mar-2025 Lauren Crooks
Support progress of MODES installation 31-Mar-2025 Lauren Crooks
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Action Due Date Owner
Implement and embed a new delivery model for co-located libraries 31-Mar-2025 Stephen Daly
Create a strategy document for West Dunbartonshire Libraries 31-Mar-2025 Stephen Daly
Migrate the Libraries Management System (LMS) to a new software supplier 31-Mar-2025 Stephen Daly
Continue to delivery youth learning and community based learning and participation opportunities. 31-Mar-2025 Elaine Troup
4. Our Council
Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents
Action Due Date Owner
Develop and implement wellbeing, employee engagement, equality and learning and development plans to
enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2025 All Managers
Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain
the workforce. 31-Mar-2025 All Managers
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-2025 All Managers
Develop and implement learning and development opportunities to improve capabilities and resilience within
the workforce. 31-Mar-2025 All Managers
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19 
Objective 11. Our Council is adaptable and focused on delivering best value for our residents 
Performance Indicator Target 24-25 Owner
% of complaints received by the Council that are resolved at Stage 1 90% Stephen Daly
% of complaints received by the Council that are resolved at Stage 2 10% Stephen Daly
% of telephone calls answered within 3 minutes by Contact Centre as a proportion of all calls answered. 90% Stephen Daly
% of telephone calls answered within 5 minutes by Repairs Contact Centre as a proportion of all calls
answered.
90% Stephen Daly
Residents satisfaction with Council services overall 85% Amanda Graham 
Action Due Date Owner
Implement complaints management process enhancements – next phase 31-Mar-2025 Stephen Daly
Explore telephony self-serve options 31-Mar-2025 Stephen Daly
Roll out child friendly complaint procedure.  31-Mar-2025 Stephen Daly
Review library materials and staffing 31-Mar-2025 Stephen Daly
Review and redesign of the Communities team service delivery  31-Mar-2025 Elaine Troup
Review operating model of Facilities Management service – Next Phase  31-Mar-2025 Sharon Jump
Progress commercialisation and income generation opportunities   31-Mar-2025 Amanda Graham
Progress community facilities plan 31-Mar-2025 Amanda Graham 
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20 
Risk Description Current Assessment Target Assessment Owner
Risk of failure to meet
citizen expectation and
service standards
Risk of citizen dissatisfaction due to us not doing what
we say we will when we say we will.  Stephen Daly
Failure to effectively
manage and learn from
complaints
There is a risk of damage to the Council's reputation.
If complaints are not handled effectively, there can be
an adverse effect on the public perception of the
Council which can lead to a lack of trust in the
services provided.   
Stephen Daly 
Objective 12. Our residents are engaged and empowered 
Performance Indicator Target 24-25 Owner
% of residents who are satisfied with the Council website 85% Stephen Daly
% of stage 1 complaints responded to within 5 working days. 100% Stephen Daly
% of stage 2 complaints responded to within 20 working days. 100% Stephen Daly
% of residents who feel the Council communicates well with them 75% Lauren Crooks
No. of transactions undertaken online 54,500 Stephen Daly 
Action Due Date Owner
Progress upgrade online content management system – next phase 31-Mar-2025 Stephen Daly
Progress security reviews of websites 31-Mar-2025 Stephen Daly
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21 
Action Due Date Owner
Review accessibility of the website and intranet 31-Mar-2025 Stephen Daly
Develop strategic communications strategy 31-Mar-2025 Lauren Crooks
Develop a communication plan to support budget savings initiatives 31-Mar-2025 Lauren Crooks
Progress plans to strengthen approach to strategic engagement  31-Mar-2025 Lauren Crooks
Reflect legislative changes from Scottish Gov in WDC equalities framework, process and procedures 31-Mar-2025 Lauren Crooks
Develop WDC British Sign Language (BSL) plan 2024-30 31-Mar-2025 Lauren Crooks
Deliver the UK Shared Prosperity Funded projects. 31-Mar-2025 Elaine Troup
Develop an approach for the future provision of community budgeting 31-Mar-2025 Elaine Troup
Continue to Develop an approach to food insecurity  31-Mar-2025 Elaine Troup 
Risk Description Current Assessment Target Assessment Owner
Risk of Ineffective
Communications /
Reputation Risk
Ineffective use of corporate communication channels
may result in messages that are inconsistent with
authorised responsibilities or established performance
measures. Employees without intranet access or
email access may not receive communications. Not
effectively managing corporate responses to adverse
events may lead to an erosion of the Council's
reputation.  
Lauren Crooks
Failure to deliver on the
capacity building of the
Community
Empowerment
(Scotland) Act
As communities continue to recover from the impact of
Covid-19 there is an ever greater need to support and
develop communities. Community capacity building
and community development work continues within
existing resources.   
Elaine Troup
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22 
Risk Description Current Assessment Target Assessment Owner
Failure to secure
community and partner
buy-in for the approved
Community
Empowerment Strategy
and Action Plan.  
The risk level remains the same as work continues on
the Delivery Plan. The establishment of a Project
Board in 2021/22 has reduced this risk level in relation
to service area buy-in. 
Elaine Troup     
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer - People and Technology
Corporate Services Committee: 22 May 2023
Subject: People and Technology Delivery Plan 2023/24 - Year-end Progress &
People and Technology Delivery Plan 2024/25
1 Purpose
1.1 This report sets out the year-end progress of the 2023/24 Delivery Plan and
presents the new Delivery Plan for 2024/25.
2 Recommendations
2.1 It is recommended that Committee notes the progress achieved at year-end
and the new plan for 2024/25.
3 Background
3.1 In line with the Strategic Planning & Performance Framework, each Chief
Officer develops an annual Delivery Plan which sets out actions to help deliver
the Strategic Plan and address the performance challenges and service
priorities identified in the planning process. The Plan also provides an
overview of services and resources, including employees and budgets, sets
out the performance indicators (PIs) for monitoring progress and considers the
relevant risks.
4 Main Issues
2023/24 Year-end Performance
4.1 The 2023/24 Delivery Plan was presented to Corporate Services Committee
on 24 May 2023 and mid-year progress reported on 1 November 2023.
4.2 Full details of year-end progress are set out in Appendix 1.
4.3 The progress of the Plan’s 16 actions is summarised below:
Progress No. (%)
Completed 15 (94%)
Delayed 1 (6%)
4.4 Delayed action relates to the following and will be carried forward and
completed in 2024/25:
• Implement improvements in recruitment life cycle processes – 50%
complete.
ITEM 9
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4.5 Year-end data is available for all of the Plan’s 9 PIs. The performance of
those PIs is summarised below: 
Performance Against Target No. (%) 
Target met or exceeded 5 (55%) 
Target narrowly missed 0 (0%) 
Target significantly missed 4 (45%)
Performance Over Time No. (%) 
Improved over short term (or maintained high level of
performance)
6 (67%) 
Improved over longer term (or maintained high level of
performance)
6 67(%) 
4.6 Significantly missed targets relate to the following PIs: 
• Percentage of Council employees who feel valued in the workplace with
46% against a target of 75%. 
• % of our workforce who have declared a disability with 0.04% against a
target of 2.2%
• % of our workforce who have stated they are LGBT with 1.19% against a
target of 2.5%
• % of our workforce who are from a Black minority ethnic group with 0.58%
against a target of 1% 
4.7 The full set of PIs will be reported through the Council’s annual performance
reporting process once all data becomes available. 
2024/25 Delivery Plan 
4.8 The 2024/25 Delivery Plan is set out at Appendix 2. 
4.9 Key priorities include: 
• Maximise/ pursue automation opportunities across the Council 
• Implement statutory payroll changes
• Undertake annual payroll audit
• Implement revised team structure and service provision
• Further secure the Council’s technology infrastructure
• Deliver fit for purpose bandwidth capacity to all Council locations
• Enable an improved digital workplace experience for Council employees
• Review and implement MS SharePoint and One Drive
• Coordinate ICT device replacement programme
• Review and update FfF approach
• Implement improvements in recruitment life cycle processes
• Maintain and monitor employee wellbeing, engagement and workforce
planning
• Review and enhance employee skills and learning programme
• Continue to embed sound Health & Safety practice
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• Enhance/ expand digital skills champion roles
• Develop a plan to further mainstream digital transformation across the
Council
• Progress assurance and test plan for Service Plans and Business
Continuity Plans
• Develop a framework for the Council’s power resilience arrangements 
4.10 Implementation of the Plan will be monitored by the management team with
mid-year and year-end progress reported to Corporate Services Committee
around November 2024 and May 2025 respectively. 
5 People Implications 
5.1 There are no direct people implications arising from this report. 
6 Financial & Procurement Implications 
6.1  There are no direct financial or procurement implications arising from this
report. 
7 Risk Analysis 
7.1 Failure to deliver on the actions assigned to 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. 
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Chief Officer: Victoria Rogers
Service Area:  People and Technology 
Date:   20 April 2024
_____________________________________________________________ 
Person to Contact:  Performance & Strategy Business Partner    
karen.Connelly@west-dunbarton.gov.uk 
Appendices:  Appendix 1: People and Technology Delivery Plan
2023/24 – Year-end Progress 
Appendix 2: People and Technology Delivery Plan
2024/25 
Background Papers: People and Technology Delivery Plan 2023/24 –
Corporate Services Committee, 1 November 2023 
Strategic Planning & Performance Framework 2022/27   
Wards Affected: All
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1
Appendix 1 - P&T Delivery Plan Year-end Progress 23/24
4. Our Council
Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents
Performance Indicator
2022/23 2023/24
Owner
Value Status Value Target Short Trend Long Trend Note
Percentage of ICT helpdesk incidents fixed with half
day of being logged. 58.11% 66.82% 60%
Target exceeded, with continued
improvement mainly due to redesign
of internal workflows and the
introduction of the Tech Desk walk in
service. Over 14,000 ICT helpdesk
incidents were resolved within half
day of being reported. The target for
2024/25 will be increased to 65%%
and continuously monitored.
James Gallacher
% of our workforce who have declared a disability 1.46% 0.04% 2.2%
Performance has decrease by of
1.42%. Of the workforce 47% have
no record or prefer not to say. Only
78 employees have declared a
disability. Action continues to be
taken to encourage reporting in this
area with positive re-enforcements as
to the reason this data is collected.
Alison McBride
% of our workforce who have stated they are LGBT 1.06% 1.19% 2.5%
Performance has marginally
increased. LGB and Transgender are
collated separately. 72.4% of the
workforce have no record or prefer
not to say. Action continues to
encourage employees to provide
Alison McBride
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2
Performance Indicator
2022/23 2023/24
Owner
Value Status Value Target Short Trend Long Trend Note
equalities data. 
% of our workforce who are from a Black minority
ethnic group 0.58%  0.58% 1%        
This figure has remained static
45.08% have no ethnicity data
recorded or prefer not to say. Action
continues to encourage employees to
provide equalities data. 
Alison McBride
Disability pay gap 3.68%  1.07% 10%  
Target met. The disability pay gap
has improved by 2.61% from
previous year. 0.6% of total leavers
had previously declared a disability
which has reduced this percentage.  
Alison McBride
The percentage of the highest paid 5% employees
who are women 62%  63.9% 50%  
Performance exceeds target. A slight
increase of 2% from previous year
showing that 64% of WDC’s top 5%
earners are female.
Alison McBride
Gender pay gap 1.78%  0.4% 3%  
Target met. Improvement in
performance, mainly due to the
increase in Grade for Home Carers
from Grade 3 to Grade 4 as a result
of Job Evaluation request for re-
evaluation.  
Alison McBride
% employee attendance improvement rate
(teachers & local govt.) 0.55%  1.86% 1%  
Target met. Whilst the improvement
rate was -5.65% in Quarter 4, the
annual result was more encouraging
and reported at 1.86%. Quarter 1
noted a contributing factor to
improved performance for the whole
year.
Alison McBride
Percentage of Council employees who feel valued
in the workplace 68%  46% 75%  
Target significantly missed. We can
see the impact of a number of issues
such as cost of living, reduced Local
Authority budget and the implications
of these on services and supports. 
Alison McBride 
Action Status Progress Due Date Note Owner
Continue to drive service and community
resilience to enhance overall resilience
organisationally and in our communities  
31-Mar-2024
This action is complete. We have reviewed and
updated a number of guidance documents,
processes and frameworks. We have carried out
Scott McFarlane
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3
Action Status Progress Due Date Note Owner
incident response training including Loggist training,
Council Incident Officer training (COI) and held Care
for people workshops to support incident response
for vulnerable people. We have completed
experiential learning events, Safety4Kids, which was
attended by over1400 pupils from 34 schools. Work
continues on both Service Plans and Business
Continuity Plans across the Council.
Upgrade Wi-Fi technology in council buildings 31-Mar-2024 Action complete. End of life Wi-Fi points now
replaced in all council locations. James Gallacher
Review and implement ICT Tech Desk service 31-Mar-2024
Action complete. The Tech Desk has been
operational since July 2023 and has been successful
in providing direct and immediate support to
employees. Post implementation improvement plan
agreed.
James Gallacher
Develop and establish Skills programme to
address ICT skills shortage 31-Mar-2024
Action complete. To date a number of employees
have completed training and accreditation in key
areas. Further training has been carried out in cyber
security and network technology with additional
opportunities identified including Microsoft EIS
training platform.
James Gallacher
Coordinate ICT device replacement programme 31-Mar-2024
Action complete. Laptop, PC’s and Chromebook
replacement for education and corporate teams
completed for 2023/24.
James Gallacher
Secure the Council’s Technology Infrastructure 31-Mar-2024
Action complete. ICT has met annual Cabinet Office
Public Sector Network (PSN) guidance, and the
Government has issued PSN certification for 2024/25
to the council.
James Gallacher
Maximise automation opportunities across the
Council 31-Mar-2024 This action is being monitored and reported within
Resources Delivery Plan. Arun Menon
Develop and implement wellbeing, employee
engagement, equality and learning and
development plans to enable capabilities,
improve resilience and promotion of a diverse
workforce
31-Mar-2024
Action complete. Stress Risk Assessment review
group has been established. OH contract work has
been ongoing in preparation for renewal. Mental
Health First Aiders group has been established. A
number of webinars have been offered to support
employee resilience. Employee benefits have been
extended with access to VIVUP and AVCWise.
A Chief Officer pack for Trickle has been issued and
work continues on promoting usage. The employee
Alison McBride
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4
Action Status Progress Due Date Note Owner
awards planning and review has completed. I-learn
continues to see high level of usage across the
workforce and Quantum is now looking to recruit the
4th cohort. 
Equally Safe @Work development Tier has been
achieved.  Equal Pay audit and Recruitment audit
have been completed. A review of JE has completed.
The council have also committed to the Race at
Work Charter. 
Develop and implement employee life cycle
plans in line with the People First Strategy to
attract and retain the workforce  
31-Mar-2024
Action complete. Work on the recruitment phase has
commenced with actions around job profile review,
business case for change, recruitment practices and
process all being progressed. 
It should be noted that resource across the team is
so tight and with increased demands from industrial
action, ES/VER exercise, savings it has not allowed
the progress, we would have liked to be made in this
area. Whilst the actions relating to recruitment are
progressing we are unlikely to be able to move
forward through the cycle and the time line for this
work will require to be extended 
Alison McBride
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-2024
Action complete. The digital agenda has been
reviewed with support focussed on 365/SharePoint
rollout. In addition, a more focussed output
approach around skills, data and improvement has
also been agreed. This requires a refresh of the
digital champion network, a new approach to
upskilling the workforce with a digital passport to
ensure best usage of the technology. 
The council continues to offer flexible working and
has recently added pregnancy loss and a gender
based violence policy to the supportive suite of
policies offered.
Alison McBride
Develop and implement learning and
development plans and development
opportunities to improve capabilities and
resilience within the workforce  
31-Mar-2024
Action complete. The team continue to offer a
blended learning support with i-learn, face to face,
webinars and bespoke support to some services. The
TU Learning Committee continues with a
collaborative approach to ensuring many
opportunities for employees. The senior leadership
programme Quantum continues to be embedded.
Alison McBride
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5
Action Status Progress Due Date Note Owner
The Achieve Value and supporting Frameworks have
been reviewed too. The apprenticeship levy fund has
been removed and the Digital team are looking to
support the workforce improve their digital skills. 
H&S have responded to the recent Fire Service
changes and have delivered a support pack and
training to RPO’s. 
The HR Team has implemented a HR graduate post
to aid succession planning and resilience and a
review of areas of development and improvement
for the team being considered including planned
leadership development, team case session, process
improvement and learning opportunities to aid team
resilience. 
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  
18-Mar-2024
This risk remains current due to the
manner in which Frontier deploy
improvements and support the system
development in line with operational
requirement. Officers continue to
monitor and manage this risk. 
No change to risk matrix.
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 
18-Jan-2024
The H&S team continue to review and
streamline key service areas such as
safety management standards and
learning. Figtree has seen
improvements in how risk assessments
are managed and the latest update has
integrated a hazard report form to the
platform. A quarterly newsletter is
published to update and promote good
practice. The team continue to support
all H&S committees and RPO’s to
ensure a consistent approach. The
team are continuing to improve the
process in management health
surveillance with OH and line
Alison McBride
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Risk Description Current
Assessment Target Assessment Date Reviewed Note Owner
managers. Most recent projects include
management workplace inspections,
noise monitoring, audits and corporate
warning market system. 
Fire safety management is ongoing
across the authority including fire risk
assessments and fire safety training
and supporting services following the
July 2023 changes from the SFRS in
relation to response to fire alarm
signals. 
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.   
15-Jan-2024
Workforce Planning Strategy in place
for 2022-2027. 
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 robust package of wellbeing
resources continue to be available,
absence levels are closely monitored,
with personal stress and minor
ailments absences prevalent. 
Trickle relaunch is ongoing across the
whole of the organisation to ensure
this tool is better used for employee
feedback and engagement with the
recent issue of a Chief Officers pack. 
Digital Skills Framework has been
launched to support employees to keep
abreast of digital skills and will support
Office 365. This year a Digital Skills
Alison McBride
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Risk Description Current
Assessment Target Assessment Date Reviewed Note Owner
survey was undertaken, response rate
was poor. Work to support the
workforce with 365 and technology
updates is ongoing and the Digital
Transformation board is being
reviewed. 
Services are currently working on
structures and service delivery whilst
considering the difficult financial
funding position and the impact of this
will closely supported and monitored.
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.   
17-Jan-2024
WDC Cyber Security posture is
continually being reviewed and
monitored, ICT continues to follow
NCSC guidance where applicable. 
Recent focus has centered on
strengthening email security with
enhanced user training capabilities.
Progress continues to improve our
M365 security posture in addition to a
review of our DR planning and incident
management procedures. 
Enhanced online email security training
is being scheduled for employees, ICT
management also attended NCSC
accrediated Cyber Awareness training. 
There is a continual review of the
process to apply security updates,
patches, and software deployments.
Recent improvements have been
implemented to automate the update
processes where possible and new
technology to control, secure and
manage remote accessing of devices.
ICT team are also procuring a new
secure remote access solutions. 
Geo-blocking to GB remains in place
James Gallacher
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Risk Description Current
Assessment Target Assessment Date Reviewed Note Owner
and the geo-political situation
continues to be monitored.
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-May-2023 Action complete. All year end processes and system
upgrades complete. Arun Menon
Undertake annual Payroll Audit 31-Dec-2023 Action complete. Arun Menon
Review and update FfF approach to improve
budget efficiencies 31-Mar-2024
This action is complete. We have reviewed the FfF
approach and identified a few common themes
which we will build into the improved process. We
have delivering service design training across the
council services. FfF in the current format, has
received national recognition and we are finalists in
the national UK business awards in the ‘Disruptive
Business Model’ category.
Alison McBride
Continue to embed sound H&S practice 31-Mar-2024
Action complete. The H&S team continue to review
and streamline key service areas such as safety
management standards and learning. Figtree has
seen improvements in how risk assessments are
managed and the latest update has integrated a
hazard report form to the platform. A quarterly
newsletter is published to update and promote good
practice. The team continue to support all H&S
committees and RPO’s to ensure a consistent
approach. The team are continuing to improve the
process in management health surveillance with OH
and line managers. Most recent projects include
management workplace inspections, noise
monitoring, audits and corporate warning marker
system.
Fire safety management is ongoing across the
authority including fire risk assessments and fire
safety training and changes to the recent changes
from the SFRS in relation to response to fire alarm
Alison McBride
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Action Status Progress Due Date Note Owner
signals
Implement improvements in recruitment life
cycle processes   31-Mar-2024
This action will carry over into 2024/25. Whilst some
progress has been made there have been delays due
to resource restrictions and pressures from
additional HR activity in relation to industrial action,
savings and employee severance and voluntary early
retirement.
Alison McBride
Maintain and monitor employee wellbeing,
engagement and workforce planning.   31-Mar-2024
Action complete. Work is continuing with the
changes to the Occupational Health contract being
progressed and a plan being developed with a view
to continuing to raise awareness of Vivup counselling
provision.  A review of the employee recognition
awards has been undertaken with actions to be
implemented next year.  Workforce planning
framework and supporting toolkit and manager
sessions have been launched and delivered.  Work
continues on the equalities plan.
Alison McBride 
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   17-Jan-2024
WDC is currently implementing several
technology change projects with a
focus on modernisation and improving
the digital workplace experience for
users. Remote access, desktop
applications and device
imaging/windows update projects are
in progress and will continue during
2024/25. ICT continue to embrace and
research new technologies and also
maximise our existing investments. i.e
MS Sharepoint is at planning stage
James Gallacher 
Action Status 
Cancelled 
Overdue
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Not on track 
In Progress and on track 
Completed 
PI Status 
Target significantly missed 
Target narrowly missed 
Target met or exceeded 
Risk Status 
Alert 
High risk 
Warning 
OK 
Unknown 
Long Term Trends 
Improving 
No change 
Declining 
Short Term Trends 
Improving 
No change 
Declining 
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2024-25
DELIVERY PLAN
People and Technology
Appendix 2
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Contents
1. Introduction ............................................................................................................................................................................2
2. Performance Review .............................................................................................................................................................2
3. Strategic Assessment ............................................................................................................................................................6
4. Resources ......................................................................................................................................................................... 112
Finance ........................................................................................................ 122
Employees ................................................................................................... 122
Appendix 1: Action Plan ................................................................................................................................................................. 14 
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1. Introduction 
People and Technology comprise a wide range of services covering Strategic HR, Organisational Development & Change and
Digital, ICT, Transactional Services (HR advice, pensions and pay), Health, Safety and Risk and Organisational Resilience. It is
one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out
in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning
process. 
The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services
Committee twice yearly, at mid-year and year-end. 
2. Performance Review 
The management team completed a detailed review of 2023/24 performance, focusing on the following: 
• 2023/24 Delivery Plan year-end progress;
• Local Government Benchmarking Framework (LGBF) comparative data;
• Association for Public Service Excellence (APSE) comparative data;
• National Digital Office programmes;
• Cabinet Office and Scottish Government Security compliance and guidance; and
• Continuous Improvement 
This review highlighted our key achievements and challenges in 2023/24. These are summarised below. 
Key Achievements 2023/24 
Transactional Support
• Furthered digital improvements in the Workforce Management System (WMS) specifically the implementation of Caseviewer
which significantly improves the management of online form approval and visibility
• Completed annual payroll audit and processed multiple complex pay awards.
• Successfully developed automations within key process areas delivering crucial efficiencies.
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ICT
• Published streamlined 5-year ICT Strategy 2023-28
• Implemented new walk-up Tech Bar to provide immediate ICT support.
• Achieved over 76% KPI of ICT incidents resolved in half day or less.
• Microsoft 365 project – Council employees mailboxes migrated to 365 cloud platform and council email now available on any
device from anywhere for migrated users. Cross organisation project completed that enables direct collaboration between
council and NHSGGC employees.
• Implemented a new ICT Cyber Security Team
• Implemented new Cyber Security email protection technology to strengthen our Cyber defence.
• Delivered ICT Security training course materials and Cyber Security Awareness sessions for Senior Management Team and
Upskilled ICT employees with industry-standard training in infrastructure, 365, device, and cyber security fields.
• Replaced 350 laptops in education and corporate sites, replaced 2000 Chromebooks in schools and now host over 12,000
Chromebooks on our Education network. Introduced Apple devices to enhance Music teaching and learning in high schools,
upgraded 1400 PC’s & laptops across Corporate and Education estate to ensure they are fully patched and secure with latest
operating systems.
• Migrated 2700 corporate devices (laptops/phones) to 365 cloud services to ensure they can be managed remotely regardless
of location.
• Delivered Network infrastructure Improvements:
o Implemented a new secure Remote Access solution for council employees.
o Began the replacement of virtual application solution and redesign of desktop application access.
o Improved bandwidth capacity at council data centre.
o Completed Council Wi-Fi replacement project to upgrade Wi-Fi access at 63 council locations.
People and Change
• Strategic Human Resources developed a revised Workforce Planning Strategy in addition to publishing key policy changes.
• Employee Engagement initiatives such as a relaunch of Trickle, supported with a Chief Officer pack, and a review of the
Employee Awards have been completed.
• A new employee benefit has been launched with Vivup and AVC Wise allowing employees access to order white goods and
access financial planning.
• Modern apprenticeship pay review undertaken and resultant revision to remuneration levels agreed by Corporate Services
Committee.
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• Organisational Development: reviewed key development programs. Reviewed the achieve values and delivered an enhanced
programme for the Senior Management Network.
• Change and Digital team, reviewed the Fit for Future (F4F) approach which was nominated at the UK Business Awards 2023
for most disruptive programme. Provided significant support for 365 rollout and SharePoint, including development of good
practice and testing for the roll out. Progressed updates to enhance data on the work force planning manager’s console,
reviewed the digital approach and transformation board, completed a digital skills survey and continues to maintain a network
of champions.
• Health and Safety implemented a range of Health & Safety improvements particularly in terms of new fire safety legislation
with new and increased requirements and responsibilities placed on all services.
Business Resilience
• Successful induction and integration of new Civil Contingencies Officer (CCO).
• Made significant progress in power outage planning across both Council and HSCP services.
Key Challenges in 23/24
Resilience/ Capacity Challenges
• Across People and Technology, there are a range of challenges linked to a continuing and increased demand for support,
which is anticipated to be an ongoing pressure in future years. The workforce levels are now outstripped by service
demands. Over the last few years, we have encouraged services to become more self-reliant by introducing self-serve and
developing automation of key processes to promote efficiency in time-consuming tasks, however, buy-in from wider service
areas has been slow. Similarly, the take up of service champions to assist with key priorities, such as digital transformation,
has been a challenge with significant improvement required to support change. In 2024/25 we will continue to promote
automation and self-reliance.
• The Digital team is a small corporate resource, as we move forward more individual/team ownership around digital capability
will be key. This will be supported by Digital Champions but this role needs to be visible, valued, have the right people in it
and be given the time needed to ensure a consistent cascade allowing tools and skills to be mainstreamed across services.
The recent digital skills survey had a very low response rate, demonstrating a lack of engagement, a worrying lack of
understanding in how important it is to understand the skills gaps across teams in order to address these, especially given
the speed of technology developments and that this is the route forward to improving efficiency.
• The ongoing rationalisation of resources and development of service efficiencies has resulted in many restructures and an
increased reliance on SHR which has significantly impacted on the team and the ability to do the more proactive
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improvement activities. This has resulted in a number of initiatives taking much longer than anticipated such as the Stress
Risk review and the People First employee cycle improvement plan. Focus and resources are often directed to more reactive
activities such as VS/VER, legislative changes and the application and implementation of the HR people policies which
results in resources being stretched.
• Workforce Planning requires to be further embedded to ensure knowledge across the organisation is enhanced.
• Continuing recruitment challenges in attracting and maintaining resource and skills due to uncertainty and budget
implications.
• Increased demands include policy development and new employee initiatives that necessitates data from WMS and
operational HR skillsets, both of which increase day to day workloads for Transactional teams. This will ultimately require the
strict prioritisation of operational HR and Payroll tasks.
• The biggest challenge for the People and Change team was, and will continue to be, the exponential rate of change leading
to increase demand for the service to support employees’ skills, wellbeing and engagement whilst supporting council-wide
projects such as the roll-out of Microsoft 365, structure changes, changing roles and skillsets with limited resources and
increasing workload. This is leading to a much more demanding role as competing priorities such as wellbeing, workforce
capability building, maximising tools and project delivery are balanced with ensuring that ongoing financial savings and
service delivery expectations are met. As a result, turnover in the team is higher than previously experienced.
Technological Challenges
• Continued technical challenges with Frontier (WMS), particularly the speed issues for system users. Any issues continue to
be managed through discussions with the supplier at national level.
• Hybrid Working Challenges
o Managing and mitigating the increased risk of Cyber Security threats including phishing emails, ransomware attacks
and updating and managing devices to ensure they are secure. Raising user awareness and investment in new
technologies have helped to manage this challenge.
o Teleconference meetings support challenging.
o Deploying new technologies and upgrading existing technologies when dependency is heightened e.g., replacement
of remote access solution and use of local desktop applications.
o Increased demand and reliance on ICT support & technology - supporting hybrid working in addition to providing an
appointment service and new walk-up Tech Bar service to deliver support in corporate environments.
• Managing storage growth and backups and encouraging service areas to carry out data housekeeping tasks in line with their
retention policies.
• Increased revenue costs as organisations /suppliers move from a capital-based license model to revenue funded.
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• Deploying and supporting new technology whilst training employees in the new technology.
3. Strategic Assessment
The People and Technology management team completed a strategic assessment to determine the major influences on service
delivery and priorities in 2024/25. These are summarised below.
Key Factors
Financial Challenges
The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost
increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery
of front line and back office services. The Council are currently faced with an estimated cumulative funding gap in 2025/26 of
£9.8m rising to £40.4m by 2028/29. We will continue to monitor the overall financial position of the Council and updates on
estimated future budget gaps will be reported to Elected Members throughout 2024/25.
These challenges require further action to balance our budget and protect services for residents. Within People & Technology,
this means that available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we
work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable,
quality service to internal clients and the public.
Budget Sensitivity Analysis
Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these
budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future
budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels.
Within People and Technology there were no budgets identified as being more susceptible to fluctuations.
Transactional Support
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Automation of Processes and Information Provision
Many employees across the Council are employed in manual processes and information provision, such as processing invoices
and updating transactional spreadsheets. In 2024/25, we will complete deceased records automation which has been delayed
due to system challenges and continue to pursue opportunities across the council to improve efficiency. Many such processes
can be automated, providing benefits such as faster service delivery, improved quality and greater flexibility, as well as enabling
employees to refocus on more complex and meaningful tasks rather than those that are repetitive and mundane. Progress will be
reported within Resources Delivery plan.
Payroll
It is critical to ensure that employees are paid contractual and non-contractual payments accurately, in accordance with Terms
and Conditions of service, and in a timely manner. We continue to ensure compliance with all statutory requirements and
timelines.
CAS Team Reductions
The savings options agreed to deliver the 2024/25 budget have resulted in a resource reduction in the Council’s Corporate
Administration Support (CAS) team. The CAS team carries out administrative functions across all Council services to ensure
consistency. The reduction in resources will require reconfiguration of the service provided and may include the migration of
some tasks and activity back to service areas although technologies will be explored to mitigate this impact.
ICT
Infrastructure and Technology
There continues to be rapid and significant changes across the public sector. We live in a digital age where demand for council
services and expectations of service levels continue to increase at a time the council is facing significant financial challenges.
The council needs to ensure we are fit for the future by leveraging the use of technology, to deliver affordable, efficient,
sustainable, and digitally enabled services that meet residents and employee’s needs and expectations. To prepare for this,
there has been sustained investment in ICT in recent years, building a strong foundation for the future and enabling delivery of
services in new and innovative ways. During 2024/25 we will progress the following initiatives:
Cyber Security
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The council will continue to invest in Cyber Security technology and resources ensuring our ICT infrastructure, systems and data
and employees remain secure against the risk of cyber threat whilst achieving Cabinet Office compliance for our infrastructure.
Improve Bandwidth
We will begin a 2-year improvement project to transform our external network and ensure council locations have fit for purpose
bandwidth available to enhance workplace experiences and assist in enhancing teaching and learning across our education
establishments.
Improve user Experience.
We will continue the rollout of a new remote access solution and remove legacy application technology to ensure council
employees have access to a robust, consistent, secure and improved digital workplace experience regardless of working in the
office or at home.
Microsoft 365 - next phase
The council has invested in Microsoft 365 cloud services and has made significant progress on associated projects throughout
2023/24. The main deliverable in 2024/25 is to implement MS SharePoint to replace our long-standing use of on-premises file
storage used for managing council files and folder. This technology will integrate with existing 365 services and increase mobility
and flexibility by enabling council employees to share files on the go.
ICT Device Replacement
We 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 2023-28.
People and Change
Fit for Future Reviews (FfF)
In 2020, to support continuous improvement, the Council embarked on a programme of Fit for Future service reviews. Using a
range of tools that encapsulates service design and employee engagement, information is gathered and reviewed to identify
improvements and to ensure our services are efficient and that we make the best use of our resources. During 2024/25 we will
further review the FfF programme to ensure it continues to meet the service needs.
Improve step1 in the employee life cycle – ‘Recruitment’
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The recruitment life cycle begins when a need for a post is identified until the point where the preferred candidate is identified.
An eight-week review of this step was completed in 2023/24 and improvements in this area will be implemented. The recruitment
step will be streamlined, improved and modernised for recruiting managers and for those applying for jobs in WDC (internal or
external). Following some capacity challenges we will further progress this in 2024/25.
Workforce Planning
The Workforce Planning Framework and Strategy for 2022 – 2027 has been reviewed and implemented ensuring processes are
aligned to the Strategic Planning Process and reflects the key priorities of the People First Strategy. During 2024/25 focus will be
on further embedding the framework by developing managers’ knowledge and skills to enable effective workforce planning within
the context of the challenges faced to support Service delivery plans and sustainable people resources to deliver.
Sustainable Employment and Organisational Design
Continuing to ensure employees skillset/development continues to grow and can be supported. If this is not prioritised,
recruitment and retention difficulties may be exacerbated with attendance, well-being and workforce motivation impacted. Skills
may not keep pace with new technology/tools/developments with WDC becoming poorly placed to capitalise/deliver on
improvements. During 2024/25 focus will be on ensuring adequate access to skills training,
Health & Safety
Continue to manage council risk and ensure sound Health & Safety practices are embedded. Poor H&S practice creates
significant risk for the council both in terms of financial and reputational damage. Sound H&S practice supports employee
engagement and collaboration with good workforce practices, without this commitment employee engagement, will suffer.
During 2024/25 we will further embed key H&S practices.
Transformation and Continuous Improvement
Digital Transformation
The People First Strategy is ensuring that we put people at the heart of our approach to digital transformation, this is supported
by a more cohesive and holistic plan involving learning, engagement, wellbeing and workforce planning. This ambitious plan will
ensure all aspects of the individual is considered as we progress with digital transformation from 2022-27.
To facilitate this, the service needs a joined-up approach to supporting digital transformation, growing employee skills and
working with citizens to adapt and change how services are delivered. To do this, structures require to be reviewed and
resources (financial and workforce) need to be identified to ensure plans and processes are in place alongside the ability to
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constantly monitor progress on keeping pace with digital transformation and technology. To support this the Digital
Transformation Board has been reviewed to allow a more focussed, one-council approach to be adopted.
The speed of technological advancement has been rapidly increasing and will continue to do so. This will impact employees,
citizens and services as the Council seeks to both capitalise and adapt to these. Additional support and upskilling have been
evident with the rapid deployment of MS Teams and this will continue as the team support the rollout and maximisation of
M365/SharePoint.
In 2024/25 we will continue to build good data practices/structures council-wide. Managing and maximising data usage and
improving skills is key to ensuring employees and users understand benefits and threats. If this is not continued it increases the
potential for both reputational and financial risks. It will also impact decision making and understanding on progressing
improvement activity and planning for the same.
We will also continue to support development of the WMS to aid wider process and digital transformation and continue to
develop automations within transactional processes through collaborative practice, service design and maximising digital
practice, through the reviewed Fit for Future programme. Technology is developing quickly and WDC needs to ensure that they
keep pace in order to capitalise on the benefits this brings to service improvement, costs and delivery. This must be looked at
collaboratively with users and employees to ensure understanding, best practice and skills required.
Business Resilience
Service Resilience
The Civil Contingencies Officer has continued to support West Dunbartonshire’s resilience planning, and response arrangements
to ensure adequate officers are trained at all levels throughout the Council and HSCP to support the Councils response to any
incident within West Dunbartonshire. Various Plans have been developed and are reviewed annually, these assist with the
Councils readiness to respond to emergencies and other unplanned events.
This includes managing the Council and HSCPs Business Continuity Plans (BCPs), this process is typically reviewed on an
annual basis or following an incident or an event to ensure they remain fit for purpose. All BCPs essentially feed into the
Strategic Business Continuity plan to provide reassurances to Chief Executive and Chief Officers that essential services have
been considered and adequate risk measures are put in place to minimise disruption. In 2024/25 we will continue to review the
BCP’s.
Power Resilience
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Power Resilience differs from Business Continuity Planning due to the complexities surrounding this risk. The aim of this work is
to provide a robust and tested framework for the Council’s Power Resilience arrangements. The purpose of this work is to
provide confidence to the Chief Executive and Chief Officers that service managers have considered this risk, applied mitigation
measures and raised awareness across their service, especially with employees. In 2024/25 we will progress plans to determine
what our essential services are and how we can continue to delivered them, and at the same time prioritising those most at risk /
vulnerable within our community.
Continuous Improvement
Continuous improvement is central to all that we do. The actions set out in this section as well as those at an operational level
not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best
Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative
working; working with communities; sustainability; and fairness and equality.
Action Plan
The challenges identified in Section 2 and the key factors identified in Section 3 have informed P&T priorities for 2024/25.
Appendix 1 sets out the action plan to address them. It also includes:
• performance indicators and targets that will enable progress to be monitored and reported to stakeholders
• strategic workforce actions to address workforce issues identified in the planning process; and
• strategic and/or service risks.
In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet
stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the
potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners,
contractors and volunteers or service users and clients in receipt of the services provided. In identifying the relevant risks for
2024/25 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in
the appendix.
4. Resources
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Finance 
The Finance team are currently creating the detailed service budgets to accurately reflect all savings, management  adjustments
and other budget adjustments agreed by Council on 6 March 2024. Once this is complete the service plans will be updated with
each Service’s Gross Expenditure, Gross Income and Net Revenue Expenditure Budgets. 
Employees 
Employee Numbers 
The headcount and full-time equivalent employees in each section (as of 31st March 2024) are as follows: 
Absence in 2023/24 
The quarterly absence statistics for People and Technology are shown below together with the Council average for the same
periods for comparison. The figures for People and Technology have been lower than the Council average throughout 2023/24. 
Absence in 2023/24 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee
P&T Service  0.27 0.98 1.75 1.56 2.93
COUNCIL WIDE TOTAL 3.41 3.02 4.64 4.81 12.91
Service Area Headcount FTE
Transactional (part of Business Support)  25 21.49
People & Change (Strategic HR, H&S, Risk, Change, OD
& Digital)
33 32.39
ICT 51 45.91
TOTAL 109 99.79
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Appendix 1: Action Plan 
4. Our Council 
Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents 
Performance Indicator 2024/25 
Target Owner
Percentage of ICT helpdesk incidents fixed with half day of being logged. 65% James Gallacher
% of our workforce who have declared a disability 2.2% Alison McBride
% of our workforce who have stated they are LGBT 2.5% Alison McBride
% of our workforce who are from a black minority ethnic group 1% Alison McBride
Disability pay gap 10% Alison McBride
The percentage of the highest paid 5% employees who are women 50% Alison McBride
Gender pay gap 3% Alison McBride
Percentage of Council employees who agree or strongly agree that in general, they feel valued in their role at
WDC
75% Alison McBride
% employee attendance improvement rate (teachers & local govt.) 1% Alison McBride
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Action Due Date Owner
Further secure the Council’s technology infrastructure 31 Mar 2025 James Gallacher
Deliver fit for purpose bandwidth capacity to all Council locations 31 Mar 2025 James Gallacher
Enable an improved digital workplace experience for council employees 31 Mar 2025 James Gallacher
Coordinate ICT device replacement programme 31 Mar 2025 James Gallacher
Review and implement MS SharePoint and One Drive   31 Mar 2025 James Gallacher
Prepare an assurance plan for Business Continuity Plans and training needs 31 Mar 2025 Scot McFarlane
Develop a framework for the Councils power resilience arrangements 31 Mar 2025 Scot McFarlane
Enhance/ expand digital skills champion roles 31 Mar 2025 Alison McBride
Develop a plan to further mainstream digital transformation across the Council 31 Mar 2025 Alison McBride
Develop and implement wellbeing, employee engagement, equality and learning and development plans to
enable capabilities, improve resilience and promotion of a diverse workforce
31 Mar 2025 All Managers
Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain
the workforce 31 Mar 2025 All Managers
Develop and implement learning and development opportunities to improve capabilities and resilience within
the workforce. 31 Mar 2025 All Managers
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 2025 All Managers 
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Risk Description Current
Assessment Target Assessment Owner
Workforce
Management System
not fit for purpose
There is a risk that the WMS system is not fit-for-purpose
thereby requiring manual workarounds restricting the
level of automation impacting on efficiencies  
Arun Menon
Challenges in
protecting the Health
and Safety of
Employees and
Others
Failure to meet the Council’s duty to protect the health,
safety and welfare of its employees and other people
who might be affected by its business    
Alison McBride
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.    
Alison McBride
Threat of Cyber-attack
Data, systems and/or infrastructure are impacted as
result of security attacks which are increasing in number
at a time when this threat is already placing demands on
resources to deliver increased levels of security controls.    
James Gallacher 
Objective 11. Our Council is adaptable and focused on delivering best value for our residents 
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17
Action Due Date Owner
Implement statutory payroll changes 31 Mar 2025 Arun Menon
Undertake annual payroll audit 31 Mar 2025 Arun Menon
Implement revised team structure and service provision 31 Sept 2024 Arun Menon
Review and update FfF approach  31 Mar 2025 Alison McBride
Maintain and monitor employee wellbeing, engagement and workforce planning.- next phase 31 Mar 2025 Alison McBride
Review and enhance employee skills and learning programme 31 Mar 2025 Alison McBride
Continue to embed sound H&S practice 31 Mar 2025 Alison McBride
Implement improvements in recruitment life cycle processes 31 Mar 2025 Alison McBride 
Risk Description Current Assessment Target Assessment Owner
Keeping abreast of
developments in the
innovative use of
Information
Technologies
Failure to keep pace with changing technology
environment     James Gallacher 
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – Regulatory & Regeneration
Committee: Corporate Services Committee 22 May 2024
Subject: Regulatory & Regeneration Delivery Plan 2023/24 - Year-end Progress
& Regulatory & Regeneration Delivery Plan 2024/25
1 Purpose
1.1 This report sets out the year-end progress of the 2023/24 Delivery Plan and
presents the new Delivery Plan for 2024/25.
2 Recommendations
2.1 It is recommended that Committee notes the progress achieved at year-end
and the new plan for 2024/25.
3 Background
3.1 In line with the Strategic Planning & Performance Framework, each Chief
Officer develops an annual Delivery Plan which sets out actions to help deliver
the Strategic Plan and address the performance challenges and service
priorities identified in the planning process. The Plan also provides an
overview of services and resources, including employees and budgets, sets
out the performance indicators (PIs) for monitoring progress and considers the
relevant risks.
4 Main Issues
2023/24 Year-end Performance
4.1 The 2023/24 Delivery Plan was presented to Corporate Services Committee
on 24 May 2023 and mid-year progress reported on 1 November 2023.
4.2 Full details of year-end progress are set out in Appendix 1.
4.3 The progress of the Plan’s 36 actions is summarised below:
Progress No. (%)
Completed 30 (83%)
Delayed 6 (17%)
4.4 Delayed actions relate to the following and will be carried forward and
completed in 2024/25:
• Explore commercial opportunities in our town centres and wider
regeneration sites - 71% complete;
ITEM 10
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• Develop the 20 minute mapping tool for use at both local and regional
levels - 60% complete;
• Complete business case and seek Council capital funding for IDOX
Electronic Document Management System for Planning & Business
Standards - 40% complete;
• Recruit Legal Services Manager and implement new structure - 83%
complete;
• Develop and implement employee life cycle plans in line with the People
First Strategy to attract and retain the workforce - 91% complete;
• Implement service review process including role design, use of new
technology and new ways of working to add resilience, address gaps, and
establish opportunities for efficiencies - 98%. 
4.5 Year-end data is available for seven of the Plan’s 25 PIs. The performance of
those PIs is summarised below:  
Performance Against Target No. (%) 
Target met or exceeded 6 (86%) 
Target significantly missed 1 (14%)
Performance Over Time No. (%) 
Improved over short term (or maintained
performance at 100%)
6 (86%) 
Improved over longer term (or maintained
performance at 100%)
5 (71%) 
4.6 Where target was significantly missed, this relates to the following PI: 
• Percentage of contract award notices published within 30 calendar days
from award letter being sent, with 80.7% against a target of 100%. 
4.7 The full set of PIs will be reported through the Council’s annual performance
reporting process once all data becomes available. 
2024/25 Delivery Plan 
4.8 The 2024/25 Delivery Plan is set out at Appendix 2. 
4.9 Key priorities include: 
• delivering sustainable, quality services within the context of significant
financial challenges;
• monitoring and reviewing the impact of budget savings;
• implementing the Economic Development Action Plan which focuses on
delivering key regeneration sites across West Dunbartonshire, promoting
the next phase of Queens Quay Housing, exploring commercial
opportunities, and supporting business recovery and town centre
revitalisation;
• monitoring and reporting the Climate Change Action Plan;
• developing a Local Heat and Energy Efficiency Strategy and Delivery Plan;
• implementing the requirements of the Election Act 2022;
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• organising and implementing the UK General Election for West
Dunbartonshire constituency;
• providing legal services to the Council and West Dunbartonshire Energy
LLP in relation to heat supply agreements and network supply contracts;
• taking action in relation to premises which sell Vapes to underage children
• providing legal support across a range of projects;
• carrying out proactive weights and measures work with a specific focus on
every day food and necessities, such as heating fuel and petroleum;
• developing the 20 minute mapping tool for use at both local and regional
levels;
• developing the next phase of the Reimagining the Antonine Wall project;
• scoping out the next phase of the Shaping Places for Wellbeing
Programme;
• progressing the Local Development Plan 3;
• promoting and supporting communities in the preparation of Local Place
Plans;
• ensuring the new Buildings Standards Regulations are implemented;
• providing procurement advice, guidance and support on the procurement
process changes; and
• implementing the next phase of the Fit for Future Procurement
Improvement Plan. 
4.10 Implementation of the Plan will be monitored by the management team with
mid-year and year-end progress reported to Corporate Services Committee
and Infrastructure, Regeneration and Economic Development Committee
(Economic Development elements only) around November 2024 and May
2025 respectively. 
5 People Implications 
5.1 There are no direct people implications arising from this report. 
6 Financial & Procurement Implications 
6.1  There are no direct financial or procurement implications arising from this
report. 
7 Risk Analysis 
7.1 Failure to deliver on the actions assigned to 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.  
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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:   2 May 2024
_____________________________________________________________ 
Person to Contact:  Lynn Henderson    
lynn.henderson@west-dunbarton.gov.uk 
Appendices:  Appendix 1: Regulatory & Regeneration Delivery Plan
2023/24 - Year-end Progress 
Appendix 2: Regulatory & Regeneration Delivery Plan
2024/25 
Background Papers: Regulatory & Regeneration Delivery Plan 2023/24 -
Corporate Services Committee, 24 May 2023 
Regulatory & Regeneration Delivery Plan 2023/24 Mid-
year Progress - Corporate Services Committee, 1
November 2023 
Strategic Planning & Performance Framework 2022/27   
Wards Affected: All
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1
Appendix 1: Regulatory & Regeneration Delivery Plan 2023/24 - Year-end Progress
1. Our communities
Our residents health and wellbeing remains a priority
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Percentage of air quality
monitoring stations complying
with the national objective for
nitrogen dioxide at the nearest
building façades of residential
properties, schools, hospitals and
care homes (40ug/m3 NO2 )
100% 100% 100% Target met with all monitoring stations
complying with the national objective. Mark Walsh
Percentage of highest priority
pest control service requests
responded to within 2 working
days
98% 95%
2023/24 year-end data not yet
available.  John
Stevenson
Percentage of service users
(businesses) very satisfied or
fairly satisfied with the service
they received from environmental
health
100% 95%
2023/24 year-end data not yet
available. 
Eilidh Paton
Percentage of service users
(citizens) satisfied or very
satisfied with the service they
88% 85%
2023/24 year-end data not yet
available.  John
Stevenson
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2
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
received from environmental
health
Total annual redress won for
consumers by Trading Standards
Group (£)
£27,580.58 N/A  N/A – data
only PI  
2023/24 year-end data not yet
available.   Annemarie
Clelland
Food Law: Percentage of food
businesses in the highest risk
category (1 to 6 monthly
inspections by Food & Business
Group) that were inspected on
time
100%   100%  
2023/24 year-end data not yet
available.  
Eilidh Paton
Food Law: Percentage of food
businesses in the high risk
category (12 monthly inspections
by Food & Business Group) that
were inspected on time
95%   80%  
2023/24 year-end data not yet
available.  
Eilidh Paton
Number of reports of bogus/cold
callers 31 N/A  N/A – data
only PI  
2023/24 year-end data not yet
available.  
Annemarie
Clelland 
Action Status Progress Due Date Note Owner
Implement the focus on health
and wellbeing and reduction of
inequalities outcomes into the
Open Space Strategy and key
Council documents  
31-Mar-
2024
The Shaping Places for Wellbeing Programme finishes at
the end of May with the production of technical and
research notes reflecting the work of the Programme. With
external funding ceasing at the end of May 2024, Council
will need to consider how this work will be taken forward in
a different form.
Pamela
Clifford
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3
Action Status Progress Due Date Note Owner
Conduct property inspections of
host properties identified through
the Offers of Accommodation
Scheme (Homes for Ukraine)  
31-Mar-
2024
Completed as planned with three inspections requested
and carried out.  
John
Stevenson
Undertake official food control
inspections of two local food
manufacturing premises in line
with the new Official Control
Verification guidance  
31-Mar-
2024
The new guidance has been fully implemented. Staff were
trained and two inspections carried out as planned. Eilidh Paton
Identify premises which sell
Vapes to underage children and
conduct integrity testing where
required  
31-Mar-
2024
Completed. Integrity testing was carried out on a range of
premises identified by our intelligence and issues
addressed. We will continue to monitor and address any
issues that are raised.
Annemarie
Clelland
Undertake proactive weights and
measures work in a variety of
retail premises, with a specific
focus on every day food and
necessities such as heating fuel
and petroleum  
31-Mar-
2024
This work was completed locally and fed into a national
project by Scottish Trading Standards - the Convenience
Shops Pricing Project 2023-24. In addition to routine
visits, 18 premises were inspected specifically looking at
pricing with advice being given to the businesses. Four
premises required formal written notices and were brought
into compliance. Weights and Measures work highlighted
some issues which required joint working. Advice and
guidance was issued and the business brought into
compliance. We inspected petrol filling stations and bulk
fuel providers and found no issues with compliance
locally.  
Annemarie
Clelland
Consult and agree a new
Statement of Licensing Policy  
30-Nov-
2023
A new evidence-based Statement of Licensing Policy in
relation to the Licensing Board’s liquor licensing function
has been adopted. This followed a public consultation.
Michael
McDougall 
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4 
2. Our Environment 
Our local environment is protected, enhanced and valued 
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Air Quality: PM10 Concentration 10  9.1 18  
The year-end value is well within the
national target of 18ug (micrograms)
and both the short and long trends
have improved.
Mark Walsh 
Our resources are used in an environmentally sustainable way 
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Tonnage of carbon dioxide
emissions from Council
operations and assets
23,150   20,495  
Figure will be available following
collection of data for the Scottish
Sustainability Network (SSN)
submission in Nov 24. 
Rachel Moir 
Action Status Progress Due Date Note Owner
Co-ordinate, monitor and report
the progress of the Council’s
Climate Change Action Plan for
2023/24  
31-Mar-
2024
Following the departure of the Sustainability Officer in
Summer 2023, there had been insufficient resource to
monitor the 2023/24 plan centrally. However, there has
been some great work undertaken by individual service
areas to progress the plan which will be reported via the
individual Climate Change Action Plan 2023/24 actions in
Pentana. Since a new Climate Change and Energy
Rachel Moir
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5
Action Status Progress Due Date Note Owner
Coordinator has been in post, the 2024/25 Action Plan
has been developed and reports on progress of the
Council's Climate Change Strategy have been made to
the Transformation & Visioning Board.
Develop a Local Heat and Energy
Efficiency Strategy  
31-Dec-
2023
The Local Heat & Energy Efficiency Strategy (LHEES)
was approved by IRED Committee on 21 February 2024.
This is currently out for external engagement with the final
version due in summer 2024. Work on the Delivery Plan
has commenced and will be developed in parallel with the
LHEES finalisation.
Rachel Moir 
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 Scottish
Government in light of the
Climate Emergency. 
14-Mar-
2024
Early emissions targets from
2013 to 2021 were achieved;
however, both 2022 and 2023
targets were missed and a
slowdown in carbon reduction
evident. This is likely due to a
number of factors including the
fact that most of the 'low hanging
fruit' in terms of projects/initiatives
have now been implemented. In
order to ensure Net Zero
emissions are achieved by 2045,
significant funding and resource
will be required to deliver more
transformational and innovative
initiatives. At present, it is unclear
how this will be identified as a
Gillian
McNamara
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6
Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note Owner
significant shortfall; hence the
elevation of the 'Likelihood' status
at this time. Should WDC
continue to miss targets, it is
likely that greater than anticipated
carbon offsetting initiatives will be
necessary to address residual
emissions which will likely be at a
cost.       
Our neighbourhoods are sustainable and attractive 
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Percentage of private landlord
applications administered and
processed  within 21 days
99%   95%   2023/24 year-end data not yet
available.
John
Stevenson 
Action Status Progress Due Date Note Owner
Promote the next phase of
Queens Quay Housing  
31-Mar-
2024
The landowner is negotiating with a potential site
developer and updating the Council on progress.
Pamela
Clifford;
Gillian
McNamara
Provide further legal and planning
support in relation to the delivery
of the new affordable housing
programme  
31-Mar-
2024
Ongoing support has been provided in relation to the
delivery of the new affordable housing programme.
Michael
McDougall 
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7 
3. Our Economy 
Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish 
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Number of businesses given
advice and assistance to start up
through Business Gateway
205  200 180  
During 2023/24, 200 businesses were
supported to start up through
Business Gateway which exceeds the
target of 180.
Gillian
Scholes
Percentage of procurement spent
on local small/medium-sized
enterprises and SMEs who have a
presence in West Dunbartonshire
41.9%   36%   2023/24 year-end data not yet
available.
Laura
Adams;
Angus
Cameron
No of business gateway start-ups
per 10,000 population 23.19   19.78  
2023/24 data for this LGBF indicator
will be available around November
2024 following publication by the
Improvement Service.
Gillian
Scholes
Proportion of properties receiving
superfast broadband 99.5%   100%  
2023/24 data for this LGBF indicator
will be available around November
2024 following publication by the
Improvement Service.
Based on the most recent LGBF
comparative data for the previous year
(2022/23), published by the
Improvement Service in December
2023, performance was better than
the Scottish average of 95.5% with a
Gillian
Scholes
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8
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
ranking of 1 of 32 local authorities up
two places from the previous year.
Immediately available employment
land as a % of total land allocated
for employment purposes
37.39   40   2023/24 year-end data not yet
available.
Pamela
Clifford 
Action Status Progress Due Date Note Owner
Produce, implement, monitor and
report the progress of the 2023/24
Economic Development action
plan  
31-Mar-
2024
The Action Plan was approved by IRED Committee in
November 2023. It was implemented and monitored
throughout 2023/24, and a progress report will be
provided to IRED Committee.  
Gillian
McNamara
Deliver key regeneration sites
across West Dunbartonshire  
31-Mar-
2024
Levelling Up Fund programme for Dumbarton town centre
is progressing as planned. While there are some delays to
application for Planning Permission in Principle, this will
not affect the LUF funded Phase 1works for which a
separate Planning Consent will be obtained. Full Exxon
Full Business Case has been approved, however there is
some delay to the start of the early works due to access
issues which need to be resolved. Work are expected to
commence in May 2024. SMTP development on Carless
site is progressing, with a planning permission in principle
submitted to Planning Committee and to Council in April
2024.  
Gillian
McNamara
Ensure regenerations sites are
progressed to enable high quality
development to be achieved on the
ground  
31-Mar-
2024
We continue to progress the Exxon and Carless
regeneration sites. Detailed planning permission for Exxon
was granted in January and the masterplan planning
Pamela
Clifford
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9
Action Status Progress Due Date Note Owner
permission in principle for Carless was submitted to the
April Planning Committee and to Council.
Monitor the development of the
key regeneration sites to ensure
they comply with the approved
consent  
31-Mar-
2024
Monitoring continues to ensure compliance with the
approved permissions.
Pamela
Clifford
Explore commercial opportunities
in our town centres and wider
regeneration sites  
31-Mar-
2024
Limited progress has been achieved in Queens Quay due
to constraints in the current housing market. The Exxon
business case received approval by the Council and
Glasgow City Region, allowing the Council to acquire land
and prepare for the commencement of works. Start of
works awaits completion of remediation works by ESSO
Petroleum. Works are likely to start in June/July 2024. For
the Artizan redevelopment submission of the application
for Planning Permission in Principle has been delayed till
May 2024 due to complexities of the project and issues
with NPF4 Policy 22 submission of the application has
been delayed till May. This will not affect the overall
progress of the Phase 1 works which will be covered by a
separate detailed planning application. For the District
heating expansion, discussions are ongoing with
respective off-takers. Work is currently underway to
connect 46 Clydebank Housing Association flats at
Dumbarton Road, with connections to be completed
throughout April of this year.
Gillian
McNamara;
Magda
Swider
Support town centre revitalisation   31-Mar-
2024
Town centre revitalisation projects are progressing as
planned and complete for 2023/24.
Gillian
McNamara;
Magda
Swider
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10
Action Status Progress Due Date Note Owner
Lead on negotiation and
documentation of the development
agreement for Scottish Marine
Technology Park  
31-Mar-
2024
Expert and on time legal support has been provided in
relation to the development of Scottish Marine Technology
Park as required.  Michael
McDougall
Develop and implement business
support interventions through the
UK Shared Prosperity Fund  
31-Mar-
2024
UKSPF business support interventions have been
developed and have been promoted through Council
website, social media channels and directly to local
businesses.
Gillian
Scholes 
Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note Owner
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. 
14-Mar-
2024
Risk remains unchanged. Focus
continues on landowner agreeing
a housing proposal with the
developer.
Pamela
Clifford;
Gillian
McNamara
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. 
14-Mar-
2024
Risk remains unchanged.
Individual projects continue to
progress, reducing the likelihood
of undesirable outcomes.
Pamela
Clifford;
Alan
Douglas;
Gillian
McNamara 
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11
4. 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 learning and development
plans to enable capabilities,
improve resilience and promotion
of a diverse workforce
31-Mar-
2024
To date the service has undertaken the following activity:
. Continued Be the Best Conversations
. Engaged in the recent data verification exercise to
improve the equalities data reporting in the service
. Engaged recently with the circulation and promotion of
Equally Safe in Practice E-learning modules with further
promotion to follow to embed cultural change in relation to
Gender equality.
The focus throughout the remaining year will be:
. review equalities profile in terms of age and other
workforce planning data ahead of 2024/5
Be the Best Conversations and 121s are used to identify
and address any issues arising from restructures and the
implementation of savings options.
Alan
Douglas
Develop and implement employee
life cycle plans in line with the
People First Strategy to attract and
retain the workforce
31-Mar-
2024
The Service has sought to address current and future
gaps through local and regional solutions. At a local level,
targeted recruitment is underway to address single points
of failure, whilst at a regional level, the Service has
engaged with other local authorities and higher education
establishments in a West of Scotland forum to address the
absence of graduate and / or skilled candidates. Concerns
remain around the Council’s ability to compete to attract
and retain employees in certain key areas.
Alan
Douglas
Implement service review process
including role design, use of new
technology and new ways of
31-Mar-
2024
Across Regulatory and Regeneration Services there have
been service and structural redesigns to ensure services
are fit for purpose and scaled to available resources. While
Alan
Douglas
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12
Action Status Progress Due Date Note Owner
working to add resilience, address
gaps, and establish opportunities
for efficiencies
some are complete and now operational, others are still in
the process of completing job evaluation and recruitment
to conclude changes to the establishment.
Develop and implement learning
and development plans and
development opportunities to
improve capabilities and resilience
within the workforce  
31-Mar-
2024
Services within Regulatory and Regeneration Services
have investigated and deployed a range of solutions to
address broad learning and development needs including
mentoring, coaching and accessing internally supplied
training needs identified through Be The Best and 1-2-1
sessions. 
The need to address specific training needs for technical /
professional training remains an issue and are currently
largely being addressed through professional forums and
freely provided sessions by consultants and suppliers,
however provision is largely driven by what is available
rather than what is necessarily required.  
Alan
Douglas   
Our Council is adaptable and focused on delivering best value for our residents 
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Planning applications (major
developments) - average number
of weeks to decision
13.4   16  
2023/24 year-end data not yet
available. Pamela
Clifford
Planning applications
(householder) - average number
of weeks to decision
9.8   8  
2023/24 year-end data not yet
available. Pamela
Clifford
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13
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Planning applications (local 
development, excluding
householder) - average number
of weeks to decision
9.6   12  
2023/24 year-end data not yet
available. Pamela
Clifford
Percentage of contract award
notices published within 30
calendar days from award letter
being sent
67%  80.7% 100%  
Target missed due to Council efficiency
options, staff turnover and resource
impacts. However, performance has
improved over both the short and long
term. 
Laura
Adams;
Angus
Cameron
Annual Cash Savings target
achieved £539,927  £589,842 £400,000  
Based on the draft figure for 2023/24,
the target was exceeded, with
performance up on the previous year.  
Laura
Adams;
Angus
Cameron
Percentage of Environmental
Health service requests from
citizens first responded to within
2 working days
93%   90%  
2023/24 year-end data not yet
available. John
Stevenson
Percentage of building warrant
applications responded to within
20 working days
92%   85%  
2023/24 year-end data not yet
available. Judi
Ferguson 
Action Status Progress Due Date Note Owner
Implement the Fit for Future
Action Plan for Procurement
including new P2P processes  
31-Mar-
2024
The 2023/24 actions in the Fit for Future Action Plan were
completed, including P2P. The first six months data for the
P2P process is currently being analysed and will shortly
be reported to key stakeholders. 
Laura
Adams;
Angus
Cameron
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14
Action Status Progress Due Date Note Owner
Implement changes to the non-
regulated/non-complex
procurement process  
31-Mar-
2024
Completed as planned. The next stage will be to develop
an i-Learn training package and roll that out.
Laura
Adams;
Angus
Cameron
Implement revised Team
structure  
31-Mar-
2024 New team structure in place.
Laura
Adams;
Angus
Cameron
Re-design the Registration
Service in light of impact of
savings proposals and identify
suitable accommodation to
relocate  
31-Mar-
2024
The registration office has now transferred to the
Clydebank Library.
George
Hawthorn
Provide legal services to the
Council and West Dunbartonshire
Energy LLP in relation to heat
supply agreements and network
supply contracts  
31-Mar-
2024
Support has been provided to the Council and West
Dunbartonshire Energy LLP in relation to heat supply
agreements and network supply contracts.    Michael
McDougall
Provide legal advice, guidance
and support on the emerging
National Care Service  
31-Mar-
2024
While legislation around the National Care Service has
been delayed, Legal Services have provided advice as
required.  Michael
McDougall
Develop the 20 minute mapping
tool for use at both local and
regional levels  
31-Mar-
2024
Limited progress has been made as the Geographical
Information System post has remained unfilled since April
2023 and the Place Making Co-ordinator post is now also
vacant. We will continue to progress this in 2024/25.
Pamela
Clifford
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15
Action Status Progress Due Date Note Owner
Develop the Reimagining the
Antonine Wall project  
31-Mar-
2024
Work is progressing on scoping out phase 2 of the
Reimagining the Antonine Wall Project. Discussions are
taking place with potential partners and funders as well as
Historic Environment Scotland. The next phase of the
project will continue in 2024/25.
Pamela
Clifford
Complete business case and
seek Council capital funding for
IDOX Electronic Document
Management System for
Planning & Business Standards  
31-Mar-
2024
Limited progress has been made. Refreshed costings are
being sought in order to finalise the business case before
it's passed to ICT and the Chief Officer of Regulatory &
Regeneration. This will be taken forward in 2024/25.
Pamela
Clifford
Commence work on Local
Development Plan 3, Open
Space Strategy, Play Sufficiency
Assessment and Local Place
Plans  
31-Mar-
2024
Work continues to progress the Local Development plan;
the Open Space strategy is complete; work has
commenced on the Play Sufficiency Assessment; and
good progress is being made on the Local Place Plans
guide for communities.
Pamela
Clifford
Recruit Legal Services Manager
and implement new structure  
31-Mar-
2024
Following the appointment of a new Legal Services
Manager in September 2023, time has been spent
analysing the current structure prior to the report on
restructure being prepared and consulted on. Expect
restructure being complete by June 2024. 
Michael
McDougall 
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-Mar-
2024
The risk assessment remains
unchanged.
Annemarie
Clelland;
Michael
McDougall;
John
Stevenson
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Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note Owner
Income for services
continues to be
dramatically reduced
as a result of the
COVID-19 pandemic
and subsequent cost
of living crisis.
Relates to registration,
licensing, planning and
building control which have
been impacted as a result
of the COVID-19 pandemic
and the cost of living crisis.   
11-Apr-
2024
Income reduction will continue to
be an issue long term. However,
significant additional planning
income from large scale
development has provided an in-
year windfall hence the improved
current assessment. This cannot
be anticipated for future years.
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-Mar-
2024
The risk remains unchanged.
Interim management
arrangements remain in place for
the Environmental Health
Manager's post. We will reassess
once the new structure is
implemented following budget
savings proposal. 
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-Mar-
2024
A skills shortage still remains
across Environmental Health,
Building Standards, and
Planning. Any impact will be
monitored.
Pamela
Clifford;
John
Stevenson
Failure to secure best
value of procurement
spend and ensure
Improved procurement
management process,
contract strategies,
planning, monitoring and  
04-Apr-
2024
There are a number of actions
and strategies in place to deliver
best value in procurement.
However, transferring low
Laura
Adams;
Angus
Cameron
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Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note Owner
compliance with
financial regulations
reporting in collaboration
with services will continue
to mitigate against non-
compliant procurement
spend
complexity procurement to
service areas when utilising a
framework agreement could
increase the risk. The risk
assessment therefore remains
high.  
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 
04-Apr-
2024
Reduction in staff due to Council
measures to address the budget
gap and global supply chain
issues that impact directly on
price means that risks to savings
will increase.  
Laura
Adams;
Angus
Cameron 
Our residents are engaged and empowered 
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Percentage of Council and
Committee minutes produced
within 3 clear working days of
the meeting
100%  100% 98%   All Council and committee minutes met the
timescale.
Carol-Ann
Burns
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Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Percentage of committee
agendas published within
standing order timescales
100%  100% 99%   All committee agendas were published
within standing order timescales.
Carol-Ann
Burns 
Action Status Progress Due Date Note Owner
Conduct statutory review of
polling places and polling
districts, including full public
consultation on the proposals  
31-Mar-
2024
The Council has reviewed and approved the polling
scheme and the ERO has been informed of all changes.
George
Hawthorn
Identify suitable polling place
and plan for increase in
electorate and postal voters
following the review of UK
Parliamentary boundaries  
31-Mar-
2024
The proposed polling place (Clyde Campus) has now
been inspected and is suitable for use as a polling place.
George
Hawthorn
Implement the requirements of
the Elections Act 2022  
31-Mar-
2024
All polling places have been checked in light of the new
requirements and where necessary additional privacy
screens have been purchased to allow for the private
identification of individuals.
George
Hawthorn  
Action Status 
Overdue 
Completed 
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PI Status 
Target significantly missed 
Target narrowly missed 
Target met or exceeded 
Risk Status 
Alert 
Warning 
OK 
Long Term Trends 
Improving 
No change 
Declining 
Short Term Trends 
Improving 
No change 
Declining 
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2024/25
REGULATORY &
REGENERATION
Appendix 2: Regulatory & Regeneration Delivery Plan 2024/25
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Contents 
1. Introduction ................................................................................................................................................................................2
2. Performance Review .................................................................................................................................................................2
3. Strategic Assessment ................................................................................................................................................................7
4. Resources ............................................................................................................................................................................... 18
Appendix 1: Action Plan ..................................................................................................................................................................... 19 
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1. Introduction 
Regulatory & Regeneration comprises a wide range of services covering legal, trading standards, licensing, records management,
planning, building standards, environmental health, democratic and registration services, economic development and procurement.
It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out
in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning
process. 
The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee
and Infrastructure, Regeneration & Economic Development Committee (economic development elements only) twice yearly, at mid-
year and year-end. 
2. Performance Review 
The management team completed a detailed review of 2023/24 performance, focusing on the following:
• 2023/24 Delivery Plan year end progress;
• Local Government Benchmarking Framework comparative data;
• National Planning Improvement Framework;
• Citizens’ Panel feedback;
• Telephone Survey feedback;
• Complaints; and
• Continuous Improvement. 
This review highlighted our key achievements and challenges in 2023/24. These are summarised below. 
Key Achievements in 2023/24 
Listed below are some of the major achievements in each service area that were particularly challenging or unusual.  All services
achieve many other fantastic outcomes for the Council and its residents throughout the year which are not recorded here but are
often as important. 
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Cross Service
• Implemented the Short-Term Let Licence regime with over 90 applications processed within a short time frame, working with
other Council services including Environmental Health and Building Standards to ensure that the accommodation was of a
suitable standard.
• Expansion of the Queens Quay District Heating Network continued, with the connection to 46 Clydebank Housing Association
flats.
• Infrastructure, Regeneration and Economic Development Committee approved the Masterplan for the redevelopment of the
Artizan Centre as part of the Levelling Up Fund programme.
• Infrastructure funding package over £44m and Final Business Case approved for the former Exxon site by the Council and City
Region Cabinet and planning permission secured.
Democratic & Registration Services
• Successfully conducted the review of polling districts and polling places in West Dunbartonshire taking into account changes to
the implementation of phase one of the Election Act 2022, changes to the UK Parliamentary boundary and the potential loss of
some existing polling places.
• Successfully managed the transfer of the Clydebank Registration Service to Clydebank Library as a result of the closure of the
Clydebank Town centre Office, thus contributing to the efficient management of the Council’s estate.
Legal Services & Trading Standards
• Successfully undertook tobacco enforcement work, removing illicit tobacco from a retailer and imposing financial penalties on
another. In undertaking this work, we worked with partner agencies such as Police Scotland and HMRC.
• Achieved Financial Close (legal commitment) for the construction of the Faifley Education and Community campus which
included complex phasing and interface agreements.
• Introduced a new evidence-based Statement of Licensing Policy for the Licensing Board in relation to its alcohol function,
following a wide ranging consultation exercise.
Planning, Building Standards & Environmental Health
• Planning, Building Standards and Environmental Manager appointed as Scottish Convenor of RTPI 2024.
• 2023 Scottish Thistle Award National Winner Celebrating Thriving Communities for Rediscovering the “Antonine Wall’ Project
and short listed for the Scottish Planning Innovation Awards “People” Category.
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• Delivered complex and major planning consents within challenging timescales for key regeneration projects, including Faifley
Campus, Exxon detailed permission for infrastructure and development platforms and redevelopment of Glencairn House, the
oldest building in Dumbarton Town Centre.
• Audited over 400 open space sites for the Evidence Base for Local Development Plan 3.
• Responded to the urgent demand for inspection checks of host properties as part of the Scottish Governments Ukrainian
refugee sponsorship scheme to ensure they are safe and fit for habitation.
• Annual Air Quality Progress Report 2023 was approved by the Scottish Government who commented on the high standard of
compliance and reporting.
Economic Development and Regeneration
• Stage 1 bid to Glasgow City Region Investment Zone submitted, with the Council now supporting a Stage 2 bid for the Scottish
Marine Technology Park to be part of an Advanced Manufacturing Investment Zone.
• Provided support to 200 new business start-ups and developed and implemented a range of business interventions through the
UK Shared Prosperity Fund to provide growth support to local businesses.
• Developed a new Economic Development Strategy Action Plan for 2022 to 2027, providing a clear strategic approach to
economic development and resource allocation to improve economic performance.
• Delivered improvements in Alexandria Town Centre and launched a Community Grant scheme for community groups and
organisations in West Dunbartonshire using Place Based Investment Programme funding.
• Reinvigorated the Climate Change Action Plan delivery group.
• Upgrading of Building Management Systems across the majority of the Council estate completed.
• Local Heat and Energy Efficiency Strategy was approved by Committee in February 2024 for wider consultation.
Procurement
• Successfully implemented the revised team structure following the Council wide efficiencies.
• Delivered a renewed Purchase to Pay Framework.
• Collaborated with partners and 48 suppliers to continue to improve sustainability and deliver local, social and community
benefits resulting in:
o £24,717 donated to local community projects;
o 32 work experience posts;
o 32 presentations delivered to community groups and schools ; and
o 7 full time employment posts being filled.
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Key Challenges in 23/24 
Cross Service
• The national skills shortage of qualified and experienced officers in Planning, Environmental Health, Trading Standards and
Building Standards continued in 2023/24, resulting in reduced staff complements across many services and increased demands
on existing and inexperienced staff. This is a challenge experienced by most local authorities and has resulted in alternative
service delivery models, including the use of agency staff and initiatives being led at a national level such as Future Planners
Project and Building Standards hub. A new Regulatory apprenticeship is being developed and may provide opportunities in the
future. 
Democratic & Registration Services
• It was a very challenging year for the Committee and Members’ Services teams with the appointment and induction of a new
team leader and other staff due a higher than usual turnover of staff.  This put additional pressure on all members of the team to
cover the workload and deliver the service.
• Preparation for a national election with a considerably altered election team increased demands on the core election team within
Democratic & Registration Services. 
Legal Services & Trading Standards
• Increased requirement for specialist construction contracts associated with infrastructure and regeneration priorities impacted
on the Contracts and Property Section’s workload, changing the skills dynamic required to meet client requirements.
• Increased number of cases presenting to Social Work Services where the applicant’s immigration status may be relevant to
whether the Council’s statutory duties are activated thereby requiring carefully considered advice on an emerging and ever
changing area of law in a short timeframe. 
Planning, Building Standards & Environmental Health
• The introduction a new development planning system under the Planning (Scotland) Act 2019 brought substantial challenges in
terms of new procedures and a requirement to ensure that all applicants were familiar and compliant with the changes.
• Environmental Health continued to progress work through the food inspection Covid recovery programme despite the removal
of two EHO posts from the structure in December 2022. 
• Additional duties imposed by the new Short Term Lets Licensing regime placed additional demands on the Environmental
Health Service.  
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Economic Development and Regeneration
• Delivering private sector homes at Queens Quay continued to be a challenge in 2023/24 but we meet with our commercial
partner regularly to monitor and encourage development interest.
• Businesses continued to face many economic challenges in 2023/24, including rising inflation and energy costs. The business
interventions developed through the UK Shared Prosperity Fund and the on-going advice and support available through
Business Gateway will continue to provide assistance to help them recover and grow in the year ahead.
• Delivery of the Levelling Up Fund programme of works in Dumbarton town centre against tight funding timescales was
challenging given the multi-disciplinary support and buy-in from a number of different stakeholders required to develop and
deliver projects of this nature.
• With temporary resource challenges, it was challenging to adequately resource all projects and to meet some of the tight
deadlines associated with external funding.
• Despite carbon emissions for 2022/23 showing a reduction from 2021/22, it is becoming increasingly difficult to achieve the
targets as outlined in our Climate Change Strategy. In order to ensure Net Zero targets are met for 2045, additional resources
and finance will require to be considered if we are to meet future targets.
• The Cost of Living crisis has seen a significant uplift in the number of residents requiring Energy Efficiency support. This has
proved challenging to facilitate within our existing resources.
Procurement
• It has been a challenging year for the Corporate Procurement Unit due to the Council efficiency options which led to a reduction
in resource. Processes are being introduced which place more responsibility for procurement on client services. However, whilst
these will reduce demand on the team in the longer term, there is currently an enhanced requirement to support these client
services.
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3. Strategic Assessment
The Regulatory & Regeneration management team completed a detailed strategic assessment to determine the major influences
on service delivery and priorities in 2024/25 and beyond. This covered a review of local and national political priorities, new
legislation and technology, Council policies, and our continued recovery from the pandemic, cost of living crisis and the financial
challenges facing the Council. The key issues are outlined below.
Key Factors
Financial Challenges
The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost
increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of
front line and back office services. The Council are currently faced with an estimated cumulative funding gap in 2025/26 of £9.8m
rising to £40.4m by 2028/29. We will continue to monitor the overall financial position of the Council and updates on estimated
future budget gaps will be reported to Elected Members throughout 2024/25.
These challenges require further action to balance our budget and protect services for residents. Within Regulatory &
Regeneration, this means that available funding will be reduced over time and we will need to reconfigure how we work, what we
do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a
sustainable, quality service to internal clients and the public.
Budget Sensitivity Analysis
In reviewing the service budget projections, consideration has been given to the sensitivity of these budgets, in particular for higher
risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis
has considered sensitivity around demand, costs and charges, and income levels.
In Regulatory and Regeneration there were no budgets identified as being more susceptible to fluctuations. However, on a more
Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the
Council’s short-term borrowing.
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Budget Savings 
Across the service, numbers of employees have been reduced. This will either result in new ways of working, changes in service
standards and in some cases, cessation of services. These impacts will be monitored and any unexpected adverse consequences
will be addressed through management action or, if required, will be reported to members. 
Action: Monitor and review the impact of budget savings 
Economic Development Action Plan 
An Economic Development Strategy Action Plan for 2022/27 was approved by IRED Committee in November 2023. It sets out the
vision and priorities for delivering economic growth and improved well-being in West Dunbartonshire’s communities and is aligned
to the Strategic Plan 2022/27, the Glasgow City Region Economic Strategy and the Scottish Government’s National Strategy for
Economic Transformation. The action plan to deliver the strategy has been developed for implementation in 2024/25. It focuses on
delivering key regeneration sites, developing the Queens Quay site, identifying and developing commercial opportunities,
supporting business recovery, and supporting town centre revitalisation (details below).  The action plan will be implemented
throughout 2024/25 and progress monitored and reported to IRED. 
Action: Implement, monitor and report the progress of the 2024/25 Economic Development action plan 
Deliver Key Regeneration Sites 
A number of key regeneration projects, which span multiple years, will continue to be taken forward in 2024/25. These include:
• Infrastructure delivery on the Exxon site;
• Alexandria Masterplan which will transform the  town centre and surrounding areas; 
• Clydebank Town Centre Development Framework which will inform interventions delivered funded through the Long-Term Plan
for Towns over the next 7-10 years;
• Securing planning approval for the Scottish Marine Technology Park (SMTP) at the Carless site, and pursuing funding
opportunities including Vacant and Derelict Land fund and Investment Zone; and 
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• A range of projects funded through the £20m Levelling Up fund, including the redevelopment of Glencairn House, the
regeneration of the Artizan Shopping centre, and connecting Dumbarton Central to the Town Centre, all of which will have a
significant impact on Dumbarton and the town centre vibrancy. 
Actions: Deliver key regeneration sites across West Dunbartonshire; Ensure regeneration sites are progressed to enable high
quality development to be achieved on the ground and; Monitor the development of the key regeneration sites to ensure they
comply with the approved consent 
Queens Quay 
Infrastructure works for this 80 acre residential waterfront development were completed in 2020/21. In the year ahead, the focus on
securing housing developments across the site in partnership with site owner Clydeside Regeneration Ltd. will continue. This
continues to be a challenge, particularly in relation to flatted private homes which the market is finding commercially challenging.
Discussions will continue with a range of public and private sector parties. 
Action: Promote the next phase of Queens Quay Housing 
Deliver Key Commercial Opportunities 
Identifying commercial opportunities in conjunction with the private sector will continue to be a priority. Discussions with developers
who may wish to enter a partnership with the Council to achieve joint benefits from a commercial, housing and low carbon
perspective will be progressed. The Regeneration Capital Fund with £12.77m has been allocated across a number of projects. The
Fund’s key operating principles and allocations to specific projects agreed by Committee will be progressed. Opportunities include: 
• Exxon – as infrastructure works progress, the Council will consider how to promote and deliver the best uses for the site and,
working with the City Region and Scottish Enterprise, will encourage developer interest in the site to meet the growth targets set
out in the City Deal business case.
• NHS Golden Jubilee – we will seek to deliver the extension of the District Heating network to the hospital and explore
opportunities presented by the expansion of the hospital for development and regeneration of Queen Quay and Clydebank,
generally.
• Scottish Marine Technology Park – we will continue to work with the Malin Group in their ambition to deliver the Scottish Marine
Technology Park at the former Carless site near Old Kilpatrick, and assist them in attracting business and funding to the site. A
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project board has been established to provide support and direction as the Malin Group progress the development through the
planning and infrastructure implementation stages. 
Action: Explore commercial opportunities in our town centres and wider regeneration sites 
Supporting Business Recovery 
In April 2022 the UK government launched the UK Shared Prosperity Fund, a central pillar of the UK government’s Levelling Up
agenda, providing funding for local investment across the UK by March 2025. A Local Investment Plan has been developed and
approved by the UK Government as part of a wider Glasgow City Region Investment Plan through the Fund. The business support
proposals within the Investment Plan will be available until March 2025 to support business recovery and include a Business
Recovery & Growth fund, Early Stage Growth grants, Towards Net Zero Grant, Enhancing Tourism Events & Attractions Fund,
Business Gateway Expert Help and Shopfront & Small Business Improvement Grants. 
Action: Develop and implement business support interventions through the UK Shared Prosperity Fund 
Supporting Town Centre Revitalisation 
Assisting town centres to recover from the pandemic and cost of living crisis will continue to be a focus in 2024/25, with support for
high street businesses a key priority and in response to community needs. We will continue to develop projects to make our town
centres attractive places and take advantage of the external funding, including UK Government’s levelling up programme and
Place-Based Investment Programme funds provided by Scottish Government. 
• Clydebank has been awarded £20 million funding from the UK Government as part of the Long-Term Plan for Towns. This
funding will support delivery of the projects which originate from approved Clydebank Development Framework and reflect the
priorities of the local community. The Framework provides a vision for how the town will be transformed, from reducing retail
dominance to a vibrant mixed use and inhabited town centre that meets the needs of the whole community. It includes, among
other interventions, development of the former Playdrome site, a transport hub at Clydebank Station, improved connections
between the town centre and Queens Quay, and related community-led activity. We will look for ways to secure additional
funding and attracting commercial and other development interest. A Clydebank Town Board, chaired by Liz Connolly Principal
of West College Scotland will be established to oversee the Fund and Plans.
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• In Dumbarton, the focus for the next year and beyond will be the Levelling Up Fund programme of works including the
refurbishment and reuse of Glencairn House as a library and museum and the revitalisation of the Artizan Centre. Another
levelling up project, Connecting Dumbarton, was completed in early 2024.
• In Alexandria the next phase of the 2021 Masterplan will be implemented, with an emphasis on place based funded projects.
This will include improved walking and cycling routes, town centre building improvements and projects that directly respond to
local community and business priorities.
Action: Support town centre revitalisation
Climate Change Action Plan
The Council developed a Climate Change Strategy in response to the climate emergency and to provide a route map towards
meeting Scotland’s national net zero carbon target by 2045. This Strategy informs annual action plans, with actions devolved to
relevant service areas. Progress against the 2024/25 action plan will be monitored and reported to senior management and Council
on a regular basis.
Action: Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2024/25
Local Heat and Energy Efficiency Strategy (LHEES)
During 2023/24, the Council commenced works on a Local Heat and Energy Efficiency Strategy (LHEES) which will set out the
long-term plan for heat decarbonisation and improved energy efficiency of buildings throughout the Council area. The consultative
draft Strategy was approved in February 2024. Scotland’s statutory greenhouse gas emissions reduction and fuel poverty targets
will be the drivers of this area-based approach. When the final strategy is approved, it will set out the changes needed to each
sector of buildings stock, identify strategic heat decarbonisation zones and prioritise delivery areas. A Delivery Plan will accompany
the LHEES, developed in partnership with key stakeholders.
Action: Develop Local Heat and Energy Efficiency Strategy and Delivery Plan
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Elections Act 2022 – Phase 2 
The Elections Act 2022 made changes to the UK electoral system in terms of the security, accessibility and transparency of
elections and campaigning. It applies to UK Parliamentary elections and includes the requirement for voters to show photo ID at
polling stations and additional support for people with disabilities to make voting easier. The changes introduced will need to be well
planned and in place for the UK Parliamentary election in 2024.  Phase two of the Act has yet to be implemented and will have a
particular impact on absent voting; specifically on the application for and the handling of postal votes, the criteria for allowing proxy
votes and restrictions on political campaigners. 
Action: Implement the various requirements of the Elections Act 2022 in time for the UK parliamentary Elections in 2024 
UK Parliamentary General Election 2024 
The UK General Election is due to take place at some point during 2024/25, with the date still to be announced.  The uncertainty on
the date of the election will make planning for the election much more difficult than a planned election date and will mean that the
election team will need to be prepared and ready to go at very short notice.  While most of the pressure will fall to the core election
team, all areas of the Council will be asked to support the election and ensure its effective delivery. 
Action: Organise and implement the UK General Election for the new West Dunbartonshire Constituency 
District Heating Network 
The District Heating Network provides low carbon heating and cooling solutions to the Queens Quay regeneration site. It aims to
significantly reduce fuel poverty and deprivation within some of the poorer neighbourhoods of West Dunbartonshire and, crucially,
contribute to key climate change targets. As the District Heating Network matures, it is anticipated that new customer and
expansion opportunities will arise. 
Legal services will continue to support the expansion programme through the provision of legal advice and leadership in the
negotiation of contracts with prospective customers. 
Action: Provide legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and
network supply contracts
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Sale of Nicotine Vapour Products (Vapes) to Underage Children 
Vapes were originally introduced as a smoking cessation device, a safer alternative to traditional tobacco for adults. They carry the
same age restriction for purchase as tobacco of 18 years or over. The introduction of flavoured Vapes with bright colours and child-
appealing flavours has led to a growing trend of underage young people purchasing them for their own use. 
In West Dunbartonshire, complaints have been received from concerned parents, teachers and local residents about shops selling
Vapes to underage children. There are Government plans to introduce legislation to ban disposable vapes and notwithstanding the
merits of such a ban, this may create a black market in the sale of disposable vapes that will require additional resources to tackle. 
The Council has 42 premises registered to sell Vapes, 133 premises registered to sell only tobacco, and 99 premises for both
tobacco and Vapes. Complaints and intelligence logs will be analysed to identify premises which sell Vapes to underage children
and integrity testing carried out where required. In addition, all intelligence relating to the sale of illicit tobacco will be compiled to
identify premises which require action. 
Action: Identify premises which sell Vapes to underage children and conduct integrity testing where required 
Legal Support across a Range of Projects 
Legal Services continues to play a pivotal role in supporting Council services with various projects. Often these projects are
challenging from a legal perspective and require careful legal consideration to make sure that the Council’s interests are protected
or that our statutory duties are carried out. 
For example, Legal Services are supporting the Gruggies Burn Flood Prevention Scheme and advising on the Council’s duties in
terms of the Flood Risk Management (Scotland) Act 2009; providing legal advice in relation to the development of the Marine
Technology Park, a key regeneration site for the Council, including high value development agreements and construction contracts;
negotiating and drafting novel connection agreement and related commercial agreements between Council and NHS so to connect
the Golden Jubilee Hospital to the District Heating network; and providing complex advice relating to a proposed co-operation
arrangements relating to a Net Zero project with Glasgow City Council. 
Action: Continue to provide high quality and timely legal support across all Council services 
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Short Measures
The accurate measurement of goods for sale is at the heart of Trading Standards work. When households are struggling with the
rising cost of living, it is particularly important that they are not also suffering consumer detriment as a result of short measurement.
Short measures means consumers don’t get what they pay for, which in turn has an effect on compliant businesses, making it
difficult for consumers to accurately compare prices to get the best deal. Ultimately, it leads to poor consumer confidence. West
Dunbartonshire is an area of high deprivation and it’s important that we do all we can to empower consumers, ensuring a fair
market place that allows them to make confident, well informed choices.
To achieve this, officers will undertake a series of routine weight checks in a variety of retail premises, sharing the results with other
Scottish Authorities to build a picture of the market as a whole. Specific regard will be given to every day food items and ‘high’ value
necessities such as heating fuel and petroleum.
Action: Undertake proactive weights and measures work in a variety of retail premises, with a specific focus on every day food and
necessities such as heating fuel and petroleum
20 Minute Mapping Tool
The 20 Minute Mapping tool that we have implemented takes advantage of rapidly evolving data technology to provide better
service delivery. It provides an evidenced way of understanding our residents access to critical services using the available walking
and wheeling network. As such, the tool will seek to support multiple services to inform better decision making in accordance with
this key national policy. It will also play a critical part in supporting the development and delivery of Local Development Plan 3,
ensuring that proposed new development supports this spatial concept and in turn our communities as well as other service
areas. Beyond a focus at a local level, the tool will be used to inform research across the city region, supported by partners within
Clydeplan and other local councils. The aspiration is to introduce a consistent baseline measurement of service access to ensure a
clear and coherent strategy across the region.
Action: Continue to develop the 20 minute mapping tool for use at both local and regional levels
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Reimagining the Antonine Wall 
The first phase of the Project was completed in March 2023, with work well underway on the second phase, ‘Reimagining the
Antonine Wall’. This will explore regeneration, reinterpretation and access opportunities and improved visitor offers at key locations.
The Project Manager will be scoping out Phase 2 in 2024/25 and identifying funding sources with a new partnership agreement with
the 5 Local Authorities and Historic Environment Scotland.   
Action: Develop the Reimagining the Antonine Wall project – Phase 2 
Shaping Places for Wellbeing Programme 
The Shaping Places for Wellbeing Programme is a delivery partnership between the Improvement Service and Public Health
Scotland, funded and supported by the Health Foundation and Scottish Government with the support of COSLA. Clydebank is one
of the pilot community areas selected with the ambition of improving wellbeing and reducing inequalities. The Programme in its
present form is due to finish in May 2024. Work is underway to take the Programme forward with a different approach and form.     
Action: Scope out the next phase of the Shaping Places for Wellbeing Programme and how the health and wellbeing and reduction
of inequalities outcomes can be taken forward 
Local Development Plan 3 
Work has commenced on the Council’s Local Development Plan (LDP3) with the Development Plan Scheme agreed by the 2023
December Planning Committee. Over 400 open space sites have been audited which will provide an evidence basis and allow the
preparation of a strategy, including policies about the development, maintenance and use of open spaces. The play sufficiency
assessment is to commence and will include statements relating to the quality, quantity and accessibility of play opportunities in the
planning authority area.  Work this year will concentrate in putting together a robust evidence basis to allow the submission of the
Gatecheck by December 2024 to Scottish Government Planning and Environmental Appeals Division.     
Action:  Prepare a robust evidence report for submission for Gatecheck to Scottish Government Planning and Environmental
Appeals Division   
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Local Place Plans 
The invitation to prepare Local Place Plans was issued to organisations and individuals in October 2023 and an advert placed in
the local press. The Council has prepared a West Dunbartonshire “How-to” guide to encourage and assist local communities to
prepare a Local Place Plan. A number of Community Councils have expressed an interest in preparing a Local Place Plan and this
will be taken forward in 2024/25. 
Action: Promote and support communities in the preparation of Local Place Plans   
New Building Standards Regulations 
The Building Warrant fees are used by verifiers to deliver the building standards verification (building warrant) service. There will be
an uplift in Building Warrant Fees in 2024 but with this greater constraints will be placed on Councils to ensure that the additional
fee income is reinvested in the Building Standards Service. A new Compliance Process for High Risk Buildings is being established
together with an enhancement of consistent enforcement powers and regular inspections. 
Action: Develop a plan to ensure compliance with the new Building Standards Regulations is implemented 
Changes to Procurement Process 
Changes to the procurement process were agreed at a Council meeting in March 2023 in order to streamline the process and
deliver efficiencies. To achieve this, the Corporate Procurement Unit will develop training material and a training calendar to
support service areas with non-regulated procurement under £2m works and non-complex procurement for low contractual risk
projects. Services will administer these projects utilising framework agreement direct awards using the QuickQuote portal on Public
Contracts Scotland. This will remove onerous tasks such as market research, contract strategies, mini competitions, scorecards,
monitoring activity and certain Key Performance Indicators for those contracts. 
Action: Provide procurement advice, guidance and support on non-complex procurement for low contractual risk projects 
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Procurement Improvement Plan
Following a Fit for Future service review, a Procurement Improvement Plan was developed to address key findings over a three
year period. With the Purchase to Pay Framework completed in 2023/24, the Corporate Procurement Unit will continue to
implement actions in 2024/25 to streamline the customer experience. This will focus on improving on-line guidance and forms,
improving process and procedural documents, user training and service engagement together with team resilience and
communication, which will increase the growth of suppliers through the electronic e-invoicing platform.
Action: Continue to implement the key deliverables from the Procurement Improvement Plan
Continuous Improvement
Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not
included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value
focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working;
working with communities; sustainability; and fairness and equality.
Action Plan
The challenges identified in Section 2 and the key factors identified in Section 3 have informed Regulatory & Regeneration priorities
for 2024/25. Appendix 1 sets out the action plan to address them. It also includes:
• performance indicators that will enable progress to be monitored and reported to stakeholders;
• strategic workforce actions to address workforce issues identified in the planning process; and
• strategic and/or service risks.
In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated
strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential
for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and
volunteers, or service users and clients in receipt of the services provided. In identifying the relevant risks for 2024/25 and actions
to mitigate them, we aim to improve or maintain the current position (i.e. the current risk score) set out in the appendix.
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18 
4. Resources 
Finance 
The Finance team are currently creating the detailed service budgets to accurately reflect all savings, management adjustments
and other budget adjustments agreed by Council on 6 March 2024. Once this is complete the service plans will be updated with
each Service’s Gross Expenditure, Gross Income and Net Revenue Expenditure Budgets. 
Employees 
Employee Numbers
The headcount and full time equivalent (FTE) staff in each service area (as of 31st March 2024) are as follows: 
Absence
The 2023/24 quarterly absence figures for Regulatory & Regeneration are shown below together with the Council average for the
same periods for comparison. Absence was significantly lower the Council average throughout 2023/24:
Regulatory and Regeneration Headcount FTE
Democratic and Registration
Services
21 18.36
Economic Development 16 15.03
Legal Services 21 20.26
Planning, Building Control 36  34.30
Regulatory Management 3 2.80
Procurement 10 9.86
TOTAL 107 100.61
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Absence in 2023/24 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost
per FTE employee
Regulatory &
Regeneration
0.86 1.72 1.53 2.52 5.94
COUNCIL WIDE TOTAL 3.64 3.36 4.67 5.01 13.74
Appendix 1: Action Plan 
Please Note: PI targets for 2024/25 are indicative until 2023/24 year-end data becomes available. 
1. Our communities 
Our residents health and wellbeing remains a priority 
Performance Indicator
2024/25
Owner
Target
Percentage of air quality monitoring stations complying with the national objective for nitrogen
dioxide  at the nearest building façades of residential properties , schools, hospitals and care
homes (40ug/m3 NO2 )
100% Mark Walsh
Percentage of highest priority pest control service requests responded to within 2 working days 95% John
Stevenson
Total annual redress won for consumers by Trading Standards Group (£) N/A Annemarie
Clelland
Food Law: Percentage of food businesses in the highest risk category (1 to 6 monthly inspections
by Food & Business Group) that were inspected on time 100% Eilidh Paton
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Performance Indicator
2024/25
Owner
Target
Food Law: Percentage of food businesses in the high risk category (12 monthly inspections by
Food & Business Group) that were inspected on time 80% Eilidh Paton
Number of reports of bogus/cold callers N/A Annemarie
Clelland 
Action Due Date Owner
Identify premises which sell Vapes to underage children and conduct integrity testing where
required 31-Mar-2025 Annemarie
Clelland
Undertake proactive weights and measures work in a variety of retail premises, with a specific
focus on every day food and necessities such as heating fuel and petroleum 31-Mar-2025 Annemarie
Clelland
Scope out the next phase of the Shaping Places for Wellbeing Programme and how the health and
wellbeing and reduction of inequalities outcomes can be taken forward 31-Mar-2025 Pamela Clifford 
2. Our Environment 
Our local environment is protected, enhanced and valued 
Performance Indicator
2024/25
Owner
Target
Air Quality: PM10 Concentration 18 Mark Walsh 
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Our resources are used in an environmentally sustainable way 
Performance Indicator
2024/25
Owner
Target
Tonnage of carbon dioxide emissions from Council operations and assets 19,342 Rachel Moir 
Action Due Date Owner
Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for
2024/25 31-Mar-2025 Rachel Moir
Develop Local Heat and Energy Efficiency Strategy and Delivery Plan 31-Mar-2025 Rachel Moir 
Risk Description Current
Assessment
Target
Assessment 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 Scottish Government in light of the Climate
Emergency. 
Gillian
McNamara 
Our neighbourhoods are sustainable and attractive 
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Performance Indicator
2024/25
Owner
Target
Percentage of private landlord applications administered and processed within 21 days 95% John
Stevenson 
Action Due Date Owner
Promote the next phase of Queens Quay Housing 31-Mar-2025
Pamela Clifford;
Gillian
McNamara 
3. Our Economy 
Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish 
Performance Indicator
2024/25
Owner
Target
Number of businesses given advice and assistance to start up through Business Gateway 180 Gillian Scholes
Percentage of procurement spent on local small/medium-sized enterprises and SMEs who have a
presence in West Dunbartonshire 36%
Laura Adams;
Angus
Cameron
No of business gateway start-ups per 10,000 population 19.78 Gillian Scholes
Proportion of properties receiving superfast broadband 100% Gillian Scholes
Immediately available employment land as a % of total land allocated for employment purposes 40 Pamela Clifford 
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Action Due Date Owner
Implement, monitor and report the progress of the 2024/25 Economic Development action plan 31-Mar-2025 Gillian
McNamara
Deliver key regeneration sites across West Dunbartonshire 31-Mar-2025 Gillian
McNamara
Ensure regeneration sites are progressed to enable high quality development to be achieved on
the ground 31-Mar-2025 Pamela Clifford
Monitor the development of the key regeneration sites to ensure they comply with the approved
consent 31-Mar-2025 Pamela Clifford
Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar-2025 Magda Swider
Develop and implement business support interventions through the UK Shared Prosperity Fund 31-Mar-2025 Gillian Scholes
Support town centre revitalisation 31-Mar-2025 Magda Swider 
Risk Description Current
Assessment
Target
Assessment Owner
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.   
Pamela
Clifford; Gillian
McNamara
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.   
Pamela
Clifford; Alan
Douglas;
Gillian
McNamara 
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24 
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25 
4. Our Council 
Our workforce is resilient and skilled where digital technology supports service delivery for our residents 
Action Due Date Owner
Develop and implement wellbeing, employee engagement, equality, and learning and development
plans to enable capabilities, improve resilience and promote a diverse workforce 31-Mar-2025 Alan Douglas
Develop and implement employee life cycle plans in line with the People First Strategy to attract
and retain the workforce 31-Mar-2025 Alan Douglas
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-2025 Alan Douglas
Develop and implement learning and development plans and development opportunities to improve
capabilities and resilience within the workforce 31-Mar-2025 Alan Douglas 
Our Council is adaptable and focused on delivering best value for our residents 
Performance Indicator
2024/25
Owner
Target
Planning applications (major developments) - average number of weeks to decision 16 Pamela Clifford
Planning applications (householder) - average number of weeks to decision 8 Pamela Clifford
Planning applications (local  development, excluding householder) - average number of weeks to
decision 12 Pamela Clifford
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26 
Performance Indicator
2024/25
Owner
Target
% of contract award notices published within 30 calendar days from award letter being sent 100%
Laura Adams;
Angus
Cameron
Annual Cash Savings target achieved £400,000.00
Laura Adams;
Angus
Cameron
Percentage of Environmental Health service requests from citizens first responded to within 2
working days 90% John
Stevenson
Percentage of building warrant applications responded to within 20 working days 85% Judi Ferguson 
Action Due Date Owner
Monitor and review the impact of budget savings 31-Mar-2025 Alan Douglas
Provide legal services to the Council and West Dunbartonshire Energy LLP in relation to heat
supply agreements and network supply contracts 31-Mar-2025 Michael
McDougall
Continue to provide high quality and timely legal support across all Council services 31-Mar-2025 Michael
McDougall
Continue to develop the 20 minute mapping tool for use at both local and regional levels 31-Mar-2025 Pamela Clifford
Develop the Reimagining the Antonine Wall project – Phase 2 31-Mar-2025 Pamela Clifford
Prepare a robust evidence report for submission for Gatecheck to Scottish Government Planning
and Environmental Appeals Division 31-Mar-2025 Pamela Clifford
Promote and support communities in the preparation of Local Place Plans 31-Mar-2025 Pamela Clifford
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Action Due Date Owner
Develop a plan to ensure compliance with the Building Standards Service is implemented 31-Mar-2025 Pamela Clifford
Provide procurement advice, guidance and support on non-complex procurement for low
contractual risk projects 31-Mar-2025
Laura Adams;
Angus
Cameron
Continue to implement the key deliverables from the Procurement Improvement Plan 31-Mar-2025
Laura Adams;
Angus
Cameron 
Risk Description Current
Assessment
Target
Assessment 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.  
Annemarie
Clelland;
Michael
McDougall;
John
Stevenson
Income for services
continues to be
dramatically reduced
as a result of the
COVID-19 pandemic
and subsequent cost
of living crisis.
Relates to registration, licensing, planning and building
control which have been impacted as a result of the
COVID-19 pandemic and the cost of living crisis.  
Alan Douglas
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28 
Risk Description Current
Assessment
Target
Assessment Owner
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.  
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.  
Pamela
Clifford; John
Stevenson
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.  
Laura Adams;
Angus
Cameron
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.  
Laura Adams;
Angus
Cameron 
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Our residents are engaged and empowered 
Performance Indicator
2024/25
Owner
Target
Percentage of Council and Committee minutes produced within 3 clear working days of the
meeting 98% Carol-Ann
Burns
% of committee agendas published within standing order timescales 99% Carol-Ann
Burns 
Action Due Date Owner
Implement the various requirements of the Elections Act 2022 in time for the UK parliamentary
Elections in 2024 31-Mar-2025 George
Hawthorn
Organise and implement the UK General Election for the new West Dunbartonshire Constituency 31-Mar-2025 George
Hawthorn 
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer - Resources
Committee: Corporate Services Committee 22 May 2024
Subject: Resources Delivery Plan 2023/24 - Year-end Progress &
Resources Delivery Plan 2024/25
1 Purpose
1.1 This report sets out the year-end progress of the 2023/24 Delivery Plan and
presents the new Delivery Plan for 2024/25.
2 Recommendations
2.1 It is recommended that Committee notes the progress achieved at year-end
and the new Plan for 2024/25.
3 Background
3.1 In line with the Strategic Planning & Performance Framework, each Chief
Officer develops an annual Delivery Plan which sets out actions to help deliver
the Strategic Plan and address the performance challenges and service
priorities identified in the planning process. The Plan also provides an
overview of services and resources, including employees and budgets, sets
out the performance indicators (PIs) for monitoring progress and considers the
relevant risks.
4 Main Issues
2023/24 Year-end Performance
4.1 The 2023/24 Delivery Plan was presented to Corporate Services Committee
on 24 May 2023 and mid-year progress reported on 1 November 2023.
4.2 Full details of year-end progress are set out in Appendix 1.
4.3 The progress of the Plan’s 20 actions is summarised below:
Progress No. (%)
Completed 17 (85%)
Delayed 3 (15%)
4.4 Delayed actions relate to the following and will be carried forward and
completed in 2024/25:
• Maximise automation opportunities across the Council - 87% complete.
• Develop and implement employee life cycle plans in line with the People
First Strategy to attract and retain the workforce - 95% complete.
ITEM 11
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• 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 - 97% complete. 
4.5 Year-end data is available for seven of the Plan’s 20 PIs. The performance of
those PIs is summarised below: 
Performance Against Target No. (%) 
Target met or exceeded 7 (100%)
Performance Over Time No. (%) 
Improved over short term (or maintained high
level of performance)
5 (71%) 
Improved over longer term (or maintained high
level of performance)
6 (86%) 
4.6 The full set of PIs will be reported through the Council’s annual performance
reporting process once all data becomes available. 
2024/25 Delivery Plan 
4.7 The 2024/25 Delivery Plan is set out at Appendix 2. 
4.8 Key priorities include: 
• delivering sustainable, quality services within the context of significant
financial challenges
• commencing the introduction of a new financial management system
• incorporating Earmarked Reserve (EMR) spend through the Ledger
• reviewing the Dumbarton Common Good Fund
• reviewing ways to decrease corporate debt in relation to sundry, non-
domestic rates, Council Tax and rent
• reviewing ways to improve rent collection rates in conjunction with
Housing and W4U
• automating Council processes and information provision
• progressing the disposal of key strategic sites
• progressing the redevelopment of Glencairn House
• progressing the buildings upgrades programme
• progressing the refurbishment of the depots estate
• supporting Council services to deliver the asset related options agreed by
Council. 
4.9 Implementation of the Plan will be monitored by the management team with
mid-year and year-end progress reported to Corporate Services Committee
and Infrastructure, Regeneration and Economic Development Committee
(asset management elements only) around November 2024 and May 2025
respectively. 
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5 People Implications 
5.1 There are no direct people implications arising from this report. 
6 Financial & Procurement Implications 
6.1  There are no direct financial or procurement implications arising from this
report. 
7 Risk Analysis 
7.1 Failure to deliver on the actions assigned to Resources may have a direct
impact on the delivery of the Council’s Strategic Plan. It is essential that
remedial action is taken to ensure strategic delivery plans achieve the
commitments detailed 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:   2 May 2024
_____________________________________________________________ 
Person to Contact:  Lynn Henderson    
lynn.henderson@west-dunbarton.gov.uk 
Appendices:  Appendix 1: Resources Delivery Plan 2023/24 - Year-end
Progress 
Appendix 2: Resources Delivery Plan 2024/25 
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Background Papers: Resources Delivery Plan 2023/24 - Corporate Services
Committee, 24 May 2023 
Resources Delivery Plan 2023/24 Mid-year Progress -
Corporate Services Committee, 1 November 2023 
Strategic Planning & Performance Framework 2022/27   
Wards Affected: All
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1
Appendix 1: Resources Delivery Plan 2023/24 - Year-end Progress
1. Our Communities
Our residents are supported to increase life and learning skills
Action Status Progress Due Date Note Owner
Progress Glencairn House
Improvements in line with
agreed plan and timeframe
31-Mar-
2024
The 2023/24 phase of the redevelopment has been
completed. A tender was completed, a contractor
appointed and works have started on-site. The next
phase commenced in April 2024.
Michelle
Lynn
2. Our Environment
Our neighbourhoods are sustainable and attractive
Action Status Progress Due Date Note Owner
Progress the building upgrades
programme
31-Mar-
2024
All projects completed on time, within scope and within
budget. 
Michelle
Lynn
3. Our Economy
Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Number of invoices paid
within 30 calendar days of 88.77% 91% 2023/24 year-end data not yet
available.
Ryan
Chalmers
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2
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
receipt as a percentage of
all invoices paid 
Our partnerships support economic development to deliver increased prosperity for our area 
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Time for processing
applications for new
Housing Benefits claims
from application receipt date
to the day the claim is
decided
22  23 23   Target met. Ryan
Chalmers
Time for processing
applications for notifications
of changes of
circumstances for Housing
Benefits from the application
receipt date to the day the
claim is decided
3.1  3 5   Target exceeded. Ryan
Chalmers 
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3
4. 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
learning and development plans
to enable capabilities, improve
resilience and promotion of a
diverse workforce
31-Mar-
2024
Across Resources staff are having regular 121 and team
meetings.
Within Business Support, Trickle is being used to
communicate with teams where feasible. All roles across
business support team have been reviewed as part of a
restructure.
Within Finance, weekly manager meetings have helped
improve employee engagement, well-being and staff
have been trained in essential business processes to
reduce the risk of single point of failure. Finance
Business Partners are also invited to regular Resources
Management Team meetings.
Within Asset Management, Trickle is being considered to
communicate with the wider workforce where feasible.
Following organisational change, roles and remits are
being reviewed to ensure there are no single points of
failure.
Laurence
Slavin
Develop and implement
employee life cycle plans in line
with the People First Strategy to
attract and retain the workforce.
31-Mar-
2024
Business Support are working with Strategic HR to
review of recruitment practices (including profiles) to
attract and facilitate application processes for
candidates.
Laurence
Slavin
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4
Action Status Progress Due Date Note Owner
Finance have reviewed essential processes to mitigate
the risk of single point of failure and work on succession
planning is ongoing. We are reviewing Finance Business
Partner workloads to allocate work across the wider
team with some processes allocated across the wider
Finance team to cover where savings options were
taken. This will continue to be reviewed to ensure
optimum use of capacity. A further workforce planning
meeting is scheduled for June 2024 to review roles and
responsibilities. 
Within Asset Management, following organisational
change, role profiles and remits have been and are
continuing to be reviewed.  Opportunities to promote
posts internally are being explored. 
Within Audit & Fraud the size of the team restricts
opportunities for career development opportunities and
the Chief Officer Resources is in discussions with S95
Officers at three other councils around longer term
options to provide greater resilience and potentially a
multi council approach to internal audit which would
provide for more progression.
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-
2024
Business Support teams constantly reviewing processes
in light of both Automation and digital agenda in general. 
Some processes have been allocated across the wider
Finance team to cover where savings options were
taken. This will continue to be reviewed to ensure
Laurence
Slavin
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5
Action Status Progress Due Date Note Owner
optimum use of capacity as a result of different ways of
working. 
Asset Management savings for 23/24 have been
achieved and further review for future savings options
are being explored.  Review of IHMS system and
possible bots will be explored. 
Within Audit and Fraud the team has been subject to
review as part of delivering saving option and a recent
retirement and resilience added through new structure.
The Chief Officer Resources is in discussions with S95
Officers at three other councils around longer term
options to provide greater resilience and potentially a
multi council approach to internal audit which would
provide for more progression.
Develop and implement learning
and development plans and
development opportunities to
improve capabilities and
resilience within the workforce 
31-Mar-
2024
Within Finance, staff have been trained in essential
business processes to reduce the risk of single point of
failure. We are in the process of reviewing existing
Finance Business Partner provision with a view to
succession planning. Finance are holding a workforce
planning meeting in June to review roles and
responsibilities. 
Within Asset Management, all managers are being
supported through existing communication channels and
all managers are completing internal “Inspiring Leaders”
course. Other training opportunities are being explored
for the wider workforce. 
Laurence
Slavin
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6
Action Status Progress Due Date Note Owner
Within Audit & Fraud the size of the team restricts
opportunities for career development opportunities and
the Chief Officer Resources is in discussions with S95
Officers at three other councils around longer term
options to provide greater resilience and potentially a
multi council approach to internal audit which would
provide for more progression. 
Our Council is adaptable and focused on delivering best value for our residents 
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
CM4c: Percentage of
council buildings in which all
public areas are suitable for
and accessible to disabled
people
96.5%  97% 97%  
Target achieved.  Capital works
completed to operational building to
increase accessibility
Michelle
Lynn
Value of outstanding sundry
debt as a percentage of
total that is more than 90
days old from date of
invoice
61.56%  67.08% 70%  
Target met for 2023/24.  Debts
outstanding over 12 months and
the total debt outstanding has
reduced during the year which is
excellent and many cases are on
long term sustainable
arrangements which is key given
the current cost of living impacted
residents.  
Ryan
Chalmers
Rent collected as a % of
total rent due 98.51%   98%   2023/24 year-end data not yet
available.
Ryan
Chalmers
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Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
% of capital receipts
achieved as forecast 90%  90% 90%   Target achieved.  Capital receipts
delivered as per programme.
Michelle
Lynn
Percentage of corporate
fraud savings target
achieved
102%   100%   2023/24 year-end data not yet
available.
Andi
Priestman
Cost of collecting council tax
per dwelling £ £2.48   £3.00   2023/24 year-end data not yet
available.
Ryan
Chalmers
Percentage of income due
from council tax received by
the end of the year %
94.83%   94.5%   2023/24 year-end data not yet
available. 
Ryan
Chalmers
Proportion of operational
buildings that are suitable
for their current use %
93.3%  93.3% 93%  
Target achieved.   Based on the
most recent LGBF comparative
data for 2022/23 (published by the
Improvement Service in December
2023), performance was better than
the Scottish average of 86.1%, with
a ranking of 8 of 32 local
authorities, down two places from
the previous year.
Michelle
Lynn
Proportion of internal floor
area of operational buildings
in satisfactory condition %
91%  91% 91%  
Target met. Based on the LGBF
comparative data for 2022/23
(published by the Improvement
Service in December 2023),
performance was better than the
Scottish average of 89.7%, with a
ranking of 16 of 32 local authorities,
Michelle
Lynn
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8
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
up two places from the previous
year.
Current tenants' arrears as
a percentage of total rent
due %
10.4%   11.4%   2023/24 year-end data not yet
available.
Ryan
Chalmers
Gross rent arrears (all
tenants) as at 31 March
each year as a percentage
of rent due for the reporting
year
10.04%   10%   2023/24 year-end data not yet
available.
Ryan
Chalmers
Income generated as a % of
total revenue budget 11%   11%  
2023/24 value will be available after
30 June 2024 following the
completion of the draft financial
statements.  
Carol
Alderson 
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-
2024
Processes reviewed and action plan agreed with
managers to introduce changes and system
improvements. Cost of living is having significant impact
on contact from both those in debt and residents trying to
avoid getting into debt, with support being provided to
both groups. All other milestones completed as planned.
However, cost of living has impacted all income
collection streams and debt partners have confirmed this
is being seen across the country.  
Ryan
Chalmers
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9
Action Status Progress Due Date Note Owner
Review ways to improve rent
collection rates in conjunction
with Housing and W4U  
31-Mar-
2024
Reviewed process, fully following DWP guidance and
regular meetings held with Housing to discuss issues
and/or complex cases. All other milestones completed as
planned. However, the cost of living has impacted rent
collection during 2023/24 with this expected to continue
into 2024/25. This is being seen by most, if not all, social
landlords across the country.  
Ryan
Chalmers
Maximise automation
opportunities across the Council  
31-Mar-
2024
Deceased records taking longer than planned due to
system challenges This will be carried over into 2024/25. Arun Menon
Progress disposal of key
strategic sites over 23/24  
31-Mar-
2024 Completed according to the disposal programme.   Michelle
Lynn
Develop and implement plans
and support services to achieve
the various asset related options
agreed by Council.  
31-Mar-
2024 Completed. Disposal and co-locations agreed.   Michelle
Lynn 
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.    
11-Apr-
2024
Effectively implement the
Corporate Debt Policy and
ensure income maximisation in
collaboration with W4U.
Improvements to automation of
collecting debt to be
implemented.  
Ryan
Chalmers
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Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note Owner
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   
11-Apr-
2024
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
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.  
07-Mar-
2024
Risk score remains low due to
capital programme of works on
operational building ongoing.
Michelle
Lynn 
Our residents are engaged and empowered 
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
% of council resources
directed by communities 1.27%   1%  
2023/24 data will be available late
August 2024 when it is submitted
to CoSLA (Convention of Scottish
Local Authorities).  
Carol
Alderson;
Colin Smith;
Elaine
Troup 
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11 
Strong financial governance and sustainable budget management (Service Objective) 
Performance Indicator
2022/23 2023/24
Owner Value Status Value Target Short
Trend
Long
Trend Note
Amount of free reserves as
a percentage of the
prudential reserve target -
HRA
100%   100%  
2023/24 value will be available
after 30 June 2024 following the
completion of the draft financial
statements.  
Carol
Alderson
Amount of free reserves as
a percentage of the
prudential reserve target -
General services
131%   100%  
2023/24 value will be available
after 30 June 2024 following the
completion of the draft financial
statements.  
Carol
Alderson
Percentage variance to
budget projected (General
Services budget)
0.27%   0%  
2023/24 value will be available
after 30 June 2024 following the
completion of the draft financial
statements.  
Carol
Alderson
Percentage of Audit Plan
completed 80%   85%   2023/24 year-end data not yet
available.
Andi
Priestman 
Action Status Progress Due Date Note Owner
Review the published
accounting guidance in relation
to leasing to be incorporated
into the 2024/25 financial
statements  
31-Mar-
2024
Completed as planned. The budget impact of leases is
included within the Treasury Management Strategy
2024/25 which was submitted to Council 27 March 2024.  
Carol
Alderson
Support the development of the
business case to extend the
district heating network and  
31-Mar-
2024
The annual audit is complete and the annual accounts
were signed off by the 31 December 2023 deadline. A
Carol
Alderson
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12
Action Status Progress Due Date Note Owner
strengthen the financial
processes and controls of West
Dunbartonshire Energy Limited
model has been developed to feed into the business
case to extend the district heating network.  
Review the current capital
programme reporting
procedures  
31-Mar-
2024
The current reporting procedures were reviewed and
benchmarked against other local authority practice.
Capital accounting templates and reports were then
revised and agreed with stakeholders including Elected
Members and the Senior Management team.
Carol
Alderson
Review the Council's Support
Services Model and implement
any changes  
31-Mar-
2024
The Central Support Services model was reviewed and
updated and the changes communicated to relevant
stakeholders.  
Carol
Alderson
Revise the Code of Good
Governance  
31-Mar-
2024
Completed. This will be reported to Audit Committee in
June 2024 as part of the report on the Annual
Governance Statement.
Andi
Priestman
Ensure continued compliance
with the Code of Good
Governance during 2023/24  
31-Mar-
2024
Compliance reviewed and included in the report on the
review of the local code of governance and the annual
governance statement for 2023/24 which will be
submitted to the June 2024 Audit Committee.
Andi
Priestman
Prepare and submit draft Annual
Governance Statement for
2022/23 to the Audit Committee  
30-Jun-
2023
Completed. The Annual Governance Statement was
approved at Audit Committee in June 2023.  
Andi
Priestman
Continue to improve and deliver
the Assurance Statement for
2022/23 to support the Annual
Governance Statement  
30-Jun-
2023
Completed. Internal Audit Annual Report and Assurance
Report for 2022/23 was presented to the Audit
Committee meeting in June 2023.  
Andi
Priestman
Complete Internal Audit &
Corporate Fraud Plan 2022/23
and report to Audit Committee  
31-Aug-
2023
Completed. Internal Audit Annual Report and Assurance
Report for 2022/23 was presented to the Audit
Committee meeting in June 2023.  
Andi
Priestman
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13
Action Status Progress Due Date Note Owner
as part of the Annual Assurance
Statement 
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   
05-Apr-
2024
Internal Audit plan completion will
be reported to the June 2024
Audit Committee (level of
assurance will be provided on 10
May). The Annual Report to
members on the 2023/24 Audit
will be provided by external audit.
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-Mar-
2024
The current assessment remains
unchanged from mid-year. While
the risk remains high due to
staffing and issues with business
continuity, there are a range of
controls in place to mitigate it. 
Carol
Alderson
Financial
projections are
significantly
incorrect
Financial projections for both capital
and revenue are significantly
incorrect resulting in insufficient
reserves being held.    
19-Apr-
2024
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. The Council's
Chief Financial Officer engages
regularly with the Directors of
Laurence
Slavin
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14
Risk Description Current
Assessment
Target
Assessment
Date
Reviewed Note Owner
Finance across all 32 Scottish
Councils to sense check material
assumptions in financial
forecasts.
Significant
financial
funding
reductions /
limitations
from Scottish
Government
It is expected that the Council will
continue to face significant real term
funding reductions from the Scottish
Government settlement. This is
based on recent settlements. This
coincides with a period where costs
are continuing to rise in relation to
social care, significant inflationary
increases impacting all services, the
impact of increases in the bank
interest rate on the cost of
borrowing and pay award pressures
linked to inflation. Whilst there are
ongoing discussions between the
Scottish Government and Local
Government on reducing the ring
fencing of funding is the reality is
that material elements of funding
remains ring fenced which
significantly restricts how the
Council can most effectively use the
funds made available to it. 
19-Apr-
2024
Assumptions on future Scottish
Government funding, and other
material budget assumptions, are
updated regularly and reported to
Council periodically throughout
the year. It is expected that future
Scottish Government funding will
be insufficient to pay for current
levels of service delivery,
furthermore it is expected that
future local government
settlements will be a real terms
reduction in local government
funding. 
Laurence
Slavin 
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15 
Action Status 
Overdue 
Completed 
PI Status 
Target significantly missed 
Target narrowly missed 
Target met or exceeded 
Risk Status 
Alert 
Warning 
OK 
Long Term Trends 
Improving 
No change 
Declining 
Short Term Trends 
Improving 
No change 
Declining 
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2024/25
RESOURCES
Appendix 2: Resources Delivery Plan 2024/25
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1
Contents` 
1. Introduction .................................................................................................................................................................................................... 2
2. Performance Review ...................................................................................................................................................................................... 2
3. Strategic Assessment .................................................................................................................................................................................... 4
4. Resources ...................................................................................................................................................................................................... 9
Appendix 1: Action Plan .......................................................................................................................................................................................... 11 
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1. Introduction 
Resources comprises Finance, Business Support, Internal Audit & Fraud and Asset Management. It provides accountancy, treasury
management, business support, internal audit and fraud and asset management services to the Council and external clients including the West
Dunbartonshire Leisure Trust, the Valuation Joint Board, Clydebank Property Company, charities and trusts, and West Dunbartonshire Energy
Ltd. Company. In addition, it provides direct services to residents of West Dunbartonshire. 
It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this
Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. Progress will be
monitored and managed by the management team and reported to Corporate Services Committee and Infrastructure, Regeneration & Economic
Development Committee (asset management elements only) twice yearly, at mid-year and year-end. 
2. Performance Review 
The Resources management team completed a detailed review of 2023/24 performance, focusing on: 
• 2023/24 Delivery Plan year-end progress
• Local Government Benchmarking Framework (LGBF) comparative data
• Citizens’ Panel feedback
• Telephone Survey feedback
• Complaints. 
This review highlighted our key achievements and challenges in 2023/24. These are summarised below. 
Key Achievements in 2023/24 
Finance
• Completed draft Financial Statements within statutory deadlines.
• Delivered service and financial returns to public sector bodies.
• Supported transformation projects within the Council, including the District Heating Network, ongoing development of revised costing models
and financial reporting within Housing Maintenance Trading Account.
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• Reviewed capital programme reporting to improve effectiveness and efficiency including comprehensive review of capital programme
expenditure profiling.
• Progressed the creation of a lease register and accounting template in preparation for the change to the Code of Practice on Local Authority
Accounting issued by the Chartered Institute of Public Finance & Accountancy.
Business Support
• Processed £637,650 in Clothing Grants to parents and carers of 4,251 school pupils.
• Processed £2.7m in Discretionary Housing Payments to assist 3,745 vulnerable tenants with housing costs.
• Processed £30.6m in Housing Benefit payments to assist residents with housing costs
• Processed £9.1m in Council Tax Reduction payments to assist residents with council tax charges
• Improved the rent arrears process working in partnership with Housing and Department for Work and Pensions
• Increased efficiency by developing and improving automation solutions to process Employee New Start, Sickness Absence, Teachers
Pension Notification, Free School Meals, Clothing Grants and Discretionary Housing payments.
Internal Audit & Fraud
• Finalised the 2022/23 annual audit plan and progressed the 2023/24 audit plan.
• Delivered actual savings and re-billings of £184,495 through the Corporate Fraud Team.
Asset Management
• Supported the delivery of major capital projects including Faifley Community Campus, new build housing projects, development phase of
Exxon City Deal Project and other general services projects.
• Further developed office accommodation plans and managed access and occupancy rates.
• Continued to deliver the Disposal Strategy outcomes and delivered income via capital receipts.
• Developed and implemented a new Council Asset Management Framework and Property Asset Plan.
• Progressed the programme of the Council Assets capital funded improvement projects.
Key Challenges in 2023/24
Finance
• Reconciling and managing a significant number of funding streams mainly due to Scottish Government priorities within limited resource
constraints.
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4
• Providing personal development for staff by allocating new roles to officers resulting in a significant learning curve whilst continuing to provide
a quality service to customers.
• Review of entire capital programme to better align forecast expenditure to projected timescales of project activity.
Business Support
• Level of rent arrears was aggravated by the cost of living crisis.
• Collection of sundry debt was greatly impacted by cost of living crisis which is being managed in line with the Corporate Debt policy and a
range of flexible measures.
• Managing levels of service delivery with the levels of budget cuts.
Asset Management
• Staff turnover coupled with the time taken to replace, recruit and train employees continued to be a challenge in 2023/24.
• High sickness absence reduced available resource resulting in increased expenditure for sub contracted works and agency costs.
• The national skills shortage of qualified and experienced officers in Corporate Asset Management resulted in reduced workforce numbers
and increased demands on existing teams. This resulted in alternative service delivery models being introduced.
• Increasing issues relating to the supply of labour and materials, due to increased energy, transport and raw material costs, impacted supply
chains and third parties and our ability to carry out works within budget and on time.
3. Strategic Assessment
The Resources management team completed a strategic assessment to determine the major influences on service delivery and priorities in
2024/25. The key factors are summarised below.
Key Factors
Financial Challenges
The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay
awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back office
services. The Council are currently faced with an estimated cumulative funding gap in 2025/26 of £9.8m rising to £40.4m by 2028/29. We will
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5
continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected
Members throughout 2024/25.
These challenges require further action to balance our budget and protect services for residents. Within Resources, this means that available
funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number
of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients and the public.
Budget Sensitivity Analysis
In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value
budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around
demand, costs and charges, and income levels.
Within Resources, budgets which have been identified as being more susceptible to fluctuations include:
• Building Materials
• Labour costs
• Transport fuel costs
• Capital Plan
On a more Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the
Council’s short-term borrowing.
Financial Management System
The main financial management system (FMS) used by Finance to manage the General Ledger, Accounts Payable and Accounts Receivable
functions is Agresso. During 2023/24 the current service provider announced they would cease support for the system as at 31 December 2024.
As a business-critical system, it would not be practical for Finance to use the system unsupported longer term for reasons of compliance and
cyber-security protection. A steering group and project team have been set up to oversee the introduction of a cloud-based FMS. A
procurement exercise has commenced to identify an appropriate solution and information will be requested from other councils who have
recently undertaken a similar project to benefit from their experience and lessons learned.
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6
In 2024/25, we will continue with the procurement exercise and gather information to ensure the system procured meets the needs of Finance
and the wider service users within the council. It is anticipated that this project will extend over two financial years with a proposed go-live date of
1 April 2026.
Managing Earmarked Reserves (EMR)
Currently expenditure of EMR is recorded on a spreadsheet and reported to Committee as part of the Budgetary Control Report process. This
has resulted in an inconsistent approach across Finance and requires manual adjustments that opens up a risk of error. To improve
transparency and reporting of EMR spend, we will develop a coding structure that facilitates the tracking of spend against the reserves through
the ledger. This is likely to align to the introduction of the supported Financial Management System.
Dumbarton Common Good Fund
As part of the 2024/25 budget setting process, it was recognised that Dumbarton Common Good spend will exceed income which means there
will be a need to fund the shortfall from reserves. Whilst there are sufficient funds in the Dumbarton Common Good to absorb this deficit in the
short term, it is not a sustainable position in the medium to longer term. In 2024/25, a review will be carried out of all recurring grants to ensure
funds are still being applied for reasons consistent with the purpose of the common good and to ensure long term sustainability of the fund.
Increased Corporate Debt
Wider economic factors, in particular the cost of living crisis, have impacted the collection of rent, Council Tax and sundry debt. The Council is
finding it more difficult to collect all the money it is owed resulting in increased levels of debt across a range of debt types. In 2024/25, we will:
• continue to review ways of decreasing corporate debt through continued improvements to debt collection processes in relation to sundry,
non-domestic rates, Council Tax and rent
• continue to review ways to improve rent collection rates in conjunction with Housing and W4U.
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Automation of Processes and Information Provision
Staff across the Council are employed in manual processes and information provision, such as processing invoices and updating transactional
spreadsheets. Many such processes can be automated, providing benefits such as faster service delivery, improved quality and greater
flexibility, as well as enabling staff to refocus on more complex tasks rather than repetitive tasks. In 2024/25, we will continue to pursue
automation opportunities across the Council to improve efficiency.
Income from Capital Receipts
Continuing to secure income for the Council is a key priority and the Corporate Asset Management Framework supports this through the delivery
of capital receipts from the disposal of key strategic sites. The Framework will highlight non-performing property assets, inform the process for
considering future disposals, and generate additional income through the disposal of redundant assets. In 2024/25, we will monitor the progress
against the Framework and the disposal of key strategic sites and provide an annual update on progress.
Glencairn House Redevelopment
The Levelling Up Fund is a UK government initiative for regenerating town centres and high streets, upgrading local transport, and investing in
cultural and heritage assets. Following a successful bid to the Fund, work is underway to progress the redevelopment of Glencairn House in
Dumbarton town centre as a combined museum, library and community facility. Planning permission has been approved and a contractor
appointed. In 2024/25, we will progress the redevelopment in line with the agreed plan with progress reported to the Levelling Up Project Board.
Building Upgrades
The 2024/25 programme for delivering Corporate Assets building upgrades includes renovation, remodelling and refreshing corporate buildings
in accordance with the Corporate Asset Management Plan. In 2024/25, we will progress the buildings upgrades programme in line with the
agreed Plan and timeframe.
Depot Refurbishment
The Council’s depot estate is no longer fit-for-purpose. Following a review of the complete estate and the preparation of a feasibility report, it has
been agreed to refurbish the estate rather than progress with a new build due to cost restrictions. In 2024/25, the Depots Project Board will take
forward the depot refurbishment programme.
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Asset Related Council Savings Options
In line with the Council’s agreed savings options for 2024/25, there are a number of initiatives that include changes to Council assets that will
require support from the Asset Management team. In the coming year, we will work in partnership with the relevant services to develop and
implement plans and provide support to deliver the asset related savings agreed by Council.
Continuous Improvement
Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in
this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and
leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities;
sustainability; and fairness and equality.
Action Plan
The challenges identified in Section 2 and the key factors identified in Section 3 have informed Resources priorities for 2024/25. Appendix 1 sets
out the action plan to address them. It also includes:
• performance indicators and targets that will enable progress to be monitored and reported to stakeholders
• strategic workforce actions to address workforce issues identified in the planning process
• strategic and/or service risks.
In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic
objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual
services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and
clients in receipt of the services provided. In identifying the relevant risks for 2024/25 and actions to mitigate them, the aim is to improve or
maintain the current position (i.e. the current risk score) set out in the appendix.
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4. Resources 
Finance 
The Finance team are currently creating the detailed service budgets to accurately reflect all savings, management  adjustments and other
budget adjustments agreed by Council on 6 March 2024. Once this is complete the service plans will be updated with each Service’s Gross
Expenditure, Gross Income and Net Revenue Expenditure Budgets. 
Employees 
Employee Numbers
The headcount and full time equivalent staff in each service area (as of 31st March 2024) are as follows: 
Absence
The 2023/24 quarterly absence figures for Resources are shown below, together with the Council average for the same periods for comparison.
The figures for Resources have been significantly lower than the Council average throughout 2023/24: 
Function Headcount FTE
Audit & Fraud 8 6.10
Business Support 74 66.32
Finance 35 32.61
Asset Management 50 46.93
Estate Management 3 3.00
TOTAL 170 154.96
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Absence in 2023/24 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost
per FTE employee
Resources 0.8 1.73 2.46 1.98 5.92
COUNCIL WIDE TOTAL 3.64 3.36 4.67 5.01 13.74  
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Appendix 1: Action Plan
Please Note: PI targets for 2024/25 are indicative until 2023/24 year-end data becomes available. 
1. Our Communities 
Our residents are supported to increase life and learning skills 
Action Due Date Owner
Progress the redevelopment of Glencairn House 31-Mar-2025 Michelle Lynn 
2. Our Environment 
Our neighbourhoods are sustainable and attractive 
Action Due Date Owner
Progress the building upgrades programme 31-Mar-2025 Michelle Lynn 
3. Our Economy 
Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish 
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Performance Indicator
2024/25
Owner
Target
Number of invoices paid within 30 calendar days of receipt as a percentage of all invoices paid TBC Ryan Chalmers 
Our partnerships support economic development to deliver increased prosperity for our area 
Performance Indicator
2024/25
Owner
Target
Time for processing applications for new Housing Benefits claims from application receipt date to the day the
claim is decided 23 Ryan Chalmers
Time for processing applications for notifications of changes of circumstances for Housing Benefits from the
application receipt date to the day the claim is decided 5 Ryan Chalmers 
4. Our Council 
Our workforce is resilient and skilled where digital technology supports service delivery for our residents 
Action Due Date Owner
Develop and implement wellbeing, employee engagement, equality, and learning and development plans to
enable capabilities, improve resilience and promote a diverse workforce 31-Mar-2025 Laurence Slavin
Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the
workforce 31-Mar-2025 Laurence Slavin
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Action Due Date 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-2025 Laurence Slavin
Develop and implement learning and development plans and development opportunities to improve
capabilities and resilience within the workforce 31-Mar-2025 Laurence Slavin 
Our Council is adaptable and focused on delivering best value for our residents 
Performance Indicator
2024/25
Owner
Target
Percentage of council buildings in which all public areas are suitable for and accessible to disabled people 97% Michelle Lynn
Value of outstanding sundry debt as a percentage of total that is more than 90 days old from date of invoice 70% Ryan Chalmers
Rent collected as a % of total rent due TBC Ryan Chalmers
Percentage of capital receipts achieved as forecast 90% Michelle Lynn
Cost of collecting council tax per dwelling TBC Ryan Chalmers
Percentage of income due from council tax received by the end of the year  TBC Ryan Chalmers
Proportion of operational buildings that are suitable for their current use 93% Michelle Lynn
Proportion of internal floor area of operational buildings in satisfactory condition 91% Michelle Lynn
Current tenants' arrears as a percentage of total rent due TBC Ryan Chalmers
Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year 10% Ryan Chalmers
Income generated as a % of total revenue budget 11% Carol Alderson 
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14
Action Due Date 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-2025 Ryan Chalmers
Review ways to improve rent collection rates in conjunction with Housing and W4U 31-Mar-2025 Ryan Chalmers
Maximise automation opportunities across the Council 31-Mar-2025 Arun Menon
Commence the introduction of a supported Financial Management System for implementation in 2025/26 31-Mar-2025 Carol Alderson
Incorporate Earmarked Reserve (EMR) spend through the Ledger 31-Mar-2025 Carol Alderson
Review the Common Good Fund 31-Mar-2025 Carol Alderson
Progress the disposal of key strategic sites 31-Mar-2025 Michelle Lynn
Progress the depot refurbishment programme 31-Mar-2025 Michelle Lynn
Develop and implement plans and support services to achieve the asset related options agreed by Council 31-Mar-2025 Michelle Lynn 
Risk Description Current
Assessment
Target
Assessment 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.    
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 
Ryan Chalmers
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15
Risk Description Current
Assessment
Target
Assessment Owner
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.  
Michelle Lynn 
Our residents are engaged and empowered 
Performance Indicator
2024/25
Owner
Target
Percentage of council resources directed by communities
1% Carol Alderson;
Colin Smith;
Elaine Troup 
Strong financial governance and sustainable budget management (Service Objective) 
Performance Indicator
2024/25
Owner
Target
Amount of free reserves as a percentage of the prudential reserve target - HRA 100% Carol Alderson
Amount of free reserves as a percentage of the prudential reserve target - General services 100% Carol Alderson
Percentage variance to budget projected (General Services budget) 0% Carol Alderson
Percentage of Audit Plan completed 85% Andi Priestman 
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16
Action Due Date Owner
Prepare and submit draft Annual Governance Statement for 2023/24 to the Audit Committee 30-Jun-2024 Andi Priestman
Continue to improve and deliver the Assurance Statement for 2023/24 to support the Annual Governance
Statement 30-Jun-2024 Andi Priestman
Complete the Internal Audit & Corporate Fraud Plan 2023/24 and report to Audit Committee as part of the
Annual Assurance Statement 31-Aug-2024 Andi Priestman 
Risk Description Current
Assessment
Target
Assessment Owner
Failure to provide
assurance of the system
of financial controls
Internal Audit is unable to provide assurances on the Council's
financial control environment   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  Carol Alderson
Financial projections are
significantly incorrect
Financial projections for both capital and revenue are
significantly incorrect resulting in insufficient reserves being
held.    
Laurence Slavin
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17
Risk Description Current
Assessment
Target
Assessment Owner
Significant financial
funding reductions /
limitations from Scottish
Government
It is expected that the Council will continue to be faced with
significant real term funding reductions from the Scottish
Government settlement. This is based on recent settlements
This coincides with a period where costs are continuing to rise
in relation to social care, significant inflationary increases
impacting all services, the impact of increases in the bank
interest rate on the cost of borrowing and pay award pressures
linked to inflation. Whilst there are ongoing discussions
between the Scottish Government and Local Government on
reducing the ring fencing of funding is the reality is that
material elements of funding remains ring fenced which
significantly restricts how the Council can most effectively use
the funds made available to it. 
Laurence Slavin 
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer – People & Technology
Corporate Services Committee:  22nd May 2024
___________________________________________________________________
Subject: Council Workforce Plan 2022-2027:  Update & Annual Action
Plans 2023/24
1. Purpose
1.1 The purpose of this report is to provide an update on the Council’s workforce
planning activity for 2023/24.
2. Recommendations
2.1 The Committee is asked to:
• Note progress during 2023/24 in delivering against the Council Workforce
Plan within the People First Strategy and 5-year plan;
• Note the workforce profile as at 31st March 2024 and key changes; and
• Note progress within the Workforce Plans for each service.
3. Background
3.1 The Workforce Planning Strategy and Framework 2022 - 2027 reflects the 5-
year People First Strategy and incorporates the Council’s Strategic Planning
Framework.
3.2 The Council Workforce Plan is subject to monitoring and evaluation to ensure
that it remains effective in delivering required outcomes and is responsive to
any changes in circumstances, which subsequently arise. This report contains
2 sections and associated appendices:
• The progress and achievements made over the last year (Appendix 1);
• The current workforce profile and monitoring, examining any changes
(Appendix 2).
3.3 Service annual action plans are scoped under the four Workforce Planning
Priorities from the Corporate Workforce Plan outlined at 4.1 for each Chief
Officer Area and are submitted to the relevant Committee as part of the
Delivery Planning process. Separate delivery reports are tabled at this
committee. 
3.4 Whilst separate planning processes exist in relation to West Dunbartonshire
Health & Social Care Partnership (HSCP), appropriate alignment is in place
including attendance at the Health Care Staffing and Workforce Planning
Oversight Group to ensure that Council employees working within HSCP are
ITEM 12
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included and benefit from all Council Wide initiatives and relevant workforce
planning requirements. 
4. Main Issues 
4.1 The attached (Appendix 1) updates on the annual action plans at Chief Officer
Service level for 2023/24 under the 4 Priorities:
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.
These 4 priorities are formed from the Corporate Workforce plan which
reflects the People First Strategic Plan. 
4.2 Key Achievements 
4.2.1 Key achievements over 2023/24 for workforce planning within the context of
the People First Strategy are outlined in the sections below. 
4.3 Workforce Planning Strategy & Framework 
4.3.1 During 2023/24, efforts were concentrated around further supporting the
embedding of workforce planning.  The Council’s Best Value Audit noted the
practice in relation to work force planning including our overarching People
First Strategy, individual service workforce plans and the real time data
available on the workforce planning console. 
4.3.2 Following a manager’s survey, to gain feedback and benchmark knowledge
on workforce planning, a workforce planning toolkit was developed to support
managers and close the identified knowledge gaps, improve understanding,
inform future development of content and supports required. It is expected this
toolkit will be added to, in order to continue to support managers. 
4.3.3 Survey results in relation to the workforce planning console and the provision
of real time data across the Council have informed future developments for
the console and these are outlined within this report. 
4.3.4 To support the launch of the WFP Strategy & toolkit, information sessions
were held, for managers, these were well attended and feedback positive with
ideas to inform future developments. The sessions were timed to be ahead of
the end of year updates and creation of 2024/25 workforce plans to ensure
managers are appropriately skilled and supported to undertake workforce
planning. 
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4.3.5 Embedding the Strategy and Framework has seen the continuation of Chief
Officer and Manager Information packs being issued at key stages with
discussions taking place in management meetings to support workforce
planning activity and reporting requirements at Service level. 
4.3.6 This year has seen further engagement in external groups to ensure the
Council has input to national and local strategies and can benefit from
initiatives and joint working. This has included a national survey completed by
all 32 Local Authorities in relation to workforce planning in October 23 through
the Society of Personnel and Development Scotland (SPDS) and involvement
with Glasgow City Region Skills Local Government Skills Working Group
where career pathways are currently being developed. Outcomes from these
will be shared with Chief Officers to inform future direction and progress. 
4.4  Priority 1. Our People (Workforce Profile): Ensure resilience and
engagement of the workforce. 
Equalities 
4.4.1 Progress of the Council’s equality action plan has continued to reflect the
People First Strategy and employee life cycle concentrating on recruitment
including methods, in the first instance, to increase the diversity of our
workforce. 
4.4.2 Recognising the importance of diversity and inclusion, and a workforce which
is reflective of our communities, focus has continued to be given to actions to
support this, supported by a recruitment audit and equal pay audit both
completed this year. The findings of these have further informed strategic
actions and recommendations for improvements. 
4.4.3 It is recognised that the Black and Minority ethnic (BME) workforce profile is
an area for improvement for the Council’ as we look to ‘attract more diverse
talent’. The Council has recently signed the Race at Work Charter to make a
public commitment to improving equality of opportunity in the workplace. 
There are several actions including Executive Sponsorship with the Council
having Joint Sponsorship from our Chief Officer, People & Technology and 2
Elected members. The action plan and launch of this Charter will be carried
out in early 2024/25. 
4.4.4 Understanding the makeup of the workforce is imperative to understand future
workforce needs however gathering the necessary employee data
surrounding equalities, remains a challenge. Although data verification
exercises have been carried out these have only seen slight improvements
and the exercises have not provided an adequate response for meaningful
analysis in some areas.  A further data verification exercise is therefore
planned for 2024/25 highlighting response rates and gaps coupled with clear
engagement as to why this data is important, what it is used for, to provide
reassurance and confidence. 
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4.4.5 Focus has been given this year to progressing and achieving the Equally Safe
at Work (ESAW) programme Development Tier. ESAW is an innovative
employer accreditation programme to address sex inequality and violence
against women and girls, aiming to support employers in reviewing workplace
culture and ensuring that policies and practices are enhanced to address the
barriers that women face at work. The accreditation brought key actions into
place to address the issues faced by women which included the introduction
of a Gender Based Violence Policy, the review of the Organisational Change
Policy with a Gender based lens and the launch of 2 e-learning modules
‘Together for gender equality’ and ‘Gender Based Violence’ which will be
mandatory for all. 
4.4.6 The Council has held the Armed Forces Gold Award for actions in support of
Armed Forces, reservists and their family members since 2019.  Work has
continued to support the maintaining of this award, with re-assessment
scheduled later this year including an Armed Forces support Group,
consideration to how support can be extended to Cadets and reviewing the
activity which services are undertaking in support of the award for further
improvements and joint working opportunities. 
4.4.7 The Council continues to consider its terms and condition considering the
recent Equality Review.  Consultation continues and work is currently
underway to understand the workforce position on public holiday entitlements
through an employee survey. 
4.4.8 The Council is committed to fulfilling the elements of the public sector equality
duty as defined in the Equality Act 2010 and undertook an Equal Pay Audit
this year. The outcome of this audit provided the following recommendations: 
• Continue to promote the annual data verification exercise with the
Trade Unions. 
• Continue to promote the Council’s commitment to ‘make TIME for
disability’ through the Employee Wellbeing Group. 
• Undertake a recruitment and selection audit to identify any barriers
impacting on disabled people entering employment with or progressing
within the Council, females accessing full-time employment and
females undertaking traditionally male gendered roles.  
• Continue to scrutinise the use of multi-posts in the organisation.    
• Promotion of flexible working in traditionally male gendered roles.   
Wellbeing 
4.4.9 The priority relating to Wellbeing activity in 2023/24 was to complete the
launch of the new employee benefits platform Vivup.  This launch
strengthened the wellbeing supports available to employees through the
provision of additional employee counselling, self-help resources, sign posting
to financial wellbeing supports in addition to a range of supports to aide
physical wellbeing, victims of domestic abuse, advise on energy bills etc. 
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Vivup has been promoted through all communication channels including
mental health first aiders and wellbeing advocates, Trickle, workforce updates
and the intranet newsfeed.  The regular wellbeing round up has also been
spotlighting specific supports for employees each month to raise awareness
of the content contained within the platform.  Employees can access it using
an app or website and posters were shared with establishments who have
front line employees that don’t often work at a computer to help to ensure that
as many employees as possible are aware of the support available. 
4.4.10 The platform was launched alongside AVC Wise, a new platform that supports
employee’s financial wellbeing through additional voluntary contributions to
the pension scheme.  Whilst AVC’s were already available to employees,
AVC Wise have enhanced this offering with a range of educational resources
available to employees to help them better understand how to get the most
out of their pension and plan for a better retirement.  There is now a rolling
schedule of financial wellbeing webinars and 121s available to employees to
help them maximise this element of their financial wellbeing.    
4.4.11 It had been hoped that improvements would also be made to the stress risk
assessment form in 2023/24 but resource restrictions within the Strategic HR
team have meant that this work has not been able to be progressed and will
be carried over into 2024/25 and captured as part of a wider piece of work
that is ongoing to digitise the delivery of HR services.  In addition to the
above, work commenced on the re-tender of the Occupational Health,
employee counselling and physio contracts.   
Employee Engagement
4.4.12 Research has shown where a workforce is highly engaged it tends to be
more productive, with reduced absence and employee turnover.  Through
the ‘People First’ Strategy, the Council has committed to developing and
improving employee engagement by building on existing good practice.
The Council already has a number of initiatives to support employee
engagement including Trickle, 1-2-1 (Be the Best) conversations to support
workforce development, recognising success and value through employee
recognition awards and understanding the workforce voice through Trickle
Moodsense. 
4.4.13 The Council’s main tool for employee engagement is a digital platform
called Trickle, available via the website or App which enables inclusivity as
it is accessible to the whole workforce. This enables the workforce,
including front line employees, to raise issues and access information via
the App on their phone.  Recognising the benefits of this employee
engagement tool, our aim is to improve the level of engagement with
Trickle across existing and new users and the number of users is currently
1974, which is an increase from 1316 from September 2022. 
4.4.14 Demonstrating that the Council values employees and celebrates success
is an essential component of employee engagement.  There are many
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activities currently underway to support this, including a redesign
Recognition Awards, aligning these to our core ACHIEVE values and will
be launched in 2024.  The revised categories are detailed below: 
Award Category  Description
Trailblazer Award  Celebrates individuals who exhibit exceptional ambition and
visionary thinking, pioneering new directions in their work
and inspiring others to pursue excellence. 
Doing the Right Thing
Award 
Celebrates ethical conduct, integrity, and a commitment to
doing what's morally right
Innovative Solutions Award Recognises individuals who demonstrate a remarkable
ability to think creatively and develop innovative solutions to
complex challenges, contributing to more efficient and
effective processes. 
Teamwork Excellence
Award 
Celebrates outstanding collaboration and the promotion of a
unified and effective team environment. 
Empowerment Champion
Award 
Celebrates the proactive empowerment of others and
support for their growth and development. 
Community Appreciation
Award 
Celebrates community recognition and appreciation for
exceptional service and contributions. 
Work Styles/Flexibility 
4.4.15 Monitoring working environments continues as employees are supported to
work more flexibly, from various locations, whilst balancing their service
delivery, digital security and personal commitments. Ensuring work styles and
patterns are considered as part of organisational transformation, service re-
design and flexible working continues and has been imperative to workforce
planning for services. This is essential not only in supporting employee’s
wellbeing but key to improving productivity, recruitment and retention.   
Policy 
4.4.16 The Council’s employee policy base has seen the launch of the Violence
against Women Policy in support of the Equally Safe at Work Programme and
the review of the Organisational Change Policy through a gender lens which
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saw changes being implemented to the policy providing further supports and
considerations to women and other minority groups. 
4.4.17 The need to make budget savings during 2023/24 saw the implementation of
a Redundancy Procedure and Guidance in August 2023. The launch of this
policy was accompanied by management information sessions to support
implementation of the policy, budget savings and workforce planning
considerations, these were well attended and received. 
4.4.18 Due to an increased workload, there was a need to review resources within
the Strategic HR team and introduce new practices in relation to the provision
of HR support and advice to ensure key priorities, workstreams and projects
can be progressed in 2024/25. A number of policies were updated to reflect
these changes including the Supporting Employee Wellbeing and Disciplinary
Procedures. Due to other policy and legislative changes, best practice and
Council decisions a number of policies were amended to reflect these new
requirements including the Special Leave Schemes, Bereavement Leave,
Maternity Leave Scheme, Trade Union Learning Agreement, Domestic Abuse
Policy and Switch Policy. 
4.4.19 The Respect at Work Policy was completed along with a supporting toolkit
and was launched in early 2024 to ensure the prevention of bullying,
harassment, victimisation and discrimination are mitigated, supports received
and effective channels to resolve are present, for all employees, supporting
our equality agenda. 
4.4.20 Further progress has been made in relation to a Resolution Framework which
will simplify the policy base for employees and managers who raise concerns
with a focus on early intervention, informal (where appropriate) and effective
resolution of concerns. A survey was carried out to gain feedback in relation
to our policy base including the structure, language and ease of use. This was
followed up by a design workshop involving managers, employees and Trade
Unions to consider the make-up of policy frameworks for future consideration.
The drafting of a Resolution Framework will commence in 2024/25. 
4.4.21 The review of the job evaluation processes as outlined at section 4.5.4 led to  
the Job Evaluation Policy and Process being revised and re-launched with
training taking place for Strategic HR and Trade Unions in relation to job
evaluation and the role of job analysts to ensure consistency of this function. 
4.4.22 Although delayed due to demand on resources, work continues around a
flexible/hybrid working policy to reflect the current workstyles and culture of
the Council. A further review of the policy timetable for the revision and
drafting of policies will continue ensuring our policies meet legislative
requirement and support our workforce needs. 
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4.5 Priority 2. Recruitment & Retention: Current and predicted future workforce
gaps are addressed and core skill sets retained 
Year 1 People First – Employee Life Cycle - Recruitment 
4.5.1 The People First Strategy in relation to the employee life cycle commenced
with a focus on recruitment and work remains on-going.  The intention is to
create a positive inspiring, informative and seamless journey from application
to appointment, attract the right candidates, aid retention and in turn support
the workforce planning and equalities agenda. 
4.5.2 Following a full review of the process and findings being presented in ‘show
and tell’ session for the People and Change Teams, a number of work
streams were set up to progress this agenda including process and policy
review, talent management, job quality and workforce planning initiatives,
equalities actions and engagement to bring about improvements to the
recruitment process for services. Improvement workstreams are ongoing.   
4.5.3 A recruitment working group has been established incorporating the
requirements of the recruitment audit related actions to improve the
recruitment process and attracting diverse talent. Linking with the Corporate
Workforce plan this has included discussions with working 4U to provide
better connections to current and potential talent pools. 
Job Evaluation 
4.5.4. The new Job Evaluation Policy and Procedure was agreed by the Trade
Unions and Council in November 2023. Training has taken place for all
existing and new job analysts (Management, Trade Union and Strategic HR)
late in 2023 and early in 2024 to ensure a consistent application to all posts
within the Council. 
4.5.5 Further work has commenced to ensure all data relating to job evaluation is
robust and fit for purpose.  This essential work will lead to improved job
design and compliance with the Strategic Operating Model (SOM) and provide
structured governance moving forward to any proposed changes in line with
the Workforce Plan. 
Career Pathways & Succession Planning 
4.5.6 Recruitment and retention remain challenging for certain roles within the
Council, in particular Social Care and Social Work which follows national
trends. The development and mapping of career’s pathways has commenced
with the HSCP to outline the entry requirements for roles, routes into
employment and development opportunities/supports for future progression
through the career structure. It is expected that this template can be utilised
across the Council for other roles aiding the development of new talent pools
and routes into Council employment at the same time facilitating cross service
skilling and links into other career pathways.
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4.5.7 To support future retention and forecast workforce requirements the Council’s
Succession Planning Framework is in the process of being reviewed and
updated. This will be launched alongside manager information
sessions/workshops and form part of the Workforce Planning Toolkit. 
Apprentice Remuneration 
4.5.8 A new pay renumeration for apprentices' paper was approved at Council late
last year. This has seen a significant increase to the majority of apprentice’s
salaries regardless of age which goes beyond the national requirements. This
positive decision taken by Council will provide a positive destination for all
apprentices and provide sustainability for the delivery of future services 
4.6 Priority 3. Structure & Roles: Service structures and delivery model/s are
stable, fit for purpose and future requirements 
Budget Savings 
4.6.1 Following the announcement of budget savings, priority continues to be
directed to supporting services across the Council to make the relevant
savings. Whilst services have been continuing to embed the changes made
as part of the budget savings 2022/23, they have also reviewed their
workforce planning requirements and explored opportunities to deliver
services differently and more effectively whilst making proposals for savings
for 2024/25. 
4.6.2 Strategic HR continue to support services with the introduction of the
Redundancy Procedure and Guidelines, including a selection matrix, if
required.  Lessons learned around previous year’s savings processes have
led to improvements to the Voluntary Severance and Voluntary Early
Retirement processes, data links to Strathclyde Pension Fund ensuring
consistency, accuracy, improvements in SWITCH processes for redeployment
and the control of external recruitment. 
4.6.3 Whilst savings to date have led to a number of employees leaving the
workforce, on a voluntarily basis, through various means, the focus for
workforce planning has shifted to stabilising the workforce and work priorities.
With future budget gaps predicted, longer-term workforce planning remains
difficult. 
4.6.4 Affected services are currently entering a further formal consultation period,
the effective use of the workforce console and data continues to be imperative
to inform and fully understand the implications of proposals for service
delivery, the workforce and ensure accurate notification of the potential
impacts. Focus will continue around employee engagement supports with
promotion of our current support mechanisms and the introduction of PACE
(Partnerships Action for Continuing Employment) support the Scottish
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Government’s initiative dedicated to helping people with advice and support
when faced with the possibility of redundancy if required. 
SOM (Standard Operating Model) 
4.6.5  Work is under way to ensure that the spans of control and ratios of employees
to managers is correct and fit for purpose, to ensure service delivery moving
forward. This includes the SOM principles and a tier by tier approach
reviewing Chief Officers and Service Managers to ensure that we have
compliance and a consistent structure in place to deliver the services required
in the future. Governance arrangements are ensuring role profiles are
updated to reflect current responsibilities and duties. 
Fit for Future (FfF) Service reviews  
4.6.6  Seven services were reviewed as part of FfF with the last review completed in
December 2022.  No requests for new FfF reviews have been received this
year with services concentrating on budget savings and subsequent service
reviews and embedding changes. As services review the way they deliver
their services resources from the Digital Team have reviewed the FfF
approach and continue to support services with digital solutions, service re-
design processes, project support, training & development opportunities and
automation of process and forms. 
Information & Data 
4.6.7 Service level workforce Plans are embedded within Service Delivery plans
and work has continued to promote the use of monitoring these within the
Council’s performance management system ‘Pentana’. Awareness sessions
on this, alongside cross services views of workforce plans has enabled joint
working with visual progress reporting through management information
sessions and packs. Further analysis will be undertaken of service workforce
plans for 2024/25 through the platform to inform future supports and
opportunities of efficiency. 
4.6.8 The workforce planning console continues to be the key source of workforce
information for managers using real time data. Further developments have
taken place in relation to this console including the introduction of Voluntary
Early Retirement and Voluntary Severance application monitoring. 
4.6.9 The console has been developed to show spans of control in a more concise 
and dynamic way to support the Strategic Operating Model (SOM) principles 
for easier review of structures and anomalies to be rectified in addition to 
prompting recommendations for structure improvements. Further information 
of the SOM is outlined in section 4.6.5. 
4.6.10 It is recognised that further developments of the Workforce Planning Console 
are required and work has continued in relation to the scoping of possibilities
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and requirements around workforce projections, trends and the possibility of 
automation of workforce plans linked to data insights. 
4.6.11 Feedback from the survey and workforce planning sessions provided useful
insights in relation to the use and understanding of the console. Based on this
feedback, console information sessions specifically linked to workforce
planning are being developed and will be rolled out in 2024/25.   
4.6.12 Data and analytics continues to play a key role in considering future resource
requirements and supported the People & Change function, leading to a
review of the workload and support the team provides. 
4.6.13 Surveys, self-evaluation, service design and quality improvement exercises
and workshops continue to provide beneficial insight into areas for
enhancement and have informed associated action plans. 
4.6.14 The Local Government Associations workforce planning maturity matrix has
also been undertaken to understand further how developed our workforce
planning is at a Council level and provide insights into areas of development.
This will be considered over 2024/25 alongside other key data sources to
inform future actions and developments to further embed workforce planning.
4.7 Priority 4. Skills & Capabilities: Current and future skills gaps and
capabilities are addressed. 
Learning & Development 
4.7.1 A new 'learning basket' concept has been introduced which offers more
flexibility for employees to choose what development is required and when. 
There is a choice of flexible modular content and complete programmes so
everyone is in charge of their own development. 
4.7.2 This modular approach has been applied to:
• Be the Best at Managing People
• Peer Coaching Circle
• Future Leaders Toolkit
• Core Strengths: Results through Relationships
• Modern Leaders (a new programme with 6 flexible modules). 
4.7.3  The new Modern Leaders programme provides leaders with a year-round
programme of modules that they can select from.  Each module has 4 short
episodes on an aspect of modern leadership practice. 
4.7.4  Online learning via our iLearn platform has continued to go from strength to
strength with an overall increase of +825 modules completed as compared to
the previous year. The ILearn platform has been upgraded with additional
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functionality and improved layout and imaging.  New reporting options are
also being developed and will be made available through the year. 
4.7.5 During 2023/24 the Service Re-design training was reviewed, re-vamped and
rolled out with positive feedback. On-going support and coaching is made
available to support leaders with their re-design projects. 
4.7.6 Through the workforce planning survey and manager sessions a number of
supports for managers were identified in relation to workforce planning
including succession planning, career pathways, talent pool development and
workforce planning console data insights. Development opportunities and
support materials are currently being developed with the longer term vision of
building a toolkit and library of resources and training modules. 
Digital Transformation & Skills 
4.7.7 The Digital Transformation Board will be relaunched in April 24 as the People
First Innovation Board with a different digital theme each quarter:
• Theme 1 (Apr to Jun) – Putting People First: 
This will focus on DigiChamps, the development of digital skills and it            
will also emphasise the importance of service users.
• Theme 2 (Jul to Sep) – Turning Data into Diamonds:
This will focus on data and how we can use and develop it into useful
management information which supports decision making. 
• Theme 3 (Oct to Dec) – Maximising Technology through M365: 
This will focus on M365 SharePoint rollout and the subsequent
introduction of Microsoft business applications. 
4.7.8 The 2023 digital skills survey ran from October to November 2023.  It contained
a simplified question set with some questions from the 2019 survey kept for
comparison purposes. The survey focused on awareness, digit champs,
learning information and topics, skills ratings, barriers, opportunities to
improve and what support are required. It was promoted via newsfeed, emails
and Trickle. Digital Skills remains a priority for the Council and PMRG have
been asked to promote the DigiChamps(s) role within their service and
nominate DigiChamps(s) where none are in place. 
4.8 The current workforce profile 
4.8.1 The workforce profile as at 31/3/24 is attached in Appendix 2, with
comparisons made against the previous year and commentary on trends. 
The main observations are detailed below. 
4.8.2 There has been a 4% decrease in Headcount and working hours. When
compared to the same period last year, there has been a headcount reduction
of 172 across the council. This change is mainly accounted for by the
implementation of savings options and recruitment restrictions. 
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This year has seen an increase in fixed term contracts and an increase of 7
apprenticeships this year, with the casual/supply pool headcount increasing.
Reviewing the comparison data the overall workforce has steadily declined
with the bulk of the reductions in Housing & Employability and Resources with
People & Technology (P&T) and Roads & Neighbourhood increasing, due to
the transfer of Business Support Staff to (P&T) re-distribution of Supply
Distribution and Property Services 
4.8.3 Whilst the percentage reductions have been across permanent contracts (3%)
fixed term contracts have increased by 4% indicating a correlation between
the figures. This is likely due to services implementing budget savings and
bridging gaps during this transition.  In addition the percentage of
apprenticeships has increased by 1% from last year indicating the continued
trend of workforce planning and development of future talent pools. 
4.8.4 The percentage split of full time and part time contracts has remained largely
unchanged with the same reflected in the overall sex profile with a static
overall split of 26.4% male and 73.6.% female. 
4.8.5 Whilst the age distribution has also remained fairly static, it can be noted that
there is a slight increase in the 16-19 age group indicating the increase in
Modern Apprenticeships and a reduction in those working past 65, particularly
in Education Services. 
4.8.6 Turnover has increased to 15% from 13.2% from last year with the highest
turnover remaining in Citizen, Culture and facilities. However other services
are indicating higher turnover such as People & Technology, Regulatory and
Regeneration. High turnover also remains in Education and Community
Health Care and is featured for Mental Health, Addition and Learning
Disabilities. Turnover has significantly increased from previous years as
predicted and can be attributed to the impact of budget savings, evidenced in
the sharp increase in Voluntary Severance and Voluntary Early Retirement
from 9 last year to 48 this year. This is also reflected in an increase in the
number of people taking early/flexible retirement from age 55. 
4.8.7 This year has seen a further reduction in the sickness absence figure from
14.00 full time equivalent work-days lost per employee to 13.74. Although the
same reasons of minor illness, personal stress and acute medical conditions
remain the highest with front line employees having the highest levels of
sickness. Employee wellbeing and engagement supports will continue to be
developed and deployed. 
4.9 Workforce Planning Actions for 2024/25 
4.9.1 The Corporate Workforce Plan for 2024/25 has been reviewed and updated.
Key areas for progression and continued development are outlined in the
sections below and build on many of the actions outlined for 2023/24. It is
noted however that many of these areas are interdependent contributing to
the People First Strategy as a whole.
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4.10 Priority 1. Our People (Workforce Profile): Ensure resilience and
engagement of the workforce 
Equalities 
4.10.1 With the undertaking of a recruitment and equal pay audit this year, focus on
the outcomes and recommendations from these, alongside continued
progression of the Equality Plan, demonstrate our commitment to ensure
there are no barriers to entering our employment. Attention will be being given
to advertising, application and assessment, use of data for monitoring and
consideration how to remove unconscious bias. 
4.10.2 A further equality data verification exercise will be undertaken as outlined
above with additional mechanisms for the safe and secure collation of data
being considered along with how to reach front line and non-pc users in the
workplace. 
4.10.3 Following successfully being awarded the Equally Safe at Work (ESAW)
Development Tier Accreditation in October 2023 time will be dedicated to
promoting this and embedding the mechanisms to support this cultural change
within the Council and considering how impacts can be monitored and
assessed prior to moving on to the Bronze Tier. Work is underway to support
the Council’s re-submission to re-validate the Armed Forces Gold Award
which will take place in August 2024.   
Wellbeing 
4.10.4 Improvements to the stress risk assessment form will be carried forward into
2024/25 and work will continue to raise awareness of the new Vivup employee
benefits platform and AVC Wise partnership.  This has become particularly
important given the decision to withdraw from the counselling contract as
employee counselling provision is available through Vivup. 
4.10.5 To support this work and improve the monitoring of the impact on employee
wellbeing, improvements will be made to the workforce planning console in
relation to absence information provided to managers.  This will help to ensure
that employees are being offered support in a timely manner and in
accordance with the Support Employee Wellbeing policy.   
4.10.6 Now integrated into the organisational priorities, the Employee Wellbeing
Strategy continues to focus on priority areas, responding to the needs of the
organisation. There will be regular progress reports to PMRG and JCF
including monitoring the impact of the resulting actions.  A focus on supporting
employee financial wellbeing will continue. 
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Employee Engagement
4.10.7 As the Council is facing significant financial challenges it is crucial that we
continue to support employee engagement and ensure all employees have a
platform where their voices can be heard and that they are fully aware of
where supports can be accessed and in times of change feel supported and
valued.  Therefore, continued support of employees in a virtual environment
using MS Teams, trickle, webinars, on line training, surveys, employee forums
and support to ensure that employees feel engaged, supported and valued
will continue. Peer support groups/communities have been developed to allow
for collaboration and networking e.g. wellbeing advocates and MS Teams
ambassadors, digital champions. 
4.10.8  The established communication frameworks for national and local messages
to be shared will remain and there will be an increased focus on further
embedding the one-to-one/Be The Best Conversations in areas where we
have feedback that these could be improved. 
4.10.9 To compliment this and to provide further insight into levels of employee 
engagement, additional data sources will also be considered, in particular
information from Exit Surveys to inform an action plan for improvement.  
This further supports the Council’s commitment to the principles of the
Fairwork Convention, in particular ensuring employee voice. 
Work Styles/Flexibility 
4.10.10  Varying work styles have embedded in the Council and we continue to
pride ourselves as being a flexible employer. This will continue to be
promoted with development on a flexible/hybrid working policy underway. 
Policy 
4.10.11  Best practice and legislative changes will influence the review of several
policies in the coming year including Domestic Abuse, Flexible Working,
Paternity Leave Guidance and the progression of a policy/guidance for
sexual harassment. Consideration is also being provided to neurodiversity
and gender transition policies and guidance, to support our equality
framework. 
4.10.12   Following the launch of the Respect at Work Policy and Toolkit further 
efforts will be focused on commencing policy frameworks commencing with 
a Resolution Framework, this will act as the template for future policy 
frameworks as we progress. 
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4.11 Priority 2. Recruitment & Retention: Current and predicted future workforce
gaps are addressed and core skill sets retained 
Year 1 People First – Employee Life Cycle – Recruitment 
4.11.1 The 5-year People First Plan will continue to focus on key improvements of           
the Employee Life Cycle with spotlights on the following:
• Year 1 – Recruitment
• Year 2 – On Boarding
• Year 3 – Development
• Year 4 – Retention
• Year 5 – Recognition 
4.11.2  Work will remain focused around progressing recruitment within the
workstreams including the recruitment working group. Progress has been
made in relation to scoping guidance requirements for managers, building
talent pools, selection processes and consideration of streamlining processes
and associated forms. 
4.11.3 Although delayed due to other priority work including budget savings,
commitment remains to bringing efficiencies around recruitment processes. It
is expected that this workstream will further progress this year and run
concurrently with the scoping and analysis of data and processes around all
aspect of ‘Onboarding’ for new employees entering the Council’s employment. 
Workforce Planning 
4.11.4 Following the Council’s Best Value Audit a further piece of audit work 
on workforce planning and innovation is planned for 2024. Given the current
and anticipated financial position for the Council, the requirement for re-
structure, developing different working methods and technological
developments, effective workforce planning will be imperative in ensuring
tools and resources are maximised and skills gaps met. 
4.11.5 Following the launch of the workforce planning tool kit, the coming year focus
will be on embedding and upskilling of strategies to support efficient workforce
planning. 
4.11.6 A core feature of workforce planning is quality data on which to base
workforce decisions thus developing the workforce planning console further in
relation to workforce data, trend analysis and forecasting to aid the
development and possible automation of service workforce plans for
managers to understand where their ‘reg flags’ are for action and where their
successes are, to build on. 
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Job Evaluation 
4.11.7 Training has taken place to increase the amount of Job Analysts. We now 
need to ensure that they are all applying the SJC Job Evaluation Scheme
consistently through new job analysts being supported by experienced job
analysts. The SJC approved the 3rd Edition Amended Scheme in February
2024 and this has now been issued to all Councils. 
4.12 Priority 3. Structure & Roles: Service structures and delivery model/s are
stable, fit for purpose and future requirements 
SOM 
4.12.1 Once work is completed at level 2 (Chief Officers) and level 3 (Service 
Managers) of the SOM we will continue to ensure levels 4,5&6 have the 
correct spans of control and ratios required for future delivery.   
Budget Savings 
4.12.2 Priority will remain to supporting services into 2024/25 to implement the
required budget savings, review structures and service delivery requirements
in line with the Organisational Change processes whilst continuing to support
employee’s wellbeing and engagement during this time. 
Data & Information 
4.12.3 The rollout of M365 continues with users moving over to a cloud platform. The
introduction of M365 will bring many opportunities and access to tools. It will
be key to ensure the council is able to maximise benefits from the available
applications.  A 365 Centre of Excellence will be set up to ensure safe and
good practice of this exciting and innovative tool. 
4.12.4  A number of surveys on MS Outlook, MS Teams chats, posts on MS Teams
channels have been conducted and have helped form decisions about
retention policies. An approach to the roll out of SharePoint (for storage of
files and folders) is being developed. 
4.12.5 Continuous improvement initiatives, service design and leadership
development will continue through the year ahead as core organisational
deliverables. Services will continue to promote and engage in cross
organisational working, and explore the opportunities this provides, including
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the potential for retraining of employees into other areas, this particularly
relevant in supporting the Switch Policy.
4.13 Priority 4. Skills & Capabilities: Current and future skills gaps and
capabilities are addressed.
Learning and Development
4.13.1 In 2023/24, the Council used funding from the apprenticeship levy to deliver
Excel and Outlook courses through West College Scotland. Unfortunately,
this funding is no longer available so alternative sources of training are being
investigated for this coming year.
4.13.2 The focus on digital literacy and skills will continue with Digital Skills building
blocks the basis of the first quarterly digital theme (which commenced in April
2024).
5. People Implications
5.1 Integration of workforce planning within wider organisational planning
processes ensures that workforce issues are effectively identified and
addressed. This supports the Council’s commitment to its’ employees in
relation to all aspects of their employment, ensuring that employees’ needs
are met, and that efficient and modern services are effectively delivered both
now and in the future.
6. Financial and Procurement Implications
6.1 There are no additional financial or procurement implications associated with
this report. There are funding streams associated with the initiatives
mentioned in this report, but these are already secured.
7. Risk Analysis
7.1 A robust approach to workforce planning ensures that the Council identifies
current and future needs and identifies potential risks to the council at an early
stage. This proactive approach allows strategies and policies to be developed
that ensure the continued delivery of best value services.
8. Equalities Impact Assessment (EIA)
8.1 A full EIA is not required in relation to the Council Workforce Plan as
individual assessments will be undertaken in relation to each area of work
referred to as it is progressed.
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9. Consultation 
9.1 The Strategic Leadership Group have been involved in the development of
the plan through preparation of the Delivery Plans and this report and
associated appendices have been provided to the relevant trade unions on
26th April 2024. 
10. Strategic Assessment 
10.1 The contents of this report and the workforce planning process supports the
Council’s Priority 4, ‘Our Council’, Objective 10 ‘Our workforce is resilient and
skilled where digital technology supports service delivery for our residents’ to
make the best use of both financial and human resources resulting in a
positive impact upon service provision. 
Victoria Rogers 
Chief Officer - People & Technology 
Date: 22 May 2024 
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 – Council Workforce Plan Progress update
2023/24 
Appendix 2 – Workforce Profile and Monitoring 31st
March 2024   
Background Papers: Council Workforce Plan 2017-2022:  Update & Annual
Action Plan 2022/23
Strategic Lead Area Workforce Plans (as part of Service
Delivery Plans) 2022-2027
The Workforce Planning Strategy and Framework 2022 –
2027 
Wards Affected:  None 
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1
Appendix 1 - Workforce Planning 23-24 Strategic Actions Overview actions.
31st March 2024
1. Our People (Workforce Profile)
Strategy
Develop and implement wellbeing, employee engagement, equality and training plans to enable capabilities, improved resilience and promotion of a diverse workforce.
Service Progress Key Actions Exceptions
Citizens, Culture and Facilities – Amanda Graham, Chief Officer • Employee survey specific to FM has developed and will be
rolled out in 2024-25.
• Implement enhanced team engagement Programme for
Contact Centres involving full team and management
meetings identifying a range of issues resulting in a paper
to PMRG with recommendations enabling a ‘you said/we
did’ approach that were impacting the team and residents.
Feedback is meetings have been valuable.
• A number of team members qualifying as mental health first
aiders as part of corporate programme.
• Facilities Management ‘Welcome Back to Work’ session with
teams launched with front line employees having an
opportunity to engage with senior management team.
Working groups also established to provide employees with
an opportunity to discuss challenges and improvements in
the service to ensure the employee voice is heard.
• Second phase of the service re-design completed with Team
Leaders being trained to take over day to day management
of employee wellbeing resulting in employees being able to
access supportive discussions in a timelier manner.
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• Changes made to ensure Team Leaders have firsthand
access to employee wellbeing data further supporting
timely interventions.
Education Learning and Attainment – Laura Mason, Chief Officer • Education Leaders development programme reviewed and
incorporated employee wellbeing into in service day plans
where appropriate.
• Mental health first aider group which includes Education
employees was launched in 2023/24.
• A range of networks across the Education service meet
throughout the year to help shape service improvements
and capabilities of the workforce.
• Work began on the review of roles within Collaborative
Support Services and will address issues with the role that
have been identified as stressors.
Housing & Employability – Peter Barry, Chief Officer • Building Services Management Team has been encouraged
to complete the i'learn equality and diversity courses and
other learning and development opportunities in the area of
equality.
• Building Services actively encourages applications from
females and others from protected characteristics groups
for craft vacancies including apprenticeships. These actions
will continue in future years as the service develops
strategies to deal with an aging workforce and succession
planning.
• Across the service work continues to review the age profile
and consider appropriate future actions suitable for
maintaining service delivery.
• Embedded results of employee survey as part of phase 2 of
service review in Building Services (‘you said, we did’ at
management level). Communications strategy now fully
embedded across the services with regular 121s, and
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3
briefings delivered. Work continues in relation to installing
the Trickle app on craft workers phones and for other teams
within the service.
• Digital and Trickle champions identified, and improvements
are evident in these areas. Work continues to review
contributions to these areas and positively promoting staff
engagement.
• In working 4U Be the Best conversations take place, used as
an opportunity to review training and development
requirements and general wellbeing and resources. The
W4U Money Team accessed MacMillan funding to participate
in wellbeing activities.
• Used the ACHIEVE and Leadership framework to consider
the management training update on our console as a
baseline to review previous participation and raise
awareness of opportunities.
• Supported the implementation of equally safe at work
accreditation (Development Stage) and related ilearn
modules roll out in the workplace: 'Together for Gender
Equality' and ‘Gender based Violence - all staff will be
encouraged to complete the module.
People & Technology – Victoria Rogers, Chief Officer • Stress Risk Assessment review group has established.
• Occupational Health contract work ongoing in preparation
for renewal.
• Mental Health First Aiders group established.
• Number of webinars been offered to support employee
resilience.
• Employee benefits extended with access to VIVUP and
AVCWise.
• Trickle has been relaunched and the number of users and
engagement with the App has increased. Chief Officer pack
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issued, and work continues on promoting usage. 
• Employee awards planning and review has commenced with
a proposal being presented to the senior leadership team
on a refresh of the employee recognition awards aligned to
the Achieve framework.
• Equally Safe at Work development Tier achieved.  
• The council have committed to the Race at Work Charter. 
• Employees in service having regular 121’s and team
meetings. Trickle is being used to communicate with team
where feasible. Managers and employees are being
encouraged to become digi champions.
• Further development of the Workforce Management Console
is being undertaken and where possible new functionality
added to encourage self service.  Additional developments
have now come online with the span of control being
updated to better view this aspect of SOM compliance
across services.  Additionally, VER/VS/Flexible Retirements
are now available for the SHR team to view aiding the
reporting of this information and easier identification of any
trends/issues.
• Work commenced on the development of an employee
engagement scorecard that will aim to measure employee
engagement levels at service level.
• All ICT roles and vacancies are reviewed and equality
monitoring carried out to ensure compliance with equality
guidance and controls including selection criteria for all
candidates.
• ICT Promoted use of corporate engagement tools
throughout the service. Wider team meetings mandatory to
attend and this has significantly increased attendance and
improved communication. 
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Resources, Laurence Slavin, Chief Officer • Employees having regular 121 and team meetings.
• Trickle is being used to communicate with teams where
feasible and across other service areas which has improved
communication as a whole.
• All roles across business support team have been reviewed
as part of a restructure.
• In Finance, weekly manager meetings have helped improve
employee engagement, well-being and staff have been
trained in essential business processes to reduce the risk
of single points of failure.
• Finance Business Partners invited to regular Resources
Management Team meetings and rotation of services and
committees for shared knowledge and experience. Also
replicated for treasury management for resilience in the
service and removal of single points of failure.
• Workforce demographics been monitored as risks identified
in relation to aging workforce in certain roles and single
point of failure within the finance system team.
Consideration of actions of actions to mitigate including
new system implementation, recruitment and re-
structuring to be taken forward.
• Employees are being encouraged to become digi champions
where possible.
• All corporate wellbeing measure promoted across business
support teams.
• Communications and supports engaged as part of the
budget outcomes from previous year. Supported team
through current vacancies and interim support measures
actioned. Further work will concentrate on recruitment of
vacancies and retention. Concentrate on providing support
for new starts within roles.
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Roads & Neighbourhood, Gail McFarlane, Chief Officer • Team informed of plans to upskill and support development
opportunities.
• Team meetings implemented; all managers included in
meeting.
• 3 monthly full service management meetings commenced.
Regulatory & Regeneration Services, Alan Douglas, Chief Officer • Continued Be the Best Conversations used to identify and
address any issues arising from restructures and the
implementation of savings options.
• Engaged in the recent data verification exercise to improve
the equalities data reporting in the service.
• Engaged with the circulation and promotion of Equally Safe
in Practice E-learning modules with further promotion to
follow to embed cultural change in relation to Gender
equality.
Case Study:
Housing & Employability & People & Technology - Equally Safe at Work
It is recognised that both men and women experience gender-based violence and there are both similarities and differences in the effects on the workplace. However, the
vast majority of victim-survivors are women. Violence against women and/or abusive behaviour can involve physical, emotional, psychological, financial, economic and
sexual abuse. It affects women from all backgrounds and in different ways depending on their multiple identities, for example as a BME or a disabled woman.
Violence against women is usually not a one-off experience and the trauma can result in anxiety, depression, isolation, stress and fear. The Council recognises it is a
violation of a women’s human rights and is an enduring social problem that undermines workplaces and communities.
The numbers of women affected are illustrated in a series of statistics provided by ‘Close the Gap’, an expert policy advocacy organisation who are looking at support for
employers to develop gender-sensitive employment practice, are startling:
· Over 70% of women report having witnessed sexual harassment in the workplace in Scotland.
· 1 in 5 women experience domestic abuse in their lifetime in Scotland.
· There is 14% gender pay gap in Scotland.
· 1 in 3 women worldwide will experience violence against them.
Equally Safe at Work is an employer accreditation programme that supports Scottish Local Authorities to progress gender equality in the workplace and prevent violence
against women. The programme has six standards which align with women’s workplace equality. These include:
• Leadership- demonstrating a strong commitment to preventing violence against women.
• Data – gathering and analysing data to progress equality for different groups.
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• Flexible working – ensuring employees can work flexibly to meet the needs of their lives.
• Addressing occupational segregation by improving opportunities and outcomes for women.
• Workplace culture- creating an inclusive workplace culture to advance gender equality.
• Addressing violence against women by ensuring staff understand the link between the women’s labour market inequality, violence against women, and
wider gender inequality.
A cross service Equally Safe development group consisting of employees and managers across services, Trade Union and Elected Member representation was established to
guide the council through the Equally Safe Framework. The Equally Safe at Work Framework has four tiered levels: ‘Development’, ‘Bronze’, ‘Silver’ and ‘Gold’ commencing
with the Development tier ensuring that changes and initiatives were built on a firm foundation and fully embedded in the Council. The Development Tier required us to
demonstrate, with clear evidence, that we were taking the appropriate steps to ensure women working in West Dunbartonshire Council are ‘Equally Safe at Work’.
This was a rigorous process that required the team to ensure the Council has a public written statement outlining our commitment to Equally Safe, gather, analyse and
ensure that gender pay gap information was published and included information about flexible working in job advertisements. The Team also launched a gender based
violence policy and following gender sensitivity training reviewed the organisational change policy and a set of learning material was published and promoted on learn. In
addition, employee surveys and focus groups were carried out on the commencement and completion of the award identifying positive cultural changes.
The ESAW Development Tier was achieved and awarded in October 2023. There are several factors beyond the Council’s willingness to commit staff resources to this
important issue that contributed to the success. Most notably the commitment of the staff in the Equally Safe Team taking the approach forward and desire to achieve this
standard. This commitment was reinforced in their willingness to participate in training and develop resources that they were prepared to deliver.
The Team members recognise that this is the first step in our journey towards higher accreditation and the continued cultural change which is required. The maintenance of
this and on-going development work will not only demonstrate our commitment to ending Violence against women but will also lead to a greater level awareness of the
subject, hopefully reducing this social problem and women feeling secure in the workplace.
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2. Recruitment & Retention
Strategy
Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce.
Service Progress Key Actions Exceptions
Citizens, Culture and Facilities – Amanda Graham, Chief
Officer
• Facilities Management - Phase 2 implementation of service
review provides clearer role and responsibilities for Team
Leaders, training and clear career path for progression.
• Work commenced with Strategic HR to address challenges
with retention and attraction of staff.
• As the work on changes within Libraries continues
engagement plans are in place with staff to keep them
informed of progress.
• Review of Team Leader Profile in FM to support with
ongoing challenges with retention and attracting the volume
of applicants needed to replace leavers. Key challenges
contributing to the retention levels have now been identified
and work commenced with HR Connect and Strategic HR to
address (differentials between rates of pay, number of
contractual hours as it impacts on benefits etc).
Education Learning and Attainment – Laura Mason, Chief
Officer
• Review of Leadership pathways completed to ensure strong
talent pipelines are in place.
• Review of recruitment assessment centres completed with
changes implemented and to be embedded next year.
• Collaborative Support Services review started which will
address issues contributing to retention challenges.
Housing & Employability – Peter Barry, Chief Officer • Continue to utilise external funding to upskill staff to
deliver current and future funding requirements. This year
we have identified the need for SQA accredited training staff
and, as a result, we have embarked on a programme of
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9
training to support staff development in this area. Also
identified the need to deliver Maths qualifications and a
number of staff have received sufficient training to
incorporate this activity into current learning programmes. 
• SQA assessors and verifiers award for 8 staff will be
completed shortly.
• Number of training team completed training that allows
them to deliver a range of courses including steps for
excellence, volunteer wards, first aid, REHIS (Health and
Safety and Food Hygiene), IOSH (managing safety),
Customer Care, Persona Licence Holder and Train the
Trainer (First Aid and Scottish Mental Health First Aid.
To be complemented with additional qualifications allowing
us to deliver level 4 training in Customer Care and
emergency First Aid improving our offer to service users
and assist them to apply for secure employment.
• Community of Practice for Employability – taken the lead on
the front line workers forum for employability services in
line with Scottish Government’s Shared Measurement
framework – The Employability Partnership consists of a
community of practice where frontline staff meet to identify
examples of good practice; areas where service delivery
could improve and opportunities for joint working.  
• Established process to ensure Money staff will access 35 hrs
of CPD in line with National Standards accreditation, are
aware of emerging opportunities and can participate where
relevant to their work.
• Reviewed of requirements around talent pools for key roles
• Review of job attraction to generate more interest in
vacancies to ensure job vacancies attract candidates with
the correct credentials. 
• Work continues to review current structures and role 
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profiles in connection with service delivery and update as
appropriate.
• Re-launched Housing Graduate scheme
People & Technology – Victoria Rogers, Chief Officer • Work on the People First recruitment phase commenced
with actions around job profile review, business case for
change, recruitment practices and processes all being
progressed.
• As part of the Transactional services restructure, all
transactional posts were reviewed and updated.
• The Strategic Operating Model (SOM) has been reviewed and
work continues.
• Job Evaluation processes been reviewed, with additional
training undertaken and increasing visibility.
• All ICT vacancies and role profiles reviewed and amended as
required prior to advertisement. Profile assessed to meet
demands of service objectives.
• Switch Policy has been used successful implemented during
23/24 to ensure, where possible the council avoids
compulsory redundancies and utilises redeployment.
• Equal Pay audit and Recruitment audits completed with
actions identified for improvement, the equalities plan has
been updated to reflect this. A recruitment group has
commenced to look at diversification of the workforce.
• ICT formed a partnership with West College Scotland to
target college leavers for specific roles and enable
employment opportunities. Recent recruitment has resulted
in more diverse ICT workforce.
• Strategic HR incorporated a HR Graduate role for succession
planning.
Resources, Laurence Slavin, Chief Officer • Business Support are working with Strategic HR to review
recruitment practices (including profiles) to attract and
Review of recruitment
practices in Audit
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facilitate application processes for candidates.
• Finance have reviewed essential processes to mitigate the
risk of single points of failure and work on succession
planning is ongoing. 
• Within Asset Management, following organisational change,
role profiles and remits have and are continuing to be
reviewed.  Opportunities to promote posts internally are
being explored.
• Within Audit & Fraud it is recognised the size of the team
restricts development opportunities so discussions with
other councils around longer term options to provide
greater resilience and potentially a multi council approach
to internal audit is being investigated.
• Review of staffing requirements and roles to understand
‘gaps’ for Business Partner roles to add resilience, allocate
workloads more appropriately across the wider team,
options to automate and proposed changes to working
methods on-going. This will continue to be reviewed to
ensure optimum use of capacity.  
• Review of role profiles following re-structure/organisational
changes as a result of posts changes deletion in progress in
Asset Management
• Progressed Trainee Surveyor posts to grow internal talent –
grow internal 
team (including
profiles) to attract
and facilitate
application processes
for candidates has
been limited due to
size of the team and
low turnover.
Development are
currently being
investigated with
other Councils for
roles within this
team. 
Restructure of Audit
& Fraud Team still
ongoing as part of
delivering saving
options – savings has
been met but wider
review work requires
to be completed. 
Further work required
in the insurance
section which has
been delayed due to
workload review after
budget savings. 
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Roads & Neighbourhood, Gail McFarlane, Chief Officer • Roads Service Review now complete, progressing to
developing implementation plan.
• Fleet Service Review undertaken and approval to move to
recruitment.
• Alternative method for skills shortage has been found.
for skills shortages with Engineers and CDM
• Joint team meetings to ensure joint delivery and awareness
of project priorities ensuring cross skilling and resilience
planning.
• Opportunities identified to retain apprentices to address
aging workforce challenges.
• Opportunities to upskill officers within the wider service to
retain skills, knowledge and learning opportunities.
Regulatory & Regeneration Services, Alan Douglas, Chief
Officer
• The Service has sought to address current and future gaps
at local level, targeted recruitment is underway to address
single points of failure, whilst at regional level the Service
has engaged with other local authorities and higher
education establishments in a West of Scotland forum to
address the absence of graduate and/or skilled candidates.
• The Corporate Procurement Unit (CPU) reviewed the roles
and profiles within the team as part of the council budget
savings which resulted in changes with service delivery.
• The CPU’s flexible approach means that cross skilling
continues to be developed and will continue.
• Redesign of previous energy and compliance team to
Climate Change and Energy team resulted in more clarity in
job roles for team members.
• Reviewed succession planning requirements of current roles
for Critical roles, Single Points of failure requires further
consideration in the Energy and compliance team.
• All staff have 'be the best' conversations and training plans
Job profiles have
been reviewed in
Planning & Building
control and
promoting benefits of
working within WDC.
Further action to
continue in line with
re-structure.
Action against future
turnover requires
further consideration
in Planning & Building
Control to review
mechanisms to make
us more attractive as
an employer. A Mini
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in place and Leaderships Support have introduced regular
wellbeing discussions with staff to identify issues early.
• Single points of failure have been identified in key roles in
the election team and gaps in core election team now filled
and training has commenced. Cover for postal vote
supervision has been identified and individuals will be
trained on the job in forthcoming elections.
desk top study has
been completed for
key roles and results
showed that middle
graded (professional
role) seem to be
difficult to recruit and
further actions will be
considered.
Succession planning
was part of the
service redesign.
There is a national
shortage of skilled
professionals in this
area and is being
addressed nationally
for planning. Further
work to be
undertaken.
Case Study:
People & Technology – ICT Career Pathway Development and Recruitment Strategy
Due to an ageing workforce the ICT service has been analysing our workforce and succession planning the steps required to ensure we meet current and future employee
needs. The process involved several key steps to ensure critical roles within the ICT service were identified and there is a plan in place to fill these roles with suitable
successors in the future and whilst using existing employee budget. In addition, IT recruit sector challenges has also resulted in us reviewing our approach to recruitment
and determining the most efficient and effective methods to recruit and retain new IT talent.
Our initial succession planning analysis found that there was a gap in terms of grades, skillset, and progression opportunity for both modern apprentices and senior
analysts.
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This gap resulted in losing our young apprentices that we have trained and developed to other organisations at the end of their apprenticeship. Therefore, to retain our
young talent we reviewed our structure and introduced Grade 3 posts Service Desk Assistants and Support Administrators. These posts provided our apprentices with an
opportunity (following recruitment exercise) to expand their knowledge and skills for the next phase of their journey. We have made excellent progress in this area with
several modern apprentices being developed and progressing into higher-grade roles. This pathway encourages young people to apply for ICT apprenticeship roles and have
the reassurance at the end of their apprenticeship there is further potential to progress within the service.
We also reviewed our structure in the senior analyst areas and identified two issues, one being there was a lack of opportunity between senior technical roles and
management layers, and senior management spent lot of time dealing with basic HR line management tasks that impacted their time to focus on strategic management
tasks. To resolve these issues, we implemented a layer of supervisors across the technical teams to provide line management opportunity to existing senior analysts, and to
reduce line management responsibility and operational tasks for the senior ICT management team. The supervisor opportunities were restricted to senior analysts and
implemented using existing employee budget. We now have in place a structure that with a layer of supervisors gaining valuable management experience and in future
enable them to apply for section head roles.
The second step in the process was to review our approach to recruitment as we knew there was potential candidates in the market with lack of real opportunity following
completion of their IT college courses. Our aim was to provide candidates who had an IT qualification but no experience, or some experience but no IT qualification an
opportunity to work for us. We discussed our issue with West College Scotland and formed a partnership to offer college graduates a route into the IT sector and gain
employment with the council. By reviewing vacant posts that we had been struggling to fill, we decided to reduce the volume of available Grade 5 roles to allow us to recruit
additional resources at Grade 3 roles with a focus for graduates with no experience. This has been a successful approach with the recruitment of a graduate from West
College Scotland who completed a Cyber Security college course and appointed to a role within the councils ICT Cyber security team.
We also attended Career Fayres across West Dunbartonshire to promote opportunities in our ICT service and to encourage our young citizens to consider a career with the
council technology service.
We are continuously monitoring, evaluating, and revising our approach around succession planning and recruitment as our priorities shift and we ensure we remain aligned
with council strategic plans. We will ensure we continue to provide opportunity to our citizens, attract and retain ICT talent in West Dunbartonshire Council and develop a fit
for future and skilled workforce.
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Priority 3: Roles & Structures
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.
Service Progress Key Actions Exceptions
Citizens, Culture and Facilities – Amanda Graham, Chief
Officer
• Review of library services provision including opening hours
and school library provision in line with savings options.
• Facilities management, Phase 2 of service review is being
implemented with new ways of working being embedded,
additional Team Leaders recruited thereby reducing the
span of control, ensuring responsibilities are clearer and
enabling ways of working to be reviewed and working
practices now becoming more consistent. This will assist in
addressing knowledge gaps within team and identifying
process improvements.
• Additional capacity at Team Leader level has added
additional resilience in the FM team further complemented
by resilience in Town Hall team when necessary.
Education Learning and Attainment – Laura Mason, Chief
Officer
• Review of admin roles and processes within primary schools
commenced and is scheduled to be implemented next year
with a view to incorporating new ways of working and
realising efficiencies where duplication is identified.
• Review of collaborative Support Services has commenced.
• Savings options implemented in Early Years with a review of
the Senior Practitioner posts completed.
• Digital process improvements made to the transport
application process which streamlined ways of working.
Housing & Employability – Peter Barry, Chief Officer • Discussion and work agreed where AI processes would be
beneficial within service systems and processes. Work to
Implementation of
Service review in
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16
implement these will continue in Building services.
• New managers undertaken new manager training.
• Introduce Housing Academy to develop skilled and
professional housing service and appointed a lead to
implement the project in the coming year. It is anticipated
that this will become an industry standard and we will work
alongside the Charted Institute of Housing (CIH) best
practice to deliver a skilled and professional housing
service.
• Collation of information about the need for specialist
support when Fair Start Scotland resources are transferred
to local authorities has commenced. Workshops will be
delivered in the forthcoming quarter. This will include
workshops on closing the fair work gap and NHS Talking
therapies. Staff skills sets will be developed accordingly.
• Reviewed changes in benefits system and ensure all staff
have access to up to date information and guides on Advice
Pro are shared with all staff.
Building Services
progressed but not
completed due to
delays by
postponement of job
evaluation. A number
of roles require
review and vacancies
completed.
People & Technology – Victoria Rogers, Chief Officer • Fit for Future continues and the process has been reviewed.
• A data and online form subgroup continues to add value
and support to services.
• Rollout of 0365 continues and digital champion network has
been set up to support workforce upskilling to ensure best
usage of technology.
• The council continues to offer flexible working and has
recently added pregnancy loss and a gender-based violence
policy to the supportive suite of policies offered.
• Delivery plan actions are being monitored and reported on
where necessary in Business Support. There are resourcing
challenges down to reduction in posts due to savings
and/or vacancy management and turnover which is being
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managed best way possible to try and reduce impact on
service users.
• Work underway around automation with the Digital Team
and ICT to identify and develop opportunities for digital
improvements.
• The Standard Operating Model (SOM) has been reviewed and
an exercise around compliance begun.
• ICT continue to enable transformation across services areas
by implementing and enabling new transformational
technologies. ICT work closely with the Digital Team and
support funding of digital resources and projects.
Resources, Laurence Slavin, Chief Officer • Business Support teams constantly reviewing processes in
light of both Automation and digital agenda.
• Processes reviewed and re-allocation across the wider
Finance team to mitigate where savings options were taken
and will continue to ensure optimum use of capacity as a
result of different ways of working.
• Asset Management savings for 23/24 achieved and further
review for future savings options being explored. Review of
IHMS system and possible bots will be explored.
• Audit and Fraud team has been subject to review as part of
delivering saving option and resilience added through new
structure.
• Review of roles and capacity following savings options as
ongoing Business Support process review
• Future savings options consider for 2024/25.
Whilst work in
accounting Team has
been undertaken
further work is
required in the
insurance team re
structure and roles
Roads & Neighbourhood, Gail McFarlane, Chief Officer • All required savings made for 23/24 and posts removed
from system as required.
• Roads and Transport service review is underway, including
role profiles to ensure resources in place to address future
needs.
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• Review underway to incorporate Fleet Services within the
Capital Assets manager structure.
• Review underway to incorporate Fleet Services within the
Capital Assets manager structure as part of SOM exercise.
Regulatory & Regeneration Services, Alan Douglas, Chief
Officer 
• Across Regulatory and Regeneration Services there have
been service and structural redesigns to ensure services are
fit for purpose and scaled to available resources. 
• The CPU has been updated the Contracts Database to run
reports to provide the statistics for the Annual Procurement.
• Completion of savings exercise and removal of posts as
required for 2023/24.
• Climate Change and Energy team redesigns successfully
implemented.  District Heating Lead Post remains unfilled
despite being advertised.  May need to re-visit post and
requirements. 
• Target savings met by Business Support team restructure. 
While some service
reviews are complete
and now operational,
others are still in the
process of
completing job
evaluation and
recruitment to
conclude. 
Employees have been
fully engaged through
the service redesign
of planning and
building standards. 
Service redesign near
completion in
Planning & Building
Standards with one
post awaiting job
evaluation. 
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19
Case Study:
Citizens, Culture and Facilities – Facilities Management (FM)
A new organisational structure for the Facilities Management was implemented in 2023/24 and was developed to respond to Scottish Government policy changes and
resultant service expansion, provide additional support for frontline employees and ultimately deliver a more efficient and sustainable service.
Since the FM structure was last reviewed in 2011 significant global, national, and local events have impacted on the service and created a need for additional capacity and a
rethink of the delivery model to ensure it is fit for purpose. Examples of these changes are: 
• Launch of the expanded 1140 hours early years requiring new centres to be launched and an increase in facilities staff and catering employees.
• Introduction of free meals for all primary school pupils by 2024.
• Development of new nutritional requirements for education premises.
• New cleaning regime as a consequence of COVID.
Staffing was increased in response to these factors, however, the management tiers remained unchanged. In an area which already had large employee numbers, this had
added further pressure particularly on the Team Leaders who directly line manage the frontline employees. To support the Team Leaders and ease this pressure, many of
the key tasks within their remit, including supporting employee wellbeing, were being undertaken by the Facilities Officers, and this had a knock-on effect on their capacity
to undertake key elements of their role.
Prior to the new structure being implemented the previous structure did not meet the service needs, to address this and ensure all employees were fully supported,
therefore a number of changes to the existing staffing structure within the service were implemented, these included: 
• increase in first tier team leader management roles to respond to service expansion
• revised service manager role created to take account of the responsibility changes 
• return of oversight of the Town Hall to Facilities Management 
Phase 2 of the service review was completed with additional Team Leaders recruited thereby reducing the span of control, ensuring responsibilities are clearer and enabling
ways of working to be reviewed and working practices are now more consistent. Additional resilience has been added through the addition of Clydebank Town Hall to
Facilities Management. Working groups have contributed to process improvements. During 24/25 the service will continue to progress training further, review design and
develop new operating models for catering, cleaning and janitorial services. 
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4. Skills & Capabilities
Strategy
Develop and implement training plans and development opportunities to improve capabilities and resilience within the workforce.
Service Progress Key Actions Exceptions
Citizens, Culture and Facilities – Amanda Graham, Chief
Officer
• Encourage opportunities for promotions internally to
increase resilience in team and strengthen talent pipeline
with continued support of modern apprentices enabling
them to secure posts within the Council.
• Facilities Management training development plan for Team
Leaders prepared and partially delivered. This has focussed
on a range of topics from people practice to policy
procedure and best practice. Additionally, members of the
team have undertaken an enhanced level of training on food
and hygiene to upskill them to better support Catering
Managers and strengthen resilience in team as well as
relevant employees being trained in relation to food
allergens to improve health and safety practices.
• To support the embedding of consistent behavioural
standards, employees have had sessions on the code of
conduct and Supporting Employee Wellbeing policy.
• Citizen's Services has provided a number of promotions for
existing staff and enables team members to secure
promoted posts elsewhere in the Council.
• Significant progress has been made on the transformation
of service area to ensure it meets strategic objectives.
Education Learning and Attainment – Laura Mason, Chief
Officer
• Reviewed all improvement frameworks and delivered
learning sessions for leaders on changes to the frameworks.
• The service also commenced participation in national
programme with ADES focused on upskilling of workforce in
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21
terms of digital capability, this work will be ongoing.
• Leadership networks for each sector have delivered a range
of learning outcomes across a broad range of topics. 
• Comprehensive continued professional development plan
continues to evolve to meet service needs and has been
complemented by additional corporate training on people
practices delivered to a targeted audience to ensure that
there is resilience across the service.  
Housing & Employability – Peter Barry, Chief Officer  • Created stability in the Housing Operations structure by
maximising opportunities for permanent roles.
• Significant progress has been made on the review of
transformation of service area to ensure it meets strategic
objectives with implementation of the structural changes to
be implemented in 24/25.
• Continuing Professional Development (CPD) opportunities
folder ensures all staff are knowledgeable about training
and development opportunities and agree CPD with their
line manager.
• Volunteer and Staff Personal learning and Development plan
for CLD staff, tutors and volunteers reinstated post Covid
and includes opportunity for upskilling in a range of topics
which support learners.  As well as mandatory training,
members of staff ( and tutors and volunteers) have
undertaken training as follows: Adult Learning National
Occupation Standards Workshop; National Trauma Training
Programme webinar; West Alliance Adult Literacies and ESOL
Sharing Practice; Engagement with Asylum Seekers; Post
School Education, Research and Skills CLD session; SAMH
Mental Health Supporting Others; SQA Assessing and
Verifying units and SQA standardisation meetings
• Advice Pro developed to align reporting requirements for 
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UKSPF and NOLB. Key staff fully trained to use the system
staff guides developed, updated and shared on AP library.
• Staff have been trained and we have conducted a survey
among staff to determine their views on the use of the
software. Feedback is being reviewed and the system will be
modified as required.
• Review with ICT to ensure W4U staff have suitable
equipment and WIFI to enable them to effectively access
systems in remote locations when meeting service users.
With stable and reliable Internet access in a range of
community settings.
• Ensured all W4U staff have access to Teams and training to
utilise Teams fully for sharing information, uploading
documents so staff working remotely have access to
feedback from colleagues – training requirements still on-
going.
People & Technology – Victoria Rogers, Chief Officer • The team continue to offer a blended learning support with
i-learn, face to face, webinars and bespoke support to some
services.
• The TU Learning Committee continues with a collaborative
approach to ensuring many opportunities for employees.
• The senior leadership programme Quantum continues to be
embedded.
• The Achieve Value and supporting Frameworks have been
reviewed.
• The apprenticeship levy fund continues to be used to
improve digital skills.
• H&S have responded to the recent Fire Service changes and
delivered a support pack and training to RPO’s.
• The HR Team has implemented a HR graduate post to aid
succession planning and resilience and a review of areas of
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development for the team being considered including
planned leadership development and learning opportunities
within certain roles for team resilience.
• Continued development in digital and data analysis skills in
continues across Business Support Teams.
• Work in scoping and implementation of learning and
development requirements will continue with a focus on
improving the councils digital and data skills.
• The leadership offer across all levels continues to be
developed, well used and updated where and when
appropriate.
• I-learn continues to see high level of usage across the
workforce and Quantum is now looking to recruit the 4th
cohort.
• Introduction of new technologies requires up skilling and
training. This is being carried out in a phased approach with
initial project resources being trained before
implementation and roll out of the new technologies.
Employees have attended industry standard training and
development.
• ICT provide data resources and project support as required.
Continuous development in digital skills is carried across
the service for all employees.
• Recent ICT Management restructure has increased
development opportunities for internal team. Employees
recently promoted are attending leadership courses and
retaining experienced managers is enabling on the job
mentoring. Provided new management opportunities for
internal resources.
Resources, Laurence Slavin, Chief Officer • Within Finance, staff have been trained in essential business
processes to reduce the risk of single point of failure. We
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are in the process of reviewing existing Finance Business
Partner provision with a view to succession planning. 
• Within Asset Management, all managers are being
supported through existing communication channels and all
managers are completing internal “Inspiring Leaders”
course. Other training opportunities are being explored for
the wider workforce.
• Consideration of mentors/champions for key tasks/systems
development reviewed as part of key system roles within
business support. 
• Review of requirements and implemented Leadership &
People Management Policy development for Managers to
develop skill for Asset Management.
• Development of progression to BP level – scoping of
qualification and experience to establish gaps for
succession planning commenced.
• Scoped requirements for current roles through be the best
conversations and individuals have been directed to relevant
leadership training and rotation of experience. 
• Gaps have been filled through work rotation, knowledge
sharing and experience within BP team and accounts. 
Roads & Neighbourhood, Gail McFarlane, Chief Officer   • All training needs identified.
• Statutory Compliance training covering asbestos &
legionella has been completed for the first 6 months of the
year for Capital Assets Team. 
Regulatory & Regeneration Services, Alan Douglas, Chief
Officer 
• Services within Regulatory and Regeneration have
investigated and deployed a range of solutions to address
broad learning and development needs including
mentoring, coaching and accessing internally supplied
training needs identified through Be The Best and 1-2-1
sessions. 
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• The need to address specific training needs for technical /
professional training remains an issue and currently being
addressed through professional forums and freely provided
sessions.
• New team leader has completed induction for new
managers and is receiving ongoing training on election
functions. All training will be conducted in-house with
exception of new election systems - EROS, which has been
provided externally by the supplier.
Case Study:
Citizen, Culture & Facilities – Contact Centre
Employee engagement within the Contact Centre was challenging due to the repetitive nature of the role. The restrictive nature of the job being PC based, with a
headset and a constant stream of calls requires dedicated and highly motivated individuals. Only customer focused and motivated team members ensure each and
every Citizen calling is warmly welcomed to the Council and given excellent Customer Service with each call being giving a unique response.
There was a request from the team for development opportunities to be established to ensure they were effective at their role and fully aware of all activities across the
Council. Our initial approach was to develop a “Champion Model” where individual team members could elect to be a department representative and be trained to the
highest standard in a specific task. For example, a Council Tax Champion. They learn this role to the highest level on systems, processes, policy implementation and
then return to the Contact Centre to support the wider Contact Centre team when they have a challenging Council Tax call. This prevents a request for a call back or
manager escalation providing a quality customer experience and improved employee satisfaction.
This Champion model spreads across all Services the Contact Centre represents and in turn, as made for valuable team to the wider Council as our team members are
already exceptional individuals with a high quality of training, immediately ready to start work in the recruiting department when applying for other roles within the
Council. Over the years we have successfully taken Modern Apprentices and entry level employees through a development channel to become competent individuals in
Housing, Revenues and Benefits, Organisational Development and ICT. In addition, due to their Corporate knowledge, our teams’ skillsets have also been directly
applicable to promoted posts within complaint handling giving a clear career pathway from Grade 3 to Grade 4 and Grade 5 posts. One individual has been developed
through this structure on to a Grade 6 and then Grade 9 post through a number of development opportunities.
The service will continue our Champion Model to ensure our team are as effective as they can be whilst creating a talent pipeline to encourage our teams to apply for
promoted posts across the Council.
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Appendix 2 – Workforce Profile and Monitoring Report – 31st March 2024
This appendix provides information on the workforce demographic, allowing for monitoring of trends and consideration of workforce
impacts and includes headcount, contract status, grade, sex and gender profiles, length of service, new starts, turnover and leavers
and analysis of employees released through early retirement and voluntary severance. Also included is information relating to
redeployment through the SWITCH process and sickness absence.
1. Headcount
Table 1.1 below relates to the year-end workforce profile as at 31st March 2024 and examines changes in that profile over time.
Table 1.1
When compared to the same period last year the headcount has decreased by 172 overall. This is due to reductions of 203
permanent contracts but an increase of 24 fixed term contracts and 7 apprenticeships. The casual/supply pool headcount has
increased by 132.
Apprentice Fixed-Term Permanent Total Casual Invigilator
Citizen Culture & Facilities 1 35 630 666 23 0
Education 7 110 953 1070 62 77
Housing & Employability 39 50 543 632 2 0
People & Technology 0 18 188 206 0 0
Regulatory & Regeneration 1 7 101 109 5 0
Resources 3 2 165 170 0 0
Roads & Neighbourhood 17 32 345 394 25 0
Chief Exec Office 68 254 2925 3247 117 77
Child Health Care & Criminal Justice 0 18 229 247 20 0
Community Health & Care 0 43 911 954 64 0
Finance & Resources 0 2 5 7 0 0
Mental Health Addiction & Learning Disabilities 1 14 126 141 0 0
Strategy, Planning & Health Improvement 0 0 31 31 0 0
Health & Social Care Partnership 1 77 1302 1380 84 0
Strategic Management 0 0 13 13 0 0
Local Government Employees Total 69 331 4240 4640 201 77
Education (Teachers) 0 178 883 1061 415 0
Council Wide Total 69 509 5123 5701 616 77
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Table 1.2 shows this year’s figures compared to the last 4 years and illustrates a reduction in apprenticeship roles over 2020 –
2022 however 2024 has seen an increase in these figures from those in 2022 and 2023. It also captures the steady decline in the
workforce; -3% in the permanent headcount however, there has been an increase of 4% in the fixed term headcount. 
Table 1.2 Headcount Variance 
Table 1.3 below provides more information on the variance across all services with the comparison data illustrating the steady
reduction of the workforce. 
Table 1.3 Variance across services (in headcount) 
No. % of Total Yrly Var No. % of Total Yrly Var No. % of Total Yrly VarNo. Yrly Var
31/03/2020 89 1.52% 20% 581 9.90% 0% 5201 88.59% 2% 5871 2%
31/03/2021 73 1.23% -18% 552 9.29% -5% 5318 89.48% 2% 5943 1%
31/03/2022 54 0.91% -7% 527 8.91% -1% 5335 90.18% 1% 5916 -1%
31/03/2023 62 1.06% 1% 485 8.26% -1% 5326 90.69% -1% 5873 -1%
31/03/2024 69 1.17% 1% 509 8.92% 4% 5123 91.44% -3% 5701 -3%
Overall Headcount Variance   
31/03/2020 - 31/03/2024
Apprentices Fixed Term Permanent Total
2024 compared to 2023
Citizen Culture & Facilities 1 -1 35 7 630 -7 666 -1
Education 7 -2 110 8 953 -21 1070 -15
Housing & Employability 39 36 50 -15 543 264 632 285
People & Technology 0 -1 18 6 188 115 206 96
Regulatory & Regeneration 1 0 7 -4 101 -2 109 -6
Resources 3 3 2 -14 165 -57 170 -68
Roads & Neighbourhood 17 4 32 10 345 12 394 26
Chief Exec Office 68 39 254 -2 2925 280 3247 317
Child Health Care & Criminal Justice 0 0 18 -1 229 -14 247 -15
Community Health & Care 0 0 43 22 911 -39 954 -17
Finance & Resources 0 0 2 1 5 0 7 1
Mental Health Addiction & Learning Disabilities 1 1 14 0 126 -16 141 -15
Strategy, Planning & Health Improvement 0 0 0 -1 31 0 31 -1
Health & Social Care Partnership 1 1 77 21 1302 -69 1380 -47
Strategic Management 0 0 0 0 13 1 13 1
Local Government Employees Total 69 40 331 19 4240 212 4640 271
Education (Teachers) 0 0 178 13 883 -28 1061 -15
Council Wide Total 69 40 509 32 5123 184 5701 256
TotalApprentice Fixed-Term Permanent
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During the reporting period 2023/24, the sections covered by the Supply, Distribution & Property (SDP) service were split between
Housing & Employability, Regulatory & Regeneration, Resources and Roads & Neighbourhood. All service areas were impacted by
resource moves in this restructure. There was a significant rise in the number of employees based in Housing & Employability and
a smaller increase in Roads & Neighbourhood. There was an increase in Fixed Term and Permanent employees in People &
Technology due to the transfer of Business Support Corporate Administrative Staff (CAS) from Resources. 
This is also reflective in the number of Apprentices in Housing & Employability which shows an increase on last year of 36. Last
year Supply Distribution and Property had 33 apprentices which, in the main, were mainly moved to Housing & Employability, who
only had 3 last year. Although these figures show as new apprentices this needs to be considered in the context of the SPD
deletion and transfer of employees hence the overall increase in Apprentices is 7 rather than 40. 
Table 1.4 Casual Variance
Table 1.4 shows the casual variance headcount compared to last year and shows an increase of 108 casuals registered for work
with the Council. Invigilators were previously reported in this category but have been separated as they are not covered by any
bargaining group (Local Government or Teachers) and their pay is reclaimed from SQA. 
Casual Invigilator
Citizen Culture & Facilities 23 13 0 0
Education 62 12 77 24
Housing & Employability 2 -1 0 0
People & Technology 0 0 0 0
Regulatory & Regeneration 5 1 0 0
Resources 0 0 0 0
Roads & Neighbourhood 25 -16 0 0
Chief Exec Office 117 9 77 24
Child Health Care & Criminal Justice 20 5 0 0
Community Health & Care 64 0 0 0
Finance & Resources 0 0 0 0
Mental Health Addiction & Learning Disabilities 0 0 0 0
Strategy, Planning & Health Improvement 0 0 0 0
Health & Social Care Partnership 84 5 0 0
Strategic Management 0 0 0 0
Local Government Employees Total 201 14 77 24
Education (Teachers) 415 94 0 0
Council Wide Total 616 108 77 24
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2. Full time Equivalent
Table 2.1 
Table 2.2 Overall FTE Variance 
Trends indicate a continuing increase in fixed term contracts and a reduction in permanent contracts after holding steady for the
previous 2 years. 
Apprentice Fixed-Term Permanent Total
Citizen Culture & Facilities 1.00 17.04 415.57 433.62
Education 7.00 80.48 771.75 859.22
Housing & Employability 37.96 46.49 518.82 603.26
People & Technology 0.00 17.00 169.04 186.04
Regulatory & Regeneration 1.00 6.20 94.40 101.60
Resources 3.00 2.00 150.22 155.22
Roads & Neighbourhood 17.00 31.59 305.65 354.24
Chief Exec Office 66.96 200.80 2425.44 2693.20
Child Health Care & Criminal Justice 0.00 16.07 205.84 221.90
Community Health & Care 0.00 28.04 679.78 707.82
Finance & Resources 0.00 2.00 4.80 6.80
Mental Health Addiction & Learning Disabilities 1.00 9.49 109.51 120.00
Strategy, Planning & Health Improvement 0.00 0.00 28.04 28.04
Health & Social Care Partnership 1.00 55.59 1027.97 1084.57
Strategic Management 0.00 0.00 13.00 13.00
Local Government Employees Total 67.96 256.40 3466.41 3790.77
Education (Teachers) 0.00 166.70 802.50 969.20
Council Wide Total 67.96 423.10 4268.91 4759.97
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This year the growth is balanced at -4% across both FTE and Headcount demonstrating a very slight decrease in both headcount
and working hours. 
3. Fixed Term Contracts 
There are 509 employees working on a fixed term basis and 136 of these hold fixed term contracts which have a duration
exceeding 2 years (relevant for various employment rights). This is an increase from the previous year. The table below
illustrates the location of these employees and compares to last year. 
Table 3.1 
No. % of Total Yrly Var No. % of Total Yrly Var No. % of Total Yrly VarNo. Yrly Var
31/03/2020 88 1.50% 16% 503 8.57% 8% 4343 73.97% 3% 5871 2%
31/03/2021 73 1.47% -21% 464 9.31% -9% 4441 89.22% 2% 4977 -18%
31/03/2022 54 1.09% -35% 439 8.88% -6% 4453 90.03% 0% 4947 -1%
31/03/2023 61 1.24% 11% 414 8.43% -6% 4433 90.33% 0% 4908 -1%
31/03/2024 68 1.00% 1% 423 8.80% 1% 4269 89.68% -3% 4760 -4%
Overall FTE Variance   
31/03/2020 - 31/03/2024
Apprentices Fixed Term Permanent Total
2023 2024
Citizen Culture & Facilities 3 4
Education 18 23
Housing & Employability 40 43
People & Technology 0 5
Regulatory & Regeneration 5 5
Resources 1 3
Roads & Neighbourhood 17 22
Chief Exec Office 84 105
Child Health Care & Criminal Justice 10 4
Community Health & Care 3 4
Finance & Resources 1 1
Mental Health Addiction & Learning Disabilities 0 5
Strategy, Planning & Health Improvement 3 0
Health & Social Care Partnership 17 14
Strategic Management 0 0
Local Government Employees Total 101 119
Education (Teachers) 24 17
Council Wide Total 125 136
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4. Full time / Part time Split
Table 4.1 
The number of full time contracts has reduced this year by 95 and the number of part time contracts has also decreased by 77
reflective of the drop in headcount. The percentage of part time contracts has therefore marginally decreased by 0.1% this year
with 48% of the workforce remaining term time, sessional or reduced working hours and 52% working a full time contract the same
as the previous year.
Full-Time Part-Time
Citizen Culture & Facilities 154 512
Education 396 674
Housing & Employability 544 88
People & Technology 153 53
Regulatory & Regeneration 88 21
Resources 118 52
Roads & Neighbourhood 306 88
Chief Exec Office 1759 1488
Child Health Care & Criminal Justice 191 56
Community Health & Care 186 768
Finance & Resources 6 1
Mental Health Addiction & Learning Disabilities 73 68
Strategy, Planning & Health Improvement 23 8
Health & Social Care Partnership 479 901
Strategic Management 13 0
Local Government Employees Total 2251 2389
Education (Teachers) 767 294
Council Wide Total 3018 2683
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5. Grade Profile 
Table 5.1 
As shown above the most prominent grade amongst Local Government Employees remains Grade 3, followed by Grade 4. For
teachers the most prominent grade remains a Main Grade Teacher. 
0
200
400
600
800
1000
1200
1400
Number of staff under each grade
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6. Sex Profile
Table 6.1 
The sex profile remains consistent with 73.6% of the workforce female and 26.4% male. There are no significant changes across
the workforce with female predominance in Education and HSCP and male predominance in Roads and Neighbourhood and
Housing & Employability. 
Headcount Percentage Headcount Percentage
Citizen Culture & Facilities 555 83.3% 111 16.7%
Education 1002 93.6% 68 6.4%
Housing & Employability 204 32.3% 428 67.7%
People & Technology 141 68.4% 65 31.6%
Regulatory & Regeneration 69 63.3% 40 36.7%
Resources 105 61.8% 65 38.2%
Roads & Neighbourhood 38 9.6% 356 90.4%
Chief Exec Office 2114 65.1% 1133 34.9%
Child Health Care & Criminal Justice 198 80.2% 49 19.8%
Community Health & Care 878 92.0% 76 8.0%
Finance & Resources 6 85.7% 1 14.3%
Mental Health Addiction & Learning Disabilities 93 66.0% 48 34.0%
Strategy, Planning & Health Improvement 27 87.1% 4 12.9%
Health & Social Care Partnership 1202 87.1% 178 12.9%
Strategic Management 9 69.2% 4 30.8%
Local Government Employees Total 3325 71.7% 1315 28.3%
Education (Teachers) 870 82.0% 191 18.0%
Council Wide Total 4195 73.6% 1506 26.4%
Female Male
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7. Age Profile
Table 7.1   
The distribution curve for the age demographic across the council remains consistent with previous years. The highest proportion of
people are in the 50-54 and 55-59 age group. There has been a slight increase in the 16-19 age group consistent with the increase
in modern apprenticeships and the percentage of employees working past 65 across the council has seen a reduction compared to
last year. Education has seen the most notable change in the last year with an increase of 6.8% in the over 65 category to 11.9%. 
16-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65+
Citizen Culture & Facilities 0.8% 2.4% 4.7% 9.6% 11.1% 11.3% 8.3% 12.0% 15.8% 17.9% 6.3%
Education 2.3% 3.3% 4.8% 5.1% 5.8% 10.9% 8.9% 14.0% 16.5% 16.5% 11.9%
Housing & Employability 1.3% 3.4% 6.2% 8.7% 10.7% 12.0% 11.1% 13.4% 15.7% 12.7% 4.9%
People & Technology 1.3% 3.4% 6.2% 8.7% 10.7% 12.0% 11.1% 13.4% 15.7% 12.7% 4.9%
Regulatory & Regeneration 0.0% 2.8% 5.3% 6.5% 13.8% 14.2% 13.8% 11.7% 14.2% 12.6% 5.3%
Resources 0.3% 2.8% 5.6% 8.4% 8.9% 8.2% 8.4% 14.2% 18.0% 19.3% 6.0%
Roads & Neighbourhood 0.0% 14.3% 0.0% 0.0% 14.3% 0.0% 14.3% 28.6% 14.3% 14.3% 0.0%
Chief Exec Office 1.3% 3.4% 6.2% 8.7% 10.7% 12.0% 11.1% 13.4% 15.7% 12.7% 4.9%
Child Health Care & Criminal Justice 0.0% 2.8% 5.3% 6.5% 13.8% 14.2% 13.8% 11.7% 14.2% 12.6% 5.3%
Community Health & Care 0.3% 2.8% 5.6% 8.4% 8.9% 8.2% 8.4% 14.2% 18.0% 19.3% 6.0%
Finance & Resources 0.0% 14.3% 0.0% 0.0% 14.3% 0.0% 14.3% 28.6% 14.3% 14.3% 0.0%
Mental Health Addiction & Learning Disabilities 1.4% 0.7% 5.0% 6.4% 9.2% 14.9% 12.8% 15.6% 19.1% 12.1% 2.8%
Strategy, Planning & Health Improvement 0.0% 0.0% 3.2% 0.0% 9.7% 22.6% 25.8% 12.9% 6.5% 19.4% 0.0%
Health & Social Care Partnership 0.4% 2.6% 5.4% 7.6% 9.9% 10.2% 10.2% 13.9% 17.2% 17.3% 5.4%
Strategic Management 0.0% 0.0% 0.0% 7.7% 0.0% 0.0% 30.8% 23.1% 23.1% 15.4% 0.0%
Local Government Employees Total 1.0% 3.2% 5.9% 8.4% 10.4% 11.4% 10.9% 13.6% 16.2% 14.1% 5.0%
Education (Teachers) 0.0% 4.3% 13.2% 15.9% 15.2% 16.0% 11.6% 10.0% 8.8% 3.5% 1.5%
Council Wide Total 0.8% 3.4% 7.3% 9.8% 11.3% 12.3% 11.1% 12.9% 14.8% 12.1% 4.4%
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8. Length of Service 
Table 8.1 
Headcount Percentage Headcount Percentage Headcount Percentage
Citizen Culture & Facilities 64 9.6% 273 41.0% 329 49.4%
Education 86 8.0% 530 49.5% 454 42.4%
Housing & Employability 31 4.9% 253 40.0% 348 55.1%
People & Technology 13 6.3% 86 41.7% 107 51.9%
Regulatory & Regeneration 5 4.6% 50 45.9% 54 49.5%
Resources 3 1.8% 48 28.2% 119 70.0%
Roads & Neighbourhood 22 5.6% 143 36.3% 229 58.1%
Chief Exec Office 224 6.9% 1383 42.6% 1640 50.5%
Child Health Care & Criminal Justice 15 6.1% 84 34.0% 148 59.9%
Community Health & Care 96 10.1% 447 46.9% 411 43.1%
Finance & Resources 1 14.3% 1 14.3% 5 71.4%
Mental Health Addiction & Learning Disabilities 11 7.8% 55 39.0% 75 53.2%
Strategy, Planning & Health Improvement 2 6.5% 9 29.0% 20 64.5%
Health & Social Care Partnership 125 9.1% 596 43.2% 659 47.8%
Strategic Management 1 7.7% 5 38.5% 7 53.8%
Local Government Employees Total 350 7.5% 1984 42.8% 2306 49.7%
Education (Teachers) 82 7.7% 452 42.6% 527 49.7%
Council Wide Total 432 7.6% 2436 42.7% 2833 49.7%
Less than 1 year 1 to 9 years 10 or more years
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The distribution of Length of service remains consistent with the highest percentage serving 10 years or more and has increased by
3.2% from the last period. Less than 1 year’s service has decreased by 3.3% indicative of turnover and increases in Apprenticeship
contracts.
* Above data pertains to West Dunbartonshire Council service only (excluding continuous service with any public authority to which
the redundancy Payments Modification Order (Local Government) 1983 (as amended applies). 
9. New Starts
Table 9.1 
432 new employees joined the council in 2023/24 which is a decrease of 128 from last year and the previous 3 years. The table
below shows this information by service and contract type. 
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10. Turnover
Table 10.1
Apprentice Fixed-Term Permanent Total
Citizen Culture & Facilities 0 24 40 64
Education 3 49 34 86
Housing & Employability 11 8 12 31
People & Technology 0 3 10 13
Regulatory & Regeneration 0 0 5 5
Resources 0 0 3 3
Roads & Neighbourhood 10 5 7 22
Chief Exec Office 24 89 111 224
Child Health Care & Criminal Justice 0 6 9 15
Community Health & Care 0 33 63 96
Finance & Resources 0 1 0 1
Mental Health Addiction & Learning Disabilities 1 6 4 11
Strategy, Planning & Health Improvement 0 0 2 2
Health & Social Care Partnership 1 46 78 125
Strategic Management 0 0 1 1
Local Government Employees Total 25.0 135.0 190.0 350
Education (Teachers) 0 72 10 82
Council Wide Total 25 207 200 432
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The information above presents an increase in turnover to 15.0% from 13.4% in 2022/23. In previous years’ the turn over figures
have been lower so it has been another year of exceptionally high turnover.  The leaver’s information in section 11 outlines that the
vast majority of leavers remain as resignations and age retirals also. 
11. Leavers
Staff at 1 April
2023
Staff at 1 April
2024 Average Leavers in Last
12 Months Turnover %
Citizen Culture & Facilities 667 666 667 133 20.0%
Education 1085 1070 1078 169 15.7%
Housing & Employability 347 632 490 62 12.7%
People & Technology 110 206 158 26 16.5%
Regulatory & Regeneration 115 109 112 22 19.6%
Resources 238 170 204 26 12.7%
Roads & Neighbourhood 368 394 381 37 9.7%
Supply, Distribution & Property 428 0 214 0 0.0%
Chief Exec Office 3358 3247 3303 475 14.4%
Child Health Care & Criminal Justice 262 247 255 39 15.3%
Community Health & Care 971 954 963 166 17.2%
Finance & Resources 6 7 7 0 0.0%
Mental Health Addiction & Learning Disabilities 156 141 149 29 19.5%
Strategy, Planning & Health Improvement 32 31 32 3 9.5%
Health & Social Care Partnership 1427 1380 1404 237 16.9%
Strategic Management 12 13 13 1 8.0%
Local Government Employees Total 4797 4640 4719 713 15.1%
Education (Teachers) 1076 1061 1069 155 14.5%
Council Wide Total 5873 5701 5787 868 15.0%
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The numbers of leavers has increased again to 868 in 2024 from 855 employees leaving the organisation in 2023 compared also to
795 in 2022, 490 in 2021, and 457 in 2020. Due to number of reasons for leaving the table has been split in to two parts.
This section will also detail employees who have accepted Early Retirement –Efficiencies / Redundancy, Flexible Retirement and
Retirement between 55 – 59 years of age during the reporting period. It also notes the employees who have been added to the
SWITCH Register. 
Table 11.1 Leavers 
Death in
Service
Dismissal
- End of
Cont
Dismissal
- Ill Heath
Dismissal
-
Summary
Dismissal
- With
Notice
Employee
Not
Started
MPO to
Main Redundancy Resignation Retiral -
Age
Retiral -
Efficiency
Retiral - Ill
Health
Retiral on
Option
(60+)
Severance
-
Efficiency
Citizen Culture & Facilities 0 7 * 0 * * 8 3 74 23 * * * *
Education 0 22 * 0 0 0 5 0 105 20 1 4 4 0
Housing & Employability 0 0 1 0 0 * * 7 30 9 6 * * *
People & Technology * * 0 0 0 0 0 0 17 * * * 0 *
Regulatory & Regeneration * 0 0 0 0 0 0 * 15 * * 0 0 *
Resources 0 * 0 0 0 0 * * 11 5 * 0 1 2
Roads & Neighbourhood 0 0 0 2 0 0 0 6 17 7 0 1 * *
Chief Exec Office 2 31 10 2 1 3 17 20 269 70 15 11 8 12
Child Health Care & Criminal Justice 0 0 0 0 0 0 * 0 26 * 0 * * 0
Community Health & Care * 6 8 * * * 5 0 88 29 0 9 6 *
Finance & Resources 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Mental Health Addiction & Learning Disabilities * 0 * 0 0 0 0 * 12 * 0 0 * 8
Strategy, Planning & Health Improvement 0 0 0 0 * 0 0 0 * 0 0 0 0 0
Health & Social Care Partnership 4 6 9 2 2 2 6 1 128 36 0 12 8 9
Strategic Management 0 0 0 0 0 0 0 0 0 0 0 0 1 0
Local Government Employees Total 6 37 19 4 3 5 23 21 397 106 15 23 17 21
Education (Teachers) 0 * 0 0 0 0 0 0 6 * 0 0 0 0
Council Wide Total 6 38 19 4 3 5 23 21 403 108 15 23 17 21
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* Figures of under 5 have been removed and replaced with a * due to the possible identification of individuals. 
Table 11.2 Voluntary Early Retirement and Voluntary Severance (VS/VER - Efficiency/Redundancy) 
There had been a decline in employees being released through VER/VS between March 2020 and 2022 with an increase in March
2022 - 23. However, with the level of agreed savings options with people implications, the period 2023 – 24 demonstrated a
Teacher -
End Fixed
Term
Teacher -
Ill Health
Teacher -
Other
Teacher -
Retirement
Age
Teacher -
Retirement
Oth
Teacher -
Vol
Resign
Oth
Unused
Casual
Total
Citizen Culture & Facilities 0 0 0 0 0 0 0 133
Education * 0 0 * 0 0 0 169
Housing & Employability 0 0 0 0 0 0 0 62
People & Technology 0 0 0 0 0 0 0 26
Regulatory & Regeneration 0 0 0 0 0 0 0 22
Resources 0 0 0 0 0 0 0 26
Roads & Neighbourhood 0 0 0 0 0 0 0 37
Chief Exec Office 2 0 0 2 0 0 0 475
Child Health Care & Criminal Justice 0 0 0 0 0 0 5 39
Community Health & Care 0 0 0 0 0 0 6 166
Finance & Resources 0 0 0 0 0 0 0 0
Mental Health Addiction & Learning Disabilities 0 0 0 0 0 0 * 29
Strategy, Planning & Health Improvement 0 0 0 0 0 0 0 3
Health & Social Care Partnership 0 0 0 0 0 0 12 237
Strategic Management 0 0 0 0 0 0 0 1
Local Government Employees Total 2 0 0 2 0 0 12 713
Education (Teachers) 59 0 6 * 26 51 * 155
Council Wide Total 61 0 6 5 26 51 13 868
VER/VS 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total
31/03/2020 4 3 7
31/03/2021 1 1 2
31/03/2022 0 0 0
31/03/2023 0 9 9
31/03/2024 46 2 48
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significant increase in early release numbers. This is likely to continue into the next reporting period depending on budget saving
options.
Table 11.3 Retirements 55-59
The Local Government Pension Scheme allows scheme members to retire from age 55 without employer consent. The terms of
this provision allow members to access their pension benefits with an actuarial reduction applied (to compensate the fund for the
member taking their benefits early) with no consequential costs for the council. There has been an increase of employees retiring
and accessing their pension benefits between 2022/2023 and the current period.
Table 11.4 Flexible Retirement
Flexible retirement is available to members of the Local Government Pension Scheme, excluding teachers. The approval of those
employees granted flexible retirement is monitored by the Chief Officer, People and Technology and the Chief Officer, Resources.
Every effort is being made to support flexible retirement requests where possible and services regularly revisit applications with a
view to release.
The table above shows the number of flexible retirements released in the period for this year and previous four reporting periods for
comparison purposes. There has been a continued uptake for flexible retirement with this year’s figure showing the highest in these
periods indicative of the flexible work-life balance culture promoted.
It is anticipated that Flexible Retirement will continue to be a popular option for employees who wish to work in a reduced capacity
and access their pension whilst enabling the Council to retain their skills and experience.
55-59 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total
31/03/2020 6 1 7
31/03/2021 3 4 7
31/03/2022 0 5 5
31/03/2023 6 4 10
31/03/2024 10 3 13
Flexible 01/04 - 30/09 01/10 - 31/03 Annual Council Wide Total
31/03/2020 9 23 32
31/03/2021 30 15 45
31/03/2022 10 28 38
31/03/2023 19 26 45
31/03/2024 23 39 62
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12.  SWITCH (Redeployment)
Redeployment is monitored and delivered centrally by Strategic HR.  Employees are added to the SWITCH register for a number of
different reasons:- 
• Through organisational change employees may be displaced, at risk of redundancy or placed in lower graded posts;
• Due to ill-health they may become unable to continue in their substantive post;
• Through Job Evaluation where a post is evaluated lower than the current grade;
• Or where an employee is coming to the end of a fixed term contract and has more than 2 years’ service.   
To support employees to return to their previous rate of pay all employees who have been matched but remain on pay protection
are also retained on the register. 
Table 12.1 below details the number of employees who were on the redeployment register at the start of the reporting period
(01/04/2023), the number who joined the register in the 6 months up to 30/09/2023 and 31/03/2024 and the number who remain on
the register at the end of the reporting period (31/03/2024).  
Table 12.1 SWITCH 
Reason
Number of
employees
on the
Register at
the start of
the period
(01/04/2023)
Number of
employees
added
during the
period
Number of
employees
removed
during the
period
Number of
Employees on
the register at
the end of the
period
(30/09/2023)
Number of
employees
added
during the
period
Number of
employees
removed
during the
period
Number of
Employees on
the register at
the end of the
period
(31/03/2024)
Ill Health
(Capability) 0 2 1 1 11 3 9
Ill health
(Disability) 0 1 0 1 0 1 0
Organisational
Change 30 85 90 25 17 24 18
Incapability
through another
Process 0 1 0 1 0 1 0
TOTALS 30 89 91 28 28 29 27
Pay Protection 0 2 0 2 0 0 2
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There has been a significant increase in the number of employees being added to the Redeployment (SWITCH) Register between
1st April 2023 and 31st March 2024. This is due to the Council’s current Savings position with the level of agreed savings options
having people implications.
13. Apprentices
Table 13.1
The number of apprenticeships supported by the council across both level 2 and level 3 has increased by 7 from last year with the
main increase in Housing& Employability. This is due to Maintenance & Repairs, formerly of SD&P, moving to sit under Housing &
Employability.
14. Sickness Absence
From 1st April 2023 to 31st March 2024, there was a decrease in Council wide sickness absence to 65,263.95 FTE days lost
compared to 67,589.65 in 2022/23 with 13.74 FTE workdays lost per employee being reported, a decrease from 14 in 2022/23. The
highest absence still remains in the front-line employee service areas. Implementation of employee engagement and wellbeing
practices continue and hope to bring further improvements for future periods.
Level 2 Level 3 Total
Citizen Culture & Facilities 0 1 1
Education 0 7 7
Housing & Employability 0 39 39
People & Technology 0 0 0
Regulatory & Regeneration 0 1 1
Resources 0 3 3
Roads & Neighbourhood 10 7 17
Chief Exec Office 10 58 68
Child Health Care & Criminal Justice 0 0 0
Community Health & Care 0 0 0
Finance & Resources 0 0 0
Mental Health Addiction & Learning Disabilities 0 1 1
Strategy, Planning & Health Improvement 0 0 0
Health & Social Care Partnership 0 1 1
Strategic Management 0 0 0
Local Government Employees Total 10 59 69
Education (Teachers) 0 0 0
Council Wide Total 10 59 69
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Table 14.1 Annual Absence for Council
The table below illustrates the reasons for absence distribution across the year and Minor Illness is the highest category of absence
followed by personal stress and acute medical conditions which were the same 3 highest categories in 2022/23. Full details and
analysis of sickness absence is covered in the wellbeing report submitted to committee.
Table 14.2 Reasons for Absence
The table below illustrates the reasons for absence and the number and percentage of the total days lost during 2023/24. Minor
Illness continues to be the reason for absence with the highest number of days followed by Personal Stress.
Minor Illness Back Pain Musculo-
skeletal Injuries
Stress -
Personal
Recurring Medical
Conditions
Non Work
Related
Accident /
Injuries
Work Related
Accidents /
Injuries
Mental Health Acute Medical
Conditions
Pregnancy
Related
Absence
Drink or Drug
Related
Condition
Stress - Work
Related Long Covid
Citizen Culture & Facilities 444.05 4892.2 1700.1 1850.7 2111.9 1239.2 465.4 100.1 1362.6 2301.9 219.9 0.0 505.7 489.3 17239.0 7,730.31 17.41
Education (Support Staff) 857.47 7100.6 180.6 1664.5 3696.3 1557.7 453.3 384.7 1300.8 4106.2 369.1 0.0 608.8 68.6 21491.3 13,547.53 15.80
Housing & Employability 608.20 3009.2 578.7 688.6 1796.0 626.8 496.4 164.6 821.3 1733.3 63.1 0.0 947.4 0.0 10925.4 6,320.53 10.39
People & Technology 189.01 176.8 69.4 19.4 500.9 115.6 26.0 0.0 114.0 220.3 9.0 1.5 0.0 0.0 1252.9 552.98 2.93
Regulatory & Regeneration 107.11 109.6 0.0 240.0 155.4 18.6 127.9 0.0 77.1 154.7 0.0 0.0 0.0 0.0 883.3 636.50 5.94
Resources 161.42 466.6 120.7 125.6 399.5 9.6 31.1 0.0 167.4 36.0 0.0 0.0 202.3 0.0 1558.8 955.70 5.92
Roads & Neighbourhood 367.10 1302.4 400.7 1145.6 441.0 952.0 167.2 433.9 527.9 1404.7 0.0 126.4 36.3 0.0 6938.0 5,568.31 15.17
Chief Exec Office Total 2,734.36 17057.3 3050.3 5734.4 9101.0 4519.3 1767.3 1083.3 4371.1 9957.2 661.0 127.9 2300.5 557.9 60288.6 35,311.86 12.91
Child Healthcare & Criminal Justice 226.88 1426.9 124.9 203.9 1175.8 15.4 86.6 56.4 258.4 260.9 224.4 0.0 187.6 0.0 4021.0 3,265.41 14.39
Community Health & Care 716.94 9443.1 1961.6 4320.2 5867.2 601.1 704.6 281.7 1566.1 4410.7 327.6 132.8 910.4 366.4 30893.6 16,868.81 23.53
Finance & Resources 6.13 0.0 0.0 10.7 0.0 0.0 9.7 0.0 0.0 39.1 0.0 0.0 0.0 0.0 59.6 53.87 8.79
Mental Health, Addiction & Learning Disabilities 124.05 639.6 0.0 675.0 314.1 194.4 61.1 39.3 163.6 793.8 4.0 0.0 310.9 0.0 3195.9 2,095.99 16.90
Strategy, Planning & Health Improvement 27.72 153.1 0.0 0.0 188.4 0.0 0.0 0.0 35.9 75.0 0.0 0.0 0.0 0.0 452.5 357.90 12.91
Health & Social Care Partnership 1,101.72 11662.8 2086.4 5209.8 7545.5 811.0 862.0 377.4 2024.0 5579.5 556.0 132.8 1408.9 366.4 38622.6 22,641.98 20.55
Strategic Management 13.14 2.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 15.1 0.0 0.0 0.0 0.0 17.1 17.14 1.30
Strategic Management 13.14 2.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 15.1 0.0 0.0 0.0 0.0 17.1 17.14 1.30
LOCAL GOVERNMENT EMPLOYEES TOTAL 3,849.22 28722.1 5136.7 10944.2 16646.6 5330.3 2629.3 1460.8 6395.1 15551.9 1217.0 260.8 3709.5 924.3 98928.4 57,970.98 15.06
Education (Teachers) 901.23 3166.5 60.6 606.3 1521.3 141.6 241.1 63.1 598.9 2381.3 467.7 0.0 1293.7 0.0 10542.1 7,292.97 8.09
COUNCIL-WIDE TOTAL 4,750.46 31888.6 5197.3 11550.5 18167.9 5471.9 2870.4 1523.9 6994.0 17933.1 1684.7 260.8 5003.2 924.3 109470.5 65,263.95 13.74
Department FTE
Employees
Total Working
Days Lost FTE Days Lost
Total FTE
Days Lost by
FTE
Employees
Absence Reasons
Absence Reason Working Days
Lost
Minor Illness 31,888.6
Back Pain 5,197.3
Musculo-skeletal Injuries 11,550.5
Stress 18,167.9
Recurring Medical Conditions 5,471.9
Non Work Related Accidents / Injuries 2,870.4
Work Related Accidents / Injuries 1,523.9
Mental Health 6,994.0
Acute Medical Conditions 17,933.1
Pregnancy Related Absence 1,684.7
Drink or Drug Related Condition 260.8
Stress - Work Related 5,003.2
Notifiable Disease (Confirmed) 924.3
TOTAL 109,470.5
Percentage of
Lost Days
29.13%
4.75%
10.55%
16.60%
5.00%
2.62%
1.39%
6.39%
16.38%
1.54%
0.24%
4.57%
0.84%
100%
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WEST DUNBARTONSHIRE COUNCIL
Report by Chief Officer - Regulatory and Regeneration
Corporate Services Committee – 22 May 2024
Subject: Update in relation to the Council’s use of its powers under the
Regulation of Investigatory Powers (Scotland) Act 2000
1. Purpose
1.1 To advise Members of:-
a) minor updates to the Council’s Policy in relation to its use of its
investigatory powers; and
b) update Members on the Council’s use of such powers.
2. Recommendations
2.1 It is recommended that the Committee:-.
a) approve minor updates to the Council’s Policy in relation to its use of
investigatory powers as outlined at paragraph 4.1; and
b) note how the Council used its investigatory powers in 2023.
3. Background
3.1 The use of surveillance to obtain information is a valuable resource for the
protection of the public and preventing crime and disorder. The Regulation of
Investigatory Powers (Scotland) Act 2000 (RIP(S)A) provides public bodies with
a legal framework to use when engaged in covert activities such as where
surveillance of a person is likely to result in the obtaining of private information
about that person. When carrying out such surveillance the Council must comply
with the terms of RIP(S)A as well as the Scottish Government’s Covert
Surveillance & Property Interference Code of Practice.
3.2 The Council has a Policy setting out how it will exercise its functions under
RIP(S)A (see Appendix 1).
3.3 Requests to engage in Directed Surveillance and to use Covert Human
Intelligence Sources require to be authorised by one of the Council’s Authorising
Officers. Authorising Officers must be satisfied that the authorisation is: (i) for a
lawful purpose – preventing or detecting crime and disorder, protecting public
health or in the interests of public safety, (ii) necessary – where there is no
reasonable and alternative way of achieving the objective, and (iii) proportionate
– any use of the surveillance shall not be excessive i.e. it shall be in proportion
to the significance of the matter being investigated. The Policy sets out the
ITEM 13
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recording keeping requirements so that the appropriate records of authorisations
are retained for the appropriate period of time.    
3.4 The Investigatory Powers Commissioner has responsibility for reviewing the use
of investigatory powers by local authorities. The Commissioner has a statutory
obligation to inspect the use of regulatory powers as part of their oversight. 
4. Main Issues   
Updates to the Policy  
4.1 The Council’s Policy details the steps required to make sure that covert
surveillance whether direct surveillance or the use of a covert human
intelligence source complies with RIP(S)A and the Council’s authorisation
procedure in relation to covert surveillance requests. Officers having reviewed
the Policy have identified that some minor updates are required. These updates
are narrated in Table 1.  
Paragraph Change 
General Amended numbering and layout of document to create a
cohesive policy document. 
General Updated list of Authorising Officers (now at Appendix 1).  
Various Amended job titles to match current Council structure and to
better reflect operational responsibilities, for example, Manager
of Legal Services being responsible for management of
authorisation process and keeping records of same. 
Various Updated addresses and locations of Council Services.  
Part A  
1.2 Confirming that Investigating Officers must obtain appropriate
authorisation and comply with the terms of said authorisation. 
1.2.2 Advising that unplanned observations in immediate response to
unfolding events are unlikely to require an authorisation. 
2.1 Clarified that oral authorisations can be extended by three
months (subject to the request being in writing). 
Confirmed that list of Authorising Officers moved to an
appendix for ease of reference. 
2.8 Moved list of Authorising Officers to Appendix 1 to improve
readability. 
Part B  
7 Confirmed that sources under 16 can only give information
about members of their family (expect those with parental
responsibilities) in exceptional cases. 
Table 1 
The Council’s use of its powers 
4.4 The Investigatory Powers Commissioner inspects local authorities on a three
yearly basis. The Council was inspected 2023 having last been inspected 2020.
Having been provided with information by Council Officers, the Commissioner
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confirmed he was satisfied that the Council was complying with the terms of
RIP(S)A and Code of Practice. The Commissioner only had minor advisory
comments in relation to the completion of authorisation forms. The
Commissioner will next inspect the Council’s use of these powers in 2026.  
4.6 So to comply with RIP(S)A and the Code of Practice, Officers having updated
the Policy, are arranging refresher training for Authorising Officers, and
reviewing the retention and destruction of any materials obtained through the
use of convert powers.  
4.7 The Council further completed an annual return in relation to 2023 for the
Investigatory Powers Commissioner’s Office. The details of this return are noted
at Table 2. 
Question Return
The total number of applications made for Directed Surveillance
authorisation (including renewals and urgent cases)?
2
The total number of Directed Surveillance authorisations issued
(including renewals and urgent cases)?
2
Table 2  
The Directed Surveillance authorisations referred to in Table 2 relate to
operations carried out by Trading Standards and were for the purposes of
preventing or detecting crime and/or preventing disorder. 
5. People Implications  
5.1 Legal Services’ monitoring of the use of the Council’s use of surveillance under
RIP(S)A is part of its business as usual duties. 
6. Financial Implications  
6.1 There are no financial implications for the Council arising from this report.  
7. Risk Analysis  
7.1 There is no increased risk to the Council associated with the contents of this
report.  
8. Equalities Impact Assessment (EIA)  
8.1 EIA 1006: The Policy in relation to convert surveillance and management of
convert human intelligence sources makes sure that Council Officers complies
with a legal framework that makes sure that authorisations for such activities are
signed off at an appropriate level with a suitable evidence base. This protects
Human Rights and Equality Groups. Minor amends have been made to clarify
matters within policy.   
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9. Consultation  
9.1 Consultation on this report has taken place with Finance. 
10. Strategic Assessment  
10.1 In terms of the Council's Strategic Priorities, the purpose of licensing is to ensure
our Communities are Resilient and Thriving.   
Chief Officer – Regulatory and Regeneration 
Date 9 May 2024 
Person to Contact: Michael McDougall
Manager of Legal Services
Legal Services
West Dunbartonshire Council 
michael.mcdougall@west-dunbarton.gov.uk 
Appendices: 
1. Policy incorporating updates
2. EIA    
Background Papers: 
1. RIP(S)A
2. Scottish Government’s Code of Practice in relation to covert surveillance and
property interference 
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WEST DUNBARTONSHIRE COUNCIL
5th EDITION
POLICY GUIDELINES
ON
COVERT SURVEILLANCE,
COVERT HUMAN INTELLIGENCE SOURCES
AND
SOCIAL MEDIA USE
REVISED MAY 2024
Appendix 1
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COVERTSURVEILLANCE/MH/AG
2
TABLE OF CONTENTS 
PART A: COVERT SURVEILLANCE     3
1. Introduction        3
1.1 Background        3
1.2 Scope of Policy        4
1.3 Principles of Surveillance      8 
2. The Authorisation Process      10
2.1 General Rules of Authorisations     10
2.2 Test Purchases – Juvenile      12
2.3 Combined Authorisations      13
2.4 Duration of Authorisation      13
2.5 Documents         13
2.6 Cancellation of Directed Surveillance    14
2.7 Review of Directed Surveillance     14
2.8 Renewal and Cancellation of Authorisations   14
2.9 Central Record of all Authorisations    15
2.10 Training         16
2.11 Public Access        17
2.12 Surveillance by Other Public Authorities    17
2.13 Complaints         17
2.14 Conclusion         17 
PART B: COVERT HUMAN INTELLIGENCE SOURCES  19
1. Policy Statement        19
2. Objective         19
3. Scope of Procedure       19
4. Principles of Surveillance      20
5. The Authorisation Process      22
6. Confidential Material       23
7. Vulnerable and Juvenile Sources as CHIS   24
8. Documents         25
9. Management of Sources      26
10. Security and Retention of Documents and Materials  27
11. Central Register        27
12. Oversight         28
13. Complaints         28
14. Conclusion         28 
Part C: USE OF SOCIAL MEDIA      29 
APPENDIX 1 – LIST OF AUTHORISING OFFICERS  31
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COVERTSURVEILLANCE/MH/AG
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PART A:  COVERT SURVEILLANCE 
1. INTRODUCTION AND BACKGROUND 
1.1 Background 
The Human Rights Act 1998, which came into force in October 2002,
gave domestic effect to the European Convention on Human Rights
(ECHR).  Section 6 of the 1998 Act provides that it is unlawful for public
authorities to act in any way which is incompatible with a Convention
right. 
There are situations in which local authority employees, in the course
of their duties, will have to carry out investigations and activities which,
by the nature of the investigation, are covert.  It is essential that covert
investigations are therefore compatible with Article 8 of ECHR which
states that everyone has the right to respect for family and private life,
his home and correspondence. 
In Convention terms, the idea of private life is broad. 
It is therefore clear that most covert surveillance operations interfere
with this right of privacy.  However, the rights guaranteed in Article 8
are not unfettered - interference with the right to privacy can be justified
if:- 
(i) in accordance with the law; 
(ii) it is necessary to pursue a legitimate aim (public interest); and 
(iii) the interference is proportionate to the legitimate aim - the
interference with the right of privacy is not greater than is
necessary to achieve the aim. 
The Regulation of Investigatory Powers (Scotland) Act 2000 (RIP(S)A)
provides, for the first time, a legal framework for covert surveillance by
public authorities and an independent inspection regime to monitor
these activities.  The primary purpose of RIP(S)A is therefore to ensure
compliance with Article 8 in relation to covert surveillance.  Therefore, if
local authority investigators, in the course of their duties, ensure that
they obtain authorisation and that they act in accordance with that
authorisation any interference with the right of privacy will be in
accordance with the law and the activities and evidence of investigating
Officers will be lawful for all purposes. 
The purpose of this policy is, therefore, to advise and ensure that
employees and Authorising Officers are aware of the terms of RIP(S)A
and that any covert surveillance, whether direct surveillance or use of a
covert human intelligence source, is necessary and proportionate in
terms of application for and the granting of authorisations in terms of
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COVERTSURVEILLANCE/MH/AG
4
the Act.  This Policy Document should be read in conjunction with the
following Codes of Practice; 
1. Code of Practice on Covert Human Intelligence Sources:
https://www.gov.scot/publications/covert-human-intelligence-
sources-code-practice/ 
2. Code of Practice on Covert Surveillance:
https://www.gov.scot/publications/covert-surveillance-property-
interference-code-practice/ 
3. Any guidance issued by Investigatory Powers Commissioner
issued from time to time:
https://www.ipco.org.uk/publications/policy-documents/ 
1.2 Scope of Policy 
Firstly, RIP(S)A only applies to covert surveillance.  Basically,
surveillance is covert where it is carried out in such a way that anyone
subject to that surveillance is unaware that the surveillance is taking
place.  The Act does not apply to any surveillance which is overt.  For
example, surveillance will generally be overt where CCTV cameras are
used since members of the public should have been made aware of
such use by placed notices.  Surveillance is also overt where the
person subject to the surveillance has been made aware that
surveillance is being carried out.  However, where a public authority
uses a CCTV system for a specific investigation, authorisation for
Directed Surveillance may be necessary.  If any investigating Officer is
in doubt, legal advice should be sought. 
Moreover, if an operator of any Council CCTV system is approached
by any other employee or other agency requesting that the operator
undertake Directed Surveillance using CCTV, the operator is required
to obtain a written copy of the RIP(S)A authorisation prior to such use. 
This authorisation must detail the use of a specific camera system for
the purpose of Directed Surveillance.  The authorisation must be
signed by one of the Council’s Authorising Officers or, in the case of
Police, an officer of at least the rank of Superintendent.  In urgent
cases, an authorisation approval by a Police Officer of at least the rank
of Inspector can be accepted.  A copy should be kept and the original
forwarded to Manager of Legal Services for noting in the
Central Register. 
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COVERTSURVEILLANCE/MH/AG
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Secondly, the Act does not make unauthorised activities unlawful nor
does it compel the obtaining of an authorisation or provide sanctions
for failing to do so.  However, this having been said, the consequences
of failing to obtain an authorisation can be that the actions of individual
Officers are rendered unlawful in terms of the Human Rights Act.  As a
result, a court may question the admissibility of evidence obtained in
such a way.  It is, therefore, essential that Investigating Officers obtain
authorisation and comply with the terms of that authorisation. 
There are three types of surveillance, as defined within RIP(S)A, which
can be summarised as follows:- 
1.2.1 Intrusive Surveillance 
This is covert surveillance that is carried out in relation to
anything taking place on any residential premises or in any
private vehicle which involves the presence of an individual on
the premises or in the vehicle or is carried out by means of a
surveillance device. 
There is no provision within RIP(S)A whereby local authorities
may be authorised to carry out any form of intrusive
surveillance.  As a matter of policy, local authority officers must
not engage in intrusive surveillance.  As a result of this it is
important that all employees are completely clear as to the
definition of intrusive surveillance.  Examples sometimes help
for clarification; 
What if surveillance of a residential premises or surveillance of a
private vehicle takes place using a device placed outwith the
actual premises or outwith the vehicle.  Is this intrusive
surveillance? 
This would not be intrusive surveillance unless the information
obtained is consistently of the same quality as the device would
have provided had it been actually present in the home or
vehicle.  Thus, activities such as filming goods being sold from
the back of a car is unlikely to be intrusive surveillance.  The
monitoring of the level of noise generated by an anti-social
tenant would not be intrusive so long as the information is not
consistently of the same quality as a device actually present in
that home would have provided.  Officers need to consider more
than just the technical capability of the recording device.  Other
factors, such as thin party walls and poor sound insulation
between properties, may lead to the recorded quality being as
good as if the device was actually present in the target house. 
This does not mean that authorisation should not be obtained,
what it does mean is that it is not intrusive surveillance.  It may
still be Directed Surveillance.
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COVERTSURVEILLANCE/MH/AG
6
Devices such as listening and audio visual equipment carried
into the residential premises or a private vehicle by a covert
human intelligence source do not constitute intrusive
surveillance so long as that covert human intelligence source
has been invited in to the premises/vehicle.  However, the
device must not be left behind when the covert human
intelligence source leaves the premises or vehicle. 
It is the two remaining categories of covert surveillance which
principally concern local authorities, namely
Directed Surveillance and the conduct and use of a
Covert Human Intelligence Source (CHIS). 
1.2.2 Directed Surveillance 
Directed Surveillance is defined as surveillance which is covert
but not intrusive and is undertaken:- 
(a)  for the purpose of a specific investigation or specific
operation; and 
(b) in such a manner as is likely to result in the obtaining of
private information about a person.  That person does not
specifically need to be the person subject to the
investigation.  It is simply private information about a
person.  RIP(S)A states that ‘private information’ about a
person “includes information relating to the person’s
private or family life”.  However, the use of the word
‘includes’ suggests that the definition should be
interpreted quite widely.  It could, for example, include
information about a person’s professional or business
activities which is not publicly known. 
It is important to note that any overt observations do not
require authorisations under RIP(S)A. 
A general observation forming part of a
Trading Standards Officer's duties do not require
authorisation.  For example, a Trading Standards Officer
might covertly observe and then visit a shop as part of
their enforcement function to verify the supply or level of
goods or services that may be liable to a restriction. 
Such an observation could involve the use of equipment,
such as binoculars or the use of cameras where this does
not involve a systematic surveillance of an individual. 
Each case, of course, must be taken on its own merits. 
When an authorising officer is in doubt as to whether or
not this may be Directed Surveillance, legal advice should
be sought.
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COVERTSURVEILLANCE/MH/AG
7
Directed Surveillance is for the purposes of a specific
investigation or a specific operation. For example,
unplanned observations in immediate response to
unfolding events are unlikely to require an authorisation. 
Authorisations must be in writing.  However, there is an
exception whereby authorisations may be issued orally in
urgent cases provided the Authorising Officer’s
entitlement to grant authorisations is not limited to urgent
cases.  ‘Urgent’ is defined in the Code of Practice.  A
written record of any oral authorisation should be made
as soon as reasonably practicable. 
1.2.3 Covert Human Intelligence Source (CHIS) 
A CHIS establishes or maintains, in effect cultivates a personal
relationship with others to obtain information, provide access to
information for someone else or discloses information obtained
through that relationship.  The other party has to be unaware of
the purpose of the relationship.  The authorisation procedures
are similar to those in Directed Surveillance, however, additional
rules apply to the use of a CHIS.  Council Officers making
undisclosed site visits or test purchases are not CHISs and as
such do not require any authorisation.  Having said that, a
member of the public could become a CHIS if they covertly
obtain information after consulting and obtaining instructions
from Council Officers.  Members of the public who volunteer
information as part of their civic duty are not CHISs.   
The Codes of Practice issued by the Scottish Executive should
be read in conjunction with Directed Surveillance and CHISs.
See Part B of this Policy for further detail. 
1.2.4 Scope of the Procedure 
This procedure applies in all cases where
“Directed Surveillance” is being planned or carried out.  As
indicated above, Directed Surveillance is defined by RIP(S)A as
covert surveillance undertaken “for the purpose of a specific
investigation or a specific operation” and “in such a manner as is
likely to result in the obtaining of private information about a
person” whether or not that person is the target of the operation
and other than by way of an immediate response to events or
circumstances (Section 1(2) RIP(S)A). 
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COVERTSURVEILLANCE/MH/AG
8
1.3 Principles of Surveillance 
In planning and carrying out covert surveillance, Council employees
have to comply with the following principles.  Furthermore,
Authorising Officers have to be particularly stringent in detailing the
boundaries of the surveillance activity which they as
Authorising Officers are sanctioning. 
Investigating Officers and Authorising Officers should, therefore, ask
themselves the following questions when asking/granting authorisation
for Directed Surveillance and a CHIS. 
1.3.1 Is there a lawful purpose? 
Covert surveillance shall only be carried out where necessary
to achieve one or more of the permitted purposes as defined
within RIP(S)A.  In relation to Local Authorities, it is for the
following reasons:- 
(a) For the purpose of preventing or detecting crime or the
prevention of disorder; 
(b) In the interests of public safety; 
(c) For the purpose of protecting public health; and 
(d) For any other purpose prescribed in an order made by
the Scottish Ministers. 
1.3.2 Is the surveillance necessary? 
Covert surveillance can only be undertaken where there is no
reasonable and effective alternative way of achieving the
desired objectives.  The question of necessity also has to be
viewed in all the circumstances of the specific case before the
Authorising Officer. 
1.3.3 Is the surveillance proportionate? 
The use and extent of covert surveillance should not be
excessive.  This means that the surveillance should be
proportionate to the significance of what is being investigated. 
Basically, if the same lawful purpose could be reached by less
infringement of a citizen's rights then that lesser path should be
taken.  When assessing proportionality, employees and
Authorising Officers must also consider the seriousness of the
alleged behaviour/breach.  Minor misdemeanours may not be
sufficient to warrant a large surveillance operation.  On
occasions, sentencing powers in criminal offences may be a
useful guide.  However, having said that some regulatory
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COVERTSURVEILLANCE/MH/AG
9
offences can have life threatening consequences, for example,
the sale of contaminated foods or dangerous goods and this
could result in the surveillance being proportionate.  The factors
which should be addressed in the decision making process
regarding proportionality are whether or not there were relevant
and sufficient reasons advanced in support of the application. 
Was there a less intrusive means of detection/investigation? 
Was there procedural fairness in the decision making process
and were safeguards against abuse made clear? 
When addressing the concept of proportionality all Applicants
and Authorising Officers should have in mind three basic
concepts for consideration. 
1. That the use of covert surveillance is a proportionate
response to the level of mischief being investigated. 
2. That the degree of intrusion upon the target and
collaterally is not excessive. 
3. That all other reasonable options for gathering the
evidence have been considered and rejected. 
All Authorising Officers should make their thinking and decision
making clear when authorising surveillance.  Each of these
concepts have to be addressed within the form and justified. 
1.3.4 Will the proposed surveillance be intrusive? 
If the surveillance comes within the definition "intrusive"
surveillance in terms of RIP(S)A then no activity can be
authorised by any Authorising Officer.  As a matter of policy,
local authority officers must not engage in intrusive
surveillance. 
1.3.5 Could there be collateral intrusion? 
Reasonable steps should be taken to minimise the possibility
that information is obtained on other persons who are not
directly involved in the operations.  This is also a factor to
consider when making the proportionality test.  Again, this is an
issue which Authorising Officers need to address specifically in
each authorisation. 
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COVERTSURVEILLANCE/MH/AG
10
1.3.6 Could confidential material be obtained? 
Confidential material includes matters subject to legal privilege,
for example, this can be information passed between a client
and their legal advisor and surveillance should be planned in
such a way as to avoid confidential material being obtained. 
Confidential material should be destroyed once it is no longer
necessary for the specific purpose of the surveillance.  In
particular. the proportionality test has to be applied at all times. 
Applications where a significant risk of acquiring confidential
material has been identified shall always require the approval of
the Chief Executive or, in their absence, Chief Officer. 
2. THE AUTHORISATION PROCESS 
2.1 General Rules on Authorisations 
An authorisation under RIP(S)A will provide lawful authority for a public
authority to carry out covert surveillance.  Responsibility for
authorisations is described in the Regulation of Investigatory Powers
(Prescription of Officers, Ranks & Positions) (Scotland) Order 2000. 
Authorisations must be granted by an ‘Assistant Head of Service or
Investigation Manager’ or above.  In effect, this means a grant or
refusal by the Chief Executive, an officer of the rank of Chief Officer or
Head of Service or Section Head.  Authorisation to access
“confidential material” should normally be signed by the
Chief Executive. 
Authorising Officers are noted at Appendix 1. 
Before authorising surveillance, any Authorising Officer must be
satisfied that the activities for which authorisation is sought are
necessary and proportionate to what is hoped to be achieved. 
Authorisation is necessary if it satisfies the following grounds:- 
(a) For the purpose of preventing or detecting crime or the
prevention of disorder; 
(b) In the interests of public safety; 
(c) For the purpose of protecting public health; and 
(d) For any other purpose prescribed in an order made by the
Scottish Ministers. 
Once the Authorising Officer has considered that the activity is
necessary, he/she must then address the question of proportionality. 
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COVERTSURVEILLANCE/MH/AG
11
The whole question of proportionality is to seek a balance between
what is being sought and the means used to achieve this.  If there is an
easier or less intrusive means of obtaining the information then the
authorisation cannot be proportionate to what is being sought and
therefore should be refused.  The matters referred to in paragraph 2.1
should be taken into account by the Authorising Officers.  Moreover,
the Authorising Officer should be aware that what he/she is authorising
is the surveillance operation itself and not the actual event which has
given rise to the operation.  The Authorising Officer should detail any
parameters/boundaries of the surveillance activity which they are
sanctioning.  Authorisations must be given in writing.  In urgent cases
only, an Authorising Officer may approve oral applications.  An
application, in writing, indicating the reasons why an oral authorisation
was sought must then be made as soon as reasonably practicable.  In
any case, an oral authorisation will expire after 72 hours.  If
surveillance is to continue after the 72 hours a further application, in
writing, must be made and is for a period of three months.  An urgent
oral application is only available where delay would endanger life or
jeopardise the investigation. 
In accordance with the Code of Practice, authorisations will last
three months.  The person responsible for authorising a surveillance
must ensure that the authorisation is reviewed at least monthly and
those authorisations are no longer needed or appropriately cancelled. 
Authorisations must be cancelled, they should not be allowed to lapse. 
Applications for authorisation are made in writing using the appropriate
form.  The Authorising Officer should then note the time and date of his
or her grant or refusal of the application on the form. 
Confidential Material 
Applications where a significant risk of acquiring confidential material
has been identified shall always require the approval of the
Chief Executive or, in their absence, a Chief Officer. 
As indicated earlier, confidential material consists of:- 
• matters subject to legal privilege, for example, between
professional legal adviser and client; 
• confidential personal information, for example, relating to a
person’s physical or mental health; or 
• confidential journalistic material. 
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COVERTSURVEILLANCE/MH/AG
12
Such applications shall only be granted in exceptional and compelling
circumstances where the Authorising Officer is fully satisfied that the
surveillance is both necessary and proportionate in these
circumstances.  In accordance with the Code of Practice such
authorisations will last one month.  Where any confidential material is
obtained, then the matter must be reported to the Investigatory Powers
Commissioner during the next inspection and any material obtained
made available to them if requested. 
2.2 Test Purchases - Juvenile 
Where a juvenile is used there should be full consultation with the
child/young person and the child/young person’s parent/guardian on all
of the issues involved.  Certain factors should be taken into account:- 
(a) Participation must be entirely voluntary and have the consent of
the child/young person and his/her parents or guardians. 
(b) The child/young person’s parent/guardian must fully understand
the nature of the task involved and give written consent.  It is
prudent to mention that should the young volunteer have to give
evidence in Court then this would be conducted in such a
manner as to minimise any risks.  The protection offered to
child witnesses under the law when giving evidence for
example, Vulnerable Witnesses (Scotland) Act 2004, should be
discussed with the parents where appropriate. 
The anonymity of the child/young person is an important consideration
during any test purchase.  With regard to test purchases a child/young
person should not be asked to make test purchases in an area where
they are likely to be recognised, such as near their home, school, club
etc. 
The child/young person should be supervised at all times.  A minimum
of two Officers should accompany the child during the exercise.  One
Officer, ideally of the same sex as the child/young person, should be
responsible for the child/young person’s safety and welfare for the
duration of the exercise. 
Reference should be made to the Scottish Test Purchasing Protocol for
age restricted products.  West Dunbartonshire Council keeps under
review the practice of juvenile test purchase operations and whether an
authorisation is applicable, taking into account the specific proposed
surveillance and how this is to be achieved in each case. 
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2.3 Combined Authorisations 
A single authorisation may combine two or more authorisations under
RIP(S)A.  For example, a single authorisation may combine
authorisations for Directed Surveillance and a CHIS.  In such cases the
provisions applicable to each of the authorisations have to be
considered separately. 
2.4 Duration of Authorisation 
(a) Directed Surveillance 
A written authorisation granted by an Authorising Officer will
cease to have effect (unless renewed) at the end of a period of
three months beginning with the day on which it took effect. 
Urgent oral authorisation or written authorisations granted by a
person who is only entitled to act in urgent cases will, unless
renewed, cease to have effect after 72 hours beginning with the
time when the authorisation was granted. 
(b) Covert Human Intelligence Sources 
In the case of a CHIS, a written authorisation will, unless
renewed, cease to have effect at the end of a period of
12 months beginning with the day on which it took effect. 
Urgent oral authorisations are again the same as
Directed Surveillance, that is 72 hours. 
The authorisation should be forwarded to the Manager of Legal
Services for filing on the Central Register. 
Cancellation, which is discussed in the next paragraph,
should be used as a principal and best desirable means of the
termination of an authorisation.  Also best practice would
indicate that originals of all applications, authorisations, reviews,
renewals and cancellations should be lodged with the central
record. 
2.5 Documents 
This procedure uses the following documents which shall be used by
all departments:- 
1. Application for authority for Directed Surveillance 
The Applicant in all cases should complete this, including where
oral authorisation was first sought.  It is effective from the time
that approval is given.
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2. Application for renewal of Directed Surveillance authority 
This form should be completed where a renewal for
authorisation is applied for. 
3. Application for a review of Directed Surveillance authority 
The Authorising Officer shall complete this when carrying out
reviews of authorisation. 
4. Cancellation of a Directed Surveillance 
The Applicant and Authorising Officer should complete this
when the authorisation ceases to be either necessary or
appropriate. 
2.6 Cancellation of Directed Surveillance 
The Applicant and the Authorising Officer should complete this when
the authorisation ceases to be either necessary or appropriate. 
2.7 Review of Directed Surveillance 
The Authorising Officer should complete this when carrying out reviews
of the authorisation. 
2.8 Renewal and Cancellation of Authorisations 
If, however, the reasons justifying carrying out the surveillance cease
to apply, then the authorisation should be cancelled and the
cancellation form forwarded to the Manager of Legal Services for filing
on the Central Register. 
If surveillance is to be continued for longer than the original period
authorised, it is necessary to have a renewal authorised.  The tests
applicable to renewals are identical to those for initial applications. 
Applications for the renewal of the conduct or use of a CHIS should not
be granted unless the Authorising Officer is satisfied that a review has
been carried out.  The results of the review should include the use
made of the source during the period authorised, the tasks given to the
source and the information obtained from the source.  The results of
the review should be recorded on the authorisation record. 
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Reviews 
Regular reviews of authorisations should be undertaken to assess the
need for surveillance to continue.  The results of a review should be
recorded on the Central Record of Authorisations.  The
Authorising Officer should determine how often a review should take
place.  This should be as frequently as considered necessary and
practicable. 
Cancellation 
The Authorising Officer who granted or last renewed the authorisation
must cancel it if that officer is satisfied that the surveillance no longer
meets the criteria upon which it was authorised.  When the
Authorising Officer is no longer available, this duty will fall on the
person who has taken over the role of Authorising Officer.  An
authorisation could not be allowed to simply lapse, it should be
cancelled. 
2.9 Central Record of all Authorisations 
The Manager of Legal Services shall maintain a register of current and
past authorisations and of any applications for authorisations that have
been refused.  Each department will provide the Council Solicitor with
all original documentation relating to authorisations under the
Regulation of Investigatory Powers (Scotland) Act 2000, including
cancellations, renewals and reviews within three working days of the
action being taken.  Authorising Officers shall ensure that sufficient
information is provided to keep this up to date. 
Each authorisation will be given a unique reference number prefaced
by the departmental number in brackets.  The Central Register will
contain the following information:- 
• Type of authorisation eg Directed Surveillance or Covert Human
Intelligence Source. 
• Start date of the authorised activity. 
• Whether the application was authorised or refused. 
• Date of authorisation/refusal. 
• Name and title of the Authorising Officer. 
• Title of the investigation or operation, if known, including a brief
description and names of subjects. 
• Whether the urgency provisions were used and if so why. 
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• Confirmation that the authorising officer did not authorise their
own activities. 
• Date of review. 
• Date of renewal and who authorised the renewal. 
• Date of cancellation. 
• Whether the investigation is likely to result in obtaining
confidential information as defined in the Code of Practice. 
• Whether in the case of a CHIS the source is a juvenile or
“vulnerable" person as defined in the Code of Practice. 
The Manager of Legal Services will provide regular monitoring
information to departments and produce an annual report in relation to
the Central Register. 
The Central Register must be retained for a period of at least
three years from the ending of the authorisation, or for a further
suitable period if relevant to pending court proceedings. 
A centrally held record of all authorisations is held by the
Manager of Legal Services, Municipal Buildings, College Street,
Dumbarton G82 1NR.  This record is regularly updated whenever an
authorisation is granted, renewed or cancelled.  The record is retained
in a locked cabinet and this record can be made available to the
relevant Commissioner or an Inspector from the Investigatory Powers
Commissioner upon request.  All records should be retained for a
period of at least three years from the ending of the authorisation. 
Furthermore, proper records must be kept of the authorisation and use
of a source, detailing all the arrangements in place for ensuring that
there is, at all times, a person with responsibility for maintaining a
record of the use made of the source until such times as cancellation. 
It is recommended that the applicant obtain from Legal Services,
before completing an authorisation, next sequential unique
reference number prior to completing any authorisation form.  This will
ensure that in the event of an authorisation being refused, the central
record will contain a note of that refusal.  This will assist with more
effective oversight of processes. 
2.10 Training 
Each department is responsible for ensuring that their staff receive
adequate training to deal with the authorisation process and any
enquiries.  Advice is, however, available as required from
Legal Services. 
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2.11 Public Access 
Copies of the underlying Policy and Codes of Practice are available for
public reference at Legal Services at West Dunbartonshire Council,
Municipal Buildings, College Street, Dumbarton G82 1NR, email:
Legal.LitigationandSupport@west-dunbarton.gov.uk. Please note that
access is by appointment. 
2.12 Surveillance by Other Public Authorities 
Council Officers are occasionally asked to assist in surveillance
operations being conducted by other public authorities such as the
Police, benefits agency, Customs and Excise, etc.  It is for the
organisation seeking the assistance from West Dunbartonshire Council
to ensure that they have the appropriate authorisations in place.  Best
practice suggests that such authorisations should be shown to Council
staff involved.  If these are not written, confirmation should be given
that authorisations have been duly granted.  If, however, this is part of
a joint operation and the Council is carrying out its own surveillance,
Council Officers should arrange for their own authorisations to be put in
place. 
2.13 Complaints 
Any member of the public who is unhappy or dissatisfied with the
conduct of any covert surveillance has a right to complain to the
Investigatory Powers Tribunal.  The individual can also complain
through the Council's own Complaints Procedure. 
Details of the Complaints Procedure are available for public reference
at Legal Services. 
The Regulation of Investigatory Powers Act 2000 (the “UK Act”)
establishes an independent tribunal.  This tribunal has full powers to
investigate any complaints and decide any cases within the
United Kingdom, including complaints about activities carried out under
the provisions of the Regulation of Investigatory Powers (Scotland) Act
2000.  Details of the relevant Complaints Procedure can be obtained
from the Investigatory Powers Tribunal, PO Box 33220, London,
SW1H 9ZQ. 
2.14 Conclusion 
In conclusion, RIP(S)A regulates surveillance activity with the aim that
the activity will be compliant with the European Convention of Human
Rights (ECHR) and that there will be no difficulty in admitting any such
evidence as part of a criminal trial. 
If the terms of RIP(S)A have been complied with and the dual
principles of necessity and proportionality have been addressed, then
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any interference with any individual’s rights to privacy will be in
accordance with the law.  The activities and thereafter evidence of
investigating Officers will therefore be lawful for all purposes. 
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PART B: COVERT HUMAN INTELLIGENCE SOURCES 
1. POLICY STATEMENT 
In some circumstances it may be necessary for West Dunbartonshire Council
employees, in the course of their duties, to conceal their identity by working
undercover.  Alternatively, there may arise situations when a local authority
may covertly ask another person, not employed by the authority, such as a
neighbour or an employee (the “source”) to obtain information about another
person or persons and without that other person’s knowledge pass on that
information to West Dunbartonshire Council employees.  By its nature, actions
of this sort may constitute an interference with a person’s right to privacy and
may give rise to legal challenge as a potential breach of Article 8 of the
European Convention on Human Rights and the Human Rights Act 1998
(“the right to respect for private and family life”). 
The Regulation of Investigatory Powers (Scotland) Act 2000 provides for the
first time a legal framework for the use of such techniques by public
authorities (including local authorities) and an independent inspection regime
to monitor these activities. 
2. OBJECTIVE 
The objective of this procedure is to ensure the effective use of
Covert Human Intelligence Sources by West Dunbartonshire Council while
remaining in accordance with the law.  It should be read in conjunction with
the relevant legislation, the Scottish Government’s Code of Practice on
Covert Human Intelligence Sources and any guidance which the Investigatory
Powers Commissioner may issue from time to time. 
3. SCOPE OF PROCEDURE 
This procedure applies, in all cases, where a Covert Human Intelligence
Source is to be used.  Covert Human Intelligence Source (hereinafter referred
to as a CHIS) is defined by Section 1(7) of RIP(S)A. 
A person will be acting as a source if they covertly (ie without disclosing their
true purpose) establish or maintain a person or other relationship with a
person in order to obtain information from that person or to disclose
information obtained from that person or to provide access to information to
another person. 
The definition of a source is not restricted to obtaining private information. 
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A local authority may therefore use a source in several ways, for example,
employees of West Dunbartonshire Council may, themselves, act as a source
by failing to disclose their true identity in order to obtain information.  
Alternatively, an employee of West Dunbartonshire Council may cultivate a
member of the public or employee of a business under investigation to
provide them with information on a regular basis.  In both these instances the
person or persons being investigated are unaware that this is taking place. 
The procedure may not always apply in circumstances where members
of the public volunteer information as part of their normal civic duties or
contact members specifically set up to receive anonymous information such
as Crime Stoppers.  However, someone might become a source as a result of
a relationship with West Dunbartonshire Council that began in this way and
authorisation must then be sought.  It depends on how members of the public
have obtained the information.  If they have obtained it as an observer they
are not a CHIS.  If they have obtained it as a result of the existence of a
personal or other relationship, they are a CHIS. 
Authorising Officers have to be aware of these circumstances. 
4. PRINCIPLES OF SURVEILLANCE 
In planning and carrying out covert surveillance Council employees have to
comply with the following principles.  Furthermore, Authorising Officers have
to be particularly stringent in detailing the boundaries of the surveillance
activity which they, as Authorising Officers, are sanctioning. 
Investigating Officers and Authorising Officers should, therefore, ask
themselves the following questions when asking/granting authorisation for
both Directed Surveillance and a CHIS. 
4.1 Is there a lawful purpose? 
Covert surveillance shall only be carried out where necessary to
achieve one or more of the permitted purposes as defined within
RIP(S)A.  In relation to local authorities, it is for the following reasons:- 
(a) For the purpose of preventing or detecting crime or the
prevention of disorder. 
(b) In the interests of public safety. 
(c) For the purpose of protecting public health. 
(d) For any other purpose prescribed in an order made by the
Scottish Ministers. 
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4.2 Is the surveillance necessary? 
Covert surveillance can only be undertaken where there is no
reasonable and effective alternative way of achieving the desired
objectives.  The question of necessity also has to be viewed in all the
circumstances of the specific case before the Authorising Officer. 
4.3 Is the surveillance proportionate? 
The use and extent of covert surveillance should not be excessive. 
This means that the surveillance should be proportionate to the
significance of what is being investigated.  Basically, if the same lawful
purpose could be reached by less infringement of a citizen's rights then
that lesser path should be taken.  When assessing proportionality,
employees and Authorising Officers must also consider the
seriousness of the alleged behaviour/breach.  Minor misdemeanours
may not be sufficient to warrant a large surveillance operation.  On
occasions, sentencing powers in criminal offences may be a useful
guide.  However, having said that, some regulatory offences can have
life threatening consequences, for example, the sale of contaminated
foods or dangerous goods and this could result in the surveillance
being proportionate.  The factors which should be addressed in the
decision making process regarding proportionality are whether or not
there were relevant and sufficient reasons advanced in support of the
application.  Was there a less intrusive means of detection/
investigation?  Was there procedural fairness in the decision making
process and were safeguards against abuse made clear? 
When addressing the concept of proportionality all Applicants and
Authorising Officers should have in mind three basic concepts for
consideration. 
1. That the use of covert surveillance is a proportionate response
to the level of mischief being investigated. 
2. That the degree of intrusion upon the target and collaterally is
not excessive. 
3. That all other reasonable options for gathering the evidence
have been considered and rejected. 
4.4 Will the proposed surveillance be intrusive? 
If the surveillance comes within the definition "intrusive" surveillance in
terms of RIP(S)A then no activity can be authorised by any
Authorising Officer.  As a matter of policy, local authority officers must
not engage in intrusive surveillance. 
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4.5 Could there be collateral intrusion? 
Reasonable steps should be taken to minimise the possibility that
information is obtained on other persons who are not directly involved
in the operations.  This is also a factor to consider when making the
proportionality test. 
4.6 Could confidential material be obtained? 
Confidential material includes matters subject to legal privilege, for
example, this can be information passed between a client and their
legal advisor and surveillance should be planned in such a way as to
avoid confidential material being obtained.  Confidential material should
be destroyed once it is no longer necessary for the specific purpose of
the surveillance.  In particular the proportionality test has to be applied
at all times. 
5. THE AUTHORISATION PROCESS 
Authorisations for the granting of a CHIS follow the same procedure as
Directed Surveillance.  However, such CHIS authorisations can only be
granted if sufficient arrangements have been put in place for handling that
source’s case.  Reference should be made to the Code of Practice.  The
Code of Practice suggests that applications for the use of conduct of a source
will be authorised by Investigations Manager or Head of Service prescribed by
the Regulation of Investigatory Powers (Prescription of Officers, Ranks and
Positions) (Scotland) Order 2000.  The Code of Practice suggests that the
designated person for the source should be satisfied of each of the following:- 
(a) That there is a responsible officer with day to day responsibility for
dealing with the source and for the source’s security and welfare; 
(b) That there is another officer with general oversight of the use to be
made of the source; and 
(c) That there is an officer responsible for maintaining a proper record of
the use being made of that source, which would include ensuring the
security of the record where it may disclose the identity of the source. 
In other words, there must be at least two officers with responsibility for
dealing with the Human Intelligence Source and the designated person must
be satisfied that their duties are properly described and allocated.  Best
practice would suggest that all these matters should form part of the written
records.  In such cases for authorisation of a CHIS the application for the use
of conduct of a source should be in writing and record:- 
• the reasons why the authorisation is necessary in this particular case
and on what grounds for example the purpose of preventing or
detecting a crime; 
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• the reasons why the authorisation is considered proportionate to what it
seeks to achieve; 
• the purpose for which the source will be tasked or deployed, thought 
has to be given here specifically as to why a CHIS is to be used and
why no other means would suffice; 
• where a specific investigation or operation is involved, the nature of
that investigation or operation; 
• the nature of what the source will be tasked to do; 
• the details of any potential collateral intrusion and why that intrusion is
justified; 
• the details of any confidential information that is likely to be obtained as
a consequence of the authorisation; and 
• a subsequent record of whether authority was given or refused, by
whom, the date and time. 
Authorisations must be given in writing.  In urgent cases only, an
Investigations Manager or Head of Service or above may approve oral
applications.  An application, made in writing, indicating the reasons why an
oral authorisation was sought must be made as soon as reasonably
practicable.  In any case, an oral authorisation will expire after 72 hours.  If a
source is continued to be used after the 72 hours a further application, in
writing, must be made.  An oral application is only available where delay
would endanger life or jeopardise the investigation. 
In accordance with the Code of Practice authorisations will last 12 months. 
The person responsible for authorising the surveillance must ensure that the
authorisation is reviewed at least monthly and those authorisations that are no
longer needed or appropriate are cancelled.  All reviews must be documented
using the Review of Use of Conduct of a Covert Human Intelligence Source
Form.  Reviews will need to be carried out more frequently where there exists
a risk of acquiring confidential material or where the source is a juvenile or
deemed vulnerable. 
Each department will keep a record of any applications that are refused by the
Authorising Officer.  Any refusal shall also be recorded in the
Central Register. 
6. CONFIDENTIAL MATERIAL 
Applications where a significant risk of acquiring confidential material has
been identified shall always require the approval of the Chief Executive or, in
their absence, a Chief Officer. 
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Confidential material consists of:- 
• matters subject to legal privilege, for example, between professional
legal adviser and client; 
• confidential personal information, for example, relating a person’s
physical or mental health; or 
• confidential journalistic material. 
Such applications shall only be granted in exceptional and compelling
circumstances where the Authorising Officer is fully satisfied that this conduct
is both necessary and proportionate in these circumstances.  If granted, such
authorisation will last one month.  Where any confidential material is obtained
then the matter must be reported to the Investigatory Powers Commissioner
during the next inspection and any material obtained made available to them,
if requested.  Reviews may need to be more regularly carried out than
monthly, where the source provides access to confidential material or where
collateral intrusion exists. 
7. VULNERABLE AND JUVENILE SOURCES AS CHIS 
Particular care must be taken where authorising the use or conduct of
vulnerable or juvenile individuals to act as sources.  The Code of Practice
defines a vulnerable individual as “a person who is or may be in need of
community care services by reason of mental or other disability, age, illness
and who is or may be unable to take care of himself, or unable to protect
himself against significant harm or exploitation” (para 4.13).  Vulnerable
individuals should only be authorised to act as a source in the most
exceptional circumstances.  Authorisation may only be granted on the
approval of the Chief Executive or, in their absence, a Chief Officer.  Prior to
deciding whether or not to grant such approval the Chief Executive or, in their
absence, a Chief Officer, shall seek the advice of the
Chief Social Work Officer on the appropriateness of using the individual in
question as a CHIS.  If granted such authorisation will last one month. 
A juvenile is any person under the age of 18.  On no occasion should the use
of a source under 16 years of age be authorised to give information against
his or her parents or any person who has parental responsibilities for him or
her. Further, sources under the age of 16 can only give information about
other members of their immediate family in exceptional cases. 
In other situations authorisation for juveniles to act as a source may only be
granted on the approval of the Chief Executive or, in their absence, a
Chief Officer and only with the prior advice of the Chief Social Work Officer as
described above.  The following conditions must also be met:- 
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• A risk assessment must be undertaken to identify any physical and
psychological aspects of their deployment.  This risk assessment must be
carried out in conjunction with a registered Social Worker from a relevant
discipline ie Children and Families, Criminal Justice or Community Care; 
• The Authorising Officer must be satisfied that any risks have been
properly explained; and 
• The Authorising Officer must give particular consideration to the fact that
the juvenile is being asked to obtain information from a relative, guardian
or other person who has assumed responsibility for their welfare. 
An appropriate adult eg Social Worker or Teacher must also be present at any
meetings between the authority and a source under 16 years of age. 
The maximum authorisation period that can be granted for a juvenile or
vulnerable source is one month. 
8. DOCUMENTS 
This procedure uses the following documents that shall be used by all
departments. 
8.1 Application for Authorisation of the Use or Conduct of a Covert Human
Intelligence Source 
The Applicant, in all cases, should complete this including where oral
authorisation was first sought.  It is effective from the time that approval
is given. 
8.2 Application for Renewal of the Use or Conduct of a Covert Human
Intelligence Source 
This should be completed where a renewal for authorisation is applied
for. 
8.3 Review of the Use or Conduct of a Covert Human Intelligence Source 
The Authorising Officer shall complete this when carrying out reviews
of authorisations. 
8.4  Cancellation of the Use or Conduct of a Covert Human Intelligence
Source 
The Applicant and the Authorising Officer should complete this when
the authorisation ceases to be either necessary or appropriate. 
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9. MANAGEMENT OF SOURCES 
Before authorisation can be given the Authorising Officer must be satisfied
that suitable arrangements are in place to ensure satisfactory day to day
management of the activities of a source and for overseeing these
arrangements.  An individual officer must be appointed to be responsible for
the day to day contact between the source and the authority including:- 
• dealing with the source on behalf of the authority;
• directing the day to day activities of the source;
• recording the information supplied by the source; and
• monitoring the source’s security and welfare. 
In addition, the Authorising Officer must satisfy themselves that an officer has
been designated responsibility for the general oversight of the use made of
the source. 
The Authorising Officer must also ensure that a risk assessment is carried out
to determine the risk to the source of any tasking and the likely consequences
if the role of the source becomes known.  It will be the responsibility of the
officer in day to day control of the source to highlight any concerns regarding
the personal circumstances of the source which may affect the validity of the
risk assessment, the conduct of the source or the safety or welfare of the
source. 
Records must also be maintained, in accordance with the relevant statutory
instruments, detailing the use made of the source.  It will be the responsibility
of the person in day to day control of the activities of the source to maintain
the relevant records.  The following matters must be included in the records
relating to each source:- 
(i) Identity of the source and the means by which the source is referred to; 
(ii) The date when and the circumstances when the source was recruited; 
(iii) The name of the person with day to day responsibility for the source
and the name of the person responsible for overall oversight; 
(iv) Any significant information connected with the security and welfare of
the source; 
(v) Confirmation by the Authorising Officer that the security and welfare of
the source have been considered and any risks have been fully
explained and understood by the source; 
(vi) All contacts between the source and the local authority; 
(vii) Any tasks given to the source; 
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(viii) Any information obtained from the source and how that information was
disseminated; 
(ix) Any payment, benefit or award or offer of any payment, benefit or
award or offer given to a source who is not an employee of the
local authority; and 
(x) Any relevant investigating authority other than the authority maintaining
the records. 
10. SECURITY AND RETENTION OF DOCUMENTS AND MATERIALS 
Documents created under this procedure are highly confidential and shall be
treated as such.  Departments shall make proper arrangements for their
retention, security and destruction, in accordance with the requirements of the
Data Protection Act 2018 and the Code of Practice. 
In addition, each department shall also ensure arrangements are in place for
the handling, storage and destruction of material obtained through a source in
accordance with the requirements of the Data Protection Act 2018 and the
Code of Practice. 
All material obtained as a result of the activities of a source must be retained if
it is believed that it is relevant to that investigation or to pending or future
criminal or civil proceedings.  It must be retained until its review suggests that
the risk of legal proceedings no longer exists or having taken place has now
been resolved. 
11. CENTRAL REGISTER 
A centrally held record of all authorisations is held by the Manager of
Legal Services, Municipal Buildings, College Street, Dumbarton G82 1NR. 
This record is regularly updated whenever an authorisation is granted,
renewed or cancelled.  The record is retained in a locked cabinet and this
record can be made available to the relevant Commissioner or an Inspector
from the Investigatory Powers Commissioner upon request.  All records
should be retained for a period of at least 3 years from the ending of the
authorisation.  Furthermore, proper records must be kept of the authorisation
and use of a source, detailing all the arrangements in place for ensuring that
there is, at all times, a person with responsibility for maintaining a record of
the use made of the source until such times as cancellation. 
It is recommended that the applicant obtain from Legal Services, before
completing an authorisation, next sequential unique reference number prior to
completing any authorisation form.  This will ensure that in the event of an
authorisation being refused, the central record will contain a note of that
refusal.  This will assist with more effective oversight of processes. 
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12. OVERSIGHT 
The Investigatory Powers Commissioner provides independent oversight of
the use of the powers contained within the Regulation of Investigatory Powers
Act 2000 and Regulation of Investigatory Powers (Scotland) Act 2000.  This
oversight includes inspection visits by Inspectors appointed by the
Investigatory Powers Commissioner. 
13. COMPLAINTS 
Any member of the public who is unhappy or dissatisfied with the conduct of
any covert surveillance, has a right to complain to the Investigatory Powers
Tribunal.  The individual can also complain through the Council's own
Complaints Procedure. 
Details of the Complaints Procedure are available for public reference at
Legal Services. 
The Regulation of Investigatory Powers Act 2000 (the “UK Act”) establishes
an independent tribunal.  This tribunal has full powers to investigate any
complaints and decide any cases within the United Kingdom, including
complaints about activities carried out under the provisions of the
Regulation of Investigatory Powers (Scotland) Act 2000.  Details of the
relevant complaint procedure can be obtained from the Investigatory Powers
Tribunal, PO Box 33220, London, SW1H 9ZQ. 
14. CONCLUSION 
In conclusion, RIP(S)A regulates surveillance activity with the aim that the
activity will be compliant with the European Convention of Human Rights
(ECHR) and that there will be no difficulty in admitting any such evidence as
part of a criminal trial. 
If the terms of RIP(S)A have been complied with and the dual principles of
necessity and proportionality have been addressed, then any interference with
any individual’s rights to privacy will be in accordance with the law.  The
activities and thereafter evidence of investigating Officers will therefore be
lawful for all purposes.
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PART C:  USE OF SOCIAL MEDIA 
This part of the Policy address the Council’s use of Social Media and highlights were
the use of Social Media may require authorisation in terms of RIP(S)A. 
Social Media includes but is not limited to Facebook, X, and Instagram. 
• Any surveillance (including reviewing Social Media) leading up to the test
purchase may require a Directed Surveillance authorisation or a CHIS.   
• Cognisance has to be taken regarding the likelihood of private information
being obtained. 
o Before an authorisation is required for Directed Surveillance, it must be
more likely than not that private information will be obtained 
o Private information can include business information 
• We need to consider the individual’s expectation of privacy.  In particular, a
website with access controls will usually mean that the person behind the
website has a greater expectation of privacy.  Equally, a website with access
controls but a very high number of registered users or friends may mean that
the person behind the website does not in truth have greater expectations of
privacy because they effectively allow anyone to access to their website.   
• We need to know if the Officer is using a networked or unnetworked PC.  Use
of a networked PC may require authorisation, however use of an
un-networked PC is more likely to require an authorisation because the
surveillance is carried out in a manner that is ‘calculated’ to ensure that the
target is unaware of the surveillance taking place. 
• We need to be aware of the frequency and whether or not the surveillance is
systematic.  Infrequent monitoring to check ongoing compliance is less likely
to require authorisation than frequent browsing to gather evidence as part of a
specific investigation. 
• Collateral intrusion also has to be considered and this is addressed as it is in
every authorisation. 
It is usually not possible to say with certainty whether any one of those factors on its
own will indicate a requirement for an authorisation. Officers must consider all of
these issues together and apply them to the unique circumstances of each
investigation. Nevertheless, the process can be broken down into approximately
three stages depending on the level of intrusion involved: 
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COVERTSURVEILLANCE/MH/AG
30
Stage One 
Where there is an open source website where anyone can view information and the
website does not apply access controls: 
Where there is infrequent browsing to check ongoing compliance, this is
unlikely to require a Directed Surveillance authorisation unless an
unnetworked PC is used specifically to avoid traceability back to the Council. 
Where there is frequent browsing of a website as part of a specific
investigation involving the gathering of evidence, then as a rule a
Directed Surveillance authorisation should be obtained. 
Stage Two 
Where a website user has to register by logging in with personal details: 
The people behind such websites have a higher expectation of privacy so will
usually require a Directed Surveillance authorisation even when the officer
logs in using a truthful name and email address. However the people behind
websites with a very large number of registered users may have
demonstrated that they do not have a high expectation of privacy. 
Stage Three 
Website where users have to become a “friend”: 
A CHIS authorisation should be sought as a ‘relationship’ has been
established between the officer and the person behind the website, even if
there is no direct communication with the target. This is because the person
behind the website should be presumed to give ‘friend’ status only to people
that he trusts. 
However, the people behind websites with a very large number of ‘friends’
may have demonstrated that they do not have a high expectation of privacy
and therefore no ‘relationship’ has in fact been established. 
This guidance has been provided to help officers to understand how to apply
RIP(S)A to investigations involving social networking websites. It is recognised that
there is at present little authoritative guidance from official bodies such as the OSC,
Scottish Governments and the courts. The guidance will need to be updated
periodically as new information comes to light and as the pattern of trading on the
internet evolves. 
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COVERTSURVEILLANCE/MH/AG
31
APPENDIX 1 – LIST OF AUTHORISING OFFICERS 
The following Heads of Service are designated Authorising Officers:- 
1. Chief Executive confidential material;
2. Service Co-ordinator for Trading Standards;
3. Head of Children’s Health and Care and Criminal Justice Service;
4.  Chief Officer:  Regulatory and Regeneration; 
5. Section Head of Litigation and Support or its equivalent; and
6. Service Co-ordinator for Food and Business Group. 
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AssessmentNo 1006 Owner michael.mcdougall
Resource Transformation Service/Establishment Regulatory
First Name Surname Job title
Head Officer Michael McDougall Manager of Legal Services
(include job titles/organisation)
Members Michael McDougall
(Please note: the word 'policy' is used as shorthand for stategy policy
function or financial decision)
Policy Title COVERT SURVEILLANCE, COVERT HUMAN INTELLIGENCE SOURCES, AND
SOCIAL MEDIA
The aim, objective,purpose and intended out come of policy
The Policy details the steps required to make sure that convert surveillance
whether direct surveillance or use of a convert human intelligence source
complies with RIP(S)A.
Service/Partners/Stakeholders/service users involved in the
development and/or implementation of policy.
Legal Services, Environmental Health, and Trading Standards
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?
Council Officers, the public, and businesses.
Who will be/has been involved in the consultation process?
No consultation carried out - minor amends to existing policy.
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
Children should be
protected from
being as sources or
from being subject
to surveillance.
Children if being
used in relation to a
test purchase must
be protected.
Children being used
as sources could
impact negatively
upon their family
life. Test purchases
are an important
tool in combatting
age restricted sales
failures.
Positive. The Policy
sets out control
measures and a
framework for
managing children
as sources and
minimising
collateral intrusion.
Sets out safeguards
where children are
Appendix 2
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used as part of test
purchases.
Cross Cutting
Disability
Social & Economic
Impact
Persons have a right
to a family and home
life. The Council
should not interfere
with that lightly.
Article 8 of the ECHR
codifies this right to
home and private
life.
Positive. The Policy
sets out a
framework to make
sure that convert
surveillance
operations complies
with the law,
necessary to pursue
a legitimate aim, and
the interference is
proportionate to the
legitimate aim.
Sex
Gender Reassign
Health
Convert surveillance
is a key tool in
monitoring business
that sell age
restricted products
or counterfeit goods
that could be
harmful to health.
Selling age restricted
or counterfeit goods
is illegal. This is one
of the areas that this
policy may be used
in.
Positive. Policy
makes sure that
sources or
surveillance is legal
and can be relied on
in court. Protects
health of sources by
setting framework
and making sure
their use is lawful.
Human Rights
Persons have the
right to a family and
home life. They
should not be
interfered with
unless it is justified.
It is Article 8 that is
most likely to be
engaged when
public authorities
seek to obtain
private information
about a person by
means of covert
surveillance.
Property
interference activity
may also engage
Article 1 of the First
Protocol, the right to
peaceful enjoyment
of possessions,
which could include
any property subject
to interference by
Article 8 of the ECHR
codifies this right to
home and private
life. There is cross
over between the
area addressed by
the EHRC and
UNCRC
Positive. The Policy
sets out a
framework to make
sure that convert
surveillance
operations complies
with the law,
necessary to pursue
a legitimate aim, and
the interference is
proportionate to the
legitimate aim.
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public authorities.
Article 6 of the
ECHR, the right to a
fair trial, is also
relevant where a
prosecution relies
on evidence
obtained through an
convert
investigation.
UNCRC
considerations can
be made as a matter
of good practice but
the the UNCRC
incorporation into
Scottish law does
not legally impact on
the Covert
Surveillance
legislation.
Protection of
children should be
the prime
consideration.
Marriage & Civil
Partnership
Pregnancy &
Maternity
Race
Religion and Belief
Sexual Orientation
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?
Council Officers will review on an annual basis and the Office of the Surveillance
Commissioner inspects the Council on a three yearly basis.
Q7 What is you recommendation for this policy?
Intoduce
Please provide a meaningful summary of how you have reached the recommendation
EIA 1006: The Policy in relation to convert surveillance and management of convert human
intelligence sources makes sure that Council Officers complies with a legal framework that
makes sure that authorisations for such activities are signed off at an appropriate level with
a suitable evidence base. This protects Human Rights and Equality Groups. Minor amends
have been made to clarify matters within policy.
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WEST DUNBARTONSHIRE COUNCIL
Report by the Chief Officer of People and Technology
Corporate Services Committee: 22 May 2024
___________________________________________________________________
Subject: Revised Employer Discretions - Local Government Pension
Scheme (Scotland) Regulations 2018
1. Purpose
1.1 The purpose of this report is to provide an update on the review of the
Council’s Statement of Policy, and the proposed revisions to the Statement.
2. Recommendations
2.1 It is recommended that Committee:
(1) note the content of this report; and
(2) approve the recommended revisions to the Statement of Policy on
Discretions.
3. Background
3.1 At the Corporate Services Committee meeting in August 2019, delegated
authority was granted to the Chief Officer People and Technology, to make
the necessary technical changes to the Council’s discretions on receipt of any
revisions to the master policy  from Strathclyde Pension Fund Office (SPFO).
The revised Council Statement of Policy is therefore appended to this report.
3.2 The discretions available to the council are reviewed periodically as required.
The nature of the most recent revisions reflects the current financial climate,
while also maximising the opportunities available to employees in accordance
with the LGPS (Scotland) Regulations.
4. Main Issues
4.1 The revised statement (Appendix 1) details the specific changes. The
proposed revisions are clearly identified.
Changes to the Master Statement of Policy
4.2 The Master Statement of Policy from SPFO included all Regulation
amendments since the previous version was published in 2019.  This resulted
in the following:
• the removal of obsolete regulations and an associated change
to regulation referencing; and therefore
• a requirement to update the Council’s obligations, policy
decision and the associated regulations.
ITEM 14
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Amended Council Policy Statements 
4.3 The amendments are minimal, mainly focused on the temporary variation to
the compensatory added years (CAY) introduced in September 2022.  These
are now proposed to be permanent in nature. 
People Implications 
5.1 The majority of these changes offer positive opportunities for employees by
increasing the flexibility and benefits available. Subject to approval, the
scheme document will be published on the Council’s intranet and provided to
SPFO as required by the Regulations. 
6. Financial and Procurement Implications 
6.1 The regulation changes to the statement of policy have no added financial
impact or procurement implications. The policy statements aim to realise
savings or have a cost neutral impact. This can be varied in specified
circumstances. 
6.2 In overall terms, the policy statement covers all employer discretionary
enhancements. The decision to consider any discretionary enhancement
would have a financial impact if, and when the discretion was applied.  Early
release incurring a financial cost to the Council must always be supported by
a business case, clearly demonstrating that costs are offset by savings in
subsequent years. This is reflected in the agreed cost benefit analysis
process and a report is submitted to this Committee confirming all early
departures, costs and savings generated. 
7. Risk Analysis 
7.1 In determining application of discretions, the Council must strive to maintain
public confidence in the way it exercises these powers. Ensuring the
application is open, transparent and cost effective will minimise the risk of
public confidence diminishing. 
8. Equalities Impact Assessment (EIA) 
8.1 Discretions available under the LGPS are determined by Regulation, with
employers thereafter determining whether to exercise specific discretions.   
8.2 A number of discretions are age specific and apply to those employees aged
55 (age 50 for protected members) or over.  While this is a requirement of the
regulations, age specific discretions will advantage those older than 55 (age
50 for protected members).  To mitigate this, all discretions will be applied in a
fair, consistent and transparent manner. 
9. Consultation 
9.1 The Trades Unions are aware of the requirement to review and re-publish and
have been informed of these most recent changes. 
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10. Strategic Assessment 
10.1 Application of discretions supports the Council to adjust its’ workforce profile
to changing circumstances.  Discretions should be applied in a fair and
transparent manner, give value for money to the Council and secure service
delivery without putting unnecessary financial strain on the Council. 
________________________ 
Victoria Rogers
Chief Officer People and Technology
Date: 1 May 2024 
Person to Contact: Victoria Rogers 
Appendices: Appendix 1 – West Dunbartonshire Council Policy
Statement LGPS 2024 
Background Papers: CS Committee report: Revised Employer Discretions -
Local Government Pension Scheme (Scotland) – 21st
August 2019 
Wards Affected: All
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Appendix 1 
West Dunbartonshire Council Policy Statement Local Government Pension Scheme
(Scotland) Regulations 2018 
(Replaces previous version approved by Corporate Services Committee Report, 13
November 2019) 
Employer:   West Dunbartonshire Council 
Lead officer (for any questions): Victoria Rogers, Chief Officer People and
Technology 
Contact details of lead officer: 07795 266028 (work mobile) 
Date of policy statement:  28 April 2024 , Version 5 
Date for review:  This policy statement will be kept under review and will be revised as
and when necessary to reflect changes in regulation or policy. Any changes to this policy
will be communicated to the administering authority and scheme members in writing within
one month of the change taking effect. 
We are aware of our obligations under: 
• the LGPS (Scotland) Regulations 2018
• the LGPS (Transitional Provisions and Savings) (Scotland) Regulations 2014
• the LGPS (Scotland) Regulations 2014
• the LGPS (Administration) (Scotland) Regulations 2008 (in respect of leavers
between 1 April 2009 and 31 March 2015)
• the LGPS (Scotland) Regulations 1998 (in respect of leavers between 1 April 1998
and 31 March 2009 
In developing our policy statement, we are aware that the LGPC has produced a
document called “Discretions Policies” that contains tips for employers, see:
http://www.lgpsregs.org/index.php/scotland/admin-guides    
Note: * in the following tables beside a regulation denotes the discretions where we are
required to have a policy statement under the regulations 
Table 1 details our discretions under the LGPS (Scotland) Regulations 2018. 
Table 2 details our discretions in relation to scheme members who ceased active
membership on or after 01 04 15 and before 31 05 18. 
Table 3 details our discretions in relation to scheme members who ceased active
membership on or after 01 04 09 and before 01 04 15 P 
Table 4 details our discretions under the LGPS (Scotland) Regulations 1998 (as amended)
in relation to pre 01 04 09 scheme leavers. 
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Table 5 details our discretions under the Local Government (Discretionary Payments and
Injury Benefits) (Scotland) Regulations 1998 (as amended). 
TABLE 1 
The following table details our discretions from 01 06 18 in relation to post 01 06 18
active members and post 01 06 18 31 03 15 leavers, being discretions under: 
- the LGPS (Scotland) Regulations 2018 [prefix R]
- the LGPS (Scotland) Regulations 2014[prefix R2]
- the LGPS (Transitional Provisions and Savings) (Scotland) Regulations 2014 [prefix
TP]
- the LGPS (Administration) (Scotland) Regulations 2008 [prefix A]
- the LGPS (Benefits, Membership and Contributions) (Scotland) Regulations 2008
(as amended) [prefix B]
- the LGPS (Transitional Provisions) (Scotland) Regulations 2008 [prefix T]
- the LGPS (Scotland) Regulations 1998 (as amended) [prefix L] 
Regulation  Discretion Employer’s policy on the
exercise of this discretion 
R3(1)(b)
Decide which employees to nominate for
membership (admission bodies)
Not applicable to WDC as a
Scheduled Body. The
Council has nominated West
Dunbartonshire Leisure
Trust and Strathleven
Regeneration Company for
admitted body membership
of the LGPS
(No change) 
RSch 2, Part
2, para 12(c)
Whether, in respect of an admission body
providing a service in respect of
outsourced work, to set off against
payments due to that body any sums due
from that body to the Fund 
The Council will consider
each case on an individual
basis.
(No Change)
R9(1) to R9(4)  Determine the rate of employee’s
contributions 
The employee rate of
contributions will be
determined in accordance
with these Regulations and
from the guidance issued by
the Scottish Ministers 
(No change)
R9(8) 
(AMENDED)
Determine intervals at which employees’
contributions are to be made 
The frequency of employee
contributions will be
determined by the relevant
pay cycle (No change)
R16(2)(e)* &
R16(4)(d)* 
Whether, how much, and in what
circumstances to contribute to a shared
cost APC scheme 
The Council will not have a
general policy to contribute
to a shared cost APC
scheme but may do so if
exceptional circumstances
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can be proved.  Each case
will be considered on its
merits.
(Changed)
R16(16)  Whether to extend 30 day deadline for
member to elect for a shared cost APC
upon return from a period of absence
from work with permission with no
pensionable pay (otherwise than because
of illness or injury, child-related leave or
reserve force service leave) 
The Council may extend the
deadline by a further 30
days, on production of
evidence of extenuating
circumstances and where it
can be shown that members
may not have been informed
of the requirement for this
decision within 30 days of
return, subject to individual
circumstances. 
(No change)
R17(1) &
definition of
SCAVC in
RSch 1 
Whether, and in what circumstances to
contribute to a shared cost AVC (SCAVC)
scheme. 
The Council allows members
to access either the AVC
arrangement on a member-
only contribution basis or
through the ‘salary sacrifice’
shared cost AVC provision. 
(No change)
TP15(1)(b) & 
L65(8) &
former
L65(9)(b)  
Allow late application to convert scheme
AVCs into membership credit i.e. allow
application more that 30 days after
cessation of active membership (where
AVC arrangement was entered into
before 30/6/05) 
The Council will not exercise
this discretion and
application must be made
within timescales. 
(No change)
R19(2)  No right to a return of contributions due to
an offence of a fraudulent character or
grave misconduct unless the employer
directs a total or partial refund is to be
made
The Council will exercise this
discretion and will not direct
a total or partial refund. 
(No change) 
R20(1)(b) 
Specify in an employee’s contract what
other payments or benefits, other than
those specified in R20(1)(a) and not
otherwise precluded by R20(2), are to be
pensionable 
Elements of pay received by
an employee other than
those specified in these
regulations and not
otherwise precluded will only
be pensionable if specified
as such in the member’s
contract of employment.
(No change)
R21(5)  In determining Assumed Pensionable
Pay, whether a lump sum payment made
in the previous 12 months is a “regular
lump sum” 
Note: see tip 11(iv) available from P10 of
the LGPC’s “Discretions Policies”
document. 
The Council will consider
each case on its merits. 
(No change)
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R22(7B)  Whether to extend the 12 month option
period for a member to elect that post
2015 deferred benefits should not be
aggregated with an ongoing concurrent
employment 
The Council will not normally
extend the 12 month time
limit but may do so if
exceptional circumstances
can be demonstrated that
are in the interests of the
member and at no additional
cost to the Council.  Each
case will be considered on
its’ merits.
(No change)
R22(8B) Whether to extend the 12 month option
period for a member to elect that post
2015 deferred benefits should not be
aggregated with a new employment 
The Council will not normally
extend the 12 month time
limit but may do so if
exceptional circumstances
can be demonstrated that
are in the interests of the
member and at no additional
cost to the Council.  Each
case will be considered on
its’ merits
(No change)
TP10(6) Whether to extend the 12 month option
period for a member to elect that pre
2015 deferred benefits for a member who
re-joined post 31 March 2015 can be
aggregated to purchase an amount of
CARE pension 
The Council will not normally
extend the 12 month time
limit but may do so if
exceptional circumstances
can be demonstrated that
are in the interests of the
member and at no additional
cost to the Council. Each
case will be considered on
its’ merits.
(No change)
R29(7)* &
TP11(2) 
Whether all or some benefits can be paid
if an employee reduces their hours or
grade prior to age 60 (flexible retirement) 
The Council will consider
applications on an individual
basis and may be granted
where it can be
demonstrated to be to the
Council’s advantage or in its’
operational interest and in
accordance with the
Council’s policy. 
(No change)
R29(9)* and
TPSch 2, para
2(1) 
Whether to waive, in whole or in part, any
actuarial reduction on benefits paid on
flexible retirement.
Note: any resultant strain cost from
the exercise of this discretion will be
charged to the employer regardless of
the member’s age at date of
retirement.
The Council will consider
applications on an individual
basis and may be granted
where it can be
demonstrated to be to the
Council’s advantage or in its’
operational interest and in
accordance with the
Council’s policy.
(No change)
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R29(9)*  Whether to waive, in whole or in part,
actuarial reduction on benefits which a
member voluntarily draws before normal
pension age, other than on the grounds of
flexible retirement (where the member
only has post 31/3/15 membership) 
Note: any resultant strain costs due to
the exercise of this discretion will be
charged to the employer regardless of
the employee’s age.
The Council will consider
applications on an individual
basis and may be granted
where it can be
demonstrated to be to the
Council’s advantage or in its’
operational interest. 
(No change) 
TPSch 2,
paras 1(2) and
2(1)* 
Whether to apply the 85 year rule for a
member voluntarily drawing benefits, with
employer consent, on or after age 
55 and before age 60 (other than on the
grounds of flexible retirement). 
The Council will not exercise
the discretion to apply the 85
year rule on the basis of
cost. (No change)
TP3(1), TPSch
2, para 2(1) * 
Whether to waive, in whole or in part, any
actuarial reduction on pre and post April
2015 benefits which a member voluntarily
draws before normal pension age other
than on the grounds of flexible retirement
(where the member has both pre 1/4/15
and post 31/3/15 membership and is
subject to the 85 year rule) 
The Council will not waive
the actuarial reduction
applied to benefits paid early
under regulation TP3(1),
TPSch 2, para 2(1) * 
(No change)
TP3(1), (5) and
(12) TPSch 2,
para 2(1) and
B30(5)* 
(AMENDED)
Whether to waive , in whole or in part,
any actuarial reduction on pre and post
April 2015 benefits which a member
voluntarily draws before normal pension
age other than on the grounds of flexible
retirement (where the member has both
pre 1/4/15 and post 31/3/15 membership 
The Council will not waive
the actuarial reduction
applied to benefits paid early
under these regulations. 
(No change)
R30*  Whether to grant additional pension to an
active member or within 6 months of
ceasing to be an active member by
reason of redundancy or business
efficiency (by up to £5,000 p.a.) 
The Council will not exercise
this discretion. 
(No change)
R89(1) & (8) 
R89(4) 
Whether to apply to Scottish Ministers for
a forfeiture certificate (where a member is
convicted of a relevant offence) and
subsequently whether to direct that
benefits are to be forfeited (other than
rights to GMP* – but see R92 below) 
The Council will apply for a
forfeiture certificate where a
member is convicted of a
relevant offence and,
following the issue of the
certificate, direct that
benefits are to be forfeited.
(No change)
R87(2)  Whether to recover from the fund any
monetary obligation or, if less, the value
of the member’s benefits (other than
transferred in pension rights or AVCs /
SCAVCs) where the obligation was as a
result of a criminal, negligent or
fraudulent act or omission in connection
with the employment and as a result of
The Council will recover
from Strathclyde Pension
Fund the amount of loss in
cases of criminal, negligence
or fraudulent acts by a
member, provided that other
means of recovery have
been exhausted.
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which the person has left the
employment.
(No change)
R89  Whether, if the member has committed
treason or been imprisoned for at least 10
years for one or more offences under the
Official Secrets Acts, forfeiture under R86
or recovery of a monetary obligation
under R87 should deprive the member or
the member’s surviving spouse or civil
partner of any GMP (guaranteed
minimum pension) entitlement 
The Council will apply for a
forfeiture certificate where a
member is convicted of a
relevant offence and,
following the issue of the
certificate, direct that
benefits are to be forfeited.
(No change)
R90(5)  Decide whether to issue a Certificate of
Protection if the member does not
request one within 12 months of a
reduction or restriction in pay
The Council will issue a
certificate of protection of
pension benefits where the
member fails to apply for
one. (No change)
R93(1)(b)  Agree to bulk transfer payment  The Council will consult with
SPFO and the fund
actuaries in this regard. (No
change)
R95(6)  Extend normal time limit for acceptance
of a transfer value beyond the 12 month
time limit from joining the LGPS 
The Council will not
generally extend the normal
time limit for acceptance of a
transfer value beyond 12
months from joining the
scheme. However, may do
so where exceptional
circumstances can be
proved. Each case will be
considered on its individual
merits including if there
would be any financial
impact on the Council and/or
the Pension Fund.
(Changed)
TP3(6),
TP4(6)(c),
TP8(4),
TP10(2)(a),
TP17(2)(b) &
B11(2) 
Whether to allow a member to select final
pay period for fees to be any 3
consecutive years ending in the 10 years
prior to leaving and ending on the
anniversary of the date of leaving 
The Council will allow a
member to select final pay
for fees to be any three
consecutive years ending
31st March in the 10 years
prior to leaving. The Council
agree that this will be done
automatically by SPFO.
(No change)
TP3(1)(a),
A43(5) 
Issue a certificate of protection of pension
benefits where eligible non-councillor
member fails to apply for one (pay cuts /
restrictions occurring pre 01 04 15) 
The Council will issue a
certificate of protection of
pension benefits where the
member fails to apply for
one. (No change)
R2 29 (6) and
29 (9)
Whether to grant application to waive all
or part of the actuarial reduction applied
for early payment of benefits on or after
The council will consider
each case on its own merits
and may waive all or part of
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age 55  the actuarial reduction where
this is demonstrated to be to
the Council’s advantage or
in its’ operational interest,
activating associated
protections as appropriate.
(No change) 
TABLE 2 
The following table details discretions in relation to scheme members who ceased
active membership on or after 01 04 15 and before 30 06 15, being discretions
under: 
- the LGPS (Administration) (Scotland) Regulations 2008 [prefix A] 
- the LGPS (Benefits, Membership and Contributions) (Scotland) Regulations 2008
(as amended) [prefix B] 
- the LGPS (Transitional Provisions) (Scotland) Regulations 2008 [prefix T] 
- the LGPS (Transitional Provisions and Savings) (Scotland) Regulations 2014 [prefix
TP] 
- the LGPS (Scotland) Regulations 2014 [prefix R2
- the LGPS (Scotland) Regulations 2018[prefix R
- the LGPS (Scotland) Regulations 1998 (as amended) [prefix L] 
Regulation Discretion Employer’s policy on the
exercise of this discretion
TP15(1)(b) & 
L65(8) &
former
L65(9)(b)  
Allow late application to convert scheme
AVCs into membership credit i.e. allow
application more than 30 days after
cessation of active membership (where
AVC arrangement was entered into
before 30/6/05) 
The Council will not
exercise this discretion
and application must be
made within time scales
(No change)
TP10(6) Whether to extend the 12 month option
period for a member to elect that pre
2015 deferred benefits for a member who
re-joined post 31 March 2015 can be
aggregated to purchase an amount of
CARE pension 
The Council will not normally
extend the 12 month time
limit but may do so if
exceptional circumstances
can be demonstrated that are
in the interests of the member
and at no additional cost to
the Council. Each case will be
considered on its’ merits. 
(No change)
R2 ~ 29(9)*  Whether to waive, in whole or in part,
actuarial reduction on benefits which a
member voluntarily draws before normal
pension age, other than on the grounds
of flexible retirement (where the member
only has post 31/3/15 membership) 
Note: any resultant strain costs due to
the exercise of this discretion will be
charged to the employer regardless of
The Council will consider
each case on its own merits
and may waive all or part of
the actuarial reduction where
this is demonstrated to be to
the Council’s advantage or in
its’ operational interest. (No
change)
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the employee’s age.
TPSch 2,
paras 1(2) and
2(1)* 
Whether to apply the 85 year rule for a
member voluntarily drawing benefits, with
employer consent, on or after age 
55 and before age 60 (other than on the
grounds of flexible retirement). 
The Council will not exercise
the discretion to apply the 85
year rule on the basis of cost
(No change).
TP3(1), TPSch
2, para 2(1) * 
Whether to waive, in whole or in part, any
actuarial reduction on pre and post April
2015 benefits which a member
voluntarily draws before normal pension
age other than on the grounds of flexible
retirement (where the member has both
pre 1/4/15 and post 31/3/15 membership
and is subject to the 85 year rule) 
The Council will not waive 
the actuarial reduction
applied to benefits paid early
under regulation TP3(1),
TPSch 2, para 2(1) * 
(No change)
TP3(1), (5) and
(12), TPSch 2,
para 2(1) 
Whether to waive, in whole or in part, any
actuarial reduction on pre and post April
2015 benefits which a member
voluntarily draws before normal pension
age other than on the grounds of flexible
retirement (where the member has both
pre 1/4/15 and post 31/3/15 membership) 
The Council will not waive the
actuarial reduction applied to
benefits paid early under
these regulations.  
(No change)
R2 ~ 89(1) &
(8) 
R2 ~ 89(4) 
Whether to apply to Scottish Ministers for
a forfeiture certificate (where a member
is convicted of a relevant offence) and
subsequently whether to direct that
benefits are to be forfeited (other than
rights to GMP – but see R2 ~ 92 below) 
The Council will apply for a
forfeiture certificate where a
member is convicted of a
relevant offence and,
following the issue of the
certificate, direct that benefits
are to be forfeited. 
(No change)
R2 ~ 90(2)  Whether to recover from the fund any
monetary obligation or, if less, the value
of the member’s benefits (other than
transferred in pension rights or AVCs /
SCAVCs) where the obligation was as a
result of a criminal, negligent or
fraudulent act or omission in connection
with the employment and as a result of
which the person has left the
employment.
The Council will recover from
Strathclyde Pension Fund the
amount of loss in cases of
criminal, negligence or
fraudulent acts by a member,
provided that other means of
recovery have been
exhausted.
(No change)
R2 ~ 92  Whether, if the member has committed
treason or been imprisoned for at least
10 years for one or more offences under
the Official Secrets Acts, forfeiture under
The Council will consider
whether forfeiture under R2
86 or recovery of a monetary
obligation under R2 87 is
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R2 ~ 89(1) & (8) or recovery of a
monetary obligation under R2 ~ 89(4) 
should deprive the member or the
member’s surviving spouse or civil
partner of any GMP entitlement.
appropriate and that the
member or the member’s
surviving spouse or civil
partner should be deprived of
any Guaranteed Minimum
Pension entitlement.  Each
case will be considered on its
individual merits. 
(No change)
R2 ~ 93(5)  Decide whether to issue a Certificate of
Protection if the member does not
request one within 12 months of a
reduction or restriction in pay
The council will issue a
certificate of protection of
pension benefits where the
member fails to apply for one
(No change)
R2 ~ 95(1)(b)  Agree to bulk transfer payment  The Council will consult with
SPFO and the fund actuaries
in this regard. (No change)
TP3(6),
TP4(6)(c),
TP8(4),
TP10(2)(a),
TP17(2)(b) &
B11(2) 
Whether to allow a member to select final
pay period for fees to be any 3
consecutive years ending in the 10 years
prior to leaving and ending on the
anniversary of the date of leaving 
The Council will allow a
member to select final pay for
fees to be any three
consecutive years ending 31st
March in the 10 years prior to
leaving. The Council agree
that this will be done
automatically by SPFO. (No
change)
TP3(1)(a),
A43(5) 
Issue a certificate of protection of
pension benefits where eligible non-
councillor member fails to apply for one
(pay cuts / restrictions occurring pre 01
04 15) 
The Council will issue a
certificate of protection of
pension benefits where the
member fails to apply for one.
(No change)
R2 29 (6) and
29 (9)
Whether to grant application to waive all
or part of the actuarial reduction applied
for early payment of benefits on or after
age 55 
The Council will consider
each case on its’ own merits
and may waive all or part of
the actuarial reduction where
this is demonstrated to be to
the Council’s advantage or in
its’ operational interest in line
with the Council policy.
(No change) 
TABLE 3 
The following table details our discretions in relation to scheme members who
ceased active membership on or after 01 04 09 and before 01 04 15, being
discretions under:  
- the LGPS (Administration) (Scotland) Regulations 2008 [prefix A] 
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- the LGPS (Benefits, Membership and Contributions) (Scotland) Regulations 2008
(as amended) [prefix B] 
- the LGPS (Transitional Provisions) (Scotland) Regulations 2008 [prefix T] 
- the LGPS (Transitional Provisions and Savings) (Scotland) Regulations 2014
[prefix TP] 
- the LGPS (Scotland) Regulations 2014 [prefix R2
- the LGPS (Scotland) Regulations 2018 [prefix R] 
- the LGPS (Scotland) Regulations 1998 (as amended) [prefix L] 
Regulation  Discretion Employer’s Policy on the
exercise of this discretion
A42(2) No right to a return of contributions due to
an offence of a fraudulent character or
grave misconduct unless the employer
directs a total or partial refund is to be
made
The Council will not direct a
return of contributions in the
event of an offence of a
fraudulent character or grave
misconduct. (No change)
A43(5) Employer may issue a certificate of
protection where an employee fails to
apply for one.
The Council will issue a
certificate of protection of
pension benefits where the
member fails to apply for
one. (No change)
A45 (1) & (2)  Whether Contribution Equivalent
Premium (CEP) in excess of the Certified
Amount (CA) recovered from a refund of
contributions can be recovered from the
Pension Fund. 
The Council will consider
each case on its individual
merits. (No change)
A66 (2) & (6)
A67 (1) & (2) 
Whether to apply for a forfeiture
certificate (where a member is convicted
of a relevant offence) and subsequently
whether to direct that benefits are to be
forfeited.
The Council will apply for a
forfeiture certificate where a
member is convicted of a
relevant offence and,
following the issue of the
certificate, direct that
benefits are to be forfeited.
(No change)
A68(2) Whether to recover from the fund any
monetary obligation or, if less, the value
of the member’s benefits (other than
transferred in pension rights or AVCs /
SCAVCs) where the obligation was as a
result of a criminal, negligent or
fraudulent act or omission in connection
with the employment and as a result of
which the person has left the
employment.
The Council will recover
from Strathclyde Pension
Fund the amount of loss in
cases of criminal, negligence
or fraudulent acts by a
member, provided that other
means of recovery have
been exhausted.
(No change)
A70(2) & (3) Whether to recover from the fund any
financial loss caused by fraudulent
offence or grave misconduct of an
employee(who has left because of that)
or amount of refund if less
The Council will recover
from Strathclyde Pension
Fund the amount of loss
caused by fraudulent offence
or grave misconduct of
employee (who has left
because of that), or the
amount of refund if less.
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(No change)
B11(2) Whether to allow a member to select a
final pay period for fees to be any three
consecutive years ending with 31st March
in the 10 years prior to leaving.
The Council will allow a
member to select final pay
for fees to be any three
consecutive years ending
31st March in the 10 years
prior to leaving. The Council
agree that this will be done
automatically by SPFO. (No
change)
B30 (5) Whether to waive, on compassionate
grounds, the actuarial reduction applied
to deferred benefits paid early.
The Council will not exercise
this discretion. (No change) 
TABLE 4 
The following table details our discretions under the Local Government Pension
Scheme (Scotland) Regulations 1998 (as amended) in relation to pre 01 04 09
scheme leavers. 
Regulation  Discretion Employer’s policy on the
exercise of this discretion
30 (5)*  Waive, on compassionate grounds, the
actuarial reduction applied to benefits
paid early for a post 
31 03 98 / pre 01 04 09 leaver Note: any
resultant strain cost from the exercise
of this discretion will be charged to the
employer regardless of the member’s
age at date of retirement. 
The Council will not exercise
this discretion. (No change)
30 (7A)*  Pre 01 04 09 optants out only to get
benefits paid from NRD if employer
agrees. 
The Council will not exercise
this discretion. (No change)
33 (1)(b)  Decide, in the absence from a post 31 03
98 / pre 01 04 09 leaver of an election
from the member within 3 months of
being able to elect, which benefit is to be
paid where the member would be entitled
to a pension or retirement grant under 2
or more regulations in respect of the
same period of Scheme membership. 
The Council will consider
each case on its merits and
in partnership with SPFO.
(Changed)
70(7)(a) Consent to a member’s former employer
assigning to the new employer rights
under any SCAVC life assurance policy. 
The Council will not exercise
this discretion. (No change)
87 (2) No right to return of contributions due to The Council will not direct a
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offence of a fraudulent character unless
employer directs a total or partial refund
is to be made (pre 01 04 09 leavers). 
return of contributions in the
event of an offence of a
fraudulent character or grave
misconduct. (No change)
91  Contribution Equivalent Premium (CEP)
in excess of the Certified Amount (CA)
recovered from a refund of contributions
can be recovered from the Pension Fund
(pre 01 04 09 leavers). 
The Council will consider
each case on its merits. (No
change)
111(2) &(5)
112(1) 
Forfeiture of pension rights on issue of
Secretary of State’s certificate
(pre 01 04 09 leavers). 
Where forfeiture certificate is issued,
direct interim payments out of Pension
Fund until decision is taken to either
apply the certificate or to pay benefits
(pre 01 04 09 leavers). 
The Council will apply for a
forfeiture certificate where a
member is convicted of a
relevant offence and,
following the issue of the
certificate, direct that
benefits are to be forfeited.
(No change)
113(2) Recovery from Fund of monetary
obligation owed by former employee or, if
less, the value of the member’s benefits
(other than transferred in pension rights)
(pre 01 04 09 leavers). 
The Council will seek
recovery from Strathclyde
Pension Fund where other
internal avenues have been
exhausted. (No change)
115(2) & (3)  Recovery from Fund of financial loss
caused by employee, or amount of refund
if less (pre 01 04 09 leavers). 
The Council will seek
recovery from Strathclyde
Pension Fund where other
internal avenues have been
exhausted. (No change) 
TABLE 5 
The following table details our discretions under the Local Government
(Discretionary Payments and Injury Benefits) (Scotland) Regulations 1998 (as
amended)  
D 4 (1) Power to increase statutory redundancy
payments above statutory weekly pay
limit.
Where redundancy is linked
to the award of CAY
(compensatory added
years), payment will be
subject to the statutory
weekly limit. (No change)
D 8(1) Decision on whether to award
compensatory added years to an
individual on retirement on efficiency /
redundancy grounds.
The Council may award up
to 1 added year for
retirement on redundancy
grounds and up to 3 years
for those on efficiency
grounds. Any award will be
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subject to cost benefit
analysis and the limits of
affordability at the time of
proposed release. This may
result in an alternative offer
to comply with best value
principals. 
(New provision being
made permanent)
D 35 Decision to award up to 104 weeks
compensation instead of compensatory
added years.
The Council will consider
awarding compensation up
to 45 weeks (using the
statutory redundancy table
with a multiplier of 1.5,
known as the ‘enhanced
table’). Eligible employees
will either be scheme
members with at least 2
years continuous service
and under 55 years (50 for
protected members) or
employees who are non-
members of the scheme. 
Any award will be subject to
cost benefit analysis and the
limits of affordability at the
time of proposed release.
(NO CHANGE) 
Commitments and Aims 
Statement
The Council has a responsibility to exercise discretion in a fair, consistent, manner
and act in the best interests of the organisation, the community and the pension
fund. The following sections detail the Council’s commitments in particular
circumstances. 
Re-employment of individuals who have left the Council through early
retirement/voluntary severance 
In line with the Accounts Commission report on “Managing Early Departures from
the Scottish Public Sector”, where an individual leaves the employment of the
Council through early retirement/voluntary severance the individual will be unable
to seek re-employment with the Council at a future date. Any re-employment of
former employees would be in exceptional circumstances only and must have prior
approval from the Chief Officer - People and Technology. 
Cost Benefit Analysis/Voluntary Early Retirement/Voluntary Severance 
To comply with best value principles, the Council has an aim and commitment to a
consistent maximum pay-back period of two years for voluntary early retirement or
severance. 
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In line with current processes, all Cost Benefit Analysis (CBA) are considered and
approved on their merits, with consideration of current financial position and previous
approaches. Approval is thereafter required of the Chief Officers - People and Technology
and Resources, followed by the Chief Executive. The Council reserves the right to vary this
pay-back period in exceptional circumstances and on submission of a robust business
justification.
The application of S20 Certificate of Protection
Regulation 22 of the Local Government Pension Scheme (Scotland) Regulations
1998 provides a degree of protection for members who suffer a reduction in their
pensionable pay through circumstances out-with their control including the
member’s ill health. This provision is carried forward by regulation 43 of The Local
Government Pension Scheme (Administration) (Scotland) Regulations 2008.
Circumstances out-with an employee’s control are defined as being:
a. the employer compulsorily changed the employment resulting in a lower
grade
b. Job Evaluation exercise
c. Equal pay correction
d. Ill health
e. Cessation of pensionable payments, compulsorily made
In the event that an employee suffers a reduction in their pensionable pay due to
their own conduct (disciplinary sanctions) or circumstances in which there were
other alternative options, they will not be eligible for nor covered by this protection.
#############################ENDS#####################################
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WEST DUNBARTONSHIRE COUNCIL
Report by the Chief Officer - Resources 
Corporate Services Committee – 22 May 2024
___________________________________________________________________
Subject: Corporate Services Budgetary Control Report to 31 January 2024 
(Period 10)
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 31 January 2024.
1.2 The report also asks for Committee approval to top up the Provost’s Fund to
£3,000.
2. Recommendations
2.1 Members are asked to:
i) Note that the revenue account currently shows a projected annual
favourable variance of £0.587m (1.66% of the total budget).
ii) Note that the capital account is showing a projected in-year overspend
of £0.025m (0.8%) and the project life projection is showing a projected
overspend of £0.025m (0.3%).
iii) Note capital monitoring is changing meaning a separate capital report
will be presented to Council and all Committees from June 2024
onwards.
iv) Approve a top-up payment of £2,736.52 to be made to the Provost’s
Fund.
3. Background
3.1 Revenue Budget
At the meeting of West Dunbartonshire Council on 1 March 2023, Members
agreed the revenue estimates for 2023/24.
A total net budget of £34.850m was approved for services under the remit for
Corporate Services at that time.
Since the budget changes to the value of £0.439m have occurred, the details
of these are as follows:
Description £m
Budget Agreed March 2023 34.850
PAT Testing budget moved from P&T to Education -0.014
CCF - Allocation of Commercialisation saving target 0.056
ITEM 15
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Transfer of vacancy underspends to miscellaneous -0.828
Adjustment to SIP Trucking movements  0.004
Additional 23/24 Pay Award Funding  1.221 
35.289 
3.2 Capital Budget 
At the meeting of Council on 1 March 2023, Members also agreed the
updated 10 year General Services Capital Plan for 2023/2024 to 2031/32. 
The three years from 2023/24 to 2025/26 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 for Corporate Services is £7.745m. 
4. Main Issues 
Revenue Budget 
4.1 The summary report at Appendix 1 identifies a projected annual favourable
variance (underspend) of £0.587m (1.66%). Detailed service reports are
attached as Appendix 2.       
4.2 There are ten 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 favourable in comparison to
that anticipated during the budget exercise, the present variance should be
viewed in the knowledge that there are a number of variable factors which
could arise before 31 March 2024 and which could affect the year end results. 
4.4 Appendix 4 to the report summarises the current position against the saving
options agreed by council as part of setting the 2023/24 budget 
Capital Budget
4.5      Appendices 5 to 7 highlight 8 projects showing an in-year variance and 10
projects on target. The overall Corporate Services programme summary
report at Appendix 5 shows that there is a projected overspend of £0.436m
(5.6%) of the total programmed budget) to be re-phased in future years. 
There is one significant variance within the Capital Budget, this is: 
Project Budget 23/24
(£m)
Forecast 23/24 Variance
Heritage Capital
Fund
0.814 0.425 0.389 
See Appendices 6 and 7 for more details.
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4.6 As detailed at the members seminar on 20 March 2024 capital monitoring is
changing resulting in a separate capital report to Council and all Committees.
This means this is the last combined report and from August 2024 a separate
revenue monitoring report and capital monitoring report will be presented. 
Provost’s Fund 
4.7 The Provost’s Fund was established in 1953 as the Burgh of Clydebank
Provost’s Fund and in November 1998 it was determined that the Fund may
be used to cover the whole of West Dunbartonshire.   
4.8 The Fund was topped up by £2,429.64 in 2023/24 (taking it up to £3,000).
During 2023/24 activity totaling £3,000.00 has occurred. A previous award of
£263.48 has been returned early in 2024/25 leaving a current balance of
£263.48 in the fund. Members are requested to approve a top-up payment of
£2,736.52 to be made to the Provost’s fund to restore the fund balance to
£3,000. Members are advised that the top-up value is taken from funding
otherwise made available to West Dunbartonshire Council for Voluntary
Services (WDCVS) and as such the top-up reduces the funding to be
administered by WDCVS. This top up is normally requested as part of a report
taken to Committee setting out the status of WDCVS funds however that
report will not be presented to Committee until August 2024 and the Provost ‘s
Fund top up is required earlier than that. 
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. 
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10. Strategic Assessment 
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:  29 April 2024 
________________________________________________________________
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 2023/24
– Summary Report 
Appendix 2 -  Revenue Budgetary Control 2023/24
– Service Reports
Appendix 3 - Analysis of Revenue Variances over 
£50,000 
Appendix 4 -  Monitoring of Savings Options 
Appendix 5 -  Overall Capital Programme Summary 
Financials 
Appendix 6 -  Capital Programme – Red Status
Appendix 7 - Capital Programme – Green Status 
Background Papers: 
Ledger output – Period 10  
General Services Revenue Estimates 2023/24 – Council 1
March 2023  
General Services Capital Strategy 2023/24 to 2032/33 -
Council 1 March 2023  
Wards Affected           All Wards 
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WEST DUNBARTONSHIRE COUNCIL
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES SUMMARY
PERIOD END DATE 31 January 2024
Total Budget
2023/24
Spend to Date
2023/24
Forecast
Spend
Annual
RAG
Status
£000 £000 £000 £000 %
Audit 90 45 77 (13) -14% 
Finance 1,329 1,262 1,404 75 6% 
Rent Rebates & Allowances (341) 3,710 (226) 115 34% 
Revenues & Benefits 2,300 2,185 2,282 (18) -1% 
Finance Service Centre 333 275 341 8 2% 
Cost of Collection of Rates 17 0 37 20 115% 
Cost of Collection of Council Tax (798) (246) (823) (25) -3% 
Central Admin Support 2,894 2,450 2,876 (18) -1% 
Procurement 169 542 134 (35) -21% 
Democratic and Registration Service 802 671 775 (27) -3% 
Environmental Health 767 701 769 2 0% 
Licensing (143) (199) (220) (77) -54% 
Legal Services/Trading Standards 759 758 747 (12) -2% 
Planning 715 143 231 (484) -68% 
Transactional Services 836 757 833 (3) 0% 
Strategic People and Change 2,074 1,711 2,041 (33) -2% 
Information Services 4,682 4,263 4,452 (230) -5% 
Communications & Marketing 267 178 221 (47) -17% 
Citizen Services 1,367 1,312 1,371 4 0% 
Performance & Strategy 244 181 226 (18) -7% 
Clydebank Town Hall 345 184 284 (61) -18% 
Office Accomodation 1,231 1,213 1,293 62 5% 
Libraries 1,865 1,495 1,863 (2) 0% 
Arts and Heritage 311 259 307 (4) -1% 
Catering Services 4,786 4,821 4,813 27 1% 
Building Cleaning 1,854 1,722 1,809 (45) -2% 
Building Cleaning PPP (187) (121) (156) 31 -16% 
Facilities Assistants 2,394 2,015 2,411 17 1% 
Facilities Management 578 500 595 18 3% 
Leisure Management 3,701 4,507 3,880 180 5% 
Events 48 55 55 7 15% 
35,289 37,350 34,702 (587) -1.66% 
APPENDIX 1
Service / Subjective Summary Variance 2023/24
Total Net Expenditure
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 January 2024
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status 
£000  £000  £000  £000 %
Employee 30,856 25,917 30,663 (194) (1%) 
Property 2,255 2,008 2,371 116 5% 
Transport and Plant 153 118 158 4 3% 
Supplies, Services and Admin 5,632 4,590 5,533 (99) (2%) 
Payments to Other Bodies 6,277 6,078 6,514 236 4% 
Other 36,747 28,551 36,857 110 0% 
Gross Expenditure 81,921 67,262 82,095 174 0% 
Income (46,632) (29,912) (47,393) (761) (2%) 
Net Expenditure 35,289 37,350 34,702 (587) (2%) 
£000 £000 £000 £000 %
Employee 391 320 378 (13) (3%) 
Property 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 2 3 3 1 50% 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 393 323 381 (12) (3%) 
Income (303) (278) (304) (1) (0%) 
Net Expenditure 90 45 77 (13) (14%) 
£000 £000 £000 £000 %
Employee 1,550 1,373 1,627 77 5% 
Property 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 65 10 65 (0) (1%) 
Payments to Other Bodies 2 2 2 0 0% 
Other 0 0% 
Gross Expenditure 1,618 1,385 1,694 76 5% 
Income (289) (123) (290) (1) (0%) 
Net Expenditure 1,329 1,262 1,404 75 6% 
£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 28,556 36,862 115 0% 
Gross Expenditure 36,747 28,556 36,862 115 0% 
Income (37,088) (24,846) (37,088) 0 0% 
Net Expenditure (341) 3,710 (226) 115 (34%) 
£000 £000 £000 £000 %
Employee 2,002 1,703 1,986 (16) (1%) 
Property 0 0% 
Transport and Plant 2 1 1 (1) (50%) 
Supplies, Services and Admin 31 15 29 (2) (5%) 
Payments to Other Bodies 895 865 904 9 1% 
Other 0 0% 
Gross Expenditure 2,929 2,584 2,920 (9) (0%) 
Income (629) (399) (638) (9) (1%) 
Net Expenditure 2,300 2,185 2,282 (18) (1%) 
Finance
Rent Rebates & Allowances
Revenues & Benefits
Service Summary Variance 2023/24
All Services
Audit
Page 304

Page 305

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 January 2024
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000 £000 £000 £000 %
Employee 293 254 303 10 3% 
Property 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 39 20 38 (1) (4%) 
Payments to Other Bodies 0 0 (0) (100%) 
Other 0 0% 
Gross Expenditure 333 275 341 8 2% 
Income 0 0 0 0 0% 
Net Expenditure 333 275 341 8 2% 
£000 £000 £000 £000 %
Employee 0 0% 
Property 0 0% 
Transport and Plant 0 0% 
Supplies, Services and Admin 3 0 2 (1) (23%) 
Payments to Other Bodies 100 0 120 20 20% 
Other 0 0% 
Gross Expenditure 102 0 122 20 19% 
Income (85) 0 (85) 0 0% 
Net Expenditure 17 0 37 20 115% 
£000 £000 £000 £000 %
Employee 0 0% 
Property 0 0% 
Transport and Plant 0 0% 
Supplies, Services and Admin 64 49 64 0 0% 
Payments to Other Bodies 30 22 30 0 0% 
Other 0 0% 
Gross Expenditure 94 71 94 0 0% 
Income (892) (317) (917) (25) (3%) 
Net Expenditure (798) (246) (823) (25) 3% 
£000 £000 £000 £000 %
Employee 594 540 577 (17) (3%) 
Property 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 2 1 2 0 0% 
Payments to Other Bodies 73 0 76 3 4% 
Other 0 0% 
Gross Expenditure 669 542 655 (14) (2%) 
Income (500) 0 (521) (21) (4%) 
Net Expenditure 169 542 134 (35) (21%) 
£000 £000 £000 £000 %
Employee 913 752 881 (32) (4%) 
Property 0 0% 
Transport and Plant 1 0 1 0 0% 
Supplies, Services and Admin 9 9 14 5 63% 
Payments to Other Bodies 0 0% 
Other 0 0% 
Gross Expenditure 923 761 896 (27) (3%) 
Income (121) (90) (121) 0 0% 
Net Expenditure 802 671 775 (27) (3%) 
Finance Service Centre
Democratic and Registration Service
Cost of Collection of Rates
Cost of Collection of Council Tax
Procurement
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Page 306

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 January 2024
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000 £000 £000 £000 %
Employee 2,835 2,377 2,823 (12) (0%) 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 11 9 13 2 18% 
Payments to Other Bodies 69 69 69 0 0% 
Other 0 0% 
Gross Expenditure 2,915 2,455 2,905 (10) (0%) 
Income (21) (5) (29) (8) (38%) 
Net Expenditure 2,894 2,450 2,876 (18) (1%) 
£000 £000 £000 £000 %
Employee 1,032 842 993 (39) (4%) 
Property 6 4 5 (1) (17%) 
Transport and Plant 11 8 10 (1) (9%) 
Supplies, Services and Admin 22 16 19 (3) (14%) 
Payments to Other Bodies 71 53 71 0 0% 
Other 0 0% 
Gross Expenditure 1,142 923 1,098 (44) (4%) 
Income (375) (222) (329) 46 12% 
Net Expenditure 767 701 769 2 0% 
£000 £000 £000 £000 %
Employee 309 240 287 (22) (7%) 
Property 0 0% 
Transport and Plant 1 1 1 0 0% 
Supplies, Services and Admin 7 7 9 2 29% 
Payments to Other Bodies 8 0 0 (8) (100%) 
Other 0 0% 
Gross Expenditure 324 248 297 (27) (8%) 
Income (467) (447) (517) (50) (11%) 
Net Expenditure (143) (199) (220) (77) 54% 
£000 £000 £000 £000 %
Employee 930 762 927 (3) (0%) 
Property 0 0% 
Transport and Plant 3 2 2 (1) (33%) 
Supplies, Services and Admin 15 34 40 25 160% 
Payments to Other Bodies 2 0 1 (1) (50%) 
Other 0 0% 
Gross Expenditure 950 798 970 20 2% 
Income (191) (40) (223) (32) (17%) 
Net Expenditure 759 758 747 (12) (2%) 
£000 £000 £000 £000 %
Employee 1,178 911 1,080 (98) (8%) 
Property 0 0 0 0 0% 
Transport and Plant 2 1 1 (1) (50%) 
Supplies, Services and Admin 20 69 73 53 265% 
Payments to Other Bodies 130 40 115 (15) (12%) 
Other 0 0% 
Gross Expenditure 1,330 1,021 1,269 (61) (5%) 
Income (615) (878) (1,038) (423) (69%) 
Net Expenditure 715 143 231 (484) (68%) 
Central Admin Support
Environmental Health
Legal Services/Trading Standards
Licensing
Planning
Page 306

Page 307

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 January 2024
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000 £000 £000 £000 %
Employee 910 761 905 (5) (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 915 763 910 (5) (1%) 
Income (79) (6) (77) 2 3% 
Net Expenditure 836 757 833 (3) (0%) 
£000 £000 £000 £000 %
Employee 1,856 1,557 1,887 31 2% 
Property 0 0% 
Transport and Plant 1 1 1 0 0% 
Supplies, Services and Admin 5 4 4 (1) (20%) 
Payments to Other Bodies 262 213 259 (3) (1%) 
Other 0 0% 
Gross Expenditure 2,124 1,776 2,151 27 1% 
Income (50) (65) (110) (60) (120%) 
Net Expenditure 2,074 1,711 2,041 (33) (2%) 
£000 £000 £000 £000 %
Employee 2,186 1,785 2,126 (60) (3%) 
Property 0 0% 
Transport and Plant 2 2 2 0 0% 
Supplies, Services and Admin 2,968 2,635 2,837 (131) (4%) 
Payments to Other Bodies 3 0 3 0 15% 
Other 0 (5) (5) 0 0% 
Gross Expenditure 5,158 4,417 4,963 (195) (4%) 
Income (476) (154) (511) (35) (7%) 
Net Expenditure 4,682 4,263 4,452 (230) (5%) 
£000 £000 £000 £000 %
Employee 281 189 226 (55) (20%) 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 9 5 11 1 15% 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 291                194                237                (54) (19%) 
Income (23) (16) (16) 7 32% 
Net Expenditure 267                178                221                (47) (17%) 
£000  £000  £000 £000 %
Employee 1,536 1,369 1,568 33 2% 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 37 26 38 2 5% 
Payments to Other Bodies 0 0 0 0 87% 
Other 0 0 0 0 0% 
Gross Expenditure 1,573             1,395             1,607             35 2% 
Income (206) (83) (236) (30) (15%) 
Net Expenditure 1,367             1,312             1,371             4 0% 
Citizen Services
Transactional Services
Strategic People and Change
Information Services
Communications & Marketing
Page 307

Page 308

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 January 2024
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000  £000  £000 £000 %
Employee 229 189 225 (4) (2%) 
Property 0 0 0 0 0% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 1 0 1 0 0% 
Payments to Other Bodies 14 3 14 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 244                193                240                (4) (2%) 
Income 0 (11) (14) (14) 0% 
Net Expenditure 244                181                226                (18) (7%) 
£000 £000 £000 £000 %
Employee 134 113 135 1 1% 
Property 299 174 235 (64) (21%) 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 48 23 49 1 3% 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 480 311 420 (61) (13%) 
Income (136) (127) (136) 0 0% 
Net Expenditure 345 184 284 (61) (18%) 
£000 £000 £000 £000 %
Employee 146 131 167 20 14% 
Property 1,330 1,252 1,378 48 4% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 49 13 43 (6) (12%) 
Payments to Other Bodies 20 0 20 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 1,545 1,396 1,607 62 4% 
Income (314) (184) (314) 0 0% 
Net Expenditure 1,231 1,213 1,293 62 5% 
£000 £000 £000 £000 %
Employee 1,342 1,175 1,392 50 4% 
Property 297 217 303 6 2% 
Transport and Plant 15 10 15 0 0% 
Supplies, Services and Admin 249 171 249 0 0% 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 1,903 1,573 1,959 56 3% 
Income (38) (78) (96) (59) (156%) 
Net Expenditure 1,865 1,495 1,863 (2) (0%) 
£000 £000 £000 £000 %
Employee 332 237 305 (27) (8%) 
Property 3 12 16 13 413% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 34 17 34 0 0% 
Payments to Other Bodies 18 12 22 4 21% 
Other 0 0 0 0 0% 
Gross Expenditure 388 278 378 (10) (3%) 
Income (76) (19) (70) 6 8% 
Net Expenditure 311 259 307 (4) (1%) 
Arts and Heritage
Performance & Strategy
Office Accomodation
Clydebank Town Hall
Libraries
Page 308

Page 309

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 January 2024
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£000 £000 £000 £000 %
Employee 4,045 3,425 4,067 23 1% 
Property 71 85 117 46 65% 
Transport and Plant 110 87 117 7 6% 
Supplies, Services and Admin 1,841 1,346 1,763 (78) (4%) 
Payments to Other Bodies 29 50 59 31 108% 
Other 0 0 0 0 0% 
Gross Expenditure 6,094 4,993 6,123 28 0% 
Income (1,309) (171) (1,310) (1) (0%) 
Net Expenditure 4,786 4,821 4,813 27 1% 
£000 £000 £000 £000 %
Employee 1,986 1,619 1,899 (87) (4%) 
Property 165 177 212 47 28% 
Transport and Plant 2 1 2 0 0% 
Supplies, Services and Admin 21 14 23 2 9% 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 2,174 1,810 2,135 (39) (2%) 
Income (320) (88) (326) (6) (2%) 
Net Expenditure 1,854 1,722 1,809 (45) (2%) 
£000 £000 £000 £000 %
Employee 838 726 857 19 2% 
Property 42 49 58 16 39% 
Transport and Plant 0 0 0 0 0% 
Supplies, Services and Admin 10 2 5 (5) (52%) 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 890 777 921 31 3% 
Income (1,077) (897) (1,077) 0 0% 
Net Expenditure (187) (121) (156) 31 (16%) 
£000 £000 £000 £000 %
Employee 2,416 2,069 2,452 35 1% 
Property 42 39 47 5 11% 
Transport and Plant 0 0 0 (0) (22%) 
Supplies, Services and Admin 13 1 12 (2) (13%) 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 2,472 2,109 2,511 38 2% 
Income (78) (95) (100) (22) (28%) 
Net Expenditure 2,394 2,015 2,411 17 1% 
£000 £000 £000 £000 %
Employee 593 497 590 (3) (1%) 
Property 0 0 0 0 0% 
Transport and Plant 2 3 4 2 78% 
Supplies, Services and Admin 3 0 2 (1) (24%) 
Payments to Other Bodies 0 0 0 0 0% 
Other 0 0 0 0 0% 
Gross Expenditure 598 500 595 (2) (0%) 
Income (20) 0 0 20 100% 
Net Expenditure 578 500 595 18 3% 
Catering Services
Building Cleaning
Building Cleaning PPP
Facilities Assistants
Facilities Management
Page 309

Page 310

WEST DUNBARTONSHIRE COUNCIL APPENDIX 2
REVENUE BUDGETARY CONTROL 2023/24
CORPORATE SERVICES COMMITTEE DETAIL
PERIOD END DATE 31 January 2024
Total Budget
2023/24 
YTD Spend
2023/24 
Forecast
Spend
2023/24
RAG Status Service Summary Variance 2023/24
£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 4,459 4,664 4,664 205 5% 
Other 0 0 0 0 0% 
Gross Expenditure 4,459 4,664 4,664 205 5% 
Income (758) (156) (783) (25) (3%) 
Net Expenditure 3,701 4,507 3,880 180 5% 
£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 51 88 88 38 74% 
Payments to Other Bodies 93 84 84 (9) (10%) 
Other 0 0 0 0 0% 
Gross Expenditure 144 172 172 28 20% 
Income (96) (117) (117) (21) (22%) 
Net Expenditure 48 55 55 7 15% 
Leisure Management
Events
Page 310

Page 311

WEST DUNBARTONSHIRE COUNCIL APPENDIX 3
REVENUE BUDGETARY CONTROL 2023/24
ANALYSIS FOR VARIANCES OVER £50,000
PERIOD END DATE
Total Budget Annual Spend RAG Status
£000 £000 £000 %
Finance 1,329 1,404 75 6% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Rent Rebates & Allowances (341) (226) 115 -34% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Licensing (143) (220) (77) 54% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Planning 715 231 (484) -68% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Strategic People and Change 2,074 2,041 (33) -2% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
The service provided by this area deals with Accountancy, Capital, Treasury, Reconciliations,
Cash Office and Municipal Bank
Main reason for adverse variance is full turnover savings are not being achieved.
None available at this time.
Adverse variance is anticipated
31 January 2024
Budget Details
Variance Analysis
Variance
Payment of Rent Rebates and other Allowances
Reduction in overpayment (OP) recoveries is due to DWP recovering some HB OP’s against
Universal Credit, subject to the OP reason. Previously the Council would have received 40%
subsidy in OP’s with the ability to recover 100% of the OP, therefore a potential to receive up
to 140% of the OP value.  This change means we receive 100% subsidy of the OP therefore a
reduction from the potential 140% that could have been recovered.
None available at this time.
Adverse variance is anticipated
This service provides all licensing on behalf of the Council
The main reason for the variance is an increase in expected income.
None required
Favourable variance is anticipated
This service area provides strategic and operational HR advice, H&S advice and guidance
There are two main variances, staffing costs are adverse due to additional posts being added
and full turnover savings not being fully met.  This adverse position is being offset by a
favourable variance in income due to recharges being completed for these posts.
None required
Favourable variance overall is anticipated
There are two main favourable variances  income is higher than budgeted. The additional
income predicted is an in-year benefit only as a result of one-off additional fees. Staffing is
favourable due to vacancies
None required
A favourable variance is anticipated.
This Service provides Building & Planning services
Page 311

Page 312

WEST DUNBARTONSHIRE COUNCIL APPENDIX 3
REVENUE BUDGETARY CONTROL 2023/24
ANALYSIS FOR VARIANCES OVER £50,000
PERIOD END DATE
Total Budget Annual Spend RAG Status
£000 £000 £000 %
31 January 2024
Budget Details
Variance Analysis
Variance
Information Services 4,682 4,452 (230) -5% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Communications & Marketing 267 221 (47) -17% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Clydebank Town Hall 345 284 (61) -18% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Office Accommodation 1,231 1,293 62 5% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
Leisure Management 3,701 3,880 180 5% 
Service Description
Main Issues / Reason for Variance
Mitigating Action
Anticipated Outcome
This service area provides general ICT support to the Council and also supports
transformational change and modernisation of working practices through technology
There are three main reasons for the favourable variance. Staffing is favourable due to
vacancies. Additional telephone costs are being offset by recharge income to recover these
from other services. In addition centralised printing and leasing costs for copiers are
anticipated to overspend during the year.
None possible at this time.
Favourable variance overall is anticipated
This service provides communication and marketing for the Council.
Employee costs are favourable due to vacancies.
None at the moment.
Favourable variance overall is anticipated.
The service provides civic accommodation and facilities within Clydebank
The main reason for the favourable variance is reduced expenditure on property costs
None necessary.
Favourable variable anticipated.
This service provides the office buildings for the Council.
The overspend is mainly due to higher rates and energy costs than anticipated when the
None available. Officers will continue to monitor and review budgets
Overspend anticipated
Payment to West Dunbartonshire Leisure Trust for leisure services
The management fee to WDLT has been higher because of delays in the reduction in
community facilities provision. In addition budgeted contribution from Education towards
overall management fee overstated.The unachieved saving will be considered for funding
from the smoothing fund for 2023/24
None at the moment.
Adverse variance is anticipated.
Page 312

Page 313

WEST DUNBARTONSHIRE COUNCIL APPENDIX 4
MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24
Efficiency Detail Ref Chief Officer Budgeted Amount £ 
Projection of Total
Saved £ 
Projection of Total Not
Saved £ Comment
1
Reduce West Dunbartonshire Leisure Trust's management fee  by
10% CCF03 A  Graham 416,000                       416,000                    -                                    
2 Clydebank Town Hall CCF04 A  Graham                        130,000 130,000                    -                                    
3 Review Events Programme CCF07 A  Graham                          32,000 32,000                      -                                    
4 Facilities Management Restructure CCF08 A  Graham                          64,000 64,000                      -                                    
5 Community Planning Provision CCF10 A  Graham                          22,000 22,000                      -                                    
6 Citizen, Culture and Facilities General Efficiencies CCF11 A  Graham                          40,000 40,000                      -                                    
7
Contribution from the Dumbarton Common Good Fund to support
the purchase of library resources CCF14 A  Graham 10,000                         10,000                      -                                    
8
Remove two posts across the Communications, Culture and
Performance areas CCF16 A  Graham 80,000                         80,000                      -                                    
9 Allocate cost of Repair Contact Centre to HRA CCF17 A  Graham 120,000                       120,000                    -                                    
10 Reduce opening hours and/or days across the library network CCF18 A  Graham 95,000                         95,000                      -                                    
11
Review provision of library services within the school estate  to
consider part time or term time only provision CCF19 A  Graham 20,000                         20,000                      -                                    
12
Reduce staff numbers in the  Customer Contact Centre and
promote a digital first approach encouraging more residents to
self serve and submit enquiries via the Council website. CCF20 A Graham 90,000                         90,000                      -                                    
13 Income from Animal Feed Inspections RR01 A Douglas                          14,000 14,000                      -                                    
14 Remove additional EHO posts Budget RR02 A Douglas                        105,000 105,000                    -                                    
15
Remove a vacant section head post within Regularity and
Regeneration Services RR05 A Douglas 70,000                         70,000                      -                                    
16 Removal Of Residual Budget  for Trainee RR06 A Douglas                            8,000 8,000                         -                                    
17 Revert Trading Standards Officer Post to Authorised Officer RR07 A Douglas                          13,000 13,000                      -                                    
18 Charging for Pre application advice RR09 A Douglas                          10,000 10,000                      -                                    
19 Value of Works for Building Warrants  RR10 A Douglas                            5,000 5,000                         -                                    
20 Remove One Enforcement Officer Post RR11 A Douglas                          26,000 26,000                      -                                    
21
Reduce support provided to local businesses and organisations
including  a reduction in officers within the Council's economic
development team RR12 A Douglas 169,000                       169,000                    -                                    
22 End affiliations to some external organisations RR14 A Douglas                            3,000 3,000                         -                                    
23 Remove a vacant Trading Standards Authorised Officer post RR14 A Douglas 42,000                         42,000                      -                                    
24
Non regulated procurement under £2m to be carried out by
services and remove need for procurement monitoring activity for
contracts awarded under that threshold SDP01 A Douglas 110,000                       110,000                    -                                    
STATUS: COMPLETE
Page 313

Page 314

WEST DUNBARTONSHIRE COUNCIL APPENDIX 4
MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24
Efficiency Detail Ref Chief Officer Budgeted Amount £ 
Projection of Total
Saved £ 
Projection of Total Not
Saved £ Comment
25
Non-Complex procurement  to be carried out by services and
remove need for procurement monitoring activity for those
contracts SDP02 A Douglas 148,000                       148,000                    -                                    
26
Review and improve purchase to pay administration procedures
reducing the need for Corporate Procurement Unit support and
allowing services to fully undertake purchase to pay  activities SDP03 A Douglas 99,000                         99,000                      -                                    
27 Historical Lease Review SDP06 L Slavin                          55,000 55,000                      -                                    
28 Labour increase in turnover target LAB ITEM L Slavin 250,000                       250,000                    -                                    
29
Reduce the size of the Council's Audit & Fraud team by removing
1.8TE of vacancies rising to 2.8 in future years RES01 L Slavin 75,000                         75,000                      -                                    
30 Clydebank Property Company RES02 L Slavin                          30,000 30,000                      -                                    
31
Remove voluntary grant funding provided to West Dunbartonshire
Community & Volunteering Services and reduce funding provided
to the Clydebank Asbestos Group by 25% RES04 L Slavin 17,000                         17,000                      -                                    
32 Reduce Reconciliation Team RES07 L Slavin                          75,000 75,000                      -                                    
33 Close Municipal Bank RES08 L Slavin                          40,000 21,764                      18,236                             
Additional one off costs incurred in the closure of the bank.  The
unachieved amount of saving will be funded from the Smoothing
Fund for 2023/24.  However, it is anticipated that the full saving will
be achieved in future years.
34
Increase the  Council’s annual turnover savings target from
£2.698m to £3.410m RES09 L Slavin 712,000                       712,000                    -                                    
35
Reduce the size of the Council's Insurance Management team
from four officers to three. RES10 L Slavin 50,000                         50,000                      -                                    
36
Reduce manual processing by automating the generation of
debtor and creditor invoices RES11 L Slavin 25,000                         25,000                      -                                    
37 Central Admin Support Printing RES12 L Slavin                          12,500 12,500                      -                                    
38 Education Lets RES13 L Slavin                          12,500 12,500                      -                                    
39 100% Electronic Payments RES14 L Slavin                            2,000 2,000                         -                                    
40 Remove TeamMate RES15 L Slavin                            8,000 8,000                         -                                    
41 Remove discretionary element of long term empty properties  RES17 L Slavin                          52,000 52,000                      -                                    
42 Sales, Fees and Charges 10% Increase RES19 L Slavin                        394,000 394,000                    -                                    
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4
MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24
Efficiency Detail Ref Chief Officer Budgeted Amount £ 
Projection of Total
Saved £ 
Projection of Total Not
Saved £ Comment
43
Reduce the size of the Council's Automation team from three to
two in 2023/24 and by a further one in 2024/25 RES21 L Slavin 37,500                         37,500                      -                                    
44 Right size the Building Insurance Income budget RES23 L Slavin 80,000                         80,000                      -                                    
45
Right size the Strathclyde Passenger Transport and Valuation Joint
Board Budgets RES24 L Slavin 77,000                         77,000                      -                                    
46
Remove the Provost Hospitality Fund  which is used for hospitality
for provost hosted events  and for commemorating special events
within the community RES05 L Slavin 9,000                            9,000                         -                                    
47 Review of Capital Programme  RES06 L Slavin                         295,000 295,000                    -                                    
48 Reduction in Colour Printing PT03 V Rogers                          12,000 12,000                      -                                    
49 Remove surplus budget in People & Change team PT04 V Rogers 29,000                         29,000                      -                                    
50 Reduction in ICT Management PT06 V Rogers 50,000                         50,000                      -                                    
51 Reduction in ICT Support PT07 V Rogers 82,000                         82,000                      -                                    
51                    3,303,500                   3,285,264                                18,236 TOTAL COMPLETE
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4
MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24
Efficiency Detail Ref Chief Officer Budgeted Amount £ 
Projection of Total
Saved £ 
Projection of Total Not
Saved £ Comment
Efficiency Detail Ref Chief Officer Budgeted Amount £ 
Projection of Total
Saved £ 
Projection of Total Not
Saved £
1
Co-locate Dalmuir Library and Dalmuir Community Centre within
the existing Community Centre building CCF01 A  Graham 14,000                         14,000                      -                                    
2
Consider further options for co-location and closure - in particular
potential options for Balloch, Parkhall, Duntocher, Faifley and
Dalmuir CCF02 A  Graham 50,000                         50,000                      -                                    
3 Income Generation through Commercialisation CCF05 A  Graham                          44,000 44,000                      -                                    
4
Generate additional income through commercialisation
opportunities at Church Street, Bruce Street Baths and Aurora
House including letting available space to third parties. CCF06 A  Graham 77,000                         77,000                      -                                    
5
Reduce community facility provision across West Dunbartonshire
to a level more consistent with neighbouring local authorities 
through a combination of closure and community asset transfers.
Reduction of 7.8 FTE in WDLT staff CCF13 A  Graham 257,000                       257,000                    -                                    
6
Reduce accountancy provision by removing one vacant post and
transferring 70% of a post to work charged to the HRA RES22 L Slavin 73,000                         73,000                      -                                    
6 TOTAL IN PROGRESS                        515,000                      515,000                                         -  
STATUS: IN PROGRESS
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5
GENERAL SERVICES CAPITAL PROGRAMME CSC
OVERALL PROGRAMME SUMMARY
PERIOD END DATE
PERIOD 10
Spend to Date Spend to
Date
£000 £000
Red
8 44.4% 50 36.2% 8 44.4% 441 100.0%
Amber
0 0.0% 0 0.0% 0 0.0% 0 0.0%
Green
10 55.6% 88 63.8% 10 55.6% 0 0.0%
18 100% 138 100% 18 100% 441 100%
Budget Spend to
Date
Forecast
Spend
Forecast
Variance Budget Spend to
Date
Forecast
Spend
Actual
Variance Re-profiling Over/ (Under)
£000 £000 £000 £000 £000 £000 £000 £000 £000 £000
3,112 2,714 3,137 25 927 441 516 (411) (436) 25
0 0 0 0 0 0 0 0 0 0
4,633 2,181 4,633 0 2,391 822 2,391 0 0 0
7,745 4,895 7,770 25 3,318 1,263 2,907 (411) (436) 25
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 Status Analysis
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
31 January 2024
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
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME CSC
ANALYSIS OF RED PROJECTS
PERIOD END DATE
PERIOD 10
Budget Forecast
Spend
31 January 2024
Budget Details
Project Life Financials
Spend to Date Variance
1
Project Life Financials 50 43 86% 50 0 0%
Current Year Financials 7 0 0% 0 (7) -100%
Project Description
Project Manager Karen Shannon
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-23 31-Mar-24
2
Project Life Financials 30 5 16% 30 0 0%
Current Year Financials 25 0 0% 0 (25) -100%
Project Description
Project Manager Karen Shannon
Chief Officer Laurence Slavin
Project Lifecycle 30-Sep-23 30-Nov-23
3
Project Life Financials 30 65 218% 65 35 117%
Current Year Financials 23 21 92% 58 35 157%
Project Description
Project Manager Adrian Gray
Chief Officer Laurence Slavin
Project Lifecycle 30-Apr-24 30-Apr-24
Main Issues / Reason for Variance
Work to significantly reduce the database size to facilitate a system upgrade has now been completed. Upgrade work can now commence, ICT currently building required
servers in preparation for new version to be installed, configured and tested.
Mitigating Action
None required
Anticipated Outcome
Anticipate completion of upgrade during 23-24 financial year.
Anticipated Outcome
Enhancements to the cash receipting system including PCI compliant telephone payment system.
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
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Budget has been reprofiled to Financial Year 2024-2025. Version 2 of the upgrade was completed Jan 2023. Call Secure Module went Live in October 2023.
Mitigating Action
None required at this time.
Mitigating Action
None required at this time.
Anticipated Outcome
Upgraded Electronic Insurance System.
Enhancements to Cash Receipting System
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
Electronic Insurance System
Acquisition of a claims/incident management system supported by an electronic document management system.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Budget has been reprofiled to Financial Year 2024-2025.
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME CSC
ANALYSIS OF RED PROJECTS
PERIOD END DATE
PERIOD 10
Budget Forecast
Spend
31 January 2024
Budget Details
Project Life Financials
Spend to Date Variance
4
Project Life Financials 5 0 0% 5 0 0%
Current Year Financials 5 0 0% 0 (5) -100%
Project Description
Project Manager Jackie Nicol Thomson
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-23 31-Mar-24
5
Project Life Financials 33 33 100% 33 0 0%
Current Year Financials 33 0 0% 33 0 0%
Project Description
Project Manager Alan Douglas
Chief Officer Alan Douglas
Project Lifecycle 31-Mar-24 31-Mar-24
6
Project Life Financials 155 145 93% 155 0 0%
Current Year Financials 10 0 0% 0 (10) -100%
Project Description
Project Manager Pamela Clifford
Chief Officer Alan Douglas
Project Lifecycle 31-Mar-24 31-Mar-24
7
Project Life Financials 2,749 2,373 86% 2,749 0 0%
Current Year Financials 814 420 52% 425 (389) -48%
Project Description
Project Manager Michelle Lynn
Chief Officer Amanda Graham
Project Lifecycle 31-Mar-23 30-Sep-24
Anticipated Outcome
Budget to be taken per Council savings option 
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Administration budget commitment.  All projects progressing.
Mitigating Action
Unallocated budget to be taken per Council savings option 
Heritage Capital Fund
Heritage Capital Fund.
Main Issues / Reason for Variance
This outstanding money is being sought through the recharging order and through debtors.
Mitigating Action
No action required at this time in the hands of Legal
Anticipated Outcome
Continue to pursue repayment
Demolition 215 Main Street Alexandria
Demolition of 215 Main Street Alexandria.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Budget has been rephased from 2022/23. Project was originally delayed due to COVID19 restrictions and a decision was made to resume project once Microsoft 365 was
implemented. It is anticipated that the project will complete by 31 March 2024.
Mitigating Action
None available at this time.
Anticipated Outcome
Project will be delivered on budget
Legal Case Management System
Legal Case Management System
Planned End Date Forecast End Date
Mitigating Action
None available at this time.
Anticipated Outcome
Completion of project by 31 March 2024
IFRS 16 Database
This is a system which will ensure that WDC has the correct level of information and adheres to correct reporting of IFRS16 -
Leasing. 
Planned End Date Forecast End Date
Main Issues / Reason for Variance
IFRS16 has been postponed and is due for implementation this financial year. It is anticipated that full spend will be incurred by 31 March 2024.
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6
GENERAL SERVICES CAPITAL PROGRAMME CSC
ANALYSIS OF RED PROJECTS
PERIOD END DATE
PERIOD 10
Budget Forecast
Spend
31 January 2024
Budget Details
Project Life Financials
Spend to Date Variance
8
Project Life Financials 60 50 83% 50 (10) -17%
Current Year Financials 10 0 0% 0 (10) -100%
Project Description
Project Manager James Gallacher
Chief Officer Victoria Rogers
Project Lifecycle 31-Oct-22 31-Mar-24
Mitigating Action
None available at this time.
Anticipated Outcome
projects delivered on time.
Internet of Things Asset Tracking
Asset Tracking.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Project Complete
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7
GENERAL SERVICES CAPITAL PROGRAMME CSC
ANALYSIS OF GREEN PROJECTS
PERIOD END DATE
PERIOD 10
Budget Forecast
Spend
£000 £000 % £000 £000 %
1
Project Life Financials 24 6 23% 24 0 0%
Current Year Financials 2 2 119% 2 0 19%
Project Description
Project Manager Russell Hewton
Chief Officer Russell Hewton
Project Lifecycle 31-Mar-23 31-Mar-24
2
Project Life Financials 20 10 50% 20 0 0%
Current Year Financials 10 0 0% 10 (0) -1%
Project Description
Project Manager Karen Shannon
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-24 31-Mar-24
3
Project Life Financials 1,000 500 50% 1,000 0 0%
Current Year Financials 250 180 72% 250 0 0%
Project Description
Project Manager Adrian Gray
Chief Officer Laurence Slavin
Project Lifecycle 31-Mar-26 31-Mar-26
4
Project Life Financials 53 48 90% 53 0 0%
Current Year Financials 7 0 0% 7 0 0%
Project Description
Project Manager Alan Douglas
Chief Officer Alan Douglas
Project Lifecycle 31-Mar-24 31-Mar-24
5
Project Life Financials 30 20 67% 30 0 0%
Current Year Financials 10 1 10% 10 0 0%
Project Description
Project Manager Pamela Clifford
Chief Officer Alan Douglas
Project Lifecycle 31-Mar-24 31-Mar-24
Anticipated Outcome
Anticipate full budget spend.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
This goes into the overall Antonine Project budget - 5 Councils and Historic Environment Scotland - Expected spent by March 2024
Mitigating Action
No action required
Mitigating Action
None required at this time.
Anticipated Outcome
Solicitor support for Capital Projects, with full budget spend anticipated.
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.
Solicitor Project Support for Capital Projects
Solicitor costs to directly support capital projects
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Trainee solicitor in place. Budget will be fully spent.
Anticipated Outcome
Project will be delivered on time and on budget
Planned End Date Forecast End Date
Main Issues / Reason for Variance
No variances currently anticipated.
Mitigating Action
None required at this time.
Cost of Living
To support Council and community organisations with capital costs for cost of living initiatives.
Main Issues / Reason for Variance
The module is live
Mitigating Action
None required at this time.
Anticipated Outcome
Upgraded version with PCI compliant telephone payment system.
None available at this time.
Anticipated Outcome
Requisition of ICT Equipment.
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
Requisition ICT Equipment.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Replacement of laptops, monitors and other ICT equipment. No further spend anticipated.
Mitigating Action
31 January 2024
Budget Details
Project Life Financials
Spend to Date Variance
Valuation Joint Board - Requisition of ICT Equipment
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7
GENERAL SERVICES CAPITAL PROGRAMME CSC
ANALYSIS OF GREEN PROJECTS
PERIOD END DATE
PERIOD 10
Budget Forecast
Spend
£000 £000 % £000 £000 %
31 January 2024
Budget Details
Project Life Financials
Spend to Date Variance
Valuation Joint Board - Requisition of ICT Equipment6
Project Life Financials 421 421 100% 421 0 0%
Current Year Financials 116 0 0% 116 0 0%
Project Description
Project Manager David Main
Chief Officer Amanda Graham
Project Lifecycle 31-Mar-24 31-Mar-25
7
Project Life Financials 892 290 32% 892 0 0%
Current Year Financials 892 290 32% 892 0 0%
Project Description
Project Manager James Gallacher
Chief Officer Victoria Rogers
Project Lifecycle 31-Mar-24 31-Mar-24
8
Project Life Financials 873 296 34% 873 0 0%
Current Year Financials 873 296 34% 873 0 0%
Project Description
Project Manager James Gallacher
Chief Officer Victoria Rogers
Project Lifecycle 31-Mar-24 31-Mar-24
9
Project Life Financials 983 503 51% 983 0 0%
Current Year Financials 185 53 29% 185 0 0%
Project Description
Project Manager James Gallacher
Chief Officer Victoria Rogers
Project Lifecycle 30-Sep-23 30-Sep-23
10
Project Life Financials 337 88 26% 337 0 0%
Current Year Financials 46 0 0% 46 0 0%
Project Description
Project Manager Arun Menon
Chief Officer Victoria Rogers
Project Lifecycle 31-Mar-30 31-Mar-30
Mitigating Action
none required
Anticipated Outcome
Work continues on developments resulting in some spend in the current year.
Development of Workforce Management System
Project to develop the Workforce Management System.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Work continues on developments resulting in some spend in the current year.
Main Issues / Reason for Variance
Delay to Sharepoint implementation project. External resourcing requirements less than expected and small underspend being carried to next year.
Mitigating Action
none required
Anticipated Outcome
projects delivered on time and on budget
Anticipated Outcome
projects delivered on time and on budget
365 Implementation
Project services to delivery Microsoft 365 Implementation including 3rd party supplier, training, technical consultancy etc.
Planned End Date Forecast End Date
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Various projects in progress and orders raised for Cyber Security technology, Citrix replacement devices, SAN storage, server hardware, system security remediation and
upgrades,  Anticipate full budget spend subject to delivery timescales.
Mitigating Action
none 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.
Main Issues / Reason for Variance
Device replacement project in progress and orders raised totally £480k awaiting delivery.
Mitigating Action
none required
Anticipated Outcome
projects delivered on time and on budget
ICT Modernisation
This budget is to facilitate ICT infrastructure and modernise working practices.
Planned End Date Forecast End Date
Mitigating Action
None required.
Anticipated Outcome
Projects delivered on budget
Transformation of Infrastructure Libraries and Museums
To improve performance and efficiency of Council's Libraries and Cultural Services.
Planned End Date Forecast End Date
Main Issues / Reason for Variance
Library colocations of Dalmuir and Balloch being fitted out by Asset Management.  Awaiting outcome for Duntocher and Parkhall libraries.  Remaining Libraries capital to
be spent in 24/25 once colocation plans completed.
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