Document Pack - Corporate Services Committee 06 11 24 (Bookmarked)
West Dunbartonshire Council · 6 November 2024
Back to Corporate Services Committee — 6 November 2024 and its agenda
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Agenda Corporate Services Committee Date: Wednesday, 6 November 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 Page 1
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Distribution:- Councillor Ian Dickson Councillor Fiona Hennebry Councillor David McBride Councillor James McElhill Councillor Michelle McGinty Councillor Karen Murray Conaghan Councillor Lawrence O’Neill (Vice Chair) Councillor Lauren Oxley Councillor Martin Rooney (Chair) Councillor Gordon Scanlan Councillor Hazel Sorrell Councillor Clare Steel Chief Executive Chief Officers Date of issue: 24 October 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. Page 2
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CORPORATE SERVICES COMMITTEE WEDNESDAY, 6 NOVEMBER 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 caried out by roll call vote to ensure an accurate record. 5 MINUTES OF PREVIOUS MEETING 7 – 8 Submit, for approval as a correct record, the Minutes of Meeting of the Corporate Services Committee held on 14 August 2024. 6 MINUTES OF JOINT CONSULTATIVE FORUM 9 – 14 Submit for information and where necessary ratification, the Minutes of Meeting of the Joint Consultative Forum held on 12 September 2024. 7 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 8/ Page 3
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8 CITIZEN, CULTURE AND FACILITIES DELIVERY PLAN – 15 – 31 2024/25 MID-YEAR PROGRESS Submit report by the Chief Officer – Citizen, Culture and Facilities setting out the mid-year progress of the Citizen, Culture and Facilities Delivery Plan 2024/25. 9 PEOPLE AND TECHNOLOGY DELIVERY PLAN 2024/25 – 33 – 46 MID-YEAR PROGRESS Submit report by the Chief Officer – People and Technology setting out the mid-year progress of the People and Technology Delivery Plan 2024/25. 10 REGULATORY AND REGENERATION DELIVERY PLAN 47 – 64 2024/25 – MID-YEAR PROGRESS Submit report by the Chief Officer – Regulatory and Regeneration setting out the mid-year progress of the Regulatory and Regeneration Delivery Plan 2024/25. 11 RESOURCES DELIVERY PLAN 2024/25 – MID-YEAR 65 – 79 PROGRESS Submit report by the Chief Officer – Resources setting out the mid-year progress of the Resources Delivery Plan 2024/25. 12 FOOD ENFORCEMENT SERVICE PLAN 2024/25 81 –100 Submit report by the Chief Officer – Regulatory and Regeneration seeking approval of the Food Enforcement Service Plan 2024/2025. 13 PUBLIC HOLIDAY VARIATIONS 101 – 111 Submit report by the Chief Officer – People and Technology setting out the proposed changes to public holiday allocation for local government and quasi- craft employees. 14 CORPORATE SERVICES REVENUE – BUDGETARY 113 – 128 CONTROL REPORT TO 31 AUGUST 2024 (PERIOD 5) Submit report by the Chief Officer – Resources advising on the performance of the Corporate Services revenue budget for the period to 31 August 2024. Page 4
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15 CORPORATE SERVICES CAPITAL BUDGETARY 129 – 135 CONTROL REPORT TO 31 AUGUST 2024 (PERIOD 5) Submit report by the Chief Officer – Resources providing an update on the Corporate Services capital programme to 31 August 2024. Page 5
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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, 14 August 2024 at 2.00 p.m. Present: Councillors Ian Dickson, David McBride, Jonathan McColl, Michelle McGinty, Karen Murray Conaghan, Lauren Oxley, Martin Rooney, Gordon Scanlan and Clare Steel. Attending: Peter Hessett, Chief Executive; Alan Douglas, Chief Officer – Regulatory and Regeneration; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Laurence Slavin, Chief Officer – Resources; Victoria Rogers, Chief Officer – People and Technology; Lauren Crooks, Strategic Communication, Culture & Performance Manager; Stephen Daly, Citizen & Digital Manager; Alison McBride, Strategic People and Change Manager; Michelle Lynn, Assets Co-ordinator; Arun Menon, Business Support Manager; Lisa MacGregor, People & Change Partner; Adrian Gray, Finance Business Partner; Nigel Ettles, Principal Solicitor; and Scott Kelly, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Councillors Daniel Lennie and June McKay. Councillor Michelle McGinty in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor McGinty, Chair, advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. RECORDING OF VOTES The Committee agreed that all votes taken during the meeting would be carried out by roll call vote to ensure an accurate record. ITEM 5 Page 7
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MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Corporate Services Committee held on 22 May 2024 were submitted and approved as a correct record. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. CORPORATE SERVICES CAPITAL BUDGETARY CONTROL REPORT TO 30 JUNE 2024 (PERIOD 3) A report was submitted by the Chief Officer – Resources providing an update on the Corporate Services capital programme to 30 June 2024. After discussion and having heard the Chief Officer – Resources and the Assets Co- ordinator in further explanation and in answer to a Member’s questions, the Committee agreed:- (1) to note the current position of the 2024/25 capital budget for Corporate Services; (2) to note a projected adverse project life variance of £0.040m (0.14% of the overall revised budget); (3) to note an in-year variance of £0.162m due to reprofiling of projects; and (4) to approve additional prudential borrowing of £0.040m to fund the adverse variance noted in (3) above for the Agresso Development Project. CORPORATE SERVICES BUDGETARY CONTROL REPORT TO 30 JUNE 2024 (PERIOD 3) A report was submitted by the Chief Officer – Resources advise the Committee on the performance of the Corporate Services budget for the period to 30 June 2024. Having heard the Chief Officer – Resources in further explanation of the report, the Committee agreed to note that the revenue account currently showed a projected annual favourable variance of £0.101m (0.28% of the total budget). The meeting closed at 2.10 p.m. Page 8
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JOINT CONSULTATIVE FORUM At a Meeting of the Joint Consultative Forum held in the Civic Space, Council Offices, 16 Church Street, Dumbarton on Thursday, 12 September 2024 at 2.00 p.m. Present: Councillors Michelle McGinty and Martin Rooney; James Halfpenny (EIS); David Scott (GMB); Susan Shannon and David Smith (UNISON); and Connor Farmer (Unite). Attending: Victoria Rogers, Chief Officer – People and Technology; Amanda Graham, Chief Officer – Citizen, Culture and Facilities; Laurence Slavin, Chief Officer – Resources; Lorraine Mair, OD & Change Lead; Gillian Gall, Head of Human Resources, West Dunbartonshire Health & Social Care Partnership (HSCP); Claire Cusick, Senior Education Officer – Services for Children and Young People; Alison McBride, Strategic People and Change Manager; John Duffy, People, Quality & Governance Lead; Drew Cameron, Section Leader – ICT; Michael McDougall, Manager Legal Services (Legal Officer); and Scott Kelly, Committee Officer. Apologies: Apologies for absence were intimated on behalf of Provost Karen Murray Conaghan and Councillors David McBride, Gordon Scanlan and Hazel Sorrell; Shirley Furie and John Wagner (GMB); Peter Barry, Chief Officer – Housing and Employability; Laura Mason, Chief Education Officer; Beth Culshaw, Chief Officer – West Dunbartonshire HSCP; Sylvia Chatfield, Head of Mental Health, Learning Disabilities and Addiction, HSCP; and Margaret-Jane Cardno, Head of Strategy and Transformation, HSCP. APPOINTMENT OF CHAIR, VICE CHAIR AND JOINT SECRETARIES The Legal Officer invited the Forum to consider, in terms of its constitution, a number of appointments for the next year and it was agreed:- (a) that Councillor David McBride be appointed as the Chair of the Fourm , for the Council Side; (b) that David Scott, GMB, be appointed as Vice Chair, for the Trades Union Side; and ITEM 6 Page 9
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(c) that Victoria Rogers, Chief Officer – People and Technology, be appointed as the Joint Secretary for the Council Side and Susan Shannon, UNISON, be appointed as Joint Secretary for the Trades Union Side. In the absence of the Chair, and with the consent of Mr Scott, Vice Chair, it was agreed that Councillor Rooney would chair the meeting. Accordingly, Councillor Rooney assumed the Chair. Councillor Martin Rooney in the Chair DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. CONSTITUTION OF THE JOINT CONSULTATIVE FORUM A revised version of the Joint Consultative Forum’s constitution, which, it was noted, had been updated in agreement with the Joint Trades Union, was submitted and agreed, subject to the word ‘elected’ being inserted before the word ‘members’ in paragraph 6.1 of the document (as shown as the Appendix to these Minutes). MINUTES/NOTE OF PREVIOUS MEETINGS The Minutes of Meeting of the Joint Consultative Forum held on 14 March 2024, and a Note of an Inquorate Meeting of the Forum held on 13 June 2024, were submitted and approved as correct records. PRESENTATION: PHISHING Drew Cameron, Section Leader – ICT, gave a presentation in relation to Phishing. The main points covered in the presentation were: • The measures taken by ICT to make emails more secure, including spam filtering and phishing detection. • The training of users and development of awareness to be cautious when clicking on links in emails and recognise signs of phishing attempts. • That the new Egress system displayed a clickable banner on external emails providing information on possible phishing attempts. • That ICT measured the rate of clicks on test phishing emails sent to Council employees and that the rate had reduced over time which showed the effectiveness of promoting awareness and phishing training. Councillor Rooney, Chair, thanked Mr Cameron for his informative presentation. Page 10
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ANNUAL MONITORING REPORT 2023/24 – EMPLOYMENT EQUALITIES A report was submitted by the Chief Officer – People and Technology advising of employment equalities matters for the year 2023/24. After discussion and having heard the People, Quality & Governance Lead, the Chief Officer – People and Technology, and the Strategic People and Change Manager, in further explanation of the report and in answer to Members’ questions, the Forum agreed to note the contents of the report. TRADES UNION ISSUES The Forum noted that the Trades Union have not provided, in advance of the meeting, any issues that they wished to raise. TEMPLATE FOR SUBMISSION OF TRADE UNION ITEMS FOR FORMAL MEETINGS A template to be used by the Trades Union for submitting items for formal meetings was submitted for information and noted. PROGRAMME OF FUTURE MEETINGS The Forum agreed: (a) that future meetings of the Forum be held on:- • Thursday, 19 December 2024 at 2.00 p.m. • Thursday, 13 March 2025 at 2.00 p.m. • Tuesday, 3 June 2025 at 2.00 p.m. • Thursday, 18 September 2025 at 2.00 p.m. (b) that the venues for these meetings should alternate between the Council Chambers, Clydebank Town Hall, and the Civic Space, Church Street, Dumbarton. The meeting closed at 2.45 p.m. Page 11
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CONSTITUTION AS REVISED FOLLOWING THE MEETING OF THE JOINT CONSULTATIVE FORUM HELD ON 12 SEPTEMBER 2024 Version 8 – September 2024 (Updated at Sections 1.1, 5.1 and 6.1) (Supersedes Version 7 dated October 2017) ___________________________________________________ CONSTITUTION JOINT CONSULTATIVE FORUM (ALL EMPLOYEES) 1. REPRESENTATION 1.1 The Joint Consultative Forum (JCF) shall comprise 7 members of the Council and 9 officials of the Trades Unions (excluding regional officers) on the following basis:- Union Members TEACHING UNIONS (EIS, SSTA) 2 GMB Scotland (General Municipal and Boilermakers Union) 2 UNISON 3 UNITE 2 Appropriate full-time officers of the Trade Unions and officers of the Council may attend in an advisory capacity at any time. Each Trade Union may invite additional officials to attend depending on the agenda and business of the Forum. The Chair will be advised of additional attendees in advance of the relevant meeting. 2. CHAIR 2.1 The Forum shall appoint from amongst its members, a Chair and Vice- Chair. When the Chair is elected from one side of the Forum, the Vice- Chair shall be elected from the other and this will be subject to annual rotation. 3. JOINT SECRETARIES 3.1 The Forum shall appoint annually Joint Secretaries, one to be nominated by the Council and one to be nominated by the Trade Union Side. The Joint Secretaries may or may not be members of the Forum. 4. FUNCTIONS 4.1 The functions of the Forum shall be:- Appendix Page 13
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CONSTITUTION AS REVISED FOLLOWING THE MEETING OF THE JOINT CONSULTATIVE FORUM HELD ON 12 SEPTEMBER 2024 Version 8 – September 2024 (Updated at Sections 1.1, 5.1 and 6.1) (Supersedes Version 7 dated October 2017) (a) to afford facilities for regular consultation between the Council and the Trade Unions representing employees of the Council on general policy matters which are not specifically determined by the Scottish Council or its Committees and are strategic or political in nature; (b) to secure the greatest possible measure of joint action between the Council and the Trade Unions for the development and improvement of the work of the Council; (c) to consider any reference from the Council or the Trade Union Side on matters affecting the mutual interests of the Council and its employees and to make recommendations thereon to the appropriate Committee of the Council; (d) to encourage the learning, development and management of change; and (e) to consider measures to promote equality of opportunity and treatment amongst the Council’s workforce; and (f) to consider measures for safeguarding the health, safety and welfare of the Council’s employees. 5. MEETINGS 5.1 The Joint Consultative Forum shall meet as and when required but this should generally be not less than four times per year. The Chair or the Vice-Chair may direct either of the Joint Secretaries to call a meeting at any time. A meeting shall be called within fourteen days of receipt, by either of the Joint Secretaries, of a requisition signed by not less than one third of the members of either side. 6. QUORUM 6.1 The quorum of the Joint Consultative Forum shall be not less than one- third of the Trade Unions representation and 2 elected members representing the Council. 7. DISPUTES 7.1 In the event of the Joint Consultative Forum being unable to arrive at an agreement, the matters in dispute may, at the instigation of either side, be referred to the Corporate Services Committee. This does not preclude either side referring the matter in a dispute to the relevant SJNC or Scottish Council in accordance with the Constitution of that body. 7.2 Decisions of the Joint Consultative Forum shall be reported to the Corporate Services Committee to consider whatever action is required. Page 14
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Citizen, Culture and Facilities Corporate Services Committee 6 November 2024 Subject:Citizen, Culture and Facilities Delivery Plan 2024/25 – Mid-year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the Citizen, Culture and Facilities Delivery Plan 2024/25. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The Citizen, Culture and Facilities Delivery Plan 2024/25 was presented to Corporate Services Committee on 22 May 2024 with a commitment to report mid-year progress and year-end progress in November 2024 and May 2025 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s 35 actions is summarised below: Progress No. (%) Completed 0 (0%) In progress and on track 34 (97%) Delayed 1 (3%) 4.3 There are no overdue or cancelled actions at mid-year. 4.4 The delayed action relates to the following; Review and redesign of the Communities team service delivery: This action has been impacted due to reduced capacity within the team. ITEM 8 Page 15
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4.5 Eighteen of the 20 PIs are monitored quarterly. Quarter 2 data is available for 14 of the 18 PIs. Performance is summarised below, based on all data available at this time. Performance Against Target Q1 Q2 Target significantly missed 4 5 Target narrowly missed 5 1 Target met or exceeded 9 8 Total No. of PIs for which data is available 18 14 4.6 Significantly missed targets relate to the following PIs: % Satisfaction with museums & galleries: whilst target for Q1 was met, Q2 target was significantly missed, based on the data it’s unlikely the year-end target will be met % of telephone calls answered within 5 minutes by Repairs Contact Centre as a proportion of all calls answered: whilst target for Q1 was exceeded, Q2 target was significantly missed and therefore it’s unlikely the year-end target will be met. % of telephone calls answered within 3 minutes by Contact Centre as a proportion of all calls answered: whilst target for Q1 marginally missed, Q2 target was significantly missed and therefore it’s unlikely the year-end target will be met Residents satisfaction with Council services overall: target for both Q1 and Q2 significantly missed, whilst there is an upward short trend, it’s unlikely the year-end target will be met. % of stage 1 complaints responded to within 5 working days: Q1 target significantly missed, with a downward trend. As Q2 data is not yet available there is not enough data to anticipate year-end outcome. % of stage 2 complaints responded to within 20 working days: Q1 target significantly missed, with a downward trend. As Q2 data is not yet available there is not enough data to anticipate year-end outcome % of residents who feel the Council communicates well with them: Both Q1 and Q2 target was significantly missed and therefore it’s unlikely the year- end target will be met. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications Page 16
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6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to 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 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: 22 October 2024 _____________________________________________________________ Person to Contact: Karen Connelly Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: Citizen, Culture and Facilities Delivery Plan 2024/25 - Mid-year Progress Background Papers: Citizen, Culture and Facilities Delivery Plan 2024/25 - Corporate Services Committee, 22 May 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 17
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1 Appendix1: CCF Delivery Plan 2024/25 – Mid-year Progress 1. Our Communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Notes Owner Number of adults and young people participating in engagement activity through Community Development activity 205 150 New Pi for 24/25 166 150 Performance exceeded target. Engagement activity included; Community Surgeries, Community Transport engagement and summer activities. Elaine Troup Action Status Progress Due Date Note Owner Support community planning partners to develop and deliver two CP events to support increased participation 31-Mar-2025 Action progressing as planned, the first community event on child poverty was undertaken earlier this year with community partners. Discussion to define the focus of a second event will take place at CPWD's November 24 meeting. Elaine Troup Risk Description Current Assessment Target Assessment Date Reviewed Note 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. 02-Aug-2024 This risk level remains unchanged. The work to engage with residents, communities and partners is on-going and continues to be a key focus for the Communities Team. Work continues to build on our partnership working to deliver effective Youth Learning and Community Development services. Elaine Troup Page 19
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2 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner No change to risk matrix. Objective 2. Our residents health and wellbeing remains a priority Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Notes Owner % of pupil medical dietary requests met 100% 100% 100% 100% Target met. Sharon Jump % of pupils who take up free school meals ( P1-7 ) 86% 75% 75% 75% Target met. Sharon Jump Action Status Progress Due Date Note Owner Increase the number of locations offering access to free period products 31-Mar-2025 Action progressing as planned. Additional locations in community owned premises have been identified, promotion will continue within communities to ensure availability of products in areas of most need. Going forward Facilities Management will ensure stocks are maintained in community locations. Elaine Troup Review the outputs from Good Food Nation Consultation process. 31-Mar-2025 Action progressing as planned. The Good Food Nation requirements will apply across a number of services in the Council. Further detail awaited from Scottish Government following completion of review of full consultation responses. Sharon Jump Objective 3. Our residents are supported to increase life and learning skills Page 20
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3 Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Notes Owner Total number of library issues (Physical and e- Issues) 63,353 52,500 67,312 52,500 Target exceeded. Strong Q1 performance with total issues comparable with Q1 2023/24 and an increase of over 9,800 compared with Q4 2023/24. Further increase in visits in Q2. Emma Eremin Total number of library visits (physical and virtual) 113,684 90,000 72,149 60,000 Performance continues to exceed target. Q1 data showing increase of total visitor numbers from Q1 previous year and increase of 5,811 from Q4 2023/24. Q2 data available from mid-October. Emma Eremin % Residents satisfied with Libraries 81% 90% 83% 90% Target marginally missed, announcements to changes in library services has impacted on satisfaction. Emma Eremin Total number of visits to museums and heritage centres (virtual & in person) 29,391 26,628 30,750 26,628 Performance exceeded target in both quarters. We are continuing to see an increase in visitor numbers. Trish Robins % Satisfaction with museums & galleries 88% 88% 71% 88% Q1 target met. Q2 significantly missed target. Further analysis to identify areas of improvement are underway. Progress of Glencairn, Clydebank Heritage hub and conversion of Dumbarton library should support improved satisfaction. Trish Robins Action Status Progress Due Date Note Owner Progress funding application to support heritage activity programme for Glencairn House including supporting the progress of the opening) 31-Mar-2025 Action progressing. Support is being provided as required to progress the opening of Glencairn house. The design approach has been agreed. The suite of signage is in development. Exhibition design and content for the museum spaces is complete. Trish Robins Progress storage review and planning for future decant of WDC collections to Strathleven 31-Mar-2025 Action progressing as planned. Market and supplier research completed. Draft quotations gained to plan for the decant from Trish Robins Page 21
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4 Action Status Progress Due Date Note Owner Poplar Rd to Strathleven Place in 2025. Progressing planning of timescales and associated costs. The next stage will be to obtain quotations from specialist museum removal and storage companies. Support progress of plan for opening of Clydebank Heritage Hub 31-Mar-2025 Action progressing as planned. Return of Local History & Archive collections back to Clydebank has been completed. The enabling works are currently underway and progressing well. The next stage will be the museum fit out on site. Funding application has been submitted to Museums Galleries Scotland for a museums development grant to support programme activity in the arts and heritage activity on site on the opening of the new space. Trish Robins Support progress of new collections management software.( MODES) 31-Mar-2025 Action progressing as planned. The transition of data and information to the new collections management system (MODES) is underway and expected to be completed by the end of October. The next phase will be training for the team in the use of MODES, followed by work to progress the front end build of the platform for public use and access. Trish Robins Continue to delivery youth learning and community based learning and participation opportunities. 31-Mar-2025 Action is progressing as planned. Draft year 1 Actions have been identified and these will be discussed further with partners at The Youth Alliance and Community Development Alliance (Empowered DIG). Ownership and reporting on actions will be shared across the partnerships, going forward. Elaine Troup Implement and embed a new delivery model for co- located libraries 31-Mar-2025 Action progressing as planned. Dalmuir has co-located to Dalmuir CE Centre, Balloch Library has been co-located to Balloch Campus. Parkhall Library is due to relocate to Clydebank High School by end October 2024. Co-located branches will be embedded into the library network and staffing model is in place. Emma Eremin Create a strategy document for West Dunbartonshire Libraries 31-Mar-2025 Action progressing as planned. Service plan for 2024-25 has been linked to relevant frameworks and strategies. Other library authority strategies have been reviewed for reference. Outline strategy will be progressed by the end of 2024. Emma Eremin Migrate the Libraries Management System (LMS) to a new software supplier 31-Mar-2025 Action progressing as planned. Procurement of the new Library Management System has completed. All data has been migrated and mapped from the old to new system. All staff will receive training on the new system in October/November. A test system is in operation until go-live in November when the contract with the previous LMS supplier terminates. Emma Eremin Page 22
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5 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Workforce Planning: Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2025 Action progressing as planned. Of the workforce planning sub actions agreed within each service area, progress includes; We continue to embed full team meetings across the contact centre. Facilities management has undertaken a staff survey with the responses being reviewed. A more consistent approach to engagement Is being introduced including increased presence of team leaders across the FM service. Amanda Graham Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2025 Action progressing as planned. Of the workforce planning sub actions agreed within each service area, progress includes; Working groups in place to consider progress of next phase of Facilities Management service review with a view to improving recruitment and retention. Amanda Graham Workforce Planning: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2025 Action progressing as planned. Of the workforce planning sub actions agreed within each service area, progress includes; Staff engagement has been undertaken on the colocation of libraries. Employee impact has been minimised by retaining level of staffing in each affected branch and working collaboratively on any issues. A Library Strategy is in progress any workforce implications have so far been identified from the service plan 2024 -25. Health Literacy training has been identified as required and will be delivered by NHS Public Health in 2025. Digital skills also require some upskilling to widen digital access offer in all libraries. Work has started within Facilities Management on developing a suitable operating model for Faifley Campus. Amanda Graham Workforce Planning: Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2025 Action progressing as planned. Of the workforce planning sub actions agreed within each service area, progress includes; Upskilling and new processes are being progressed to support the introduction of a new customer hub system for customer services. Following additional training, HR practices and policies are embedded across the Facilities Management service and training sessions including on stock control have been completed. Amanda Graham Page 23
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6 Objective 11. Our Council is adaptable and focused on delivering best value for our residents Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Notes Owner Percentage of complaints received by the Council that are resolved/ closed at Stage 1 78% 90% 90% Q1 target marginally missed. Overall 178 complaints were received in Q1. Of these 155 were handled at Stage 1 which represents an increase of 10% on Q4 2023/24. In Q1 139 stage 1 complaints were closed or resolved at this stage. The remaining 21 open complaints will be closed and reported within the appropriate quarter. Increased workload and complexity has meant more complaints being escalated from Stage 1. Q2 data available in November. Stephen Daly Percentage of complaints received by the Council that are resolved at Stage 2 7% 10% 10% Q1 target met. Overall 178 complaints received in Q1. Of these 23 were handled at Stage 2. Of the stage 2 complaints received 13 were resolved in Q1. The remaining 10 open complaints will be closed and reported within the appropriate quarter. Q2 data available in November. Stephen Daly % of telephone calls answered within 5 minutes by Repairs Contact Centre as a proportion of all calls answered. 93% 90% 76% 90% Q1 target met. Over 10,682 calls were received with 9,915 being answered within 5 minutes and a further 595 answered after 5 minutes. Q2 target significantly missed. Over 9,560 calls were received with 7,280 answered Stephen Daly Page 24
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7 Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Notes Owner within 5 minutes and a further 1,692 answered after 5 minutes. An increase in number of calls for updates to repairs has increased the call handle time. We will continue to work with Building Services to improve performance. % of telephone calls answered within 3 minutes by Contact Centre as a proportion of all calls answered. 88% 90% 74% 90% Q1 target marginally missed. More than 6,510 calls received with 5,741 calls answered within 3 minutes. A further 659 were answered after 3 minutes. Q2 target significantly missed. More than 8,017 calls received with 5,902 answered within 3 minutes. A further 1,789 were answered after 3 minutes. Reduced resourcing and introduction of Garden Waste Permit contributed to reduced performance. Stephen Daly Residents satisfaction with Council services overall 67% 85% 71% 85% Target significantly missed for both quarters, with marginal improvement in Q2. Recent changes across a number of Council services due to budget reductions have impacted on the satisfaction rate. Amanda Graham Action Status Progress Due Date Note Owner Implement complaints management process enhancements – next phase 31-Mar-2025 Action progressing as planned. Testing of the new complaints management system which has been developed by the web team is completed. System now live and will be monitored until fully embedded. Stephen Daly Explore telephony self-serve options 31-Mar-2025 Action progressing as planned. Discussed with ICT aspirations for call waiting technology and voice recording. Consideration will be Stephen Daly Page 25
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8 Action Status Progress Due Date Note Owner given as to how this could integrate with the current telephony infrastructure. Roll out child friendly complaint procedure. 31-Mar-2025 Action progressing as planned. We have implemented the best practice guidance which Councils have been provided with by the Scottish Public Service Ombudsman (SPSO). This has been integrated into our guidance and our system have been updated to account for this new procedure. Stephen Daly Progress Community Facilities Plan 31-Mar-2025 Action progressing as planned. Only one of the identified community facilities remains outstanding and discussions are underway with a community organisation. Amanda Graham Progress commercialisation and income generation opportunities 31-Mar-2025 Action progressing. Work continues with assets taking lead on commercial lease of properties and expressions of interest received. A billboard site has also been successfully marketed. Work has been impacted by reduced capacity as a result of absence. Amanda Graham Review and redesign of the Communities team service delivery 31-Mar-2025 Action progress has been impacted due to reduced capacity within the team. Elaine Troup Review operating model of Facilities Management service – Next Phase 31-Mar-2025 Action progressing as planned. Staff survey undertaken, with just below 30% response rate, feedback being reviewed to develop improvement actions as required. Back to work sessions undertaken across all teams and well attended. Sharon Jump Review menu and food purchase to minimise waste and reduce costs 31-Mar-2025 Action progressing as planned. New three weekly menu in place. Review of products and pricing complete. High schools are all purchasing the same products and costing and pricing is aligned and in line with procurement process. Both will support reduction of wastage and costs. Sharon Jump Review library materials and staffing 31-Mar-2025 Action progressing as planned. Library materials have been reviewed and we will continue to evaluate usage of online and physical materials. A library stock policy has been drafted and the book budget has been allocated. Emma Eremin Page 26
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9 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. 03-Oct-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. 03-Oct-2024 Work continues to engage with services and improve response times and learning outcomes. Action plan agreed with Internal audit to address challenges with the compliance of complaint management is complete. No change to risk matrix. Stephen Daly Objective 12. Our residents are engaged and empowered Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Notes Owner % of stage 1 complaints responded to within 5 working days. 58% 100% 100% Q1 target significantly missed. Overall 139 complaints were handled at stage 1. Of these 80 were responded within 5 working days. Delays were due to increased workload and delays in responses from services. Q2 data available late October. Stephen Daly % of stage 2 complaints responded to within 20 working days. 31% 100% 100% Q1 target significantly missed. Overall 13 complaints were handled at Stage 2. Of these 4 were responded to within 20 working days. Delays in responses are due to the complexity of matters raised and also delays in responses being Stephen Daly Page 27
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10 Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Notes Owner received from services. Q2 data available in November. No. of transactions undertaken online 14,961 15,500 20,442 15,000 Q1 target marginally missed with increase in Q2 performance which exceeded target. Stephen Daly Percentage of residents who are satisfied with the Council website 79% 85% 88% 85% Q1 target marginally missed, with improvement in Q2 which exceeded target. Stephen Daly % of residents who feel the Council communicates well with them 59% 75% 46% 75% Target significantly missed for Q1 & Q2 with performance continuing on a downward trend. This feedback reflects on how well individual services communicate and interact with residents when they make contact. Proactive communication continues to be a key priority with a range of channels utilised to keep residents informed of the work of the Council, policy changes and information about the area. As well as digital measures like social media and the Council website, the Council uses print media, quarterly Housing News editions and printed marketing materials where appropriate to ensure the widest range of residents can access information easily Lauren Crooks Action Status Progress Due Date Note Owner Progress upgrade online content management system – next phase 31-Mar-2025 Action progressing as planned. Contract in place, preparatory work started for the external site, next steps will include work on the internal site. Upgrades are scheduled to start in Q3 of this financial year. Stephen Daly Page 28
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11 Action Status Progress Due Date Note Owner Progress security reviews of websites 31-Mar-2025 Action progressing as planned. All immediate fixes required to the website have been installed. We have also completed additional high and medium level security fixes recommended by 3rd party developers and from security reviews. Stephen Daly Review accessibility of the website and intranet. 31-Mar-2025 Action progressing as planned. Progress is being made on the websites; internet and intranet accessibility issues. This is continually monitored as regulations change and editors add content. The internet review is complete and we are about to start looking to improve the intranet site now. Further review will be done when the new regulations come out in October 2024. Stephen Daly Develop Strategic Communications Strategy 31-Mar-2025 Action progressing as planned. Final draft of the Strategy is complete and will be issued by end of calendar year. Lauren Crooks Develop a communication plan to support budget savings initiatives 31-Mar-2025 Action progressing as planned. Plan prepared, communication will take place in November/December and throughout January - March. Lauren Crooks Deliver the UK Shared Prosperity Funded projects 31-Mar-2025 Action progressing as planned. Community partners are progressing projects in their local area. Work on end of project evaluation and reporting will begin in January 25. Elaine Troup Develop an approach for the future provision of community budgeting 31-Mar-2025 Action progressing as planned. Community Budgeting will launch in October 24 with the theme of community based food provision. The available budget will be augmented by UK Shared Prosperity Fund (UKSPF). Elaine Troup Continue to Develop an approach to food insecurity 31-Mar-2025 The action is progressing as planned. Uptake of the available funding has been slow. Changes have been made to the approach and additional promotion work is underway. Elaine Troup Progress plans to strengthen approach to strategic engagement 31-Mar-2025 Action progressing as planned. To further strengthen our approach to strategic engagement, the 2025/26 Budget Conversation engaged with community organisations representing a wide range of the community. We have also reviewed participation across a range of engagement events to identify under-represented groups and taken steps to increase participation from these groups so engagement is as representative as possible and all communities feel valued. We also plan to pilot a young person’s citizens panel and increase our engagement opportunities with BSL users Nicola Docherty Reflect legislative changes from Scottish Gov in WDC equalities framework, process and procedures 31-Mar-2025 Action progressing as planned and expected to be completed by year end. The Equality and Diversity Working Group has been updated on revisions to the Public Sector Equality Duty. We await further guidance from the Scottish Government on confirmed content; this has been delayed and anticipated around November 2024. Preparatory work for the Equality Outcome Monitoring and Nicola Docherty Page 29
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12 Action Status Progress Due Date Note Owner mainstreaming report 2025-29 is underway identifying key considerations for West Dunbartonshire. Develop WDC British Sign Language plan 2024-30 31-Mar-2025 Action progressing as planned and anticipated to be completed by year end. In conjunction with BSL users, the statutory BSL plan 2024-30 identifying key outcome areas for West Dunbartonshire has been developed and published in English and BSL. A BSL action plan will guide this and be updated on a yearly basis. In the second half of the year we will work to progress these actions to improve outcomes for BSL users and continue engagement work with BSL users. Nicola Docherty 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. 25-Sep-2024 The community empowerment agenda is being progressed. We are working with CPWD Management Board to increase opportunities for communities to participate in community planning events. This work will run in parallel with the wider community development approach to build individual and community resilience and participation. 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. 25-Sep-2024 Delivering the Council's community empowerment agenda remains a priority. Delivery of community capacity building / community development work continues and benefits from external funding to deliver specific projects. No change to risk matrix. Elaine Troup 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. 13-Sep-2024 A number of processes and strategies are in place to ensure internal and external communication is effective and protects the Council's reputation. No change to risk matrix. Lauren Crooks Page 30
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13 Action Status 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 Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 31
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – People and Technology Corporate Services Committee: 6 November 2024 Subject:People and Technology Delivery Plan 2024/25 – Mid-year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the People and Technology Delivery Plan 2024/25. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The People and Technology Delivery Plan 2024/25 was presented to Corporate Services Committee on 22 May 2024 with a commitment to report mid-year progress and year-end progress in November 2024 and May 2025 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s 22 actions is summarised below: Progress No. (%) Completed 3 (14%) In progress and on track 19 (86%) 4.3 There are no delayed, overdue or cancelled actions at mid-year. 4.4 Two of the 9 PIs are monitored quarterly. Performance is summarised below, based on all data available at this time. Performance Against Target Q1 Q2 Target significantly missed 1 0 ITEM 9 Page 33
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Target narrowly missed 0 0 Target met or exceeded 1 2 Total No. of PIs for which data is available 2 2 4.5 Significantly missed targets relate to the following PI: % employee attendance improvement rate (teachers & local govt.): Whilst Q1 performance significantly missed target, Q2 exceeded target. Based on the data it is unlikely the year-end target will be met. 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. Chief Officer: Victoria Rogers Service Area: People and Technology Date: 9 October 2024 _____________________________________________________________ Person to Contact: Karen Connelly Performance & Strategy Business Partner Page 34
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karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: People and Technology Delivery Plan 2024/25 - Mid-year Progress Background Papers: People and Technology Delivery Plan 2024/25 - Corporate Services Committee, 22 May 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 35
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1 Appendix 1: People and Technology Delivery Plan 2024/25 - Mid Year Progress 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Notes Owner Percentage of ICT helpdesk incidents fixed with half day of being logged. 75% 65% 77.9% 65% Performance exceeded target. Total Number of Incidents: Opened 3918. This is a decrease of 990 Incidents from Q1, due to implementation of new technologies and removal of Citrix. Incidents closed and resolved in under 3 hrs 35 mins was 3683. James Gallacher % employee attendance improvement rate (teachers & local govt.) -15% 1% 10.6% 1% Whilst Q1 missed target, Q2 exceeded target. Across the Council workforce attendance has improved by 10.6% when compared to Q1. Whilst this can partly be attributed to lower levels of absence during the summer months when employees are typically on leave, it is encouraging and will continue to be closely monitored into Q3. Alison McBride Page 37
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2 Action Status Progress Due Date Note Owner Progress assurance and test plan for Service Plans 31-Mar-2025 Action progressing as planned with Emergency Plans having been reviewed, issued for consultation, updated and now live. 4 plans remain outstanding. Civil contingencies facilitated training for both Council and HSCP Council Incident Officers (CIOs) and Support Centre Managers (CSMs). Scott McFarlane Progress and manage the Council`s & HSCPs Business Continuity Process 31-Mar-2025 Action progressing as planned. Business Continuity Plans (BCPs) being updated from 2023, and will require an annual review (rolling programme). Scott McFarlane Develop a framework for the Council’s Power Resilience arrangements 31-Mar-2025 Action progressing as planned. The Essential Services Power Resilience document and Assurance Checklists were updated by the Strategic Resilience Group (SRG) this includes Council and HSCP Strategic Leads. A Power Resilience Workshop was facilitated by Civil Contingency Officer (CCO) and Chief Officer, People & Technology in April. An Action list will support work towards reducing the impact of a National Power Outage or a Significant Cyber Attack. Once all actions are completed, a “real time” exercise will be arranged. Scott McFarlane Further secure the Council’s Technology Infrastructure 31-Mar-2025 Action progressing as planned, ongoing review, investigation and testing to inform enhanced security and protection. James Gallacher Deliver fit for purpose Bandwidth capacity to all Council locations 31-Mar-2025 Action progressing as planned. 5 sites have now migrated to the new SWAN2 network with schools reporting immediate improvements. 28 sites will be completed by Dec 24 and 82 in total by summer of 2025. James Gallacher Enable an improved digital workplace experience for council employees 31-Mar-2025 Action progressing as planned. Technology improvements continue to progress well and are enhancing the digital workplace experience for employees. This is due to improvements such as a new remote access solution and decommission of legacy technology resulting in 900 fewer ICT incidents being reported in Q2. James Gallacher Review and implement MS SharePoint and One Drive 31-Mar-2025 Action progressing as planned. SharePoint and One Drive is now live for Health & Safety with ICT to migrate during October 24. James Gallacher Coordinate ICT device replacement programme. 31-Mar-2025 Action progressing as planned. Device replacements are progressing well across corporate and education estate with a low volume of devices remaining to be replaced from 24/25 budget. James Gallacher Enhance/ expand digital skills champion roles 31-Mar-2025 Action progressing as planned. Digital Champions (DigiChamps) receive periodic newsletters to share with their services, and advance notification of all the Digital Themes activities. DigiChamp Alison McBride Page 38
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3 Action Status Progress Due Date Note Owner role in supporting rollout of Microsoft 365 will continue to be developed as pilot evolves. Develop a plan to further mainstream digital transformation across the Council 31-Mar-2025 Action progressing as planned. Digital themes have been designed and introduced focussing on Putting People First using Intranet based trickle learning tools for all staff. The third theme - Maximising Technology is being delivered and will complete before the end of November. Support for pilot project for roll-out of Microsoft 365 collaboration tools (MS Teams, SharePoint, OneDrive) is underway and will be completed before end of 2024. Alison McBride Workforce Planning: Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2025 Action progressing as planned. Of the workforce planning sub actions agreed within each service area progress includes; Knowledge sharing and development is taking place across the service. Focused resource on Voluntary Severance/ Voluntary Early Retirement (VS/VER) and savings exercise, Staff Working in Transition and Change (SWITCH) and equalities. A number of employee benefit initiatives have been launched including a new Cycle to Work scheme, counselling and My Money Matters financial advice. Further developments in the workforce planning console to support the management of intermittent absence and stress risk assessment process. Trickle use continues to be promoted for engagement and there has been a realignment of the employee recognition awards with the Council’s ACHIEVE values and this will launch in November 2024. The ICT customer satisfaction survey was issued in early October 24 and will aid improvements. Victoria Rogers Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2025 Action progressing as planned. Of the workforce planning sub actions agreed within each service area, progress includes; A review of the succession planning guidance is underway and is expected to be rolled out in phases with Phase 1 concentrating on Chief Office and senior management levels by the end of this year. Development of career pathway roles and talent pools and considering different Social Media platforms to reach a wider audience and diversify the workforce. Victoria Rogers Page 39
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4 Action Status Progress Due Date Note Owner The HR Graduate post development into a temp HR Adviser post with buddying and mentoring taking place across the teams to ensure resilience. Year 2 of the recruitment work plan (onboarding) has commenced with user research for new employees and recruiting managers. Workforce Planning: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2025 Action progressing as planned. Of the workforce planning sub actions agreed within each service area, progress includes; Review of structures, roles and requirements in line with SOM compliance and phases. Job evaluation revised policy and processes now embedding, strengthening the Council’s position on equal pay and considerations around role design. Development of the workforce planning console in terms of trends and red flags around employee data. Management information sessions on use of the console by Strategic HR has led to around a 250% increase on average console use. Review of Data Management provision during Sharepoint implementation. Victoria Rogers Workforce Planning: Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2025 Action progressing as planned. Of the workforce planning sub actions agreed within each service area, progress includes; Digital themes to support pilot project roll-out of M365 collaboration tools (MS Teams, SharePoint, OneDrive) are underway. Various development initiatives focused on new technologies, M365 and Remote Access, and Cyber. We continue to progress job evaluation/analysis, management development and leadership training. Victoria Rogers Page 40
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5 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 25-Sep-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 02-Aug-2024 Corporate H&S are actively reviewing and optimising key service areas, including Safety Management Standards and training. Changes are underway to the H&S / Insurance management system to improve efficiency and reduce turnaround times for enhancements to the system. Work is also being carried out to refine and simplify the health surveillance process in collaboration with OH and line managers. Recent activities include management workplace inspections, noise monitoring, H&S auditing, a review of the Corporate Warning Marker System and significant work on the management of Hand Arm Vibration Syndrome (HAVS). Fire safety management includes, the fire risk assessment programme, fire safety training and support to services to ensure compliance with regulatory requirements. No change to risk matrix 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. 02-Aug-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. A robust package of wellbeing resources continue to be available, absence levels are closely monitored, with personal stress and minor ailments absences prevalent. Alison McBride Page 41
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6 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner 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 approach has been refreshed with a matrix cascade planned across the organisation to support 365 Share point rollout utilising digital leads and champions. To further support this the digital transformation board has been restructured to focus more on innovation and with a view to achieving more pragmatic outcomes such as understanding service skills gaps, better use of data and dashboards and more use of digital tools to improve processes. Services are currently working on structures and service delivery whilst considering the difficult financial funding position and the impact of this will be closely supported and monitored. No change to risk matrix 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. 02-Aug-2024 Cyber strategy, policies and technologies are continually being improved, reviewed and monitored; ICT continues to follow NCSC guidance where applicable. A new Cyber Security team and lead is now in place with the focus on promoting employee awareness to cyber risk from both a professional and personal perspective. This is including development of a dedicated security intranet page to provide guidance and advice to employees. Recent focus has strengthened email mail security with posture scoring improvements. Progress continues to further improve our M365 security posture in addition to a review of our disaster recovery planning and incident management procedures. James Gallacher Page 42
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7 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Incident response readiness, security gap analysis and M365 security review has been completed by our 3rd party security partner. Results are currently being reviewed with the aim to agree an improvement action plan. Cyber Incidents response plans have been updated and will be completed during October 24. ICT are also planning to simulate a Cyber- attack with assistance from Scottish Government Digital Office. Enhanced online email security training is in progress with continuous phishing campaigns to raise employee awareness. There is a continual review of the process to apply security updates, patches, and software deployments. Recent improvements and investment have been implemented to automate the update processes where possible. Geo-blocking to GB remains in place and the geo-political situation continues to be monitored. We have now implemented additional 365 security policies to align with these security restrictions. This will be further extended to our new remote access solution. No change to risk matrix Objective 11. Our Council is adaptable and focused on delivering best value for our residents Action Status Progress Due Date Note Owner Undertake annual Payroll Audit 12-Jan-2025 Action progressing as planned. Audit has been issued to all Chief Officers and HSCP Heads of Service for completion by 8th November 2024. Arun Menon Page 43
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8 Action Status Progress Due Date Note Owner Implement statutory Payroll changes 31-May-2024 Action complete. All statutory changes such as Tax and NI have been implemented for 2024/25. Arun Menon Implement revised team structure and service provision 30-Sep-2024 Action complete. This was achieved through removal of tasks which have been actioned and communicated. Arun Menon Review and update Fit For Future approach 31-Mar-2025 Action complete. Following review, the approach this year will concentrating on digital champions, skills and improvements alongside supporting SharePoint rollout which will ensure services are efficient and that we make the best use of our resources. Alison McBride Continue to embed sound H&S practice 31-Mar-2025 Action progressing as planned. Corporate H&S are continuing to meet targets set out in the Operational Plan. Alison McBride Implement improvements in recruitment life cycle processes 31-Mar-2025 Action progressing. Review of project plan has taken place and prioritised actions to progress over 2024/25. Progress has been made in reviewing succession planning guidance for future talent resources. Progress has been limited due to limited resources and conflicting priorities. Alison McBride Maintain and monitor employee wellbeing, engagement and workforce planning 31-Mar-2025 Action progressing as planned. Employee awards have now been refreshed in line with the Achieve values framework and launch is planned. The first ceremony will take place in May 2025. The intranet page is currently being updated to prepare for the launch and Senior Management Network session was held to introduce the new employee award framework. Further work is required around the console development and job profiles. Alison McBride Review and enhance employee skills and learning programme 31-Mar-2025 Action progressing as planned. Mandatory training information for teams has now been made available to Managers on the console. Access to the national M365 skills hub has been granted and joining instructions are being developed. The Pilot M365 is underway and additional training resources and opportunities will be available to employees as M365 is rolled out. 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 02-Aug-2024 WDC is continuing to implement several technology transformation projects with a focus on delivering an improved and secure digital workplace experience for council employees. Delivery of a new secure remote access solution is now complete for employees and additional James Gallacher Page 44
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9 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner tasks are ongoing to provide separate access for suppliers and 3rd party users such as NHS employees. Modern Desktop projects are progressing well with end-of-life storefront technology being replaced with improved and consistent local access to the latest desktop applications for users. Laptop devices are now secured and controlled via the Microsoft cloud and are also imaged offsite by our supplier. A project to redesign the process to updates devices with windows updates and security patching is ongoing with the aim to reduce disruption to employees. ICT continue to embrace and research new technologies and maximise our existing investments. MS SharePoint is now live for H&S team with ICT to migrate during October 24. Phase 2 of the project will deploy SharePoint to remaining council services from January 25 onwards. All corporate email mailboxes have now migrated to the cloud with Education being scheduled for completion during October 24. ICT in conjunction with NHS are progressing cross organisation projects with access to WDC Wi-Fi now available in 3 NHS buildings. NHS employees are now accessing NHS Wi-Fi in Church Street with additional file access to follow. New firewall technology has been ordered and installation being planned, this project will increase data capacity throughput at our data centre and provide enhanced security. This new technology will ensure we are secure and allow increased bandwidth speeds to be delivered as part Page 45
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10 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner of our Scottish Wide Area Network project to improve bandwidth at all council sites. No change to Risk matrix. Action Status 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 Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 46
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Regulatory & Regeneration Committee: Corporate Services Committee 6 November 2024 Subject:Regulatory & Regeneration Delivery Plan 2024/25 - Mid-year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the Regulatory & Regeneration Delivery Plan 2024/25. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The Regulatory & Regeneration Delivery Plan 2024/25 was presented to Corporate Services Committee on 22 May 2024 with a commitment to report mid-year progress and year-end progress in November 2024 and May 2025 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s 29 actions is summarised below: Progress No. (%) Completed 3 (10%) In progress and on track 25 (86%) Delayed 1 (3%) 4.3 There are no overdue or cancelled actions at mid-year. 4.4 The delayed action relates to the following, with further details set out in the appendix: Identify premises which sell Vapes to underage children and conduct integrity testing where required. ITEM 10 Page 47
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4.5 Five of the Plan’s 23 PIs are monitored quarterly and a further four are monitored half-yearly. Performance is summarised below, based on all data available at this time. Performance Against Target Q1 Q2 H1 Target significantly missed 1 1 0 Target narrowly missed 0 0 0 Target met or exceeded 4 2 1 Value not yet available 0 2 3 Total No. of PIs 5 5 4 4.6 The significantly missed targets relate to the following PIs, with further details set out in the appendix: Percentage of contract award notices published within 30 calendar days from award letter being sent; and Percentage of Council and Committee minutes produced within 3 clear working days of the meeting. 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. 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. Page 48
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Chief Officer: Alan Douglas Service Area: Regulatory & Regeneration Date: 17 October 2024 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Regulatory & Regeneration Delivery Plan 2024/25 - Mid-year Progress Background Papers: Regulatory & Regeneration Delivery Plan 2024/25 - Corporate Services Committee, 22 May 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 49
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1 Appendix 1: Regulatory & Regeneration Delivery Plan 2024/25 - Mid-year Progress 1. Our communities Our residents’ health and wellbeing remains a priority Action Status Progress Due Date Note Owner 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 Progress on this action has been impacted by vacancies within the service, including service manager. This post is now filled and discussions are taking place with the Places for Wellbeing Partnership lead to take forward this action. Michael Mulgrew Undertake proactive weights and measures work in a variety of retail premises, with a specific focus on everyday food and necessities such as heating fuel and petroleum 31-Mar- 2025 Progressing as planned. This work continues, with officers routinely undertaking weights and measures checks in a variety of different premises. UK wide research suggests that local authorities across the UK all reported a rise in 'short weight' transactions for the year 2023/24 which confirms that this work is still of value. Annemarie Clelland Identify premises which sell vapes to underage children and conduct integrity testing where required 31-Mar- 2025 Premises that continue to sell vapes to children have been identified, with one moving out of the area following disrupt techniques including a Tobacco Banning Order, granted in May 2024, repeated visits by Trading Standards Officers to the premises and some joint working with other agencies. However, we continue to have problems recruiting volunteers of the correct age, hence the delay at mid-year. This may also impact the completion of this action at year-end. In addition, Trading Standards staffing levels continues to be an issue with this work. Annemarie Clelland Page 51
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2 2. Our Environment Our resources are used in an environmentally sustainable way Action Status Progress Due Date Note Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2024/25 31-Mar- 2025 Progressing as planned. A detailed delivery plan for 2024/25 has now been added to our performance management system, setting out actions and milestones. Delivery of this plan is monitored on an ongoing basis and formally on a quarterly basis by the Climate Change Action Group. Rachel Moir Develop a Local Heat and Energy Efficiency Strategy and Delivery Plan 31-Mar- 2025 Progressing as planned. Public consultation on the draft strategy closed in June 2024. The strategy, with outline delivery plan, was published at the end of September 2024. Work is ongoing to develop a detailed delivery plan, with publication due March 2025. 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. 26-Sep- 2024 The risk of non-delivery of carbon emissions targets remains moderate. Progress is being made through the delivery of the Climate Change Action Plan, however, pace of delivery has been, and will continue to be, impeded due to a lack of internal resource and additional funding to deliver. Gillian McNamara Page 52
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3 Our neighbourhoods are sustainable and attractive Action Status Progress Due Date Note Owner Promote the next phase of Queens Quay Housing 31-Mar- 2025 Under the terms of the Joint Venture agreement, the owner and agent of Queens Quay are responsible for the commercial discussions on future housing development. The Council meets with the owner and agent regularly to review progress. There is some frustration, and also some valid reasons, for lack of progress but options to accelerate progress are being considered. Alan Douglas; Gillian McNamara 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Note Owner Number of businesses given advice and assistance to start up through Business Gateway 47 45 56 45 Q1 and Q2 targets exceeded and on track to meet year-end target. Gillian Scholes Action Status Progress Due Date Note Owner Implement, monitor and report the progress of the 2024/25 Economic Development Action Plan 31-Mar- 2025 Progressing as planned. The Action Plan, which relates to the Economic Development Strategy 2022-27 and provides the annual direction for the Regeneration and Business Support teams, is progressing as planned. Gillian McNamara Page 53
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4 Action Status Progress Due Date Note Owner Deliver key regeneration sites across West Dunbartonshire 31-Mar- 2025 Progressing as planned. Key regeneration sites across the Council area include the three town centres, and the strategic sites of Queens Quay, Exxon and the Carless site. Milestones relating to the Scottish Marine Technology Park, Exxon Infrastructure Project and our three town centres are progressing as planned and due for completion in the second half of the year. Gillian McNamara Ensure regeneration sites are progressed to enable high quality development to be achieved on the ground 31-Mar- 2025 Progressing as planned. Remains a key service priority. Recruitment under way to vacant Placemaking Co- Ordinator and Development Planning Team Leader posts. Recruitment to also take place to fill vacant Lead Planner Post to support delivery of development. Michael Mulgrew Monitor the development of the key regeneration sites to ensure they comply with the approved consent 31-Mar- 2025 Progressing as planned. Recruitment of vacancies within the planning teams is underway which will support the delivery of the key sites and a monitoring regime to be undertaken. Michael Mulgrew Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar- 2025 Completed. Artizan masterplan planning application was submitted in July. The Long Term Plan and the accompanying 3 Year Investment Plan have been mostly completed and reviewed by the Town Board. Some final edits remain before the plans are submitted to the UK Government in October/November. Magda Swider Develop and implement business support interventions through the UK Shared Prosperity Fund 31-Mar- 2025 Progressing as planned. UK Shared Prosperity Fund interventions have been developed and widely promoted through the Council website, social media, partner organisations and directly to eligible businesses. The Business Support team are continuing to promote the grant support and appraise applications. Gillian Scholes Page 54
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5 Action Status Progress Due Date Note Owner Support town centre revitalisation 31-Mar- 2025 Progressing as planned with projects on track. Magda Swider 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. 20-Sep- 2024 Risk remains unchanged. Focus continues on landowner agreeing a housing proposal with the developer. Delivery embedded into planning workstreams to promote development at site. Gillian McNamara; Michael Mulgrew 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. 20-Sep- 2024 Risk remains unchanged. Individual projects continue to progress, reducing the likelihood of undesirable outcomes. Embedded into planning workstreams to ensure sufficient resource to support delivery of projects within required timescales. Michael McDougall; Gillian McNamara; Michael Mulgrew Page 55
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6 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 Workforce Planning: 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 Progressing as planned across services. Alan Douglas Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2025 Progressing as planned across services. Alan Douglas Workforce Planning: Implement service review process including role design, use of new technology, and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar- 2025 Progressing as planned across services. Alan Douglas Workforce Planning: Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2025 Progressing as planned across services. Alan Douglas Page 56
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7 Our Council is adaptable and focused on delivering best value for our residents Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Note Owner Percentage of contract award notices published within 30 calendar days from award letter being sent 57.1% 100% 100% In Q1, four of seven contract award notices were published within the target time period, with the remaining three missing the deadline due to factors out with the Council’s control. These included delays in returning contract documentation to the Council and an extended standstill period (i.e. time for suppliers to request further feedback or any concerns around the evaluation process). Q2 data available mid- November. Laura Adams; Angus Cameron Percentage of building warrant applications responded to within 20 working days 97% 95% 95% Q1 target met. Agency staff helped maintain good performance in Q1, although expecting a dip in Q2 due to staff absences. Q2 data available early November. Service currently relies on agency support due to hard to fill vacancies. Judi Ferguson Page 57
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8 H1 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Note Owner Cash savings achieved from procurement activity £1,253,645 £400,000 (year-end target) Target exceeded. Cash savings from procurement activity in the first half of 2024/25 exceeded the annual target due to a large contract being put in place for the Provision of Multi-Function Devices and results from other tender activities. Laura Adams; Angus Cameron Planning applications (major developments) - average number of weeks to decision 16 Data for the first half of the year available November. Michael Mulgrew Planning applications (householder) - average number of weeks to decision 8 Data for the first half of the year available November. Michael Mulgrew Planning applications (local development, excluding householder) - average number of weeks to decision 12 Data for the first half of the year available November. Michael Mulgrew Action Status Progress Due Date Note Owner Monitor and review the impact of budget savings 31-Mar- 2025 Progressing as planned. The impact of budget savings on services continues to be monitored on an on-going basis. Alan Douglas Page 58
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9 Action Status Progress Due Date Note Owner Provide legal services to the Council and West Dunbartonshire Energy Limited Liability Partnership (LLP) in relation to heat supply agreements and network supply contracts 31-Mar- 2025 Progressing as planned. Legal services are providing advice to the Council and West Dunbartonshire LLP in relation to connecting a new client to the network. Michael McDougall Continue to provide high quality and timely legal support across all Council services 31-Mar- 2025 Progressing as planned. Support has been provided to all Council services as well as the Health & Social Care Partnership and the Leisure Trust in relation to a number of matters that contribute towards the Council's strategic priorities as well as protecting the Council's interests in a range of matters. For example: facilitating the progress of the regeneration project at ExxonMobil site in Bowling completing the sale of the Playdrome site in Clydebank and advising on a complex and novel agreement with Glasgow City Council in relation to co-operation towards net zero. Michael McDougall Continue to develop the 20-minute mapping tool for use at both local and regional levels 31-Mar- 2025 Progressing as planned. Previously vacant Geographic Information System Officer post has now been filled and recruitment underway to vacant Placemaking Co- Ordinator and Development Planning posts. Once posts are filled, the three posts will work together to continue the development of this tool. Michael Mulgrew Page 59
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10 Action Status Progress Due Date Note Owner Develop the Connecting the Antonine Wall project – Phase 2 31-Mar- 2025 Progressing as planned. Various workstreams completed including a community map and storytelling case study project. Funding application being prepared to the National Heritage Lottery Fund to support programmes to engage, empower and build capacity with communities, improve wellbeing and improve access to the wall. Phase 2 has been renamed from Reimagining the Antonine Wall to better reflect the project that is now being developed. Michael Mulgrew Prepare a robust evidence report for submission for Gatecheck to Scottish Government Planning and Environmental Appeals Division 31-Mar- 2025 Progressing as planned. This action is currently on track and public consultation was completed at the end of September. Michael Mulgrew Promote and support communities in the preparation of Local Place Plans 31-Mar- 2025 Progressing as planned. Funding is in place and available to communities and a Local Place Plan "Easy Read" guide has been produced in partnership with Planning Aid Scotland. Level of financial support is under review to encourage further uptake (from within existing resources). Michael Mulgrew Develop a plan to ensure compliance with the Building Standards Service is implemented 31-Mar- 2025 Progressing as planned. Work program is under way and tied to a national review of Building Standards Operating and Performance Frameworks. Michael Mulgrew Provide procurement advice, guidance and support on non- complex procurement for low contractual risk projects 31-Mar- 2025 Progressing as planned with support provided to service areas as and when required. Laura Adams; Angus Cameron Page 60
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11 Action Status Progress Due Date Note Owner Continue to implement the key deliverables from the Procurement Improvement Plan 31-Mar- 2025 Progressing as planned. New guidance for services has been produced and agreed in relation to direct awards over £50,000. Further milestones are on track for completion in the second half of the year including improvements to on-line guidance and forms and a review of opportunities as part of the contract strategy / tender in relation to the growth of suppliers through the electronic e-invoicing platform. Laura Adams; Angus Cameron 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 18-Sep- 2024 The risk assessment remains unchanged and low due to mitigating actions. Licensing Standards Officers continue to engage in a pro-active programme of inspections. Reactive work is driven by complaints and applications received. They also engage with the Society of Local Authority Lawyers, Licensing Forum and other bodies to assist with horizon scanning to identify emerging issues. Within Trading Standards, low staffing numbers and competing priorities continue to put pressure on the service. However, workloads are prioritised to ensure this is minimised. Our high-risk routine inspections continue, as does our reactive work into complaints and intelligence received but other areas of proactive work prove difficult to complete. Annemarie Clelland; Michael McDougall; John Stevenson Page 61
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12 Risk Description Current Assessment Target Assessment Date Reviewed Note 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 the Council might impact our ability to respond to emergencies. 18-Sep- 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. 18-Sep- 2024 A skills shortage still remains across Environmental Health, Building Standards, and Planning. Embedded into service workstreams to review vacancies and hard to fill posts. Michael Mulgrew; 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. 19-Sep- 2024 There are a number of actions and strategies in place to deliver best value in procurement. However, transferring low complexity procurement to service areas when utilising a framework agreement could increase the risk. The risk assessment therefore remains high. Between now and year-end, further training and guidance for services will mitigate this risk further. Laura Adams; Angus Cameron Page 62
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13 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner 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 19-Sep- 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 Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Note Owner Percentage of Council and Committee minutes produced within 3 clear working days of the meeting 100% 98% 80% 98% While the Q1 target was met, minutes for two out of ten meetings in Q2 were not produced within 3 working days due to annual leave during the summer period. Carol-Ann Burns Percentage of committee agendas published within standing order timescales 100% 99% 100% 99% Both Q1 and Q2 targets met with all committee agendas published within standing order timescales. Carol-Ann Burns Page 63
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14 Action Status Progress Due Date Note Owner Implement the various requirements of the Elections Act 2022 in time for the UK parliamentary Elections in 2024 31-Mar- 2025 Completed. All requirements of the Elections Act 2022 were completed in time for the election. George Hawthorn Organise and implement the UK General Election for the new West Dunbartonshire Constituency 31-Mar- 2025 Completed. Election organised and implemented successfully. George Hawthorn Action Status Delayed In Progress and on track Completed PI Status Target significantly missed Target met or exceeded Risk Status Warning OK Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 64
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Committee: Corporate Services Committee 6 November 2024 Subject:Resources Delivery Plan 2024/25 - Mid-year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the Resources Delivery Plan 2024/25. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The Resources Delivery Plan 2024/25 was presented to Corporate Services Committee on 22 May 2024 with a commitment to report mid-year progress and year-end progress in November 2024 and May 2025 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s 18 actions is summarised below: Progress No. (%) Completed 2 (11%) In progress and on track 14 (78%) Overdue 1 (6%) Cancelled 1 (6%) 4.3 The overdue action relates to the following, with further details set out in the appendix: Complete the Internal Audit & Corporate Fraud Plan 2023/24 and report to Audit Committee as part of the Annual Assurance Statement. ITEM 11 Page 65
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4.4 The cancelled action relates to the following, with further details set out in the appendix: Incorporate Earmarked Reserve spend through the Ledger. While preparatory work has been completed, this action will be implemented at a later date once the new Financial Management System is in place. 4.5 Six of the Plan’s 19 PIs are monitored quarterly. Performance is summarised below. Performance Against Target Q1 Q2 Target significantly missed 0 0 Target narrowly missed 2 1 Target met or exceeded 4 5 Total No. of PIs 6 6 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. Page 66
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Chief Officer: Laurence Slavin Service Area: Resources Date: 17 October 2024 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Resources Delivery Plan 2024/25 - Mid-year Progress Background Papers: Resources Delivery Plan 2024/25 - Corporate Services Committee, 22 May 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 67
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1 Appendix 1: Resources Delivery Plan 2024/25 - Mid-year Progress 1. Our Communities Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Progress the redevelopment of Glencairn House 31-Mar- 2025 Progressing as planned. Project currently on programme to be delivered on the contractual completion date. Handover of the refurbished facility will take place April 2025. 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- 2025 Progressing as planned. A number of projects are complete as per programme. The progress of the building upgrades programme is reflected in the performance of the associated PIs including the proportion of operational buildings that are suitable for their current use, the proportion of internal floor area of operational buildings in satisfactory condition, and the percentage of council buildings in which all public areas are suitable for and accessible to people with a disability, all of which met or exceeded targets at year-end 2023/24. We also continue to perform favourably against other local authorities. Michelle Lynn Page 69
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2 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Note Owner Number of invoices paid within 30 calendar days of receipt as a percentage of all invoices paid 91.3% 91% 92.4% 91% Q1 and Q2 targets met. Ryan Chalmers Our partnerships support economic development to deliver increased prosperity for our area Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Note Owner Time for processing applications for new Housing Benefits claims from application receipt date to day claim is decided 22 23 19.8 23 Q1 and Q2 targets met despite the increased contact due to migration to universal credits for customers. 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 4.66 5 5 5 Q1 and Q2 targets met despite the increased contact due to migration to universal credits for customers Ryan Chalmers Page 70
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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 Workforce Planning: 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 Progressing as planned. A temporary structure change is to be implemented in the Finance team which will provide career development opportunities and support the service on a longer-term workforce planning basis. Within Asset Management, we are looking at a growing your own initiative to develop staff. Business Support continue to support staff through a fully flexible approach to working and Internal Audit and Fraud are currently considering their structure to provide for a more structured career pathway. Laurence Slavin Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2025 Progressing as planned. The temporary structure change to be implemented in the Finance team and consideration of the future structure in the Internal Audit and Fraud teams will provide career development and pathway opportunities. The Automation team will continue to engage with services to identify opportunities to automate tasks which will free up resource and provide for greater job satisfaction. Laurence Slavin Workforce Planning: Implement service review process including role design, use of new technology, and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar- 2025 Progressing as planned. The revised Finance and Internal Audit and Fraud structures will add greater resilience and reduce single points of dependency. We continue to work with colleagues in Business Support and Information Technology in relation to opportunities for automation and embracing new technology. Laurence Slavin Page 71
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4 Action Status Progress Due Date Note Owner Workforce Planning: Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2025 Progressing as planned. The revised Finance and Internal Audit and Fraud structures will provide for development opportunities and greater resilience. The Business Support team work closely with the Council’s digital team to explore new ways of working and have also worked with colleagues in Housing to improve efficiencies in debt recovery. Laurence Slavin Our Council is adaptable and focused on delivering best value for our residents Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Note Owner Percentage of income due from council tax received by the end of the year 29.5% 28% 54.5% 53% Q1 and Q2 targets met and meeting arranged with debt partners to review cases of non- payment to continue increase in collection rate. Ryan Chalmers Current tenants' arrears as a percentage of total rent due 11.1% 10.5% 10.4% 10.5% Ambitious target not met in Q1 due to impact of cost of living on tenants. Contact from tenants not in debt has increased as they look for support and those on arrangements are struggling to maintain at the level originally set. Arrangements reviewed Ryan Chalmers Page 72
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5 Q1 2024/25 Q2 2024/25 Performance Indicator Status Value Target Short Trend Long Trend Status Value Target Short Trend Long Trend Note Owner to ensure they are manageable but also cover charges as required. Performance improved in Q2 and target met. Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year 10.1% 9.3% 9.9% 9.3% While ambitious targets weren’t met, performance improved in Q2. Arrears have been impacted due to the cost of living on tenants. Contact from tenants not in debt has increased as they look for support and those on arrangements are struggling to maintain at the level originally set. Arrangements reviewed to ensure they are manageable but also cover charges as required. Ryan Chalmers Page 73
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6 Action Status Progress Due Date Note Owner Review ways of decreasing corporate debt through continued improvements to debt collection processes in relation to sundry, non-domestic rates, Council Tax and rent 31-Mar- 2025 Progressing as planned. Reviewed the process between Housing and Corp Debt, in relation to rent collection and progressing the remaining milestones within action plan to meet completion dates in second half of year. Ryan Chalmers Review ways to improve rent collection rates in conjunction with Housing and W4U 31-Mar- 2025 Progressing as planned. Reviewed processes between Housing and Corp Debt and also between Department for Work & Pensions and Council in relation to Universal Credit and Alternative Payment Arrangements. Remaining milestones in action plan are all on target to meet completion dates. Ryan Chalmers Maximise automation opportunities across the Council 31-Mar- 2025 Progressing as planned. New idea for automation explored and added to the pipeline. Existing builds progress well, albeit some delayed due to change in scope mid-way and some down to the complexity of automations. Chatbot project progressing well and new ideas being implemented. Arun Menon Commence the introduction of a supported Financial Management System for implementation in 2025/26 31-Mar- 2025 Progressing as planned. Surveyed local authorities in Scotland and reviewed responses to understand ledger systems currently in use. The next stage is a scoping and needs assessment to define and document the system requirements. Carol Alderson; Arun Menon Incorporate Earmarked Reserve spend through the Ledger 31-Mar- 2025 While preparatory work has been completed, this action will be implemented once the new Financial Management System is in place. The Period 3 Budgetary Control Reports submitted to Council in August provided a more transparent approach to reporting the Earmarked Reserve spend. Carol Alderson Page 74
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7 Action Status Progress Due Date Note Owner Review the Common Good Fund 31-Mar- 2025 Progressing as planned. Community groups who currently benefit from Common Good Fund grants have been asked to reapply. Once received, applications will be reviewed and grant awards agreed. Carol Alderson Progress the disposal of key strategic sites 31-Mar- 2025 Progressing as planned. Capital receipts on programme to deliver anticipated income. Michelle Lynn Progress the depot refurbishment programme 31-Mar- 2025 Progressing as planned. Consultants engaged in relation to new build garage design, project board has been reconvened, and amended scope has commenced with service areas. Michelle Lynn Develop and implement plans and support services to achieve the asset related options agreed by Council 31-Mar- 2025 Progressing as planned with all actions on target to assist delivery of savings across a number of service areas. 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. 26-Sep- 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 Increase in the level of rent arrears due to the level of Welfare Reform changes 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. 26-Sep- 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 are provided to those impacted by the Ryan Chalmers Page 75
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8 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner and general state of economy cost of living with arrangements being reviewed as appropriate. 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. 19-Sep- 2024 The risk score remains low due to the ongoing capital programme of works on operational buildings. Michelle Lynn Strong financial governance and sustainable budget management (Service Objective) Action Status Progress Due Date Note Owner Prepare and submit draft Annual Governance Statement for 2023/24 to the Audit Committee 30-Jun- 2024 Completed. Report submitted to Audit Committee 12 June 2024. Andi Priestman Continue to improve and deliver the Assurance Statement for 2023/24 to support the Annual Governance Statement 30-Jun- 2024 Completed. Report submitted to Audit Committee 12 June 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 Due to reduced staff resources for several months, the due date for this action has been extended from 31 August to 31 December 2024. A progress report was submitted to Audit Committee in August with a further report due in December, outlining final progress on the 2023/24 Plan and setting out the audits planned for the current year, 2024/25. Andi Priestman Page 76
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9 Risk Description Current Assessment Target Assessment Date Reviewed Note 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 19-Sep- 2024 Internal Audit Annual Report for 2023/24 was presented to Audit Committee in June 2024. 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 12-Sep- 2024 The current assessment remains unchanged from year-end. While the risk remains high due to staff turnover 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. 12-Sep- 2024 Information on projections is 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 Finance across all 32 Scottish Councils to sense check material assumptions in financial forecasts. Furthermore, there is regular engagement with the Council's appointed Treasury advisors in relation to projected future changes to bank interest rates. Laurence Slavin Page 77
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10 Risk Description Current Assessment Target Assessment Date Reviewed Note 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 local government settlements in recent years and an ongoing narrative about limited funds available to support public services. This coincides with a period where costs are continuing to rise in relation to social care, significant inflationary increases, 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, 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. 12-Sep- 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 Page 78
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11 Action Status Cancelled Overdue In progress and on track Completed PI Status Target narrowly missed Target met or exceeded Risk Status Alert Warning OK Long Term Trends Improving Declining Short Term Trends Improving Declining Page 79
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WEST DUNBARTONSHIRE COUNCIL Report by the - Chief Officer of Regulatory and Regeneration Corporate Services Committee 6 Nov 2024 ____________________________________________________________________________ Subject: Food Enforcement Service Plan 2024/2025 1. Purpose 1.1 To seek Committee approval of the Food Enforcement Service Plan 2024/2025. (Appendix 1). 2. Recommendations 2.1 It is recommended that the committee approve the Food Enforcement Service Plan 2024/2025 3. Background 3.1 The Food Law Code of Practice requires that each Food Authority must complete an annual Food Enforcement Service Plan which details their food enforcement interventions programme for the coming year. Such a programme requires to be adequately resourced and the Food Enforcement Service Plan requires to be subject to approval at the appropriate governance level within each Local Authority. 3.2 Local Authority delivery of Food Law and Official Controls is an essential part of Scotland’s infrastructure for Public Health protection. The Food Law Code of Practice sets out how Food Standards Scotland and Local Authorities will work in partnership to discharge their statutory duties and help maintain consumer confidence in the regulation of the food supply chain in Scotland. 4. Main Issues 4.1 The Environmental Health Service’s Food Enforcement Service Plan 2024/25 describes how the food enforcement service is discharged and details the numbers, types and priority ratings of the Council’s food premises, the frequency of planned interventions, sampling programmes, reactive work, including responding to food complaints, food hazard warnings and investigation of infectious diseases. The plan contains information on proposals for the undertaking of the Environmental Health Service’s statutory duties in 2024/25 4.2 In common with a number of other professional groups in local government there are significant issues with the recruitment and training of Environmental Health Officers. This has led to a focus from Food Standards Scotland on the ability of Councils to carry out their obligations under the Code of Practice with some authorities which have significant staffing issues receiving red ratings in audits. This is not currently an issue in West Dunbartonshire, however the last Food Standards Scotland audit was carried out in 2018. 4.3 The Food Enforcement Service Plan helps protect public health in West Dunbartonshire. It is important that Council documents are as accessible as possible and the Council's Communication Effectively Guidance has been followed. ITEM 12 Page 81
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5. People Implications 5.1 There are no personnel issues. 6. Financial Implications 6.1 There are no financial implications 7. Risk Analysis 7.1 Failure to approve the Food Enforcement Service Plan for 2024/25 would be deemed to be non-compliant with the Code of Practice requirements. 8. Equalities Impact 8.1 EIA 1067: The proposal has been equality impact assessed and should have positive impact in terms of protecting public health. 9. Conclusion 9.1 The Food Enforcement Service Plan 2024/25 requires to be approved to ensure compliance with the Food Law Code of Practice (Scotland) - 2019 Alan Douglas Chief Officer - Regulatory & Regeneration Date: ________________________________________________________________ Person to Contact: Eilidh Paton, Interim Service Co-ordinator Food Business Group, 16 Church Street, Dumbarton, G82 1QL, Telephone: 0141 951 7983, Email: eilidh.paton@west-dunbarton.gov.uk Appendices: Appendix 1- Food enforcement Service Plan 2024-2025 Appendix 2- Equality Impact Assessment Background Papers: Food Law Code of Practice (Scotland) - 2019 Wards Affected: All Page 82
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West Dunbartonshire Council Environmental Health Food Service Plan 2024 - 2025 C Page 83
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Contents Section 1 – Introduction Service Role 2 Service Aims & Objectives 3 Organisational Structure 4 Specialist Services 5 Food Standards Scotland (FSS) 5 Scope of the Food Service 5 Demands on the Food Service 6 Enforcement Policy 6 Section 2 – Service Provision Service Delivery 7 Review of 2023/24 Activities 7 Sampling Activities and Service Requests 8 Food Fraud 9 Communicable Disease Investigation 9 Eatsafe Scheme 9 Food Hygiene Information Scheme 10 Food Export Certification 10 Food Safety Promotion 10 Food Premises Inspections 10-11 Future Actions 2024-2025 12 Page 1 Page 84
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Section 1 – Introduction Service Role The Environmental Health Service administers West Dunbartonshire’s Council’s statutory functions in respect of a wide range of Environmental Health and associated legislation. This includes Food Safety; Health and Safety at Work; Environmental Protection and Public Health. Additionally the Service delivers a range of non-statutory functions, including advice to local businesses, food hygiene training to other council services; public information and sampling and Pest Control Services. The service continues to provide a co-ordinated response working with other service teams such as licensing, fraud, trading standards and asset management. In planning the service delivery for 2024-2025, consideration has been made of both existing and new functions. A set of performance indicators has been developed to reflect the functions of the service. These will be reported via the Pentana system – the Council’s performance management system. Page 85
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Service Aims & Objectives Within the Environmental Health Service the Food and Business Group delivers the statutory food safety functions on behalf of West Dunbartonshire Council The aim of West Dunbartonshire Council Food and Business Group is to strive through the application and maintenance of adequate human, technological and physical resources to ensure that food and drink intended for human consumption, which is produced, stored, distributed, handled, prepared, labelled, or consumed within the West Dunbartonshire area complies with the requirements of the Food Safety Act 1990, European Food Regulation and is safe for the consumer. This will be achieved through a combination of: • Risk based programmes of inspections covering all food business in the Council area; • Risk based food sampling programmes in line with the revised and consolidated Food Law Code of Practice 2019 and associated guidance; • Open and transparent engagement with local businesses to encourage, through education and advice, compliance with food safety legislation; • Investigation of food complaints and dealing with enquiries relating to food business operations; which are received by or referred to the Council Food and Business Group- • Management and processing of approvals, certificates, registrations and the professional assessment of compliance with standards in relation to food business operation; • Engagement and participation in projects, surveys and campaigns to improve food law delivery and raise awareness of food law and related matters and to highlight current issues of note to communities; • Continued development of service provision in line with Food Standards Scotland (FSS) Guidance [including the E. Coli O157 - Control of Cross-Contamination - Guidance for food business operators and enforcement authorities], The Regulatory Reform (Scotland) Act 2014, The Scottish Regulators Strategic Code of Practice, and the Food Law Code of Practice (Scotland) 2019 and associated guidance and participation in the workings of the Scottish Food Enforcement Liaison Committee and projects that evolve, risk management and consistency in food law delivery;. • Continued engagement with internal and external community and national partners to promote fairness, consistency, equality, health protection, improvement and best practice in food law service provision. Page 2 Page 86
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Page 3 Organisational Structure Council Structure Eilidh Paton, Interim Food & Business Co-ordinator, retains responsibility for the Food and Business Group and is the Lead Officer under Regulation (EC)882/2004, the Food Law Code of Practice (Scotland) and the Framework Agreement on Official Feed and Food Controls for the delivery of the food service. The Principal Officer for Environmental Health has overall responsibility for the management of the Service and reports directly to the Planning, Building Standards & Environmental Health Manager. Food Law Service issues are reported to the Corporate Services Committee. Within the Food and Business Group, there are 5.60 full time equivalent (FTE) Environmental Health Officers, including the Service Co-ordinator, with 3.03 FTE attributed to food law work. The FTE figure was reduced in August 2023 due to maternity leave and there was a further temporary reduction in staffing levels in the last quarter of the 2023-2024 financial year. A study carried out in 2021 into resources identified a deficit of 2.39 FTE. Recruitment to fill these vacancies in 2022 was unsuccessful and these vacancies have since been deleted as part of the Council’s budget savings exercise in December 2022. The service structure incorporating the Food and Business Group is detailed in Annex 1. The Service structure is currently under review, with the removal of one Service Co- ordinator, therefore the team structures within the Environmental Health Service will require to be adjusted to manage this reduction. Page 87
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Annex 1 Team Service Structure Plan Page 4 Chief Officer Regulatory & Regeneration Acting Principal Officer & Co-ordinator Food, Business, Pest Contro & Dog Control Co-ordinator Environmental & Community Health Protection Planning, Building Standards & Environmental Health Manager Page 88
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Specialist Services Glasgow Scientific Services (GSS) provides the analytical services and microbiological services for the food authority in addition to being the appointed Food Examiner for West Dunbartonshire. Glasgow Scientific Services is also designated Agricultural Analyst under the Agriculture Act 1970 for feed samples. Food Standards Scotland (FSS) Food Standards Scotland (FSS) incepted on 1st April 2015 and is a competent Food Authority established under the Food (Scotland) Act 2015. It provides advice, guidance and audit function to Local Authorities including this Council which is itself a competent Food Authority. From 1 April 2021, FSS became responsible for carrying out official controls (this includes sampling and inspections) and enforcement of feed law. The Feed (Transfer of Functions) (Miscellaneous Amendments) (Scotland) Regulations 2020 transferred competence for feed law functions from local authorities to FSS, and provides the power to delegate functions to a qualifying third party. The Council’s Trading Standards team are one of those included. Scope of the Food Service The Food and Business Group has, in addition to its non-food statutory regulatory responsibilities, responsibility for all areas of food safety and food standards regulation, referred to as ‘Food Law’. This includes food sampling and the investigation and management of communicable disease in liaison with NHS Greater Glasgow and Clyde public health partners. Food law Inspections of, and other interventions at, all food businesses are based on assessment of risk in compliance with The Council’s procedures and the Food Law Code of Practice 2015 issued under Section 40 of the Act. Guidance for food authorities and food business operators on controlling the risks of cross contamination from E. coli O157 continues to be significant feature of risk based inspections and other interventions. Cross contamination controls continue to be identified and shortfalls in compliance dealt with according to the risk identified. The full range of risk profile food businesses in West Dunbartonshire are currently subject to inspection according to their risk profile. For food businesses identified as requiring improvement, enforcement action related to risk will continue to be taken to protect the health and wellbeing of anyone (residents, visitors or others) in West Dunbartonshire who may be exposed to the unmanaged risk of cross contamination or other risks through consumption of food produced or sold in West Dunbartonshire. In addition to enforcement, advice to business forms an integral part of the Service strategy. A Civica APP Flare based software system is used to manage all aspects of regulatory services including the food inspection programme. Inspections, interventions, sampling, complaint or incident investigations etc., are undertaken by Environmental Health Officers. The Food and Business Group also enforce laws encompassing health and safety, smoking in public places and private water supplies for Food Businesses as well as the professional standards elements of licensing e.g. licensing standards, skin piercing and tattooists, pet shops, zoos, animal boarding, riding schools, cinemas, caravan sites, and venison dealers. Page 5 Page 89
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Demands on the Food Service The Interventions Code came into force across Scotland on the 26 June 2019 and supersedes certain sections of the consolidated Food Law Code of Practice 2019. Compliance with the code was suspended on 23 March 2020 creating an ongoing backlog of interventions while resource was diverted to pandemic response. In 2021, in anticipation of a foreseeable end to pandemic response, a Food Law restart plan for Scotland was agreed. Local Authorities are to: 1. Transfer all businesses risk-rated under the previous rating system to the Food Law Rating Scheme; then. 2. Generate an Intervention Programme – placing all establishments at dates in the future – after the ‘restart’ date; then 3. Calculate the resources required to undertake all food law enforcement work; then 4. Produce a programme for delivery based on the above with all food businesses given a desk top rating under the new code and assigned an intervention date. The demands of the Food Law Rating Scheme under the code are greater than previous requirements, with greater frequency of intervention and scope covered in each intervention. This new scheme has changed the inspection profile of the businesses due to the different priorities built into the scheme, resulting in many businesses requiring inspection on a more frequent basis. Large or complex businesses are to be inspected more frequently due to their inherent risk. The introduction of concentrated interventions is effective at securing improvement in poorly performing businesses. This regime is very demanding on officer time. The option to extend the inspection frequency to two years for highly compliant businesses has changed, meaning a business will need to demonstrate over a period of three inspections that they have sustained a high level of compliance before they can be placed on this lower inspection frequency. This will take at least five years to fully take effect. All these factors contribute towards a heavier inspection program moving forward. This, along with addressing a backlog of interventions due to the pandemic, requires greater resource to meet the requirements of the code in the five year period following the restart date of October 2021. This was calculated as a deficit of 2.39 full time equivalents, based on the resource calculation carried out by all Scottish Local Authorities in 2021. A recruitment exercise in 2022 was unsuccessful and these posts have since been deleted as part of the Council’s budget process. Limited resources to undertake this work remains a significant challenge to the service. Enforcement Policy The Enforcement Policy outlines the Service’s advisory, consultative, and proportional approach towards enforcement decisions. Enforcement will be applied in a graduated, risk-based manner and resources shall be targeted at those businesses which pose the greatest risk to health. Page 6 Page 90
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Section 2 – Service Provision Service Delivery Review of 2023/24 Activities The Food and Business Groups food enforcement activities are summarised as follows: The food enforcement policy was reviewed to ensure it accords with the Food Law Code of Practice. It is incorporated into the aforementioned Enforcement Policy. For the year 2023/24 754 visits covering sampling, programmed inspections, complaint investigations, licensing inspections and advice were undertaken. The food related visits are detailed below. Food Visits Undertaken during 2023/2024 Type Count Food Law Intervention 348 Food Sampling visit 17 Food Complaint visit 92 Food advice visit 10 Food re-visits 139 Not trading at time of visit 143 Licensing (including Street Trader licensing visits) 5 An inspection rate for the highest risk food premises (every 1 to 6 months) of 96% was achieved, missing 100% target. For medium risk food premises (every 12 months) a rate of 79% was achieved, which narrowly missed the target of 80%. The Food and Business Group have operated with a reduced number of staff over the 2023/2024 period due to maternity leave and long term sickness. This reduction in staff numbers is in addition to the deficit of 2.39 identified in the 2021 resource calculator, which have since been taken as a Council saving. The FTE calculations do not include time spent on training, responses to major food incidents, food export certification activities, management time or staff meetings etc. The Food & Business Group are also responsible for a range of other activities including but not limited to licensing activities, health and safety interventions and food hygiene training. An enhanced protocol for the approval of manufacturers of products of animal origin based on the principles of Official Control Verification began in April 2023. This has placed a greater demand on the resources of West Dubartonshire’s Environmental Health service due to the increased time spent on document reviews and inspection times based on the time resource calculation required per premises. Page 7 Page 91
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Sampling Activities and Service Requests There were 17 sampling visits carried out during the 2023/24 period. Food sampling visits in the 2023/24 period incorporate the work the service does in cooperation with FSS, its Local Authority partners in the West of Scotland Food Liaison Group and the associated sampling strategy and surveys which emanate from them including national Food Fraud initiatives and themes from Scottish Food Enforcement Liaison Committee and arising out of the work of the Scottish Food Crime Advisory Group and the Scottish Food Crime and Incidents Unit. There has been a reduction in this service in the last quarter due to inadequate staffing levels. The service actively engages on suspected food fraud and carries out food surveillance to ensure the protection of health and wellbeing for residents and visitors to the West Dunbartonshire area. The 2024/2025 sampling plan will be finalised when the FSS Local Authority Food Sampling programme is confirmed. For the year 2023/2024, the Food and Business Group received and dealt with a total of 588 food service requests. All service requests were actioned within the target time set in our internal monitoring system. These service requests are detailed as follows: Food Service Requests 2023/2024: Service Request Number Extraneous matter 0 Unfit 9 Condition/taint 4 Mouldy 7 Foreign bodies 10 Out of date 15 Food Business Registration 92 Labelling 1 Wrongly described 3 Contamination risk 29 Food alerts 5 Food allergy alerts 43 Export certificate requests 142 Advice 67 Approval of premises 3 Microbiological 3 Product Recall Information Notice 51 Hygiene of premises 52 Street Traders 5 Late Hours Catering 7 Public Entertainment Licences 27 Market Operators Licence 12 Venison Dealers 0 Occasional Licences 1 Page 8 Page 92
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Food Fraud The Food and Business Group will continue its work on food crime in conjunction with its partners across Scotland. Scottish Food Crime Advisory Group The Scottish Food Crime Advisory Group was established in 2016 under the umbrella of the Scottish Food Enforcement Liaison Committee. The Scottish Food Crime Advisory Group provides for the required interface and joint working arrangements, whilst facilitating delivery of significant outcomes with partner agencies and working in very close partnership with the Scottish Food Crime and Investigations Unit of FSS. Communicable Disease Investigation There were 15 cases of notifiable communicable disease investigated by Environmental Health during the 2023/24 period. A protocol for reporting information and the passing of case information has been established with NHSGGC Public Health colleagues. Food and Business Group Training Delivery The Food and Business Group offers food related development and training to colleagues across the council and externally to citizens who can benefit from food safety training and qualification. The Food and Business Group will continue to work with internal colleagues to ensure high standards are maintained across facilities and accurate high quality information is provided to all service users about the food they consume. The provision of training services offered includes a range of educational packs for training provision in the REHIS Food and Health course and Elementary Food Hygiene Course for continued delivery in the 2023/24 period. We will continue to support Council services and businesses in 2024 where possible. Eatsafe Scheme The Food and Business Group operates the Eatsafe Scheme. The Eatsafe Award extended to Scotland and is administered by the West Dunbartonshire Food and Business Group in conjunction with FSS. The main aim of the scheme is to provide an incentive to food businesses to strive for food hygiene and food safety management standards beyond those required by law. It also helps consumers make informed choices about where to eat out by providing a recognisable 'sign' of excellence in standards of food hygiene. Eligible establishments are assessed for the award as part of scheduled food hygiene inspections, carried out by the Food and Business Group, who also issue and control the issuing of Eatsafe Award certificates. The Eatsafe Award scheme continues to be promoted during all programmed food safety inspections throughout the year and there are 55 current award holders listed on http:// www.eatsafe.gov.uk for the West Dunbartonshire area. Page 9 Page 93
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Food Hygiene Information Scheme The Council participates in the Food Hygiene Information Scheme in conjunction with FSS. Residents and visitors to West Dunbartonshire can now see Food Hygiene Information Scheme Pass Certificates issued by The Food and Business Group displayed by a number of restaurants and other food premises around the area. PASS ratings for food businesses can be found online at http://ratings.food.gov.uk/ The Food Hygiene Information Scheme is due for review due to the introduction of the Food Law Rating Scheme in a revised Food Law Code of Practice Scotland. The Food Law Rating Scheme covers not only food hygiene matters but food standards matters such as allergen information and other information for consumers. The review of the Food Hygiene Information Scheme is planned by FSS as part of its regulatory strategy. A system which reflects outcomes of Food Law inspections will be delivered following consultation with Food Authorities in Scotland. Food Export Certification The Council’s Environmental Health Service,acting as a Food Authority, produces Food Hygiene Export Certificates for food businesses exporting food to countries outside of the EU. The value of food exported under certification is estimated to be several millions of pounds. This service supports the export industry and contributes to economic development. Exports are predominantly from the local distillers although other products such as coffee and food contact materials have been exported. Food is certificated to nations in Africa, Asia, and South America as well as nations close to the EU 28 . The certificates issued within the 2023/2024 period are detailed in table: Health Certifica tes Product Registrations GMO Conformity Cerificates 259 56 4 The Service will continue to support businesses exporting food and drink in 2024/2025. Food Safety Promotion Food safety information including promotional messaging, food alerts and product recall information continues to be promoted through social media outlets and directly with businesses where such engagement and intervention is in the interest of public health. Food Premises Inspections Businesses are assigned a business group according to the compliance ladder approach set out in the revised Code of Practice. Group 1 - The highest risk activities, manufacturing, distributing and exporting. Group 2 - Other manufacturers and retailers handling open high risk foods. Group 3 - Retail activities, child minders and pubs not serving food. Different risk ratings are assigned to each group and provision is given for intensive intervention where there is sustained non-compliance, issues of public health significance or fraudulent activity. The rating system is a compliance matrix based on compliance level. Page 10 Page 94
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This allows us to target resource at areas of highest risk. For the risk ratings and inspection frequencies, see Appendix A. Appendix A- FLRS - The Performance Ladder and Compliance Matrix The Compliance Matrix Aide-Mémoire Table There are currently 806 registered food premises in West Dunbartonshire. All food premises are inspected and risk rated in accordance with the Food Law Code of Practice (Scotland). In accordance with the Food Law Rating Scheme which was introduced on 1 July 2019, the following premises are registered. They sit within the categories detailed below. Group A B C D E Unrated 1 4 11 1 0 0 4 2 14 284 159 10 0 24 3 16 184 54 0 1 35 The food premises profile for West Dunbartonshire can be broken down (at 1 April 2024) into the following categories as follows. Premises Type No Primary Producer 7 Small Retailer 165 Restaurant/Café/Canteen 151 Takeaway 113 Caring Premises 78 Pub/Club 55 School/College 38 Hotel/Guest House 24 Mobile Food Unit 18 Manufacturer/Packer 41 Supermarket/Hypermarket 22 Restaurants and caterers – other 52 Distributer/Transporter 9 Retailer/Other 33 There are currently two approved premises (food businesses subject to approval under product specific legislation in the West Dunbartonshire area in terms of Regulation EC 853/2004(5. The Approved Establishments Scottish National Protocol has been produced for Scotland and places greater emphasis on risk in the food manufacturing / approved sector and delivery requires enhanced resource allocation for delivery. Page 95
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Future Actions 2024-2025 o The Food and Business Group will continue with the food recovery programme. There are currently 806 registered food premises in West Dunbartonshire. These premises will be inspected over the 2024/2025 programme based on the risk ratings they have been assigned. o In 2024/2025 the Service will participate in the FSS funded sampling programme where specific products are sampled based on the priorities set by the FSS. We will also develop a sampling programme within West Dunbartonshire. o In order to ensure consistency in the application of food law, Scottish Local Authorities developed an enhanced system for official food control interventions based on the principles of Official Control Verification. This applies to specific food manufacturing premises of which there are two within West Dunbartonshire. The Official Control Verification guidance provides a framework to ensure a methodical and consistent approach that meets the legislative requirements and secures a high level of public health protection and protects the reputation of food businesses. Page 96
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CONTACT DETAILS Environmental Health, Council Offices, 16 Church Street, Dumbarton, G82 1QL Telephone: 0141 951 7957 Email: Environmental.Health@west-dunbarton.gov.uk OTHER FORMATS This document can be made available on request in alternative formats such as large print, Braille, audio tape or computer disc as well as in five community languages. This document is also available in other languages, large print and audio format on request. Arabic British Sign Language users can contact us via contactSCOTLAND-BSL, the on-line British Sign Language interpreting service on 01389 738282 Chinese (Cantonese) Gaelic Tha an sgrìobhainn seo cuideachd ri fhaighinn ann an cànanan eile, ann an clò mòr, agus ann an cruth claisneachd ma thèid iarraidh Hindi Polish Punjabi Ukrainian Цей документ також доступний іншими мовами, великим шрифтом та в аудіоформаті за запитом. Urdu West Dunbartonshire Council, 16 Church Street, Dumbarton, G82 1QL environmental.health@west-dunbarton.gov.uk 01389 738282 Page 11 Page 97
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Assessment No 1067 Owner eilidh.paton Resource Regeneration, Environment and Growth Service Environment and Neighbourhood FirstName Surname Job Title Head Officer Eilidh Paton Service Co-ordinator Members Eilidh Paton (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Food Enforcement Service Plan 2024-2025 The aim, objective, purpose and intended out come of policy The Statutory Food Law Code of Practice requires that each Food Authority must complete an annual Service Plan which details their food enforcement interventions programme for the coming year. Such a programme requires to be adequately resourced and the Service Plan requires to be subject to approval at the appropriate governance level within each Local Authority. The Environmental Health Sections Food Enforcement Service Plan 2024/25 describes how the food enforcement service is discharged and details the numbers, types and priority ratings of the authority’s food premises, the frequency of planned interventions, sampling programmes, reactive work, including responding to food complaints, food hazard warnings and investigation of infectious diseases. The plan contains information on proposals for the undertaking of the Environmental Health Sections statutory duties in 2024/25 Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Environmental Health Food & Business Group Does the proposals involve the procurement of any goods or services? No 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) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) No Page 98
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Who will be affected by this policy? Who will be/has been involved in the consultation process? 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. Specific group to consider Needs Evidence Impact Age Disability Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights Health The Council is committed to the supporting and improving the Health and well being of local people The plan outlines how in this context we will work to support this The plan helps protect public health Social & Economic Impact Cross Cutting It is important that Council documents are accessible. The Council's Communication Effectively Guidance has been followed. Positive Page 99
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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? Q7 What is you recommendation for this policy? Please provide a meaningful summary of how you have reached the recommendation EIA 1067: The plan helps protect public health in West Dunbartonshire. It is important that Council documents are as accessible as possible and the Council's Communication Effectively Guidance has been followed. Page 100
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – People & Technology Corporate Services Committee: 6 November 2024 ___________________________________________________________________ Subject: Public Holiday Variations 1. Purpose 1.1 The purpose of this report is to set out the proposed changes to public holiday allocation for local government and quasi-craft employees. 2. Recommendations 2.1 Committee is asked to approve the following: • Replace the additional 4 public holidays for pre-2015 quasi-craft employees as per paragraph 4.9 with additional days transferred to annual leave entitlement. • Replace 1 further public holiday (last Monday in September) for all employee groups, transferring the day to annual leave entitlement. • Authorise the Chief Officer, People and Technology to implement public holiday variations from April 2025. 3. Background Terms and conditions 3.1 The Council previously agreed a revised package of terms and conditions to support the national Single Status Agreement in 2009. One of the fundamental principles of this Scottish Joint Council (SJC) agreement was to harmonise the many disparate sets of conditions that existed at that time with the primary intention of achieving an equality-based package of terms and conditions. 3.2 Various incremental changes to further harmonise employment terms have been implemented, as follows: • Alignment of annual leave accrual with SJC/Local Government (i.e., one additional day per year of service). • Application of the SJC Job Evaluation Scheme (JES) to the quasi-craft groups (N.B. Historically, the craft bargaining group were not a signatory to the SJC JES and therefore not covered by same. Over time, local amendments to the standard terms and conditions, including job evaluation of the roles, resulted in the ‘quasi-craft’ group that enjoys a mixture of terms and conditions. ITEM 13 Page 101
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• Strong encouragement by politicians, officers and trades unions that all employees join an occupational pension scheme (including via auto- enrolment) resulting in a 15% increase to 93% total membership. • Introduction of new pay arrangements in 2015, including a 4-weekly cycle, removal of weekly pay, moving many processes online and enabling self-service resulting in improved experiences. • Further simplification of pay frequency arrangements in 2023 with a temporary cessation of fortnightly pay, then becoming permanent in February 2024. 3.3 The Council has also focused on addressing the three main causes of occupational segregation, namely: gender stereotyping, inflexible working practices, and the undervaluing of roles and occupations. The approach included: • Strong support of flexible working, with this being applicable to all roles, from application stage (recognised by the Council’s inclusion within Top 10 Flexible Employers in UK). • Support for carers through dedicated paid and unpaid leave and guaranteed interviews for parents returning to the workplace after a period out of the workplace. • Having a robust job evaluation process which ensure all roles are jointly (employer and trade union) analysed following extensive data gathering from jobholders. 3.4 There are still different leave and public holiday entitlements for local government and quasi-craft employees, resulting in approximately 190 pre- 2015 employees enjoying four more public holidays than the rest of the workforce. 3.5 Despite the difference in public holiday entitlement being repeatedly raised with the trade unions (2017, 2022, 2023, 2024), they have only recently confirmed acceptance that this exists. However, they remain insistent on retention of the higher number of public holidays for the predominantly male group of 190 workers with the GMB trade union advancing the proposal that all employees receive 12 public holidays with the consequential 4-day annual leave reduction. 3.6 As a result, an online survey was issued, available to all employees via the intranet and trickle engagement platform (both accessible via work and personal devices). The summary of responses is included in Appendix 1. 4. Main Issues 4.1 As a public sector employer, it is essential the Council continues efforts to future-proof terms and conditions of employment, delivering a package that is affordable within the funds available, is gender pay neutral and is otherwise considered fair in terms of consolidation of provisions across different categories of employee. Page 102
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4.2 Analysis of the survey results showed: 29% of respondents (29%) supported a variation to the 8 public holidays voting for a reduction to 6 days; 54% voted for the current 8 days provision; and 83% of respondents rejected a reversion to 12 public holidays with the corresponding 4-day deduction of annual leave. The most popular day to convert to annual leave being the first Monday in May followed closely by the last Monday in September. 4.3 Many council services are delivered on a 24/7, 365-day basis and by employees who follow other religions and have different beliefs beyond the traditional Christian public holiday schedule. In recognition of these factors, many organisations are offering a more flexible approach to public holidays/annual leave to allow a diverse workforce to choose when to use leave for celebrations, holidays, religious festivals, and caring responsibilities. 4.4 With the trade unions now accepting that there is a difference between the terms offered to different groups of workers and there being a potential direct economic benefit to those in the pre-2015 predominantly male quasi craft roles (with overtime being available at enhanced rates for working days which are in other employee group’s normal working days), it is essential that this difference is addressed to remove any perceived discrimination. Where universal agreement cannot be reached on how that is addressed then it may be necessary to impose the changes to arrangements to remove the perceived discrimination. 4.5 Consequently, to further support the provision of flexibility, and protect the Council interests, it is proposed that the public holiday entitlement is varied to 7 days (for all local government, quasi-craft employees) with the following declassified as public holidays and added to annual leave entitlement from April 2025: • Last Friday and Monday in May*; • Third Monday in July*; • Last Friday in September*; • Last Monday in September (noting that while the first Monday in May was marginally more popular with respondents, this day is now most known as ‘International Workers’ Day’ and, as such, it is considered appropriate to retain this public holiday ). *currently only applicable to pre-2015 quasi craft employees. 4.6 Subject to approval, the minimum paid (full) annual leave entitlement (the 7 public holidays are in addition to this) will increase, for all employee groups, to a minimum 26 days and maximum 36 days per annum 4.7 Reduction in the number of fixed public holidays with the addition to annual leave entitlement (as implemented in neighbouring authorities) would enhance service delivery to the residents of West Dunbartonshire, many of whom now expect a service on those days previously regarded as public holidays, as well as further enhancing the flexibility offered to those, predominantly female Page 103
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employees, with caring responsibilities. Where agreement cannot be reached, it is proposal that the Council imposes the changes in order to address our wider public sector equality duties. 5. People Implications 5.1 Effective and regular monitoring and analysis of pay and remuneration is critical to ensure equality and sound people practice for all employees. 5.2 The changes proposed will increase the annual leave entitlements of all employees, thereby allowing greater flexibility. The new full-time equivalent (FTE) minimum would be 26 days, rising annually until the maximum 36 days is reached (including the additional day agreed for SJC and SJNC employees in 2022 and in addition to the proposed 7 public holidays). This entitlement is well above the statutory minimum (28 days including public holidays) and remains generous compared with other councils. 6. Financial and Procurement Implications 6.1 These changes are not expected to generate savings given the limited number of local government employees expected to work on the Monday of the September weekend. There is no requirement for any of the pre-2015 quasi-craft group to work on the additional 4 public holidays. 7. Risk Analysis 7.1 There is a risk of ongoing perceived discrimination from retaining the current leave provisions, as detailed above, and therefore continuing the difference in allocation. 7.2 Failure to make the proposed changes risks a challenge in terms of the wider public sector equality duties. 8. Equalities Impact Assessment (EIA) 8.1 Equalities Impact Assessments have been undertaken in relation to the above proposals, in addition to inclusion as appendices to the December Council report and which remain available as background papers. 9. Consultation 9.1 Discussions with the Trade Unions have continued throughout 2024 with public holidays featuring as a standing item at monthly meetings. 9.2 Formal proposals were submitted on 20 June 2024 to allow consultation with the workforce to commence. Page 104
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9.3 The trade unions began consultation in August/September and at time of writing, GMB remain of the view that members want 12 public holidays (with a reduction of 4 leave days for local government workers), UNITE report that their members and reps are not in favour of a move from public holiday days transferring into annual leave days and UNISON have yet to formally respond beyond that their members are not in agreement. 10. Strategic Assessment 10.1 The proposals set out within this report will assist the Council to deliver against its strategic priority ‘Our Council – Inclusive and Adaptable’ by contributing to the underpinning objective: ’Our Council is adaptable and focused on delivering best value for our residents’. Victoria Rogers Chief Officer People & Technology Date: 22 October 2024 Person to Contact: Appendices: 1. Employee Survey Summary 2. EIA 1022 June 2024 Background Papers: Council Report – Equality Review of Terms and Conditions, 22 December 2022; Appendices - Equality Impact Assessments Demographic assessments of each element – submitted for negotiation Jan – April 2023 WDC Terms and Conditions (LGE) V3.6 - April 2021 Scheme of Pay and Conditions of Service (Craft Operatives) Equal Pay Audit – Allowances remitted to JCF in December 2017 Wards Affected: None Page 105
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SurveyResults June 2024 Public Holidays Christmas Closure Introduction This survey invited employees to share their views regarding proposed changes to the public holiday entitlement, to address the different allocation (a small minority on 12 days with the rest of the workforce on 8). Additionally, views were sought on the Council budget saving decision to initiate a 2- week closure over the festive period for the next 3 years. The summary results of the survey are detailed below. Response Rate 21% Total responses - 1187 Role Type Split of those who responded by role type Preferences regarding public holidays for all employees By a large majority, the public holidays which were preferred to be re-designated as leave were: First Monday in May (20.13%) and/or thelast Monday in September (17.94%) Enhanced Leave Are you interested in having more options to purchase enhanced leave? Enhanced Leave What are your preferences for how this could be offered? Are you happy with the arrangements for Christmas closure using 6 days of annual leave entitlement? Christmas Closure For those that responded 'No' to the previous question, what alternative would you prefer? organisational.development@west-dunbarton.gov.uk Appendix 1 Page 106
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Assessment No 1022 Owner lgalasso Resource Transformation Service People and Technology FirstName Surname Job Title Head Officer Leeanne Galasso People & Change Partner Members Leeanne Galasso, People & Change Partner Lisa MacGregor, People & Change Partner Alison McBride, Strategic People & Change Manager (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Ethical Review of Terms and Conditions - Review of Public Holiday Entitlement The aim, objective, purpose and intended out come of policy The primary aim is to further eradicate inequality. Following employee survey the proposal is to vary public holiday entitlement and following consultation, the proposal is to align all employees to 7 days public holidays. This will add 1 day to annual leave for SJC and those craft employees who started employment after April 2015 and 5 days to craft employees who started before April 2015. This will align public holidays for the workforce and will mean that annual leave entitlement will start at 26 days (FTE), which employees can use as it suits them. This will benefit new starters and could help in recruitment as well as providing an equal public holiday entitlement. It is essential that the Council continues to act to future-proof its terms and conditions of employment, ensuring an employment package is gender pay neutral and which is otherwise considered fair in terms of consolidation of provisions across different categories of employees. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Chief Officers, Strategic HR Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Who will be/has been involved in the consultation process? Appendix 2 Page 107
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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. Specific group to consider Needs Evidence Impact Age The council has duty of care toward all its workers, and in terms of the Public Sector Equality Duty The Council's age profile confirms that the highest percentage of employees remain clustered in the age groups 50-59. There is no specific impact identified in relation to age. It is noted that this change may attract a younger demographic into roles with the increased flexibility in the way they use leave. Disability The council has duty of care toward all its workers, and in terms of the Public Sector Equality Duty The Council's disability profile confirms 1.38% of employees have declared a disability. It is well documented and reported that people with a disability can be impacted by pay inequality. There is no specific impact in relation to disability. Gender Reassign The council has duty of care toward all its workers, and in terms of the Public Sector Equality Duty The Council's transgender profile confirms that 0.15% have declared transgener and 19.01% not transgender and 80.71% unknown. There is no specific impact in relation to gender reassign Marriage & Civil Partnership The council has duty of care toward all its workers, and in terms of the Public Sector Equality Duty No information reported on marital status/civil partnership. It is well documented and reported that males typically earn more than females with greater opportunity to access enhancements through overtime and public holiday working. There is no specific impact in relation to marriage & civil partnerships Pregnancy & Maternity Cross-Cutting with Sex Cross-Cutting with Sex It is well document and reported that pregnancy and maternity have contributed to the gender pay inequality agenda. Cross-Cutting with Sex Race The council has duty of care toward all its workers, and in terms of the Public Sector Equality Duty The Council's race profile confirms 0.58% of the workforce are BAME. There is no specific impact in relation to race Religion and Belief The council has duty of care toward all its workers, and in terms of the Public Sector Equality Duty The Council's religion and belief provide confirms that 1.45% are Christian, 0.89% other and 8.56% none. There is no specific impact in relation to religion and belief. Page 108
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Sex The council has duty of care toward all its workers, and in terms of the Public Sector Equality Duty Workforce profile concludes 71% female and 29% male. It is well understood that females are main caregivers and benefit from flexibility to support the balance of working and home life. In relation to public holidays, by aligning craft to local government workers, this will impact on males as they are typically male (90%), Quasi-Craft employees (those employed after 1st April 2015) are also predominately male (95%) and Local Government employees, who are predominately female (74%). However this could be objectively justified to provide an equal public holiday entitlement and reflect the increased flexibility that additional annual leave provides to the workforce. It will also further benefit females as they are typically the main care givers and will give flexibility in use of leave. Sexual Orientation The council has duty of care toward all its workers, and in terms of the Public Sector Equality Duty , this proposal does not impact on sexual orientation The Council's sexual orientation profile concludes that 0.81% of the workforce have declared LGB and 18.26% as heterosexual with 80.41 unknown There is no specific impact in relation to sexual orientation Human Rights N/A N/A N/A Health N/A N/A N/A Social & Economic Impact N/A N/A N/A Cross Cutting N/A N/A N/A Page 109
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Actions Page 110
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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? Q7 What is you recommendation for this policy? Please provide a meaningful summary of how you have reached the recommendation Page 111
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Resources Corporate Services Committee – 6 November 2024 Subject: Corporate Services Revenue - Budgetary Control Report to 31 August 2024 (Period 5) 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 August 2024. 2. Recommendations 2.1 Members are asked to: i) Note that the revenue account currently shows a projected annual adverse variance of £0.109m (0.30% of the total budget). 3. Background 3.1 Revenue Budget At the meeting of West Dunbartonshire Council on 6 March 2024, Members agreed the revenue estimates for 2024/25. A total net budget of £38.161m was approved for services under the remit for Corporate Services at that time. Since the budget changes to the value of -£2.296m have occurred, the details of these are as follows: Description £m Budget Agreed March 2024 38.161 Removal of recharges to Central Support Allocation 0.141 Reduction in budgets in relation to Pension Fund reduced costs -2.807 Increase in Leisure Trust Management Fee Budget 0.370 35.865 The budget has been reduced to reflect the decrease in Strathclyde pension fund contributions in the year. This budget has been vired to a central reserve to be used to balance the budget over the next four years as agreed at the Council meeting on 6 March 2024. ITEM 14 Page 113
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The Leisure Trust Management Fee budget has been increased to reflect the 24-25 pay award as the budget set on 6th March 2024 was understated and did not fully cover the anticipated cost. 4. Main Issues Revenue Budget 4.1 The summary report at Appendix 1 identifies a projected annual adverse variance (overspend) of £0.109m, however after taking into account £0.336m of earmarked reserves available the underlying favourable variance is £0.227m (0.63%). Detailed service reports are attached as Appendix 2. 4.2 There are twelve 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 underlying 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 2025 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 2024/25 budget 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 Page 114
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9.1 All services involved in delivering the revenue and capital budgets have been consulted in the compilation of this report. 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: 14 October 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 2024/25 – Summary Report Appendix 2 - Revenue Budgetary Control 2024/25 – Service Reports Appendix 3 - Analysis of Revenue Variances over £50,000 Appendix 4 - Monitoring of Savings Options Background Papers: Ledger output – Period 05 General Services Revenue Estimates 2024/25 – Council 6 March 2024 Wards Affected All Wards Page 115
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 CORPORATE SERVICES SUMMARY PERIOD END DATE 31 August 2024 Total Budget 2024/25 Spend to Date 2024/25 Final Spend Annual RAG Status Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend £000 £000 £000 £000 % £000 £000 Audit 17 99 (13) (30) -181% 0 (30) Finance 1,487 741 1,701 215 14% 183 32 Rent Rebates & Allowances 1,957 2,266 1,957 0 0% 0 0 Revenues & Benefits 2,316 918 2,393 77 3% 66 11 Finance Service Centre 461 237 482 21 5% 26 (5) Cost of Collection of Rates 6 0 18 11 177% 11 0 Cost of Collection of Council Tax (823) (121) (823) 0 0% 0 0 Central Admin Support 2,497 952 2,460 (37) -1% 0 (37) Procurement 564 185 528 (36) -6% 0 (36) Democratic and Registration Service 731 221 698 (33) -4% 0 (33) Environmental Health 610 227 597 (12) -2% 0 (12) Licensing (156) (40) (165) (9) -6% 0 (9) Legal Services/Trading Standards 746 324 777 31 4% 0 31 Planning 553 64 462 (91) -16% 15 (106) Transactional Services 839 326 858 19 2% 0 19 Strategic People and Change 1,806 706 1,858 53 3% 35 18 Information Services 4,747 2,965 4,817 70 1% 0 70 Communications & Marketing 277 84 253 (24) -8% (24) Citizen Services 1,316 615 1,364 48 4% 48 Performance & Strategy 236 89 226 (9) -4% (9) Clydebank Town Hall 317 9 325 8 2% 8 Office Accomodation 1,208 443 1,209 2 0% 2 Libraries 1,708 596 1,723 15 1% 15 Arts and Heritage 293 50 326 33 11% 33 Catering Services 4,660 1,810 4,618 (42) -1% (42) Building Cleaning 1,820 702 1,760 (60) -3% (60) Building Cleaning PPP (208) (150) (295) (87) 42% (87) Facilities Assistants 2,362 849 2,263 (99) -4% (99) Facilities Management 404 213 461 57 14% 57 Leisure Management 3,090 1,618 3,121 31 1% 31 Events 27 21 14 (13) -48% (13) 35,865 17,019 35,974 109 0.30% 336 (227) APPENDIX 1 Service / Subjective Summary Variance 2024/25 Total Net Expenditure Page 116
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 2024 Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status £000 £000 £000 £000 % Employee 28,873 10,540 28,374 (500) (2%) Property 2,287 946 2,425 138 6% Transport and Plant 152 14 162 10 7% Supplies, Services and Admin 5,679 2,996 5,873 194 3% Payments to Other Bodies 5,653 3,184 5,943 290 5% Other 32,426 14,106 32,426 0 0% Gross Expenditure 75,070 31,787 75,203 133 0% Income 39,205- (14,768) (39,229) (24) (0%) Net Expenditure 35,865 17,019 35,974 109 0% £000 £000 £000 £000 % Employee 315 106 284 (31) (10%) Property - 0 0 0 0% Transport and Plant - 0 0 0 0% Supplies, Services and Admin 2 2 2 0 3% Payments to Other Bodies - 0 0 0 0% Other - 0 0 0 0% Gross Expenditure 317 108 287 (30) (10%) Income 300- (9) (300) 0 0% Net Expenditure 17 99 (13) (30) (181%) £000 £000 £000 £000 % Employee 1,494 558 1,516 22 1% Property - 0 0 0 0% Transport and Plant - 0 0 0 0% Supplies, Services and Admin 50 7 50 0 1% Payments to Other Bodies 2 185 185 183 8448% Other - 0 0 0 0% Gross Expenditure 1,546 751 1,751 206 13% Income 59- (10) (50) 9 15% Net Expenditure 1,487 741 1,701 215 14% £000 £000 £000 £000 % Employee - 0 0 0 0% Property - 0 0 0 0% Transport and Plant - 0 0 0 0% Supplies, Services and Admin - 0 0 0 0% Payments to Other Bodies - 0 0 0 0% Other 32,426 14,106 32,426 0 0% Gross Expenditure 32,426 14,106 32,426 0 0% Income 30,469- (11,839) (30,469) 0 0% Net Expenditure 1,957 2,266 1,957 0 0% £000 £000 £000 £000 % Employee 1,833 693 1,844 11 1% Property - 0 0 0 0% Transport and Plant 2 0 2 0 0% Supplies, Services and Admin 30 6 30 0 1% Payments to Other Bodies 895 471 961 66 7% Other - 0 0 0 0% Gross Expenditure 2,759 1,172 2,836 77 3% Income 443- (254) (443) 0 0% Net Expenditure 2,316 918 2,393 77 3% Finance Rent Rebates & Allowances Revenues & Benefits Service Summary Variance 2024/25 All Services Audit Page 117
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 2024 Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status Service Summary Variance 2024/25 £000 £000 £000 £000 % Employee 339 139 393 54 16% Property - 0 0 0 0% Transport and Plant - 0 0 0 0% Supplies, Services and Admin 48 10 48 0 1% Payments to Other Bodies 74 89 40 (34) (46%) Other - 0 0 0 0% Gross Expenditure 461 237 482 21 5% Income - 0 0 0 0% Net Expenditure 461 237 482 21 5% £000 £000 £000 £000 % Employee - 0 0 0 0% Property - 0 0 0 0% Transport and Plant - 0 0 0 0% Supplies, Services and Admin 3 0 3 0 0% Payments to Other Bodies 89 0 100 11 13% Other - 0 0 0 0% Gross Expenditure 91 0 103 11 12% Income 85- 0 (85) 0 0% Net Expenditure 6 0 18 11 177% £000 £000 £000 £000 % Employee - 0 0 0 0% Property - 0 0 0 0% Transport and Plant - 0 0 0 0% Supplies, Services and Admin 64 32 64 0 0% Payments to Other Bodies 30 11 30 0 0% Other - 0 0 0 0% Gross Expenditure 94 44 94 0 0% Income 917- (164) (917) 0 0% Net Expenditure 823- (121) (823) 0 0% £000 £000 £000 £000 % Employee 568 185 543 (25) (4%) Property - 0 0 0 0% Transport and Plant 0 0 0 (0) (100%) Supplies, Services and Admin 2 0 2 0 0% Payments to Other Bodies 75 0 79 4 5% Other - 0 0 0 0% Gross Expenditure 644 185 623 (21) (3%) Income 80- 0 (95) (15) (19%) Net Expenditure 564 185 528 (36) (6%) £000 £000 £000 £000 % Employee 805 283 772 (33) (4%) Property - 0 0 0 0% Transport and Plant 1 0 1 0 0% Supplies, Services and Admin 8 4 9 1 18% Payments to Other Bodies - 0 0 0 0% Other - 0 0 0 0% Gross Expenditure 814 287 782 (31) (4%) Income 83- (66) (84) (1) (1%) Net Expenditure 731 221 698 (33) (4%) Finance Service Centre Democratic and Registration Service Cost of Collection of Rates Cost of Collection of Council Tax Procurement Page 118
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 2024 Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status Service Summary Variance 2024/25 £000 £000 £000 £000 % Employee 2,506 947 2,469 (37) (1%) Property - 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 11 6 11 0 0% Payments to Other Bodies - 0 0 0 0% Other - 0 0 0 0% Gross Expenditure 2,517 953 2,480 (37) (1%) Income 20- (2) (20) 0 0% Net Expenditure 2,497 952 2,460 (37) (1%) £000 £000 £000 £000 % Employee 851 300 835 (16) (2%) Property 6 1 6 0 0% Transport and Plant 10 4 10 0 0% Supplies, Services and Admin 21 6 21 0 0% Payments to Other Bodies 72 40 75 4 5% Other - 0 0 0 0% Gross Expenditure 960 351 948 (12) (1%) Income 350- (124) (351) (0) (0%) Net Expenditure 610 227 597 (12) (2%) £000 £000 £000 £000 % Employee 288 88 267 (21) (7%) Property - 0 0 0 0% Transport and Plant 1 0 1 0 0% Supplies, Services and Admin 8 5 8 0 0% Payments to Other Bodies - 0 0 0 0% Other - 0 0 0 0% Gross Expenditure 297 93 275 (21) (7%) Income 453- (133) (441) 12 3% Net Expenditure 156- (40) (165) (9) 6% £000 £000 £000 £000 % Employee 848 330 878 30 4% Property - 0 0 0 0% Transport and Plant 3 1 3 0 0% Supplies, Services and Admin 15 15 15 1 4% Payments to Other Bodies 2 0 2 0 0% Other - 0 0 0 0% Gross Expenditure 867 347 898 31 4% Income 121- (23) (121) 0 0% Net Expenditure 746 324 777 31 4% £000 £000 £000 £000 % Employee 1,080 290 974 (106) (10%) Property - 0 0 0 0% Transport and Plant 2 0 2 0 0% Supplies, Services and Admin 20 10 20 0 0% Payments to Other Bodies 170 6 185 15 9% Other - 0 0 0 0% Gross Expenditure 1,271 307 1,181 (91) (7%) Income 718- (243) (718) 0 0% Net Expenditure 553 64 462 (91) (16%) Central Admin Support Environmental Health Legal Services/Trading Standards Licensing Planning Page 119
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 2024 Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status Service Summary Variance 2024/25 £000 £000 £000 £000 % Employee 847 328 866 19 2% Property - 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 4 1 4 0 0% Payments to Other Bodies - 0 0 0 0% Other - 0 0 0 0% Gross Expenditure 851 328 870 19 2% Income 12- (3) (12) 0 0% Net Expenditure 839 326 858 19 2% £000 £000 £000 £000 % Employee 1,715 655 1,769 54 3% Property - 0 0 0 0% Transport and Plant 1 0 1 0 0% Supplies, Services and Admin 5 5 5 0 0% Payments to Other Bodies 214 100 214 0 0% Other - 0 0 0 0% Gross Expenditure 1,936 760 1,990 54 3% Income 130- (54) (132) (2) (1%) Net Expenditure 1,806 706 1,858 53 3% £000 £000 £000 £000 % Employee 2,136 815 2,230 95 4% Property - 0 0 0 0% Transport and Plant 2 1 2 0 0% Supplies, Services and Admin 3,063 2,255 3,137 73 2% Payments to Other Bodies 3 0 0 (3) (100%) Other - 0 0 0 0% Gross Expenditure 5,203 3,070 5,369 166 3% Income 456- (105) (552) (96) (21%) Net Expenditure 4,747 2,965 4,817 70 1% £000 £000 £000 £000 % Employee 292 101 266 (26) (9%) Property - 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 9 2 6 (4) (40%) Payments to Other Bodies - 0 0 0 0% Other - 0 0 0 0% Gross Expenditure 302 103 272 (29) (10%) Income 25- (19) (19) 6 23% Net Expenditure 277 84 253 (24) (8%) £000 £000 £000 £000 % Employee 1,399 554 1,417 19 1% Property - 0 0 0 0% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 37 61 69 32 86% Payments to Other Bodies 0 0 0 0 98% Other - 0 0 0 0% Gross Expenditure 1,436 615 1,487 51 4% Income 120- 0 (123) (3) (2%) Net Expenditure 1,316 615 1,364 48 4% Citizen Services Transactional Services Strategic People and Change Information Services Communications & Marketing Page 120
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 2024 Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status Service Summary Variance 2024/25 £000 £000 £000 £000 % Employee 221 81 211 (9) (4%) Property - 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 14 8 14 0 0% Other - 0 0 0 0% Gross Expenditure 236 89 226 (9) (4%) Income - 0 0 0 0% Net Expenditure 236 89 226 (9) (4%) £000 £000 £000 £000 % Employee 131 51 137 5 4% Property 291 41 280 (11) (4%) Transport and Plant - 0 0 0 0% Supplies, Services and Admin 40 11 40 0 0% Payments to Other Bodies - 2 14 14 0% Other - 0 0 0 0% Gross Expenditure 462 106 471 8 2% Income 145- (97) (146) (1) (0%) Net Expenditure 317 9 325 8 2% £000 £000 £000 £000 % Employee 138 45 150 12 9% Property 1,391 711 1,380 (11) (1%) Transport and Plant - 0 0 0 0% Supplies, Services and Admin 50 6 50 0 1% Payments to Other Bodies 20 (82) 20 0 1% Other - 0 0 0 0% Gross Expenditure 1,599 680 1,600 2 0% Income 391- (237) (391) 0 0% Net Expenditure 1,208 443 1,209 2 0% £000 £000 £000 £000 % Employee 1,257 471 1,210 (47) (4%) Property 270 55 335 65 24% Transport and Plant 15 5 15 0 0% Supplies, Services and Admin 206 73 206 0 0% Payments to Other Bodies - 0 0 0 0% Other - 0 0 0 0% Gross Expenditure 1,747 604 1,765 18 1% Income 40- (7) (43) (3) (8%) Net Expenditure 1,708 596 1,723 15 1% £000 £000 £000 £000 % Employee 320 103 321 2 0% Property 2 4 15 13 616% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 34 15 46 12 35% Payments to Other Bodies 18 2 18 0 0% Other - 0 0 0 0% Gross Expenditure 375 125 401 27 7% Income 82- (75) (75) 6 8% Net Expenditure 293 50 326 33 11% Arts and Heritage Performance & Strategy Office Accomodation Clydebank Town Hall Libraries Page 121
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 2024 Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status Service Summary Variance 2024/25 £000 £000 £000 £000 % Employee 3,887 1,417 3,772 (115) (3%) Property 71 21 95 24 34% Transport and Plant 110 0 117 7 6% Supplies, Services and Admin 1,873 420 1,895 21 1% Payments to Other Bodies 29 24 50 22 75% Other - 0 0 0 0% Gross Expenditure 5,969 1,882 5,928 (41) (1%) Income 1,309- (72) (1,310) (1) (0%) Net Expenditure 4,660 1,810 4,618 (42) (1%) £000 £000 £000 £000 % Employee 1,954 667 1,802 (152) (8%) Property 170 65 206 35 21% Transport and Plant 2 0 1 (1) (33%) Supplies, Services and Admin 17 12 74 57 341% Payments to Other Bodies - 0 0 0 0% Other - 0 0 0 0% Gross Expenditure 2,142 744 2,082 (60) (3%) Income 322- (42) (322) 0 0% Net Expenditure 1,820 702 1,760 (60) (3%) £000 £000 £000 £000 % Employee 844 296 751 (94) (11%) Property 43 14 50 7 15% Transport and Plant - 0 0 0 0% Supplies, Services and Admin 9 2 10 1 8% Payments to Other Bodies - 0 0 0 0% Other - 0 0 0 0% Gross Expenditure 897 311 810 (87) (10%) Income 1,105- (461) (1,105) (0) (0%) Net Expenditure 208- (150) (295) (87) 42% £000 £000 £000 £000 % Employee 2,389 841 2,255 (134) (6%) Property 44 33 59 15 35% Transport and Plant 0 0 0 0 0% Supplies, Services and Admin 12 6 9 (3) (26%) Payments to Other Bodies - 0 0 0 0% Other - 0 0 0 0% Gross Expenditure 2,445 880 2,323 (122) (5%) Income 83- (31) (60) 23 28% Net Expenditure 2,362 849 2,263 (99) (4%) £000 £000 £000 £000 % Employee 419 199 441 23 5% Property - 0 0 0 0% Transport and Plant 2 2 5 3 184% Supplies, Services and Admin 3 1 4 1 18% Payments to Other Bodies - 10 10 10 0% Other - 0 0 0 0% Gross Expenditure 424 213 461 37 9% Income 20- 0 0 20 100% Net Expenditure 404 213 461 57 14% Catering Services Building Cleaning Building Cleaning PPP Facilities Assistants Facilities Management Page 122
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 CORPORATE SERVICES COMMITTEE DETAIL PERIOD END DATE 31 August 2024 Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status Service Summary Variance 2024/25 £000 £000 £000 £000 % Employee - 0 0 0 0% Property - 0 0 0 0% Transport and Plant - 0 0 0 0% Supplies, Services and Admin - 0 0 0 0% Payments to Other Bodies 3,854 2,244 3,860 6 0% Other - 0 0 0 0% Gross Expenditure 3,854 2,244 3,860 6 0% Income 764- (627) (739) 25 3% Net Expenditure 3,090 1,618 3,121 31 1% £000 £000 £000 £000 % Employee - 0 0 0 0% Property - 0 0 0 0% Transport and Plant - 0 0 0 0% Supplies, Services and Admin 35 23 35 0 0% Payments to Other Bodies 93 70 84 (10) (10%) Other - 0 0 0 0% Gross Expenditure 129 93 119 (9) (7%) Income 102- (72) (105) (3) (3%) Net Expenditure 27 21 14 (13) (48%) Leisure Management Events Page 123
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Annual Spend RAG Status £000 £000 £000 % Finance 1,487 1,701 215 14% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Revenues & Benefits 2,316 2,393 77 3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Finance Service Centre 461 482 21 5% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Planning 553 462 (91) -16% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Strategic People and Change 1,806 1,858 53 3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Information Services 4,747 4,817 70 1% 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 A projected full year variance of £183k in Payments to Other Bodies relates to grants awarded from the cost of living fund and will be fully covered by the earmarked reserve set aside for this. No action required Adverse variance is anticipated but funded by an earmarked balance 31 August 2024 Budget Details Variance Analysis Variance The service provided by this area deal with benefits, council tax and debt recovery. None required Small adverse variance is anticipated Variance is offset by £66k Social Welfare Fund earmarked reserve. The Finance Service Centre provide Council wide support across all accounts payable and receivable as well as the administration of Non Domestic Rates (Business Rates). Adverse variance on staffing due to retention of Automation team but partially offset by favourable variance in Payments to Other Bodies due to recharges for associated software costs None required A small adverse variance is anticipated This service area provides general ICT support to the Council and also supports transformational change and modernisation of working practices through technology The favourable variance in income is due to additional staff recharges and this is offset by the higher than budgeted staff costs due to the additional staff. In addition inflationary pressures on the software licencing element of the budget is currently projecting a £73k adverse variance. None possible at this time. Adverse variance overall is anticipated, licencing costs are being closely monitored. This service area provides strategic and operational HR advice, H&S advice and guidance The adverse variance in staffing costs is partly due to turnover savings not being fully met and additional training costs. The training cost element will be covered by an earmarked balance of £35k. None at this time An adverse variance is anticipated however £35k of earmarked balance will partially offset this. A £106k favourable variance in employee costs is due to delays and difficulties filling vacancies. None possible Favourable variance is anticipated This Service provides Building & Planning services Page 124
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Annual Spend RAG Status £000 £000 £000 % 31 August 2024 Budget Details Variance Analysis Variance Libraries 1,708 1,723 15 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Catering Services 4,660 4,618 (42) -1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Building Cleaning 1,820 1,760 (60) -3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Building Cleaning PPP (208) (295) (87) 42% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Facilities Assistants 2,362 2,263 (99) -4% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Facilities Management 404 461 57 14% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Overspend is projected. This service includes the provision of Library, Culture and Museums within West Dunbartonshire Variance due to utility costs being higher than anticipated. Spend to be monitored. There is a favourable variance against employee costs due to a number of vacancies Management and Team Leaders for Facilities Services such as Cleaning, Catering and Facilities Assistants There is an adverse variance against employee costs principally because turnover is not being achieved . none at present none none a favourable variance anticipated adverse variance anticipated This service provides cleaning services to PPP schools There has been greater than anticipated expenditure on cleaning material costs (£35k) ,urgent equipment replacements (£53k) and replacement uniforms (£4k). However, there is a favourable variance against employee costs due to a number of vacancies (£152k). none a favourable variance anticipated This service provides Facility Assistants throughout WDC buildings There is a favourable variance against employee costs due to a number of vacancies Catering Services across WDC employee costs are lower due to a number of vacancies a favourable variance anticipated This service provides cleaning services across all council buildings material costs and usage will be monitored a favourable variance anticipated Page 125
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2024/25 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment December 2023 Management Adjustments - - 1 Remove a 1.0 FTE vacant post from the Facilities Management team with service delivery being maintained through new structure with increased number of team leaders CCF09 A Graham 36 36 - Complete 2 Remove two vacant posts in the Communications team which will result in campaign activity being on digital platforms only, minimal design activity and less capacity for events CCF10 A Graham 50 50 - Complete 3 Rightsize ICT Budgets to better reflect expected costs for GIS software and general ICT inflationary pressures PT01 V Rogers 46 46 - Complete 4 Reduce the Council’s training budget, retaining budget to cover essential corporate requirements PT07 V Rogers 10 10 - Complete 5 Estimated saving from replacing ISDN telephony lines with SIP cloud telephone support (SIP is a digital method of making calls) PT11 V Rogers 76 76 - Complete 6 Replacement of Citrix Technology with cheaper technology PT12 V Rogers 75 75 - Complete 7 Implement the Water Direct Scheme which facilitates the collection of water and sewerage debt from residents direct from their benefits at source by the DWP RES05 L Slavin 60 60 - Complete 8 Remove two franking machines and further reduce use of first class mail RES11 L Slavin 12 12 - Complete 9 Seek commercial opportunities for Balloch Park kiosk RES12 L Slavin 15 15 - Complete 10 Rightsize minor sundry service budget lines such as travel, books etc RES14 L Slavin 17 17 - Complete 11 Rightsize income budgets as consequence of historical lease review RES15 L Slavin 25 25 - Complete 12 Adjust charge to Dumbarton Common Good for support services to reflect cost recovery RES19 L Slavin 21 21 - Complete 13 Adjust charge to Valuation Joint Board for support services to reflect cost recovery RES20 L Slavin 11 11 - Complete 14 Remove 3.41 FTE vacant posts in revenue and benefit team and review work processes to minimise impact on income recovery RES21 L Slavin 109 109 - Complete 15 Remove a 0.6 FTE vacant registrar post - no longer required as Clydebank Registration Service is now managed centrally from Dumbarton RR02 A Douglas 30 30 - Complete Page 126
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2024/25 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 16 Remove a 1 FTE vacancy in the Leadership Support Team whilst retaining 2:1 PA/CO ratio RR04 A Douglas 39 39 - Complete 17 Remove a 0.4 FTE vacancy in the Member Services Team to reflect requirements of elected members RR05 A Douglas 15 15 - Complete 18 Reduce 0.2 FTE in Democratic and Registration Service via a two year phased retirement RR07 A Douglas 18 18 - Complete 19 Right sizing anticipated income from regulatory and regeneration fees RR12 A Douglas 130 130 - Complete December 2023 Saving Options 20 Reduce the West Dunbartonshire Leisure Trust Mgt Fee by up to 30% CCF01 A Graham 940 940 - Complete 21 Two week Christmas closedown bar delivery of essential services RES07 L Slavin 7 - 7 Reversed, cost pressure will be added for 25-26 22 End the provision of hybrid committee meetings which would enable the committee team to return to its existing establishment RR03 A Douglas 21 21 - Complete Complete March 2024 Saving Options Complete 23 Reduce opening hours of Clydebank Town Hall to 4 days a week CCF02 A Graham 30 30 - Complete 24 Reduce investment in materials in library service CCF06 A Graham 50 50 - Complete 25 Reduce financial commitment to the Highland Games CCF11 A Graham 14 14 - Complete 26 Review core library staffing (outwith branch libraries) and remove one post CCF19 A Graham 18 18 - In Progress 27 Review menus in educational establishments to reduce waste whilst ensuring compliance with nutritional guidance CCF20 A Graham 60 60 - Complete 28 Reduce Community Budgeting fund by 50% reducing money available for community groups to bid for CCF24 A Graham 27 27 - Complete 29 Reduce the Community Engagement budget by 50% reducing the number of events supported CCF25 A Graham 22 22 - Complete 30 Review the Communities team reducing the delivery of community based services CCF26 A Graham 87 67 20 Delay in implementation, in year shortfall will be covered by the smoothing fund. Full year savings expected in future years. 31 Remove counselling and physio PT10 V Rogers 47 47 - Complete 32 Remove 3.6 FTE in CAS team PT13 V Rogers 112 112 - Complete Page 127
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2024/25 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 33 Reduce WDCVS funding by 50% RES02 L Slavin 75 75 - Complete 34 Remove one Council officer RES09 L Slavin 26 26 - Complete 35 Remove £12,500 of Nightzone West funding provided to Police Scotland RR01 A Douglas 12 12 - Complete 36 Reduction in 2 FTE paralegal support to contracts and property section RR08 A Douglas 90 67 23 Delay in implementation. March 2024 Management Adjustments 37 Review Arts & Heritage Service CCF16 A Graham 24 24 Complete 38 Restructure of Transactional Services to remove one vacant G10 post PT09 V Rogers 30 30 - Complete 39 Transfer cost of solicitor support for the council housing building prog to HRA capital budget RR09 A Douglas 60 60 - Complete 40 Remove vacant contaminated land officer post RR11 A Douglas 30 30 - Complete 41 Reduce support to planning and building standards by removing a vacant part time technical support assistant post RR13 A Douglas 16 16 - Complete 42 Remove a service co-ordinator in env health team and invite 2 service co-ordinators to be interviewed for the principal env health officer post. RR14 A Douglas 68 68 - Complete 43 Remove vacant Planning Compliance Officer post RR15 A Douglas 30 30 - Complete 44 Remove one of the 3 Building Standards Surveyor Posts RR16 A Douglas 53 53 - Complete 45 Reduce hours of solicitor from 5 days to 4 days RR17 A Douglas 12 12 - Complete 46 Fund existing Grade 8 post from UK Towns Fund Support RR18 A Douglas 60 60 - Complete 47 Fund officer costs associated with Levelling Up from final year of Levelling Up Rev funding. RR19 A Douglas 60 60 - Complete 2,875 2,825 50 TOTAL EFFICIENCIES/MANAGEMENT ADJUSTMENTS Page 128
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Corporate Services Committee – 6 November 2024 ___________________________________________________________________ Subject: Corporate Services Capital Budgetary Control Report to 31 August 2024 (Period 5) 1. Purpose 1.1 This report provides an update on the Corporate Services capital programme to 31 August 2024. 2. Recommendations 2.1 Committee is asked to: i) Note the current position of the 2024/25 capital budget for Corporate Services ii) Note that the project life total is currently on track. iii) Note the revised completion date detailed in appendix 2. 3. Background 3.1 On 6 March 2024 the Council approved the updated General Services Capital Plan for 2024/2025 to 2032/33. The three years from 2024/25 to 2026/27 were approved in detail with the remaining years being indicative. 3.2 Since then budget adjustments have taken place which result in a revised Corporate Services capital budget as set out in Exhibit 1. Exhibit 1: Revised Corporate Services Capital Budget 2024/25 (£m) Project Life (£m) Corporate Services Capital Budget Agreed 6 March 2024 3.624 28.560 Remove Electronic Insurance System, Project ended. (0.007) (0.050) RES 7 Community Success Capital Fund 0.150 0.150 RES 8 Community Sports Success Capital Fund 0.250 0.250 RES 4 Agresso Project 0.040 0.040 Reprofiling Agreed at P3 0.123 0 Revised Capital Budget as at Period 5 4.180 28.950 ITEM 15 Page 129
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4. Main Issues 4.1 Progress against the 2024/25 capital plan is detailed in: Appendix 1 – Project Life Summary by Chief Officer Appendix 2 – Off Track Projects Appendix 3 – Changes to Capital Plan for Noting Appendix 4 – All Approved Projects 4.2 The overall programme summary report at Appendix 1 shows that planned expenditure against the budget agreed 6 March 2024 is on track. 4.3 Appendix 2 highlights one project currently showing as off-track. • Heritage Fund is off-track as a result of a delay to the installation of the new district heating system and also due to water ingress. 4.4 Appendix 3 there are no projects to be reprofiled at period 5. 4.5 Appendix 4 shows all projects with approved in year and project life budgets as well as anticipated expenditure. It highlights that the 2024/25 budget is £4.180m with current forecast spend of £4.180m. The spend as at period 5 is £0.540m (12.93%) of the current forecast spend of £4.180m. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) As a consequence of current market conditions, inflation is at an all-time high and interest rates continue to be volatile. To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. Page 130
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11. Consultation 11.1 All services involved in delivering the capital budgets have been consulted in the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. Laurence Slavin Chief Officer – Resources Date: 14 October 2024 ________________ Person to Contact: Adrian Gray Council Offices, Church Street, Dumbarton E-mail: adrian.gray@west-dunbarton.gov.uk Appendices: Appendix 1 - Project Life Summary Appendix 2- Off Track Projects Appendix 3 - Reprofiling and Acceleration of Projects Appendix 4 - Details of all Projects. Background Papers: General Services Capital Plan Update - Council 6 March 2024. Capital Monitoring Report – Council 28 August 2024. Wards Affected All Wards Page 131
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Period 5 - 31 August 2024 Appendix 1 Summary Project Life Budget Project Life Forecast Spend Project Life Variance On Track/Complete Off Track £'000 £'000 £'000 Resources 15,838 15,838 - 8 0 Citizen, Cultural and Facilities 2,912 2,912 - 2 1 Regulatory and Regeneration 58 58 - 2 0 People and Transformation 10,142 10,142 - 4 0 Total 28,950 28,950 0 16 1 Page 132
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Projects that are Off Track as at Period 5 - 31 August 2024 Appendix 2 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 CCF2 Heritage Capital Fund 2,491 2,491 - 30/03/2024 31/03/2026 Project Name: Heritage Fund - CCF 2 Project Manager: Michelle Lynn Initial Completion End Date: 30/09/2024 Revised End Date: 31/03/2026 How was this project initially funded: Please Detail any additional funding Prudential Borrowing n/a Why is the project classified as off track and what has caused the issues identified? This project was delayed due to installation of new district heating system and water ingress. Physical completion of project by March 2025 with financial completion due to retentions by March 2026. What action will be taken to rectify the position? n/a New Completion Date: 31/03/2026 What are the implications on the actions proposed? Revenue Implications n/a Virement Implications n/a Source of Funding Page 133
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Changes to Capital Plan and Implications Appendix 3 No projects required to be reprofiled for P5. Project Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan - - - - - Explanation Page 134
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All Approved Projects at Period 5 - 31 August 2024 Appendix 4 Service Project Initial End Date Revised End Date Project Life Budget Spend to 31 /3/24 Spend to Date Projected Future Spend Total Projected Spend Project Variance Approved Budget 2024/25 Actual to date 2024/25 Revised Forecast 2024/25 In Year Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 RES 1 Valuation Joint Board - Requisition of ICT Equipment 31/03/2025 31/03/2025 25 6 12 13 25 - 11 6 11 - RES 2 Cash Receipting system enhancements 30/09/2023 31/03/2025 30 5 5 25 30 - 25 - 25 - RES 4 Agresso Development 30/04/2024 30/09/2024 102 62 82 20 102 - 40 20 40 - RES 5 Cost of Living 31/03/2026 31/03/2026 1,002 502 583 419 1,002 - 250 81 250 - RES 6 IFRS 16 Database 31/03/2023 31/03/2025 5 - - 5 5 - 5 - 5 - RES 7 Community Success Capital Fund 31/03/2025 150 - - 150 150 - 150 - 150 - RES 8 Community Sports Success 31/03/2025 250 - 10 240 250 - 250 10 250 - RES 12 Direct Project Support 31/03/2025 31/03/2025 14,274 - 52 14,222 14,274 - 1,586 52 1,586 - Total Resources 15,838 575 744 15,094 15,838 - 2,317 169 2,317 - CCF 1 Heritage Capital Fund 31/03/2024 31/03/2026 2,491 2,234 2,288 203 2,491 - 257 54 257 - CCF 2 Transformation of Infrastructure Libraries and Museums 31/03/2024 31/03/2025 421 326 366 55 421 - 95 40 95 - Total CCCF 2,912 2,560 2,654 259 2,912 - 353 94 353 - - RR 1 Legal Case Management System 31/03/2024 31/03/2026 33 - - 33 33 - - - - - RR 2 Re -imagine Antonine Wall 31/03/2024 31/03/2025 25 15 15 10 25 - 15 - 15 - Total Regulatory and Regeneration 58 15 15 43 58 - 15 - 15 - P&T 1 ICT Modernisation 31/03/2025 31/03/2025 4,718 - 125 4,593 4,718 - 482 125 482 - P&T 2 ICT Security & DR 31/03/2025 31/03/2025 4,143 - 104 4,039 4,143 - 642 104 642 - P&T 3 365 Implementation 30/09/2023 31/03/2026 983 418 466 517 983 - 325 48 325 - P&T 4 Development of Workforce Management System 31/03/2030 31/03/2030 298 - - 298 298 - 46 - 46 - Total P&T 10,142 418 695 9,447 10,142 - 1,495 277 1,495 - Overall Total 28,950 3,568 4,108 24,842 28,950 - 4,180 540 4,180 - Full Project Life In Year Page 135