Item 08 Appendix 1
West Dunbartonshire Council · 6 November 2024
Back to Corporate Services Committee — 6 November 2024 and its agenda
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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