Corporate Improvement Plan action plan v1.3
Argyll and Bute Council · 26 June 2025
Back to Argyll and Bute Council — 26 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 Corporate Improvement Plan Action Plan 2025-28 Argyll and Bute Council Corporate Improvement Plan Action Plan Ref Theme Outcome Success measures Key dates Lead Progress CIP1 Transformation Scottish Approach to Service Design is embedded into our transformation programme Report on utilisation of framework in at least 3 services' change processes June 2026 Third Tier Managers CIP2 We identify opportunities to resolve data challenges through production of Power BI reports to support our Connect for Success principle - Data and evidence- driven Increase in Power Bi reports available by 6 per quarter March 2026 Data Programme Manager CIP3 Data deployment and accessibility is improved by the development of interfaces Data platform launched and available June 2025 Data Programme Manager CIP4 Self Assessment feeds into improvement plans at team, service and corporate levels using appropriate LGBF indicators Number of improvement plans at each level that have Self Assessment as the source of improvement identified March 2026 Third Tier Managers CIP5 We improve accessibility, capture and use of data through increased use of online forms Increase in online forms, that are compatible with data July 2026 Third Tier Managers / Customer Engagement
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2 Argyll and Bute Council Corporate Improvement Plan Action Plan Ref Theme Outcome Success measures Key dates Lead Progress analysis and automation processes. and Transformati on Manager CIP6 Our learning council principle is embedded through increased use of pilots and reflective evaluation 2 pilot approaches complete and evaluated October 2026 Third Tier Managers / Team Lead OD Project Office CIP7 A new target operating model that supports delivery of connect for success is developed and implemented Operating model designed and approved with key stages of maturity articulated January 2026 Executive Leadership Team CIP8 A Transformation and Savings Strategy aligned to longer term financial approach is developed Transformation and Savings Strategy is in place March 2026 HR and OD Manager CIP9 Tools and learning are in place to support the project pipeline and project management approach. Learning is in place to manage projects and programmes June 2026 Head of Customer Support Services
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3 Argyll and Bute Council Corporate Improvement Plan Action Plan Ref Theme Outcome Success measures Key dates Lead Progress CIP10 Performance Our performance reporting shows clear links with Corporate Plan Priorities Strategic outcome indicator dashboards built March 2026 Senior HR Business Partner CIP11 The public can easily see how we are performing against our priorities and outcomes Clear and transparent Public Performance Reporting information is available on the website March 2026 Team Lead - OD Project Office / Senior HR Business Partner CIP12 Each Head of Service has an improvement plan Automatic data feeds are maximised to enable focus on improvement actions being implemented on time March 2027 Heads of Service CIP13 We use data and evidence to inform best deployment of resources to meet operational service standards Performance dashboards pilot evaluated and rolled out. March 2026 Third Tier Managers / Senior HR Business Partner CIP14 We evidence efficiency in our performance reporting and monitoring processes through our updated Performance Improvement Framework, Time spent collating performance data reduced by 15% March 2027 HR and OD Manager
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4 Argyll and Bute Council Corporate Improvement Plan Action Plan Ref Theme Outcome Success measures Key dates Lead Progress streamlining performance and KPIs CIP15 Risk is minimised by increasing mandatory training completion Managers have clearer oversight of employee mandatory training completion October 2025 Third Tier Managers / Senior HR Business Partner CIP16 Community Engagement We increase the reach of our consultation and engagement to a wider group of representatives and demonstrate that we have listened to their views by publishing all findings online Stakeholder information for consultation and engagement updated to include representatives of a wider range of protected characteristics and statutory areas and engagement findings published on website March 2027 Communitie s and Partnership Manager / Communicat ions Manager CIP17 Finance We have a revised approach to delivery of the Capital Programme Revised approach to delivery of the capital programme is agreed March 2026 Head of Financial Services CIP18 Leadership and Workforce We provide skills development and knowledge enhancement in data skills to enable teams to deliver services Increase in employee knowledge and confidence in regard to data skills. Baseline of eligible April 2026 Senior HR Business Partner
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5 Argyll and Bute Council Corporate Improvement Plan Action Plan Ref Theme Outcome Success measures Key dates Lead Progress (networked) employees 10%, target 50% CIP19 There is an increase in the number of young people working for the Council through relevant pathways Increase in number of young people working for the Council as reported in our Health of the Organisation report FQ4 March 2027 Third Tier Managers / HR and OD Manager CIP20 Our pathways support internal progression Service workforce plans include progression pathways (formal or informal) March 2028 HR and OD Manager CIP21 We improve our organisational capacity by using data and evidence to target interventions to improve wellbeing Maintain or improve ranking for sickness absence in LGBF June 2026 Senior HR Business Partner / HR Business Partners CIP22 We support older workers and provide opportunities for young workers through implementation of succession planning Succession plans in place for senior leadership roles March 2027 HR and OD Manager
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6 Argyll and Bute Council Corporate Improvement Plan Action Plan Ref Theme Outcome Success measures Key dates Lead Progress CIP23 By providing skills development and knowledge enhancement in digital skills, we enable teams to deliver services Increase in employee knowledge and confidence in regard to digital skills. Baseline 15%, target 80% of eligible (networked) employees April 2026 Senior HR Business Partner CIP24 We create a stable workforce by reducing the reliance on temporary and agency staff through delivery of the Agile project and review of recruitment Temporary posts reduced by 10% and number of Agency Staff reduced by 5% March 2027 HR and OD Manager CIP25 We increase the reach of our engagement with employees Increase employee survey response rate to 25% October 2026 HR and OD Manager CIP26 The golden thread runs through our strategic workforce planning Our Strategic Workforce Plan is reviewed to reflect transformation and financial strategies March 2026 HR and OD Manager