Item 19 - Update on West Dunbartonshire Council Annual Performance Report
West Dunbartonshire Council · 18 December 2024
Back to West Dunbartonshire Council — 18 December 2024 and its agenda
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Citizen, Culture & Facilities West Dunbartonshire Council – 18 December 2024 Subject: Update on West Dunbartonshire Council Annual Performance Report 1. Purpose This report responds to a request from Council to provide further detail and explanation in relation to two specific Strategic Plan Performance indicators within the West Dunbartonshire Council Annual Performance Report 2023/24 presented to Council on October 30. 2. Recommendations 2.1 It is recommended that Council notes the additional performance information provided. 3. Background 3.1 The annual report fulfils a key Council requirement to report performance publicly and is designed to ensure relevance and ease of access for a wide audience. It is one element of a comprehensive approach to Public Performance Reporting (PPR) and, in addition to the detail provided and reported to Council, data is updated throughout the year and published on the Council website as it becomes available. 3.2 The report offers a high-level overview of achievements against each strategic priority in the previous year and was supplemented by a scorecard providing comparative data as well as information on each of the 50 performance indicators agreed as part of the Strategic Plan 2022-2027. 3.3 The report detailed that 33 (66%) of Strategic Plan indicators met or exceeded target, ten (20%) narrowly missed target and seven (14%) indicators significantly missed target. 3.4 At its meeting on 30 October, Council agreed to seek further information on two of these seven, namely: Percentage of adults supported at home who agree that they are supported to live as independently as possible (Core Integration Indicator) Percentage of Council employees who feel valued in the workplace. ITEM 19
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4. Main Issues Adults supported at home 4.1 The ‘Percentage of adults supported at home who agree that they are supported to live as independently as possible’ is among the suite of indicators measured under Priority 1 Our Communities in the Strategic Plan. 4.2 Public Health Scotland (PHS) provide the data for this indicator, collated by surveying a random sample of people registered with a GP in West Dunbartonshire between October and December 2023. No further analysis of the data is available from PHS therefore West Dunbartonshire Health and Social Care Partnership is unable to ascertain what underpins this response. 4.3 Although there is no specific data at this stage on the local causal factors, it is recognised by the HSCP that recent challenges within the Home Care Service may have had an impact, and in broad terms there are several other factors which can impact on this statistic, for example: Quality and Availability of Home Care Services: The effectiveness and accessibility of home care services play a crucial role. If services are inconsistent or hard to access, individuals may feel less supported. Social Support Networks: Strong social networks, including family and friends, are essential. A lack of social support can lead to feelings of isolation and decreased independence. Health and Mobility: Declining health and mobility issues can make it harder for individuals to live independently, even with support at home. Economic Factors: Financial constraints can limit access to necessary services and modifications that support independent living. Housing Conditions: The suitability of the home environment, including accessibility and safety features, significantly affects the ability to live independently. Policy and Funding: Policies and funding for health and social care services can impact the availability and quality of support provided to individuals at home. 4.4 Addressing these factors holistically can help improve the perception and reality of living independently for adults supported at home. 4.5 Service user and carer engagement sessions are scheduled in the first quarter of the new calendar year. In response to the performance, these
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sessions will be used to identify potential drivers contributing to this indicator. Employees feeling valued 4.6 The ‘Percentage of Council employees who feel valued in the workplace’ is measured under Priority 4 Our Council of the Strategic Plan. 4.7 This is also a perception indicator and therefore measurement is through a survey on the employee engagement platform Trickle, at a point in time. 4.8 Between 2022/23 and 2023/24, the percentage of employees who stated they felt valued decreased from 68% to 46%, against a target of 75%. In total 265 employees responded on this question which was asked four times on the platform as well as via a pulse survey and the score aggregated. Similar questions are posed throughout the year via Trickle and followed with more questions around solutions. This not only provides immediate feedback direct from frontline employees but has also engaged the same group with their digital skills. This method of measurement replaced the traditional employee survey which was time and resource intensive. 4.9 Understandably, this decline will cause concern. However, the period correlates with an extremely difficult time for Scottish local authorities during which the Council has faced unprecedented financial challenges. 4.10 The Council’s recent budgetary challenges and the requirement to implement savings have necessitated difficult decisions affecting employees and service delivery. This in turn has led to uncertainty within the workforce, with some employees expressing concern about potential job impacts, restructures and reductions in resources available to undertake their roles. It is unsurprising that morale has been negatively impacted as evidenced by the decline on the performance measure. 4.11 In addition, there are practical implications for the day-to-day operation of services from the cyclical savings exercises This includes resources required to develop savings options for Members, the cumulative impact from previous service reductions and fewer resources to deliver against service targets. Managers are required to focus disproportionate time on budgets and associated processes at a time when employees, teams and services require more support, guidance, motivation and leadership. This has had an impact on employees’ perception of their roles and the Council as there are fewer opportunities for development or recognition. 4.12 Employees may also feel uncertainty around job security and the future of services, impacting their sense of value and belonging. 4.13 In recognition of the challenge, the Council implemented a comprehensive communications plan in advance of the budget setting in 2023 and 2024 designed to keep employees informed about budget proposals, decisions and any resulting service or structural changes. A
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similarly comprehensive plan is in place for the 2025 budget setting. 4.14 The plan aimed to ensure timely information was shared by managers with employees at the earliest opportunity to ensure transparency, and thereafter to provide regular updates to promote trust. However, the perception of feeling valued remains impacted by continued uncertainty within local government, the ongoing funding challenges and the requirement for savings to be developed annually as a result. 4.15 In addition to all of the above, the Covid pandemic and cost of living crisis have affected many within the workforce and this too impacts on satisfaction. The Council is experiencing an increase in claims, annual and protracted pay disputes and a significantly increased employee relations caseload including ill health/flexible retirements and grievances. These coupled with the ongoing exercise to identify volunteers to leave the organisation and realise savings through Voluntary Severance/Voluntary Early Retirement are all having a detrimental impact on employees. 4.16 The performance in this area also aligns with the findings of the recent CIPD Working Lives Scotland 2024 Report (attached as appendix 1 to this report). 4.17 The report makes clear the degree to which the views voiced by workers are not always prioritised or acted upon. Workers on the whole prefer homeworking, but increasingly employers are moving away from this approach to organising work. We know that workers value learning and development opportunities, but these are becoming increasingly restricted across a range of workplaces. Workplace conflict is simply too prevalent across businesses in Scotland, harming both themselves and their workers. 4.18 The CIPD Working Lives Scotland survey is now in its fifth year and the key findings for 2023/24 are: Workplace conflict - Over a quarter (28%) of all employees in Scotland experienced some form of workplace conflict, including being undermined, shouted at, insulted or discriminated against. Growing unease across the public sector - Falls in employee voice scores have not improved and manager voice ratings have worsened considerably for public sector employees. There are signs of public sector employees growing increasingly detached from their jobs, with a higher proportion saying their job is just a way of earning money and no more. Similarly, there is a drop in the proportion of public sector employees saying they feel inspired at work. This is reflected in WDC responses. Skills development and learning gaps - Persistent gaps in skills development for those on lower incomes are not closing, with less than half (44%) of those saying their jobs offer good opportunities to develop their skills.
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Wellbeing - 25% of employees feel their work impacts negatively on their mental health, with 24% reporting negative impacts on their physical health. Thirty per cent of all employees report their workload as too heavy in a normal week. Senior managers are more likely to report workloads that are too heavy. 4.19 There has been extensive work undertaken by the Council in recent years to support wellbeing and promote the various offerings to employees and prospective employees. The Council has a range of supportive employee policies in place, including initiatives around health and wellbeing and career development, and has been recognised nationally for its approach to flexible working. 4.20 These policies and initiatives provide a broad package of support to help employees, managers and teams during this continued period of uncertainty. In addition, resources and ilearn courses are regularly promoted through workforce updates issued to all Council email users, through Trickle and published on the Council intranet. The key topics include mental health supports, additional support needs and financial wellbeing. 4.21 Work will continue over 2024/25 and beyond to ensure employees are updated on the forthcoming budget process and signposted to all available supports including Viv Up employee counselling and Maximus Access to Work. 4.22 The People & Change team is currently reviewing and refreshing the supports available to managers however it should be noted that the time and resource line managers have to support their people is continually decreasing. 4.23 Employee feedback will continue to be sought to understand any specific areas where additional support may be required however the foregoing efforts are unlikely to significantly increase satisfaction levels as long as all the other pressures remain. 4.24 All indicators are considered by strategic services in the development of annual Delivery Plans. This informs the strategic assessment section of the plans and also supports the identification of actions intended to improve performance. 4.25 The above will be incorporated into delivery plans within relevant council services and the Health and Social Care Partnership. 5. People Implications 5.1 There are no direct people implications from this report. Employee feedback will continue to be sought, monitored and action taken in response. 6. Financial Implications
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6.1 There are no financial implications from this report. 7. Risk Analysis 7.1 The Annual Report forms a core element of the Council’s public performance reporting (PPR) for 2023/24. Failure to gather and report on delivery in this way may result in the Council not fulfilling its PPR commitments as set out in Audit Scotland’s Guide. 8. Equalities Impact Assessment (EIA) 8.1 This report is for noting and does not recommend any changes to policy or procedure at the Council. As such an EIA screening was not required. 9. Consultation 9.1 Consideration of the report at internal meetings forms the basis of consultation on development of the Annual Report. Content of the annual report has been drawn from previously prepared reports from Chief Officers. 10. Strategic Assessment 10.1 The Annual Report and supporting performance indicator reports directly link to the Council’s 2022-27 Strategic Plan and the progression of all Strategic Priorities and Outcomes. Amanda Graham 19 November 2024 Person to Contact: Amanda Graham Chief Officer Citizen, Culture and Facilities Email: amanda.graham@west-dunbarton.gov.uk Appendices: Appendix 1 CIPD Working Lives Scotland 2024 Report Background Papers: WDC Strategic Plan 2022-27 Annual Performance Report 2023/24 Wards Affected: All Wards