West Dunbartonshire Council Corporate Plan 2011/15

Corporate Plan

2011/15

West Dunbartonshire Council

1

1 Introduction

2 Our Values Page 4

3 Corporate Objectives, PIs & Targets 2011/15 Page 6

4 Further Information Page 25

Contents

2

Welcome to West Dunbartonshire Council’s Corporate Plan for 2011/15.

This Plan sets the direction of the Council over the next four years, guiding the work of our services and

our employees. It does this by setting out a clear vision for West Dunbartonshire that is shared by our

partners:

‘Improve prosperity and inclusion for all citizens, deliver better and more efficient services,

and improve West Dunbartonshire as a place to live, work and visit.’

Themes, priorities, objectives

To deliver this vision, we have identified six key themes and related priorities.

Theme 1: Regeneration and the Local Economy

• better employment opportunities

• deliver co-ordinated, sustainable planning

• grow the local economy

• improve housing quality

• promote physical area regeneration

• reduce population decline

• regenerate the schools estate

Theme 2: Health and Well Being

• increase life expectancy – especially in the most deprived areas

• reduce inequalities and poverty

• target support to vulnerable groups

Theme 3: Safe and Strong Communities

• improve community safety

• improve community spirit

• improve estate management of Council housing

Theme 4: Sustainable Environments

• improve environmental quality and sustainability

• improve sustainability of the transportation network

1 Introduction

3

.

SOA

Corporate Plan

Departmental Plan

Operational Plan

Performance & Development Plan

CP

Theme 5: Education and Lifelong Learning

• provide learning for life

• raise school attainment and achievement

Theme 6: An Improving Council

• improve community engagement

• improve governance, resource management and financial planning

• improve organisational culture

• improve strategic leadership

• improve the perception of West Dunbartonshire

• promote continuous improvement and competitiveness

For each priority, we have identified specific objectives. These objectives reflect the commitments of

the administration, the opportunities and challenges that we face over the period of this Plan, and the

needs and aspirations of our community. They

also reflect our commitments in two other plans

that we share with our partners in West

Dunbartonshire - the Community Plan (CP)

2007/17 and the Single Outcome Agreement

(SOA) 2009/11. A revised SOA is being finalised for

approval in May 2011 and this will feed into the

next Corporate Plan. The relationship between our

plans is shown in the diagram opposite.

Monitoring, managing and reporting our

progress

The tables in Section 3 set out our objectives in

detail. We have identified performance measures,

together with targets for each of the four years

covered by the Plan, to enable us to monitor and

manage our progress towards them. The most current value for each indicator (2009/10) is also

included to provide context for these targets.

We will monitor, manage, and report our progress in accordance with our current Performance

Management Framework (April 2009). This includes a comprehensive progress report at the end of the

year, showing how we have performed against the targets set for that year.

Delivering our objectives

It is important to note that the Corporate Plan is not an action plan and does not set out how the

corporate objectives will be delivered. Through our departmental planning process, every department

has identified actions that it will take to help deliver the corporate objectives and meet the targets set

for the performance indicators. These actions are set out in our departmental plans for 2011/15 which

are available from our website.

It is also worth noting that many of our objectives are shared with our community planning partners

and will only be achieved through working in partnership with them over the coming years.

4

Our values underpin the way we work and guide everything we do.

Putting customers first

• We will seek our customers’ views, listen to what they say, respond appropriately and let them

know how their views have made a difference.

• We will engage them in planning, delivering and reviewing our services.

• We will provide accessible, responsive, joined-up services.

• We will promote a proactive approach to customer care.

Valuing our employees

• We recognise the skills, experience, and commitment of our employees and the valued

contribution that each of them makes.

• We will provide them with opportunities to learn and develop to help them fulfill their roles to

the best of their abilities.

• We will support them through effective management.

• We will engage them on issues that affect them.

• We will ensure they are well informed.

• We will promote their health and well being and provide a healthy and safe working

environment.

Openness and accountability

• We will set clear and measurable objectives.

• We will monitor our progress and report our performance to our customers, ensuring that they

receive the right information at the right time and in the right format to enable them to make

informed and meaningful judgements about the performance of the Council and its services.

• We will develop clear decision making structures and processes that show who is involved, why

decisions have been made and how they have been arrived at.

• We will encourage our customers to become involved in decision making and provide the

mechanisms and support to enable them to do this.

• We will act with integrity and in the public interest.

Sustainability

• We will use our resources effectively and efficiently.

• We will ensure that the social, economic and environmental consequences of our decisions and

actions are carefully considered.

2 Our Values

5

Continuous improvement

• We will challenge our services using a range of tools to help us continuously improve.

• We will encourage our customers in this process.

• We will provide our customers with feedback on our performance and seek their views on this.

• We will ensure that our employees are adaptable to change by providing training and

development opportunities and supporting them through an effective management structure.

Partnership working

• Working in partnership, we will make the best use of our joint resources.

• We will work with others to provide joined-up services for the benefit of our customers.

• We will learn from others and participate in training and development activities provided for

and by partners.

Equal opportunities

• We will promote a culture that encourages equal opportunities, both as an employer and as a

service provider.

• We will ensure that our equal opportunities legislative requirements are met.

6

This section sets out our specific objectives under each of the six Corporate Plan themes.

We have identified performance indicators and set targets for each of the four years covered by Plan.

This will enable us to monitor, manage and report our progress to all our stakeholders. The most

current value for each PI is included to provide context for these targets. For most PIs the current value

is for 2009/10 but where the 2010/11 value is available, this is also given.

The most current value for each indicator is also included (2010/11 and where this is not yet West Dunbartonshire continues to suffer from high levels of deprivation, low levels of economic

activity and a small business base compared with Scotland and the UK.

Given the potential challenges facing us in the next few years, it is important that we continue to

increase our rate of business growth and local job creation in key growth sectors, as well as

harnessing our investment potential for key areas including Lomondgate, town centre development

and regeneration opportunities along the Clyde.

West Dunbartonshire has the highest rate of Job Seekers Allowance (JSA) recipients in Scotland at

6.5%. The claimant count, which includes everyone claiming unemployment related benefits and

not just JSA, stood at 8.7% (in March 2011) compared to the Scottish average of 4.9%.

The population of West Dunbartonshire has declined again this year, continuing a trend which

began in 1981. As well as declining, the population of West Dunbartonshire is ageing with the

greatest increase in the age 75+ group.

To address these significant challenges, our priorities are:

• better employment opportunities;

• co-ordinated and sustainable planning;

• growing the local economy;

• improving housing quality;

• promoting physical area regeneration;

• reducing population decline; and

• regenerating the schools estate.

3 Corporate Objectives, PIs and Targets 2011/15

Theme 1: Regeneration and the Local Economy

7

Priority: Better employment opportunities

Objective: Reduce unemployment and benefit dependency

2009/10 2011/12 2012/13 2013/14 2014/15 Performance Indicator

Value Target Target Target Target

Employment rate 69% 69% 69% 71% 72%

Percentage of working age people claiming Job Seekers

Allowance 5.95% 5.5% 5.5% 5.5% 5.2%

Priority: Deliver co-ordinated, sustainable planning

Objective: Regenerate in a properly planned, co-ordinated and sustainable manner



Percentage of householder applications dealt with within

two months 86% 90% 90% 90% 90%

Percentage of planning applications granted contrary to the

Local Plan 3% 1% 1% 1% 1%

Priority: Grow the local economy

Objective: Attract and support the development of new and emerging businesses and support the sustainability

and growth of existing businesses



Business stock per 10,000 of adult population (16+) 217 223 228 232 235

Business start up rate per 10,000 of adult population (16+) 22 22 23 24 24

3 year survival rate as percentage of new business starts 59.4% 60% 61% 62% 63%

Objective: Grow the tourism economy



Percentage increase in number of visitors to West

Dunbartonshire -1% 2% 2% 3% 3%

Percentage increase in tourism generated income for West

Dunbartonshire -2% 2% 2% 3% 3%

Priority: Improve housing quality

Objective: Improve the mix, quantity, location and affordability of housing in West Dunbartonshire



Unit Capacity of Housing Land Supply 18 7 7 7 7

Objective: Improve the quality of Council housing stock

8



Total percentage of Council’s housing stock meeting the

Scottish Housing Quality Standard 14% 35% 75% 90% 90%

Priority: Promote physical area regeneration

Objective: Reduce the amount of vacant and derelict land



Hectares of land removed from the vacant and derelict land

register per annum 14.05 3 3 3 3

Objective: Regenerate town centres and related waterfront areas



Percentage of floor space in Alexandria Town Centre that is

vacant 10% 8% 8% 8% 8%

Percentage of floor space in Clydebank Town

Centre/commercial centres that is vacant 10% 8% 8% 8% 8%

Percentage of floor space in Dumbarton Town

Centre/commercial centre that is vacant 10% 8% 8% 8% 8%

Priority: Reduce population decline

Objective: Reduce population decline and out migration



Change in net population migration -20 -100 -100 -100 -100

Population of West Dunbartonshire 90,920 90,550 90,400 90,250 90,100

Priority: Regenerate the schools estate

Objective: Improve the schools estate



Primary School Occupancy 55% 58% 61% 62% 62%

Secondary School Occupancy 74% 82% 85% 85% 85%

9

Average life expectancy in West Dunbartonshire is 71.7 years for men and 77.9 years for women.

These figures do not compare well with the rest of Scotland. In the most deprived areas of West

Dunbartonshire the life expectancy figures fall to 66.1 years for men and 74.5 years for women.

Rates of coronary heart disease are higher than the national average, being around 10% higher in

West Dunbartonshire than the Scottish average. Rates of stroke and cancer are also above the

national average. To combat these health issues, we are working with our community planning

partners to support people to change their lifestyle, focusing on four health related behaviours:

smoking, alcohol, nutrition and physical activity.

This year’s figure shows 24.3% of the working age population derives some or all of their income

from benefits, an increase of 2.2% from last year. Based on this figure, West Dunbartonshire has the

second highest rate of working age benefit claimants of all 32 Scottish local authorities. Only

Glasgow City is higher at 25.7%.

The most recent figures also show that there are 4,900 children living in households where no one

works and there are 1,950 children living in households where the family is working but in receipt of

working tax credits above the family element. This means that 42% of all children in West

Dunbartonshire could be described as poor.

The most recent data on fuel poverty (for 2007/9) shows West Dunbartonshire at 20%, a relatively

small proportion of people compared with 28% for Scotland.

To address these issues, our priorities under Health & Well Being are:

• Increase life expectancy – especially in the most deprived areas;

• Reduce inequalities and poverty; and

• target support to vulnerable groups.

Priority: Increase life expectancy - especially in the most deprived areas

Objective: Improve diet and nutrition



Percentage of Citizens Panel members who follow guidance

of at least 5 portions of fruit/vegetables a day N/A 29% 30% 31% 31%

Uptake of free school meals in primary schools 89.7% 91% 91% 92% 92%

Uptake of free school meals in secondary schools 63.6% 65% 66% 67% 68%

Theme 2: Health and Well Being

10

Objective: Improve the health and safety of Council employees



Average number of FTE days lost per FTE employee

classified as stress & mental health 3.7 3.2 3.1 3 2.9

Number of days lost by Council employees through work

related injury 797 790 782 774 767

Number of fatal or major injury accidents within Council 5 3 2 2 2

Percentage of Council employees who drink alcohol on three

or more days a week 15% 10% 9% 8.5% 8%

Percentage of Council employees who eat five or more

portions of fruit and vegetables a day 68% 72% 73% 74% 75%

Percentage of Council employees who rarely or never

exercise 18% 15% 14% 13% 12%

Percentage of Council employees who smoke 16% 15% 14% 13% 13%

Objective: Increase levels of physical activity



Number of attendances per 1,000 population to all pools 4,723 4,770 4,790 4,830 4,900

Number of attendances per 1,000 population for indoor

sports and leisure facilities 4,200 4,230 4,240 4,260 4,300

Percentage of Citizens Panel members who never or rarely

take part in exercise N/A 59% 57% 55% 54%

Objective: Promote positive mental health



Percentage of Citizens Panel members who describe

themselves as fairly happy or very happy N/A 81% 82% 83% 84%

Objective: Reduce levels of alcohol consumption



Percentage of 13 year olds drinking alcohol to excess in

previous month (5 or more drinks 4 or more times) N/A 7% 6.5% 6% 5.5%

Percentage of 15 year olds drinking alcohol to excess in

previous month (5 or more drinks 4 or more times) N/A 20% 19% 18% 17.5%

Percentage of Citizens Panel members who drink alcohol 3

or more days per week N/A 21% 20% 19% 18%

Objective: Reduce levels of smoking



Percentage of adult population who smoke N/A 24% 23% 22% 21%

Percentage of Citizens Panel members who smoke N/A 20% 19% 18% 18%

Objective: Reduce use of illegal drugs

11



Deaths from drug misuse per 100,000 population 14.3 12 11.5 11 10

Percentage of 15 year using drugs at least once a week N/A 3% 3% 3% 2.5%

Priority: Reduce inequalities and poverty

Objective: End homelessness



Percentage of households assessed who are then housed

where the Council has a duty to secure permanent

accommodation

42.1% 56% 60% 62% 63%

Proportion of homeless households assessed as priority

homeless 98% 100% 100% 100% 100%

Objective: Increase employment and training opportunities for people with a learning disability, mental health

problems, criminal record or addiction issues



Number of people having a mental health problem assisted

into paid employment 14 16 16 16 16

Number of people with a learning disability assisted into

paid employment 36 51 56 58 58

Number of people with an addiction issue supported into

paid employment 21 15 15 15 15

Percentage of clients with a criminal record offered a

training or employment assessment of need 82% 100% 100% 100% 100%

Objective: Reduce child poverty

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Performance Indicator

Value Value Target Target Target Target

Proportion of children living in low income households that

are dependant on out of work benefits or child tax credits

more than the family element

58% 62% 58% 58% 58% 58%

Objective: Reduce financial exclusion



Percentage of Citizen Panel respondents who are in some or

deep financial trouble (Rest of WD) 6 6 6 6 6

Percentage of households with access to bank, building

society or credit union account 82% 85% 87% 89% 91%

Percentage of the total population who are income-deprived 21% 21% 21% 21% 21%

12

Objective: Reduce fuel poverty



Percentage of people defined as fuel poor in the 2004-2007

Scottish House Condition Survey 19% 15.5% 15% 14.5% 14%

Objective: Reduce poverty



Number of people accessing the MacMillan Service 639 680 696 700 700

Value of benefits maximised through representation from

Welfare Rights Money Advice Service. £9,494,760 £9,500,000 £9,250,000 £9,250,000 £9,250,000

Priority: Target support to vulnerable groups

Objective: Improve child protection



Percentage of children on the Child Protection Register who

have a completed and up-to-date risk assessment 100% 100% 100% 100% 100%

Objective: Provide opportunities to enable young people at risk to have positive chances and make positive

choices in their life



Percentage of 16 or 17 year olds in positive destinations

(further/higher education, training, employment) at point of

leaving care

58% 59.5% 60% 60.5% 61%

Objective: Increase proportion of older people (65+) needing care or support who are able to sustain an

independent quality of life as part of the community



Total number of homecare hours provided as a rate per

1,000 population aged 65+ 680.2 687 687 687 687

Percentage of homecare clients aged 65+ receiving personal

care. This PI is a proxy measure for flexibility of service. 77.7% 77% 78% 78% 78%

Percentage of homecare clients aged 65+ receiving a service

during evening/overnight 37.3% 37% 37% 37% 37%

Percentage of homecare clients aged 65+ receiving a service

at weekends 60.6% 60% 60% 60% 60%

Number of patients in short-stay settings waiting more than

6 weeks for discharge to appropriate care setting 3 0 0 0 0

Number of people 65+ admitted twice or more as an

emergency who have not had assessment, per 100,000 pop 45% 45% 40% 33% 32%

Percentage of people 65+ with intensive needs receiving

care at home 43.4% 46% 47% 48% 49%

13

The numbers and range of crimes and offences known to the Police in West Dunbartonshire has

changed little over the last few years. Since last year, violent crime and crimes of indecency have

seen little change. Crimes of dishonesty, fire raising and vandalism offences have improved slightly

but the largest category – miscellaneous crimes and motoring offences - has increased.

Working with our community planning partners, our priorities under Safe & Strong Communities are:

• improve community safety;

• improve community spirit; and

• improve estate management of Council housing. Priority: Improve community safety

Objective: Improve home and road safety



Number of children killed in road accidents 0 0 0 0 0

Number of people (all ages) killed in road accidents 2 3 3 3 3

Overall percentage of road network that should be

considered for maintenance treatment 32.48% 31.5% 31% 30.5% 30%

Objective: Reduce anti social behaviour and disorder



Percentage of Citizens Panel respondents who have

personally experienced and reported anti-social behaviour 20% 15% 14% 14% 14%

Percentage of residents satisfied or very satisfied with

agencies' response to tackling anti social behaviour 69% 52% 53% 53% 54%

Objective: Reduce crime and violent crime in particular



Percentage of residents feeling very or fairly safe when

walking alone in the local neighbourhood after dark N/A 60% 61% 61% 63%

Objective: Reduce domestic abuse/violence against women



Rate of domestic abuse in West Dunbartonshire per 100,000

population 1,498 1,795 1,790 1,785 1,784

Theme 3: Safe and Strong Communities

14

Priority: Improve community spirit

Objective: Improve residents' perceptions of their neighbourhood



Percentage of residents rating neighbourhood as a 'fairly

good' or 'very good' place to live 89% 94% 95% 95% 95%

Priority: Improve estate management of council housing

Objective: Reduce number of empty houses



Total annual rent loss due to voids expressed as a

percentage of the total amount of rent due in the year 2.7% 1.8% 1.4% 1.4% 1.3%

Not low demand stock: Average time to re-let houses (days) 41 33 30 30 28

Low demand stock: Average time to re-let houses (days) 182 130 80 65 50

15

Despite its small size, the landscape of West Dunbartonshire is diverse. Over 40% of the land is

classified as open countryside, representing a notably higher proportion than many other local

authority areas in Scotland. In order to protect the environment, the Council has identified 54 Local

Nature Conservation Sites through the 2008 Nature Conservation Strategy report, which reviewed

and identified additional local natural heritage sites and features important to biodiversity.

The Council also maintains 404 hectares of open space and 112.6 hectares of public parks which, in

proportionate terms and compared to other local authority areas, represents a large amount of

ground maintained.

A local assessment of environmental cleanliness has scored West Dunbartonshire higher than the

acceptable standard for, among other things, the Council’s Litter Control Strategy, and strategies to

combat fly-tipping and graffiti. The introduction of the Litter Control Strategy has resulted in steady

improvements due to a combination of improved cleaning schedules, enhanced use of machinery,

education, and enforcement powers used to combat litter, fly-tipping and dog fouling. The Council

also has a robust policy for dealing with graffiti.

The Council has challenging targets under the Zero Waste Plan, including a 40%target for recycling,

composting or reusing of household waste, and a further reduction in the use of landfill with the aim

that no more than 5% of municipal waste is landfilled by 2025.

An ecological footprint considers how much land and sea is needed to feed us and provide all the

energy, water and materials we use in everyday life. It calculates the emissions generated from

burning oil, coal, and gas to provide heat and fuel, and determines how much land is required to

absorb our waste. The latest figures from 2009 show that our ecological footprint is 5.04 global

hectares per person, which compares poorly to the 2 global hectares per person which is what our

footprint should be if the earth’s resources were shared equally.

Another key challenge is to work towards a decreased reliance on the private car. Success in this

area would contribute to reducing congestion, reducing traffic growth, reducing pollution, and

improving health through more active life styles.

Our priorities under Sustainable Environments are:

• improve environmental quality and sustainability; and

• improve sustainability of the transportation network.

Priority: Improve environmental quality & sustainability

Objective: Improve quality and access to greenspace



Percentage increase in hectares of amenity grassland habitat

managed for biodiversity 1% 2.5% 3.5% 5% 6% 7%

Percentage increase of hectares of woodland habitat 5% 0% 1% 1% 1% 1%

Percentage of core paths that are deemed fit for purpose 37% 44% 50% 55% 60% 65%

Proportion of protected nature sites in favourable condition 79% 74% 95% 95% 95% 100%

Theme 4: Sustainable Environments

16

Objective: Improve the state of West Dunbartonshire's environment



Air Quality: % of monitoring stations complying with the

national objective of 40ug/m3 NO2 91.4% 100% 100% 100% 100%

Air quality: PM10 Concentration 17.4 18 18 18 18

Percentage of Citizens Panel respondents who are satisfied

or very satisfied with the physical appearance of their local

area

55% 80% 82% 83% 84%

Cleanliness index achieved following inspection 76 76.5 77 77 77

Objective: Manage waste disposal in a more sustainable way



Tonnage of biodegradable municipal waste landfilled 20,925 18,536 15,888 15,000 15,000

Percentage of municipal waste collected that was recycled

(and composted) 30.9% 45% 50% 51% 52%

Objective: Raise awareness of environmental issues



Percentage of primary and secondary schools achieving Eco-

Schools Green Flag Award 30% 50% 60% 70% 80%

Objective: Reduce ecological footprint



Tonnage of carbon dioxide emissions from Council

operations and assets 31,558 28,531 27,504 26,513 24,417

Priority: Improve sustainability of the transportation network

Objective: Increase journeys by public or active transport



Percentage of children travelling to school by public or

active transport (primary) 64% 67% 68% 69% 70%

Percentage of Council employees travelling to work as a lone

car driver 62% 60% 59% 58% 57%

17

West Dunbartonshire has 34 primary schools, 5 secondary schools, 3 special schools, 22 Early

Education and Childcare Centres and one mobile crèche. School roles in West Dunbartonshire

primary and secondary schools are continuing to fall. Staying on rates for S5 pupils as a percentage

of the S4 roll of the previous session are 66% compared to 65% for our comparator group and 67%

for Scotland.

26% of primary schools children are entitled to free meals.

The percentage of pupils achieving 5 or more passes at level 6 or better by the end of S6 is 16% in

West Dunbartonshire, 19% for the comparator authorities and 21% for the national average.

The number of school leavers entering into full time and higher or further education continues to

increase having risen another 5% in the last year. The number entering training has also risen and is

substantially higher than the national figures. The number entering employment is down by 4%

reflecting the national decrease.

Our priorities under Education & Life Long Learning are:

• provide learning for life

• raise school attainment and achievement

Priority: Provide learning for life

Objective: Improve achievement and attainment through life-long learning



Total number of learners awarded a recognised qualification 62 405 407 409 411

Objective: Improve early years services



Percentage of pre-school centres with positive inspection

reports 100% 100% 100% 100% 100%

Objective: Increase participation in local cultural activities



Number of visits to/usages of council funded or part funded

museums per 1000 population 903 925 936 948 960

Number of visits to/usages of council funded or part funded

museums that were in person per 1000 population 109 112 113 114 115

Number of Library visits per 1000 population 6,515 6,700 6,900 7,100 7,300

Percentage of the resident population who are borrowers

from public libraries 21.5% 22% 22% 22% 22%

Theme 5: Education and Life Long Learning

18

Objective: Increase positive destinations when leaving school (going into further or higher education,

employment, or training) for young people who are Looked After at Home or Looked After and

Accommodated



Percentage of 16 or 17 year olds in positive destinations

(further/higher education, training, employment) at point of

leaving care

58% 59.5% 60% 60.5% 61%

Priority: Raise school attainment and achievement

Objective: Improve early years attainment



Percentage of P3 Pupils exceeding 5-14 level A in reading,

writing and mathematics 39% 39%

This PI was based on National Testing 5-

14 which has now been replaced by the

Curriculum for Excellence. An

alternative PI will be agreed for

2011/15.

Objective: Improve educational attainment levels of lowest performing secondary school pupils



Average tariff score of lowest performing 20% of pupils in S4 60 62 62.5 63 63.5

Objective: Improve educational attainment levels of primary school pupils



Percentage of primary schools with positive inspection

reports 100%

Not yet

available 100% 100% 100% 100%

Primary 5-14 Mathematics [Percentage of pupils in P3, P4,

P6 and P7 achieving the appropriate 5-14 level for their

stage in Mathematics]

85% 87%

Primary 5-14 Reading [Percentage of pupils in P3, P4, P6 and

P7 achieving the appropriate 5-14 level for their stage in

Reading]

84% 84%

Primary 5-14 Writing [Percentage of pupils in P3, P4, P6 and

P7 achieving the appropriate 5-14 level for their stage in

Writing]

75% 76%

These PIs were based on National

Testing 5-14 which has now been

replaced by the Curriculum for

Excellence. Alternative PIs will be

agreed for 2011/15.

19

Objective: Improve educational attainment levels of secondary school pupils



3+ @ Level 6 (by end S5) [Percentage of pupils passing 3 or

more SQA exams at SCQF level 6 or better by the end of S5] 19% 17% 19.5% 19.75% 20% 20%

5+ @ level 5 (by end S4) [Percentage of pupils passing 5 or

more SQA exams at SCQF level 5 or better by the end of S4] 30% 31% 32% 32% 33% 33%

5+ @ Level 6 (by end S6) [Percentage of pupils passing 3 or

more SQA exams at SCQF level 6 or better by the end of S6] 16% 19% 17% 17.5% 18% 18%

Percentage of secondary schools with positive inspection

reports 100%

Not yet

available 100% 100% 100% 100%

Objective: Increase positive destinations for 16-19 year olds



Percentage of school leavers into positive destinations (total

of higher/further education, employment and training) 88.1% 86% 87% 88% 89%

Percentage of young people on the Get Ready for Work

scheme gaining positive outcomes 50% 50% 50% 50% 52%

20

The priorities under this theme have been informed by Audit Scotland’s progress reports of Best

Value and Community Planning over the last few years and as a result, the Council has been

progressing improvements with particular regard to community engagement, organisational culture,

strategic leadership, and competitiveness. The Shared Risk Assessment process, first introduced in

2010 and co-ordinated by Audit Scotland, also focused the Council’s improvement work.

A further challenge is to improve the area’s image and branding. West Dunbartonshire has a range

of opportunities including the area’s natural beauty, heritage and physical setting, good transport

links and proximity to Glasgow. These opportunities provide a clear potential to re-focus and re-

brand West Dunbartonshire and market it to both internal and external audiences.

Our priorities under An Improving Council are:

• improve community engagement

• improve organisational culture

• improve strategic leadership

• promote continuous improvement and competitiveness

• improve governance, resource management and financial planning

• improve the perception of West Dunbartonshire

Priority: Improve community engagement

Objective: Improve confidence and active citizenship for children and young people



Number of young people involved in youth consultation and

representation structures 252 300 326 340 368

Objective: Improve the effectiveness of community consultation and engagement activity



Percentage of Citizens Panel respondents who think the

Council communicates well with its residents 16% 23% 28% 32% 36% 37%

Percentage of Citizens' Panel (CP) respondents who agree

that the CP annual newsletter 'Feedback' provides evidence

that the Community Planning partners listen to what they

tell us in surveys on developing and changing the way we

provide services

N/A 74 75 76 77 78

Percentage of Community Councils functioning as a

proportion of the total possible number 59% 59% 59% 59% 59% 59%

Theme 6: An Improving Council

21

Priority: Improve governance, resource management and financial planning

Objective: Improve approach to risk management



Percentage of Council's strategic risks classified as high or

medium 67% 65% 60% 50% 45%

Objective: Improve asset management



Proportion of operational accommodation that is in a

satisfactory condition 91% 89% 91% 93% 94%

Proportion of operational accommodation that is suitable

for its current use 46.78% 80% 81% 82% 85%

Objective: Improve employee attendance



Average number of working days lost per employee through

sickness absence for teachers 7.41 5.5 5 5 5

Average number of working days lost per employee through

sickness absence for all other local government employees 13.26 12 11.5 11 11

Objective: Improve medium to long term financial planning



Has Audit Scotland's perception of the quality of the

Council’s medium to long term financial planning process

improved? Yes/No

Yes Yes Yes Yes Yes

Objective: Improve the Performance Management Framework



Has Audit Scotland's perception of the quality of the

Council's performance management framework improved?

Yes/No

Yes Yes Yes Yes Yes

Percentage of elected members satisfied or very satisfied

with the quality of performance management reports N/A

New PI for 2011/12. Once 2011/12

value is available, targets will be set for

2012/13 to 2014/15.

22

Priority: Improve organisational culture

Objective: Improve consultation and communication with employees



Percentage of Council employees who agree or strongly

agree that the Council asks about their views 33% 40% 50% 60% 60%


agree that their line manager provides information about

what is going on within the Council

61% 68% 72% 76% 76%


agree that they have regular meetings with their line

manager

61% 70% 75% 80% 80%

Objective: Improve morale and employee perceptions of feeling valued




agree that morale is good 25% 41% 56% 65% 70%


agree that the Council recognises and values the work that

they do

43% 56% 66% 70% 75%

Objective: Promote fair and transparent employment practices



Percentage of employee survey respondents indicating

direct experience of non-verbal bullying N/A 10% 10% 8% 8%

Percentage of employee survey respondents reporting some

form of discrimination in the period since the last employee

survey

N/A 8% 8% 6% 6%

Percentage of employee survey respondents that indicated

direct experience of verbal bullying 23% 20% 20% 15% 15%

Priority: Improve strategic leadership

Objective: Improve decision-making and performance scrutiny

Improve Member-Officer relations



Has Audit Scotland's perception of member/officer relations

improved? Yes/No No Yes Yes Yes Yes

23

Objective: Improve leadership and management skills of elected members, the corporate management team,

middle management and supervisory staff



Has Audit Scotland’s perception of leadership quality

improved? Yes/No No Yes Yes Yes Yes


agree that there is strong leadership 22% 40% 55% 60% 65%

Priority: Improve the perception of West Dunbartonshire

Objective: Improve the image and reputation of West Dunbartonshire and the Council



Percentage of Citizens Panel respondents who agree or

strongly agree that Council's external image is positive 13% 35% 40% 45% 45%

Percentage of Citizens Panel respondents who are very or

mostly satisfied with their perception of overall quality of

life

61% 70% 72% 73% 74%

Priority: Promote continuous improvement and competitiveness

Objective: Improve our responsiveness to customers (Customer First)



Percentage of Citizens Panel respondents satisfied with the

time the Council takes to answer the phone. 78% 91% 92% 93% 93%

Percentage of Citizens Panel respondents satisfied with the

time the Council takes to acknowledge written

correspondence.

69% 80% 83% 84% 85%

Percentage of Type 3 (2 way interactions between citizen

and council) interactions identified as appropriate for

electronic service delivery that are delivered electronically

70% 73% 75% 78% 93%

Percentage of Type 4 (full transaction e.g. book and pay for

service online) interactions identified as appropriate for

electronic service delivery that are delivered electronically

31% 40% 45% 50% 93%

Percentage of users of the Council's Contact Centre who are

satisfied or very satisfied with the services delivered by the

Contact Centre.

86.36% 91% 92% 93% 93%

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Objective: Improve service efficiency and competitiveness



Gross administration cost per housing benefit case £36.81 £35.50 £35.00 £34.50 £34.00

Cost of collecting Council Tax per dwelling £16.82 £14.50 £14.25 £14.00 £13.75

Percentage of income due from Council Tax for the year, net

of reliefs and rebates that was received during the year. 94.1% 94.5% 94.75% 95% 95.1%

Current tenant arrears as a percentage of the net amount of

rent due in the year 9.6% 7.9% 7% 7% 6.75%

Net cost of refuse collection per premise £42.48 £45.48 £46.98 £48.48 £49.98

Net cost of refuse disposal per premise £91.52 £100.39 £105.07 £109.76 £114.45

Objective: Improve service performance and quality



Number of invoices paid within 30 calendar days of receipt

as a percentage of all invoices paid 84.6% 86% 86.5% 87% 87.5%

Overall percentage of repairs completed within the target

time 96.45% 93% 93.5% 94% 94.5%

Percentage of Citizens Panel respondents satisfied or very

satisfied with Council Services 66% 67% 68% 68% 69%

Percentage of planned PSIF self evaluations completed

across the Council N/A 100% 100% 100% 100%

Domestic Noise Complaints - the average time (in hours)

between the time of the complaint and attendance on site

for those requiring attendance

0.37 2 2 2 2

Domestic Noise Complaints - the average time (in hours)

between the time of the complaint and attendance on site

(for those complaints dealt with under part V of the

Antisocial Behaviour etc (Scotland) Act, 2004)

0.38 2 2 2 2

Percentage of trading standards consumer complaints that

were dealt with within 14 days of receipt 68.9% 74% 76% 76% 76%

Percentage of trading standards business advice requests

that were dealt with within 14 days 100% 97% 97% 97% 97%

Objective: Join-up and share services with other providers



Number of shared service arrangements (external providers) 66 75 75 75 75

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If you would like further information on this Plan, please contact the Risk & Performance Section in

the Chief Executive’s Department. You can either:

Phone 01389-737231

Write Chief Executive’s Department

West Dunbartonshire Council

Garshake Road

Dumbarton

G82 3PU

E-mail [email protected]

This Plan is available from the Council’s website at: http://www.west-dunbarton.gov.uk/council-and-

democracy/about-your-council/corporate-plan

4 Further Information

26

This document is also available in other languages, large print and audio format on request. Arabic

Hindi

Punjabi

Urdu

Chinese (Cantonese)

Polish

�� 01389 737231

� Risk & Performance, West Dunbartonshire Council, Council Offices, Garshake Road, Dumbarton, G82 3PU

� [email protected]

West Dunbartonshire Council Corporate Plan 2011/15

Documents

Transcript of West Dunbartonshire Council Corporate Plan 2011/15