Item 7 - Appendix 2
West Dunbartonshire Council · 20 May 2026
Back to Infrastructure, Regeneration & Economic Development Committee — 20 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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2026/27 ROADS & NEIGHBOURHOOD ITEM 7 - APPENDIX 2
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Contents 1. Introduction .................................................................................................................................................................................................... 3 2. Performance Review ...................................................................................................................................................................................... 3 3. Strategic Assessment .................................................................................................................................................................................... 7 4. Resources .................................................................................................................................................................................................... 15 Appendix 1: Action Plan .......................................................................................................................................................................................... 17
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1. Introduction Roads & Neighbourhood comprises a wide range of services covering Roads and Transportation and Environment and Neighbourhood, including Greenspace and Waste Management, Working 4U and Fleet Management. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve this are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Infrastructure, Regeneration and Economic Development Committee twice yearly, at mid-year and year-end. 2. Performance Review The Roads & Neighbourhood management team completed a detailed review of 2025/26 performance, focusing on the following: 2025/26 Delivery Plan year end progress; Local Government Benchmarking Framework (LGBF) comparative data; Association for Public Service Excellence (APSE) comparative data; Citizens’ Panel feedback; Complaints; and Continuous Improvement This review highlighted our key achievements in 2025/26 as well as the challenges to be addressed in 2026/27. These are summarised below. Key Achievements in 2025/26 Listed below are some of the major achievements. All services achieved many other key outcomes for the Council and its residents throughout the year which are not recorded here but are as important. Strategic Team The collaborative approach between West Dunbartonshire Council and the wider City Region to increase resilience, share best practice and identify opportunities in the delivery of Electric Vehicle Strategy and Waste management is now embedded. The Net Zero Cooperation Agreement with Glasgow City Council continues to deliver financial savings, shared learning and reduction of duplication and also identifies further opportunities for joint working.
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Greenspace & Waste Management As a result of introducing a prioritised recycling waste project, significant improvements have been made, waste sent to landfill has reduced substantially—from 8,001 tonnes per year to 4,533 tonnes. The new collection regime is a significant change for residents and the introduction was supported with a communications strategy providing information on recycling. Developed a major extension to North Dalnottar Cemetery that will secure a long-term sustainable burial site for local residents. Provided training and employment opportunities for 10 modern apprentices and engaged with over 300 volunteers to carry out environmental improvement work. Secured external funding from Scottish Government and Nature Scotland to recruit a conservation volunteer trainer. This has allowed us to increase the number of volunteers working within West Dunbartonshire. Roads & Transport Progressed speed reduction measures to improve road safety by securing external funding to implement mandatory 20mph speed limits in residential streets with the first 5 areas scheduled for going live in May 2026. Continued to lead on the delivery of the project transforming the former Exxon site into a key strategic development site. Completed key project milestone with construction of the western under-bridge at A82/A814 Glasgow Road junction through partnership with Network Rail. Primary works were completed in advance to allow for the excavation and installation of new under-bridge below the main train lines over the Christmas Period 2025. Successfully applied for transfer of parking enforcement powers to West Dunbartonshire Council and completed the necessary back-office management and road marking upgrades to begin enforcement. Supported colleagues in Housing Operations to develop new service structure to create parking enforcement team with 4 full-time equivalent parking enforcement officers now carrying out regular patrols within our town centres and key strategic enforcement areas. Worked with delivery partners to complete Gruggies Burn Detailed design and successfully completed contract negotiations to have construction contract in place with Balfour Beatty by the 31st March 2026 Scottish Government deadline. Funding has now been secured to deliver the £48m flood alleviation project over the next 4 years. Working4U & Fleet Management Achieved national recognition and received an Adult Learning Award in Wellbeing. Extended support to particularly vulnerable groups through the Family Poverty Network and strengthened governance arrangements. The Family Poverty Network successfully secured Fairer Futures Partnership funding to support families affected by involvement in the justice
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system, alongside Child Poverty Accelerator funding to provide targeted support for families with children and young people with Additional Support Needs. Supporting two full‑time equivalent staff, to deliver focused, preventative interventions. Funding has been secured to deliver maritime engineering focused interventions, aligned with Glasgow City Region Skills Investment Scottish Government funding for 2025–2027. Supports 0.5 full-time equivalent staff and the commissioning of a local training provider to deliver targeted skills provision. Successfully completed Her Majesty’s Inspectorate of Education Progress Visit for Community Learning and Development. Awarded South of Scotland Regional Lead for Macmillan welfare rights services, moving from annual to a three-year funding cycle. Reduced vehicle hire costs in consultation with services by 35%. Developed a procurement strategy to establish the basis for the transition from internal combustion engines to electric powered vehicles. (13.1 % of fleet hybrid or EV). All mechanics completed Institute of the Motor Industry 3 & 4 level Electric Vehicle certification. This was successfully funded by Working4U's No One Left Behind commissioned provision. Key Challenges from 2025/26 Along with the achievements noted above, there were significant challenges in 2025/26. Cross Service Resilience / Capacity Challenges. The ongoing rationalisation of resources and development of service efficiencies and savings has resulted in many service changes. There are a range of challenges linked to a continuing and increased reduction to front line services, both employee reductions and service delivery rationalisation. This has resulted in a number of initiatives taking longer than anticipated, increased demand on staff, reduction in service satisfaction levels and increased complaints. This will require strict prioritisation going forward and delivering services in a different way including service delivery redesign where required. Demographic of Workforce. R&N has an aging demographic within the workforce and this is also the case nationally. We will continue to carry out workforce analysis to identify skills gaps to provide upskilling appropriate training and succession planning to allow the Council to plan for the future. Staff. The national skills shortage of qualified and experienced officers in Roads and Neighbourhood Services resulting in reduced staff complements across services and increased demands on existing staff. Due to high demand outstripping the labour supply, labour rates continue to increase together with challenges recruiting and retaining skilled staff. Annual external funding results in staff being recruited into fixed term contracts for the financial year with a key drawback being that it creates job insecurity and makes retaining skilled staff more
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challenging. This means that we will have to optimise staff retention and improve recruitment practices to ensure job roles are in line with demand. Climate Change. Due to more adverse weather condition and extreme weather events due to climate change Roads and Neighbourhood require to make changes to operational ongoing service delivery and response to events. In particular flood risk management plans. Greenspace & Waste Management Development of the revised ground management model to respond to reduction in budget and capacity reflecting the resources available. This will potentially impact on the perception of service delivery and resident satisfaction. Due to suppliers leaving the market we expect there will be challenges in getting suppliers / contracts in place for waste treatment options for organic food/garden waste. This is likely to lead to increased costs. Roads & Transport Flood risk management including prioritisation and progress of initiatives continues to be a challenge. Scottish Government Cycle 2 funding for major flood alleviation projects has been paused indefinitely and whilst we await confirmation about any future funding it is expected that due to the rising construction costs for flood alleviation projects there will be more of a focus on flood resilience rather than alleviation. Pavement parking strategy and implementation is dependent on the capacity of parking enforcement officers and identifying funding and resources. Any large-scale enforcement would require additional enforcement resources to manage. Construction and material costs continue to rise, and with reductions in capital budgets the volume of carriageway and footway resurfacing works that can be completed each year is continuously reduced. The Council has aged Street Lighting assets with 60% of existing columns beyond their 25-year life expectancy. Limited Capital budgets mean that the service is unable to address such issues in a large, targeted replacement programme with only severe or dangerous assets being able to be prioritised. Working4U & Fleet Management Working4U Rising living costs and the growing challenges faced by people experiencing disadvantage are driving a continual increase in demand for support. As more individuals seek welfare and benefits advice, community-based learning opportunities, and employability assistance, services are coming under significant pressure. Macmillan are moving to a Regional Lead model for the delivery of Welfare Rights services to people affected by cancer from June 2026. As Regional Lead there is funding for project management however overall, there is a reduction in available funds for the subsequent 3 years of the programme which will impact partners.
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UK Shared Prosperity funding ceased at the end of March 2026 with new funding through the Local Growth Fund for 2026-29 having a focus on capital investment and a subsequent reduction in revenue funding affecting employability and learning delivery within Working 4U. UK Shared Prosperity funding supported 12 full-time equivalent posts and commissioned employability interventions from local private and third sector organisations. Local authorities as part of the Glasgow City Region will work across the region to design and deliver services, potentially reducing local flexibility to meet needs within West Dunbartonshire. No One Left behind and Local Growth Fund have a focus on employment as opposed to UK Shared Prosperity funding focus on wellbeing/anti-poverty approach. Pride in Place funding through UK Government has been allocated to Clydebank with some focus on learning and employability support – the strategic plan has been agreed with UK Government and implementation will commence from 2026. At this point the delivery of the interventions for employability and skills development are not known. Scottish Government funding for both Modern and Foundation Apprenticeship programmes will transfer from Skills Development Scotland to the Scottish Funding Council in line with the Tertiary Education and Training Bill. Discussions are ongoing focussed on potential impacts to local contracts for delivery. From April 2026, Council Apprenticeship Investment funding (£1.0m over a four‑year period) will cease. This will result in a reduction in the number of apprentices employed by both the Council and local businesses, with a likely adverse impact on participation and attainment rates. Reduced funding increases contract risk, making it harder to retain staff and maintain partner confidence Fleet Management The financial constraints faced by the Council and subsequent challenge in maintaining a 7 and 10 year vehicle replacement programme and transition to electric fleet may result in increased reliance on hire vehicles. Services face significant challenges and transformation resulting in difficulty in establishing comprehensive information about current use and future service fleet requirements. This presents challenges around fleet planning, management and meeting service requirements. Transition to electric fleet and associated charging infrastructure implementation is constrained within current property/accommodation. Progress will be dependent on the development of the plans for maintenance and fleet depot. Ongoing challenges remain due to cross-service dependencies and reliance on other teams to apply required frameworks and guidance. Ongoing budget reduction requirements and resulting staffing changes are diminishing organisational expertise, awareness, and understanding of responsibilities around data capture and process input, increasing the risk of compliance issues. Ongoing challenges due to the high specifications and costs to upgrade garage infrastructure to maintain electric vehicles. 3. Strategic Assessment The Roads & Neighbourhood management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2026/27 and identified a range of key factors recognised as significant. These are summarised below.
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Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2027/28 of £10.905m rising to £44.028m by 2030/31. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2026/27. These challenges require further action to balance our budget and protect services for residents. Within Roads and Neighbourhood, this means that available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients, and external clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. In Roads and Neighbourhood, budgets which have been identified as being more susceptible to fluctuations include; R&N income budgets given the uncertainties surrounding demand and the costs relating to Waste Services can be susceptible to fluctuation depending on tonnage being disposed of. Roads & Neighbourhood Action Plan Greenspace & Waste Management Ash Die Back Ash dieback is a serious disease of ash trees caused by a fungus. The disease causes leaf loss and crown dieback in affected trees and can lead to the death of the tree. Of the 10 million ash trees in Scotland 90% may die due to this disease. Infected trees need to be identified and removed to prevent or minimise the spread of the disease. We carried out a full audit of affected trees, and an action plan was developed
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identifying the extent of the issue and the associated cost pressures. In 2025/26 we progressed the Ash Die back action plan, including dealing with trees that are categorised as requiring immediate action and high risk. In 2026/27 we will implement phase two of the removal plan Bio Diversity Strategy The new Scottish Biodiversity Strategy is being developed with the aim of halting biodiversity decline by 2030 and having nature restoration underway by 2045. Giving full consideration to the strategy the Service will develop a new local Biodiversity Action Plan identifying local actions that will contribute to the overall aims of the national strategy. The final Scottish Government delivery plan was not published until December 2024, which was later than expected. In 2025/26, following consideration of the national strategy, we progressed the development of a local Biodiversity Action Plan. In 2026/27 the Plan will be presented to Committee. Play Parks and Recreation Facilities We have developed plans and upgraded 8 play parks throughout West Dunbartonshire, investing £465K to improve accessibility and inclusivity. We have completed 4 new Multi Use Games Areas (MUGA) at Bonhill, Goldenhill Park, Milton Park and Brevel Crescent to provide additional sports facilities for young people throughout West Dunbartonshire. In addition, five further play areas were delivered in 2025/26 and located at Dennystoun Forge, Lusset Park, Braes Avenue, Dalmuir Park and Balloch Country Park. In 26/27 we will complete the upgrade of 4 existing play parks located at; Linnvale, Onslow Rd Clydebank, Ross Head Alexandria and Dalmonach Bonhill. Increase Number of 4G Pitches The savings options agreed to delivery 2024/25 budget have resulted in changes to sports pitches. The Grounds Service maintain grass pitches utilised for sports activities throughout West Dunbartonshire. This original proposal was to build 3 new 4G pitches to replace six underutilised grass pitches located in Alexandria, Dumbarton and Clydebank. In 2024/25 we undertook the design and preparation of tender documents to deliver the 4G pitches. In 2025/26 we progressed the procurement of Argyle Park with plans submitted to Planning for Mount Blow site. There was no suitable site located in Dumbarton therefore the Service will now deliver 2 4G pitches. Work will commence on Argyle Park in May with Mount Blow estimated to be delivered October 2026. Due to delays in gaining planning permission the construction of these 2 pitches will be carried forward into 2026/27. Destination Playparks – Pride in Place The Council has secured £600,000 of funding through the Pride in Place programme to support the development of two new destination playparks. The funding allocation is evenly split, with £300,000 earmarked for Dumbarton Common and £300,000 for Christie Park. These projects are intended to deliver large-scale, high-quality destination playparks, designed to serve not only local communities but also attract families from across the wider area. Destination playparks typically offer a broader range of inclusive, modern play equipment, improved landscaping, accessibility features, and supporting infrastructure, helping to encourage longer visits and increased use of surrounding green spaces. The projects are currently at the early stages of development.
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Street Sweeping and Litter Collection of Trunk Road The savings options agreed to deliver the 2026/27 budget have resulted in a service adjustment. The Greenspace Team undertake street cleaning and litter collection of the A82 trunk road which is owned and maintained by Transport Scotland. The current cost to undertake is £150,000 per annum. While there is a statutory obligation to undertake these activities, there is no set level of maintenance required. In 2026/27 we will make a saving by reducing the frequency of litter collection and street cleaning of the trunk road. Reduce apprenticeships The savings options agreed to deliver the 2026/27 budget have resulted in a reduction in apprentices in Roads and Greenspace service. The Council’s Roads and Greenspace teams currently offer 11 apprenticeships across both services, with 1 in Roads and the remainder in Greenspace. These posts have been typically difficult to fill, with 5 currently vacant. Under this option, these 5 apprenticeships would be deleted, removing the Roads apprentice opportunity, and bringing Greenspace opportunities to 6. No apprentices in post will be impacted and as deleted posts are currently vacant there will be no service reduction. In 2026/27 we will reduce the number of apprentice posts. Crematorium Weekend Operations The savings options agreed to deliver the 2026/27 budget have resulted in a change to the service at the crematorium. Cremations have been offered Monday to Friday and on a Saturday morning. In addition, the Book of Remembrance has been open for viewing seven days per week, including three hours on a Saturday and five hours on a Sunday. In 2024 and 2025, there were adequate available weekday slots to accommodate cremations held on a Saturday. Cremations and viewings of the Book of Remembrance will now be offered Monday to Friday only, with the crematorium closed to the public at weekends. Overtime would still be utilised to cover essential activities including crematorium cooldown after cremations taking place later in the day. In 2026/27 we will adjust the service provision of the Crematorium. Roads & Transport Electric Charging Points This continues to be a priority initiative with a collaborative approach to the phased delivery of public and fleet charging infrastructure in partnership with the City Region. We have finalised with City Region the strategy to engage with external suppliers to support and increase our Electric Vehicle Charging Point infrastructure for both on and off-street parking. This was presented to Elected Members for consideration; it includes the Implementation Strategy and Expansion Plan and detail of the proposed procurement model to implement a phased delivery of public and fleet charging infrastructure. In 2025/26 we worked with City region and the appointed consultant to prepare the tender to bring in an external company to supply and maintain the ECP’s. High level locations for spread of public chargers developed with City Region. All site details provided to consultants with tender issued. In 2026/27, this will be progressed with Glasgow City Region acting as project lead, including issuing the tender, with implementation proposed from 2026. Fleet charging points will be developed in conjunction with Depot Project
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Gruggies Burn The service has completed the detailed design with a contract in place to construct the new flood alleviation scheme. Total construction costs are £48m with 80% secured funding from Scottish Government completed by 31st March 2026 deadline. In 2026/27 we will progress the preparatory work with on site works expected in Autumn 2026. Surface Water Management Plan (SWMP) The Clyde and Loch Lomond Flood Risk Management Plan highlights action which need to be undertaken by local Councils to address flooding in the area. These actions are split into 6 year cycles to make outcomes easier to achieve and spread costs. Following the improvement study for Dumbarton and Vale of Leven to modal the surface water, pluvial and sewer flooding to ensure suggested actions identified in the SWMP for Dumbarton and the Vale were appropriate and provide high level estimates and designs for the implementation of any actions. This has highlighted what actions can be undertaken in the area to address flooding and support the development of the SWMP for Clydebank. Feasibility and cost benefit analysis for flood management improvement study for Dumbarton and Vale of Leven has been undertaken. In 2025/26 additional work will progress in Dumbarton and Vale of Leven. The recommendations in the draft SWMP have been given consideration with high level plans developed and assessment of options complete. There have been delays in completion due to additional consultations required with Network Rail and Scottish Water. This action will carry forward to 2026/27, and we will present a report and recommendations to IRED committee in 2026. Implement 20 Miles Speed Limit The Council is committed to improving road safety in and around residential areas. In 2025/26 the service developed a wider 20mph policy for residential streets for West Dunbartonshire for consideration and approval. New traffic regulation orders have been promoted and road markings upgraded to support implementation in initial phase areas. Service will work to secure additional funding for 2026/27 to expand on current 20mph streets. In 2026/27 we will progress the implementation of the agreed three year strategy. Exxon – City Deal Project The Glasgow City region deal is an agreement between the UK Government, the Scottish Government and eight Local Authorities across Glasgow and the Clyde Valley to invest in communities across Scotland. A major industrial and commercial development at the former ExxonMobil terminal in Bowling West Dunbartonshire is underway with detailed planning approval received in January 2024. In 2026/27 we will continue to progress with the construction phase of the Exxon Project in line with the current programme. A specific Exxon Project Board meets to discuss this project providing governance and monitoring.
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Working 4U and Fleet Management Working 4U Local Growth Fund The Local Growth Fund officially launched in January 2026 with several critical components still being finalised. Further details on delivery, including specific investment themes and intervention frameworks, are expected to be published later in Q1 2026/27. Local Growth Fund allocations have now been determined at a Regional Economic Partnership / City Region level, rather than individual Local Authority level with a focus on capital investment and a decreased amount allocated to revenue funding with significant implications for Working 4U activity and delivery for internal teams and commissioned services. No One Left Behind, Child Poverty and Specialist Employment Support has been secured from Scottish Government with support focused on target groups which include families at risk of child poverty, people with disabilities and long‑term health conditions, ethnic minority communities, those who are economically inactive, and vulnerable young people. In 2026/27, we will ensure full compliance with funding requirements by working in partnership, commissioning specialist services, reviewing and further developing access to welfare rights and debt management support, and continuing to provide employability services. Local Employability Developments / Fair work The No One Left Behind Strategic Plan for 2024-2027 focuses on improving employability services in Scotland, aiming to support individuals facing barriers to employment through tailored and integrated approaches. West Dunbartonshire Council acts as lead partner to manage the funds and work with private and third-sector service providers to identify local needs and make informed decisions about how best to support employability. The Strategic Employability Group is a partnership to ensure that we co-ordinate employability service provision in an effective way. The Local Growth Funding available for use to support employability and learning is still to be agreed with the Glasgow City Region and UK Government. In 2026/27 the Strategic Employability Group will collaboratively create a new Annual Investment Plan to identify priorities and co-ordinate the use of resources to achieve the outcomes expected by No One Left Behind and Local Growth funds. Employment: Green jobs We will work closely with employers to identify in‑demand skills and qualifications. Through our Employer Support offer, and by using our Employer Recruitment Incentive where appropriate, we will also help employers advance their carbon‑reduction goals. We will map relevant courses and apprenticeship pathways and, where needed, commission specialist training providers to deliver the required skills training. This approach will help jobseekers gain industry‑standard qualifications and improve their employability and career progression within the expanding carbon and green energy sectors.
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Supporting Vulnerable People People are considered vulnerable when they are unable to maintain the standard of living that most others take for granted. Addressing vulnerability requires more than focusing on specific groups; it demands an understanding of the everyday circumstances, life transitions, and barriers that families and individuals face. To date, we have established a local employability partnership to ensure that we coordinate employability service provision in an effective way. In addition to No One Left Behind, Parental Employability Support and Modern Apprenticeship programme funds we will also manage the delivery of UK Local Growth fund priorities. We will integrate strategic management of the funds into the Strategic Employability Group approach to maximise the benefits for West Dunbartonshire residents The Family Prosperity Network works collaboratively to address the drivers of poverty and compiles and publishes the local child poverty report to demonstrate our actions to address poverty and disadvantage. The Community Learning and Development Strategic partnership manages, delivers and monitors the three-year CLD plan and continues to provide access to community-based learning opportunities. Working4U Team Reduction and Service Realignment The savings options agreed to deliver the 2026/27 budget have resulted in a reduction in the Working 4U Service. The Working 4U Service will progress a review of the service to reduce the number of employees funded by the Council. Grant conditions stipulate the need for: strategic and operational delivery plans; partnership management and working with the third sector through the provision of grants and contracts. This includes the development of assurance/risk management frameworks; service quality assurance; and extensive progress and finance monitoring and reporting (grant lifecycle management). Without council funded posts to deliver these elements the external funds may be at risk. Reduction in the Council funded workforce will impact services and activities delivered directly by Working 4U and commissioned partners to support residents. In 2026/27 we will reduce the Service by 6 full-time equivalent council funded posts. Fleet Management Transition to Electric Fleet The service is developing a transition to electric fleet strategy in response to the National agenda for decarbonising transport. We require to increase the percentage of either hybrid or EV vehicles year on year until the final date for decarbonisation in 2035, failure to meet this deadline will result in fines. The strategy will set out a programme of implementation of fleet procurement and disposal, charging infrastructure and consider financial implications for each future financial year. In 2025/26 we increased the percentage of hybrid and EV vehicles to 13.1% a move from 4.5% and set up a fleet Board. The strategy has now been refined. In 2026/27 we will work with services to embed the strategy. Operational Management of Fleet To further enhance the operational management of Fleet to deliver efficiencies and cost-effective solutions over 2025/26 we will develop customised service agreements with departments using fleet vehicles. This will provide them with the information they require to make effective
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decisions about their service fleet needs. This will also incorporate practical support and identification of potential effective/efficient alternatives for their fleet to ensure they have the right size of fleet for their service. This action will progress further in 2026/27 Purchase of Vehicles to Replace Hire Cars The savings options agreed to deliver the 2026/27 budget include a reduction in ongoing costs of the use of hire vehicles The Council has for the past five years hired a number of vehicles for use in the delivery of essential work in Roads, Grounds and other service throughout the council. We plan to reduce the Council outgoings by purchasing the required vehicles, bringing the annual cost for the vehicles down. In 2026/27 we will progress the purchase of vehicles to replace the hire fleet. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Roads & Neighbourhood priorities for 2026/27. Appendix 1 sets out the action plan to address them. It also includes: performance indicators and targets that will enable progress to be monitored and reported to stakeholders. strategic workforce actions strategic and/or service risks In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership; while service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In identifying the relevant risks for 2026/27 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality.
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4. Resources Finance Roads & Neighbourhood has a net revenue budget of £19.660m and a capital budget of £25.557m in 2026/27. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27 (£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27 (£m) Transport, Fleet & Maintenance Services 5.013 -5.013 0.00 1.440 Roads Services 6.792 -4.083 2.709 20.323 Outdoor Services 0.290 -0.020 0.270 0.000 Burial Grounds 0.622 -0.796 -0.174 0.000 Crematorium 0.568 -1.525 -0.957 2.573 Waste Services 12.948 -1.889 11.059 0.500 Depots 0.562 -0.562 0.000 0.325 Ground Maintenance & Street Cleaning Trading A/c 7.194 -2.147 5.047 0.000 UK Shared Prosperity Fund (UKSPF) 1.045 -1.045 0.000 0.396 Working4U 4.294 -2.588 1.706 0.000 Total 39.328 -19.668 19.660 25.557 Employees Employee Numbers The headcount and full time equivalent staff in each service area (as of 31st March 2026) are as follows:
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Absence in 2025/26 The quarterly absence statistics for Roads & Neighbourhood are shown below together with the Council average for the same periods for comparison. The figures have been lower than the Council average in 2025/26: Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Roads & Neighbourhood 4.76% 5.14% 5% 5.59% 12.06 COUNCIL WIDE TOTAL 6.17% 5.39% 7.2% 7.65% 14.38 Service Area Headcount FTE Waste 92 89.4 Greenspace 139 129.7 Roads & Transportation 42 41.5 Working4U & Fleet (new for 2025) 131 123.5 TOTAL 405 385.1
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Appendix 1: Action Plan 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Performance Indicator Target 26-27 Owner Percentage of emergency road related defects repaired within 4 hours of being reported 95% Liam Greene Percentage of non-serious road related defects repaired within 7 working days of being reported 85% Liam Greene Percentage of routine road related defects repaired within 28 working days of being reported 85% Liam Greene RL2: Percentage of all traffic light repairs completed within 48 hours 98% Liam Greene RL3: Percentage of all street light repairs completed within 7 days 95% Liam Greene Action Due Date Owner Progress strategy to implement 20 miles speed limit in residential areas 31-Mar-2027 Liam Greene Objective 2. Our resident’s health and wellbeing remains a priority
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Action Due Date Owner Complete the upgrade of 4 existing play parks 31-Mar-2027 Ian Bain Progress plan to increase the number of 4G pitches - Argyle Park and Mount Blow. 31-Mar-2027 Ian Bain Progress plan to develop two new destination play parks 31-Mar-2027 Ian Bain 2. Our Environment Objective 4. Our local environment is protected, enhanced and valued Performance Indicator Target 26-27 Owner Percentage of missed bins collected within 3 working days of being reported 95% Ian Bain Percentage of total household waste that is recycled 60% Ian Bain Tonnage of biodegradable municipal waste landfilled 6000 Ian Bain Action Due Date Owner New Bio Diversity Action Plan will be presented to Committee 31-Mar-2027 Ian Bain Remove trees affected by Ash Die Back- phase two of plan 31-Mar-2027 Ian Bain
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Objective 5. Our resources are used in an environmentally sustainable way Action Due Date Owner Progress phased delivery of public electric charging points 31-Mar-2027 Liam Greene Work with Depot Project to prepare the plan for expansion of fleet Charging points 31-Mar-2027 Stephen Brooks Embed the Strategy for Transition to Electric Fleet. 31-Mar-2027 Stephen Brooks Objective 6. Our neighbourhoods are sustainable and attractive Performance Indicator Target 26-27 Owner Percentage of Class A roads that should be considered for maintenance treatment 24% Liam Greene Percentage of Class B roads that should be considered for maintenance treatment 24.5% Liam Greene Percentage of Class C roads that should be considered for maintenance treatment 30% Liam Greene Percentage of unclassified roads that should be considered for maintenance treatment 37% Liam Greene
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Action Due Date Owner Progress preparatory work for Gruggies Burn Flood Management with contractor 31-Mar-2027 Liam Greene We will make a recommendation on SWMP following approval we will progress next steps 31-Mar-2027 Liam Greene Revise service provision of litter collection and street cleaning of trunk road. 31-Mar-2027 Ian Bain Risk Description Current Assessment Target Assessment Owner Impact of major adverse weather incidents on services A significant period of adverse weather may result on failure to deliver key operational functions of R&N services Ian Bain Failure to maintain road network during adverse weather A significant period of adverse weather may result in failure to deliver key operational functions of R&T services Liam Greene Failure to manage and maintain the road network effectively Failure to manage and maintain the road network effectively will have an adverse impact on user safety, traffic movement, air quality, economic growth and reduce access to facilities and amenities. The Council’s reputation as a place to live and work with access to employment, education, leisure and health opportunities would be adversely affected. Liam Greene
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Risk Description Current Assessment Target Assessment Owner Challenges in delivering effective services in relation to Roads & Neighbourhoods The risk that the Council fails to deliver on the three services within Roads & Neighbourhood: Roads & Transportation, Fleet & Waste and Greenspace. These areas provide services across a range of areas including managing and maintain roads, footpaths and associated infrastructure, managing flood risk, grounds maintenance, street cleaning, burial and cremation, outdoor facilities, waste and recycling and vehicle fleet management. Failing to ensure these services are not fully fit for purpose could result in adverse consequences in relation to delivering efficient and effective services. Gail Macfarlane 3. Our Economy Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Objective 8. We will support our residents to access employment and training opportunities Action Due Date Owner Support the progress of Exxon City Deal Project – (next phase) 31-Mar-2027 Liam Greene
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Performance Indicator Target 26-27 Owner Value (£) of debt managed £1,350,000 Stephen Brooks Number of local people entering employment through Working 4U 300 Stephen Brooks Number of local people entering education or training 750 Stephen Brooks Number of local people gaining a full qualification 500 Stephen Brooks Action Due Date Owner Manage, deliver and monitor the Community Learning and Development (CLD) partnership and associated plan. 31-Mar-2027 Stephen Brooks We will meet all funding requirements by working in partnership, commissioning specialist services 31-Mar-2027 Stephen Brooks Objective 9. We will work with partners to support economic development to deliver increased prosperity for our area Performance Indicator Target 26-27 Owner Total Value (£) of Income Generated £6,000,000 Stephen Brooks Number of local people receiving support through Working 4U 4,500 Stephen Brooks Action Due Date Owner Develop a new employability partnership action plan 31-Mar-2027 Stephen Brooks Explore the potential for securing training and opportunities in the carbon/green energy sectors 31-Mar-2027 Stephen Brooks
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Action Due Date Owner Compile and publish the local child poverty report to demonstrate our actions to address poverty and disadvantage 31-Mar-2027 Stephen Brooks Risk Description Current Assessment Target Assessment Owner Failure to respond to child poverty legislation Failure to respond to child poverty legislation will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost Stephen Brooks The cost-of-living crisis will lead to a substantial demand for access to welfare/debt support services. We will monitor the changing levels of demand and target our resources to individuals and areas that are most in need. We will seek to work with partners to ensure we receive appropriate referrals who can benefit from our support. Stephen Brooks Objective 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents
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Action Due Date 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-2027 All Managers Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2027 All 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-2027 All Managers Workforce Planning: Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2027 All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents Action Due Date Owner Reduce Apprentices within Roads and Greenspace Service 31-Mar-2027 Ian Bain Revise service provision of Crematorium 31-Mar-2027 Ian Bain Progress W4U Team Reduction and Service Realignment 31-Mar-2027 Stephen Brooks Progress and Manage Service Level Agreements for Fleet Management. 31-Mar-2027 Stephen Brooks Progress Purchase of Required Vehicles to replace agreed Hire Vehicles 31-Mar-2027 Stephen Brooks
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Risk Description Current Assessment Target Assessment Owner Challenge to delivery of burial and cremation services A number of factors may impact on ability to deliver these services. For example, a pandemic would create significant immediate demand on services. Ian Bain Inability to deliver priority services as a result of fuel shortages A fuel shortage would significantly impacting on our ability to provide priority service across West Dunbartonshire. Gail Macfarlane