Land Planning and Development Business & Improvement Plan 2025-2028
Land Planning and Development work to deliver the Council and Community Planning Partnership’s overarching vision of working together to achieve the best with the people of East Dunbartonshire and, in so doing, supports all the outcomes contained in the Local Outcome Improvement Plan and, in particular:
- Local Outcome 1: East Dunbartonshire has a sustainable and resilient economy with busy town and village centres, a growing business base, and is an attractive place in which to invest and visit
- Local Outcome 4: East Dunbartonshire is a safe place in which to live, work and visit
- Local Outcome 5: Our people experience good physical and mental health and wellbeing with access to a quality built and natural environment in which to lead healthier and more active lifestyles
- Local Outcome 6: Our older population and more vulnerable citizens are supported to maintain their independence and enjoy a high quality of life, and support they, their families and carers benefit from effective care and support services
The Land Planning and Development service works with internal and external stakeholders to develop and deliver the Council’s and its partners’ strategies and programmes in a way that supports the delivery of the local outcomes. The service does this by:
- Creating the policy framework and providing technical support for land-use, greenspace, biodiversity, climate change, sustainability, waste reduction and circular economy, decarbonised heat and energy efficiency, economic development, sustainable transportation, and regeneration
- Developing a range of policies, plans, programmes, strategies and projects which support sustainable place-making by:
- Generating income to deliver on a range of policy objectives through project delivery
- Assisting businesses, encouraging business growth and inward investment, and promoting community wealth building;
- Facilitating and managing built development;
- Promoting and developing visitor assets;
- Regenerating our town and village centres ;
- Improving sustainable transport infrastructure and promoting sustainable travel habits” as “encouraging behaviour change;
- Supporting the delivery of new homes, including high quality affordable housing, to meet local needs;
- Safeguarding and improving greenspace and biodiversity;
- Addressing the need to reduce carbon emissions and adapt to the effects of climate change at a corporate level and in partnership across East Dunbartonshire;
- Development and implementation of projects and initiatives designed to deliver on the above range of policies. To support and enable this delivery secure and administer a range of external funding sources.
In carrying out our remit to achieve sustainable place-making; and to support the delivery of economic growth that is socially and environmentally sustainable, the service reflects the Council’s values of focusing on our customers; our employees; partnership; innovation and the pursuit of excellence. This we aim to do whilst taking account of the wider economic, social and environmental factors which impact on individuals, communities and businesses across East Dunbartonshire.
Work of the Teams
The Land Planning and Development service comprises of 11 teams:
- Land Planning Policy
- Sustainability Policy
- GIS
- Building Standards
- Development Applications (Planning)
- Validation
- Regeneration and Town Centres
- Business Support
- Traffic and Transport
- City Deal
- Housing Operations Policy & Systems.
Land Planning Policy
- The Land Planning Policy team leads on the creation of the strategic and local policy framework for land-use, economic development and circular economy, community wealth building, biodiversity and greenspace, and food growing and allotment provision together with supporting guidance, and the preparation, consultation, monitoring and review of related plans, programmes and strategies
- The team is responsible for the production of a Local Development Plan (LDP) which forms the local spatial strategy for East Dunbartonshire and is a key material consideration in the determination of planning applications in the area. The current LDP was adopted in November 2022 and is expected to run until February 2028. Work is now underway on preparing the next LDP (LDP 3) and this will be a continuing priority for the Land Planning Policy Team throughout the period to 2027 LDP 3 will replace the existing LDP 2 in early 2028
- The team co-ordinates economic development and resource efficiency policy through the Economic Development Strategy, Economic Recovery Plan and Circular Economy Strategy. The team leads the Local Outcome 1 delivery group and facilitates East Dunbartonshire Economic Partnership to deliver the actions detailed in the Economic Recovery Plan. During 2025/26 work will continue on the development of a replacement Economic Development Strategy, including the incorporation of new requirements on community wealth building
- The team also leads on biodiversity, greenspace and food growing policy through the Open Space Strategy, Green Network Strategy, emerging Greenspace Strategy, Local Biodiversity Action Plan and Food Growing Strategy.
Sustainability Policy
- The Sustainability Policy Team develops and delivers the Council’s sustainability policies, strategies and guidance and ensures compliance with sustainability, climate change and transport legislation
- The team is responsible for the preparation, consultation, monitoring and review of the Council’s Sustainability & Climate Change Framework; the Climate Action Plan (CAP) which supports delivery of corporate and area-wide net zero targets and climate change adaptation; the Local Heat & Energy Efficiency Strategy (LHEES) which forms the basis for implementing heat decarbonisation and improving energy efficiency in buildings, and developing a strategy for heat networks. As part of its work on the CAP and LHEES, the team utilises carbon budgets and emissions modelling to identify, review and monitor delivery of the pathway to deliver the Council’s net zero targets, and co-ordinates the Council’s carbon accounting through the collation of a Carbon Management Plan and Public Bodies Climate Change Duties report. The team is also responsible for transport policy, including preparation, consultation, monitoring and review of the Local Transport Strategy and Active Travel Strategy
- The team works closely with other teams across the Council and with Community Planning partners to support the delivery of the Local Outcomes Improvement Plan, to ensure that our actions today do not limit our quality of life in the future and that the outcomes of the Council’s actions and activities are assessed in terms of social, economic and environmental sustainability
- The team is also responsible for co-ordinating strategic environmental assessment (SEA) across the Council, and ensuring compliance with our statutory duties in relation to SEA. The Sustainability Policy team co-ordinate compliance with statutory duties in relation to SEA and provide an advisory role in relation to SEA across the Council.
GIS Team
- The GIS Team provides innovation in data gathering, analysis and publication and the secure sharing and storage of data, to help inform Council decisions. The team also aims to utilise desktop and mobile applications to improve collaboration between teams and external parties and use this technology to improve partnership working with residents and key stakeholders, ensuring that they are fully consulted and informed of how proposed changes or developments will impact their lives and the places that they live. The work of the team contributes to the digital transformation agenda, using geospatial and automation technology to improve customer service delivery
- The team also have full responsibility as data custodians for the Corporate Address Gazetteer (CAG), which contains addresses for all properties in East Dunbartonshire, to ensure that every address meets the Scottish Gazetteer conventions set out by the Scottish Government as part of the One Scotland Gazetteer guidelines. The team is responsible for integration of the CAG into all systems throughout the council to enable accurate data analysis to be carried out
- To team leads on ePlanning and eBuilding Standards workflows, providing a range of technical support for the Planning, Building Standards and Environmental Health teams. The team are also the lead contact for third party suppliers and ICT during all upgrades and software resolution.
Building Standards
- The Building Standards Team preform the role of Local Authority verifiers. The team undertakes a range of functions relating to building design and construction, including the processing of Building Warrants which ensures that development proposals comply with national regulations. The team also issues Completion Certificates which is required before a building can be occupied or brought into use and is responsible for taking action on dangerous buildings
- The team contributes towards Local Outcome 4 and Local Outcome 5 by ensuring compliance with the Building (Scotland) Act 2003 which came into force in 2005. The Act focuses on the health, safety, welfare and convenience of people in and around buildings, the conservation of fuel and power within buildings and sustainable development.
Development Applications (Planning)
- The Development Applications Team manages the development management functions of the Council, including pre-application advice, and assessment of all planning applications and management of development activity
- The assessment of development applications is carried out in line with local and national policies whilst ensuring that individuals and communities have the opportunity to make representations within these processes
- The Development Applications team includes the enforcement function which is responsible for ensuring compliance with approved development conditions and statutory regulations
- The team contributes towards Local Outcome 1 and Local Outcome 5.
Validation Team
- Provides initial stage support for the validation process for all planning and building standards development applications including enquiries and receipt of applications
- Provides general support to the work of the Planning and Building Standards teams, for example in issuing of decision notices for planning permission and building warrants
- The Validation Team are often the first contact that the public make with the planning and building standards service and advise customers on general enquiries and invalid applications on a regular basis.
Regeneration & Town Centres Team
- The Regeneration & Town Centres Team leads on supporting the improvement of our town and village centres working with other Council teams, partners and local communities to develop, support and implement a range of projects focused on regeneration and tourism. The team will support and lead on initiatives to develop the area’s visitor economy including support for local community and business run events, and the promotion of key visitor assets (for example the West Highland Way). The team’s regeneration work primarily focuses on areas of deprivation (Locality areas), such as Lennoxtown. The team generates and utilises external funding to deliver many of its projects and initiatives. Examples include Cowgate Street Design, Business Gateway Masterplan and Regent Gardens in Kirkintilloch, Campsie Memorial Hall in Lennoxtown, Twechar Outdoor Pursuits Centre and the Milngavie Clock. The projects were developed in partnership with local businesses and the community. The Year 1-3 £3.5m Shared Prosperity Fund programme for the Council was administered and coordinated through the Place & Business Development Service (Regeneration & Town Centres team), and this will continue into a fourth-year programme expansion. This fund is utilised by a range of Council service areas to deliver a range of projects under the three fund themes of Local Business Support, Communities & Place, People & Skills, and Multiply (Numeracy).
Business Support Team
- The Business Support Team leads on the Council’s range of programmes and services to support business and facilitate sustainable economic growth and business development. The team deliver many programmes and services through the use of external business support funding, for example UKSPF which supported over 40 companies with both expertise and grants to streamline and improve their businesses, either through adoption of digital technologies or carbon reducing equipment in support of climate change This includes the direct proactive engagement with on-going support to local businesses including social enterprises, through the delivery of the Council’s Business Gateway contract to encourage and support Small Medium Enterprise start up business, business growth, and digital support. The team delivers a range of projects directed through local economic strategy with focus on encouraging local young enterprise, women in business, climate resilient economic development, Community Wealth Building and Inward Investment. The team will deliver business grants, utilising external funding opportunities, which can help support these areas of focus including advisory services for financial requirements and other public sector grants and support that may be available through partner agencies
Traffic and Transport
- The Traffic and Transport Team lead on the delivery of capital projects stemming from the Local Transport Strategy, Active Travel Strategy, actions contained within Open Space Strategy and Green Network Strategy, Air Quality Action Plans, and some work to support regeneration masterplans. The strategies and plans provide remitted projects for Officers to evolve and deliver, when funding is available
- The majority of the team’s work is delivered using external transport grant income and external funding opportunities. In the last 12 months this external funding has delivered many sustainable transport projects including A807 Active Travel Corridor phase 1 (1a), feasibility work for active travel at the Kirkintilloch Gateway Masterplan area, elements within Canniesburn Toll, and various capital path improvements
- The team works closely with other teams across the Council and in the Community, delivering a range of active travel and behaviour change initiatives. The team lead on the management of the core path network to provide opportunities for outdoor access for leisure and sustainable forms of transport
- The team is responsible for electric vehicle charging and running of the EV public network. The team also leads on Parking Management and the preparation and delivery of Traffic Regulation Orders across the Authority.
City Deal Team
- The City Deal Team are responsible for developing and implementing the multi-million-pound programme of projects against the proposals for the Bishopbriggs area identified within the Council’s approved Outline Business Case. The team will ensure the development and delivery of City Deal including the preparation of the different stages of business cases (in-line with City Deal & HM Greenbook requirements), programme management, project development and delivery. The team generates and utilises external funding to delivery many of its projects and initiative
- Establishing a long-term vision to shape development and encourage inward investment in the east of the authority to create good quality jobs for Bishopbriggs, Auchinairn and the wider community, in collaboration with the Business Development team
- Enable the protection and enhancement of the natural environment as well as the creation of green links, and health and wellbeing improvements via path accessibility, active travel, public transport and open spaces to improve access to employment opportunities
- Working towards alleviating traffic congestion, improving air quality, and providing access to strategic development sites
- Attracting investment and helping to reduce vacancy rates in the Town Centre by adding businesses value proximity to public space and the quality of the streetscape to attract customers or tenants
- These improvements are largely informed by adopting the actions implicit within East Dunbartonshire Council’s Local Development Plan (LDP2).
Housing Operations, Policy and Systems Team
- The Housing Operations, Policy and Systems Team are responsible for developing and implementing the Local Housing Strategy (LHS) that provides the strategic vision to enable the Council and its partners to invest in the delivery of high-quality affordable housing and housing related services, across all tenures, to meet identified need within the locality. The team focus on policy reviews in conjunction with tenant consultation to ensure a robust and effective housing service. Performance is monitored and benchmarked against other Local Authorities in Scotland to identify areas that may need to improve. The Systems Team is key to maintaining an efficient Housing Management System, developing modules in response to legislative changes to capture data required to demonstrate compliance with the Scottish Social Housing Charter.
Our Priorities for 2025-28
The Land Planning and Development service’s priorities are guided by the Local Outcomes Improvement Plan Local Outcomes 1, 4, 5 and 6 and Guiding Principles, a range of statutory requirements, national legislation and regional priorities. In meeting these priorities and requirements, the service’s work is underpinned by a detailed and evolving knowledge of local communities, ongoing consultation, best practice and benchmarking. As such the following strategic priorities exist for the service:
- Lead on a range of policies, projects and interventions, which contribute to a sustainable and resilient economy with busy town and village centres, a growing business base, and is an attractive place in which to visit and invest. This includes delivering business support services and Business Gateway, develop and implementation of range of town centre, tourism and regeneration projects to support the local economy, town centres, place making and locality areas, with a focus on Lennoxtown
- Implement a range of sustainable transport and active travel projects which deliver on the commitments of the Council’s Local Transport Strategy and the Regional Transport Strategy; and develop an updated Active Travel Strategy with a focus on enabling modal shift and reflecting our position as part of the wider city region
- Delivery the Council’s City Deal Project as informed by the approved Outline Business Case to support regeneration in the Bishopbriggs area. In developing the next stage of full business cases, to ensure the delivery of long terms improvement of Bishopbriggs around the town centre and the Westerhill Masterplan area
- Co-ordinate the Council’s response to the challenge of both the climate and ecological emergencies through the development of a Climate Action Plan and implementation of the Local Heat & Energy Efficiency Strategy and Delivery Plan, which will assess options to reduce both corporate and area-wide greenhouse gas emissions to contribute to Scottish Government targets, adapt to the effects of climate change, and identify priorities for decarbonising buildings; and promotion of circular economy and efficient resource use through the implementation of the Circular Economy Strategy
- Work with teams across the Council to maintain progress in reducing corporate emissions and to work towards achievement of the emissions reduction targets set out in the Carbon Management Plan
- Production of the Local Development Plan for East Dunbartonshire in line with the Planning (Scotland) Act 2006 and 2019 and other legislation
- Produce the Greenspace Strategy for East Dunbartonshire, setting a policy framework for the provision and improvement of our open spaces and play facilities, the protection and enhancement of nature networks, and to enhance the biodiversity and recreational value and the climate resilience of our green spaces
- Deliver the Council’s statutory functions for planning applications and the continuous improvement as set out in the annual Planning Improvement Framework.
- Deliver the Council’s statutory functions for Building Standards in line with the Building Standards verification performance framework
- Deliver continuous improvement in utilising technology and spatial data to improve efficiencies and effective decision making.
The Land Planning and Development Service lead or play a supporting role in delivering a number of the Refreshed Priorities for East Dunbartonshire Council 2022 – 2027 including:
- Work with partner agencies to eradicate digital exclusion.
- Ensure meaningful engagement with local residents to ensure their views shape town centre regeneration, promoting growth in the local business base and improving access to local services to develop vibrant town centres, which are attractive places to visit and invest
- Support the council’s City Deal projects, including the completion of the Westerhill Development Road, investment at Westerhill, and redevelopment of Bishoprbriggs Town Centre
- Work with partners and the Scottish Government to take forward ambitions for and principles of “20-minute neighbourhoods” across East Dunbartonshire, recognising that every place is different, as are the needs of its residents
- Commit that measures to tackle the climate emergency will be central to the council’s policy making processes and corporate objectives, and that our corporate estate meets all modern standards for energy efficiency to help achieve climate change targets and secure external funding
- Promote building decarbonisation and improved energy efficiency in buildings, including the development of heat networks and other actions from the LHEES Delivery Plan, in accordance with the Heat in Buildings agenda, and Heat Networks and Local Heat and Energy Efficiency legislation
- Aligned to tackling fuel poverty and climate change, the LHS is required to provide evidence and policy direction in relation to the Energy Efficiency Standard for Social Housing (EESSH2), improving housing quality and repairing standards across all tenures
- Work in partnership with the Clyde Metro Team to investigate the feasibility for improved rail and new bus rapid transit infrastructure in East Dunbartonshire
- Work with other authorities in the Greater Glasgow area to make full use of the powers in the Transport Scotland Act (2019) to promote sustainable travel and an integrated public transport system as well as promoting the expansion of Electric Vehicle Infrastructure provision
- Invest in active travel infrastructure within towns and villages, and between communities, to tackle traffic congestion and climate change, and improve safety and accessibility for both pedestrians and cyclists
- Invest in parks, open spaces and nature networks, to improve biodiversity and provide a quality resource for local residents, with modern accessible play equipment for children, and facilities that meet the needs of young people
- Seek to meet the increasing demand for community gardens and food growing spaces to improve the quality of life for local residents
- Do more to protect and promote the built heritage of East Dunbartonshire.
How we contribute to our agreed Local Priorities
How we contribute to our agreed Local Priorities
Area | How we contribute to this Priority |
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Economic Growth and Recovery |
Land Planning and Development is the Lead Strategic Group for Local Outcome 1. The East Dunbartonshire Economic Development Strategy/ Economic Recovery Plan (the LO1 Delivery Plan) is prepared by the Land Planning Policy Team and is the key strategy that sets out the Council and Community Planning Partnership’s priorities and delivery actions for sustaining and growing the local economy. LP&D lead the East Dunbartonshire Economic Partnership (EDEP), which is the outcome delivery group for LO1 and brings together partners from across the Council and Community Planning Partnership. As well as acting as the strategic delivery group for Local Outcome 1, the Partnership acts as the steering group for the development of the replacement Economic Development Strategy and is jointly responsible for Strategy implementation. In place of the 2017 – 2020 Economic Development Strategy, a focussed Economic Recovery Plan, in response to the unique challenges posed by the COVID-19 pandemic, was finalised in March 2021. Work on a refreshed Economic Development Strategy to replace the existing Strategy and the Economic Recovery Plan is under way and will continue during 2025-26. A Circular Economy Strategy for the area was adopted in March 2023. This was updated with a new monitoring framework and refreshed implementation plan during 2024/25. In developing the final stage of business cases for City Deal, interventions for the longer terms improvement of Bishopbriggs will focus on place making and economic impact around the town centre and the Westerhill Masterplan area. Policy actions will be developed into viable projects to help secure external funding, to deliver a range of regeneration and economic development projects, programmes and initiatives that aim to support local economic development. |
Employment and Skills |
The Business Development Team understand that supporting people into fair, sustainable jobs is central to delivering many of the ambitions for an inclusive, sustainable economy. Employability services are pivotal to avoiding the widening of social and economic inequalities by supporting those who are most vulnerable. The Team are involved with Local Employability Partnerships and are committed to business support and development to support start up and growth in the local business case, in turn supporting employment opportunities in East Dunbartonshire. The partnership will build on the strengths of existing national and local services, to better align funding and to improve the integration of employability services with other support to ensure that services are designed and delivered around the needs and aspirations of those using our services. LP&D as a service continue to support Underemployed People and Young People 18-25 though the Building Standards Modern Apprenticeship and and Grad Plus posts. It is recognised that achieving net zero and ensuring a just transition requires a skilled workforce that is equipped to support the shift to improved energy efficiency and sustainable energy solutions, supporting Local Outcome 2 (Our people are equipped with knowledge and skills for learning, life and work). To address this, the Local Heat & Energy Efficiency Strategy Delivery Plan and the emerging Climate Action Plan contain actions to support investment in skills development through targeted initiatives. This includes collaboration with local colleges and action to reduce the risk of a local skills shortage by encouraging the growth of local skills for heat decarbonisation. At both the corporate and area-wide level, the scope for targeted training and support will be investigated supporting the objectives of the Scottish Government and Skills Development Scotland’s Climate Emergency Skills Action Plan, the Skills Development Scotland Climate Change Strategy, and the Council’s Circular Economy Strategy.
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Delivering for Children and Young People |
Consideration is given to ensuring how the voices of children and young people can most effectively contribute to the development of all our plans and strategies, in support of Local Outcome 3 (our children and young people are safe, healthy and ready to learn). Climate change presents a profound intergenerational challenge: future generations, despite having contributed the least to the causes of climate change, will inherit a world shaped by its consequences. As such, addressing climate change is not only an environmental necessity but also a matter of justice for children and young people. The emerging Climate Action Plan (CAP) will set out measures for both mitigation and adaptation, with the intention that future generations are protected as far as possible from the most severe impacts of climate change. The mitigation section of the Plan aims to build a more resilient and sustainable future, safeguarding essential resources and ensuring equitable access to opportunities in a low-carbon economy. The CAP’s just transition-driven approach acknowledges the importance of prioritising young people’s needs, integrating climate action into education, skills development, and community investment. The views of children and young people have been sought during early engagement on both the Economic Development Strategy and Local Development Plan 3, and will be of particular importance in influencing the development of the forthcoming Greenspace Strategy during 2025/26, which includes a comprehensive Play Sufficiency Assessment. Focused engagement will be undertaken with children and young people on the Draft Strategy which is being designed to ensure that children and young people have access to safe, well-maintained and inclusive play spaces – both formal and informal. By fostering environments that encourage physical activity, exploration, and social interaction, the Council is supporting not only the well-being of younger residents but also their confidence, creativity and connection to nature. These strategic actions demonstrate a commitment to intergenerational equity, ensuring that children’s needs are fully met and that they are at the heart of climate resilience efforts. Individuals can become a Council tenant from age 16 yrs or above. In addition, children and young people may be part of the family composition of a tenant or, neighbours of Council tenants. The Local Housing Strategy therefore plays a key role in facilitating Access to affordable housing; House condition – SHQS; Climate change; Fuel poverty reduction; Energy efficiency – EESSH; Child poverty reduction; Duties to homeless people and Public bodies joint working. There are aspects of the above key areas that may affect children or young people either directly or indirectly. |
Adult Health and Wellbeing |
The emerging CAP sets out a transformative approach to decarbonisation that also delivers significant benefits in terms of health and well-being for local residents. The interconnected relationship between sustainability measures and public health highlights how key actions – such as active travel initiatives, improved air quality, enhanced greenspace and biodiversity, and the promotion of plant-based diets – can provide positive impacts for adult health outcomes. By prioritising these areas, the CAP not only drives climate resilience but also provides the basis to deliver tangible improvements in physical health, mental wellbeing, and overall quality of life. The forthcoming Economic Development Strategy presents a strong opportunity to embed the principles of community wealth building and the well-being economy into our vision for local economic development. By doing so, we can address the deep-rooted lings between socioeconomic inequality and disparities in health and well-being. Ensuring inclusive economic growth and equitable access to resources is crucial for reducing health inequalities and fostering a thriving, resilient community, supporting one of the core objectives of the Local Outcomes Improvement Plan and, in particular, the Guiding Principles on ‘Fair and Equitable Services’ and ‘Prevention and Early Intervention’. The Greenspace Strategy, which will emerge during 2025/26, presents an important opportunity to ensure that East Dunbartonshire’s residents continue to enjoy high-quality open spaces and access to nature, to promote physical activity and mental wellbeing. Safe, accessible, and well-maintained green areas not only encourage healthier lifestyles but also contribute to stronger communities. Investing in better-designed town centres and sustainable transport infrastructure can enhance local environments, making movement easier, safer and more sustainable. By creating people-focused environments with a strong sense of place, that support active travel, walkability, and social interaction, we can ensure that the commitment of the LOIP to improve health, wellbeing and environmental sustainability are successfully delivered. Interventions and projects provide opportunities to help local people move around in a more sustainable way, to improve health well being and the environment. The Local Housing Strategy supports:
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Safer and Stronger Communities |
The Local Development Plan places an emphasis on the need to achieve good design and place-making, including ensuring that new development delivers infrastructure that is of high quality and safe and efficient for all users, safeguards air quality, enhances biodiversity and the environment, and encourages active travel. The Development Plan Design & Placemaking Supplementary Guidance contains specific guidance on safety by design, to maximise safety for road users, including cyclists, in new development. The Development Plan also contains policy to ensure protection of public safety and from development of contaminated land and other hazards. Through the development of policy actions into projects, and securing funding provide opportunities to help local people move around in a more sustainable way, to improve health, wellbeing and the environment. The Local Housing Strategy aims to deliver on housing quality, affordable warmth and net zero homes. |
Older Adults, Vulnerable People and Carers |
Marginalised, disadvantaged and vulnerable groups are often of the most affected by climate change, facing heightened exposure to extreme weather events and their consequences. Older and more vulnerable adults can be disproportionately affected by heatwaves, flood risk and disruptions caused by supply chain instability and price volatility that stems from more frequent and intensive extreme weather events. In addition to these present-day disparities, climate change has a profound intergenerational dimension. Future generations – who have contributed least to climate change -will inherit a world marked by greater environmental instability. This injustice underscores the need for decisive action. The emerging CAP sets out robust measures for climate change mitigation and adaptation, ensuring that the impacts of climate disruption are mitigated as far as possible for those most affected by those impacts. These interventions are intended to protect vulnerable communities while fostering long-term resilience. The Local Development Plan plays a crucial role in ensuring that older adults and vulnerable residents have access to appropriate, high-quality housing that meets their needs. By prioritising convenient locations that support independence and well-being, we can help to maintain quality of life for those that need it most. The Local Housing Strategy aims to support people to live independently and well at home. |
Climate Change Mitigation |
The Draft Climate Action Plan, which will be reported to Council during 2025/26 after which public consultation will be undertaken, will introduce a robust governance structure, monitoring framework and communications plan, and a coordinated approach with local, regional and national delivery partners required for the Council to deliver on its net zero targets in addition to bolstering climate reliance in East Dunbartonshire. The Draft CAP will include further action to deliver against legislation requiring all public bodies report on how they will align their spending plans and use of resources to contribute to reducing emissions and delivering their emissions reduction targets. The approved Local Heat & Energy Efficiency Strategy provides the statutory policy basis for the improvement of energy efficiency and supporting the transition to a decarbonised heat supply. The Strategy will provide an important contribution to reducing carbon emissions from the building stock as well as supporting the reduction of fuel poverty. As the statutory spatial strategy for East Dunbartonshire, and a key material consideration in the determination of all planning applications, the Local Development Plan is crucial ensuring that the actions in the CAP are supported and delivered. The LDP will seek to ensure that land is managed in a way that supports climate change mitigation and adaptation through sustainable development principles and setting land aside for nature based solutions. |
Cost of Living Support |
LHS Priority 2 has a significant role to play in achieving housing quality, affordable warmth and net zero homes through investment in housing condition, energy improvements and sets out mechanisms to enable landlords and owners to invest in repair and maintenance. A significant number of Council owned rented housing is within mixed tenure blocks, it is vital to ensure engagement with private owners providing information and access to grant funding where possible. Investment in active travel infrastructure and behaviour change programmes plays a key role in reducing household transport costs while supporting more sustainable travel patterns. With the rising costs of vehicle ownership and insurance, these initiatives can help ease financial pressures by offering lower-cost alternatives for commuting and daily travel. By making car-free living more viable, these efforts particularly benefit lower-income households and those experiencing financial hardship, ensuring that transport is not a barrier to work, education, or essential services. The Local Transport Strategy and forthcoming Active Travel Strategy aim to expand opportunities for walking, cycling and public transport to reduce dependency on private vehicles, saving families money while fostering healthy lifestyles. Consideration is given to how the range of plans and policies prepared by Land Planning & Development can support an increase in the proportion of journeys made through active travel to deliver the multiple benefits that can accrue from modal shift. This includes promoting better public health, improvements in air quality, and supporting liveable neighbourhoods, reinforcing the LOIP’s commitment to cost-of-living resilience and affordability. The Local Housing Strategy aims to improve housing options, choice and affordability including tackling fuel poverty.
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Key Improvement Actions
Key Improvement Actions
Improvement Activity | Rationale for Inclusion | Related LOIP Priority | Due Date |
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Business Gateway Start-ups Increase the number of local businesses engaged in large Council capital contracts |
As part of the Community Wealth Building sustainable procurement and engaged local supply chains are important to local economic growth. This work will sit along side other Council work streams in relation to capital project delivery and sustainable procurement. |
East Dunbartonshire has a sustainable and resilient economy with busy town and village centres, a growing business base and is an attractive place to visit and invest. |
31 March 2027 |
Living Wage Contribute to reduction in those residents earning below the Living Wage |
Contribute to try to improve in this area and deliver commitments set out in the Economic Development Strategy, through progressions of work streams through Business Support, Regeneration & Town Centres and City Deal Teams (within Place & Business Development Service) which relate to business sector support and business growth, and through physical regeneration increase the provision of higher quality jobs in the area. This work will sit along side other Council work streams, and external factors (which sit out with the Control of the Council). |
East Dunbartonshire has a sustainable and resilient economy with busy town and village centres, a growing business base and is an attractive place to visit and invest. |
31 March 2026 |
Climate Change Prepare a Draft Climate Action Plan for consultation, incorporating the Council’s agreed net zero emissions targets and interim targets at corporate and area-wide levels. |
The new Climate Action Plan will replace the climate change aspect of the existing Sustainability & Climate Change Framework and Action Plan (2019), aligning with national legislation, regulations and guidance to ensure that the Council supports the national targets for emissions reduction, and has a local adaptation strategy in place as the local expression of the Glasgow City Region Adaptation Strategy and Action Plan (June 2021). The Draft Plan is scheduled to be reported to Council in autumn 2025 with public engagement to follow. |
Sustainability |
30 September 2025 |
Land Use Planning Deliver the actions contained in the National Planning Improvement Framework (NPIF) Improvement Action Plan |
The NPIF sets out a requirement for planning authorities to develop Improvement Actions to enhance their effectiveness, efficiency, and accountability. The actions are designed to ensure continuous improvement in planning services, aligning them with national priorities and local needs. The full suite of Improvement Actions are set out in the National Planning Improvement Framework The Planning Leadership Team and LP&D Management Team will monitor progress on delivering the actions and this will be reported publicly through the How Good is Our Service performance reports. |
LO1 – East Dunbartonshire has a sustainable and resilient economy with busy town and village centres, a growing business base, and is an attractive place for visitors and investors LO3 – Our children and young people are safe, healthy and ready to learn LO4 – East Dunbartonshire is a safe place in which to live, work and visit LO5 – Our people experience good physical and mental health and wellbeing with access to a quality built and natural environment in which lead to lead healthier and more active lifestyles |
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