introduction
Thank you for taking the time to read our Annual Performance Report. This report summarises the work undertaken across all Tayside Contracts’ activities during 2024/25, to deliver the best possible services, and achieve the best possible outcomes, for the communities of Tayside
We take pride in our achievements, and this report highlights both our successes and the challenges we have faced. It also provides an honest reflection on the areas where further improvement is required
The year 2024/25 was marked by ongoing uncertainty in both local and global economies A further significant pay award created additional budget pressures, and while some inflationary pressures began to stabilise, they continued to present challenges Despite these pressures, strong financial management and strategic planning allowed us to maintain a stable financial position
Highlights from the year include:
The School Meals Action Plan, which delivered a 3.6% increase in average daily meal uptake
Turnover of £98 million
Cost savings and efficiencies of £900k.
Widely praised responses to supporting local communities when most needed.
Our Community Fund, which supported 28 groups to deliver local empowerment projects.
Continued delivery of services across all Council areas with no service failures, despite recruitment challenges and high sickness absence levels in some areas.
The most significant challenge remains the ongoing financial pressures arising from constrained government funding, global uncertainty, supply chain disruptions, and unpredictable costsparticularly pay.
Nevertheless, we remain confident in our future With a clear strategy and strong corporate leadership, Tayside Contracts is well-placed to build on past achievements and deliver a sustainable future
We would like to thank the Tayside Contracts Joint Committee, colleagues from our three constituent Councils, our partner Trade Unions, and - above allour dedicated employees. Their collective commitment has made the performance outcomes in this report possible and ensured that essential services continued without interruption
This report is structured around the five themes of our Business Plan:
Confidence, Trust and Relationships
Commercial Approach
Collaboration and Sharing
Continuous Improvement and Performance
Communities, Councils and Customers
We hope you find this report both informative and encouraging, and that it demonstrates our determination to deliver value, resilience, and positive outcomes for the people of Tayside.
Councillor Gavin Nicol Convener of Tayside Contracts
Dougie McKay Managing Director
who
we are and what we do
who we are
For nearly three decades, Tayside Contracts has served as the collaborative and commercial operating arm of our three constituent Councils:
Angus Council
Dundee City Council
Perth & Kinross Council
We are not a private company Instead, we are governed by a Joint Committee of 18 Elected Members operating under a shared Minute of Agreement signed by all three Councils.
We currently employ
Our annual Turnover is around what we do
£98 million
Tayside Contracts provides essential public services to more than 420,000 residents across Tayside on behalf of our Councils. Our work is wide-ranging and vital to community life:
We are the largest civil engineering construction organisation in Tayside - in 2024/25 we delivered £50.4 million of road repairs, maintenance, construction, and street lighting improvements, alongside emergency responses to severe weather such as flooding, storms, and winter conditions.
We are also Tayside’s largest catering organisation, serving 5.9 million meals each year - including 30,000 school meals and more than 400 community meals every day.
Our Facilities Management team ensures over 350 buildings are kept safe, clean, and well maintained.
In winter 2024/25, we treated over 307,000 kilometres of roads and footpaths, keeping the travelling public safe
Our 166 School Crossing Patrollers protect children on their daily journeys to and from school.
Behind these frontline services, our success is underpinned by dedicated support teams across Human Resources, Safety and Training, IT, Finance, Communications, Equalities, and Business Support
In addition to our work for Councils, we operate as a business - delivering services to other public bodies, private firms, and the wider public Every pound earned through our commercial activities is reinvested into public services and local communities. Since our establishment, we have generated more than £33.8 million in surpluses, which have been returned to our three Councils
By delivering high-quality, cost-effective services, Tayside Contracts continues to strengthen and support the communities of Tayside
Meet the Corporate Leadership Team
Kay Managing Director
Leanne Reilly
iane Kidd tegic Lead e & Governance
John Curran Strategic Lead Construction
‘Proud of what we do, chosen for how we do it’
Tayside Contracts can only survive and thrive if we have the strongest possible relationship of transparency, mutual respect and trust with the Elected Members and officers of our constituent Councils, and with our other customers. Their confidence in our ability to deliver excellent services underpins everything we do Tayside Contracts can only survive and thrive if we have the strongest possible relationship of transparency, mutual respect and trust with the Elected Members and officers of our constituent Councils, and with our other customers Their confidence in our ability to deliver excellent services underpins everything we do
Here are some of our highlights during 2024/25
We achieved a distributable surplus of £813k exceeding our budgeted figure of £670k Of this, £608k came from the Construction Division and £205k from the Facilities Services Division This success reflects contributions from across the organisation, alongside close collaboration with our Councils, who also faced additional cost pressures from pay awards and inflation
In line with the Local Government in Scotland Act 2003, Trading Accounts must break even over a rolling threeyear period. Between 2021–24, the Construction Division achieved a cumulative surplus of £2.7m, and the Facilities Services Division achieved £361k - both comfortably meeting this statutory requirement.
Over the past 29 years, Tayside Contracts has generated £33.8m in surpluses, reinvested by our Councils into vital local services
Overall income totalled £98m, with £91m (93%) generated from work with constituent Councils The Construction Division turnover was £50.4m, and the Facilities Services Division turnover was £47.6m, a 4% increase on the previous year.
Working with the Governance and Strategy Group, we delivered our ‘Change Plan’, achieving nearly £900k in savings and additional income
Confidence in our services is strengthened through participation in national benchmarking networks such as APSE (Association of Public Service Excellence). We are proud to be recognised at a National level by APSE as finalists in the following categories:
Street Lighting Best Performer (Dundee)
Transport Operations and Vehicle Maintenance Best Performer
These nominations and awards highlight the high quality of services we provide across Tayside
Our governance framework, reviewed annually by the Corporate Leadership Team, achieved 97% compliance against guidelines, well above our 80% target Internal Audit also confirmed that Tayside Contracts has effective arrangements for risk management, control, and governance, with multiple areas of good practice recognised across our systems
Progressed a number of actions identified through the ‘Independent Review’ reported to Joint Committee in November 2023, some of these actions involved: Joint Committee engagement sessions and visits were facilitated, covering
‘Governance’ with the Clerk of the Committee, establishment of a “Q&A” document and visits to Tay Cuisine
‘Schedule of Agreed Activities’ reviewed and updated
Joint Committee reports reviewed and rationalised to streamline the process Development of Performance Framework and Dashboard, launched an online Performance Dashboard, giving Joint Committee members direct access to key performance information.
The progression of these actions, strengthens transparency, streamlines reporting, and allows members to focus on the issues that matter most to their communities
Tayside contracts partnerships with education settings
Best foot forward
Since 2022, Tayside Contracts’ Food and Nutrition Team has been actively involved in Best Foot Forward, an initiative launched by Rosebank Primary School. Originally developed as an intervention for young people at risk of being referred to NHS weight management services, the programme supports entire families in making healthier lifestyle choices.
The programme runs over ten sessions, each designed to build confidence, strengthen routines, and encourage positive family changes. Sessions combine information on topics such as portion sizes, fussy eating, healthy snacks, and screen time with interactive activities, including group sports and shared cooking Families leave each session with a “Take Home Your Tea Bag”containing a recipe card and ingredients to prepare a healthy meal together at home
Tayside Contracts contributes by delivering practical cooking demonstrations from our Menu Development Chef, alongside nutrition sessions from our Food and Nutrition Analysts These sessions have not only helped families explore healthier choices but also encouraged children to try school meals Feedback shows that some pupils who had previously avoided school lunches are now more willing to take part, as the meals feel more familiar and appealing.
The initiative is expanding, with schools in Angus and Perth & Kinross now taking part, and we are working with NHS partners to design the next set of sessions. We are proud to play a role in improving family health and well-being across Tayside
Longhaugh primary school
In 2024, we supported Longhaugh Primary School’s Health Day by engaging pupils in a hands-on session about the Eatwell Guide Pupils were challenged to design a balanced school menu, including three main options, a starter or dessert, and a vegetable accompaniment.
This activity not only allowed young people to think about the foods they enjoy but also gave them insight into the complexities of menu planning, such as meeting nutritional standards, balancing cost, and catering to diverse tastes Their creative ideas are now being reviewed as part of our ongoing menu development process
Supporting community campus activities
Breadalbane Community Campus remains a vibrant hub for local events, supported by our catering services. In 2024/25 we provided catering for the annual MOD event, which drew over 300 participants, as well as for library-led events such as author evenings and community celebrations. We also regularly catered for birthday parties, ensuring local families could celebrate in a welcoming environment.
Whitehills
learning cafe
At Whitehills Primary School and Nursery in Forfar, we have supported a series of Learning Café events where parents, carers, teachers, and pupils could share views on health, nutrition, and school meals.
Our team presented information, created interactive food games, and attended “Stay and Play” nursery sessions to hear first-hand feedback from families. This engagement has not only strengthened trust with the school community but also provided valuable insights into how we can further support health and well-being
We were also invited to career spotlight assemblies, where our Facilities Operations Manager spoke about her role and the wide range of employment opportunities within Tayside Contracts.
Looking ahead, we plan to extend this engagement to secondary schools, working closely with Business Managers to promote healthy eating and strengthen uptake of secondary school meals.
Loch leven
Loch Leven hosted nine major events in 2024/25, including a half marathon, a cycling festival, and the Beekeepers’ annual convention
One highlight was the Winter Festival Market, moved to the campus at very short notice. Despite the challenges, our catering team ensured stallholders and visitorsaround 5,000 people - were well looked after Their efforts were praised by both campus management and community leaders, who described the event as a “huge success.”
Our catering teams at North Inch supported a variety of community groups, including Stitch and Cloth, Mountain Training, Rotary, and the Quilters Guild. By providing highquality catering for regular users, we continue to strengthen links between the campus and local communities.
Birthday parties
Our team continued to provide catering for children’s birthday parties hosted at Strathearn Campus Menus were designed to be nutritious, appealing, and childfriendly, with flexibility to accommodate dietary needs Feedback from families and campus management has been consistently positive, recognising the team’s ability to deliver a welcoming and celebratory atmosphere.
Tayside Contracts continues to deliver our catering service for birthday parties hosted at Strathearn Community Campus. Their contribution plays a key role in creating a welcoming and celebratory atmosphere for families and guests The catering team consistently provides a high-quality, childfriendly menu with options that are both nutritious and appealing Flexibility from the team is key as almost all parties take place at weekends They also always have a willingness to tailor menus to dietary requirements.
Diane Porter, Business Manager
Winter maintenance is one of the most visible services Tayside Contracts delivers, and in 2024/25 we once again rose to the challenge. Preparation began months in advance, with salt supplies replenished during summer, over 120 specialist vehicles serviced and made ready, and more than 2,500 grit bins filled across Tayside. Operatives also received refresher and specialist training, ensuring readiness and safety.
When severe weather struck, our teams responded swiftly using real-time weather data and forecasts Supported by local farmers and partner organisations, our crews worked tirelessly to keep roads and footways open and safe
The commitment of our people was especially evident during the festive period, when nearly 100 employees gave up time with their families to keep communities safe On Christmas Day itself, employees remained on standby, ready to respond at a moment’s notice
Despite unpredictable and at times extreme conditions, the dedication of our workforce and the strength of our partnerships ensured a resilient and effective winter service across Tayside.
Key Pressures in 2024/25
The cost of many essential goods and services remained high, placing pressure on profitability. Wherever possible, we absorbed these increased costs rather than passing them on to Councils.
With 73% of our workforce on the Scottish Government Living Wage, the 2024/25 pay award added £1m to budgeted costs, creating ongoing financial pressures for both Tayside Contracts and our Councils.
Next Steps
Looking ahead, as identified within our Business Plan 2024-27, we will continue to:
set a higher standard for transparency by expanding the Performance Dashboard and enhancing collaboration with senior finance officers, giving our Councils clearer, more accessible insights into our financial and operational performance.
champion collaborative development with Council colleagues, driving greater efficiencies, innovation, and shared approaches that maximise value for money across the region
embed customer feedback at the heart of what we do, making it a consistent and systematic part of our service improvement, and ensuring the voices of our customers guide our future direction.
commercial approach
‘Business Head, Community Heart’
Introduction
Expanding our commercial approach has never been more important. By growing external income streams, we protect jobs, safeguard core services, and reinvest surpluses back into our Councils and communities Building on our expertise in construction, catering, and facilities management, we continue to strengthen our reputation as a trusted delivery partner for both public and private sector clients
Expanding our commercial approach has never been more important By growing external income streams, we protect jobs, safeguard core services, and reinvest surpluses back into our Councils and communities. Building on our expertise in construction, catering, and facilities management, we continue to strengthen our reputation as a trusted delivery partner for both public and private sector clients.
Highlights of 2024/25
Generated £7m in commercial income, representing 7% of our total income.
Increased external commercial income by £1.5m, despite wider market pressures.
Delivered a cumulative £15.4m surplus over the past 10 years, reinvested into public services through our Councils
Won several competitive tenders for construction works with local authorities and private sector partners including Stirling, Falkirk and Fife.
Expanded commercial operations, including:
Winter maintenance services for Amey (North East Scotland Trunk Road operator).
Supply of stone materials from Collace Quarry to the Cross Tay Link Road project
Multiple community-focused and regional infrastructure projects delivered in partnership, including National Cycle network (NCN1), Broughty Ferry Active Travel, Blairgowrie and Rattray Development Trust.
Collaborative
delivery on the national cycle network (ncn1)
In early 2024, Angus Operations completed two major sections of the NCN1 in Monifieth and Carnoustie simultaneously Collaboration was key Angus Council codeveloped the design, the Streetlighting Partnership installed 80 lighting columns, Collace Quarry supplied over 4,300 tonnes of recycled and asphalt materials, and the Sign Shop produced all associated signage
The project delivered 2,410m of new footway/cycleway and 1,045m of road, completed on time and within the £1.27m budget Both Angus Council and Sustrans commended the high quality of service. Building on this success, seven further NCN1 improvement projects are already being planned within Angus.
See the transformation
Before: uneven surface and substandard road hump
After: segregated route with recycled rubber hump and wooden effect bollard
Broughty ferry active travel - access for all
As part of Dundee’s Broughty Ferry to Monifieth Active Travel scheme, the Dundee Roads Maintenance Partnership (DRMP), in collaboration with Kilmac Construction and our Street Lighting Partnership, completed phase 1C through Castle Green and onto the Esplanade
The project involved resurfacing, new street lighting, decorative paving, traffic management improvements, and table-top crossings Around 500 tonnes of surfacing material were used - most supplied by our Collace Quarry. This work, funded by Transport Scotland’s Places for Everyone programme, has delivered safer, more attractive walking and cycling connections, and follows earlier successful phases delivered by Tayside Contracts. ����
Working with the communityblairgowrie & rattray development trust
Blairgowrie and Rattray Development Trust approached our Sign Shop to create promotional signage for local events. Together, we designed durable, high-impact A-frame boards and bespoke printed displays that were used at markets and community gatherings This collaboration not only showcased the flexibility of our commercial services but also directly supported community regeneration initiatives.
Success in multi-year maintenance framework
In 2024 we secured a place on a four-year, £23m Regional Roads Maintenance Framework alongside Stirling, Falkirk, and Clackmannanshire Councils The framework will provide opportunities in road improvements and surface dressing until 2028
We have already successfully delivered a £600k surface dressing contract under the previous framework, demonstrating our capability and competitiveness This win highlights our ambition to grow commercial opportunities while reinforcing our reputation as a trusted partner in infrastructure delivery.
Collace quarry extension
In April 2024, planning permission was formally approved for the extension of Collace Quarry, securing operations until 2052 This will ensure a long-term supply of coated roadstone materials for our Councils and commercial customers, safeguarding service provision and income
In May 2024, heavy machinery stripped approximately 30,000 tonnes of soil, which will be used for progressive site restoration over the next 30 years.
This extension underpins both operational resilience and commercial sustainability for decades to come
Collace quarry
Key Pressures in 2024/25
High costs of pay, materials, and products reduced available opportunities, with some customers pausing investment until markets stabilised
Staff shortages from sickness absence and vacancies limited our ability to pursue new external work while maintaining essential Council services
Next
Steps
Looking ahead, as identified within our Business Plan 2024-27, we will continue to:
expand our commercial business by focusing on growth within our core strengths - Construction, Catering, and Facilities Management - prioritising existing and emerging markets over high-risk diversification.
develop a new customer marketing plan, improving how we engage with customers, showcase our services, and a
undertake a commercial skills analysis across the organisation and implement an action plan, including targeted training, to strengthen our commercial capability at all levels
maximise collaborative opportunities with public sector and private partners to secure long-term contracts and
collaboration and sharing
‘Sharing the Gain’
Introduction
Collaboration is at the core of Tayside Contracts’ success. By sharing services and expertise across our constituent Councils, we reduce costs, improve efficiency, and maintain service quality. Without such innovation, savings would need to be found in other ways - often through service reductions. Our collaborative model ensures Councils, employees, and communities all benefit
Collaboration is at the core of Tayside Contracts’ success By sharing services and expertise across our constituent Councils, we reduce costs, improve efficiency, and maintain service quality. Without such innovation, savings would need to be found in other ways - often through service reductions Our collaborative model ensures Councils, employees, and communities all benefit.
Here are some of our highlights during 2024/25
Expanded services to constituent Councils, generating additional income and delivering more efficient services, for example bus shelter cleaning in Dundee.
Continued success of Roads Maintenance Partnerships (DRMP and PRMP) and the Street Lighting Partnership, ensuring high performance and resilience across Council areas
Delivered specialist services, for example painting programmes across the Perth & Kinross school estate.
Demonstrated strong partnership working on complex projects such as multi-phase nightshift resurfacing in Dundee, where collaboration across Councils, contractors, utilities, and event organisers ensured delivery on time and within budget.
Engagement sessions held with Joint Committee members to progress key strategic areas including Business Plan 2024-27, Schedule of Agreed Activities, and Governance awareness with Clerk to Joint Committee.
Member Officer Working Group (MOWG) established to review and scope out options for Joint Committee report rationalisation
Strengthening Collaboration programme with three council partners to reach a common understanding of the role of Tayside Contracts in service delivery and maximise collaborative opportunities.
A nightshift of many elements - dundee
In June 2024, the Dundee Roads Maintenance Partnership (DRMP) carried out a two-week, multi-phase nightshift resurfacing project on South Marketgait, Riverside Avenue, and Riverside Drive.
The project was carefully co-ordinated with Perth Roads Maintenance Partnership (PRMP) to maximise productivity at Collace Quarry and with Scottish and Southern Energy (SSE) to combine works efficiently. Collaboration extended further to utilities, specialist contractors, and Dundee City Council’s events team to ensure no disruption to major public events, including the Euro 2024 Fan Park and Dundee Pride.
Despite the complexity, the project was completed on time, within budget, and to a high standard - an excellent example of the benefits of shared planning and collaboration
Trainee facilities assistants –angus and perth
Building on the successful programme in Dundee, 2024/25 saw the introduction of Trainee Facilities Assistants in Angus and Perth and Kinross schools.
The initiative provides frontline cleaning employees with a clear pathway for progression, offering hands-on training in facilities management, service standards, communication, problem-solving, and team support. Graduates of the programme are well-placed to apply for Facilities Assistant posts, strengthening workforce skills while boosting morale and retention.
Painting schools in perth & kinross
For over six years, our Minor Works Team has delivered a painting programme across the Perth & Kinross school estate, refreshing and modernising facilities. The team works in live school environments, minimising disruption while applying durable finishes that are easy to maintain.
Feedback from schools has been overwhelmingly positive, praising the professionalism, communication, and friendly approach of our employees, as well as the visible improvement in learning environments. This long-standing programme demonstrates how collaboration with Councils delivers real, lasting value for pupils and communities
Examples of
“Just a quick email to let you all know how pleased I am with the paint works at Burrelton. I was initially not keen on the grey, but it is finished now and looks fantastic, and I can see the benefits for the pupils! Thank you.
I want to also comment on the professionalism of the painters Neil and Paul. They had a good understanding of how to manage the paint works without impacting on the daily running of a busy school Nothing was too much trouble, and they were very good at offering suggestions regarding paint finish details and movement of school equipment On a personal note, they were very cheery, warm and friendly They were well regarded amongst our staff team We wish them all the best for the future. Thanks again.”
“Just a wee note expressing our thanks to the painters for their continuing great customer service. We have seen the pictures from Logiealmond We are quick to criticize when things go wrong, but not always there to highlight good customer service. Thank the guys from us in Property”
“Dear all, just wanted to say thanks for sending the painters They have started to make the place look so much better and have been very easy to have around They’ve done a great job. Hopefully we will see them again in the not-so-distant future because it is making a huge difference to the environment. Many thanks for making it happen”
Inside and outside of schools painted
Roads maintenance
partnerships: collaborating to deliver improvements
For more than a decade, the Dundee Roads Maintenance Partnership (DRMP) and the Perth Roads Maintenance Partnership (PRMP) have demonstrated the benefits of formal collaboration between Councils Both partnerships are managed under shared governance and reporting arrangements, with performance monitored quarterly by Partnership Boards and summarised annually
In 2024/25, the partnerships continued to deliver high levels of service across safety inspections, defect repairs, and gully cleansing, while keeping remedial works to a minimum. These results demonstrate the value of collaboration in ensuring resilient, high-quality services at scale
Dundee Road Maintenance Partnership –Key Results
Safety inspections: 99% compliance, exceeding the 95% target.
Defect repair compliance: All repair categories met or exceeded targets, with a total of 13,984 defect repairs completed
(target 90%) Category 1: (target 85%) (target 80%)
First Time Permanent repairs:
(5,383 defect repairs in total) (target 40%)
Gully cleansing: 15,981 gullies cleaned, just below the 16,600 target.
Remedial works: Only 0.06% of turnover required remedials, significantly better than the 1% target.
Perth Road Maintenance Partnership –Key Results
Safety inspections: 100% compliance, exceeding the 95% target.
Defect repair compliance: Performance improved on 2023/24, with total of 10,635 reactive defect repairs completed within the year, of which 9,420 were attended to within permitted time limits, representing a 89% compliance rate
First Time Permanent repairs:
(6,992 defect repairs in total) (target 80%)
Gully cleansing: 23,336 gullies cleaned, just below the 25,872 target
Remedial works: Only 0.13% of turnover required remedials, significantly better than the 1% target.
Angus Council - Core Infrastructure Services
Performance is monitored quarterly through the Angus Headquarters meeting Key outcomes in 2024/25 included:
Jobs with full works information received before start: (target 80%)
Jobs started on agreed time: (target 90%)
Jobs completed within agreed duration: (target 80%)
Gully cleansing: 34,238 gullies cleaned, exceeding the 27,100 target.
Remedial works: Only 023% of turnover required remedials, significantly better than the 1% target.
Impact of collaboration
The results across DRMP, PRMP, and Angus show how shared working arrangements deliver real benefits:
Consistent service levels across all three Councils, supported by shared governance and monitoring.
Efficiency gains from shared resources, planning, and specialist expertise.
High quality of delivery, with remedials consistently well below the 1% target across all areas.
Resilience, with partnerships able to maintain strong performance despite recruitment challenges and resource pressures
The Roads Maintenance Partnerships remain a flagship example of how collaboration enables Councils to achieve cost savings, efficiency, and quality while ensuring communities continue to benefit from safe, well-maintained roads.
Street lighting partnership: tayside-wide collaboration in action
The Tri-Council Street Lighting Partnership is one of the most visible examples of collaboration across Tayside. By pooling resources and expertise, the partnership manages an extensive asset base of:
72,000 illuminated columns
4,560 illuminated signs
1,380 illuminated bollards
In addition to maintaining public street lighting infrastructure, the partnership also delivers electrical and lighting services for private sector clients and developers Governance is overseen through the TriAuthority Partnership Board, which meets quarterly to monitor performance and ensure accountability.
Despite recruitment challenges and higherthan-normal absence levels during 2024/25, the partnership consistently delivered a strong level of service across all three Councils
Dundee - Key Results
Faults repaired over the yearaverage 18 faults per month 98.8% Repairs completed within 7 days (target 95%)
Average no. of days to repair (target <5 days).
Impact of collaboration
1,740 97.8%
Faults repaired over the yearaverage 145 faults per month Repairs completed within 7 days (target 95%)
Average no of days to repair (target <5 days)
The Street Lighting Partnership continues to demonstrate the benefits of shared services:
High levels of performance, with both Dundee and Perth & Kinross exceeding all targets for timeliness and repair completion.
While fault numbers appear significantly higher within Perth & Kinross compared to Dundee, this is a result of Dundee having completed their transition to all lighting assets being LED technology which uses less energy and is significantly more reliable.
Angus - Key Results
Performance data is unavailable due to development and transition to a fully electronic asset management system during 2024/25
Despite this, service continuity was maintained thanks to flexible deployment of employees across Council areas within the partnership model
Resilience through shared resources, allowing employees to be redeployed across Council areas to maintain service levels during recruitment shortages
Cost-effectiveness, achieved by avoiding duplication of standalone services within each Council
Stronger governance and accountability, delivered through joint monitoring and formal partnership boards.
By working together, the three Councils have achieved a level of service that is both consistent and resilient, ensuring that communities across Tayside remain safe, well-lit, and supported by modern infrastructure
Key Pressures in 2024/25
As part of the 2023 independent review of Tayside Contracts it was noted that, at certain levels, Council staff do not view Tayside Contracts as a partner organisation of the three Councils. A programme of “Strengthening Collaboration” has been established to address this perception, with progress made and will be a key area to develop over the coming years.
Service use varies significantly across Councils. If all Councils used Tayside Contracts consistently, turnover could rise significantly, estimates are by as much as £10 million with further opportunities for standardisation and economies of scale
Recruitment and retention remained difficult, particularly in the Street Lighting Partnership However, flexibility within the collaborative model allowed employees to be redeployed to maintain service levels
Next
Steps
Looking ahead, as identified within our Business Plan 2024-27, we will continue to:
engage with Councils to maximise the use of Tayside Contracts as the approved shared service provider, delivering standardisation, cost savings, and best practice across Tayside.
capture and analyse why services are, or are not, taken up by Councils, using this intelligence to inform improvements and strengthen relationships
develop our workforce with training in partnership working, customer relationship management, and business case development, ensuring employees have the skills and mindset to collaborate effectively
continuous improvement and performance
‘Think
like a customer, act like a taxpayer’
introduction
The long-term sustainability of public services depends on all of us demonstrating Best Value, embracing innovation, and being open to change. By making the most of limited resources, we can deliver excellent services for our customers and communities while remaining competitive, efficient, and resilient
The long-term sustainability of public services depends on all of us demonstrating Best Value, embracing innovation, and being open to change By making the most of limited resources, we can deliver excellent services for our customers and communities while remaining competitive, efficient, and resilient.
Highlights of 2024/25
Delivered almost £900k in efficiencies and additional income through our Change Plan, which focuses on transformation, innovation, and prioritisation. Section 3 provides a summary of the areas where this was achieved
Ongoing review and rationalisation of our property assets and extended shared use of depots and offices with Councils and partners.
Undertook a major restructure of management and support services, delivering recurring savings of £500k per year, while strengthening succession planning and ensuring the right skills in key roles
Using data and technology to drive improvements, including decarbonisation of the fleet through introduction of EV’s, vehicle telematic data, to reduce vehicle idling, improve fuel efficiency and reducing climate impact.
Successfully upgraded our core financial system from Integra to Centros, delivering improved reporting and automation
Conducted our first IT User Satisfaction Survey, with 92 responses providing strong positive feedback. Users praised the IT team’s responsiveness, expertise, and approachable support, setting a benchmark for future annual surveys.
Retained our Investors in People accreditation, maintained CHAS health & safety certification, and achieved Cyber Essentials certification, evidencing best practice in people, safety, and security.
Celebrated the achievements of our people at the Tayside Excellence Awards (TEA) in May 2024, with colleagues, peers, and managers nominating individuals and teams across 10 award categories. The ceremony showcased the talent, dedication, and commitment that drive excellence across Tayside Contracts.
School meals reviewreversing decline, growing confidence
In 2020, a worrying decline in school meal uptake led to a joint review by Tayside Contracts and our constituent Councils This trend was compounded by the pandemic, which disrupted dining arrangements and entrenched new habits among pupils The review made it clear: a bold transformation was needed to restore confidence in school meals and align with the Scottish Government’s priorities on childhood poverty and healthy weight
Since then, we have taken sustained action across three areas: the food itself, the dining experience, and wider communication
School meal uptake
Menus were refreshed to make meals more appealing, portion sizes were adapted to suit older pupils, and a new system of free taster samples encouraged children to try dishes before committing to them Dining environments were modernised, with crockery replacing trays and a new pre-order app reducing queues in secondary schools
Perhaps most importantly, we placed engagement at the centre of the programme. Parents and pupils were invited to sample menus, schools worked with us to review dining hall layouts, and information was made more transparent through videos, newsletters, and our wellbeing portal. Uptake has now returned to pre-pandemic levels, and while further work is needed to increase free meal uptake, the turnaround shows what can be achieved when innovation, partnership, and persistence come together
The number of school meals served has continued to grow, reaching a peak of 55 million meals per year by the end of 2024/25.
School meal uptake
Overall, meal uptake is moving in a positive direction, with meal numbers in all school settings continuing to increase. Please note that PKC primary schools were closed for 10 days due to industrial action in 2024/25, reducing meal numbers by an estimated 50,000
Free
A key objective of the 2020/21 school meal review was to increase uptake among pupils entitled to free school meals. We are pleased to report that uptake is now on an upward trajectory - a very positive outcome that reflects the impact of our ongoing improvements and engagement
Assist fm cleaning scholarship
As an active member of ASSIST FM, Tayside Contracts was proud to be invited to participate in the FM Cleaning Scholarship, a national initiative offering one representative from each Scottish local authority the opportunity to enhance their professional knowledge Importantly, the programme is fully funded by suppliers, meaning there is no cost to Tayside Contracts.
One of our colleagues has already successfully completed the scholarship, receiving excellent feedback on both their performance and their commitment to learning. Building on this success, a second course is now underway, with a member of our management team currently participating.
The scholarship provides in-depth training across a wide range of areas, including:
Environmental awareness
Robotics and new cleaning technologies
Principles of cleaning science
Theory of cleaning inspections
Work rates and work loading
Calculating and costing methods
This programme is more than just training - it equips our Facilities Management people with the tools to embrace innovation, adopt modern practices, and strengthen their expertise By investing in our people in this way, we are not only improving the quality and efficiency of our services but also ensuring that our teams feel valued, skilled, and future-ready
Robotic cleaning trials –efficiency and innovation
Cleaning large facilities like school sports halls and campuses can be repetitive, labourintensive, and physically demanding. Recognising this, our Facilities Services team looked to the future and began trials of robotic cleaning technology. The aim wasn’t to replace people, but to give our employees the tools to work smarter, safer, and more sustainably.
The trials used advanced robotic machines capable of sweeping, scrubbing, vacuuming, and washing large open areas Once a space was mapped, the robots could be left to complete cleaning tasks independently, navigating obstacles and even returning to their charging station automatically. In one trial, a robot cleaned a 1,000m² area in just under an hour - half the time it would normally take a cleaner using traditional methods
For our people, this meant they could focus on more complex or higher-value tasks such as touch-point cleaning, which is vital for hygiene The benefits extended beyond efficiency: robots used significantly less water, helped reduce physical strain for employees, and improved air quality through built-in HEPA filters. These trials represent an exciting step forward in modernising our services and ensuring they are fit for the future.
Association of public sector excellence (apse) performance network awards
The awards ceremony, held in Blackpool in December 2024, was a proud moment for the teams involved While we did not take home the top prize, being benchmarked against over 200 authorities across the UK and recognised at the very highest level reinforced that our services are among the best in the country.
Beyond the celebration, the APSE benchmarking process provides invaluable insights into where we can improve further, helping us to set new standards for efficiency, sustainability, and service quality in the years ahead
Investors in people accreditation retained
People are at the heart of everything we do, and retaining our Investors in People (IIP) accreditation in 2024 was an important moment for the organisation Tayside Contracts has held this standard since 2005, and each re-accreditation involves a rigorous process of surveys, interviews, and external assessment.
This year’s journey involved 794 employees completing the leadership survey and over 90 employees - from frontline workers to managers and members of the leadership team - taking part in interviews with IIP assessors Feedback was open and honest, highlighting where we are excelling and where improvement is needed. Strengths identified included collaboration, empowerment, and living our organisational values, while areas such as recognition and communication were flagged for further focus.
The process reinforced our belief that accreditation is not simply a badge, but a catalyst for improvement. The results are shaping a refreshed IIP Action Plan, ensuring that our investment in people translates into better leadership, higher engagement, and a stronger organisation overall
Investing in people through training
At Tayside Contracts, we know that our greatest strength lies in our people. Everything we achieve as an organisation is built on their knowledge, expertise, and dedication. That’s why we continue to invest significantly in training and development, ensuring our workforce has the skills, confidence, and support they need to deliver excellent services for our communities
In 2024/25, we invested over £200,000 in employee development and delivered 8,112 training opportunities across the organisation This investment supported colleagues at every level, from frontline employees to managers, covering both technical skills and leadership development
Highlights of the year included:
HR Management Training: 48 managers trained across key areas of recruitment, selection, absence, and discipline
Health & Safety: 35 managers completed the IOSH Managing Safely programme, reinforcing our commitment to safe working practices.
Data Protection: 42 managers undertook training to strengthen compliance and awareness of responsibilities
Leadership and Communication: 28 managers took part in Courageous Conversations training, building confidence in handling sensitive issues.
E-Learning Programmes: 25 managers completed modules to expand learning in a flexible and accessible way.
Equality, Diversity and Inclusion (EDI): 76 managers undertook awareness training, embedding inclusivity into our everyday culture
Focus on minimising accidents
In 2024/25, the total number of accidents fell to 119, down from 124 the previous year. This continues a steady long-term trend of improvement, as illustrated in the graph below
In 2024/25, the number of reportable accidents under RIDDOR fell from 17 to 13, marking a clear improvement on the previous year
Tayside Contracts is committed to providing a safe and healthy workplace for all employees. Our Safety Management System, supported by ongoing training and awareness programmes, ensures that health and safety remain central to everything we do
Chas accreditation
a mark of safety and excellence
In 2024/25, Tayside Contracts once again retained its CHAS (Contractors Health and Safety Assessment Scheme) Accreditation, a nationally recognised benchmark of excellence in health and safety
Reaccreditation required a rigorous assessment of our policies, procedures, and day-to-day practices. Our success reflects the hard work of our teams to embed best practice, strengthen safety protocols, and ensure compliance with the highest industry standards
This achievement provides clear reassurance to our employees, clients, and partners that Tayside Contracts takes safety seriously, reducing risks and creating safer working environments across all our operations.
While proud of this milestone, we see it as part of an ongoing journey. We remain committed to continually improving our systems, investing in training, and adapting to new industry developments so that safety and excellence remain central to everything we do.
Cyber essentials accreditation
In March 2025, Tayside Contracts achieved Cyber Essentials certification, a UK Government-backed standard that demonstrates robust protection against a wide range of cyber threats
Gaining this accreditation required a comprehensive review of our IT systems, including firewalls, secure configurations, access controls, malware protection, and patch management. Meeting these rigorous standards shows that we are proactive in safeguarding our data, reducing risks, and protecting the integrity of our operations.
This certification provides assurance to employees, clients, and partner organisations that we take cybersecurity seriously and that their data is handled with the highest levels of care and security
While achieving Cyber Essentials is an important milestone, it is only the beginning We will continue to invest in technology, training, and best practice to stay ahead of emerging threats and ensure that cybersecurity remains at the core of our digital strategy
Our social media
Social media is now one of the most powerful ways for Tayside Contracts to connect with people It plays a vital role in helping us attract new talent, share our successes, and keep in touch with our customers and communities
Our latest analytics show just how far we’ve come Engagement across all our platforms is on the rise, giving us valuable insights into what works well and how we can do even better. This upward trend is a really positive sign that more people than ever are seeing, interacting with, and valuing the work we do
3,556
Followers as of March 2025 10%
increase from 2023/24
The highest reaching recruitment post was for Angus based Roadworkers in June 2024, with a reach of 179K, closely followed by Apprentice Mechanics with a reach of 16.2K also in June 2024.
Reshaping facilities services delivery - building consistency
Followers as of March 2025 1,314
The highest reaching post of 2024/25 was the menu change due to Storm disruption with a reach of 102k The second highest reach was in March and was the School Meals Parent Information Newsletter for primary and nursery pupils with a reach of 23k
We also showed positive increase in followers for the other social media platforms we use:
Following a major organisational restructure, we created a single manager role for Facilities Services across all three Councils. This change offered a rare opportunity: to step back, compare service delivery models across Tayside, and ask whether we could achieve more through greater consistency and collaboration.
The review began by mapping how services such as cleaning and facilities management were delivered in Angus, Dundee, and Perth & Kinross. It quickly became clear that while the outcomes were broadly similar, the methods often varied. Some approaches were more efficient, others offered innovative solutions, and others relied heavily on local custom and practice.
Through workshops, employee engagement sessions, and close collaboration with managers and supervisors, we identified a set of best practices that could be replicated across the region The next phase is to align delivery models, reduce duplication, and establish consistent performance measures. The benefits will include cost savings, greater equity for employees and customers, and a stronger culture of shared learning
Key Pressures in 2024/25
Although absence rates decreased by 01% from 2023/2024 to 6.2% in 2024/2025, meeting the Business Plan Key Performance Indicator, absences continue to place pressure on service delivery and resources While this improvement is encouraging - and over a third of employees (969) achieved full attendance - reducing absence remains an organisational priority.
Employee turnover reached 145%, reflecting ongoing challenges in recruitment and retention despite being marginally below the KPI target
Continuing high costs for goods, services, pay, and materials placed sustained pressure on budgets and limited flexibility for investment in improvement and innovation
Next Steps
Looking ahead, as identified within our Business Plan 2024-27, we will continue to:
build on recent successes by further exploring opportunities to share depots, offices, and other facilities with our Council partners reducing costs and increasing efficiency across Tayside
strengthen our approach to measuring and reviewing performance, ensuring that decisions are driven by evidence and that improvement priorities are transparent to both partners and communities.
work closely with Councils to increase school and community meal uptake, expanding on the joint School Meal Review and Action Plan to ensure more children and families benefit from nutritious meals.
progress our review of pay and conditions to reduce recruitment and retention risks, ensuring that we can fill and sustain critical posts
implement our Investors in People Action Plan, with the goal of securing reaccreditation and further embedding a culture of continuous improvement.
through our Wellbeing Strategy and Recruitment and Retention Strategy, we will step up efforts to reduce sickness absence and attract talent through our Wellbeing Strategy and Retention Strategy, ensuring we have the capacity to seize commercial opportunities and maintain high-quality services.
to use data to influence business improvement, using new technology, material, plant and equipment where appropriate to maximise efficiency and productivity.
communities, councils and customers
‘Creating Community Wellbeing’
introduction
As one of the largest employers in the region, Tayside Contracts has a strong commitment to social, ethical, and environmental responsibility. We play an active role in supporting the wider ambitions of our constituent Councils and communities - enhancing lives across Tayside while contributing to shared strategic priorities. These include community empowerment, equality and fairness, education, employability, tackling climate change, and building community wellbeing
As one of the largest employers in the region, Tayside Contracts has a strong commitment to social, ethical, and environmental responsibility. We play an active role in supporting the wider ambitions of our constituent Councils and communities - enhancing lives across Tayside while contributing to shared strategic priorities These include community empowerment, equality and fairness, education, employability, tackling climate change, and building community wellbeing.
Highlights of 2024/25
Young Person’s Guarantee:
Renewed our national accreditation in July 2024, reaffirming our commitment to developing and engaging with young people in our communities.
Attended six school and career events, delivered employability talks, and worked with Education Services across all three Councils to provide tailored support
No Wrong Path Campaign:
We took part in the Developing the Young Workforce national campaign in August 2024, using social media to inspire young people receiving exam results and demonstrating that there are many routes into fulfilling careers
Employability and Job Academies:
Delivered five Tayside Contracts Job Academies with Dundee City Council’s Adult Employability Service, focused on Catering, Cleaning, and School Crossing Patroller roles.
At the most recent academy (October 2024), 16 people applied, 5 were offered roles, and all remain in employment.
Apprenticeships
Continued investment in Modern, and Graduate apprenticeships across multiple disciplines
Apprentice Roadworker Programme: Since 2017, 22 apprentices (aged 1624) have been appointed, with most progressing into permanent roles. Three more are set to complete their apprenticeships in 2025.
Apprentice Mechanic Programme: 7 current apprentices are progressing well, with three new apprentices being recruited in 2025/26
Modern Apprentice in Sign Manufacturing: Successfully completed their SVQ Level 3 to a high standard and secured a full-time role in the Signshop
Graduate IT Management
Apprenticeship: Now entering their final year, fully funded through the University of Dundee.
Living Wage Accreditation:
Retained our Living Wage Employer accreditation during 2024/25, reaffirming our commitment to fair pay and tackling in-work poverty.
Wellbeing Strategy:
Continued to embed our 2023–26
Wellbeing Strategy and Action Plan, recognising that employee health, motivation, and wellbeing are vital to service quality
Offered free confidential health checks in November 2024 (68 appointments taken up), delivered by occupational health professionals, giving employees access to advice on blood pressure, BMI, cholesterol, and general wellbeing.
Promoted healthier lifestyles and sustainable transport through our Cycle to Work scheme, with seven employees benefiting during the year
Equality, Diversity and Inclusion (EDI) Training:
Rolled out EDI awareness training to all supervisory employees and above in 2024, and extended it to a further 76 clerical and administrative employees in March 2025
Delivered six sessions (in-person and online) over three weeks, funded through Enable Works, saving approximately £6k.
Positive participant feedback praised the training as relevant, engaging, and valuable in the workplace
Delivered awareness training to 40 corporate and senior managers between November 2024 and January 2025, led by EDI UK, a specialist equalities provider
The course was built on earlier equalities knowledge surveys, providing practical insights and clear steps for improvement.
Feedback described the training as “excellent” and “thought-provoking, ” with a strong appetite for extending it more widely.
Community fund
In 2024, Tayside Contracts supported local charities, voluntary organisations, and community groups across Tayside with a total of £15,000 in services provided.
A judging panel - comprising then Managing Director Keith McNamara, Councillor Steven Rome, Councillor Brenda Durno, and Councillor Mike Bailey - assessed applications.
Full applications (up to £3,000): 4 approved
Angus: 2
Dundee: 1
Perth & Kinross: 1
The approved full applications by services were:
Construction: 1
Catering: 3
Fast-track applications (up to £500): 28 approved
Dundee: 14
Angus: 12
Perth & Kinross: 2
The approved fast-track applications by services were:
Signage: 10
Catering: 9
Construction: 4
Training: 1
This fund continues to provide direct, practical support to grassroots organisations, helping to empower local communities.
Climate change & sustainability
Transport remains a major factor in Scotland’s greenhouse gas emissions, highlighting the need for effective measures to reduce impact
Through our Climate Change Plan and the strategic Transport Decarbonisation and Idling Initiative, we are tackling this challenge by transforming our fleet and operational efficiency, which leads to providing better service in public sector:
70% of our small van fleet is transitioned to fully electric vehicles, which now make up 33% of our total fleet
We continue phasing out older vehicles and introducing Euro 6 models to improve efficiency and lower harmful emissions.
Fuel use is closely monitored, including idling time, with year-on-year improvements in both fuel consumption and emissions.
We exceeded our target of 20% reduction in vehicle idling with 28% actual reduction.
Reducing transport related CO2 emissions by at least 11,778kg, which is the equivalent of the annual absorption of more than 500 mature trees
Improving fuel efficiency with 5% target, and exceeding with a 5.4% increase of our average MPG, from 12.8 to 13.5 MPG.
Reducing the total idling time by 6,629 hours, which is equivalent to 276 days of vehicle use saved.
Safer and healthier workplace environment for operatives due to improved air quality and vehicle performance
This work demonstrates our ongoing commitment to support our Councils’ climate emergency objectives
Collace quarry - Driving sustainability in ashphalt production
Collace Quarry has made significant strides in reducing carbon emissions and improving environmental performance By switching to LPG to heat aggregate for asphalt production, the site now saves 0.3 tonnes of CO₂ per tonne of asphalt, achieving an annual reduction of 18,000 tonnes of CO₂.
The launch of ‘Taylow’ , our warm mix asphalt, marked a phased move away from traditional hot mixes Manufactured and laid at 20-40°C lower temperatures, Taylow cuts CO₂ emissions by 5-15% and reduces fume emissions by up to 70%, improving both environmental impact and working conditions
Collace’s team also developed ‘Taythin’ , a high-performance asphalt designed for thinner layers.
Successful trials with Dundee City and Perth & Kinross Councils have shown that Taythin reduces material use, lowers transport emissions, and minimises waste removal.
Beyond production, the quarry is enhancing local biodiversity. 5,000 trees have been planted and 2.2 hectares of wildflower seeding have created new woodland that connects with the surrounding landscape, helping offset emissions while supporting wildlife.
These initiatives, alongside the efforts of our Climate Change Group and transport fleet improvements, demonstrate our commitment to delivering essential products responsibly and driving progress towards our Climate Change Plan.
Image shows a road laid with Taythin
Reducing
school meals plate waste
Globally, one-third of food produced goes to waste, contributing significantly to methane emissions School meals can create plate waste for many reasons, from fussy eating to busy dining environments
To address this, we piloted a Food Waste Project with four primary schools in each Council area from January to April 2025.
Objectives:
Reduce school meal plate waste through pupil-led engagement
Educate young people on environmental impacts while building leadership skills
Test practical interventions to measure impact.
Approach:
Phase 1: Catering teams measured and recorded food waste daily
Phase 2: Schools appointed “Waste Warriors” to promote awareness, encourage empty plates, and record waste with our catering teams
Phase 3: Engagement was withdrawn to test long-term behaviour change.
Results:
Food waste reduced significantly when interventions were active. Some schools saw waste rise again whe engagement stopped - highlighting th importance of continuous reinforceme
Next step: We plan to extend the pilot to more schools across Tayside in 2025/26, embedding sustainable behaviour change
Dundee bairns
During 2024/25, our partnership with Dundee Bairns continued to grow, ensuring children in need received healthy meals outside of term time
21,795 packed lunches were provided during the Easter and Summer holidays. 9,159 hot meals were served at afterschool clubs between October and March.
This was made possible by the dedication of our catering teams, many of whom volunteered their time during school holidays. Despite challenges such as fluctuating numbers in winter months, the team remained flexible and committed to ensuring no child went without a hot meal.
Templeton woods car park upgrade
The Dundee Roads Maintenance Partnership (DRMP) delivered a major upgrade to Templeton Woods car park and access road for Dundee City Council’s Neighbourhood Services team
Initial contractor estimates had exceeded budget. DRMP value-engineered the project, using in-house expertise to successfully deliver within the original financial envelope.
Scope of works:
Installation of new kerbing and timber edging.
Improved drainage design to prevent water ponding and direct run-off into surrounding woodland
Construction of parking bays in Type 1 topped with chippy dust, and a carriageway surfaced with bituminous material from Collace Quarry
The team took particular care to avoid damage to tree roots in the environmentally sensitive woodland setting. The result was a high-quality upgrade that met the client’s budget and sustainability requirements.
Key Pressures in 2024/25
Budget pressures across our Councils and within Tayside Contracts limit the scale at which we can expand community programmes, despite clear demand and positive impact.
Our Equalities Mainstreaming Review highlighted areas for further improvement, requiring additional resources and continuous training to embed equality, diversity, and inclusion into all areas of work.
Moving towards zero-carbon operations requires significant investment in new technologies, fleet transformation, and behavioural change while balancing cost and service delivery.
Next Steps
Looking ahead, as identified within our Business Plan 2024-27, we will continue to:
While we exceeded our target for local sourcing, some barriers still prevent wider engagement of local producers, particularly smaller businesses further extend the reach of the Community Fund, ensuring more local groups benefit from free or subsidised services. deepen engagement with local businesses to increase their role in our supply chain, supporting local economies and job creation.
strengthen links with schools, universities, and education services to enrich learning experiences, support positive career pathways, and attract new local talent
progress towards a zero-carbon future through our Climate Change Plan, aligning with our Councils’ ambitions to tackle the Climate Emergency.
The table below details the target KPIs for 2024/25 from our Business Plan and the actual results.
Confidence Trust & Relationships Number of Complaints
Confidence Trust & Relationships Works requiring remedial action
Commercial Approach Additional income through increased shared service with constituent councils
55 complaints were received during 2024/25, significantly more than the target of fewer than 26 While this represents a notable increase, our complaints process plays a vital role in identifying areas for improvement, enabling us to enhance service delivery, boost customer satisfaction, and strengthen operational performance
A lower number of works requiring remedial action against target was achieved. A low rate of remedial work demonstrates strong quality control
£69m turnover was achieved through external sources, £14m more than target, demonstrating strong commercial growth and improved market performance
Collaboration & Sharing Increased shared service Collaborative turnover was £5.3m more than target, reflecting strong partnership working
Collaboration & Sharing
Collaboration & Sharing
Increased uptake of school meals (of school roll)
Communities, Councils & Customers
Increased uptake of free school meals (of FSM entitlement & UFSM)
Level of local procurement spend
Our target was to increase school meal uptake to more than 54% The actual uptake achieved was 54%, meaning we met the target threshold but fell just short of exceeding it We recognise this as a positive step forward and will continue to build on this momentum to drive further growth in future periods
Our target was to increase the uptake of free school meals to more than 58%. This was exceeded, with actual uptake reaching 61%. This positive outcome reflects ongoing efforts to promote the service and ensure that eligible pupils are accessing the support available
Local procurement spend exceeded the 43% target, with actual spend reaching 51% This highlights our positive impact on local economic development and our commitment to community benefits
We retained our target of Living Wage Accredited employer during the year, reinforcing our commitment to fair employment practices
Leadership Management performance
Financial Management, Governance & Risk
Compliance with governance frameworks
Technology Cyber essentials
Technology Security incidents
The target was for more than 85% of employees to be assessed as competent or excelling. The actual outcome was 85%, indicating that the target was met, though it fell marginally short of the threshold. Continued focus will be placed on maintaining and enhancing high standards of employee performance across the organisation
We achieved a 97% compliance rate with corporate governance standards, exceeding the more than 88% target This reflects high governance standards
Achieving Cyber Essentials certification confirms that we have implemented essential cybersecurity controls to protect against common threats It strengthens our security position, demonstrates our commitment to data protection, and builds trust with stakeholders
Having no security incidents during the year reflects the strength of our cybersecurity controls, user awareness and proactive risk management
Leadership Positive leadership results
People Decrease in sickness absence
Positive leadership, as measured through Investors in People and internal employee surveys, achieved an 81% satisfaction rating, meeting the target of exceeding 80%. This result reflects a strong and supportive leadership culture across the organisation
The target was to reduce sickness absence to less than 63% The actual result was 62%, meeting the KPI by 01%
People Decrease in employee turnover
People Decrease in RIDDOR accidents
Risk Surplus level
The employee turnover rate of 145% met the target of staying below 149%, indicating positive progress in retention efforts
13 RIDDOR accidents were recorded against a target of fewer than 16, demonstrating effective safety performance and progress in managing workplace risks
Financial targets were achieved, with the organisation delivering distributions of £813k, exceeding the target of £671k This demonstrates strong financial management
Note: these performance indicators are new indicators, as part of the new 2024-2027 Business Plan approved by the joint committee in August 2024
