I want to acknowledge the sad passing of Councillor Dougie Philand, our Provost. His death has been felt deeply across the council and the wider community. Dougie brought warmth, positivity, integrity and a strong commitment to public service throughout his time in office. Dougie has been a constant in the Council for me since I joined and his strong sense of community spirit will be much missed.
His passing has prompted me to think about the nature of public service. In local government, we often measure ourselves through budgets, performance indicators, projects and outcomes. These are important, but they are not the reason we exist. The true purpose of public service is to make a difference to people’s lives. Whether through supporting vulnerable residents, investing in communities, maintaining essential services or creating opportunities for future generations, our work ultimately comes down to improving the lives of those we serve.
At a time when public institutions face increasing scrutiny and expectations continue to rise, I believe it is important to reaffirm the value of democratic local government. A democratically elected council provides the legitimacy, accountability and local insight that are essential to good decision-making. Our elected members bring the voices, priorities and aspirations of their communities into the heart of the organisation. Officers bring professional expertise, experience and a commitment to effective delivery. The strength of local government lies in that partnership.
Democracy can sometimes be challenging. Debate, scrutiny and differing viewpoints are an inevitable part of the process. However, these are not weaknesses; they are strengths. They help ensure decisions are tested, challenged and improved. They provide transparency and accountability. Most importantly, they ensure that local people have a voice in shaping the services and places that matter to them.
In recent years we have all witnessed growing public concern about the state of political and civic institutions. Trust cannot be assumed. It must be earned through honesty, openness and a relentless focus on serving the public interest. Local government is uniquely placed to demonstrate that public institutions can still make a positive difference. We do so every day through the quality of the services we provide and the relationships we build with our communities.
This responsibility extends beyond elected representatives and senior leaders. Every member of staff contributes to public confidence through the professionalism, compassion and commitment they bring to their work. I continue to be impressed by the resilience and dedication demonstrated across the organisation. Whether supporting individuals through difficult circumstances, responding to emerging challenges, delivering major projects or finding new ways to improve services, colleagues consistently demonstrate the very best of public service.
Like every council in Scotland, we continue to operate in a challenging environment. Financial pressures remain significant and demand for services continues to grow. Expectations rightly remain high. Yet despite these challenges, I remain optimistic. I see innovation across services, strong collaboration between teams and a willingness to embrace change when it helps us deliver better outcomes for our communities.
Another reflection that has stayed with me recently concerns the nature of public debate itself. Social media and digital platforms have undoubtedly changed the way people engage with public services and democratic institutions. They can provide valuable opportunities to hear voices and experiences that might otherwise go unheard, and that is something we should welcome.
At the same time, one of the challenges for those in public leadership is distinguishing between volume and consensus. The loudest voices are not always representative voices, and the most immediate demands are not always the most important priorities. Our responsibility is to listen carefully, engage respectfully and remain open to challenge, while also having the confidence to make balanced decisions based on evidence, professional advice and the needs of the wider community.
Democratic leadership has never been about following every opinion; it is about weighing competing views, understanding the long-term consequences of decisions and acting in the broader public interest. That can sometimes mean taking decisions that are not universally popular, but which are nonetheless the right thing to do.
For me, this is where the partnership between elected members and officers is particularly important. Together we have a duty not only to listen, but to ensure that those who are less visible, less vocal or less organised are also represented in our thinking. Strong local democracy depends on hearing the whole community, not simply the most active parts of it.
Have a great weekend when it comes.
Pippa
Pippa Milne
Chief Executive
