How Good is Our Service - December 2024

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Voids performance has increased in December to 93% from 90.5% in November, exceeding our target of 85%. Recently implemented process changes to alleviate the impact of a high number of properties requiring significant works continue to have a positive impact on performance. This enables us to focus our workforce more effectively to ensure turnaround times are improved. We continue to monitor this area closely with our priority being to improve performance moving forward.

Property Maintenance have achieved our target of 100% for Gas Servicing in December with 235 properties serviced in the month. We continue to achieve our target each month and we are confident this will continue throughout the remainder of the year.

Non-Emergency repairs performance in December is above our target of 12 days with an average turnaround of 10.1 days for the month which is up from 14.1 days in October. We continue to work towards improving and maintaining performance in this area going forward.

Kitchen, Bathroom, Heating and Roofing upgrade programmes are ongoing, and progress continues in carrying out reactive and refurbishment works across the education and non-housing stock, with decoration works ongoing across the school estate.

A revised school lunch menu was implemented during October and feedback will be requested to shape future menu changes. Action plans continue to be reviewed, and recommendations implemented to improve uptake in lower performing schools.

The uptake of Primary school free school meals was below target at 66%. A menu change was implemented in October and a reduction in uptake is expected while pupils become familiar with new dishes and we expect a gradual increase over coming months. The uptake in Secondary schools was 49% and exceeds the target of 45%. The service continues to focus on schools not achieving the set target with action plans implemented to improve the uptake in lower performing schools. The Service continues to work with suppliers to source alternative food products, ensuring the menu complies with the revised regulations and meets all nutritional standards.

The Estates service has robust measures in place to monitor performance with regards gas safety compliance across the Operational Estate. Officers continue to progress reactive repairs across the Education and Operational Estate, although currently focusing on H&S related repairs and ensuring assets remain wind and watertight. Works to Balmuildy Primary School continue to be progressed and will run into the new year. The flooring throughout the communal areas has been replaced, with new fire doors, toilet refurbishments to 4 blocks and decoration (including new blinds) being progressed over Easter and Summer 2025. A temporary boiler was installed at Bearsden PS to replace the gas boilers which had reached the end of their economic life. New gas boilers will be installed as part of a package of works being managed by Major Assets, however the temporary boiler ensures the heating and hot water are not compromised until that point. 

The Quality Assurance team continue to inspect cleaning standards across the educational estate, with over 40 assets inspected and reports produced monthly. The Building Performance Team have recently turned the heating systems back on and continue to monitor the temperatures across the estate to ensure they remain at an appropriate level.

Estates Management continue to market vacant premises within the non-operational estate. At present the non-operational estate is over 90% occupied, with vacant suites in Southbank Marina being actively marketed by agents, DM Hall. The Basement area within the Kirkintilloch Learning Centre is now occupied by Positive Achievements who have relocated from Hillhead Community Centre, which is now providing more community space during the week.

Officers continue to progress disposals with colleagues in Legal Services to ensure that capital receipts are delivered and ongoing liabilities i.e. non-domestic rates, utilities, security etc are reduced.

The Service continues to progress a wide range of capital projects both in pre-construction and construction phases. Works continue to progress at Twechar Outdoor Pursuits Centre, with practical completion expected in Spring 2025.

In August 2024, Council approved a revised route in principle for the Westerhill Development Road - design development progresses on this basis with further updated development costs due to be provided later in the year. The first pre-application planning consultation event was held in Bishopbriggs in early November and a second event is planned in February 2025. Ground Investigation surveys, including trial pits and bore holes along the proposed route, are planned to start in March 2025.

In September 2024, Council approved a further report on works in the short-term at Balmuildy and Bearsden Primary Schools which will improve the fabric condition of each building. Works are now underway at Balmuildy Primary School and are due to commence at Bearsden Primary School in early January 2025. Works are also now due to commence at Bearsden Community Hub to remove and replace the RAAC roof from the extension at the rear, also in early January 2025.

Good progress continues to be made through the pre-construction phase of the Campsie Memorial Hall project, with the detailed design complete and construction tender underway. Approval to enter into the construction development agreement and begin the refurbishment in practice will be sought from Council in February 2025.

Development proposals for the next phase of the Council’s Affordable Housing Investment Programme are progressing through RIBA Stage 3. Planning submissions have been submitted for sites at the former Merkland School and Main Street in Torrance, with the application for the former Auchinairn Primary School to follow shortly. At Twechar Canalside, Council will consider a report on the project in December 2024

The delivery of several areas of on-going capital investment across the Council’s existing Affordable Housing stock continue, including several significant measures to improve Housing Quality and Energy Efficiency.

The Service continues to develop the next phase of a building decarbonisation strategy for the school estate, operational estate and for the existing affordable housing stock, with a variety of surveys, pilot projects and further feasibility reviews planned throughout the remainder of this and next financial year. In addition to this, several projects remain underway at various stages of the development process, including the final stages of a significant programme of boiler replacement across the Primary School estate; works to replace the staff bothy at Mavis Valley; and redecoration across the primary school estate. The refurbishment of Torrance Community Centre has now been issued for tender to the market with returns expected early in 2025.

• Achieved 100% compliance for Gas Servicing with focus on this continuing going forward.
• Kitchen, Bathroom, Central Heating and Roofing upgrade programmes ongoing with positive feedback being received from tenants across all contracts.
• Improved level of performance in non-emergency turnaround times for the month with objective being to improve and maintain performance going forward.
• Increase in voids turnaround time performance with our priority being to maintain and improve performance in this area.
• Improved functionality of Total Mobile and the integration with Servitor enables a more streamlined and efficient service.
• Improve communications with customers and stakeholders to ensure the highest level of service delivery.
• Continue to utilise robust reporting mechanisms for enhanced performance and service delivery.
• Progress decoration works across the school estate.
• 100% of Operational Assets requiring a Gas Safety check within the year’s anniversary of the previous check are
• Schedule in the upcoming Gas Safety Checks, which are required during January and February with contractors.
• Improve uptake of nutritious school meals.
• Improve communications with customers and stakeholders to ensure the highest level of service delivery.
• Reduce FM overtime.

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The Community Protection Service delivers on a broad statutory remit, with delivery measures centred on protecting public health and safety, well-being and consumer protection. During December 2024, the service continued to engage in the local Co-Production arrangement with Police Scotland, with regular community harm and risk meetings being held to provide the focus for joint work and activity to protect local communities across the East Dunbartonshire area. The service also continued to develop intelligence led approaches for all areas of work to target local public health, community safety and consumer protection activity towards the areas of greatest need, risk and priority.

The Environmental Health Team was engaged in the delivery of essential public health services throughout the reporting period, delivering regulatory activity across a range of statutory duties to protect the community from hazards in the environment and to regulate and facilitate the growth of responsible businesses.  This included both proactive interventions and reactive assignments to complaints and service requests.  Furthermore, a number of visits were undertaken to animal-related premises such as horse-riding establishments and pet shops to assess compliance with licence conditions.

The Community Safety Team continued to deliver a broad range of front-line work for the benefit of local communities during the reporting period, working closely with a range of colleagues and key partners to successfully deliver appropriate interventions and to make our local communities safer. Officers from the team were engaged in the delivery of services in relation to community engagement/support, antisocial behaviour, youth disorder, neighbour disputes, environmental incivilities, dog control, decriminalised parking enforcement, fly-tipping, mediation, pest control and mobile CCTV. The Community Wardens also continued to develop further links within the local communities they serve, through involvement in initiatives and events taking place across the Council area wherever feasible.

The Trading Standards and Licensing Enforcement team was engaged in the delivery of essential consumer protection and licensing services to local consumers and businesses to maintain and protect a fair-trading environment in East Dunbartonshire. Licensing Advisors carried out liquor licensing co-production events coinciding with the festive upturn in on-premises trade.  Other activities included ongoing promotion of the East Dunbartonshire Trusted Trader Scheme and visits and promotion of anti-scam materials.  Licensing Advisors provided business support to applicants and stakeholders and while linking in with other agencies, conducted routine inspections of liquor licensed premises in the area.   Licensing Advisers and Trading Standards officers in the team also continued to deliver reactive service request work along with project activity at a range of business premises across the area (including age restricted product sales monitoring and fair trading and civic / liquor licensing).  Gathering and dissemination of intel regarding sale and supply of age restricted products continued throughout the period and will be used to influence future test purchasing projects.

Round 3 of the Community Grant Scheme opened on the 25^{th of} November and will close on the 10^th January 2025. We have seen a steady stream of applications throughout December with more applications expected to be submitted during the festive holiday period. With the launch of the new council website this round will see the new online form being introduced for applications. Initial feedback is positive and proving a better online experience for users.

The team continue to offer a wide range of community activities designed to foster sustained community development. These opportunities have included workshops; family activities and collaborative projects aimed at enhancing local engagement and empowerment. 

By participating in these initiatives, individuals and groups can contribute to the long-term growth, strengthen community ties and support shared goals for a thriving and resilient community. A series of creative art and drama workshops were successfully held throughout December as part of our Pockets, Places and Prosperity winter programme. The first baking sessions in Hillhead Community Education Centre’s Wellness Kitchen’s Have been well received with sessions running through December and further planning for a larger programme of events as we head into the new year.

Our Vaccination Team has been diligently ensuring the community vaccination programme runs smoothly. The winter programme for Flu and Covid vaccinations was successfully completed with the last clinic completing on the 23^rd December before a break for the festive period. The clinics will re-open in the New Year with a reduced service of once a fortnight alternating between Milngavie Town Hall and Kirkintilloch Town Hall. First clinic will be 15^Th January at KTH followed by the next clinic on the 23^rd January at MTH. These clinics will be a mix of vaccinations including a wash up drop in for Flu and Covid while also appointments for shingles and pneumococcal will be taking place. It is expected that the clinics will increase again from March/April with the commencement of the spring programme.

The team promoted and supported the annual sixteen days of action campaign with activities and events associated with prevention of gender-based violence held in early December, these were a mix of both online and in person events. A particular highlight was the Empowered and Violence against Women and Girls Partnership event that was held in Kirkintilloch Town Hall on the 5^th of December. The event was well attended and with guest speakers and stalls from partner agencies along with the attendance of councillors.

The team remains steadfast in their commitment to promoting equality, diversity and inclusion.  They actively collaborate with local organisations and partners to foster inclusive communities, ensuring everyone feels a sense of belonging and is respected for their contributions.

Our Resettlement Team continue to deliver high-quality humanitarian resettlement support using a human centred approach across all current resettlement schemes as well as asylum.  By prioritising the unique needs and experience of each individual, our dedicated team ensure that resettlement processes are compassionate, effective and dignified.  This commitment to personalised support not only aids in successful integration but also strengthens our communities as whole.

During October/November the Housing service has been transitioning to a new Integrated Housing Management System. While this process is ongoing, some data is temporarily unavailable. When the new IHMS is fully operational, the data can be validated for accuracy and backdated. The information will be incorporated in due course.

Within the last month, 17 properties were allocated.  14 were mainstream and 3 were buy backs (property bought from the open market), 16 of which were general need properties and 1 sheltered. They were let to the following queues:

• 2 were let to applicants on the transfer queue.
• 4 were let to applicants on the general waiting list queue.
• 11 were let to applicants on the priority homeless queue.

Community Protection Service

Environmental Health, Trading Standards and Community Safety Teams

• Delivery of effective services on a flexible basis to meet all statutory requirements and duties in relation to public health, community safety, consumer protection and licensing enforcement matters.
• Delivery of local Co-Production activity between Community Protection and Police Scotland, with particular focus on effective tasking processes and the delivery of joint action plans and work to protect the communities of East Dunbartonshire.
• Delivery of Business Improvement Plan activity relating to Community Protection - actions being implemented in accordance with set targets to deliver effective services in line with relevant corporate outcomes and with positive performance being reported.
• Delivery of regulatory services that assist with economic recovery and that are designed to support local businesses and communities.
• A number of failed food sample results were investigated by Environmental Health at the relevant businesses they were produced from.
• Environmental Health service commenced partnership engagement with NHS Greater Glasgow & Clyde with regard to updating a local Cyanobacteria (Blue-Green Algae) Control Plan.
• Environmental Health received its first ever application for a holiday caravan site offering a form of glamping pods for visitors.
• Further request was received to Environmental Health for housing inspections under the resettlement scheme for Ukrainian nationals.
• Delivery of positive enforcement outcomes in relation to several fly-tipping and control of dog cases.
• On-going delivery of programmes of decriminalised parking enforcement activity across the local authority area.
• Delivery of investigative work and general casework on all ASB and neighbour dispute matters to support safer local communities within East Dunbartonshire
• Delivery of reactive service request work and targeted project work by the TS Team throughout the reporting period to maintain local compliance with consumer protection legislation.
• Delivery of on-going workplan activity by Trading Standards to maintain local business compliance with legislative requirements relating to tobacco and nicotine vapour products.
• On-going promotion of the East Dunbartonshire Trusted Trader scheme through relevant channels, with the aim of attracting further local traders to join the scheme.
• Delivery of work by the Licensing Advisers in the Team to assess local compliance with licensing conditions.

Community Planning and Partnerships Team

• Continuation of targeted community development support through a range of our delivery programmes including Pockets, Places and Prosperity and Community First. These programmes are designed to focus on our priority communities and communities of interest, helping local organisations to be resilient, compliant, and strong.  The team are committed to fostering vibrant and thriving communities by ensuring our resources are directed to address poverty and inequalities.
  
  
• Delivering a series workshop sessions at our newly finished wellness kitchens at Hillhead Community Centre. Successfully run through December with a focus on further sessions into the new year.
• Deliver Round 3 of the Community Grant Scheme, opens 25^th November and closes 10^th January 2025. Offering support and assistance to build capacity and confidence of organisations to be funder ready.
• The Team met with the Grant Advisory Committee (GAC) prior to the commencement of Round 3 of the scheme and refreshed our focus on scoring for this round and discussed how this will be reviewed for any future rounds moving forward into years 2025/26.
• The team support corporate delivery of the priorities within the Gaelic Language Plan 2024-2029. After the success of the Gaelic Harvest festival in August this year, discussions now move to future event planning for 2025.
• As part of the community development support the team are organising a series of Pocket, Places and Prosperity events which include creative arts and drama sessions for the winter programme to run through December.

Areas of Focus

• In partnership with the front-line workers, the team are collating progress on delivering the priorities within the Locality Plans.
• The team in partnership with NHS Greater Glasgow and Clyde have started planning for a potential spring vaccination programme once final sign off is agreed with the Scottish Government.
• The Resettlement team are working with COSLA, SG, and UK Government Departments to plan and support the transition to E-visas and signpost individuals to where they can get advice and support. They are also preparing for the changes to the Ukrainian scheme as the UK Gov introduces the Ukrainian Permission Extension (UPE) with a planned role out in early 2025.
• In collaboration with services collate progress on the delivery of the Gaelic Language Plan 2024-29
• The team are coordinating the returns for our mainstream and outcomes report.

Housing Operations – Estates Team

Key Achievements

• The Estates team received 6 new Reports of anti-social behaviour during the month of November and 0 open cases were resolved.
• There were 3 nominations from the Housing waiting list were sent to Registered Social Landlords operating in East Dunbartonshire to be considered for allocation to their housing stock.
• Housing Liaison meetings where cases of relevance to Social Work, Community Safety and Police Scotland are discussed are held on a 6 weekly basis, and the Housing service continues to attend a MARAC meeting with other agencies on a monthly basis. Monthly attendance is also required at CPC MISE group to discuss Child Protection issues and attendance at regular Safe and Together forums
• Housing attends the 2-weekly meetings of the Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Protection, Trading Standards and Licensing.
• The new on-line CRM system training has been issued for Housing staff using the system and now up and running.
• Part of new Steering Group to re-establish and implement new procedures for processing and issuing Tenant Recharges.
• Officers attend new One Stop Shop at Justice Services on a monthly basis to offer housing options advice to clients.
• Discussions with Home Swapper to explore other services offered.
• Completed 6-month reviews for each team member’s PDR.
• Half day training session this month focused on new IHMS with an overview of the full system.
• Attend regular meetings with Legal Services regarding dispute over title deeds in the housing estate.

Areas of focus

• Aim to identify any training needs and hold quarterly sessions for reviewing policies and procedures with officers.
• Officers are contributing to an ASP (Adult Protection) Inspection. Contribute to the Allocations Policy review currently being undertaken.
• Input to devising new procedures for Any Day Lets which will be introduced as part of IHMS implementation.
• Attendance at 2-weekly Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Safety, Trading Standards and Licensing officers continues. Attendance at East Dunbartonshire Safe and Together steering group is ongoing.
• Hold monthly budget meetings with HRA accountant to keep abreast of costs. Monthly meetings with Void Team at Property Maintenance to focus on improving performance. Monthly attendance at new Housing/Social Work liaison meeting to discuss Throughcare cases and Unaccompanied Asylum Seeking Children.

Homelessness & Prevention Team

• 13 applicants made a homeless application.
• 9 households contacted the council’s out of hours service for advice/assistance.
• No households were placed in unsuitable accommodation (the Council to date has not breached the Unsuitable Accommodation Order during 2024/25).

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Key areas of focus in December for the Communications & Engagement team included festive changes to services, the Provost’s Christmas Card competition and by-election messaging.

Media relations decreased this month with 8 releases issued (15 in November), two photocalls (eight in November) and 12 media enquiries dealt with (22 in November).

All releases are on the Council website news section and the local coverage achieved equated to an equivalent advertising value of £5,152 (£5,356 in November).

Facebook, Instagram, LinkedIn and YouTube all saw an increase in followers this month. The top three posts on Facebook were the Allander Leisure Centre winning a design award and two weather related messages.

The top three X posts were the Provost’s festive message, weather related fallen trees and changes to the waste service during the festive period.

The most watched video on YouTube was ‘Make it a cracker of a Christmas with the East Dunbartonshire Gift Card’ with 4,647 views.

In December 2024, the Corporate Performance and Research team continued to fulfil required duties in relation to reporting of performance and risk management at a corporate level and provision of service level data and statistical support as well as continuing to ensure the Council has adequate insurance arrangements in place, providing advice and support in relation to insurance related queries and acting as a point of escalation in regards to any claims. All business as usual work was completed within agreed timescales.

The team also continues to undertake complaints handling at a corporate level, coordinating responses to formal complaints across all service areas, ensuring they are addressed appropriately, and adequate responses are provided within statutory timescales where possible.

Throughout December the Customer Service team focus was on the new customer relationship management system (CRM) implemented in October, becoming more proficient at navigating the system. The team was impacted by absence and vacancies, achieving an average time to answer of 7 minutes 29 secs which is a considerable increase on the previous month and above the target.  As always, this continues to be monitored to ensure resources are deployed as effectively as possible to meet customer demand, across all channels, the three Community Hubs currently operational and the outreach service being delivered in Milngavie as a result of the temporary closure of Bearsden Community Hub.

The Emergency Response Centre team continued to progress through the analogue to digital change for community alarms. A further phase was successfully completed in December with the final batch of customer alarms migrated across to the new digital call handling platform. Although the project will not be concluded until late 2025, the progress is excellent and in recognition of that, the team have been achieved a Gold Level Two Digital Telecare Implementation Award.

Interviews took place to fill a number of vacancies in both the Customer Services and Emergency Response Centre teams with successful candidates due to start in January 2025.

The Human Resources & Organisational Teams lead on workforce centred activities including, policy development, resourcing, workforce and succession plannning, workforce analytics, people development, Job Evaluation, attendance and wellbeing improvement as well as providing strategic and operational employee relations support including case management and partnership working. Established TU engagement continued throughout the month of December.

Continued support and guidance was provided throughout the month from HROD teams for employees and managers in relation to all workforce HR matters, including HR policy and employee relations case work.

Within Payroll Services, the team have maintained and processed the payover of the various payruns within timescales, with the completion of a series of statutory, whilst also progressing the pay harmonisation project and the preparatory work for the move from iTrent to the new Oracle Fusion HCM HR and payroll system.

Due to holidays across the workforce in December, fewer candidates were available for training, with seven sessions delivered by People Development across five topics including SMART Working, H&S sessions & Leadership topics. Additionally, there were a further two sessions, delivered outwith the People Development team, for Trauma Level 2 & Planning a Positive Retirement.

Communications & Engagement

• Content and design of the December edition of Taking Part – the tenant participation newsletter - as well as publication on the Council website and social media promotion.
• Delivered communication for HSCP’s budget consultation including online survey, website, social media messaging, graphics and press release.
• Promotion of various Education key messages including applications for the Education Maintenance Allowance and registration for deferred entry.
• Continued promotion of the Scotland Loves Local gift card with creation of videos and paid for social media adverts.
• Creation of Mugdock Park’s 2025 What’s On leaflet to promote the events calendar at the Park.
• Continued to support Civic Office including Provost’s Christmas Card competition and Christmas appeal.

Corporate Performance & Research

• Work progressed in assuring the effective launch and implementation of the new CRM system in relation to complaints handling and reporting. This includes reporting outputs that will allow for a more detailed and meaningful analysis of complaints at SLT level from Q4 2024/25 onwards.
• Preparation began for the annual renewal of the Council’s Insurance arrangements
• Preparation of the annual Public Performance Report summary to be published in line with statutory timescales
• Continued assistance was provided to the change team in relation to the rollout of Oracle Fusion.

Customer Services

• The Customer Service and ERC teams continue to grow more proficient with the new systems recently implemented (CCTV monitoring and new Telecare customer alarm platform for ERC and new Customer Relationship Management platform across the whole service).
• Gold Level Two Digital Telecare Implementation Award achieved for the progress made in the analogue to digital programme for community alarms.
• Recruitment concluded for vacancies in both customer services and ERC teams, successful candidates will join the teams in January 2025, with training plans updated to support this.

Human Resources & Organisational Development

• Formal notification of move to monthly pay was issued to the workforce confirming the change effective from April 2025.
• With the planned Christmas break and scheduled pay dates of weekly and 4 weekly salaries due at beginning of January, Payroll Services forecast and processed payments to ensure pay dates were maintained.
• The HCM Project Board, continued to undertake preparatory work in support of moving to the new HR/Payroll system.
• HROD staff have provided a range of ‘information gathering’ and ‘business scenarios’ aligned to the HCM project.
• As the HCM project has progressed teams from across the service have undertaken a series of Design and Build session in relation to functionality.
• In total 53 delegates received training, across 7 topics, via 9 sessions in December 2024.
• People Development in conjunction with services, are reviewing the training needs requirements for 2025/26.

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The Centre greeted its One Millionth customers since opening on 22 December. Although Period 9 was quieter than the previous periods, usage was up 9,277 on the same period the previous year.

The Allander Gymnastics Club held a junior gymnastic meet and Milngavie and Bearsden Swim Club held their Club Gala.

There have been a number of short closures within the pool hall for outstanding works in the sauna (panic button), humidity control failure in which we were forced to close the pool, until 5pm of that day. There have also been programmed servicing of pool plant and the cleaning of the balance tanks which required a full day closure as we ran up to Christmas.

Deep cleans have been introduced to the Changing Village programme and an early morning closure of the pool until 9am every 6 weeks has proved beneficial to try and maintain standards. Staff came in on Christmas Eve (when closed) to carry out deep cleans of public areas that are near impossible to clean properly due to the opening hours and the demand of the service.

Period 9 was a very quiet period for the Leisuredrome. This is historical and participation drops on the run up to the festive period. This provided an opportunity to complete essential works to the swimming pool balance tank (16^th December) and to complete the remedial works to the soft play equipment (19^th December).

The programme of works to replace the three boilers commenced. Anticipated six-week schedule to remove and replace the three boilers and flue. A temporary boiler is in place to ensure there is no downtime to EDLC customers.

Kirkintilloch hosted the Kirkintilloch & Kilsyth Amateur Swimming Club Championships and the Springburn Harriers Running event, outside in Woodhead Park, as well as local Karate Club and Gymnastics club end of year events.

Activities & events

Libraries offered a variety of children and families activities in the lead up to Christmas.  William Patrick Library held a Festive Fun Day which included; making Christmas lanterns, calendars, cards and wreaths. Milngavie Library offered a Christmas Crafternoon for children and families as well as the regular Board and Brew sessions, specifically targeted at adult males experiencing social isolation.

The library service also delivered a ‘Wintering Well’ programme which included; walks, social events and the promotion of the “SAD Lamp” lending programme. Period 9 also saw the launch of a new Lunchtime Talk initiative which featured authors Debra Murphy and Catherine J Logie.

As part of the annual national Explore Your Archives Week programme, the Archives and Local Studies (ALS) team curated three displays, with one each for William Patrick, Milngavie and Craighead libraries. The Archives Officer also gave a talk to the Dunbartonshire Family History Society.  The programme helped contribute to the 1,787 visits and 266 enquiries to ALS for the period.

The popular annual Christmas Craft exhibitions took place at the Auld Kirk Museum and Lillie Art Gallery, with both holding successful opening events and attracting visitors who were able to purchase unique Christmas gifts, including original art works.  The Heritage & Arts Service also launched a new product range on its Art UK shop in time for Christmas.

Externally funded projects

The library service Children & Families team, successfully applied to the Public Libraries Improvement Fund for financial support towards a digital project to improve social engagement with young teenagers. The project will harness external expertise to develop the team’s programme and skillset around coding and more advanced engagement with Minecraft. The project will run from March through to early Autumn in 2025.

In collaboration with Developing the Young Workforce, the Heritage & Arts team worked with a group of S2 pupils from St Ninians High School, to create a new audio learning resource for the Heritage Centre in Kirkintilloch Town Hall.   This project was made possible through funding from Museums Galleries Scotland. 

A partnership project with Creative Sparks Theatre culminated with a performance by pupils from both Lennoxtown primary schools, attracting an audience of 113 people to Campsie Memorial Hall.  This drama project was part of the ongoing Shared Prosperity Fund Arts Project based in Lennoxtown. 

Active Schools and Sports Development merged to create a new joint department and following joint discussions with HR and the Trade Unions, the services were combined in a locality based model.

The vacant Sports Development Manager post was combined with the Active Schools Manager and a number of sports specific posts were changed to locality based roles. After a period of consultation with staff, the matching and recruitment process began with following posts being filled:

Active Schools and Community Sport Manager

Active Schools Team Leader

Community Sport Team Leader

Community Sport Officer (Bearsden & Milngavie)

Community Sport Officer (Bishopbriggs & Auchinairn)         

Recruitment to the final Community Sport Officer (Kirkintilloch, Lenzie & Villages) post is currently underway and should be completed early in the new year.

There will be a transition period over the next few months to move from sport specific delivery to the new locality-based model with staff receiving training, support and guidance to develop in their new roles.  During this time, service delivery will continue as normal with no disruption to customers.

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The Service has made very good progress against priorities in the Business and Improvement Plan (BIP) 2024-2027.

• National statistics for Achievement of Curriculum for Excellence (CfE) levels for session 2023/24 was published on 10^th December 2024. Across P1, 4 and 7 and S3 the percentage of pupils attaining the expected CfE level within East Dunbartonshire continues to outperform pupils nationally in all areas of literacy and numeracy by an average of 8.5%.
• The Instrumental Music Service received a parliamentary motion that was passed at Scottish Government. This is the first time an Instrumental Music Service has been highlighted and commended for their work by Scottish Government.

Harestanes Primary School have successfully achieved the Gold School Sport Scotland award.

Early Years, Primary, Secondary and Supporting Families

• Almost all Probationers were considered as making Satisfactory progress towards meeting the GTCS Standard for Full Registration at the submission of their Interim 1 profile. A few probationers who were identified as Cause for Concern will be provided with additional support within their schools.
• The Parental Involvement and Parental Engagement consultation received over 1200 responses across Early Years, Primary, Secondary and Additional Support Needs (ASN). The strategy group will analyse the results to identify key strengths and areas of development to inform the Parental Engagement Strategy.
• The Leadership Strategy group continues to make good progress towards developing a refreshed strategy for leadership professional learning. This will develop leadership capacity at all stages of the service. The consultation results have been analysed and are being used to inform next steps in formulating policy and procedures.
• Almost all Primary and Secondary schools supported students on placement throughout October to December with almost all students successfully completing their placement.
• The Early Years Teachers Professional Learning Community had another session focused on providing Science, Technology, Engineering and Maths (STEM) learning. The STEM officer delivered information about the STEM learning award and shared supports and resources for teachers to use and build practitioner confidence, providing best practice examples across centres. As a result of discussions, the teachers will attend visits to other centres to see some of the aspects pf practice discussed in session in action. This includes teacher experience of HMIE inspection with a focus on 2.3 learning, teaching and assessment and 3.2 securing children’s progress, STEM learning, supporting practitioners and developing a language and literacy rich environment and experiences for children.
• Following the agile leadership course presented by the attainment advisor, two early years centres have embarked on a pilot for 6-week sprints of improvement between October – December. Feedback from the centres is that the method has channelled the teams on specific areas for intense focus of improvement, involving support from the link Early Level Support Teacher and Quality Improvement Officer. The centres have started to construct their evidencing of impact on children’s experiences and this process is showing early signs of impacting positively on building staff capacity and quality assurance processes.

ASN and Children’s Services

• Whole Family Wellbeing (WFW): Effective partnership working has ensured an equitable approach to commissioning 3^rd sector services to support to further progress the work of the WFW implementation plan.
• As part of this external funding, additional Home Link workers have been recruited and due to start in January 2025.
• 11 requests for assistance were made to the Locality Liaison Group 1 (LLG1) and 21 requests for assistance were made to the Locality Liaison Group 2 (LLG 2). All requests were relevant and targeted support allocated, including consultation and advice from practitioners in the outreach team. Analysis of the requests demonstrates effective staged intervention in place within each establishment. Ongoing, and careful monitoring to review success and improvement in outcomes for children and young people is in place through individualised planning.

Educational Psychology Service (EPS)

• CIRCLE and Up Up and Away! The EPS co-delivered training with Whole Family Well-being Fund (WFWF) Officer to 6 pilot EYCs. The content was Part 1 of the Up, Up and Away toolkit to support individual learners.  Part 2 will be covered in January. 
• Trauma: The EPS continues to co-deliver Transforming Connections trauma skilled training through multiagency Adult and Child Protection Training calendar. The EPS is supporting delivery of Level 1 trauma informed training with Council Trauma informed Practice (TiP) Co-ordinator. The EPS is contributing to development and implementation of Education TiP implementation plan 2025/2028

School Planning and Improvement

• Finalised report published on the Council website with notification to all Statutory stakeholders with regards to the Statutory Consultation for Lenzie Academy new build school.
• Initial preparation of plans for the project for decanting Milngavie Primary school to Saint Nicholas and Torrance Primary School underway.
• Installation of the modular classrooms completed with the planning for the first decant class performed for Bearsden Primary School, to allow for the refurbishment programme to begin in January.
• Scoping, analysis and cleansing of the primary and secondary registrations that were submitted by parents/carers during the registration window was performed.

Skills for Life, Learning and Work

• The Instrumental Music Service organised and led the Christmas Gala Concert, Monday 2 December, Glasgow Royal Concert Hall. Capacity audience, over 2400 people. Performers involved:
• Symphony Orchestra – instrumental pupils from our secondary schools
• Primary Choir - 250 pupils from our 32 primary schools
• Choir from Meadowburn Gaelic unit
• EDC Children’s Chorus
• EDC Pipers
• Woodland View Choir (ASN)
• In addition, the Senior String Orchestra performed at Springfield Cambridge Church. The Concert Band performed at Killermont Church and the Children’s Chorus performed a concert at St Cyprian’s Church.
• Good progress has been made with the Parental Employment Programme with 14 parents progressing well on the 6-month trainee programme in the areas of early years, support for learning and school catering. Two parents have already secured employment with 11 due to complete in the next few months. All trainees have been supported to gain accredited training relevant to their role such as paediatric first aid, REHIS, ADHD, Understanding Autism and Makaton. Ongoing employability support is provided through their dedicated keyworker.
• The programme is fully funded by the Scottish Government and aims to tackle child poverty by supporting unemployed parents to secure paid employment. All trainees are employed for six months and paid the living wage.

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The month of December saw the Finance Team preparing for the year end tasks required for the collation of 2023/24 accounts.   The Oracle Fusion General Ledger system project has been signed off as Green status with a few legacy tickets to be completed.  These are hoped to be closed imminently to allow the accounts to be progressed.  Movement into Phase 2 of the budget system with HCM is now commencing and this has been staffed with an additional 0.5 full time equivalent within the Finance team as a temporary resource.  Period 7 Revenue monitoring, HRA and Capital reports are now being compiled to report to Committee.  The 2022/23 accounts have been signed off with an unqualified opinion by external audit.

The Council continues to deliver against an ambitious capital programme supported largely by borrowing.

Treasury Management Reporting continues to highlight the increasing revenue costs associated with the current programme with ongoing affordability being challenged within a tight funding settlement.  Reports to Council have provided updates on the programme, the associated costs and any mitigations required.

The Revenues and Benefits team have continued to progress Council Tax and Benefits services and administration of the Scottish Welfare Fund. 

The Council Tax Collection Rate at 82.95% is behind target (83.36%) at this stage.   The profile of payments can change with people’s economic circumstances and more people choosing to pay their Council tax over 12 rather than 10 months.  Collection of Council tax continues to be closely monitored with the Council’s Recovery and Enforcement Procedures being applied and individuals being signposted to the exemptions and discounts available as appropriate. 

The Shared Services Team continues to provide support across all Council services. The Education Team have opened school registrations and started processing the applications. The Homecare Team continues to support an initiative from the Planning & Commissioning Team processing variations in addition to their normal workload. The Transactional Finance Team and Business & Digital Change team completed the implementation of the new charging framework for Homecare which came into effect on 29^th September. Remittances for the new rates were included in the November payment run.

The ICT Services team continues to support the Council’s information technology systems and services to ensure high availability and performance in line with agreed service levels. The Team resolved 950 tickets in December and dealt with 243 telephone calls. ICT continues to support the migration of services to Microsoft 365 (M365) in partnership with the Business and Digital Change Team. The ICT Security team continues to monitor the estate and perimeter defences alongside ongoing improvements to ensure that our systems and data are protected.

The maximisation of housing rental income and pursuit of rent arrears continues to be a priority for the service, to safeguard income. A dedicated team of Officers are in place whose role is to actively pursue rent arrears and provide advice and support to tenants struggling to pay their rent. This includes issuing letters, home visits, telephone calls, emails, etc., which begin as soon as arrears are accrued on a rent account; pre tenancy advice on rent charges, payment options and discussing rent affordability to new tenants at the time of offer acceptance of their new tenancy; signposting tenants struggling financially to relevant support services to ensure household incomes are maximised; having a weekly presence at Kirkintilloch Job Centre to provide additional support for tenants in receipt of the housing element of Universal Credit; and escalating arrears actions to include court action or eviction for serious rent arrears cases.

 The Tenant Participation Team continues to provide direct ongoing support to active Tenants and Residents Associations and supporting wider Tenant Participation activities.

During December the Business & Digital Change Team continued to support services across the Council in the delivery of key strategic digital development projects.

The Team also continues to support our corporate business systems, ensuring incidents are resolved promptly and that all systems remain supported and upgraded in line with an agreed plan.  We also ensure our systems are reliable, resilient, scalable, standardised, value for money and secure.

Work continues on the 2024/25 plan as the team provides assurance over key areas of risk, making recommendations and following up on these to improve the control environment, with work recently completed including Allpay and a consultancy note on Grey Fleet. The audits nearing completion are Shared Prosperity Fund and Payroll. 

The team have responded to requests from management for consultancy work and advice where this contributes to the control environment, governance arrangements or enhances risk management.

 The Corporate Fraud Team has been focusing on the investigation of referrals received and proactive vetting of applications for services such as Housing, Education, Licensing and Estates to secure the gateways by preventing fraud or error entering the systems.      

Further data matches for a number of reports have been received from the National Fraud Initiative (NFI), which is a data matching exercise undertaken by Audit Scotland to identify fraud and error.  There are further matches that have still to be released and, Audit Scotland will confirm the date of release in due course.  A total of 2,318 matches have been received.  Two vacancies within the team have delayed the commencement of the sifting and investigation process.  These posts are expected to be advertised soon to facilitate the achievement of the expected outcomes.  

The Corporate Fraud team commenced the development of in-house anti-fraud and bribery training package but this has been paused at present.  This will be progressed when resources allow.

Finance

• The Oracle Fusion General Ledger system project has now been signed off as Green status with a few legacy tickets to be completed. Phase 2 with HCM and PBCS / Fusion has now commenced and likely to last for 18 months.
• Period 7 monitoring reports are now underway.
• The team is processing audit adjustments to the Council accounts following the external auditors finalising their work on 2022/23 accounts.
• Staff development is a key focus and given a challenging external recruitment market, the service is continuing to upskill existing staff where possible.
• The Treasury team continues to monitor cash flow closely, ensuring that there is liquidity for all Council activities. Additional borrowing continues to be taken in line with the Council's capital programme expenditure.
• The 2023/24 year end is now underway with an agreed timetable for accounts production. The timetable is a stretch target for the team, with multiple competing priorities ongoing.
• Budget workings have now started for the 2025/26 budget.

Revenues and Benefits

• In the month of December, the team issued:
  • 1,550 Council Tax bills and 5,110 Benefits notifications; and,
  • 110 Non-Domestic Rates bills.
• 280 crisis grants and community care grant applications were received.
• The team received and dealt with 1,060 documents for Council Tax queries and reduction and 340 for benefits. In addition, the team received over 2,200 ATLAS notifications from DWP.
• The team dealt with 1,850 telephone enquiries.

ICT Services

• ICT Services are working closely with the Business and Digital Change Team to implement M365.
• The Infrastructure Team:
  • Installed 13 additional wireless access points at Bearsden Academy,
  • Decommissioned 6 obsolete servers,
  • Configured local internet breakout at Clober Primary School to improve the internet connectivity at the school.
    • ICT Security have:
  • Completed preparations for the Council Firewall replacement.
  • Evaluated 18 vulnerability alerts which included 4 which required action for the Council.
  • Maintained the Council’s perimeter defences; and,
  • Supported the go live of the new website with updated configuration for internal access.

Shared Services

• The Residential Team added 133 service agreements to CareFirst for clients moving into care homes or for supported living services within their own homes.
• The Homecare Team added 231 service agreements to CareFirst for clients receiving a homecare service or a direct payment.
• Direct Payment Audit Team – 5 audits completed, 3 standard and 2 final audits finalised for clients receiving self-direct support.
• The EMA Team processed 9 applications.

Housing Rent Arrears

• Active Tenant Rent Arrears were £1,146,656 (week 40).
• Housing Officers continue to utilise all avenues to maximise rental income and reduce rent arrears, escalating actions against tenants whose rent arrears are increasing, and also providing advice and assistance to tenants who engage and need additional support.
• Appointments with a Housing Officer are available at Kirkintilloch Job Centre every Tuesday morning (except during Christmas break) to assist tenants in receipt of the Universal Credit housing element.
• Reducing active tenant rent arrears continues to be a priority for the Housing Service.
• Online issue of the Taking Part newsletter published with links emailed to all EDC tenants where they have provided their contact email address. Newsletter available on EDC website and also advertised on EDC social media platforms.

Business & Digital Change

• IHMS Phase 1 successfully went live on 7 November 2024 with discussions ongoing with regards to progressing phases 2 and 3.
• With the completion of the Digital Telecare implementation the Council has also been awarded Gold Level 2 by the Digital Office in recognition of this achievement. Digital Telecare services now provide full digital alarm services to over 60% of our residents and have operated our emergency response centre with no major incidents for 6 weeks.
• The initial design stage of Phase 2 of the Oracle Fusion project commenced, and this key element of the project is on track to complete mid-January.
• Procurement of Microsoft Solutions Partner services required to modernise desktop computer management and external business systems email services have both been completed as part of the M365 programme.
• 24/25 Business Systems Register update completion.
• The Business Systems Team have successfully upgraded 1 system this period. The team have also resolved 3 incidents and supported 4 projects.

Internal Audit

• The team continues to work on the 2024/25 Internal Audit Plan, with an outturn of 75% completion by the year end being targeted in line with revised resources.
• Advice is continuing to be provided by Internal Audit in line with the Internal Audit Charter to support the enhancement of governance arrangements, risk management and controls.
• An Audit & Risk Management Committee self-assessment and was considered at the November Committee meeting.
• A report summarising outstanding audit actions was produced for committee.

Corporate Fraud

• Corporate Fraud is investigating allegations received, focusing on suspected fraud or error within Education, Housing and Revenues Services and on the remaining cases resulting from the previous National Fraud Initiative.
• Preparation work is underway for the next NFI exercise with the team checking the format of datasets received from services prior to upload.
• The team also continues to undertake vetting on applications, from a number of services, in order to prevent to fraud and any potential reputational damage.
• The team is focused on maximising its value adding activity through prioritising large value cases, which in some instances are challenging to resolve and may require an update of the policy base to support action – specifically the creation of a Communications Data Policy.

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The HSCP and its staff continue to work hard to ensure quality delivery of the Council’s operational delivery of statutory social work services, which are integrated with NHS services under the strategic governance of the Health and Social Care Partnership (HSCP) Board. Service quality and outcomes associated with these specific social work services are the main focus of this report with particular reference to three identified performance indicators in accordance with the Council’s strategic approach to business improvement planning.

The wider objective is that improved customer and organisational outcomes can be achieved through successful integrated planning and collaborative delivery of health and social care functions, under single management, with a combined budget, working to a single set of outcomes and operating to a single Strategic Plan. The impact and performance of all of these integrated health and social care services overall are reported on a quarterly and annual basis to the HSCP Board and through agreed representation and reporting arrangements, to the Council.

During December 2024, the HSCP has performed above target on all three of its identified performance indicators.

Key Achievements:

• East Dunbartonshire has been awarded the Gold Level Two Digital Telecare Implementation Award in recognition of the recent progress of the analogue to digital telecare transition project.
• The Primary Care Mental Health Team have launched a digital self-referral system to allow patients the flexibility to self-refer at any time to the service.
• During the second quarter of 2024/25, the Alcohol and Drug Recovery Service continued to exceed the Scottish Government’s 90% target for waiting times for people referred for help, with 96% of people referred to the service waited no longer than three weeks for their first treatment.
• Promotional activity in support of:
• East Dunbartonshire Income Maximisation Service
• Consultation on the 2025/26 HSCP budget
• Consultation on the draft HSCP Strategic Plan
• Consultation on the draft Fair Access to Social Care Services (Children & Families) Policy

Areas of Focus:

HSCP Wide:

• Develop HSCP Strategic Plan 2025 onwards.
• Review and reframe locality focussed working to deliver community-led support approach in line with agreed strategic direction to address the financial context.
• Improve online accessibility and signposting to information and services through further development and promotion of the HSCP website.
• Progression of Property Strategy to redesign and refresh current accommodation.
• Implement actions in the HSCP Digital Strategy.

Children and Criminal Justice Services:

• Continue to develop as a Trauma Informed organisation.
• Prepare for the launch of Phase 2 of The Promise Plan 24/30.
• Ongoing implementation of Children’s House Project model.
• Implement Children & Young People’s Mental Health & Wellbeing action plan.

Adult Services:

• Development of improvement plan following the outcome of Joint Inspection of Adult Support and Protection arrangements and delivery of improvement actions.
• Review of Learning Disability accommodation-based services.
• Review of commissioned services for adult mental health and alcohol and drugs services to further implement a recovery focused approach.
• Devise and deliver year 1 actions of the East Dunbartonshire Dementia Strategy Action Plan.
• Preparation for Adult Services Inspection & Completion of Adult Services Integrated Audit Self Evaluation project.
• Review the implementation of the 2024/25 actions of the Older Peoples Social Support Strategy.

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Land Planning & Development have progressed a number of significant work streams during December 2024 in line with the Business Improvement Plan commitments. 

• Work on the Evidence Gathering process for Local Development Plan 3 is ongoing. A public consultation on the Council’s preferred option for the Local Housing Land Requirement for LDP3 was undertaken from 04 November 2024 until 13 December 2024.  The Land Planning Policy Team held a workshop with the Development Applications Team to conduct an appraisal of implementing the policies in LDP2, which will form part of the supporting information for the Evidence Report.  
  
  
• Consultations on draft planning guidance on the Historic Environment and revised draft guidance on Developer Contributions were also undertaken in conjunction with the consultation on the Local Housing Land Requirement. A report will be taken to PNCA committee outlining the responses received to the consultation.
  
  
• The Land Planning Policy Team Leader, in conjunction with the Development Applications Manager and Team Leader (Planning), hosted a Peer Review Workshop as part of the National Planning Improvement Framework on 03 December 2024.
  
  
• Work is continuing on identifying priority projects for inclusion in the Council’s new Greenspace Strategy, which will replace the Green Network Strategy and Open Space Strategy. Officers met with the consultants undertaking the Kelvin Valley research study to discuss initial outputs and recommendations.  A session with key partners and stakeholders will be held in January.
  
  
• A meeting of the East Dunbartonshire Economic Partnership (EDEP) took place in early December where the work programme and engagement strategy for a refreshed Economic Development Strategy (EDS) was discussed with and agreed with partners. A report will be taken to PNCA committee in January to seek approval to begin early engagement on an updated EDS.  Work on the monitoring and delivery of the Circular Economy Strategy is ongoing.

• Further progress was made on the development of the Draft Climate Action Plan (CAP) including outputs on a sustainability impact assessment process and details on the area-wide trajectory for net zero being received from the Council’s consultants. Meetings for the Net Zero Focus Group, the Adaptation and Nature Based Solution Working Group and the Climate Change Member Officer Group were all scheduled in early 2025 to allow a coordinated Draft CAP to be taken to Council at the earliest opportunity, prior to public consultation. Further meetings were held with the Scottish Climate Intelligence Service to identify means of sharing live CAP actions with stakeholders in future.
  
  
• Council approved the Local Heat & Energy Efficiency Strategy (LHEES) and Delivery Plan and Heat Network Review Statement. A meeting for the LHEES Working Group has been arranged for January to provide an update and drive forward implementation of the delivery plan. A meeting was organised with the City Deal Programme Management Office to discuss a regional approach to increasing renewable energy generation and the development of a regional energy masterplan. A meeting was also held with Scottish Enterprise to discuss ways to implement the LHEES’ delivery plan.
  
  
• A meeting was held with the Heat Network Support Unit to discuss funding bids to carry out feasibility work on the potential for the development of heat networks in Kirkintilloch Town Centre and in Bearsden. Following feedback from the HNSU, colleagues in assets were engaged to discuss how additional information on Building Assessment Reports for the Council’s own buildings could be gathered to support the funding bids./
• An enhanced Carbon Management Plan was approved by Council, which provides an analysis of the Council’s corporate emissions and total emissions in East Dunbartonshire, in addition to setting corporate emission targets for the 2024/25 and the 2025/26 financial years. Information on the Council’s emission reduction activities were also provided to inform Climate Scorecards which were submitted by the deadline in December. 
  
  
• New funding sources are being actively sought to progress the Nature-Based Investment Study which would quantify the current greenhouse gas emission absorption potential of nature in East Dunbartonshire and set out options to leverage additional public and private investment to support environmental outcomes and contribute towards the Council’s net zero targets by quantifying the estimated emission absorption potential of nature while delivering meaningful action to preserve and bolster flourishing biodiversity.
  
  
• Additional sessions for the Community Carbon Literacy Training Programme have been scheduled. A total of 112 people had completed the accredited Community Carbon Literacy Training in addition to 6 people who attended the online introductory session by the end of December 2024. The training is being actively promoted and new sessions are being organised every month in the 2024/25 financial year. 
  
  
• The Scottish Government announced that Twechar Community Action was successful in their application to establish a Climate Action Hub for East Dunbartonshire. While Councils are not directly involved in the management or oversight of the Climate Action Hubs, the Sustainability Team and EDVA met with Scottish Government to explore how they could support the establishment of a Climate Action Hub and provided content to support Twechar Community Action’s application.
  
  
• Meeting held with colleagues in Assets to explore ways to align fleet and assets work with the Council’s net zero targets. Further meetings have been scheduled for January to discuss how the 10-year investment plan for Fleet Services, which is based upon vehicle demand by sites and replacement dates, could also support net zero targets.
  
  
• Officers engaged with consultants who are working with Strathclyde Partnership for Transport to develop an employee travel survey. Meetings were organised for January to finalise the development of the survey in partnership with the Communication and Engagement Team. Officers also attended a range of events including a Low Carbon Affordable Housing Workshop, SPT's Council Liaison Group Meeting and SPT's Regional Bus Strategy Infrastructure meeting.

• The Team is currently working with colleagues in Business & Digital Change and ICT to prepare for a major update of our ArcGIS software which will ensure our software is up-to-date and which will introduce improved functionality. We are experiencing issues with the dated version which we are currently running including server layers not loading.  
  
  
• The Team are currently working with a number of Teams across the Council on a range of GIS projects including Customer Relationship Management and RMMS (roads management system) Integration, Preparing and Managing Survey123 surveys, Mapping support for FOI, Shapefiles data requests, updating GIS data /Online Maps, Postcodes Data Requests, CAD Map Tile, Survey123 Notifications and the preparation of the Local Heat & Energy Efficiency Strategy. The Team also continues to support the preparation of the LDP Evidence Report.
  
  
• Allotment Waiting list integration into GIS has been completed. A tool has been developed which runs an Allotment layer and automatically updates information and exports datato Excel for the Council’s Allotment Officer.
  
  
• The Improvement Service has recently migrated to the Amazon Web Service platform and this resulted in work during the month to whitelist new IP addresses for the Data-hub and SDTF Gazetteer Export Tool.. The GIS Co-ordinator worked closely with the Improvement Service to ensure that the changes and testing was completed successfully.
  
  
• A new GIS Service & Error Reporting form has been developed to streamline the provision of GIS requests and ensure appropriate support is given to officers across the Council who require GIS support.
  
  
• The Team have completed multiple IDOX requests from Teams across the Council during the month. These requests are related to updating the IDOX templates.
  
  
• The Team completed multiple address register/update requests and several address queries and new ArcGIS online accounts requests from Teams across the Council.

• The new IHMS is being phased into a live environment. Staff continue to work closely with the IHMS Project team to resolve issues. Training to support the transition to the new system is being delivered by the IHMS Project team.
  
  
• Systems Officers are assisting with day-to-day processing of direct debits and the set-up of rent accounts in both Test and Live IHMS and continue to monitor/escalate issues as they arise.
  
  
• Performance Monitoring Officers continue to complete monthly statistics and dashboards that inform the HGIOS Report and Annual Return on the Charter. In addition, a Quarterly Return is voluntarily submitted to Scotland’s Housing Network that informs an annual benchmarking analysis against other social landlords.
  
  
• Performance Monitoring Officers are completing a monthly Voids Return for Scotland’s Housing Network who are actively monitoring voids timescales nationally.
  
  
• Policy Officers continue to review the current Allocations Policy, gathering views from Stakeholders and are soon to complete a process of engagement via workshops on key aspects of the policy. 
  
  
• Policy Officers successfully submitted an annual update on the Local Housing Strategy to Ministers.
  
  
• Procurement of a new Digital Telecare system is ongoing. The project team are ensuring the successful transition of analogue telecare to digital telecare throughout the sheltered complexes and will deliver in-person briefings to tenants at each site.
  
  
• The Housing Estates Officer is working closely with sheltered housing Wardens to ensure a robust service is provided to tenants during the Telecare switchover to the new system and to minimise disruption to tenants as equipment is removed and replaced.

• Working with numerous public sector agencies to ensure all support mechanisms to help business and create jobs are fully utilised, including development of new skills & technologies. Cost of doing business continues to be a concern and resources to help and inform businesses continue to be priority with combined support materials available through the Find Business Support website.  A range of support is provided via the team and the Business Gateway contract to new emerging and existing businesses. This includes provision of local business support grants to support start up and growth SMEs.
  
  
• The Digital Development Grant has been launched and is fully subscribed based on available funding via the Shared Prosperity Fund (SPF). As it stands the funds will therefore end 31 March 2025. All applications have been processed and grant recipients are being encouraged to complete their programmes. The Green Business Support grant is underway, again funded by UKSPF and this will help businesses analyse how they practice and identity green measures and support that can be provided via a grant process. The team continues to develop the site enabling and regeneration grant set to go live later in 2024. The Social Enterprise Grant has now closed for applications and has been fully allocated.
  
  
• Digital Boost will no longer be funded through Scottish Government although webinars will continue to be delivered by Business Gateway National. The team are using currently available expertise to support companies on their digital journey, as well as developing further internal expertise.  For more complex projects the Digital Development Grant has been utilised
  
  
• Growth and inward investment enquiries are being supported and coordinated by the team, directing them primarily to masterplan locations (Kirkintilloch Gateway, and the emerging Westerhill masterplan area). The Site Enabling Regeneration Fund, designed to support masterplan areas, is close to being launched

• The team continues with a range of work to ensure the delivery of the Council’s City Deal project. The Outline Business Case (in-line with City Deal & HM Greenbook requirements) was approved at the Glasgow City Region 5^th Work is underway on the Final Business Case stage for the two project elements – Bishopbriggs Town Centre and Westerhill Development Road.
  
  
• The Westerhill Regeneration Area (WRA) planning guidance and its associated delivery plan is now adopted under LDP2. Work is taking place to examine how different aspects of the WRA can be supported to a delivery stage, out with the current City Deal Projects.
  
  
• Work is ongoing on the Westerhill Development Road (WRA) which is currently at DMRB Stage 3. The Proposal of Application Notice (PoAN) for planning application for the WDR has been submitted, and statutory consultation took place in November and will again February 2025. Following which the formal planning application will be submitted later in 2025.
  
  
• Work continues on the next stages of the design process for Bishopbriggs Town Centre. The A803 project is now out with the scope of City Deal, as per report to Council on 21^st August, but work continues to look at how this can be funded and delivered through other means.

• The Campsie Memorial Hall project in Lennoxtown secured funding from the Scottish Government’s Regeneration Capital Grant Fund and design work is progressing.
  
  
• The programme management of the Shared Prosperity Fund is ongoing to support services and projects across the Council. A range of projects have been identified and are being progressed for implementation up to March 2025.
  
  
• The Lennoxtown Main Street Improvement Project has concluded the development of technical designs. Progress to the construction phase will be subject to external funding, which is being examined.
  
  
• Work is well underway on the Twechar Canalside Outdoor Pursuits Centre project, and work is ongoing in relation to the lease arrangement ahead of the centre opening next year.
  
  
• Work is ongoing with the Milngavie BID and Kirkintilloch BID as they move through year one of a five-year term.
  
  
• Analysis of the Canal Festival has been completed.

• The construction phase of Canniesburn Toll Improvement Project is now complete. The activation of the new traffic light system took place over October and November 2024. Monitoring of the new signals will be carried out six months post completion with the findings being reported to PNCA Committee. Detailed updates have been provided in various Technical Notes.
  
  
• Feasibility and design works are progressing on a range of active travel infrastructure projects included in the Local Transport and Active Travel Strategies, including works to improve various active travel paths.
  
  
• Work is progressing on the A807 Active travel route, and construction has started for stage 1a. The associated TROs for the project have been approved.
  
  
• The BetterPoints East Dunbartonshire App has been launched to promote active travel. The Traffic Free Schools pilot continues, and it will be reviewed and reported on to determine longer term implication of the work to enhance accessibility and sustainable modes of transport for children and school communities.
  
  
• Work is progressing on key functions of the team including: working on a range of Traffic Regulation Orders at various stages of the statutory process, liaising with the network operator and maintenance contractors of the public electric vehicle charging network and continuing to assist in resolving access issues.
  
  
• Work is ongoing in partnership with the Glasgow City Region to develop a delivery option to increase regional and local Electric Vehicle charging network provision.

• During the reporting period the planning side of the team has determined 52 applications and validated 39 applications.
  
  
• The Building Standards team have received 67 building warrants and approved 55 applications.
  
  
• The Enforcement Team opened 2 new cases.
  
  
• The Development Applications team have been busy preparing reports for the forthcoming Planning Board Meeting in February and provided Planning Advisor for the December meeting of the Local Review Body.
  
  
• The Building Standards Team have been supporting the Councils Major Assets team with pre application technical advice in relation to the proposals for the Campsie Memorial Hall project.
  
  
• Both Planning and Building Standards teams continue to offer support and informal advice to customers through our daily duty service Monday to Friday.

• Utilisation of the new IHMS.
• Telecare provision in a dispersed environment
• Completion of the Council’s National Planning Improvement Framework Assessment
• Allotment Waiting list integration into GIS

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Throughout November, the Democratic Services Teams continued to support the internal governance of the Council, in addition to certain regulatory functions.  Implementation of Modern.Gov is now supporting paperless meetings in addition to writing committee reports, managing the diary, preparing, and issuing agendas and the publication of committee papers to the Council’s website.  The App was rolled out to Members during September in advance of the introduction of paperless meetings, which were introduced on 1^st October.  The App assists Members in using electronic versions of Committee papers and is key to the introduction of paperless meetings.  The next phase of the roll out to Members will relate to Registers of Interest and is scheduled for January/February 2025.  In addition, work remains ongoing to develop the system for use in the preparation, approval, and publication of Technical Notes and Contract Standing Orders waiver forms.  In time, it will also be used to support public engagement and consultation, and a petitions function. 

During December, the Team supported various meetings of the Council and its Committees and Boards.  This included the Education, Policy & Resources, and Audit & Risk Management Committees.  In addition, the team covered a number of external meetings including support for Children’s Hearing Scotland recruitment and business activities and various civil contingencies planning and reporting meetings.

During November, a new permanent microphone system was installed in the Council chambers.  This secured the permanent microphone replacement and move to wireless technology which is more effective and reliable than previous microphones. It also provides greater flexibility in the use of the chamber.

The Council continued to deliver registration services during November and supported neighbouring authorities in response to a general increase in demand.  In addition, the service continued to engage with partners across Greater Glasgow as part of resilience planning for winter in relation to both storage and registration.

In addition to the above, the service continued to support Members and the Strategic Leadership Team.  The Information Management Team continues to provide important support and advice to the MS365 implementation team, in addition to business-as-usual support in relation to freedom of information and data protection.

• Registration & Customer Services completed 68 birth and 157 death registrations in December.  35 marriages were also registered in this period. 
  
  
• Continued development of the new committee administration system, which included further support for elected members and senior officers in the move to paperless meetings which commenced on 1^st October.
  
  
• Information Management received & processed 122 FOI/EIRs and 12 SARs (Subject Access Requests)

The indicators chosen for monthly reporting represent transactions where Legal Services involvement is nearer the end of the process.  Each indicator relates to services which are important to individuals and Council Services, but that also have an impact on the local economy.  They also represent areas where performance was not previously as good as it might have been, which resulted in the introduction of the PIs.  Whilst performance is consistently high, the continued application of the PIs ensures that this remains the case.  It also ensures that any change in performance is identified and addressed early.

Performance against all indicators for Legal Services for December is 100%. 

Legal Services continues to support services across the Council in the delivery of projects, contracts and otherwise to manage legal risk.  This includes advice and work on confidential matters that cannot be included in a public report.

• During December, the Team processed 3 contract review forms and 2 contract award letters, 2 open market purchases, 25 taxi licence applications, and 2 housing repair grants.  All were granted within the required timescales.  Considering this, it is not proposed to take any steps currently other than to continue to monitor progress against the set PIs.
  The Team continued to provide support to the wider City Deal team with advice and support including supporting negotiating Westerhill Development Road Stage 3 ground investigations and access licences required for these investigations.
• Property and planning work included concluding a new 5 year least at New Kirk Road for GrapesGatsby & Co ltd, purchase of 9 Eastermains, Kirkintilloch for Housing stock, obtaining a servitude for right to lay utilities and accesses at Twechar Outdoor Pursuits and Training Centre sites.
• Contracts and procurement work in this period included providing advice and support on the Bearsden Hub RAAC remediation project, concluding the contract for design of New Lenzie Academy, road bond agreements for Aldi Development at McGavigans Road, Kirkintilloch, data sharing agreements with Vergin Media and BT for the provision of Telecare, contract for a 5.2T GVW Van with Jetter, contract awarded for Garden Waste Permit Management Solution.
  
  
• Grants offers accepted included from two grants from Scottish Attainment Challenge.
• The Litigation Team continued to provide support to Social Work in relation to adults with incapacity and permanence planning and to Education on a variety of matters including ASN Tribunal work appeals.  Work included resolving a claim at the ASN Tribunal and an appeal against an eviction.  The team also assisted with the presentation on Public Entertainment Licences at the Scrutiny Panel .

During November, the Procurement Team continued to support services across the Council in the delivery of various projects, including ongoing support to several strategic procurements/projects, particularly in relation to City Deal, ICT, Business & Digital Change, and various Capital projects.  In particular, the Team continued to be heavily involved in data cleansing, Solution redesign, Communication planning, Key User training and support, Data Reconciliation and Supplier data correction as part of the ongoing management of the new Fusion Financial system.  This has placed a significant demand on the resources of the Team as it leads four of the six workstreams.  In addition to the above, the Team is now planning for a major upgrade to the Fusion system and the implementation of the Supplier Portal model.  The upgrade is of such magnitude that it requires to be managed as a project in its own right and will require support from other Council services. 

The Team also continuously works to manage and support the operational activity in terms of the buyers work centre, Fusion catalogue management, supplier management and payment processing, and in December remained focussed on delivering against the increased demand from Services around queries in relation to Fusion, whilst managing the ongoing implementation, remodelling and updating of the System.

During December, the Team was heavily involved with multiple Capital programme requirements, system software renewals, Housing New Build Maintenance support while continuing embedding of the replacement for the Oracle Financial system and next phases of the project.  This has placed a significant demand on the resources of the Team.  The Team also continuously works to manage and support the operational activity in terms of the buyers work centre, Fusion catalogues, supplier management and payment processing.

The team has been co-ordinating the actions instructed by SLT in regard to additional authorisations and prioritisations around spend controls, and the contract requirements against budgets, through newly implemented governance procedures and controls.

• Providing ongoing support to the City Deal team in relation to Contract requirements and alternative procurement route options.
  
  
• Supported key Capital, Business & Digital Change projects such as Oracle Fusion upgrade, Lenzie Academy, IHMS, Westerhill Development Road, Fusion HCM, school estate Professional Fees, school maintenance works whilst supporting workforce of the future planning and Business as Usual workstreams.
  
  
• Participation in extensive meetings and workshops to train, test, reconcile data transfer and solution implementation for the Oracle Fusion Redwood upgrade.
• Completed renewals for support and maintenance of business-critical systems to facilitate workforce of the future.
  
  
• Ongoing support to the /implementation of Fusion to support the technical requirements for Payment integrations, Managed Stores and e-invoicing.
• Ongoing data analysis in preparation of the 2023-2024 Annual Procurement Report to include alignments with organisational Climate Action Planning, Circular Economy Strategy, Community Wealth Building & the City Region Community Wish List planning
  
  
• Processing and payment of Welfare Support Payments in line with Council support requirements.
  
  
• Completed Christmas payment processing.
  
  
• Continued efforts to clear backlog of invoices, planning and communications for Oracle Fusion
  
  
• Continued Business Critical expenditure considerations within Buyers Work Centre.
  
  
• Ongoing work on the review of Contract Standing Orders for alignment with organisational changes, financial management and Procurement governance.
  
  
• Continued End of Financial year planning in alignment with the implementation of a new finance system, managing the backlog resulting from the system downtime and managing business as usual
  
  
• Continued workstreams for the Oracle Fusion upgrade to Redwood Self Service Procurement, including testing and revisiting personalisation to consider business impacts.
  
  
• Continued workstreams for the implementation of the Oracle Fusion Supplier Portal, including testing and revisiting system set up prior to roll out in December.
  
  
• Review of resourcing considerations to support Project workload and business as usual priorities.

During the early part of December, ,  the Strategic Commissioning Team  engaged with and supported providers to finalise business continuity plans in preparation for the christmas / new year period.  In addition, the team continued to support and inform the progression of key HSCP  strategic and budget related priorities. 

• Continued to progress & implement budget saving proposals which requires  extensive engagement and negotiation with providers / services on a collective and individual basis
  
  
• Contributed to / informed the progression of several Strategic /  Service Reviews and underpinning workstreams
  
  
• Supported colleagues across health and social care finance to scope and prepare early estimates on the likely cost & potential budget impact across commissioned services following Governments plans to increase employers national insurance contribution in April 2025.
  
  
• Contributed and supported the HSCP’s Oversight group ensuring there is appropriate escalation, oversight and governance across all commissioned registered and non-registered services.
  
  
• Led on discussions with providers with a view to bottoming out actual service costs, implementing spend control measures and mitigating and/or reducing projected deficits
  
  
• Commissioned bespoke supported accommodation placements to accommodate and support individuals with complex and challenging behaviours in the local community.
  
  
• Progressed invoice payments timeously ensuring providers received pay in time for Christmas and avoided any related / potential cash flow issues

Click image to enlarge.

The Roads and Neighbourhood Service continues to oversee the maintenance function and safe operation of the adopted public carriageway/footway network, adopted open spaces (including trees), cemeteries, domestic, commercial waste & recycling collection, fleet, and transportation within East Dunbartonshire. In addition, the Service also oversees the management and operations of Mugdock Country Park.

This Service area is divided into eight portfolio groupings:

1. Roads Network Operations
2. Roads Technical & Engineering
3. Streetscene Technical Support (including Bereavement and Arboriculture)
4. Streetscene Operations (including grounds maintenance, street cleansing and cemetery operations)
5. Waste Services (including domestic & commercial waste & recycling collections)
6. Fleet Services (including fleet operations, maintenance, and transportation)
7. Mugdock Country Park
8. Corporate Health & Safety Team

Each team has specific areas of responsibility; however, they all operate, and function collectively as required. Within their own areas, each team has several service accountabilities contributing to local outcomes.

The various sections within the portfolio groups continue to progress both revenue operation/maintenance work and internally and externally funded capital projects with colleagues in Procurement, Finance and Health & Safety. Several projects are time specific due to the external funding conditions to it is very important to make best use of the time available to bring these projects to fruition for the benefit of local communities.

The team continue to deliver both planned and reactive maintenance to both carriageways, footways, and street lighting assets. The Service is almost at full numbers in terms of resources available with some vacancies for operational posts. However, the Service has commenced the recruitment process for a Senior Streetlighting Technician as there will be a vacant post later in the year and the hope is that there will be an opportunity for a smooth handover to the new post holder.

The 2024/25 capital programmes for carriageway, footway resurfacing and lighting projects have commenced. The third quarter Technical Notes was issued in January with an update on works concluded to date and work re-sequenced due to external factors. Regrettably, the Streetlighting Team are continuing to work at a reduced capacity, so this is likely to affect the projected capital programme. However, as stayed the team are in the process of recruiting replacement staff so it is hoped that capacity may increase going forward.

The Roads Network Team Leader and Senior Roads Technician continue to oversee the cyclical Safety Inspections and responses to ad-hoc enquiries.

The Roads Development, Structures, Traffic, Flood Risk and Drainage Teams continue to work on and contribute to multiple projects including Road Coring, Flood Defence Maintenance, Bridge Inspection/Replacement and Signalisation/TRO Projects across various area.

The Team is also coordinating with external contractors to delivery multiple traffic surveys with the information used to determine the next steps for various proposals. This information is used as evidence to either support the need for action or validate the decision not to take forward a proposal if it is not supported by evidence.

The Traffic Officer also liaise with Police Scotland colleagues to monitor any road related incidents.

The three geographical based teams are continuing to work on winter grounds maintenance tasks. The teams are also undertaking street cleansing of all adopted council roads and pavements including litter collection, leaf clearance, mechanical sweeping, and servicing of street litter bins.

The team also continue to manage the Councils tree stock. The team manages burials in the eight operational cemeteries.

The team continue to work with community groups regarding Environmental Improvement Projects including path improvement, play area renovations, amenity planting, cemetery, and allotment development.

The team is current analysing the results of the first Ash Dieback Surveys which will inform the actions that need to be prioritised to address this important issue. Ash Dieback Information will be communicated over the coming months as this is an issue that will become more prominent, and it is important to update elected members and communities on potential tree work resulting from the completed surveys.

The team are also currently overseeing the delivery of the Climate Ready Park Project in Etive Park, Bishopbriggs which is currently on schedule despite the recent inclement weather.

The team is also progressing a number of Play Area improvement and replacement projects throughout East Dunbartonshire.

The team have moved into their winter maintenance period. The monthly visitor number continue to exceed expectation, and the team area focused on enhancing the visitor experience to the country park with various improvements planned to key attractions in line with the Mugdock Country Park Strategy.

The Waste Team has continued the frontline service operations for the collection of over 400,000 assorted household bins over the month of November, providing residual, recycling, food, garden and special waste collections on behalf of the Authority. The team has also managed the waste and recycling collections from over 400 of our local commercial premises and provides recycling disposal provision at the Mavis Valley Recycling Centre.

The Waste service have continued to work with our Clyde Valley partners through the period on the treatment and disposal contract for all residual household waste.  The Council processed 1822 tonnes of waste through this contract in December, ensuring our waste undergoes treatment for recycling extraction prior to being sent through an Energy from Waste process.

The Fleet team continue to manage the transport operations including the Councils Goods Vehicle Operator Licence and compliance across all services. This includes provision and management of the maintenance workshops, annual testing, statutory inspections, and management of Drivers in line with obligations and conditions laid out in the Councils commitment to the Scottish Traffic Commissioner.

Fleet Management has worked in partnership with services and officers from procurement in order to specify, tender and procure further vehicles and associated items of specialist plant, suitable for service users’ needs and to coincide with contracts terminating through the financial year. Tenders are currently out for the replacement of specialist vehicles, plant & equipment for Greenspace and Streetscene, Waste Management and other front-line services.

Replacement vehicles continue to filter through from suppliers for Roads and Environment, Property Maintenance and Social Services. The team at Fleet Management continue working to transfer systems and equipment and arrange the de-fleeting and disposal of the outgoing vehicles.

The fleet service continues to support and manage Transport Operations for the provision of Additional Support Needs Transport service for Education and Integrated Health and Social Care, including delivery of school meals on behalf of the authority. This service has provided additional support for other services throughout the period.

The Corporate Health and Safety team provides a range of occupational safety and health services, including advice on statutory guidance, safety action notices, safe working and training, incident reporting and investigation, including RIDDOR.  The H&S Team continues to work cooperatively with Trade Union colleagues to review incidents statistics and other health and safety activities.

Ongoing and comprehensive health and safety assistance is provided to services throughout the council and EDLC, conducting multiple site visits to offer expert guidance, address emerging issues, and assist with the completion of risk assessments.  During this period, the team have been working closely with Mugdock Country park, Strategic Commissioning team - Legal & Regulatory Services, Education & School Improvement Team for minor projects, with Housing, reviewing safe systems of work and risk assessments and HSCP.

Various teams received assistance through workplace, manual handling and individual risk assessments in collaboration with HR colleagues, specifically for secondary schools as well as continuing to review First Aids needs assessments with HR People Development.

Occupational health has been paused this quarter due to staffing and will be restarting before the end of the financial year with clinics in place for teams who are still to be captured. Display Screen Equipment assessments are continually reviewed alongside line managers and where required workplace assessments are also conducted.

The Corporate H&S Manager participated in 2^nd Tier Health and Safety Committees for Education, HSCP and Corporate. H&S induction was conducted for Property Maintenance operatives as well as other training sessions such as Duty Holder and UFAS. Safety alerts were issued this month and Toolbox talks were created to support safe operations as a safety targeted approach. This month there was a focus on streamlining toolbox talks with aim to review and update training across services.

The focus continues for Construction Design and Management compliance with site visits, reviewing construction phase plans, risk assessments and method statements for refurbishment, roofing, general Estate repairs and new build and greenspace projects for various teams.  For D&I teams, Bearsden PS, Campsie Memorial Hall, various Housing roof works projects, Greenspace and Streetscene Mugdock Park with a sewer tank replacement and Rosebank allotment works.

To support Estates team in their CDM works, reviews were undertaken for repair works in educational establishments and other corporate buildings.

Fire Risk Assessments are conducted in accordance with the predetermined schedule.  Officers undertake routine inspections and continue to carry out site visits to address any fire safety concerns and offer expert advice. In December there was a focus on our contractors for residential care delivery and their fire safety arrangements.

The team continue to promote reporting of health and safety incidents throughout the council and programme health and safety inspections of council workplaces.

Between 1 December 2024 and 31 December 2024, East Dunbartonshire Council completed 12 scheduled safety inspections. Three of these inspections are related to Footway inspection and nine of them related to carriageway inspection. All inspections were completed and comply with East Dunbartonshire Council tolerance between inspections. Details of these inspections are as below:Click image to enlarge.

Details of these inspections are as below:

Click image to enlarge.

East Dunbartonshire Council winter maintenance team completed 230 actions between 1 December 2024 and 31 December 2024 and approx. 1745 tonne salt/ grit were used during this time.

Please see below summary report of winter maintenance actions between 1 December 2024 and 31 December 2024.

Structures

• 2024/25 General and Principal inspections programme ongoing.
• Review & response to abnormal load requests.
• Assisting other departments in the assessment of dangerous non council assets.
• FB70 Redhills Footbridge, Lennoxtown. Quotes being sought for new foundations and scour protection works. Works expected to commence in February.
• Procurement process underway for FY25-27 structures framework contract.
• Capital programme for 2024/25 underway, however on minor projects only. Larger scale projects to commence following award of FY25-27 structures framework contract.

Development

• Site visits to monitor progress on developments currently under construction.
• Site meetings to inspect developments and identify remedial works prior to adoption by EDC.
• Assist planning with development applications, distribute to officers for their comments on potential future developments.
• Process road adoption enquiries from internal and external departments.
• Coordination of future works, road openings and temporary traffic management permits. EDC capital c/way /f/way resurfacing works recorded for Year 2025/26 on Register. Currently issued Q3 Inspections charges to Utility companies to approve. Roadworks are monitoring all incoming works on Roads Register. Fixed Penalty notices issued for December 2024 awaiting acceptance.
• Christmas works embargo from 2 December to 5 January 2025.- completed

Traffic

• 20mph for Bearsden/Twechar public consultation to commence shortly.
• Footway parking exemption public consultation closed January 2025. To be reported at next suitable committee.
• Signalisation of Milton of Campsie Cross to begin early February.
• Responding to Lining Requests and refreshing faded road markings.
• Designation and Removal of Disabled Parking Places going to Committee on 23^rd January 2025.  Once agreed, legal process will be followed, TRO notices- placed and  implementing bollards.
• Installation of anti-ram bollards completed at Crosshill Road/Auchinloch Rd roundabout.
• Commenting on various licences i.e. street trader licences, public entertainment licences and occasional licences.

Flooding and Drainage

• River Glazert Restoration Project, Lennoxtown – Planning application submitted. Ongoing.    
• Kelvin Tributaries River Restoration Project – Startup meeting has been undertaken and consultants are progressing with works. Green Action Trust are Project Managing on behalf of EDC.  Ongoing.
• New CCTV and Vactor framework – contractor selected.
• Duntocher Road phase1 and phase 2 emergency survey and jet carried out due to flooding.

Streetscene Operations

• Street cleansing and associated tasks such as leaf litter sweeping; removal of fly posting and uplifting of fly tipping, mechanical street sweeping and installing replacement or additional bins. 
• Graffiti removal.
• Ongoing cemetery operations, digging and carrying out interments, installing headstone foundations, benches etc
• Winter cyclical works ongoing; leaf fall removal and clearance; pruning of shrub beds and tree works.
• Checking and clearance of culverts
• Play park inspection
• Football pitch lining.
• Responding to Customer Service Requests and complaints.
• Culvert grill cleaning and monitoring
• Arranging winter servicing of machinery
• Team Leader recruitment

Streetscene Technical Support

• Bishopbriggs Park – brief complete and with procurement
• Play Areas – Westerton – brief complete with procurement
• Play Areas – Kincaid (MOC)  - brief complete and with procurement
• Play Areas – annual external safety inspection complete – repairs ongoing
• Cemetery Management Rules – internal review ongoing noting recent wider Scottish Govt consultation – awaiting finalised Scottish Govt regs
• Headstones/Memorials Inspection  – inspections ongoing at Old Aisle Cemetery
• Cadder Cemetery – works complete to improve traffic management and parking around entrance area complete  - 2^nd phase of works being planned for 2025
• Cadder Cemetery Extension – works ongoing with consultant – initial design being reviewed 
• Ash Dieback Survey on Roadside – updated survey received – a small number of trees require urgent works – ownership is a mixture of public and private – contact with private owners now made – EDC trees being progressed. Further analysis of other trees and works ongoing with a number of notices now sent to private owners to progress
• Schools Estate – tree survey findings now being analysed – orders will be raised for any priority works over the next 3 months
• Climate Ready Park – Allotment works complete - offers of allotments being sent out to residents on waiting list , pump track almost complete (finishing works ongoing), remaining bund works and reinstatement programmed for April 2025
• Community Growing Facilities – progressing improvement works via Shared Prosperity Fund - working with communities in Jedworth Court, Sense Scotland, Twechar TCA and Kilmardinny Community Garden to increase opportunities for food growing – all ongoing 
• Allotment Regulations – consultation complete – Committee Report prepared for January 25
• Nature Restoration Fund – number of projects ongoing via this Scottish Govt fund – funding now withdrawn for 24/25 –  remaining programme from 23/24 to be completed – Technical Note issued
• Community Consultations re Management Plans – Lenzie Moss, Whitefield Pond, Cairnhill Woods and Heather Avenue – drafts largely complete – further consultation to take place to finalise
• Mains Park New Path – path works complete around additional link path – initial landscape works also complete – further works to take place in consultation with community
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• Run Walk Cycle East Dunbartonshire Fairy Trail Milton of Campsie, Redmoss Estate  - fairly trail installed
• Merkland – Scottish Water undertaking infrastructure works to site – now complete  - reinstatement ongoing
• Glazert Project – team input into overall project re trees and biodiversity aspects
• The team continues to respond to high volume of open space, tree and bereavement enquires, along with planning application consultations and complaints.
• Team working with City Deal Team and Consultants in relation to Masterplan of Bishopbriggs Relief Road
• Planning application responses and support to Planning Team ongoing
• Open Space audit work for input into the Grounds Maintenance System ongoing for Milngavie & Bearsden.
• Assisted a number of Community Groups with Litter Picking resources across EDC

Mugdock Country Park

There were 2 days of closure (16 Dec due to adverse weather, and 25 Dec for the Christmas holiday)

Formal School Learning

There were 6 Forest School sessions between Lennoxtown Primary, Westerton Primary School and Woodland View School.  Due to being close to the Festive holidays, school sessions only took place over the first 2 weeks of December 2024.

Operational tasks – completed by Warden Team

• Gritting/Ploughing – there was one day of closure due to snow making the access roads unpassable on 16 Dec 2024.
• Emptying bins/dog bins daily
• Rooms/BBQ Hut cleaning & prep
• Theatre cleaning daily for Panto bookings
• Deep clean of courtyard for Christmas events
• Path clearing with mule
• Removal of trees for Wastewater Tank Project beginning start of July 2025.
• Prep of paths for work starting in January
• Edging in main car park
• Planting in main car park
• Removal of old bus stop
• Walled garden work – cleaning of mosaic tiling, removal of large rockery stones to create path edging in car park, and helping Streetscene team member with planting and removal of weed encased box hedging.
• Cleaning of all signs around Craigend courtyard and car park
• Reindeer run event

Wider Park tasks completed by Ranger Team with Volunteers

• Continuing the dead hedging and cleaning of the red bridge by Rangers and Conservation Volunteers.
• Moot Hill birch arisings moved to Castle Hill to create defence against desire lines.
• Litter picking and overhanging branch removal from Gallowhill and Pheasants Wood.
• Cut down Spirea Douglasii stems at Mugdock castle and training of SW Rangers in the process for the next phase of Spirea Douglasii at Drumclog.
• Transplanting and thickening of the yew hedge at visitor entry ramp.
• Remaking bird and bat boxes.

Visitor Centre

• Events programme for Jan to March 2025 sent to Corporate Comms for Design and Publications.  Currently leaflet is available at MCP. PDF version also available for email promotion.
• In terms of social campaigns, our facebook posts have reached 85,952 accounts, with post engagement of 15,662, we have 54 new facebook page likes and 197 new followers. Our Throwback Thursday posts have reached over 27,000 accounts.
• December income for the Visitor Centre was £3,504 which is comprised of retail sales and elf trails.

Projects

• Waste Water Removal: Desludging organised, portaloos organised, works due to commence on 13 January.
• BBQ shelter – Drainage contract has been issued. Dismantling of Pond structure has been issued under the quick quote system by Jim Graham. Project due to start in January 2025.
• Walled garden has not progressed beyond annual planting, yew removal and box hedging  due to weather and holidays.

Waste Services

• The Clyde Valley Residual Waste contract say 1822 tonnes of household general waste throughput in December for recycling pre-sort, and then ongoing production of energy from waste.
• December is a busy period for Waste Services with a noticeable increase in waste tonnage. The staff worked throughout the festive period to deliver the frontline services to residents.
• The kerbside paper service seen an increase of 39.47 tonnes, 14% increase, in comparison to November figures.
• The kerbside mixed recycling service seen an increase of 23.48 tonnes, 6% increase, in comparison to November figures.
• The kerbside food waste service seen an increase of 2.16 tonnes, 1% increase, in comparison to November figures.
• The implementation of our new Waste Modernisation software continues to progress. All frontline staff are starting to get familiar with the software, allowing live communication between the staff on the frontline and support services in back office. Focus continues on back-office route generation ahead of the 3 weekly residual collection service.
• The Project Team for the delivery of the 3 weekly residual collection now meet weekly as we work towards the service implementation on Sunday 30^th March 2025. Discussions include the Corporate Communications Plan, FAQs, stock orders, human resources, policy and operational implications.
• There was a new updated policy for Waste and Recycling Collections created and approved ahead of the 3-weekly implementation.
• A new 3-year contract was awarded to Permiserv, our software solutions provider for the creation and delivery of our garden waste permit scheme.
• The team have been working with Business Change in the development of the waste services section of the new Council Citizen Hub.
• There were 10185 bookings for the Mavis Valley Recycling Centre in November, with 91% attendance. This is an increase of 404 bookings compared to the previous month as expected over the festive period.

Fleet Services

• During the period 1/12/24 to 31/12/24 there were a variety of vehicles/plant inspected/repaired in line with the servicing schedule and defect procedure.
• We currently have a variety of vehicles/plant on order to replace an aging fleet in line with the vehicle replacement programme.    
• Support Council services in the delivery of ASN Transport including the distribution of essential supplies for vulnerable individuals throughout the period including meals for early year’s facilities and lunch clubs etc.    
• Continued work on the management of Capital programme for the replacement of fleet assets through the financial year.       
• Continued work on the CPC training programme, to ensure all drivers that require CPC training achieve this before the deadline to remain compliant.
• Continued support to front line service operations through the provision of in-house fleet maintenance function including work on horticultural and construction plant equipment.
• Management of Fleet Operations in compliance with Operator Licencing legislation with a DVSA Operator Compliance Risk Score of Green for both Traffic and Compliance
• Vehicle gate checks have been reintroduced and the compliance team have carried out multiple checks, any issues identified have been relayed to the relevant management team. 
• Monthly audits have been implemented to ensure MOT station compliance.
• We continue to monitor external hires.
• The team worked extremely hard during this period to ensure the frontline services had enough vehicles during the festive period to carry their duties.