How Good Is Our Service - February 2024

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Voids performance has increased in February to 87% from 81% in January exceeding our target of 85%.  We continue to look at ways of maintaining and enhancing performance going forward.

Property Maintenance have achieved our target of 100% for Gas Servicing in February with 341 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.

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 at the start of the new term in August 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 free school meals in Primary schools for the month of February was below target and we continue to focus on schools not achieving the set target.  The target for free school meals was achieved in Secondary 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 service was awarded the Food For Life Served Here Bronze Award in December 2022 and we continue to work with the Soil Association to achieve the Silver award status.  An annual review was undertaken by the Soil Association and a Bronze Award application was submitted for Early Years settings.  Following the verification process, both applications were successful.  A press release was issued in February to promote this achievement.  

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, with over 150-200 repairs processed on average every month through Property Maintenance or our external contractors.  The Phase 1 roof works at Hilton Depot have completed following the damage to the flat roof during the recent storms, with Phase 2 roof works to the workshop scheduled for March.

All internal and external defibrillators have now been installed across the educational estate as well as within specific operational properties.  18 external defibrillators have also been installed across the corporate estate, with these now registered on the national ‘Circuit’ and accessible to the general public.  The defibrillator at Castlehill PS has been installed externally following a request by the former pupil who fun-raised for the defibrillator for Castlehill PS.  This particular defibrillator has also been registered on the ‘Circuit’.

The Quality Assurance team continue to inspect cleaning standards across the educational estate, with over 40 assets inspected and reports produced monthly. 

Estates Management continue to market vacant premises within the non-operational estate.  At present the non-operational estate is over 92% occupied, with vacant suites in Southbank Marina and the Kirkintilloch Learning Centre 2 (following the Council services relocating to Southbank House and Southbank Marina Block 1) due to be marketed as at the end of March 2024.  Viewings are however still being undertaken by Estates Management when an interest arises.

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.  Lennoxtown High Park will reach practical completion in March, with preparations now underway for the opening of the facility to the public by the Leisure and Culture Trust in April 2024.

Preparations remain underway to complete archaeological, topographical and detailed site investigations during the first half of 2024 to inform the further development of design proposals for the Westerhill Development Road.  The project continues to progress through the design development phase with updated development costs expected in early Autumn 2024.

The detailed tender exercise for the Twechar Outdoor Pursuits Centre has concluded and Council will consider a Report seeking approval to enter into a construction delivery agreement and to commence construction in March 2024.

Detailed design development is effectively complete at Balmuildy Primary School and the tender exercise remains on-going.  A Stage 2 Report for the project, confirming the final tendered cost and seeking approval to commence the construction phase for the project is due ahead of Summer recess.

Following confirmation of LEIP funding for the Lenzie Academy project, the project team has been re-mobilised and is now progressing through the early stages of the design development process.  Council will consider a Report seeking approval to commence the statutory Education consultation for the relocation of the school to the new site in March 2024.

A decision on the planning applications for the refurbishment of Milngavie and Bearsden Primary Schools, alongside the Twechar Outdoor Pursuits Centre and Balmuildy Primary School is expected at Planning Board in March 2024.

In February 2024, Council approved the revised HRA, Housing Capital Investment Plan and Strategic Housing Investment Plan.  Development proposals for the next phase of the Council’s Affordable Housing Investment Programme are now progressing through RIBA Stage 3.  The revised Investment Plan also approved several areas of on-going capital investment across the Council’s existing Affordable Housing stock, 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; remedial works to address RAAC at Bearsden Hub; works to replace the staff bothy at Mavis Valley; redecoration across the primary school estate; and the refurbishment of Torrance Community Centre.

The Health and Safety team provides a range of occupational safety and health services, including advice on statutory guidance, safe working and training, incident reporting and investigation, including RIDDOR

Throughout February, comprehensive health and safety assistance was provided to Education services, conducting multiple site visits to provide expert guidance and address outstanding issues and undertake HS1a investigations.

Various teams received assistance with health and safety through workplace and individual assessments in collaboration with HR colleagues. The team collaborated with Fleet to update risk assessments and the driver's handbook to align with standards and current practices, and with Waste on risk assessments for Persistent Organic Pollutants (POPs) to ensure industry compliance.  Occupational health remains focussed on Display Screen Equipment, while addressing requests from services such as Roads, with Coal Tar procedures and developing a Damp, Mould & Condensation Management Procedure with Property Maintenance.  Additionally, the team initiated a review of Facilities Management risk assessments and transition to a new EDC corporate template.

In order to prioritise service requests, the training has been shifted towards a more reactive approach.  Both new and existing employees received updated training for Facilities Officer & Building Manager roles.  Additionally, various other training sessions were conducted, covering topics such as UFAS, ladder safety, risk assessment, incident reporting, and face fit training.  Furthermore, the training presentation for Duty Holders was reviewed to align with the council's updated procedures.

During this month, the focus for Construction Design and Management compliance has been on reviewing construction phase plans, risk assessments and method statements for refurbishment, repairs and new build projects for various teams.  Some of these are design and install of children’s playground, Lenzie Moss and Waterside Park, Cadder and Campsie Cemetery  for Greenspace & Streetscene; Major Assets projects at Westerton Park and Lennoxtown High Park; Assets team’s projects in schools, leisure centres, depot and operational sites; Land, Planning & Development with finishing works at Regent Gardens, clock uplift and removal at Milngavie Precinct; Estates with many projects across council sites and supporting HSCP and NHS colleagues for room layout changes at KHCC.  The reviews are followed by on-site visits.

The Health and Safety Manager was responsible for creating and presenting the quarterly report for the 2nd Tier Health and Safety Committee. This report included an analysis of incident statistics and leading safety indicators for both the Corporate and Education sectors.  Additionally, the advisors attended the 3rd Tier H&S meetings to offer guidance and assistance to Service Managers in various areas such as Waste, Fleet, Facilities Management, Estates, Assets, Roads & Environment. The team also provided a review of the progress made in updating risk assessments and methods statements specifically for Streetscene and Greenspace.

Work In Progress gas audits have been taking place with our Property Maintenance gas engineers working in capital works and void properties to support our gas safety management system.  All audits undertaken were satisfactory.

Throughout the month of February, the Fire Safety team diligently conducted fire risk assessments in accordance with the predetermined schedule.  They visited the Allander Resource Centre and Major Assets projects to provide site visits and valuable feedback.  Additionally, the team made several visits to educational establishments to address any fire safety concerns and offer expert advice.

• Achieved 100% compliance for Gas Servicing with focus on this continuing going forward.
• Improved void performance from previous month with 87% of properties returned within target timescales
• Kitchen, Bathroom, Central Heating and Roofing upgrade programmes ongoing with positive feedback being received from tenants across all contracts.
• Continue to monitor and improve void turnaround times with a view to maintaining and exceeding performance target.
• Assess and improve functionality of Total Mobile and the integration with Servitor to enable a more streamlined and efficient service.  Continue to monitor and increase levels of performance in non-emergency reactive repairs.
• 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.
• Continue to carry out the installation of Smoke & Heat alarms for tenants and residents in East Dunbartonshire.
• Progress decoration works across school estate.
• 100% of Operational Assets requiring a Gas Safety check within the year’s anniversary of the previous check are completed.
• Schedule in the upcoming Gas Safety Checks, which are required during March and April 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.
• Continue to promote reporting of health and safety incidents throughout the council and programme health and safety inspections of council workplaces.

Environmental Health, Trading Standards and Community Safety Teams

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 the course of February 2024, the service continued to engage in the local Co-Production arrangement with Police Scotland. This resulted in a significant amount of joint work and coordinated activity to protect local communities across the East Dunbartonshire area. The service also continued to develop intelligence led approaches for all areas of work in order 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 in order to protect the community from hazards in the environment and to regulate and facilitate the growth of responsible businesses. The service continues to be in very high demand from the public in response to environmental health complaints and enquiries.  Officers are also engaged in proactive inspections of local food businesses and continue to be in receipt of many planning application consultations from an environmental health viewpoint. 

The Trading Standards 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. Activity in February included promotion of the East Dunbartonshire Trusted Trader Scheme, installation of call-blocking units in the homes of vulnerable residents, co-production investigations into rogue traders and management of day-to-day casework.  Licensing Advisors provided support and representation to the Licencing Board.  The Licensing Advisers and Trading Standards Officers in the team also continued to deliver a wide range of reactive work and project activity at a range of business premises across the area including age restricted product test purchasing.

The Community Safety Team continued to deliver a broad range of front-line work for the benefit of local communities during the course of 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 have also been developing further links within the local communities they serve, getting involved in a number of initiatives and events that have been taking place across the Council area.

The team continue to deliver the resettlement agenda, supporting individuals and families to successful integration and empowerment of displaced individuals, by providing a tailored case management approach.

Using a community learning and development approach, the team continue to connect, engage, and involve communities in decision-making processes, particularly those affected by inequalities, to ensure their voices are heard and needs met.

Assessment of Round 2 of the 2023/24 Community Grants Scheme is taking place and will be considered by the Grants Advisory Committee in February and then ultimately by Community Planning Partnership Board in March.   Interest from communities in the grants is high with support being provided by the team and partners on capacity building and guidance on application completion.   Community groups are encouraged to look beyond local funding as per the Funder Fair of November and Funder Workshops and events which continue to be provided, with another Fair in the planning for May 2024.

Through the targeted work within our Locality areas, the team continue to promote lifelong learning, skills development, and community empowerment.  This includes the delivery of Pockets, Places, and Prosperity programme within our Locality areas.

The team remain steadfast in promoting equality, diversity and inclusion and actively collaborating with local organisations to plan and deliver initiatives targeting discrimination. Particular progress in the Gaelic Language Plan consultation – with good participation rates from gaelic and non gaelic speaking communities. The outcomes of this will be reported to Committee in March. Work also progressing for the British Sign Language Plan, working alongside interested communities which will also go to Committee in March in draft before consultation phase.

The team have been working diligently to ensure the smooth delivery of the vaccination programmes to our community.  With the experience gained from previous winter programmes, we had developed comprehensive plans to ensure the safe and efficient delivery of the winter vaccination programme. Across February then Merkland Primary School was being used alongside Milngavie Town Hall for vaccination roll out, 1 day per week at each site.   Our focus remains on protecting the health and wellbeing of our communities.

Housing manages 3833 social rented properties; 3774 of these are mainstream accommodation and 60 are used for Homeless Temporary Accommodation.  The service also manages 61 Lead Tenancies which are rented from either private landlords (40) or Housing Associations (21), to assist with accommodating homeless households.

At present, the Housing list for East Dunbartonshire has 2657 applications - made up of the following:

General Waiting list 1923 applicants waiting (31 currently on offer)
(Applicants who have somewhere to stay i.e., they are owner occupiers, a tenant of a private let, stay care of family etc. This queue allows the applicant to choose which area, house type etc they would like to move to).

Transfer waiting list 486 applicants (20 currently on offer)
(Council or Housing Association tenants who are looking to move to another Council or Housing Association property, either for a different size, or, for a different area. This queue allows the tenant to choose which area, house type etc. they would like to move to).

Priority waiting list 241 applicants (31 currently on offer)
(Homeless)
(Applicants who have no accommodation or will have nowhere to stay within the next 2 months. This queue does not allow the applicant to choose area or house type).

Priority waiting list 12 applicants (2 currently on offer)
(Urgent medical)
(Applicants who are unable to remain in their current home due to their medical condition. This queue allows the applicant to choose which area, house type etc. they would like to move to).

Within the last month, 11 properties have been let or re-let;80 mainstream, 2 HRH-HRA (temp accommodation changed to mainstream) and 1 buyback (bought from open market)

All 11 were general need properties.

They were let to the following queues:

• 7 were let to applicants on the transfer queue.
• 2 were let to applicants on the general waiting list queue.
• 2 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 in order 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 in order 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.
• An Internal Audit on part of the Environmental Health service commenced in late February looking at air quality, contaminated land, statutory nuisances and communicable diseases.
• Air Quality funding applications were finalised for submission to the Scottish Government to improve and maintain local air quality monitoring.
• Unusually high numbers of service requests were allocated to officers in Environmental Health during the reporting period demonstrating a very high volume of service demand.  
• A consultation on proposed regulations to restrict promotions of food and drink high in fat, sugar or salt was received and is being given consideration.
• Continued delivery of targeted patrols within our local communities aimed at tackling an increase in reports of low-level incivilities (particularly dog fouling and littering). 
• Completion of the Junior Warden Scheme at Craigdhu Primary School by 38 Primary 6 and 7 pupils. The Scheme promotes good citizenship, with the achievements of the children being recognised through the Dynamic Youth Awards Programme. 
• Delivery of interventions and appropriate outcomes for a number of young persons referred to the Early & Effective Intervention Group which is coordinated and chaired by the Community Safety Team.
• Community Wardens continue to attend local surgeries and community run events.  These events provide residents and members of the public the opportunity to speak directly (in confidence) with members of the Community Safety Team to report concerns, issues that they may be experiencing in their communities. 
• Continued to assist colleagues in Traffic & Transport and Police Scotland with the delivery of the Traffic Free School pilot which commenced in a number of our primary schools in November.
• Trading Standards enforcement activity in response to intel around sales of nicotine vapour products to under 18s, resulting in the removal of a significant quantity of non-compliant product from the marketplace. 
• Delivery of a range of project and reactive work by the TS team throughout the reporting period in order 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 targeted work by the Licensing Advisers in the TS Team to assess local compliance with licensing conditions.

Community Planning and Partnerships Team

• Managing the corporate equalities agenda with focus on Violence Against Women, the Gaelic Language Plan and British Sign Language Plan to ensure compliance with legislative requirements.
• Continuation of support to community groups and organisations through the planned Funder Ready Workshops and Funder Fair work. Building capacity and ensuring groups are able to take advantage of all funding opportunities available for them.
• The team are actively engaged in collaboration with stakeholders and partners to deliver priorities of our Locality area communities.
• Community Grant Scheme is open Round 2 of 2023/24 with high interest from communities in applying.
• Promotion of the Winter Connections Programme with the assessment panel meeting weekly to assess applications and award as appropriate of up to £1,500.
• Delivery of Pockets, Places and Prosperity programmes in Auchinairn, Hillhead and Harestanes.
• In collaboration with children and young people integrating into our communities, planned an engaging, interactive focus session to ensure the voice of “new scots” children and young people voices are heard.
• Continue to support Empowered to create an interactive and engaging 16 Days of Action campaign to raise awareness of domestic abuse, enabling increased understanding of how to report and where individuals can access support.
• The vaccination venue of Merkland School in Kirkintilloch is operating well. Milngavie Town Hall also continues to be used for vaccination programmes.
• Working with NHS GGC Board, on arrangements to deliver end of the winter vaccination programme which offers COVID booster and Flu to eligible individuals.

Housing Operations – Estates

Key Achievement

• 12 new anti-social cases received.
• 26 open anti-social cases resolved.
• 14 nominations sent to Registered Social Landlords to be considered for allocation to their stock.
• Percentage of tenancy sustainment was 100%.
• Percentage of tenancies refused was 21%. This is a decrease from 28% in January.
• Monthly Housing Liaison meeting attended to discuss cases with Social Work, Antisocial Team and Police Scotland.
• Monthly meeting with Police Scotland and Community Safety to discuss more serious anti-social cases.
• Monthly attendance at MARAC meeting with other agencies.
• involvement in supporting the new IHMS as commitment/resources/time is increasing due to ‘go live’ date getting closer.
• Home Fire safety referrals – review of procedures with Scottish Fire and Rescue Service
• Monthly attendance at CPC MISE group (Child protection)

Areas of focus

• Void rent loss has Increased, joint working with the void and rewire/asbestos teams continues.
• Identify training needs and hold quarterly sessions for reviewing policies and procedures with teams.
• Involvement in ASP (Adult Protection) Inspection.
• Attendance at East Dunbartonshire Safe and Together steering group
• Monthly budget meetings with HRA accountant

Homelessness & Prevention Team

Key Achievements

• Demand for temp high
  • 44 households on waiting list for temp
  • 12 identified for temp
• Delays with temporary accommodation turnovers
  • Restocks taking up to 14 days (prev 1-2 days) due to change in provider
  • Delays due to interim approval procedures in place (iproc shut down and new fusion implementation)
  • Changes to patches to be implemented March 2024
• Homelessness numbers are high – 233 on the homelessness list
  •  210 awaiting offer of settled accommodation and 23 under offer
  • 1 of the 210 awaiting offer has been waiting longer than 3 years (RRTP Breach)
  • Waiting times have increased due to void timescales
• Homelessness numbers continue to increase
  • 31 homeless applications taken
    • 1 from outwith the area
  • 14 calls to the Homelessness Out of hours service

Communications & Engagement

Key areas of focus in February for the Communications & Engagement Team included the official opening of the Allander Leisure Centre, content migration to the new EDLC website and supporting World Gaelic Week.

Media relations activity increased this month with 14 media releases issued (8 in January), 3 photocalls (two in January) and 25 media enquiries (28 in January) received over the month.

All releases are on the Council website news section and the local coverage achieved equated to an equivalent advertising value of £7,344 (£3,360 in January).

Social media posts continued to generate good interaction across a range of themes while we continued to grow our followers on all four channels. The top three posts on Facebook in February were upgrades to Barloch Moor, Canniesburn Toll diversion reminder and extension of Canniesburn Toll roadworks.

The top three Twitter posts also included both Canniesburn Toll updates as well as the results of the Scottish Youth Parliament.

The most watched video on YouTube and Facebook was our Early Years recruitment video featuring a member of staff.

In February 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. The team also continues to ensure the Council has adequate insurance arrangements in place, acting as a point of escalation in regards to any claims made. All business-as-usual work was completed within agreed timescales.

Throughout February the Customer Services team continued to focus on several areas and priorities.  The call response key target of key target of 3 minutes was achieved in February with an average time to answer of 1 min 27secs for the month. Following the temporary closure of Bearsden Hub for essential repairs, Milngavie Enterprise Centre was identified as an interim location for face-to-face Customer and Registration services, which are now available by appointment two afternoons per week.

The Emergency Response Centre team continue to provide support for the analogue to digital transition programme, ensuring appointments are made to replace service user’s analogue alarms and undertaking device testing as required. The team make steady progress through the technical and data requirements in preparation for migration to the new digital call handling system.

The preferred supplier has been appointed to replace the Town Centre CCTV system. New cameras and control room monitoring equipment will enable greatly improved monitoring and downloading functionality, contributing to safer communities.

In February, the team has continued to provide support for employees and managers on HR policy and guidance notes, with support on Employee Relations case work. Payroll has processed all payruns within timescales and completed statutory reports and preparation for the SPPA annual pension return.

In addition to delivering training sessions this month, People Development again continued to support the Council’s Moodle e-learning platform including configuration of programs/courses, dynamic rules, system testing, user configuration & reporting. The Job Evaluation team has worked with services to carry out a number of JE interviews and reviews of role profiles throughout the month. 

Communications & Engagement

• Supported the launch of the A807 Active Corridor consultation including letter writing, survey creation, webpage, social media, press release and design services.
• Promoted positive inspection reports relating to Fostering service and Oxgang Primary school with press releases and social media.
• Delivered communications for the official opening of the Allander Leisure Centre including event co-ordination, press release, photography, design, social media and attendance.
• Supported World Gaelic Week with the creation of videos, social media and school activities.
• Delivered communications to promote Council Tax decision and Housing Revenue and Capital Budgets including press releases, social media, webpage updates and media enquiries.
• Began the manual content migration to the new EDLC website and implementation of a new site map.

Corporate Performance

• Benchmarking and research activity remained ongoing to assist with 2024/25 budget setting.
• Continued assistance was provided to the Business & Digital change team in relation to the rollout of Oracle Fusion.
• Preparation continued for the Councils annual insurance renewal.
• Analysis was undertaken to align with publication of Local Government Benchmarking Framework Data for 2022/23.
• Work progressed with Communications and Engagement to finalise Public Performance Reporting YouTube videos ahead of Statutory deadline.

Customer Services

• Interim Customer and Registration Services arrangements now in place from Milngavie Enterprise Centre, offering customers appointments on two afternoons per week
• Preferred supplier awarded the contract to upgrade town centre CCTV system
• The ERC provides ongoing support for the programme to replace analogue alarms ensuring a seamless transition to the new digital service for community alarm customers
• Training and refresher training continues for the team ensuring all have the required skills and knowledge to provide an excellent standard of service to customers

Human Resources & Organisational Development

• Working with Legal Services and frontline services, provided Fair Work First evidence base in support of Scottish Government Grant Funding.
• Promotion of Health and Wellbeing Campaigns.
• Payroll Services have supported External Auditors, and commenced preparatory work ahead of year end.
• In conjunction with colleagues in IT & Business Digital, implementation of software update and testing of Itrent, the HR/Payroll system.
• The People Development team delivered sessions across topics including SMART Working, EDC Policy and Leadership topics, Moving and Handling.
• Supporting Oracle implementation, delivery & facilitation of Oracle Fusion training for the launch and roll out for Accounts Receivable & Self Service Procurement.
• Continued facilitation of regulatory training for frontline services via approved providers.
• Across People Development facilitated learning, in total 366 delegates received training, across 10 topics, via 29 sessions in February 2024.
• Family Friendly and Flexible Working Policies developed and submitted to P&R Committee

** PERIOD 10 AMENDMENT **

In the Period 10 HGIOS Return it was reported that the digital usage figure had dropped significantly because of changes to the online PressReader service. Since then, PressReader have notified us that the figure they reported to us was inaccurate because of problems with their software. This has impacted many library services across the UK.

For period 10, we reported a digital usage figure of 31,550. The actual figure was 54,630. 
The actual report would then read as follows;

While visits in person were just short of target by 1%, digital footfall achieved just 73% of target in period 11.  This represents a significant decrease in digital access compared with previous periods, where 8 out of 10 periods reported significant over achievement and only two reported under achievement of 10% and 2%.   Although visits to the Museum pages of the EDLCT website saw an increase of 18% compared with P10, digital access was overall down. This is due to an issue with the new Collections catalogue URL, which had stopped working, resulting in the catalogue being inaccessible for a large part of the reporting period. This remains an issue, which is being addressed by ICT colleagues.

Direct Debit members up again this month to 3,183, an increase of 298 compared to December’s total of 2,885 and almost double compared to the same period last year when membership was only 1,747.

Allander Leisure Centre

Football and Tennis have both been popular since the opening and have achieved significant income ahead of target. There have been further tweaks to the booking system to ensure a balance between clubs and casual 5 a side bookings.

Pickleball continues to increase in popularity with over 80 hours of bookings per week.
Allander Direct Debit Membership continues to grow with 6692 members. Overall usage during February was extremely high. The Centre now averaging 1,900 attendances per day, compared to approx. 900 in the opening weeks.
The weekly headcount during the February midterm break reached 13,910 attendances

Group Fitness Classes continue to thrive with over 9100 attendances within the 4-week period

Sports Development

Football Development

We are now working with 15 primary schools on a weekly basis, with St Matthews in Bishopbriggs our newest school. Our coaches are in from 9:00am – 4:00pm working across the full year groups. We currently reach more than 1600 children weekly.

Through our partnership with McDonald’s and the Scottish FA, we have once again offered our FREE Friday drop-in football sessions for 5 – 12 year olds at our three Leisure Centre sites.  The new Allander had its first session at the beginning of February with more than 70 children attending and more than 130 children across the 3 sites.
We recently completed an Introduction to small-sided games Player Pathway workshop for those new coaches taking their teams into the new Fun 4’s and Super 5’s games which kicked off on Saturday 24 February.

Club and Volunteer Development

Coach Education started off the year with two first aid courses with over 24 candidates attending the courses within KLC, these candidates were from local sports clubs.  Both courses had local coaches and volunteers allowing the clubs to work towards and/or achieve MOR accreditation.

Athlete Performance Programme

Our athletes engaged in this programme have been performing well with several recent medals in swimming, gymnastics and athletics, selection for squads in hockey and ice hockey, pro-youth contracts in football and movement through into the national pathway for athlete in netball.

• The Service made very good progress against priorities in the Business Improvement Plan (BIP) 2023-2026. Key achievements included:
• The Education Leadership Team completed all work in relation to the National Covid-19 Inquiry. Each sector (Early Years, Primary, Secondary and ASN) completed a comprehensive narrative to answer questions about the key issues and impacts that were experienced by children and young people, staff and families during the pandemic. Officers uploaded over 400 pieces of evidence to support this work.
• The Education Leadership Team consulted with stakeholders to continue to review and update key planning and performance documents:
  Education Vision and Values
  Education Business and Improvement Plan 2024 – 2027
  Education Service Plan 2024 – 2027
  Education Service Standards and Quality Report 2023/24
• The ASN Leadership Forum was attended by almost all senior leaders and officers in the Education Service. Officers from the ASN team launched the Child Inclusion Research into Curriculum Learning and Education (CIRCLE) model and set out an implementation plan for all sectors across the Education Service. The implementation plan includes comprehensive training for all senior leaders, teachers and practitioners.

• The Education Service will finalise planning and performance processes noted above. Reports will be shared with the Education Committee.
• The Scottish Attainment Challenge (SAC) lead officer will consult with stakeholders to finalise strategic planning for the SAC in 2024/25. Key tasks include setting up a Governance group and planning for the use of Strategic Equity Funding. Identified schools will participate in scoping work with the Scottish Government to draw out how pupil equity funding is contributing towards progress in narrowing the poverty-related attainment gap, with a view to sharing good practice across local authorities.

• The S6 pupil Alternative and Augmentative Communication working group led a multiagency communication workshop, involving 45 practitioners. All participants identified key areas of focus for improvement in supporting language and communication. Almost all participants rated the pupil’s knowledge and materials as good or excellent, with most participants confirming that the programme has improved their understanding of alternative and augmentative communication techniques. This workshop was attended by Education Scotland as an example of sector leading practice.
• The Chief Education Officer and Quality Improvement Managers for Primary and Secondary collaborated with the Education Scotland Head of Scrutiny to analyse all local authority data (demographic, attainment and participation). Key strengths were noted, including continued high levels of attainment and excellent success in positive destinations. Areas of focus for future development were discussed, resulting in agreement for Education Scotland to provide professional learning for senior leaders on inspection findings and the role of Guidance teaches in raising attainment. Education Scotland will further explore leadership strategy and approaches to monitoring and tracking more able pupils.
• The Strategic Equity Funding (SEF) Lead Officer continues to make very good progress in delivering outcomes in the 3-year Scottish Attainment Challenge (SAC) plan. In consultation with senior leaders and officers, an electronic tracking tool was created for all primary schools.  Senior leaders, teachers and practitioners can use the tool to analyse and use attainment data to improve outcomes for children and young people. The tool is presented in accessible worksheets and dynamic charts that include slicers to enable users to filter data and information. The tool includes data over time, dating back 6 years, for reading, writing, listening & talking and numeracy. Data can be disaggregated by year, stage, gender, Scottish Index of Multiple Deprivation (SIMD) data by quintile and individual pupil level. The SEF Lead Officer presented and overview at a recent Head Teacher meeting and produced a user guide for schools. The tool is currently being rolled out to all primary schools. A key area of focus, in line with the 3-year SAC plan, will be to create a Data Strategy for the Education Service.
• Health and Wellbeing champions from all sectors attended a session to share practice in small tests of change taking place in their settings. There were also speakers from Lifelink,  Supporting Families and The Health Improvement Team, who shared information about the services they can offer to support families . The Champions continue to share practice through the termly Health and Wellbeing Sway newsletter in partnership with health colleagues. The newsletter shares practice from across education establishments and provides information on professional learning from health and education.
• Nurture: 30 Nurture and Wellbeing practitioners from the Primary and Secondary sectors, including the Secondary Wellbeing Support Service, came together for an Inservice day to align the wellbeing journey for young people from primary to secondary school. All participants agreed that the aims of the session had been achieved, including the key aim of working towards aligning nurture from primary to secondary schools
  To promote understanding of nurture and wellbeing across primary and secondary schools
  To provide opportunities to share practice and ideas
  To work towards aligning the journey from primary to secondary schools
  Next steps and challenges were highlighted, which will be included in the end of session Nurture Evaluation report and shared with the Education Committee.

• The S6 pupil Alternative and Augmentative Communication working group led a multiagency communication workshop, involving 45 practitioners. All participants identified key areas of focus for improvement in supporting language and communication. Almost all participants rated the pupil’s knowledge and materials as good or excellent, with most participants confirming that the programme has improved their understanding of alternative and augmentative communication techniques. This workshop was attended by Education Scotland as an example of sector leading practice.
• The Chief Education Officer and Quality Improvement Managers for Primary and Secondary collaborated with the Education Scotland Head of Scrutiny to analyse all local authority data (demographic, attainment and participation). Key strengths were noted, including continued high levels of attainment and excellent success in positive destinations. Areas of focus for future development were discussed, resulting in agreement for Education Scotland to provide professional learning for senior leaders on inspection findings and the role of Guidance teaches in raising attainment. Education Scotland will further explore leadership strategy and approaches to monitoring and tracking more able pupils.
• The Strategic Equity Funding (SEF) Lead Officer continues to make very good progress in delivering outcomes in the 3-year Scottish Attainment Challenge (SAC) plan. In consultation with senior leaders and officers, an electronic tracking tool was created for all primary schools.  Senior leaders, teachers and practitioners can use the tool to analyse and use attainment data to improve outcomes for children and young people. The tool is presented in accessible worksheets and dynamic charts that include slicers to enable users to filter data and information. The tool includes data over time, dating back 6 years, for reading, writing, listening & talking and numeracy. Data can be disaggregated by year, stage, gender, Scottish Index of Multiple Deprivation (SIMD) data by quintile and individual pupil level. The SEF Lead Officer presented and overview at a recent Head Teacher meeting and produced a user guide for schools. The tool is currently being rolled out to all primary schools. A key area of focus, in line with the 3-year SAC plan, will be to create a Data Strategy for the Education Service.
• Health and Wellbeing champions from all sectors attended a session to share practice in small tests of change taking place in their settings. There were also speakers from Lifelink,  Supporting Families and The Health Improvement Team, who shared information about the services they can offer to support families . The Champions continue to share practice through the termly Health and Wellbeing Sway newsletter in partnership with health colleagues. The newsletter shares practice from across education establishments and provides information on professional learning from health and education.
• Nurture: 30 Nurture and Wellbeing practitioners from the Primary and Secondary sectors, including the Secondary Wellbeing Support Service, came together for an Inservice day to align the wellbeing journey for young people from primary to secondary school. All participants agreed that the aims of the session had been achieved, including the key aim of working towards aligning nurture from primary to secondary schools
  To promote understanding of nurture and wellbeing across primary and secondary schools
  To provide opportunities to share practice and ideas
  To work towards aligning the journey from primary to secondary schools
  Next steps and challenges were highlighted, which will be included in the end of session Nurture Evaluation report and shared with the Education Committee.

School Achievements and Awards

• Young people in Bearden Academy continue to benefit from opportunities for wider participation and achievement. Recent highlights include winning best company report award at the Dunbartonshire regional finals for Developing the Young Workforce; participation of S1 and S2 pupils in the National Reading Champions quiz; young people progressing to the semi finals of the Donald Dewer Debate competition; and young people enjoying the opportunity to dance in the Pineapple Dance Studios, London.
• Lenzie Academy received the Level 1 Vision Schools Award renewal at an awards ceremony held in Dynamic Earth in Edinburgh. S6 Ethics Ambassadors attended to receive the award in recognition of excellence in Holocaust Education.
• An inaugural Celebration of Cultural Heritage week was celebrated at Lenzie Academy.  The school community participated in a wide range of activities, including food tasting, music and dance from around the world.  
• Westerton Primary School achieved a Green flag award in recognition of their pupil led approach to learning for sustainability.
• The Millersneuk Primary School Senior Choir (P6 and P7) won first place in the Wood Memorial Trophy at the Glasgow Concert Hall, achieving a first class award. They received excellent feedback on their overall performance.

Skills for Life, Learning and Work

Positive Post School Destination Event – Woodland View School

• The Youth Development Worker aligned with Woodland View School, in partnership with school staff, hosted a Positive Post School Destination event in Woodland View. Thirty-five employers, further education providers and community partners that serve East Dunbartonshire attended the event. The aim of the event was to showcase the career pathways on offer, inspire young people to think about their future career options and provide vital information to parent/carers. Feedback was positive from young people, parents/carers and partners who attended, with partners stating it was a really useful networking opportunity.

West Partnership Youth Ambassador Programme 2024

• The Youth work team supported East Dunbartonshire’s 2 new West Partnership Youth Ambassadors (WPYA) to participate in the WP Ambassador Programme. The new cohort of WPYA met for the first time in person at East Renfrewshire Youth Services base for a regional training day. The WPYA got the opportunity to meet with other young people across the west of Scotland to find out and discuss what youth voice looks like in different areas. The WPYA took part in skills development workshops and these workshops supported the WPYA to decide what research they will carry out in East Dunbartonshire and how they will consult other young people. The young people who took part from East Dunbartonshire felt inspired and motivated after the event.

School Planning and Improvement

• Planning for the replacement build Balmuildy Primary continues to make good progress. Ground and enablement works for the tandem build site are scheduled to start during the summer break.
• Bearsden Primary and Milngavie Primary Refurbishments and New Build Westerton Primary: Following on from the Council meeting of December 2023, additional information is required in relation to these projects. The Executive Officer for Assets & Facilities will submit a Report to Council on 26th March regarding these projects and updates will be included in future reports.
• Planning for the replacement build Lenzie Academy continues to make good progress. Consultations with the Head Teacher and Senior Leadership Team continue to review the proposed site, building design and landscaping. A key area of focus will be to draft and distribute a statutory consultation document for all key stakeholders.
• The Secondary Wellbeing Support Service (SWSS) relocation process awaits a decision from the Planning Board. This should be received by the end of March 2024. Updates will be included in future reports.
• The Council continues to carry out elementary works across the school estate. Examples of current work include the primary school painting programme, fire door replacement, flooring replacement and the planned installation of an accessible ramp at Wester Cleddens Primary during the summer break. Other scheduled works include flat roof replacement in three primary schools - Baldernock, Colquhoun Park and Wester Cleddens.

The month of February saw the Finance Team progressing work on systems for the Oracle Fusion General Ledger replacement as the system went live on 4 March 2024. 

Work is continuing on the budget process for 2024/25, alongside monitoring of the current position.

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.  Future Reports to Council will continue to provide updates on the programme the associated costs and any mitigations required.

The Internal Audit Team has been focussing on drafting the 2024/25 audit plan, and on completing the 14 audits for the Council and the HSCP that are underway for the 2023/24 audit plan.   The draft audit plan for 2024/25 includes consideration of the use of data in audits and the internal audit team are also progressing the associated actions, including utilising data where appropriate in audits.

As work on the current year plan progresses towards completion, work recently completed includes School Transport, Interim Care Home Funding and a Dampness and Mould audits.  The audits nearing completion are Social Work Payments, Allpay consultancy work and Self Directed Support - Transitions. 

The team have also responded to requests from management for consultancy work 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. 

School registration applications opened in November 2023 and, as expected, this has resulted in an increase in the number of referrals received and applications requiring vetting.  The majority of applications identified  as potentially fraudulent have been investigated and it is anticipated the remaining cases will be finalised by the end of April 2024.      

Work has continued on the National Fraud Initiative (NFI) data matches, which were released in early 2023, with this work nearing completion.  Further data matches were released in late 2023 by the Cabinet Office, who administer the NFI exercise.  Sifting and the investigation of these matches is ongoing, and it is anticipated that this will be completed around Autumn 2024. 

Recent meetings with the Department for Work and Pensions (DWP) has resulted in an increase in the number of cases that are being worked on jointly,  where these cases relate to areas of Council and DWP responsibilities such as Council Tax Reduction and Housing Benefit. 

The Corporate Fraud team is also pursuing the development of in-house anti-fraud and bribery training materials.  Two other Councils have shared their Counter Fraud training materials, and these will be utilised as a starting point.  A Whistleblowing training package is also being developed and it is anticipated that this will be delivered by April 2024.

The Revenues and Benefits team have continued to progress Council Tax and Benefits services and administration of the Scottish Welfare Fund.  The team were focussed on annual billing for February.  The team carried out a full test run including all uprating, preparing the test bed.  After a successful test, annual billing was carried out the last week in February.  Council Tax bills are due to doorstep from 7th March onwards.

The Council Tax Collection Rate at 94.98% is marginally ahead of expectations (94.94%), a reversal of previous months where the collection rate has been slightly behind target.  The expectations for collection rates for each month of 2023/24 was built using prior years’ experience; however, more people are choosing to pay their Council tax over 12 rather than 10 months, which is changing the collection profile throughout the year.  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 processed the deferred Early Year Centre (EYC) applications and outcomes sent to parents for funded providers and our two centres (Meadowburn Gaelic and Craighead EYC).   The General Team started the preparatory work for Care of Gardens 2024.  The Letting Team have been updating customers that use Bearsden Hall of the continued closure.  The Homecare Team continue to support a new initiative from the Planning & Commissioning Team processing variations in addition to their normal workload.

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 almost 1,800 tickets in February and dealt with over 400 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.

Housing Operations, Rents continues to prioritise the maximisation of rental income and assist and support tenants who are engaging and may be struggling to meet their rent liability.  Pre-tenancy contact with applicants who have recently accepted an offer remains a successful resource in preparing payment plans and rent affordability before tenancy sign up. The Rents Team commitment to reducing active rent arrears has seen a decrease of £162,840 on same period as last year (week 48).

The Tenant Participation Team is providing direct ongoing support to active Tenants and Residents Associations

During February 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.

Finance

• The Oracle Fusion General Ledger system replacement is continuing to be progressed, with Workstream Leads across Finance and Corporate Procurement liaising with the external implementation partners who are supporting the project.  The revised go-live date has been confirmed as February 2024.
• 2024/25 budget preparation is ongoing for General Revenue and General Services Capital.
• The team continues to respond to external audit queries on the Council and Mugdock accounts  as the external auditors continue their work. 
• Work has started on two of our major external returns, the Local Financial Returns for the Scottish Government and the Whole of Government Accounts for the UK Government.
• Staff development is a key focus and given a challenging external recruitment market, the service is aiming to upskill existing staff where possible.  The Council has successfully renewed its position as an ACCA accredited employer.
• 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.
• Period 8 Revenue monitoring is complete with period 10 monitoring currently being worked on
• Year end timetables are being reviewed in preparation for year end.

Internal Audit

• The team continues towards completion of the 2023/24 Internal Audit Plan, with work focussing on a range of Council and HSCP services.
• 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.  This has included advice in relation to new systems being implemented on request by management.
• The 2024/25 internal audit plan has been drafted and will be presented to the Audit and Risk Management Committee in March 2024.  For the first time this includes the outlining of the team’s approach to, and use of, data.

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 National Fraud Initiative. 
• 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.

Revenues and Benefits

• In the month of February, the team issued:
  • • 2,400 Council Tax bills, 1,000 reminders, and 2,200 Benefits notifications
    • 400 Non-Domestic Rates bills and 150 reminders.
    • Almost 900 crisis grants and community care grant applications were received.
    • The team received and dealt with almost 1,900 documents for Council Tax queries and reduction and over 1100 for benefits. In addition, the team received 2800 ATLAS notifications from DWP.
    • The team dealt with 2,400 telephone enquiries 

ICT Services

• ICT Services are working closely with the Business and Digital Change Team to implement M365. This included:
  • Completion of the migration of all corporate devices to Intune and decommissioning the previous Mobile Device Management solution. 
• The Infrastructure Team:
  • Completed the SD-WAN upgrades for all Council sites by upgrading the final Data Centre circuit.
  • Completed the Education switch replacement by upgrading the switches at Lenzie Academy.  This will allow the deployment of improved wireless access points at all schools to provide better access.
  • Progressed the upgradde of key Network Systems to ensure continued compliance with
• ICT Security have:
  • Coordinated work on remediating issues for the PSN assessment.
  • Worked with Business and Digital Change Team to develop collaboration between the Council and NHS/ Local Government partners

Shared Services

• The Residential Team added over 130 service agreements to CareFirst for clients moving into care homes or for supported living services within their own homes. 
• The Homecare Team added over 300 service agreements to CareFirst for clients receiving a homecare service or a direct payment.  The team are supporting the Planning & Commissioning Team by processing variations from a new initiative.
• The Direct Payment Audit Team - 22 direct payment audits finalised for clients receiving self-direct support (19 standard and 3 final).
• The Transport Team sent information to Education and Social Work Services to gather requirements for the first tender round.
• The EMA Team continues to follow up with pupils for information to complete their applications.
• The Care of Gardens Team updated all documentation with the agreed price increase, arranged for garden measurements where required and set up new customers on the appropriate systems.
• The Letting Team began the process of looking for alternative venues for Bearsden Hall customers who are currently relocated to schools which are not open over the summer holidays.

Housing Rent Arrears

• 16 tenants assisted and successfully awarded payment from Hardship Fund.
• Active Tenant Rent Arrears are showing on system as £1,192,935. However, due to a processing issue there are currently payments totalling £62,034 still to be applied to rent accounts, which is being addressed as a priority.  Taking this into account, active arrears are then £1,130,90, which is £162,840 less than this time last year (week 48).
• The Rents Team continue to support the change team with the development of the IHMS (NEC).
• 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 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.
• Underlying Active Tenant Rent Arrears were £1,130,901.
• Former Tenant Arrears are £765,839 with the team continuing to work on former rent arrears to bring this figure down.

Business & Digital Change

• Our new Finance and Procurement system, Oracle Fusion, was successfully launched as planned.  The project will modernise the Council’s Finance and Procurement functions allowing for better management reporting and quicker processing.
• Work continues on our Analogue to Digital transition.  Our digital test environment has been set-up, and the team are testing with new referrals and digital alarm responses, as well as testing the new features of the software.  The transition is due to be deployed in summer 2024.
• An initial survey has been completed at one of our sheltered housing complexes with a view to update and upgrade the provision of telecare for some of our most vulnerable residents. This work continues in tandem with the transition of analogue to digital alarms.
• Migration of content to our new EDC website is progressing well and the team will begin to migrate content to the Health & Social Care Partership (HSCP) website following completion of the EDC site.  The development of the East Dunbartonshire Leisure & Culture Trust (EDLC) site is almost complete and is due to be launched in March 2024.
• The IHMS project is coming up to a critical time with user acceptance testing just round the corner.  The project team has been working hard in collaboration with our contractor and housing developing test plans in preparation for the upcoming testing.  Reports development has made significant progress and is currently on track for completion in line with the project plan.  The Project team continue to work through the list of outstanding items with support from NEC, our contractor.
• Work is underway to develop an internal SharePoint Governance paper which sets out the roles and responsibilities required to maintain.  The Project Team have continued to support pilot services post migration and are preparing the plan for future roll out.
• A cross collaboration solution is due to launch in March following conclusion of successful testing, which will enable Council & HSPC colleagues to collaborate on work digitally.
• IBM Connections Communities Test migrations to Sharepoint have been successfully completed in preparation for migration and archiving of all IBM Communities to the new SharePoint platform.
• Implementation has been completed for a new interim Desk/Resource booking solution based upon an adaptation of the Outlook Room Finder feature.
• Procurement of partner support services required to migrate the Council’s current Income Management system to a new Cloud solution has been completed. Work is anticipated to commence on the upgrade in March.
• The Council’s Election Management System has been upgraded in readiness for future elections.
• Initial data reconciliation work has continued for the delivery of the new Waste Modernisation system, this has included providing data in relation to all EDC’s waste collection routes.
• Initial discussions have begun for the implementation of the new SEEMiS Early Years platform, and early discussions have begun on the collection of Early Years Staff data for input into the new system
• Initial testing has been completed on the solution for emailing payslips to those employees at EDC who do not have access to an EDC networked device. Delivery of this functionality will allow employees to have secure electronic access to their pay information
• Historical records have been uploaded to the Cemeteries System and testing is ongoing within the service before records are migrated to the live environment.
• The requirements capture stage is ongoing for our Roads Management System (RMMS) work for the Flooding & Environment functions. Mobile devices have also been deployed to several operatives.
• Business cases and option appraisals are in development for kerbside gardens waste collections, social care direct payments, a new workflow management solution for Legal Services, the Facilities Management and the Quality Assurance teams and for Property Maintenance.

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 February 2024, the HSCP has performed above target on two of its identified performance indicators, with one indicator performing slightly below target. Work is ongoing on implementing the 2023-24 Annual Delivery Plan actions.

Key Achievements:

• Staff awards ceremony celebrating the excellent work being delivered across the HSCP.
• Launch of a drop-in cancer support café in Kirkintilloch.
• Publication of the annual Self Directed Support newsletter.
• Consultation on the Communications and Participation and Engagement Strategy (2024-29) launched.
• Recovery Focus booklet updated, providing information on local alcohol and drug statutory and third sector providers in East Dunbartonshire, including a summary of each service and contact details.
• Promotional activity in support of:
  • Power of Attorney and Future Care Planning introductory training
  • Volunteers for the Patient Carers and Service User group membership
  • Care Home Learning Forum for Nurses
  • Care Home Training Day
  • Best Start Foods eligibility
  • Power of Attorney awareness
  • East Dunbartonshire Compassionate Distress Response Service
  • East Dunbartonshire Alcohol & Drug Partnership Conversation Café
  • Consultation on Medication Assisted Treatment
  • Care Day, celebrating and connecting the care experienced community

Areas of Focus:

HSCP Wide:

• Development of a recruitment strategy for ED HSCP and wider Social Care workforce in East Dunbartonshire.
• Delivery of a range of measures to support staff wellbeing and support options.
• Implementation of actions set out in the HSCP Digital Strategy 2023-25.
• Implementation of the Carers Strategy to respond to the needs of carers, enabling them to continue their caring role and enjoy a life of their own, as equal partners in care.
• Continue to pursue achievement of compliance with target timescales for adult protection cases.
• Review of the HSCP Strategic Plan 2022-25 and annual delivery plan development for 2024/25.

Children and Criminal Justice Services:

• Respond to the Children at Risk of Harm joint inspection outcomes.
• Supporting Unaccompanied Asylum Seeking Children to begin their recovery and live in safety in nurturing placements in East Dunbartonshire.
• Work to redress the balance of care by reviewing out of authority placements and continuing the Foster Carer recruitment campaign.
• Continue to develop as a Trauma Informed organisation.
• Update and implement new Child Protection Procedures.
• Ongoing implementation of Children’s House Project model, Year 3.
• Continue to develop tier 1 and tier 2 service for Children and young people with mental health challenges.

Adult Services:

• Work to support the joint inspection of our Adult Support and Protection services.
• Development of learning disability day services, including the Allander Resource Centre and community based support options.
• Implementation of the 2023/24 actions of the Social Support for Older People Strategy and associated commissioning delivery plan.
• Refresh of the HSCP Learning Disability Strategy.
• Delivery of Medically Assisted Treatment (MAT) Standards 6-10.
• Delivery of Self Directed Support training to Social Work and Health practitioners.
• Optimising opportunities for people to remain living at home, active and independent in their community, to support the ongoing shift in the balance of care away from residential or nursing care in a care home until it is essential to meet the outcomes of the individual and/or to manage risk. 
• Provision of multi-disciplinary intensive support and assurance for all care homes and other registered care services across adult services in line with refreshed Scottish government guidance and direction.
• Development of a local action plan for 24/25 in response to the new National Strategy on Dementia.

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

• Following the conclusion of the formal early engagement as part of the Evidence Gathering process for Local Development Plan 3 (which ran from 27 November 2023 to 31 January 2024) officers have been analysing the responses received. Continuing targeted engagement has also been undertaken with Nature Scot (key agency) and a schools conference session hosted at Turnbull High was held on the and attended by six high schools, including 2 newly elected Members of Scottish Youth Parliament. Officers have also been preparing papers to update members through the Local Development Plan Working Party which will be held in March.
• Officers have been supporting the Development Applications team on a number of matters including the Cochno Road battery storage proposal and the planning application for tourist accommodation at Antermony Road.
• Officers have been working with the City Deal Team on finalising the draft Westerhill Masterplan Planning Guidance document to allow further public consultation. In particular, the team has been assisting with regards to key requirements and developer contributions for the development parcels within the masterplan area, and biodiversity enhancements.
• The team has also been discussing and promoting the 20-minute neighbourhood concept, particularly with teams within the Health and Social Care Partnership.
• The Council’s response to the Scottish Government’s consultation on the Wellbeing and Sustainable Development Bill was submitted to the Scottish Government on 14 February 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.  Audit work on play facilities is continuing and surveyors are progressing with the assessment of play areas and facilities across East Dunbartonshire.
• Officers are currently liaising with the Council’s Procurement Service to commission consultants to undertake the Kelvin Valley feasibility study.  Work is also ongoing with the working group of key agencies and interested bodies, to help guide the development of the project.
• As a result of the Economic Development Policy Officer post in the team being vacant, there has been no recent progress in implementing the Circular Economy Strategy.

• Work on the Climate Action Plan is continuing. A Programme Plan has been prepared and the following sections of the CAP are being drafted: Context; Baseline; Net Zero Framework; the Policy, Strategy & Plan Directory; and a section for each of the eight themes to allow a Draft CAP to be taken to Council in 2024, prior to public consultation. The process to develop the Vision, Themes and Objectives has been shared with the consultants Ricardo for them to provide critical feedback through a Strategic Environmental Assessment Stage 1 Report.
• Further work on the non-domestic report on the Local Heat & Energy Efficiency Strategy (LHEES) was undertaken to continue to progress the Draft LHEES which will be brought to Council in 2024 prior to public consultation being carried out. Contractual negotiations with the consultants Ricardo are on-going.
• Further information has been shared wit the Energy Savings Trust for the Fleet Decarbonisation Report. Feedback was provided on their first draft of the report, and additional data was gathered on the Council’s grey fleet and milage which was shared with the EST to build on the analysis and to help to identify decarbonisation options for the Council.
• Delivery of the Community Carbon Literacy Training Programme has continued with 24 people having undergone accredited Community Carbon Literacy Training so far in 2024 in addition to 7 people who attended the online introductory session. Planning has commenced for the delivery of the next round of training with 108 more spaces being available in the next round. Feedback from the first delivery session has been collected and meetings are being held with Keep Scotland Beautiful to continuously improving the training.
• The team supported the completion of  the Environmental Sustainability Plan for the City Deal Team to include up-to-date legislation, ways to ensure that the development is compliant with the Council’s net zero targets, heat network opportunities, the need for a peatland management plan and habitats management plan and broader sustainability considerations.
• The development of the Council’s Active Travel Strategy is on hold due to the Transport Policy Officer leaving the Council in October 2023 and the post still being vacant.
• A spring Climate Action Plan Newsletter is being drafted for to outline a range of Council actions on sustainability related activities, including the CAP.

• GIS work has been reduced over the past few months awaiting the recruitment of a GIS Co-ordinator and GIS Technical Officer. The new Co-ordinator is due to take up his post in mid-April and this will enable a range of GIS work to be re-started. In the interim, work has been undertaken to support Education in assessing School Placement Requests and other priority workstreams have continued.  This has included provision of technical support to Community Protection and Development Applications to improve efficiency and ensure we are in line statutory guidance and regulations through IDOX, along with maintenance of the gazetteer and street naming and numbering.  
• The team have now completed the transition to ESRIs new experience builder platform. This allows apps to have increased functionality and customisation. The team have recreated a number of critical web pages and the links are now with Corporate Comms, to add to the EDC site.
• The team have finalised our analysis for the 20 minute neighbourhood project. This analysis has now been incorporated into new dashboards and story maps, to show how different areas in DC score. We have also worked with Policy to help branch the project out to other services, to get their input and add more datasets that we may have overlooked.
• The team have completed a number of address queries this month and have resolved all the issues for the residents.
• The team have developed a number of MS Access reports for teams such as Dev Apps, Community Protection and Environmental Health. This has been very helpful for their statutory reporting and has allowed the services to have more efficient workflows.

• The new IHMS implementation is well underway, with functional testing progressing in all modules. User Acceptance Testing (UAT) training has been delayed due to additional functional testing being required.
• Systems Officers are assisting with the data cleansing of the current Saffron IT system as well as Housing folders, to ensure a smooth transition when migrating to the new system, while also assisting with day-to-day processing of direct debits and the set-up of rent accounts.
• Performance Monitoring Officers are completing monthly performance statistics and continue to update Smartsheet with new dashboards and sheets for Officers to work from.
• Work is continuing on the Digital Telecare switch and the Project Board are ensuring the successful transition of analogue telecare to digital telecare throughout the sheltered complexes.
• The Housing Estates Adviser is working closely with the sheltered wardens and concierge to ensure a robust service is provided to tenants and residents.
• Research resource have commenced fieldwork to gather tenant’s views on the performance of Housing and Property Maintenance services. This will run from 26th February until end of March 2024 and contributes to the Annual Return on the Charter required by the Scottish Housing Regulator.

• 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.
• The Digital Development Grant has been launched and is fully subscribed based on available funding via the Shared Prosperity Fund (SPF). Applications are now being processed. The Green Business Support grant is now underway, again funded by SPF 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 to go live later in 2024
• Scottish Government Digital Boost funding is no longer be available. Local Authorities will be expected to provide this support with the exception of Webinars which will be picked up by Business Gateway National. The team are examining ways in which this type of ongoing support can be provide out with the current Digital Development Grant.
• The team liaising with interested businesses who may wish to input to present project proposals (which relate to business growth and innovation) for the Glasgow City Region Investment Zone (IZ). The IZis currently in development and seeking calls for applications outlining specific proposals from businesses across the region. In addition to individual IZ projects, it is expected single business sector which will be selected that can eligible for business support programmes under the IZ. The details of any regional IZ support programmes are still to be developed. The sector will be selected by the GCR following the completion of the project application process. More generally growth and inward investment enquiries are being support and coordinated the team, directly them primarily at masterplan locations (Kirkintilloch Gateway, and the emerging Westerhill masterplan area).

• The team continues with a range of work to ensure the delivery of the Council’s City Deal project, including the preparation of Outline Business Case (in-line with City Deal & HM Greenbook requirements) which are required to unlock the funding from the region.
• Work is ongoing on the Westerhill Masterplan which will be concluded over the coming months, and presented to Council for approval as planning guidance. A final stage of public consultation will be undertaken prior to the Masterplan becoming approved planning guidance. Work is ongoing on the Westerhill Development Road for which the preferred route option has been selected and presented to Council in December. 
• Work continues on the next stages of the design process for Bishopbriggs Town Centre and Bishopbriggs Park. A803 feasibility and options work progressing as part of Outline Business Case development.

• The project to improve Regent Gardens in Kirkintilloch Town Centre is on site, with practical completion at the end of March. The Campsie Memorial Hall project in Lennoxtown has funding has been secured from Regeneration Capital Grant Fund and work continues to develop the project with RIBA 3 design to take place following procurement of design team.
• 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 is ongoing with work about to commence on the development of technical designs. Progress to the construction phase will be subject to external funding decisions.
• The Milngavie BID was successful in re-ballot, and Kirkintilloch now has a BID. Work is underway to prepare the Operating Agreements for each BID.

• The construction phase of Canniesburn Toll Improvement Project is on site, and works are progressing. Detailed updates have been provided in a Technical Notes (February – Issue 21 and again in March – Issue 40). Links to both Technical Notes are provided below.

Technical Notes 2024, Issue 27 - Canniesburn Toll Improvement Project – Road Closures update | East Dunbartonshire Council 

and

Technical Notes 2024, Issue 40 - Canniesburn Toll Improvement Project – Road Closures update | East Dunbartonshire Council

• 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 Canal Street which is on site and is part of the John Muir Way and a key link onto the canal towpath. This project is expected to complete early April 2024. Traffic Free Schools pilot project went live in November 2023, with positive feedback provided so far.
• 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.

• During the reporting period the planning side of the team has determined 59 applications and validated 76 applications.
• The Building Standards team have received 89 building warrants and approved 108 applications. 
• The Enforcement Team opened 4 new cases
• The Development Applications team are currently preparing reports for the forthcoming Planning Board in March.
• The Team continues to work closely with the Councils Major Assets team and their appointed consultants to help deliver on locally important projects such as Early Years Centre, refurbishment of Milngavie and Bearsden Primary School, replacement primary school and new early years at Balmuildy Primary School and Outdoor Pursuits Centre at Twechar.
• Both Planning and Building Standards teams continue to offer support and informal advice to customers through our daily duty service Monday to Friday.

• Sustained performance achieved in validation performance
• Progress in completing the draft Westerhill Masterplan

Overview of Progress

Throughout February, the Democratic Services Teams continued to support the internal governance of the Council, in addition to certain regulatory functions. Since August and the return of the Council’s governance meetings, the Democratic Services Team has been continuing with the implementation the Council’s new committee management system, Modern.Gov. This work continued into February and the conclusion of a second cycle of meetings. The system is now used for writing committee reports, managing the diary, preparing, and issuing agendas and the publication of committee papers to the Council’s website. Work to roll the App out to Members will soon commence. In addition, work is underway 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.  

Whilst there is currently no date, there is likely to be a General Election during 2024. The Election Act 2022 introduced new measures which will apply for the first time at the next General Election. These include the introduction of voter ID and changes to postal votes and accessibility issues. The Team is planning for the election to ensure compliance with these changes and is looking at means of securing voter participation. A briefing for Members has taken place and further information will be issued over coming weeks.

In addition, 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.

Key Achievements / Areas of Focus

• Registration & Customer Services completed 92 birth and 79 death registrations in February. 13 marriages and 2 Civil Partnerships were also registered in this period.
• The Team provided administrative and other supports to the Civic Office.
• Continued development of the new committee administration system, which included support for report authors and the production and distribution of committee and board agendas.
• Democratic Services administered 1 Special Council meeting.
• Initial preparations for the anticipated General Election in 2024 continued during February. Voter ID, Voter Authority Certificates and Postal Votes Do’s & Don’ts were among the main topics of planning.
• Information Management received & processed 135 FOI/EIRs and 8 SARs (Subject Access Requests)

Overview of Progress

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 generally 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 February 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.

Key Achievements / Areas of Focus

• During February, the Team processed 3 contract award letters, 14 taxi licence applications, and 1 grant. All were granted within the required timescales except for one taxi application which was late due to an administrative error. Accordingly, it is not proposed to take any steps at this time other than to continue to monitor progress against the set PIs.
• The Team continued to provide support to the City Deal team with advice and support including reviewing first case of the Outline Business Case for the Glasgow City Region funding process and updating site access licences to reflect archaeological survey requirements and supporting ongoing discussions with landowners.
• Property and planning work included putting in place a five-year lease for a Health Care Clinic at 27 New Kirk Road in Bearsden and a section 75 agreement for developer financial contributions towards primary healthcare and route corridor in connection with development of a care home at Woodilee Road, Lenzie.
• Contracts concluded in this period included a grant agreement for Lennoxtown Artist in Residence, contracts awarded for a Climate Ready Green Infrastructure Project and an upgrade of the Council’s CCTV systems, and the purchase of pedestrian mowers and two 26 seat buses.
• 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 in relation to placing request appeals and advice to colleagues in HR. Other work has included interim hearings in the Court of Session and assisting Education with submitting a response to the Scottish Covid Inquiry’s request for information.

Overview of Progress

During February, 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 was heavily involved in data cleansing, Solution Design, Communication planning, Key User training meetings, Data Reconciliation and User Acceptance testing as part of the implementation of a replacement for the Oracle Financial system. This has placed a significant demand on the resources of the Team as it leads four of the six implementation workstreams. 

The Team also continuously works to manage and support the operational activity in terms of the buyers work centre, Iproc catalogue and supplier management and payment processing, and in February was focussed on delivering the increased demand from Services at the end of the calendar year whilst managing the ongoing implementation of the new Financial Management System.

Key Achievements / Areas of Focus

• 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, IHMS, Westerhill Development Road, school estate Professional Fees, Vehicle Purchases, 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 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 on Iproc.
• Planning for the 2024-2025 Annual Procurement Strategy to include alignments with Organisational Climate Action Planning, Circular Economy Strategy, Community Wealth Building & the City Region Community Wish List planning.
• Ongoing work on the review of Contract Standing Orders for alignment with Organisational changes, financial management and Procurement governance
• Managed the emergency order and payments protocol put in place during the system downtime for Fusion implementation
• Re-commenced usage of the Fusion Purchase Order system and payment processing
• 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
• Review of resourcing considerations to support Project workload and business as usual priorities.

Overview of Progress

During February, the Strategic Commissioning Team provided support to the commissioned market as service demand pressures, on-going workforce and recruitment issues and the cost-of-living crisis continued to challenge the sector. In addition, the team supported the HSCP to progress key strategic priorities and inform the budget setting process in relation to commissioned services.  

Key Achievements / Areas of Focus

• Progressed the start-up and development of a new service delivery model in response to the national resettlement programme for unaccompanied asylum-seeking children
• Continue to progress provider uplift requests upon receipt whilst taking account/ balancing budget pressures with provider sustainability 
• Responding daily to acute pressures and progressed plans to facilitate discharge back into the local community  
• Successfully planned / transitioned bespoke supported accommodation / living placements
• Facilitated a Provider Forum with the Care Home sector to discuss and consult on related business matters including preparation plans for the advent of the Health and Care (Staffing) (Scotland) Act 2019
• Progressed performance management returns for services commissioned via Scotland Excel’s Care and Support framework in line with agreed procedures
• Supported progression of key strategic priorities related to the Social Support Strategy for Older People

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 seven 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

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 and Finance. 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 vacancies for operational posts. The service is nearing the completion of the the winter maintenance period on both carriageways and footways with several actions instructed due to lower road surface temperatures. The Winter Maintenance period will cease on 28th March for Footways and 18th April for Carriageways. 

The 2023/24 capital programmes for carriageway, footway resurfacing programme and lighting projects are ongoing with road space booked and work programmed in as per the Roads Resurfacing Programme Technical Note which will be updated in April 2024 with the final position. The 2024/25 Roads Resurfacing Programme will be finalised and confirmed toward the end of April. Regrettably, the Streetlighting Team are working at a reduced capacity, so this is likely to affect the projected capital programme. If this is the case any outstanding projects will be carried forward into 2024/25.

The Roads Network Team Leader and Senior Roads Technician have finalising and shared the proposed 3 Year Resurfacing Programme following the network wide condition survey.

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 Service is now operating a full capacity following recent staff changes with several newer members of the team familiarising themselves with the Council area and taking forward individual projects including gateway features, replacement bridges, signalised junctions, and other important road safety features.

The three geographical based teams are preparing to commence their summer grounds maintenance programmes including grass cutting operations, herbicide treatment, care of Gardens service, play area inspections etc. The teams are concluding their Autumn/Winter maintenance programmes which include autumn leaf collection and shrub pruning etc. The teams are also undertaking street cleansing of all adopted council roads and pavements including litter collection, mechanical sweeping, and servicing of street litter bins. 

The team also continue to manage the Councils tree stock. 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. The team manages and performs 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 are also trying to complete their winter maintenance work and are moving into the spring/summer maintenance period. The team have been monitoring and planting shrubs around the recently installed fence at the quarry area to make it less accessible to unauthorised access by youths trying to swim in the quarry. 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. 

The Waste Team has continued the frontline service operations for the collection of over 400,000 assorted household bins over the month of February, 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 1984 tonnes of waste through this contract in February, 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.

Roads Network Operations Teams (including Street Lighting)

Roads Network Operations Teams (including Street Lighting)

Between 01/02/2024 and 29/02/2024, we have identified 366 defects in East Dunbartonshire Council carriageways and footways. We have completed 236 repairs on time (approx. 64.00 %). However, all high-risk repairs were completed on time.

Below chart compares our last three months performance:

Road’s capital carriageway and footway surfacing projects in January 2024:

Below table indicate the list of footway and carriageway capital resurfacing projects, committed in January 2024.

Winter Maintenance- February 2024:

East Dunbartonshire Council winter maintenance team completed 150 actions between 01/02/2024 and 29/02/2024 and approx. 210 tonne salt/ grit were used during this time. 

Please see below summary report of winter maintenance actions between 01/02/2024 and 29/02/2024.

Carriageways and footways Safety inspection:

Between 01/02/2024 and 29/02/2024, East Dunbartonshire Council has successfully completed scheduled safety inspections 

Roads Technical & Engineering Teams

Traffic

• The proposed traffic calming features for Menteith Avenue and Springfield Road, Bishopbriggs, have been approved after a recent TMAB and will be linked with the proposed works for the Climate Ready Park Project.
• Traffic signal repairs on Waterside Road, Milngavie Road and Auchenhowie all complete.
• Responding to Planning Applications.
• Early discussions on traffic signal upgrades at various sites
• Responding to Lining Requests and refreshing faded road markings
• Commenting on various licences i.e., street trader licences, public entertainment licences and occasional licences.
• TRO process for Disabled Bays out for advert stage until April 15th
• TRO for Birdston Road advert stage complete, Legal will report to Committee

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.
• Chaired local RAUC meeting on 6th March
• Adopted the former TJ House development.

Flooding and Drainage

• River Glazert Restoration Project, Lennoxtown – recommencing consultation in line with revised Planning guidance.
• Kelvin Tributaries River Restoration Project – Draft Statement of Requirements being finalised and will be passed to Procurement for appointment of consultant. Ongoing.
• Climate Ready Park – initial meetings with selected contractor underway.
• Chesters Rd – install new surface line and gullies - completed
• Balmore Rd – emergency works install new carrier system for flood defence and remove damaged pipework stated 25/3 for 3.5 weeks - ongoing
• Woodfield Ave, Bishopbriggs – cctv survey of carrier system in area 4 weeks - completed
• Drymen Rd, Bearsden – nightshift investigation of carrier system - completed
• Etive Ave, Bearsden – lining works on carrier system - ongoing
• Golf View, Bearden – survey carrier system and investigate - ongoing

Structures

• 2023/24 General and Principal inspections programme ongoing, near completion.
• Review & response to abnormal load requests.
• Capital programme for 2023/24 in progress.
• The Cottage Merkland leaning boundary wall, Waterside Rd, Kirkintilloch. Works commenced November. Wall rebuild near completion. Reinstatement works to be complete by end of March.
• Tower burn Torrance, repairs to footbridge and general tidy up complete.
• Bothlin Burn, Lenzie. Vegetation clearance and scour protection works complete.
• Red Brae culvert Kirkintilloch, outlet edge protection installation complete.
• Campsie Rd culvert, Kirkintilloch. Parapet retaining wall rebuild and scour protection works. Commenced late February, expected 3-week construction programme.
• Burncrooks Footbridge, Milngavie. Timber parapet installation. Postponed to 24/25 FY.
• SBC10 East Side, Kirkintilloch. Trees, and debris clearance. Postponed to 24/25 FY.
• Hilton culvert Bishopbriggs, Vegetation clearance at both the inlet/outlet and edge protection works. Postponed to 24/25 FY.
• Bishopbriggs park, Trash screen scour protection works. Postponed to 24/25 FY.

Greenspace & Streetscene Teams

Streetscene Operations

• Street cleansing and mechanical sweeping; removal of fly posting and uplifting of fly tipping, mechanical street sweeping and installing replacement or additional bins.
• Countryside verge litter pick programme started (Spring 2023) 
• Graffiti removal.
• Ongoing cemetery operations, digging and carrying out interments, installing headstone foundations, benches etc
• Winter cyclical works ongoing; pruning of shrub beds and tree works. Winter gritting.
• Checking and clearance of culverts
• Play park inspection
• Football pitch lining and School athletic tracks initial marking
• School shrub bed reduction
• Replacement of damaged bins.
• Responding to Customer Service Requests and complaints.
• Removal of dead animals and excess waste at recycling centres.
• Arranging winter servicing of machinery

Streetscene Technical Support

• Emergency Tree Works  - completing works re trees affected by Storms Isha and Jocelyn
• Play Areas – orders raised for projects at Keystone, Douglaston Garden North, Torrance Main Street and Waterside – start dates confirmed in March for Torrance and Douglaston Gardens
• Play Areas -  Springfield, King George V,  Luggie Park – moving to next stage – public selection of designs
• Bishopbriggs Park – brief largely complete  - to be finalised and passed to procurement
• Play Areas – Kincaid and Scott Avenue (MOC) – briefs to be prepared
• Cemetery Management Rules – internal review ongoing noting recent wider Scottish Govt consultation
• Headstones/Memorials – currently reviewing procurement options with a specific supplier
• Cadder Cemetery – plans and works progressing to improve traffic management and parking around entrance area
• Cadder Cemetery Extension – out to tender via procurement
• Bulb Competition – judging complete and winners selected across a number of primary schools
• Tree condition survey of Old Aisle Cemetery complete – review of recommendations ongoing
• Ash Dieback Surveys completed within EDC Schools Estate – progressing costs to undertake remedial works as required
• Ash Dieback Survey on Roadside – a small number of trees require urgent works – ownership is a mixture of public and private – contact with private owners now made – costings being obtained re those in EDC ownership. Wider analysis of other trees and works is ongoing
• Climate Ready Park – award made – works to commence late April/early May
• Team working with City Deal Team and Consultants in relation to Masterplan of Bishopbriggs Public Park and Bishopbriggs Relief Road
• Rosebank Allotments – Officer working with group to undertake relevant repairs to paths, fencing etc - ongoing
• Community Growing Facilities – progressing improvement works via Shared Prosperity Fund
• Delivering Food Growing Presentations to colleagues in other services
• Allotment Regulations – officer review complete in advance of a wider consultation
• Nature Restoration Fund – number of projects ongoing via this fund (as per earlier Technical Note)
• Nature Scot monitoring dams at Low and Lenzie Moss
• Input into Additional Capital investment for drainage, active travel/access and footway surfacing.
• Mains Park New Path – path works complete around additional link path – reinstatement works will continue into spring
• Path Works - Pre start meeting for West Balgrochan Marsh, Torrance path upgrade. Elected members, Torrance Community Council informed. Torrance Primary informed
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• Improvements to Barloch Muir, Buchanan Street  - new entrance features progressing
• The team continues to respond to high volume of open space, tree and bereavement enquires, along with planning application consultations and complaints.
• 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 

• Events for Feb
  • Forest school – Marvellous Muddy Meander
  • Stargazing at Mugdock
  • Mugdock Sensational Safari: Stargazing
  • Wildlife Weans, Mugdock: Wonderful Welly Wander
  • Forest School – Bird Feeders
  • Guided Walk: Mugdock Ramble
  • Family Cinema – Willy Wonka and the Chocolate Factory
• Ranger education work with schools and community groups including mini beasts, whittling, ground art, nature trail, animal ID, environmental games;
• Ranger and Warden land management tasks - spraying rhododendron, tree planting, hedge planting, drainage clearance, path repairs, edging, cutting back overhanging trees, path and boardwalk repairs;
• Capital projects including Maze at Mugdock Castle with Mugdock Trust, planting at Craigend Walled Garden, bbq shelter upgrade, Yard improvement;
• Work to progress Minute of Agreement with Stirling Council;
• Work to finalise partnership agreement with Scottish Water for delivering Ranger and Warden services;
• Mugdock Tree Planting project almost completed with 5,488 trees, hedges and shrubs planted, funded by Greenspace Scotland;
• VisitScotland quality assurance report – Mugdock continues to be a 4 star visitor attraction with a score of 81%.

Waste Services

• The Clyde Valley Residual Waste contract say 1984 tonnes of household general waste throughput in February for recycling pre-sort, and then ongoing production of energy from waste.
• New Waste Management legislation came into force on 1st February 2024.  The service has been working to ensure compliance ahead of this date, through implementing of new safe operational practices, and contract arrangements, for the handling and disposal of Persistent Organic Pollutants (POPS) found in our general waste stream.
• Joint working continues to take place across Waste Services, Corporate Communications and Business Change to ensure a smooth transition towards a Garden Waste Charging Policy. 
• The implementation of our new Waste Modernisation software continues with extensive data gathering exercises taking place across the team.  The service is meeting weekly with our Business Change partner to ensure that the goals and objectives of the implementation programme are being met and feeding this information back to the monthly Project Board meeting.
• Staff continue to progress through CPC the driving competency certification, in which drivers required to go through 35 hours of periodic training every 5 years.
• In February we received 8799 booking requests at the Mavis Valley Recycling Centre.  This was 16% vans and 84% cars.
• Officers have been carried out spot checks at Mavis Valley Recycling Centre to identify unauthorised visitors.  The aim is to reduce cost of disposal due to trade or non EDC users our facility to offload materials.
• The team have been working with Community Safety and Corporate Communications with regards to fly tipping at the local recycling centres. 
• The team carried gas and leachate monitoring at the closed landfill site.  This is a Sepa requirements across both the Mavis and Broomhill Sites.
• Working with the Clyde Valley team to improve Health and Safety compliance at our Mavis Valley Transfer Station through the creation of a new App, this will manage training requirements and highlight employee non-compliance with on-site procedures.
• Officers attended a WEEE (Waste, Electronic and Electrical Equipment) Workshop that looked at how new pending Producer Responsibility legislation will assist and support the funding of this Waste stream moving forward.
• In February there was 16 tonnes of separate electrical items gathered for recycling, through the recycling centre and separate bulky waste collections.
• There was 124 tonnes of wood delivered to Mavis Valley Recycling Centre for recycling.

Fleet Services

• During the period 1/02/24 to 29/2/24 there were 239 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. We took receipt of 6 RCVs in February.       
• 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 and a 100% first time pass rate for annual tests.    
• Multiple gate checks have been carried out any issues identified have been relayed to the relevant management team.  
• Currently working with the customer and digital services team to identify a new fleet management system with a view of merging current systems and streamlining current processes.
• Monthly audits have been implemented to ensure O licence and MOT compliance.
• The new process for vehicle hires has seen a significant drop in hire requests, we have also seen a drop in vehicles that were on hire. 
• Vehicle utilisation has increased significantly on previous months.