How Good is Our Service - July 2024

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Voids performance has improved in July to 90.2% from 75.5% in June and is above our target of 85%.  Our focus remains on maintaining and improving performance in this area going forward.

Property Maintenance have achieved our target of 100% for Gas Servicing in July with 386 properties serviced in the month.  We continue to achieve our target each month and we are confident this will continue throughout the remainder of the year.

Non-Emergency repairs performance in July is in line with our target of 12 days with an average turnaround of 12 days for the month.  We continue to monitor this area closely with our objective being to improve performance going forward.

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

A revised school lunch menu was implemented last year 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.

With the closure of schools during the summer period, school meal uptake figures are not reported during July.  The service will continue to focus on schools not achieving the set target with action plans implemented to improve the uptake in lower performing schools upon the commencement of the new academic term in August.

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 for Primary schools and Early Years settings received this award in February 2024.  The award status for Primary schools was recently renewed as part of the annual review process and we continue to work with the Soil Association to achieve the Silver award status.

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.  A programme of repair work to Milngavie PS, including gutter clearance, roof repairs and internal works were completed over both Easter and Summer break.  Works at Twechar PS (underfloor pipe), Cleddens Nursery (internal works) and Lenzie Academy (above ceiling pipe and asbestos removal)  were completed for the schools returning.  Further works are progressing on replacing the boiler at Bearsden PS in time for the winter.

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 94% occupied, with vacant suites in Southbank Marina and the Kirkintilloch Learning Centre now being actively marketed by agents, DM Hall.

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

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

Design development remains underway on the WDR.  Further updated development costs will be provided later in the year.  Preparations are also underway for further detailed site investigations. 

The pre-construction period is now complete in full for the Balmuildy Primary School, Bearsden Primary School and Milngavie Primary School projects.  Council will consider a Stage 2 Report for each project in August 2024.

Following recent agreement of the procurement route for the next stage of the Lenzie Academy project, the project team are now being re-mobilised and will be progressing through the next stages of the design development process towards a planning application submission in early 2025.  The statutory Education consultation for the relocation of the school to the new site is ongoing and will complete in August. A report on the outcome of the consultation period will be provided to Council before the end of the year.

Pre-construction development works continue to progress across projects including Broomhill and Hilton Depot, Milngavie Early Years Centre, Lenzie Public Hall, Westerton Primary School and the Campsie Memorial Hall refurbishment.  Proposals for an early phase of refurbishment of Bearsden Primary School, including stonework repairs and window replacement are currently in the process of being developed and will be submitted to Council for approval in early course.

Development proposals for the next phase of the Council’s Affordable Housing Investment Programme are progressing through RIBA Stage 3.  The proposal of application notice has now been submitted at Cleddans and the former Auchinairn Primary School site and pre-application consultation for both is currently underway.  The delivery of several areas of on-going capital investment across the Council’s existing Affordable Housing stock continue, including several significant measures to improve Housing Quality and Energy Efficiency.

The Service continues to develop the next phase of a building decarbonisation strategy for the school estate, operational estate and for the existing affordable housing stock, with a variety of surveys, pilot projects and further feasibility reviews planned throughout the remainder of this and next financial year.  In addition to this, several projects remain underway at various stages of the development process, including the final stages of a significant programme of boiler replacement across the Primary School estate; 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.

• Achieved 100% compliance for Gas Servicing with focus on this continuing going forward
• Improved performance in void turnaround times with 90.2% of properties returned within target for the month. Our focus remains on maintaining and exceeding performance in this area going forward
• Kitchen, Bathroom, Central Heating and Roofing upgrade programmes ongoing with positive feedback being received from tenants across all contracts
• Non-emergency repairs turnaround times will be closely monitored with our objective being to improve performance in this area in the coming months
• 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
• Progress decoration works across the school estate
• 100% of Operational Assets requiring a Gas Safety check within the year’s anniversary of the previous check are completed
• Schedule in the upcoming Gas Safety Checks, which are required during August and September with contractors
• Improve uptake of nutritious school meals
• Improve communications with customers and stakeholders to ensure the highest level of service delivery
• Reduce FM overtime.

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

The Environmental Health Team was engaged in the delivery of essential public health services throughout the reporting period to protect the community from hazards in the environment and to regulate and facilitate the growth of responsible businesses. In July, the service received positive feedback from Food Standards Scotland following an audit of local authority official controls at approved food establishments. Two new staff members were also recruited to the food safety and contaminated land roles of the team. Resource also continued to be required for several ongoing statutory nuisance investigations of an intensive nature.

The Community Safety Team continued to deliver a broad range of front-line work for the benefit of local communities during the reporting period, working closely with a range of colleagues and key partners to successfully deliver appropriate interventions and to make our local communities safer. Officers from the team were engaged in the delivery of services in relation to community engagement/support, antisocial behaviour, youth disorder, neighbour disputes, environmental incivilities, dog control, decriminalised parking enforcement, fly-tipping, mediation, pest control and mobile CCTV. The Community Wardens 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 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 July included recruitment of traders to the East Dunbartonshire Trusted Trader Scheme, co-production investigations into rogue traders and management of day-to-day casework. Licensing Advisors provided business support to applicants and stakeholders. The Licensing Advisers and Trading Standards Officers in the team also continued to deliver reactive service request work along with project activity at a range of business premises across the area (including age restricted product sales monitoring, fair trading and taxi and liquor licensing). Gathering and dissemination of intelligence regarding sale and supply of age restricted products continued throughout the period and will be used to influence future test purchasing projects.

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

The team remains steadfast in their commitment to promoting equality, diversity and inclusion. They actively collaborate with local organisations and partners to foster inclusive communities, ensuring everyone feels a sense of belonging and is respected for their contributions. Notable significant progress was made in the British Sign Language Plan ready for Council approval. Preparation for progressing the internal equalities action planning forum is well underway.

Our Vaccination Team has been diligently ensuring the community vaccination programme runs smoothly. The Clinic is moving to Kirkintilloch Town Hall on the 14th August, from Merkland School site, and we continue to operate two clinics with the other venue remaining at Milngavie Town Hall. Both sites are now to be fully staffed by GGCNHS and supported by our FM staff. The winter programme is scheduled to start week commencing the 2nd of October for Flu and Covid vaccinations. This will see the clinics at both venues increase from 1 to 2 days a week until the end of December 2024. Kirkintilloch Town Hall will operate on a Wednesday and Thursday and Milngavie Town Hall will operate on a Monday and Thursday.

Round two of the Community Grant Scheme 2024-25 closed on July 26th. We received 53 applications: 25 Scheme A and 28 Scheme B. A Total of £330,013 was applied for and the GAC Committee will be putting forward recommendations for the Community Planning Partnership Board to make final decisions on 5th September. The applications represent a diverse array of community initiatives and projects.

Round three of the Community Grant Scheme will open in November 2024. Prior to this and then the Community First programme aims to support local groups and organisations with free training courses so that they have up-to-date knowledge, skills and information to help them run effectively and successfully apply for funding. There will be in person and online workshops running in September and November with future planning for another funder fair under way date to be confirmed.

Housing manages 3851 social rented properties; 3777 of these are mainstream accommodation and 78 are used for Homeless Temporary Accommodation.  The service also manages 51 Lead Tenancies which are rented from either private landlords (30) or Housing Associations (21), to assist with accommodating homeless households.

At present, the Housing list for East Dunbartonshire has 2937 applications - made up of the following:

General Waiting list 2149 applicants waiting (22 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  533 applicants (11 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   219 applicants (16 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 (1 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, 18 properties were allocated.  13 of these were mainstream, 1 HRH-HRA (temp accommodation changed to mainstream) 4 was a buy back (bought from the open market).They were let to the following queues:

• 7 were let to applicants on the transfer queue.
• 3 were let to applicants on the general waiting list queue.
• 7 were let to applicants on the priority homeless queue.

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
• The service hosted officers from Food Standards Scotland at Council HQ where feedback was provided following a 3-week remote audit of local authority official controls at approved food establishments
• The team welcomed two new staff members in July, specifically a Food Safety Officer and an Environmental Protection Officer
• Foodstuffs containing non-permitted ingredients were surrendered to Environmental Health by a local retailer.
• A draft of the updated Bishopbriggs Air Quality Management Area Action Plan was produced for submission to SEPA and the Scottish Government.  This will be consulted upon and brought to the attention of members in due course
• Several follow-up interventions were conducted at local food premises owing to food sample test failures. 
• 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).
• 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.  Recent events in July included, A Bite & Blether, De-Café, FACT as well as joint patrols tackling dog fouling issues in Lennox Forest with colleagues from Forestry and Land Scotland.
• Continue to assist colleagues in Traffic & Transport and Police Scotland with the delivery of the Traffic Free School pilot which commenced in
• several of our primary schools in November
• Supported youth workers in the delivery of several youth diversionary football sessions across the area
• Delivery of reactive service request work and targeted project 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
• Continuation of targeted community development support through a range of our delivery programmes including Pockets, Places and Prosperity and Community First.  These programmes are designed to focus on our priority communities and communities of interest, helping local organisations to be resilient, compliant, and strong.  The team are committed to fostering vibrant and thriving communities by ensuring our resources are directed to address poverty and inequalities
• Round 2 of 2024-25 Community Grant Scheme closed on the 26th of July with The Community Planning Partnership Board due to make final decisions on 5th of September.  The team will then notify successful applicants and process payments
• Round 3 2024-25 will open on 25th November 2024 and close 10th January 2025.
• The team support corporate delivery of the priorities within the Gaelic Language Plan 2024-2029, and are planning hosting a Gaelic Celebration Event at Mugdock Country Park on Sunday 25th August
• The team will host a stall at the upcoming Canal Festival where they will promote the work ongoing within CPP, including awareness of Locality plans, CLD Activities such as HIIC (Health Issues in Community) and wellness kitchens, and  promote Round 3 of the Community Grant Scheme
• In partnership with the front-line workers, the team are collating progress on delivering the priorities within the Locality Plans.

Housing Operations – Estates Team

Key Achievements

The Estates team received 16 new Reports of anti-social behaviour during the month of July and 8 open cases were resolved. 5 nominations from the Housing waiting list were sent to Registered Social Landlords operating in East Dunbartonshire to be considered for allocation to their housing stock. The percentage of tenancies sustained from July 2023 to July 2024 is 95%. This is indicative of the joined-up approach with the rents team to engage with new tenants at an early stage of their tenancy. 

Housing Liaison meetings where cases of relevance to Social Work, Community Safety and Police Scotland are discussed are held on a 6-weekly basis, and the Housing Service continues to attend a MARAC meeting with other agencies on a monthly basis. Monthly attendance is also required at CPC MISE group to discuss Child Protection issues. Housing attends the 2-weekly meetings of the Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Protection, Trading Standards and Licensing.

Involvement in supporting the implementation of a new IHMS is increasing due to the ‘go live’ date getting closer.  This requires the team to prioritise resources and time to the project and attendance at Train the Trainer sessions is an ongoing commitment. The new Oracle Fusion system training remains ongoing for Housing teams as is engagement with drop in training sessions as the new SharePoint system is rolled out.

Areas of focus

• Void rent loss has decreased as a result of closer joint working with the void and rewire/asbestos teams
• Aim to identify any training needs and hold quarterly sessions for reviewing policies and procedures with officers
• Officers are actively contributing to an ASP (Adult Protection) Inspection
• Ensure attendance at East Dunbartonshire Safe and Together steering group is ongoing
• Contribute to the Allocations Policy review currently being undertaken
• Input to devising new procedures for Any Day Lets which will be introduced as part of IHMS implementation
• Attendance at the two-weekly Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Safety, Trading Standards and Licensing officers continues
• Hold monthly budget meetings with HRA accountant to keep financial monitoring of costs
• Monthly attendance at new Housing/Social Work liaison meeting to discuss Throughcare cases and Unaccompanied Asylum Seeking Children
• Monthly meetings with Void Team at Property Maintenance to focus on improving performance
• Attendance at regular meetings with Property Maintenance, Shared Services and IT to finalise new Tenant Recharges procedures.

Homelessness & Prevention Team

• There were 19 homeless applications taken during July 2024.  This was an increase of 19% in comparison to the previous month. (16 applications)
• There has been an increase in offer appeals; during July 4 offer reviews were received (2 offers were withdrawn and 2 decisions not upheld)
• 12 calls were made to the Homelessness Out of Hours Service (11 calls taken during June)
• At the end of July there were 219 applicants awaiting offer on the homelessness list and 16 under offer. (Decreased from 222 awaiting offer and 19 under offer at the end of June.)
• There are two households on the homelessness list who have been waiting for an offer of settled accommodation longer than 3 years. Both applicants require 1 bedroom accommodation
• Of the 73 Council properties allocated this year; 39 (53%) have been allocated to applicants on the Homelessness List
• Of the 16 RSL/HA properties allocated this year; 11 (73%) have been allocated to applicants on the Homelessness List
• No households were placed within unsuitable accommodation
• Demand for temporary accommodation continues to be high
• Monthly meetings with Void Team at Property Maintenance to focus on improving performance.

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Key areas of focus in July for the Communications & Engagement team included the UK General Election, continued Canal Festival promotion, and the implementation of the garden waste charge.

Media relations was still slightly affected by the pre-election restrictions; however, it began to increase post-election with six releases issued (9 in June), five photocalls (0 in June) and 30 media enquiries dealt with (17 in June.)

All releases are on the news section and the local coverage achieved equated to an equivalent advertising value of £4,986 (£4,100 in June.)

Social media continued to generate good interaction with increases again in followers. The top three posts on Facebook in Jully were related to a water burst in Mingavie, music acts at the Canal Festival and the winners of the Provost’s Champion Awards.

The top three X (Twitter) posts were all related to the UK General Election count and results information.

The most watched video on YouTube was again our UK General Election 2024 – ‘What to Expect at the Polling Station.’

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

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

A challenging month for the Customer Services team following the introduction of the garden bin uplift charge from Sunday 7th July and the requirement for permits. There was an exceptionally high volume of calls throughout July at 22,018, almost double the usual number of incoming calls, resulting in a significant increase to call response time (just over 15 minutes for the month) and high queue levels. All available resources were deployed to handle phone enquiries, however, the average time to answer target of 3 mins 30 seconds could not be achieved given the very high volume of enquiries. The team handled a variety of enquiries relating to permits working closely with the Waste Services team to ensure customer queries and issues were addressed as quickly as possible.

The Emergency Response Centre team continue to focus on the analogue to digital change and migrating data from the current analogue platform to the new digital platform, it is anticipated this work will take a number of weeks to complete. Work also continues on the CCTV replacement including the CCTV monitoring facility within the ERC.

The Human Resources & Organisational Team has continued delivering its core function in June, leading on workforce centred activities including: policy development, resourcing, workforce and succession planning, workforce analytics, people development, Job Evaluation, attendance and wellbeing improvement as well as providing strategic and operational employee relations support including case management and partnership working.

Communications & Engagement

• Supporting the Election Count with media management, social media, media releases, webpage updates and event setup
• Delivered communications to promote two new playparks – Keystone and Dougalston – with photocall, press release, video and social media
• Continued migration and integration of webforms for the new Council and HSCP websites
• Promotion of Round 2 of the Community Grants Scheme including press releases, social media, online and offline application form, and webpage updates
• Co-ordination of the Provost’s Summer Challenge including activity organisation photocall, press release, JustGiving setup, video and social media
• Design of the new online and revamped Taking Part – tenant participation newsletter.

Corporate Performance

• Business Improvement Plans for 2024-2027 were issued to elected members and published on the Council website
• Work progressed in the implementation of the new child friendly complaints handling best guidance principles that were issued by the SPSO this month.Continued assistance was provided to the change team in relation to the rollout of Oracle Fusion
• Local Government Benchmarking data covering the 23/24 period was collated for submission to the Improvement Service
• July was a busy month for the complaints team given a higher than expected volume for traffic, a focus for August will be to ensure the team continue to provide responses within agreed timescales despite this higher volume of traffic.

Customer Services

• Customer Services team handled 12,075 calls with the queue peaking at 48
• The team processed 11% of the total number of permits purchased, equating to approximately 2500 permits for July.
• The Emergency Response Team progress steadily through the data migration for the new digital community alarm system, they continue to support Telecare teams in both East and West Dunbarton in transition programme activities and tasks
• The required refurbishment work has been completed in the Emergency response Centre in preparation for the installation of the new CCTV equipment.

Human Resources & Organisational Development

• Continued engagement with the Trade Unions on strategic and operation HR initiatives
• Continued support for employees and managers on HR policy based and guidance noted, with support in attendance on ER case work
• Development of Health and Wellbeing Campaigns
• Further development of timescales and implementation plans for payroll rationalisation
• Continued to undertake preparatory work in advance of moving into Project phase in relation to the new HR/Payroll system
• Supported Senior Leadership, and their management teams on the development of Workforce Action Plans.
• Continued facilitation of regulatory training for frontline services via approved providers
• Supporting Oracle implementation, delivery & facilitation of Oracle Fusion training for the launch and roll out for Accounts Receivable & Self Service Procurement
• Ongoing preparatory work in relation to launch of the next phase of e-Learning modules,
• Provided preparatory support in the lead up to the UK General Election.  

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Leisure Centres

Allander leisure Centre

The access gates are now operating and with some educating and patience by the onsite team customers are now starting to get used to the system.

ALC is averaging 215 more attendances a day, than the previous week. This represents a 13.5% increase.

The daily attendance compared to the previous year is up 18%, which is remarkable as we had free swim and gym the previous year.

Some incredible figures as we head towards one of our busiest periods of the year. Allander LC is fast approaching the 1 millionth customer.

Leisuredrome

The replacement of the passenger lift was completed and re-opened at the start of July. A number of Summer Sports Camps were delivered successfully by the Sports Development team and the local swimming club hosted a week long camp with around 30 young swimmers taking part.

Cultural Services

Museums did a digital takeover day on Saturday 6th July on the EDLC Instagram account inspired by the kids in museums initiative. The museum had a visit from a class of Advanced Higher pupils prior to this to see the display for St Ninian’s High School’s 150th year Anniversary. The class created social media content, which looked at the display and museum objects through a then & now theme.

Arts and Events wrapped up the summer smART programme with 57 young participants taking part in these creative workshops. 

Archives and Local Studies at William Patrick Library received 1,256 visitors and 350 enquiries.

The libraries service provided a collection of books at each of EDC’s Snack & Play hubs.

The team at William Patrick Library are currently undertaking short training sessions in supporting the neurodivergent community, in preparation for welcoming a work placement from the neurodivergent community.

Libraries were busy with young people taking part in the Summer Reading Challenge (SRC), which this year has the theme ‘Marvellous Makers’, with staff focused on encouraging all young people to take part. This year the team produced a child-eye video of being part of the SRC which was distributed on social media channels.

The Children & Families team also delivered a series of activities for 5–11-year-olds during the school holidays including: crafting, code clubs and ‘Stop Motion’ film-making sessions, and an ‘escape room’ activity. Over 150 young people took part across 23 sessions. The team also piloted a series of Code Club sessions for older children (12+), including beginners, advanced and girl-only groups. Cultural Assistants delivered Gaelic Bookbug sessions, as well as the regular bookbugs.

Sports Development

We had some positive feedback from children and their parents after a successful swimming programme with almost 600 children and adults attending summer lessons:

I enjoyed practising swimming without a float.  My teacher Olivia was the best teacher ever because she helped me to have more confidence and she was always encouraging me to keep going.

Kayden was very impressive.  My daughter was scared to put her head under water - had a bad experience in another Programme.  After her 1st lesson, I went in the pool with her and she was showing me how to put my head under water and even jumped in from the side of the pool!  She was buzzing after each lesson.  Thank you

Heather Graham was spotted by Ayr Diving Club and asked to join them after taking part in 2 diving courses with us over the summer.  Our coaches worked with the club coach on the day of the course and we are hopeful of some joint working in the future.

The Service made good progress against priorities in the Business and Improvement Plan (BIP) 2024-2027. There is no performance indicator data for July because schools were closed.

• The Chief Education Officer and Education Leadership Team completed all strategic planning for Session 2024/25, including the leadership calendar, officer remits, reports for the Education Committee and identification of working groups for the new session
• The Quality Improvement Team continued to build the Career Long Professional Learning (CLPL) calendar for 2024/25, aligned to actions and improvement activities in the Business Improvement Plan and Education Service Plan. This will be completed by the end of August 2024 and a future report will be shared with the Education Committee
• The Quality Improvement Team reviewed and moderated Standards and Quality Reports and School/Centre Improvement Plans. A key priority for August/September will be to engage in professional dialogue with schools and centres to identify strengths, next steps and aspect of work that can be supported by the Quality Improvement Team
• The Snack and Play programme ran successfully during the summer break, with 250 children participating. In addition, 69 children and young people accessed the ASN Playscheme in Woodland View School. A future report will be shared with the Education Committee.

• The Secondary Quality Improvement Team will work closely with Head Teachers and schools to analyse SQA data. The team will visit all secondary schools to carry out quality assurance attainment visits early in the new session. A future SQA analysis report will be shared with the Education Committee
• Getting It Right for Every Child (GIRFEC): The ASN and Children’s Services Team will deliver training to Senior Leaders and Officers in recording significant events to create a single agency chronology for any young person who requires one. This will include approaches to monitoring and quality assuring pupil records at school and local authority level. 

• 25 Funded Early Years Partner Providers and 8 Childminders completed the new tender process to deliver funded hours. Providers have been awarded a new 4-year contract from August 2024
• The Supporting Families team continued to support over 40 families on a 1 to 1 basis, providing parenting support, advice and signposting
• Clober Early Years Centre achieved Silver in the Rights Respecting School Awards programme.

• The ASN and Children’s Services Team collated and analysed data from the Bullying and Equalities Module (BEM). This summarises incidents of bullying in Session 2023/24, along with information about the type of bullying behaviours and actions taken by officers to support schools. A future report will be shared with the Education Committee
• LGBT Central Foundations Charter Award:  All teachers and practitioners can now access online professional learning and resources to support children, young people, their families and colleagues in relation to LGBT and other aspects of Equalities. The training supports individuals to explore LGBTQ+ identities and better understand LGBTQ+ experiences. It features information on legislation and terminology; interactive activities; videos from young people; and downloadable resources. The ASN and Children’s Services team will monitor engagement and impact and provide updates for future reports
• Improving Our Classrooms (IOC): 13 teachers successfully completed the Delivering Mentorship programme and the Case Study of Improvement essay. All participants gained Masters Credits. In addition, 3 participants passed the Case Study of Improvement (CSI) presentation and received GTCS Professional Recognition. This programme highlights effective learning and teaching methods to increase attainment and achievement for our learners.

• The Youth Services Summer Programme ran successfully and included a range of activities, excursions and supports for over 200 targeted secondary aged young people who experience barriers to participation. Young people evaluated this provision highly, reporting that they enjoyed the wide range of activities on offer, learned new skills, met new friends and felt less lonely. Parents/carers reported that young people were fully supported and encouraged to take part and that the programme helped to alleviate social isolation for their child over the summer. The Youth Services summer programme also enabled young people to remain in contact with a support service when school was closed, maintaining an important resource that supports young people with their mental health.

• Cleddens Early Years Centre decanted to Thomas Muir Primary School during the summer break to enable remedial works to be completed in the centre. Effective planning and communication ensured a smooth transition from and return to the centre within the agreed timeline.

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The month of July saw the Finance Team progressing practical work on processes and systems for the Oracle Fusion General Ledger replacement following the system go live on 4 March 2024 as well as continuing to respond to external audit queries on the 2022/23 accounts and begin work on the 2023/24 accounts.

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 Revenues and Benefits team have continued to progress Council Tax and Benefits services and administration of the Scottish Welfare Fund. Some senior officers have retired in recent months and the service continues to adapt to those changes.

The Council Tax Collection Rate at 37.54% is marginally ahead of expectations (37.52%) at this stage. The profile of payments can change with people’s economic circumstances and more people choosing to pay their Council tax over 12 rather than 10 months. Collection of Council tax continues to be closely monitored with the Council’s Recovery and Enforcement Procedures being applied and individuals being signposted to the exemptions and discounts available as appropriate.

The Shared Services Team continues to provide support across all Council services.   The Homecare Team continues to support a new initiative from the Planning & Commissioning Team processing variations in addition to their normal workload.  The teams have been processing applications for Annual Letting, Canal Festival and Care of Gardens. 

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 just under 700 tickets in July and dealt with 330 telephone calls.  ICT continues to support the migration of services to Microsoft 365 (M365) in partnership with the Business and Digital Change Team.  The ICT Security team continues to monitor the estate and perimeter defences alongside ongoing improvements to ensure that our systems and data are protected.

The maximisation of housing rental income and pursuit of rent arrears continues to be a priority for the service, to safeguard income. There is a dedicated team of Officers, whose role is to actively pursue rent arrears and provide advice and support to tenants struggling to pay their rent. This includes issuing letters, home visits, telephone calls, emails, etc, which begin as soon as arrears are accrued on a rent account; pre tenancy advice on rent charges, payment options and discussing rent affordability to new tenants at the time of offer acceptance of their new tenancy; signposting tenants struggling financially to relevant support services to ensure household incomes are maximised; and having a weekly presence at Kirkintilloch Job Centre to provide additional support for tenants in receipt of the housing element of Universal Credit. The Rents Team commitment to reducing active rent arrears has seen a decrease of £138,823 on same period as last year (week 17).

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

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

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

Work continues on the 2024/25 plan with work recently completed including the Outdoor Learning and School Funds. The audits nearing completion are Allpay consultancy work, Support Payments and the Circular Economy Strategy.

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

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

Work has continued on the National Fraud Initiative (NFI) data matches, which were released in early 2023, with this work now completed ahead of schedule. Further data matches were released in late 2023 by the Cabinet Office, who administer the NFI exercise. Sifting of the matches has been completed and the resulting investigations are near completion, with the exception of investigations being undertaken with partner agencies.

The team continues to work with colleagues from the Business and Digital Change Team and delivery partners SWORD to develop a new fraud management system.

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 are being utilised as a starting point.

A Whistleblowing training package has been developed and delivered to employees within Customer Services.

Finance

• The practical implementation of 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 following go live on 4 March
• The team continues to respond to external audit queries on the Council and Mugdock accounts as the external auditors finalise their work
• Staff development is a key focus and given a challenging external recruitment market, the service is aiming to upskill existing staff where possible.  The Treasury team continues to monitor cash flow closely, ensuring that there is liquidity for all Council activities.  Additional borrowing continues to be taken in line with the Council's capital programme expenditure
• Year end timetables are being reworked in preparation for the first year end with the new Fusion system with work commencing as resources and functionality allows.

Revenues and Benefits

• In the month of July, the team issued:
  • • 2,970 Council Tax bills and 5,200 Benefits notifications; and,
    • 350 Non-Domestic Rates bills.
• 320 crisis grants and community care grant applications were received
• The team received and dealt with 1,450 documents for Council Tax queries and reduction and over 650 for benefits.  In addition, the team received 2,000 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:
• The Infrastructure Team:
  
  • Completed the Wireless upgrade replacement at the remaining 7 Secondary Schools, 3 Primary Schools and 1 Early Years Centre.
  • Completed the upgrade of one of the core switches a part of the overall Local Area Network investment.
  • Replaced the switches at the Marina HQ and KHCC
  • Completed the first Windows 11 laptops and issued to for Business Application testing.
• ICT Security have:
  
  • Maintained the Council’s perimeter defences.

Shared Services

• The Residential Team added 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 390 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
• Direct Payment Audit Team - 23 direct payment audits finalised for clients receiving self-direct support
• The Transport Team issued award letters to parents and providers for the first round of tenders.  The team are awaiting instruction for Rounds 2 and 3.
• The EMA Team processed 113 applications out of 122 received.  The team are waiting on information from the applicants on the remaining nine applications.

Housing Rent Arrears

• Active Tenant Rent Arrears were £1,116,042 which is a decrease of £138,823 on same period as last year (week 17)
• The Rents Team continue to support the change team with the development and implementation of the IHMS (NEC), which will go live later this year
• 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
• Former Tenant Arrears are £808,858 with the team continuing to work on former rent arrears to bring this figure down. 

Business & Digital Change

• The Business Systems Team are currently managing 22 incidents
• Implementation of the new EDLT financial management system reached its first major milestone with migration of the on-premise database to the new cloud service
• Work is underway to upgrade the Council’s Self Service Fusion Procurement module in advance of its retiral in Feb 25
• Creation of Leadership comms drafted in preparation for implementing new Sharepoint Intranet site to 6 pilot business units
• The Council’s property maintenance system Servitor has been upgraded enabling more effective management reporting
• Interim system upgrades have been completed including Council Tax, iTrent and Power Platform Centre of Excellence modules
• Recruitment completed for Carefirst Adviser post
• Work continues to remediate system vulnerabilities ensuring the Council’s systems remain secure and obtains its PSN security certification
• Our CMS platform project continues and following development of the EDC and HSCP sites we are continuing to focus on migration of content and ensuring the sites meet accessibility standards before launch later this year
• The Oracle Fusion Project Team have continued to support the transition to the new Finance & Procurement system.  Recent focus has been on resolving issues affecting service delivery
• Essential preparation work for has taken place to support the start of Phase 2 of the project, which will see us replace the existing HR Payroll solution with Fusion Cloud applications. Recruitment for the Project Team is underway and the HR & Payroll team are engaged in readiness tasks. 
• The transition from analogue to digital telecare is scheduled for October 2024.  The reprogramming of all residents’ telecare alarms has now been completed and the focus at present is on data migration.  Demonstrations have been arranged for the new Responder App for Homecare and the new digital diary for planning routine visits
• Work continues on the modernisation of our sheltered housing complexes – With a Procurement adviser now assigned to agree the route to market.  A survey of all six complexes has recently been completed
• Work has commenced on the development of a new Fraud Information Management application.  The Project Lead is working closely with the service on the design and development of the new application
• The Waste Modernisation (In Cab Technology) project continues with new data sets being provided for Commercial and Rural properties.  A demonstration was provided by the supplier, Routeware, to provide the service with an updated position.  Focus now is on supplying the property reference numbers for both these routes to complete the design document for upload
• Work is progressing for Memorial Safety inspections; the project team have a clear market route and have completed an ICT security proforma and data protection impact assessment whilst working on licence terms and conditions
• The Deceased Online pilot, a central database for UK burials and cremations, has made significant progress.  The project lead has been working with the Council’s Data Protection Officer to complete the data protection impact assessment for approval prior to kicking off implementation activities. 
• Garden Waste permits is live, and the project lead is implementing file automation and working with the service to provide a robust handover and method for reconciliation before completing the end project report
• Work has begun looking at inspection/survey forms and report requirements for the Roads Management System (RMMS) for Flooding, Streetscene and Greenspace.  Initial meetings were held with the RMMS/CRM supplier looking at integration between both solutions
• As part of our emailed payslip project, we will provide pay information to employees without access to a networked device, an emailed payslip to a personal email address, the initial pilot group has received their first pay information via this method.  Further testing will be undertaken in the coming weeks with a view to rolling out fully over the next few months. 
• Work is ongoing on the delivery of the new CRM platform; recent focus areas have been ensuring testing is in place for all payments via the platform can be allocated correctly.  Also work continues on the delivery of the improved waste service processes.
• The IHMS Project has moved into the user acceptance testing phase of the project.  This is a significant and important milestone.  The project team will collate all test scripts carried out by the housing service.  Issues identified through this process will be sent to our contractor and we will work together to resolve these.  Upon successful completion of UAT we will seek formal sign off from the business. 

Internal Audit

• The team continues to work on the 2024/25 Internal Audit Plan
• 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.
• Work is ongoing with Corporate Performance & Research to set up an Ideagen report to automate the process for follow up reporting to generate efficiencies in this process
• An initial draft of an Audit & Risk Management Committee self-assessment has been prepared for discussion with the Convenor and then at the next committee meeting.

Corporate Fraud

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

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

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

• Positive feedback on the Q1 2024-25 report on delivery of Medication Assisted Treatment standards highlights the peer navigator within justice to support individuals through the various pathways; progress on the new treatment room and plans to finalise the controlled drug licence application process; and plans to utilise joint development sessions on revised protocols within interface guidance to fully embed new practise
• Approval of the HSCP Communication & Engagement Strategy (2024-29) which provides clear and consistent approaches to communication and engagement with our patients, service users, carers and stakeholders
• Promotional activity in support of:
  • Alcohol Awareness Week
  • Future Care Planning sessions
  • Power of Attorney sessions
  • Consultation on the HSCP Strategic Plan
  • Samaritans Awareness Day
  • Volunteers for the Patient Carers and Service User group membership.

HSCP Wide:

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

Children and Criminal Justice Services:

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

Adult Services:

• Development of improvement plan following the outcome of Joint Inspection of Adult Support and Protection arrangements and delivery of improvement actions
• Review of Learning Disability accommodation-based services
• Continue to develop an increasing range of informal and formal support options in the community as part of the continuum of day services
• Review of commissioned services for adult mental health and alcohol and drugs services to further implement a recovery focused approach
• Devise and deliver year 1 actions of the East Dunbartonshire Dementia Strategy Action Plan.
• Preparation for Adult Services Inspection & Completion of Adult Services Integrated Audit Self Evaluation project
• Implement the 2024/25 actions of the Older Peoples Social Support Strategy
• Maximise efficiency within in-house adult social care services.

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

• Work on the Evidence Gathering process for Local Development Plan 3 is ongoing.  Officers have been undertaking preparatory work for hosting Evidence Topic Group sessions to inform the Evidence Report which will take place in August and September.  A brief for commissioning a consultant to undertake a Green Belt Review to support the Evidence Report has been prepared and officers are currently liaising with the Procurement Service.  Officers are also continuing discussions with community groups looking to prepare Local Place Plans for their area
• 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 also liaising with the Procurement Service to commission an update to the Open Space Audit and commission surveys of potential new Local Nature Conservation Sites
• Work is continuing on the Kelvin Valley feasibility study with the consultant’s hosting their first working group meeting, which included participants from key agencies and interested bodies
• The new Economic Development & Place Policy Officer joined the team on the 22nd of July.  The officer has begun meeting with internal services to discuss the monitoring and delivery of the Circular Economy Strategy and begin early discussions on a refreshed Economic Development Strategy.  The officer has also begun supporting the preparation of the evidence gathering process for LDP3 by contributing to topics related to the local economy and economic development. 

• Further progress was made on the development of the Draft Climate Action Plan including a presentation being scheduled for the Senior Leadership Team to provide feedback and input. Additional internal feedback will be undertaken to allow a coordinated Draft CAP to be taken to Council later in 2024, prior to public consultation. The Vision, Themes and Objectives have been assessed by consultants Ricardo to provide critical feedback through a Strategic Environmental Assessment Stage 1 Report
• Work continued on the preparation of the draft version of the Local Heat & Energy Efficiency Strategy (LHEES) which will be brought to Council in September 2024 prior to a public consultation. The LHEES working group was convened to provide input in July while feedback was also received on the Draft LHEES from external partners including Zero Waste Scotland and Scottish Government consultants Turner and Townsend. Preparations have been made for an all-members briefing in August
• Two Climate Change Policy & Strategic Environmental Assessment Officers took up their positions in July and completed their induction. This will allow work on the Climate Action Plan to be accelerated
• A Nature-Based Investment Study is being developed to quantify the current greenhouse gas emission absorption potential of nature in East Dunbartonshire and set out options to leverage additional public and private investment to support environmental outcomes. The study will identify sites in the area with the potential to absorb additional greenhouse gas emissions in order to contribute towards the Council’s net zero targets and quantify the estimated emission absorption potential of nature while delivering meaningful action to preserve and bolster flourishing biodiversity
• Dates for the second cohort of the Community Carbon Literacy Training Programme have been scheduled. A total of 40 people have now completed the accredited Community Carbon Literacy Training in addition to 7 people who attended the online introductory session. The training is being actively promoted and new sessions are being organised every few months in the 2024/25 financial year
• A technical note was written and distributed on Strathclyde Partnership for Transport’s Active Travel Strategy Consultation requesting input (technical note number 130-24). Officers will attend a workshop on the Draft Strategy in August. Officer feedback was also coordinated and submitted for SPT’s Rural Transport Appraisal and Action Plan
• Meetings were held with Scottish Government and EDVA on the establishment of a Community Climate Hub in East Dunbartonshire. Discussions are currently being held to gauge community group interest in leading and participating in a potential Hub.

• Implementation of temporary layers in the corporate map and other important GIS applications are in process. The EDC GIS server is currently out of support and due to errors the server layers have stopped loading GIS applications. During July the GIS Team implemented a temporary solution to run the most important layers through ArcGIS Online.  A permanent solution will be introduced through a software upgrade once a server upgrade has been completed. The interim solution will help maintain essential functionality and minimise disruptions
• The Team is working with colleagues in ICT and our software supplier to prepare for a major upgrade of our ESRI GIS software, to ensure that the latest version with improved functionality is in place. The GIS team has received an updated proposal from ESRI and this is being reviewed
• Recruitment for the Land Planning Technical Officer vacancy commenced during the month with interviews programmed for early September.  Filling the post will enable the GIS Team to return to full strength and reduce the current backlog of support requests. The Team are currently working with a number of Teams across the Council on a range of GIS projects including Customer Relationship Management and RMMS (roads management system)  Integration, allotments waiting list integration with ArcGIS, LNCS sites mapping, River Kelvin Feasibility Study work, Survey123 Notifications and the preparation of the Local Heat & Energy Efficiency Strategy.  The Team also supported the preparation of the LDP Evidence Report during the month, including preparation of story maps
• The Team have completed multiple Idox requests from Teams across the Council. These requests are related to updating the Idox templates
• The Team completed multiple address register/update requests during July.  Four new development street address requests were received (15 new flat properties at an Affordable Housing Development in Twechar, 67 new properties at Former Auchinairn Primary School, 28 new properties at Crofthead Cottage Bishopbriggs, 22 new properties at Whitehill Court Kirkintilloch)
• The Team completed several address queries and new ArcGIS online accounts requests from Teams across the Council.

• Implementation of a new IHMS is progressing further with user acceptance testing (UAT) being completed by the required deadline allowing issues to be rectified or escalated as appropriate
• Systems Officers are assisting with data cleansing of the current Saffron IT system as well as Housing folders, to ensure a smooth transition when migrating to the new IHMS, while also assisting with day-to-day processing of direct debits and the set-up of rent accounts
• The Systems team are contributing to the National Fraud Initiative audit until September 2024
• The Policy and Performance Monitoring officers are assisting with the SharePoint pilot, using the new system for records management and retention, identifying any operational issues that emerge. The Pilot is almost complete with favourable results and will then be rolled out to Housing staff
• Performance Monitoring Officers continue to complete monthly performance statistics and dashboards that inform the HGIOS Report and Annual Return on the Charter. In addition, a Quarterly Return is voluntarily submitted to Scotland’s Housing Network that assists with an annual benchmarking analysis against other landlords
• Policy Officers are reviewing the current Allocations Policy, gathering views from Stakeholders and have begun a process of engagement via workshops on key aspects of the policy.
• Policy Officers are undertaking a desktop review of the Local Housing Strategy 23-28 in order to prepare an Annual Update to be submitted to Ministers in December 2024
• 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 during the Telecare switchover to the new system and to minimise disruption to tenants as equipment is removed and replaced.

• Working with numerous public sector agencies to ensure all support mechanisms to help business and create jobs are fully utilised, including development of new skills & technologies.  Cost of doing business continues to be a concern and resources to help and inform businesses continue to be priority with combined support materials available through the Find Business Support website.  A range of support is provided via the team and the Business Gateway contract to new emerging and existing businesses
• 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 UKSPF and this will help businesses analyse how they practice and identity green measures and support that can be provided via a grant process. The team continues to develop the site enabling and regeneration grant set to go live later in 2024. The Social Enterprise Grant has now closed for applications and has been fully allocated
• Digital Boost will no longer be funded through Scottish Government although webinars will continue to be delivered by Business Gateway National. The team are using currently available expertise to support companies on their digital journey, as well as developing further internal expertise
• Growth and inward investment enquiries are being supported and coordinated by the team, directing 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 to finalise the Westerhill Masterplan The final Masterplan and its associated delivery plan will be presented for approval as planning guidance at Council in due course. Work is ongoing on the Westerhill Development Road which is currently at DMRB Stage 3. A planning application for the WDR will be submitted in 2024, with statutory consultation planned in advance
• 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 has been completed. The Campsie Memorial Hall project in Lennoxtown secured funding from the Scottish Government’s Regeneration Capital Grant Fund and design development work has commenced following the procurement of a 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
• Work has started on site for the Twechar Canalside Outdoor Pursuits Centre project
• The Milngavie BID was successful in re-ballot, and Kirkintilloch now has a BID. Operating Agreements for each BID are in place and the BIDs are starting to develop projects identified in their respective business plans.

• The construction phase of Canniesburn Toll Improvement Project is on site, and works are progressing. Detailed updates have been provided in various Technical Notes
• Feasibility and design works are progressing on a range of active travel infrastructure projects included in the Local Transport and Active Travel Strategies, including works to improve various active travel paths.  Canal Street is part of the John Muir Way and a key link onto the canal towpath. This project is now complete and provides a greatly improved link between the old Strathkelvin Rail active travel link and the canal towpath
• Work is progressing on the A807 Active travel route, with detailed design and procurement of the main works contractor. The BetterPoints East Dunbartonshire  App has been launched to promote active travel
• Work is progressing on key functions of the team including: working on a range of Traffic Regulation Orders at various stages of the statutory process, liaising with the network operator and maintenance contractors of the public electric vehicle charging network and continuing to assist in resolving access issues.
• Work is ongoing in partnership with the Glasgow City Region to develop a delivery option to increase regional and local Electric Vehicle charging network provision.

• During the reporting period the planning side of the team has determined 49 applications and validated 60 applications
• The Building Standards team have received 104 building warrants and approved 98 applications  
• The Enforcement Team opened 8 new cases and closed 5 cases
• The Development Applications team have been busy preparing reports for the next forthcoming Planning Board Meeting
• The Building Standards Team have been actively involved in ensuring the final completion checks are completed and signed off for the new store opening of Morrisons in Bishopbriggs
• Both Planning and Building Standards teams continue to offer support and informal advice to customers through our daily duty service Monday to Friday.

• Preparation of the Climate Action Plan, Local Heat & Energy Efficiency Strategy and Local Development Plan Evidence Report, reports on which will be presented to Council over the coming months
• A focus on ensuring the success implementation of phase 1 of the IHMS
• Stakeholder engagement workshops on Allocations Policy
• Telecare provision in a dispersed environment.

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Throughout July, the Democratic Services Teams continued to support the internal governance of the Council, in addition to certain regulatory functions.  Since August of last year, the Democratic Services Team has been continuing with the implementation the Council’s new committee management system, Modern.Gov.  This work is continuing, and 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 was suspended because of the election preparatory work but recommenced soon after the General Election on 4th July.  The App will assist Members in using electronic versions of Committee papers and so will support the move to paperless meetings.  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. 

Work in preparation for the General Election  continued up to the 4th July polling date.  Members were updated via regular Technical Notes, and this continued until polling day.  Prior to Polling Day itself, the main focus of work was finalising arrangements for polling stations, issuing replacement postal voting packs and receiving and opening postal votes.  There were also extensive training sessions for colleagues involved in both polling stations and the count given that many had never participated in these activities before.  All of this work was more challenging than usual given the school holidays.

Members will be aware that the Election Act 2022 introduced new measures which applied for the first time at the General Election.  These included the introduction of voter ID and changes to postal votes and accessibility issues.  A separate technical note outlining the Communications election Plan was circulated and identified officer actions to secure voter participation.  The Democratic Services team led by the Returning Officer managed a Council wide effort to deliver a successful election for the Mid Dunbartonshire Constituency.  Significant election planning and leadership ensured a 72% turnout overall, the highest turnout of all Scottish UK Parliamentary Constituencies by some distance.  This included an 88% return on postal votes –

• 20,691 postal voting packs were issued ( the largest number ever and up from approximately 14,000 at the last election
• 18,113 postal votes were returned – the largest ever return for the East Dunbartonshire area

Officers from across the Council went to great lengths to ensure that the electorate was not severely impacted by the tight timescales of a snap election called during the traditional Scottish school holidays, nor the introduction of Voter ID requirements and the rules governing the handling of Postal Votes.  This was augmented by earlier preparations and work to highlight changes around Voter ID, postal votes etc which had ben delivered for a number of months preceding.

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

Key Achievements / Areas of Focus

• Registration & Customer Services completed 61 birth and 173 death registrations in July 39 marriages were also registered in this period.
• Continued development of the new committee administration system, which included support for report authors and the production and distribution of committee and board agendas and preparations for paperless meetings
• Democratic Services conducted 117 Placing Request Appeals hearings during the pre-election period, which included issuing papers, managing the meetings and supporting the issue out outcome letters
• Information Management received & processed 113 FOI/EIRs and 6 SARs (Subject Access Requests).

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

Performance against all indicators for Legal Services for July is 100% except for housing repair grants which was 66%.  This was due to changes to the team and the need for familiarisation with the process.  This has taken place and it is anticipated that performance will return to normal levels by next month.

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 July, the Team processed 3 contract award letter, 9 taxi licence applications, and 9 grant.  All were granted within the required timescales except for grants.  The 3 grants not processed within the time limit were 3 applications received earlier.  The 6 granted within the time limits were later applications.  Accordingly, this demonstrates that there has already been an improvement since the change in staff.  In light of this, it is not proposed to take any steps currently other than to continue to monitor progress against the set PIs
• In addition to its usual work, the full Legal Team assisted with the administration of the general election.  This included assisting with the count, polling stations, postal voting opening and operating a reception to receive postal votes in person
• The Team continued to provide support to the wider City Deal team with advice and support including providing support to client at the outset of discussions on procurement of and land access for Stage 3 Ground Investigations for the Westerhill Development Road and providing support on various contract management matters for the Westerhill Development Road including NEC compensations events
• Property and planning work included purchase of land at Crarae Avenue, Bearsden to be used for Westerton Primary School Project, open market purchases of 22 Lennox Avenue, 30 Waterside Road and 47 Fellsview Avenue, shared equity conveyance of 19 Fern Court and 5 Fern Court Lenzie.
• Contracts wok included in this period included providing legal support on the pre-construction contract for the new Lenzie Academy project, appointments to the Early Learning and Childcare (Nurseries) Framework 2024-28, contract with Safe & Together Institute for the Safe & Together Model Training Services Agreement, Contract for Wildflower Meadow Maintenance, appointments to the Early Learning and Childcare (Childminders) Framework 2024-28, contract with Computacenter for Egress Protect & Prevent 2024-28, award for scrap metal waste services, completion of MoU with Police Scotland for Firework Control Zones, grant accepted from Sports Scotland
• The Litigation Team provided assistance with the high volume of placing requests considered by the Placing Requests Appeals Panel.  As well as providing legal advice, separate assistance was provided to Democratic Services in administering the Panel due to the demands on that team as a result of the General Election.  The Team continued to provide support to Social Work in relation to adults with incapacity and permanence planning and to Education on a variety of matters including ASN Tribunal work appeals and advice to colleagues in HR.  This included obtaining a Permanence Order in the Sheriff Court and obtaining an order to dismiss a claim to the Sheriff Court that the Planning Authority had breached its duty of care.

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

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

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

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, Lenzie Academy, IHMS, Westerhill Development Road, school estate Professional Fees, school summer maintenance works whilst supporting workforce of the future planning and Business as Usual workstreams
• Ongoing work to support Educational & Social Care transport arrangements for commencement August 2024
• 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
• Ongoing data analysis in preparation of the 2023-2024 Annual Procurement Report to include alignments with organisational Climate Action Planning, Circular Economy Strategy, Community Wealth Building & the City Region Community Wish List planning
• Processing and payment of Welfare Support, ALT Fuel & EBSS Payments in line with Council support requirements
• Completed planning and communications in relation to Christmas payment processing timescales
• Continued efforts to clear backlog of invoices planning and communications for Oracle Fusion
• Initiated Business Critical expenditure considerations within I-proc Buyers Work Centre
• In addition, support was provided to the election team in particular during the day of the election and at the count
• Ongoing work on the review of Contract Standing Orders for alignment with organisational changes, financial management and Procurement governance
• Continued End of Financial year planning in alignment with the implementation of a new finance system, managing the backlog resulting from the system downtime and managing business as usual
• Review of resourcing considerations to support Project workload and business as usual priorities.

Throughout July, the Strategic Commissioning Team provided oversight and leadership to the commissioned market during unprecedented times as demand pressures, on-going workforce and recruitment issues and the cost-of-living crisis continued to challenge the sector.  The Team also continued to support the HSCP to progress key strategic priorities and inform the progression of budget related decisions in relation to commissioned services. 

Key Achievements / Areas of Focus

• Engaged with providers and supported Scotland Excel to finalise the tender process for the Care and Support Framework due to be implemented later this year.
• Within the context of budget savings, set out and costed commissioning options available for front line services
• Compiled supporting service and financial reports to support HSCP budget strategy / decision making
• Engaged with Learning Disability providers regarding budget pressures, service redesign and efficiencies.  Follow up meetings are scheduled to progress and finalise
• Led a series of planning meetings aimed at transitioning individuals with complex and challenging behaviours to more suitable / long term care environments
• Supported the progression of various strategic reviews and provided service and cost appraisals to help inform strategic and financial direction
• Progressed Scottish Living Wage implementation in line with national policy.

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

This Service area is divided into eight portfolio groupings:

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

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

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

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

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

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

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

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

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

The three geographical based teams are 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 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 manages burials in the eight operational cemeteries.

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

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

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

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

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

I would also highlight that Mary Coulshed, Team Leader at the country park has now retired and leaves with our thanks and best wishes for the future.

We now welcome the newly appointed Mugdock Country Park Team Leader, Alison Burke. Alison will take over the role of Team Leader at the country park on the 1st of August 2024.

The Waste Team has continued the frontline service operations for the collection of over 400,000 assorted household bins over the month of July, 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 1781 tonnes of waste through this contract in July, ensuring our waste undergoes treatment for recycling extraction prior to being sent through an Energy from Waste process.

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

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

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

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

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

Ongoing and comprehensive health and safety assistance is provided to services throughout the council and EDLC, conducting multiple site visits to offer expert guidance, address emerging issues, and assist with the completion of risk assessments.  The team participated in SAG meetings to get ready for the Kirkintilloch Festival and provided a progress review of risk assessments and methods statements for Streetscene and Greenspace, Roads, Fleet, Housing and FM. Mould and Condensation procedures for Property Maintenance have been finalised.

Various teams received assistance through workplace and individual assessments in collaboration with HR colleagues.  The team collaborated with FM colleagues to produce Lone Working assessments, Community Planning & Partnerships and their Gaelic event at Mugdock Country Park and participated in 3rd Tier H&S committee meetings.

Occupational health has focused on clinics for statutory health surveillance assessments for HAVS, respiratory, hearing and skin and continues to capture Display Screen Equipment assessments.

Trades induction for Property Maintenance (Plumbers), Manual Handling, Fire Extinguisher and Building Manager training were conducted through this period.  Additionally, various other training sessions were covered such as Duty Holder, UFAS, ladder safety, risk assessment and incident reporting.

The focus continues for Construction Design and Management compliance with site visits, reviewing construction phase plans, risk assessments and method statements for refurbishment, roofing, general Estate repairs and new build and greenspace projects for various teams.  For Greenspace and Streetscene, Climate Ready Park project site visits were undertaken amongst other projects.  For D&I teams, Twechar Outdoor Pursuits project site visits were carried out. The team were also involved in Torrance gas pipe upgrade and Gartconner PS gas boiler installation, the last of the project of 13 new installations.

To support Estates team in their CDM works, reviews were undertaken for several works during the summer in educational establishments.

Fire Risk Assessments are conducted in accordance with the predetermined schedule.  Officers undertake routine inspections and continue to carry out site visits to address any fire safety concerns and offer expert advice.

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

Roads Network Operations Teams (including Street Lighting)

Carriageway and Footway surface defects and service level agreements (SLA):

Between 01/07/2024 and 31/07/2024, we have identified 190 defects in East Dunbartonshire Council carriageways and footways. We have completed 190 repairs on time (approx. 91.05 %), 15 repairs late (approx. 7.9 %) and 2 repairs (approx. 1.05 %) are in list for action and are still within SLA (incomplete).

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, minor work, road pothole repairs committed in June 2024 in East Dunbartonshire Council areas.

Carriageways and footways Safety inspection:

Between 01/07/2024 and 30/07/2024, East Dunbartonshire Council completed 22 scheduled safety inspections. 13 of these inspections are related to Footway inspection and unfortunately, two of these footway inspections were completed later than their schedule and more than EDC tolerance between inspections. Details of these inspections are as below:

Details of these inspections are as below:

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Roads Technical & Engineering Teams

Traffic

• Signalisation of Station Road junction with Drymen Road, Bearsden. Proposed costs are higher than expected
• Signalisation of Milton of Campsie Cross. Design approved. Tender documents with Procurement
• Responding to Planning Applications
• Responding to tickets on RMMS and passing instructions for action
• Responding to Lining Requests and refreshing faded road markings
• Commenting on various licences i.e., street trader licences, public entertainment licences and occasional licences
• Bankhead Road traffic calming (installation of 2 sets of speed cushions) was completed during school holidays
• Accident statistics updated on letter to go out to schools for new school year JRSO scheme, all schools to be invited to take part.  All supplies have been received and should be delivered to schools in early October. Inductions commence October/November.

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 Completed Q1 Inspection charges / Invoices sent out, SRWR Fixed Penaly Notices issued on a monthly basis, continuing to monitor SRWR Roads Register to update/maintain EDC capital Programmes
• Barratt site at Braes o Yetts adopted by EDC
• Final site walkover this week at the Miller 1 & Cala 2 developments at Woodilee prior to adoption.

Flooding and Drainage

• River Glazert Restoration Project, Lennoxtown – POAN now completed. Project Group are preparing reports to submit full planning application. Consultation is ongoing with Campsie Community Council / subgroup and have received their formal response to the POAN. A site walkover took place on the 23rdJuly which went well and meeting notes were provided to all. 
• Kelvin Tributaries River Restoration Project – Tender is being evaluated to appoint consultant – on going
• Climate Ready Park – Construction works have started on site. Progressing well and site meetings with EDC, H&S, Stantec and P1 solutions have been on going
• New CCTV and Vactor framework – with Procurement
• New Civils Drainage framework - with Procurement. CCTV & Vactor and Civils works being undertaken under non-contract request under 4 quote process
• CCTV and Vactor investigations carried out as part of WDR
• Assisting Streetscene with survey for Langfauld Cemetery works
• 46 Thorn Road – civil works to replace defective gully booked 12/8 -16/8
• CCTV surveys carried out at flooding hotspots around ED­C.

Structures

• 2024/25 General and Principal inspections programme ongoing
• Review & response to abnormal load requests
• Parapet upgrade at FB51 Gavin’s Mill footbridge, Milngavie complete
• Culvert pedestrian edge protection works at 3no. locations on the Strathblane to Lennoxtown Railway Path complete
• Capital programme for 2024/25 to commence pending award of FY24-26 structures framework contract.

Greenspace & Streetscene (including Mugdock Country Park)

Streetscene Operations

• Summer cyclical works ongoing
• Street cleansing and mechanical sweeping; removal of fly posting and uplifting of fly tipping, mechanical street sweeping and installing replacement or additional bins. Includes cleaning of precinct areas.
• Graffiti removal
• Summer bedding maintenance and watering of hanging baskets
• Ongoing cemetery operations, digging and carrying out interments, installing headstone foundations and benches
• Care of Gardens maintenance ongoing
• Checking and clearance of culverts
• Play park inspection
• Preparation for Canal Festival, tidying up started of the Marina/Southbank areas
• Herbicide works in open spaces, including Japanese knotweed treatment
• Replacement of pitch goal posts, along with marking and overmarking
• Housing tidy-ups, on request.  Maintenance of lead tenancies/homeless units
• Responding to Customer Service Requests and complaints
• Removal of dead animals and excess waste at recycling centres
• Recruitment for vacant positions.

Streetscene Technical Support

• Play Areas – works complete at Torrance, Waterside , Douglaston Gardens North and Keystone  - all now fully opened
• Play Areas -   King George V – construction works have commenced,  Luggie Park , Springfield  – start dates imminent
• Bishopbriggs Park – brief complete  - with procurement
• Play Areas – Westerton – brief complete with procurement
• Play Areas -  Scott Avenue (MOC) – brief complete and with procurement – Kincaid (MOC) being worked on
• Play Areas – annual external safety inspection ongoing
• Cemetery Management Rules – internal review ongoing noting recent wider Scottish Govt consultation – awaiting finalised Scottish Govt regs
• Headstones/Memorials Inspection  – supplier appointed – probable start date September in Old Aisle Cemetery – Technical Note being prepared
• Cadder Cemetery – works complete to improve traffic management and parking around entrance area  - 2nd phase of works being planned for winter 24
• Cadder Cemetery Extension – award made to consultants - pre start meeting held
• 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 – EDC trees now felled. Wider analysis of other trees and works ongoing
• Climate Ready Park – works have commenced on site and are progressing well
• Leisure Trust Football Pitches – summer renovation works complete
• Team working with City Deal Team and Consultants in relation to Masterplan of Bishopbriggs Relief Road
• Rosebank Allotments – initial repairs to paths, fencing  - all now complete
• Community Growing Facilities – progressing improvement works via Shared Prosperity Fund
• Allotment Regulations – officer review complete in advance of a wider consultation – to be finalised with Legal Team
• Nature Restoration Fund – number of projects ongoing via this Scottish Govt fund
• Community Consultations re Management Plans – Lenzie Moss, Whitefield Pond, Cairnhill Woods and Heather Avenue – drafts largely complete – further consultation will take place to finalise
• Mains Park New Path – path works complete around additional link path – initial landscape works also complete – further tree planting to take place in winter period
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• Langfaulds park – path works complete
• Merkland – Scottish Water undertaking infrastructure works to site – will be complete in August
• Glazert Project – team input into overall project re trees and biodiversity aspects
• The team continues to respond to high volume of open space, tree and bereavement enquires, along with planning application consultations and complaints.
• 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

• July Events
• • Bats About Mugdock (adult event)
  • Forest School sessions (8-12 year olds + 13-16 years olds)
  • Mugdock Nature Explorers (new 5 hr sessions for 8-12 year olds)
  • Wildlife Weans (1-7 year olds)
• School and Community Events
• No school or community events due to school holidays but 110 tickets were sold for Ranger events over July alone.
• Warden tasks – grass cutting and strimming at Courtyard and Mugdock Castle, tree work in line with Tree Survey, litter picking, bin emptying, jet washing outdoor furniture, leaf blowing, drain work, filling in potholes in car parks, play equipment checks,  motorised plant and equipment serviced and checked
• Ranger land management tasks – bracken management Mugdock Wood, guarding of natural regenerating seedlings, maintaining the willow hedges at Visitor Centre, resurfacing of path in Khyber field, drainage maintenance, boardwalk repairs Mugdock wood, continuing with dry-stane dyke repairs around edge of Mugdock woods, invasive birch removal, Himalayan balsam pulling at Drumclog Moor
• Health & Safety – working through and signing off RAMS with new Scottish Water staff.
• Visitor Centre – new stock for the summer and new window display – fairy and elf trails continue to be popular.
• Events programme for July to December 24 is being advertised through our socials, website and circulated to all schools.  Events are now starting to fill up.
• Scottish Water project – Blue-Green Network Partnership – posts now filled and new staff starting on 1 August.
• BBQ shelter – waiting for drainage advice.
• Funding being sought from Land Fill Tax Fund
• Mugdock Team Leader Recruitment completed.

Waste Services

• The Clyde Valley Residual Waste contract say 1781 tonnes of household general waste throughput in June for recycling pre-sort, and then ongoing production of energy from waste.  This a reduction of 1% from the same period last year.
• The focus for the Waste team through the month of July has been with the new garden waste permit scheme which successfully commenced on 7th July 2024. 
• Both the Waste Technical team and Operational team working together to ensure a successful implementation, with Waste Officer working alongside Operatives on the frontline vehicles to assist with residential enquiries.
• There were 24,527 permits dispatched to residents in July, bringing in an income exceeding £630,000
• The Mavis Valley Recycling Centre received 13810 resident bookings with 93% attendance.
• There was 271 tonnes of paper and cardboard collected for recycling in July, this was a 3% increase on the same period last year
• The implementation of our new Waste Modernisation software is progressing well, with 22 of the 24 fleet being fitted with in-cab devices in preparation for employee training.  There was also an opportunity to update the Project Board at our meeting that took place in July with the positive steps undertaken
• The operational team continue to work through and complete the CPC training, the driving competency certification, in which drivers required to go through 35 hours of periodic training every 5 years. The service is releasing a driver each day to ensure deadlines are met and service sustained
• The new Project team for the implementation of the 3 weekly residual waste collection service continue to meet to discuss action plans. 

Fleet Services

• During the period 1/07/24 to 31/07/24 there were 134 vehicles/plant inspected/repaired in line with the servicing schedule and defect procedure
• We currently have a variety of vehicles/plant on order to replace an aging fleet in line with the vehicle replacement programme 
• Support Council services in the delivery of ASN Transport including the distribution of essential supplies for vulnerable individuals throughout the period including meals for early year’s facilities and lunch clubs etc.  
• Continued work on the management of Capital programme for the replacement of fleet assets through the financial year       
• Continued work on the CPC training programme, to ensure all drivers that require CPC training achieve this before the deadline to remain compliant
• Continued support to front line service operations through the provision of in-house fleet maintenance function including work on horticultural and construction plant equipment
• Management of Fleet Operations in compliance with Operator Licencing legislation with a DVSA Operator Compliance Risk Score of Green for both Traffic and Compliance and a 100% first time pass rate for annual tests    
• Vehicle gate checks have been reintroduced and the compliance team have carried out multiple checks, any issues identified have been relayed to the relevant management team
• 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 station compliance.
• We continue to monitor external hires
• We have provided two extra buses to Education to help reduce costs in relation to taxi hires
• We are currently liaising with external providers to claim our community benefit points to discuss the most appropriate way to spend these within the community.