How Good is Our Service - June 2024

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Voids performance has dropped in June to 75.5% from 89.2% in May which is significantly below our target of 85% and our focus remains on improving performance in this area.

Property Maintenance have achieved our target of 100% for Gas Servicing in June with 352 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 June exceeds our target of 12 days with an average turnaround of 11.5 days. 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 at the start of the new term in August and feedback will be requested to shape future menu changes.  Action plans continue to be reviewed and recommendations implemented to improve uptake in lower performing schools.

The uptake of free school meals in Primary schools for the month of June was below target.  We continue to focus on schools not achieving the set target with action plans implemented to improve the uptake in lower performing schools.  The target for free school meals was achieved in Secondary schools.

The Service continues to work with suppliers to source alternative food products, ensuring the menu complies with the revised regulations and meets all nutritional standards.

The service was awarded the Food For Life Served Here Bronze Award in December 2022 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 the Easter Holidays with all remaining works being completed over the summer period.  Further works are ongoing at Twechar Primary School and Lenzie Academy during the summer holiday period.

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

Estates Management continue to market vacant premises within the non-operational estate.  At present the non-operational estate is over 92% occupied, with vacant suites in Southbank Marina and the Kirkintilloch Learning Centre 2 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. Construction works are ongoing to develop the Twechar Outdoor Pursuits Centre, with practical completion expected in Spring 2025.

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

Detailed design development and the main contractor tender period is now complete at Balmuildy Primary School and a Stage 2 Report for the project, confirming the final tendered cost and seeking approval to commence the construction phase for the project will be considered by Council in August.

Following confirmation of LEIP funding for the Lenzie Academy project, the project team has been re-mobilised and is now progressing through the early stages of the design development process. Council approved a Report seeking to commence the statutory Education consultation for the relocation of the school to the new site in March 2024 and this is now in progress. A Report on the outcome of the consultation period will be provided to Council upon completion of the process.

Following approval of the revised 30 Year Capital investment Plan, pre-construction development works are now progressing across projects including Broomhill and Hilton Depot, Milngavie Early Years Centre, Lenzie Public Hall, Westerton Primary School and the Campsie Memorial Hall refurbishment.

Development proposals for the next phase of the Council’s Affordable Housing Investment Programme are progressing through RIBA Stage 3. The delivery of several areas of on-going capital investment across the Council’s existing Affordable Housing stock, including several significant measures to improve Housing Quality and Energy Efficiency continue.

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
• Kitchen, Bathroom, Central Heating and Roofing upgrade programmes ongoing with positive feedback being received from tenants across all contracts
• Improve performance in void turnaround times with our focus being on maintaining and exceeding performance target going forward
• 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 July and August 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 the course of June 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 in order to target local public health, community safety and consumer protection activity towards the areas of greatest need, risk and priority.

The Environmental Health Team was engaged in the delivery of essential public health services throughout the reporting period in order to protect the community from hazards in the environment and to regulate and facilitate the growth of responsible businesses.  Specifically, officers attended weekend fairs, shows and a circus to assess operational food and safety controls.  Sampling was undertaken at local swimming pools and a spa to assess water microbiology and chemistry in the interests of public health.  This resulted in one pool closing to conduct remedial treatments.   Resource 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 course of the reporting period, working closely with a range of colleagues and key partners to successfully deliver appropriate interventions and to make our local communities safer. Officers from the team were engaged in the delivery of services in relation to community engagement/support, antisocial behaviour, youth disorder, neighbour disputes, environmental incivilities, dog control, decriminalised parking enforcement, fly-tipping, mediation, pest control and mobile CCTV. The Community Wardens have also been developing further links within the local communities they serve, getting involved in a number of initiatives and events that have been taking place across the Council area.

The 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 June included promotion of the East Dunbartonshire Trusted Trader Scheme, co-production investigations into rogue traders and management of day-to-day casework.  Inspection and testing of liquid fuel measuring instruments at petrol forecourts was undertaken to assess compliance with Weights and Measures law and linked to the national Cost of Living project.  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).  Gathering and dissemination of intel regarding sale and supply of age restricted products continued throughout the period and will be used to influence future test purchasing projects.

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 consultation.  Preparation for progressing the internal equalities action planning forum are well underway.

Our Vaccination Team  has been diligently ensuring the community vaccination programme runs smoothly.  The last clinic in Merkland will be held on 7 August, and from 14 August the clinics will move to Kirkintilloch Town Hall.  Beginning in August, all clinics will be managed and fully staffed by GGCNHS.

Round one of the Community Grant Scheme 2024-25 closed on April 26th.  We received 58 applications: 38 Scheme A and 30 Scheme B.  Following approval from the Community Planning Partnership Board, then thirty organisations secured funding totalling £94,249.  These funded organisations represent a diverse array of community initiatives and projects.

The Team in partnership with EDVA successfully hosted another Funder Fair in New College Lanarkshire on 28th May.  This further connected our commitment to fostering strong partnerships and community engagement.  The event featured 10 funders, who provided valuable information at their market space stands.  Attendees had the opportunity to participate in three workshops, including our own ‘Funder Ready’, enhancing their preparedness for future funding opportunities.  The event was attended by over 100 individuals representing more than 42 organisations, showcasing a diverse and engaged community.  Notably, representatives from 20 organisations new to our East Dunbartonshire grant scheme attended and participated, broadening our network and outreach.  Feedback from the participants was overwhelmingly positive.  Attendees particularly appreciated the direct interactions with potential funders and the variety of workshop options available, however there were comments asking future events to offer more opportunities to attend a range of workshops rather than choose.  The feedback form participant, stallholders and partners will be collected and analysed and used to inform future Funder Fair events.

Housing manages 3,846 social rented properties; 3,774 of these are mainstream accommodation and 72 are used for Homeless Temporary Accommodation.  The Service also manages 54 Lead Tenancies which are rented from either private landlords (33) or Housing Associations (21), to assist with accommodating homeless households.At present, the Housing list for East Dunbartonshire has 2,891 applications - made up of the following:

General Waiting list 2, 102 applicants waiting (21 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  531 applicants (15 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   222 applicants (19 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   13 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, 15 properties were allocated.  14 of these were mainstream, 1 was a buy back (bought from the open market). These were let to the following queues:

• 4 were let to applicants on the transfer queue
• 4 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.
• Confirmation of Scottish Government grant funding for the 2024-25 period to assist with local air quality monitoring infrastructure and air quality action planning.
• Successful recruitment process for to two roles within the EH Team – officers will be delivering statutory duties in relation to environmental protection, contaminated land assessment and food safety.
• EH Team worked closely with representatives from Estates over a number of weeks whilst investigating a septic tank public health nuisance.
• The service was notified by Food Standards Scotland of an audit of approved food establishments in East Dunbartonshire. This is due to complete in July 2024.
• The East Dunbartonshire Air Quality Progress Report for 2023 was submitted to SEPA for evaluation in line with reporting timescales.
• 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 June included Milngavie & Bearsden Highland Games, A Bite & Blether, De-Café, 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 a number of our primary schools in November.
• Delivery of reactive service request work and targeted project work by the Trading Standards team throughout the reporting period in order to maintain local compliance with consumer protection legislation.
• Delivery of on-going workplan activity by Trading Standards to maintain local business compliance with legislative requirements relating to tobacco and nicotine vapour products.
• On-going promotion of the East Dunbartonshire Trusted Trader scheme through relevant channels, with the aim of attracting further local traders to join the scheme.
• Delivery of work by the Licensing Advisers to assess local compliance with licensing conditions.

Community Planning and Partnerships Team

• Continuation of targeted community development support through a range of our delivery programmes including Pockets, Places and Prosperity and Community First.  These programmes are designed to focus on our priority communities and communities of interest, helping local organisations to be resilient, compliant, and strong.  The team are committed to fostering vibrant and thriving communities by ensuring our resources are directed to address poverty and inequalities.
• Round 1 of 2024-25 Community Grant Scheme successfully delivered.  The team are processing payments
• Round two 2024-25 will open on 1st July and close 26th July 2024
• The team support corporate delivery of the priorities within the Gaelic Language Plan 2024-2029, and plans are well underway to host a Gaelic Celebration Event at Mugdock Country Park on Sunday 25th August
• In partnership with the front-line workers, the team are collating progress on delivering the priorities within the Locality Plans.

Homelessness & Prevention Team

Homelessness Appointments

• 19 duty days/76 appointments available
• 4 no shows (decrease from April (9) and May (8)
• 1 Emergency appointment (same as last month)
• 16 applications taken (decrease from April (20) and May (26).
• All applicants had local connection to EDC.

Homeless Applications

• 222 awaiting offer + 19 under offer = 241
• 2 households waiting longer than 3 years (RRTP Breach)
• Average on list 278 days

Temporary accommodation

• Increase temp properties to meet demand – target for 2024 is 165 placements (114 start of the year and 135 as at end of June).

Housing Operations – Estates Team

Key Achievements

The Estates team received 5 new reports of anti-social behaviour during the month of June and are actively working to resolve 7 currently open cases. Five 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 during June at 96% 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 has attended 2 of the weekly meetings of the Community Harm and Risk Meeting (CHARM) with Police Scotland and Community Protection.

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 future training needs and hold quarterly sessions for reviewing policies and procedures with officers.
• Officers are contributing to an ASP (Adult Protection) Inspection.
• Ensure attendance at East Dunbartonshire Safe and Together steering group is ongoing.
• Attendance at new 2-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 ensure monitoring of spend.
• Monthly attendance at new Housing/Social Work liaison meeting to discuss Throughcare cases and Unaccompanied Asylum Seeking Children.

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Key areas of focus in June for the Communications & Engagement team included key election messaging including changes to voting, garden waste permit applications and Kirkintilloch Canal Festival.

Media relations decreased this month with no photocalls being held due to the pre-election period restrictions, however we issued nine releases (12 in May) and dealt with 17 media enquiries (20 in May).

All releases are on the news section and the local coverage achieved equated to an equivalent advertising value of £4,100 (£8,136 in May.)

Less social media posts were published during June, again due to the pre-election period but those that were issued generated good interaction and we continued to grow our followers on Facebook, Instagram, and LinkedIn. The top three posts on Facebook in June were garden waste permit applications opening, Douglas Academy Music school pupil winning Scottish Young Musician’s solo performer of the year, and information on Sunday Funday at the Kirkintilloch Canal Festival.

The top three X (Twitter) posts featured two on garden waste permits and the next round of the Community Grants scheme.

The most watched video on YouTube was ‘UK general Election 2024 - What to Expect at the Polling Station.’

In June 2024, the Corporate Performance and Research team continued to fulfil required duties in relation to reporting of performance and risk management at a corporate level and provision of service level data and statistical support. The team also continues to ensure the Council has adequate insurance arrangements in place, 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.

In June 2024 the team also took over the remit for complaints handling at a corporate level, taking ownership of formal complaints across all service areas, ensuring they are addressed appropriately, and adequate responses are provided within statutory timescales.

A busy month across the team with customer services handling enquiries relating to the forthcoming general election and the introduction of the garden waste permit scheme. The team achieved the average time to answer call target of 3 minutes meeting the target of 3 minutes and 30 seconds.

The team continue to handle a wide range of customer enquiries via all contact channels, whilst still within target, the increased call response time from previous months reflects an increase in call volumes as a result of both the general election and the garden waste permit scheme.

The Emergency Response Centre team continue to focus on the analogue to digital change and have now begun migrating data to the new digital platform. Work also continues on the Public Realm CCTV replacement project, including the monitoring requirements in 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 plannning, workforce analytics, people development, Job Evaluation, attendance and wellbeing improvement as well as providing strategic and operational employee relations support including case management and partnership working.

Communications & Engagement

• Created two UK Election 2024 videos outlining to voters what to expect at their polling station and instructions on how to cast their postal vote
• Co-ordination of the judging for the Provost’s Community Champion Awards 2024
• Launch of School Clothing Grants and Free School Meals including website updates, webform updates and social media
• Co-ordinated annual Armed Forces Day flag flying photocall with press release issued and social media
• Design of the HSCP Empowering Minds booklet which contains information on both local and national services, education, and training
• Continued migration and creation of new Council and HSCP websites.

Corporate Performance

• Successful transition of the corporate complaints handing function into the team
• Work progressed in the implementation of the new child friendly complaints handling principles coming into effect in July 2024
• Continued assistance was provided to the change team in relation to the rollout of Oracle Fusion
• Annual How Good is our Service performance reports were issued to elected members and published on the Council website
• Local Government Benchmarking Guidance and timescales for 2024 submission was issued to Executive officers
• Analysis was undertaken on further local updates to 2022 Census data publication and distributed to Elected Members
• Annual SOURCE submission for adult social care data was completed on behalf of the HSCP.

Customer Services

• Customer services team handled a range of enquiries relating to the forthcoming general election including voter ID, registering to vote and postal voting
• June saw the introduction of garden waste uplift permits, the team responded to a high volume of enquiries relating to this new requirement
• The ERC team began migrating customer data to the new digital call handling platform
• Work to replace the CCTV system continues.

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
• Promotion of Health and Wellbeing Campaigns.
• Within Payroll Services, the team have maintained and processed the payover of the various payruns within timescales, with the completion of a series of statutory
• Within the HCM Project Board, continued to undertake preparatory work in advance of moving into Project phase in relation to 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
• In total 141 delegates received training, across 9 topics, via 15 sessions in June 2024. 
• 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 election.  

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Leisure Centres

Kirkintilloch Leisure Centre

The Kirkintilloch Gala Week took place, with the Gala Queen’s class visiting the centre to participate in a range of sporting activities and the main Gala event taking place in the park outside the centre on the Gala Saturday.

Leisuredrome

Bishopbriggs Acro Gymnastics held their large annual event in the main hall on Sunday 2nd June. There was over 150 gymnasts performing with just under 400 people attending the show.

Huntershill Sports Hub

Springburn Harriers Athletics Club in conjunction with Scottish Athletics held the Superteams Regional Heats at Huntershill Sports Hub with 140 under 12s competing. This is the first time that the regional heats have been held in East Dunbartonshire and this is likely to be an annual event going forward. Rossvale Football Club hosted a tournament with clubs from all around the West of Scotland invited to participate. The fun competition, where everyone was a winner, was held over the weekend of 8th and 9th June.

Cultural Services

As part of Milngavie Week, Cultural Services hosted a number of events including; spinning and weaving workshops, author events and children’s activities in Milngavie library and a number of events in the Lillie Art Gallery. Organisers of Milngavie Week commented that “The extent to which EDLCT is actually part of the life of Milngavie village should not be underestimate and these figures and participation in our community event demonstrate that.”

The Library Service Children & Families team spent June visiting schools in preparation for the Summer Reading Challenge. The team visited 24 schools as part of a collaborative project to increase young people visiting libraries and participating in the annual reading event. William Patrick Library, and the Archives and Local Studies team, hosted a number of displays and activities for families, to coincide with Kirkintilloch Gala Day.

A number of new initiatives were launched at William Patrick Library during period 3, including;  sessions hosted by the RNID offering help and advice to deaf and hearing impaired people, Relaxing Reads, where members of the public can book to come along to the library to hear extracts from books from the digital collections; and the first of monthly Gaelic Bookbug sessions which support the East Dunbartonshire Gaelic Language Plan 2024-2029.

The Heritage & Arts team partnered with the Thomas Muir Festival and brought the popular School Art Competition to the co-curated exhibition space at Kirkintilloch Town Hall, for the first time.

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

• The Chief Education Officer appointed two Quality Improvement Managers (Primary and Early Years and ASN and Children’s Services). This completes recruitment in the Education Leadership Team 
• All schools submitted Achievement of Curriculum for Excellence Level (ACEL) attainment data for children and young people in P1, P4, P7 and S3 to the Scottish Government
• The Early Years and Supporting Families Team liaised with schools and officers to finalise planning for Snack and Play holiday provision and the ASN playscheme, ensuring that provision is targeted at children and young people most impacted by poverty
• Centres and Schools continue to achieve excellent success in national award programmes – see below for details of awards and notable achievements
• Almost all probationer teachers successfully completed their probation year and attended an event to recognise and celebrate their success. All probationers shared key learning and reflections, including their practitioner enquiry project
• The Chief Education Officer and Quality Improvement Team hosted an induction event to welcome probationers who will be starting in August 2024.

• The Quality Improvement Team will analyse and moderate ACEL data, Standards & Quality Reports and School/Centre Improvement Planning to ensure impact on attainment and achievement
• The Education Leadership Team will finalise strategic planning for next session, including the leadership calendar; working groups to take forward priorities in the BIP and Education Service Plan; planning for Quality Improvement Reviews; and priorities across the Attainment Scotland Fund (ASF).

• Self-Evaluation for Continuous Improvement (SECI): Senior Leaders in Early Years participated in training to consider Meaningful and Manageable Improvement Planning, in partnership with Education Scotland, to enhance and build on previous SECI training. This focused on using data for self-evaluation (types and purpose) and to identify clear outcomes and measures for improvement. The training was highly evaluated by all participants. A key next step for Senior Leaders will be to apply their professional learning in Standards & Quality Reporting and Centre Improvement Planning, supported by the Quality Improvement Team
• Nurture in Early Years: Year 2 of the implementation plan is now complete. This involved a baseline (pre) intervention practitioner evaluation, four Professional Learning Community (PLC) sessions, including centre peer visits and a ‘post’ intervention practitioner evaluation.  The Professional Learning Community sessions were attended by a lead practitioner from each Local Authority and Funded Provider Centre.  End of year evaluations show an increase in practitioner confidence and implementation of practice
• Supporting Families: Data analysis from the past 12 months confirms that over 275 families have been supported through the service. There is a notable increase in family learning and support offered to families of children attending core nurture; 95% of core nurture families had support and interactions with Family Learning Assistants (FLAs), including referrals for parenting support, financial referrals, foodbank referrals, adult learning courses and family learning sessions
• FLAs provided targeted support to 220 families. The range of supports was wide and included family learning sessions; support to apply for snack and play; adult learning referrals; support with digital technology; wellbeing support; and signposting to third sector organisations
• Sustainable Rate for Funded Providers: A range of funded providers work in partnership with the Council to deliver statutory entitlement of 1140 hours and approximately 40% of children attend funded provider early learning and childcare. In session 2023/2024, the Council approved an increase to the sustainable rate for funded providers by 2% to £5.89 for 3–5-year-olds and £7.09 for eligible two-year-olds, in line with national guidance and stakeholder consultation. The Scottish Government will provide £16m in additional funding to enable childcare workers delivering funded early learning and childcare (ELC) in private and third sector services to be paid at least £12 per hour from April 2024. The commitment will also be applied in a fair and sustainable way for all childminders who deliver funded early learning and childcare. The sustainable rate for 2024/25 will increase to £6.34 for 3–5-year-olds and £7.63 for eligible 2-year-olds
• Relationships, Behaviour and Learning Policy Implementation: 6 pilot centres received initial training in Up, Up and Away! as part of the authority-wide rollout of the CIRCLE model. The post training evaluation questionnaire detailed that 90% of participants felt confident in using the literacy rich environment tool.  All participants reported feeling that the Up, Up and Away document would support inclusive practice in the centre and enhance their own practice. The 6 pilot centres will share their learning to date at the October Inset.

• Schools Health Improvement Network (SHINE) mental health survey implementation: Bishopbriggs Academy presented their whole school approach to supporting young people’s mental health using pupil voice, information sharing with parents, question & answer panels and self-referral pupil mentoring supports. Pupils talked about their understanding and support for mental health in their school. This is part of wider work in the Scottish Attainment Challenge
• Balmuildy Primary School was identified by the Scottish Government’s Scottish Attainment Challenge Policy Unit to share approaches to closing the poverty-related attainment gap, in recognition of attainment data over time which confirms that the school has closed the gap. The school shared approaches to identifying priorities for pupil equity funding, interventions and approaches to supporting pupil wellbeing and whole school approaches to learning and teaching. The Scottish Government will feature the work of Balmuildy Primary in a future national report
• Nurture: The lead Educational Psychologist for Nurture gathered data and feedback from a range of sources in order to evaluate the impact of the Nurture in 2023/24. Of the 69 Primary Core Nurture Group children across 13 Primary Schools, 66 families worked with or were supported by the Nurture Teacher and/or Family Learning Assistant (96%), demonstrating an excellent level of family engagement
• A multiagency steering group has been established to lead implementation of the refreshed Relationships, Behaviour and Learning Policy Framework. The Whole Family Wellbeing Fund Development Officer and Educational Psychology team delivered training to support the authority-wide rollout of the CIRCLE model to at least 1 member of each primary and secondary school within EDC, with a focus on the inclusive classroom environment. The post evaluation questionnaire detailed that the majority of practitioners (81.3%) felt confident in using the inclusive classroom scale. Almost all participants (98.4%) reported that they felt the CIRCLE document would support their school to enhance their inclusive practice, and 98.4% also stated that this would enhance their own inclusive practice. A key next step will be for training to be delivered to all teachers and practitioners at the August Inset. In addition, all schools will complete the inclusive classroom scale at the beginning of the year and create action plans. Professional Learning Community (PLC) groups have been established to support professional dialogue and collaboration with colleagues
• Bearsden Academy hosted the Developing the Young Workforce (DYW) event, bringing together representatives from all local secondary schools and partners to share good practices and set key priorities for the following academic year.  Guest speakers included representatives from Skills Development Scotland (SDS), DYW and the Youthwork team
• The Secondary Quality Improvement team led a collaborative workshop with Head Teachers and newly appointed Head Teachers with a focus on leadership of change; learning and teaching; and raising attainment and achievement. This was highly evaluated by all participants.

• Meadowburn Primary School pupils achieved great success at the Glasgow Mod. The Gaelic choir won first place in one of their competitions and second place in the other. The school also had a winning Folk Group that included English Medium pupils performing alongside Gaelic Medium pupils. Individual pupils achieved gold, silver and bronze medals across a range of events. The school also received the Silver Award in the Reading Schools Programme.
• Kirkintilloch High School received a number of awards, including the LGBT Gold Charter Award; SCQF Ambassador School Silver Award; Eco Schools Green Flag Award and a Gold Scottish Languages Employability Award.
• Baljaffray Primary School achieved the Gold Award in the Rights Respecting School programme.
• St. Machan’s Primary achieved the Fair Active Award, in recognition of pupil participation in promoting Fairtrade.
• 29 primary schools participated in the Make it Happen App design challenge, supported by the Development Officer for Raising Aspirations in Science Education. This gave young people the opportunity to engage in digital learning and bring their App ideas to life.
• Early Years Centres continue to achieve success in the Rights Respecting Awards Programme. Baljaffray EYC achieved the Gold award; Meadowburn EYC achieved Silver and Milngavie EYC achieved Bronze.
• Meadowburn EYC, Auchinairn EYC and Westerton EYC, achieved award success in the Eco schools programme.
• Clober EYC and Torrance EYC achieved the Woodland Trust – Green Tree school award.
• Auchinairn EYC celebrated the completion of their successful community project to developing a sensory garden in partnership with Morgan Sindall Construction, Tigers and Bishopbriggs Academy pupils.

• Placing Request Appeals were heard by the independent panel. A total of 117 appeal hearings were scheduled. Decisions and outcomes will be shared in a future Education Committee Report.
• Planning and preparation continued for the decant of two ELC (Cleddens and Twechar) during the summer break to enable essential remedial work to be carried out.
• The team worked in partnership with the Legal and Democratic team to progress the print rationalisation strategy. This involved auditing current provision and usage across the Service and developing a reduction proposal, including replacement devices, as required. The impact of this will be a significant reduction in the number of printers across the education estate.

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The month of June 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 28.42% is marginally behind expectations (28.64%), although it is early in the year to give any reliable indication for the full year position.  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 Complaints Team have completed the transition from Shared Services to Customer Services and Organisational Development.

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 1,100 tickets in June and dealt with 300 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 £128,852 on same period as last year (week 13).

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

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

The Team Plan continues to be reviewed with 13 current upgrades ongoing. There are a further 7 systems and interface development projects and 2 PSN Remediation activities.  In addition, the team are delivering 18 projects within the digital development programme and supporting a further 14 continuous improvement activities.  The team are managing vacancies to good effect however the current 8xFTE vacancies will require 11 further activities to be deferred.

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 Major Asset Programme and School Funds.  The audits nearing completion are Allpay consultancy work, Support Payments and Outdoor Learning. 

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

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

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

The team have commenced work with colleagues from the Business and Digital Change Team 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. 
• The Council’s Provisional Out-turn and Budgeted Estimates return was submitted to the Scottish Government for their analysis and publication.
• 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 May, the team issued:

• 3,000 Council Tax bills and 5,300 Benefits notifications
• 2,400 Non-Domestic Rates bills
• 2,900 crisis grants and community care grant applications were received
• The team received and dealt with 1,250 documents for Council Tax queries and reduction and over 450 for benefits. In addition, the team received 1,600 ATLAS notifications from DWP
• The team dealt with 2,500 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 upgrade of all files servers to a new operating system.
  • Upgraded the new virtual hosts to a compatible version to begin the transition of servers to the new environment.
• ICT Security have:
  • Maintained the Council’s perimeter defences.

Shared Services

• The Residential Team added over 130 service agreements to CareFirst for clients moving into care homes or for supported living services within their own homes. 
• The Homecare Team added over 320 service agreements to CareFirst for clients receiving a homecare service or a direct payment.  The team are supporting the Planning & Commissioning Team by processing variations from a new initiative.
• The Direct Payment Audit Team - 19 direct payment audits finalised for clients receiving self-direct support.
• The Transport Team sent round two of the transport tenders to Procurement for publication.  The team also analysed the round 1 submissions and returned to Procurement for contract award.  The EMA Team completed the preparation for opening the application process in July for academic year 24/25.

Housing Rent Arrears

• Active Tenant Rent Arrears were £1,090,720 which is a decrease of £128,852 on same period as last year (week 13)
• 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 £799,745 with the team continuing to work on former rent arrears to bring this figure down. 

Business & Digital Change

• Completed a series of critical upgrades on our Election system in time for the UK Parliamentary General Election
• Following the successful launch of the new Garden waste permit solution on the 17th of June, 10,389 permits were dispatched before the first paid green waste collection on Sunday, 7th July 2024
• Commenced work on AIM upgrade and move to cloud computing.  Initial implementation work is underway, and planning commenced for testing of the new solution
• Work continues on the implementation of emailed payslips for employees without access to an EDC network device. Whilst final solution testing is underway, a pilot group has been identified within Waste Services and work is underway to obtain the necessary personal information to allow this to start
• 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 and drop-in sessions have continued to support end users
• Work has commenced to implement a Fusion ERP Responsive Self Service Procurement module upgrade before the current Self Service Procurement module reaches end of life Feb 25
• Work is ongoing on the delivery of the new CRM platform, the team continues to develop replacement processes and investigate the delivery of new functionality with our third part supplier
• Following the successful launch of the new CMS platform for the Leisure Trust, work continues on the delivery of the new EDC and HSCP platforms, these will be delivered in line with the new CRM platform
• Statement of Works finalised to enable Business Systems to send e-mails removing the dependency on the legacy notes email system
• Completed configuration of Education M365 Tenant Analytics Dashboard enabling usage metrics and adoption to be measured.
• Completed network configuration and SIM configuration for the Digital Alarm Receiving Centre. Work continues migrating our resident data in both the public and sheltered housing into the new platform
• Testing has been completed on all Digital Alarm devices in East Dunbartonshire.  All of our alarms have now been re-programmed into a digital format, with exception of some remaining residents who have not been contactable due to hospital stays. These have been input into a diary in the ERC to be contracted up until the project is live
• A new call handling agreement between East and West Dunbartonshire has been drafted and is now with our Legal team for review.  This will inform the telecare call handling agreement between the councils for the length of the new digital platform contract
• The Waste Modernisation (in cab technology) project continues.  Data cleaning remains ongoing however the recycling service data has been completed and loaded successfully, leaving split streets and a roundup of streets that were not initially matched to the Corporate Address Gazetteer remaining.  This is the second biggest service group, leaving lanes, farms, rural, and commercial services still unprocessed
• Working is ongoing for Memorial Safety Inspections, with the Project Team seeking advice from colleagues in Procurement on marketplace analysis and aggregated spend.  Other Local Authorities have provided a demonstration of their inspection solution
• Deceased Online, a central database for UK burials and cremations, will offer cemeteries staff an easy to navigate search engine for all records. Before deploying, the project team is working on a Data Protection Impact Assessment (DPIA) and Privacy statement whilst taking advice from Legal Services on implications for introducing an initial trail of the software
• The Project Team and Service continues to explore the potential replacement of Servitor with the capture of user requirements whilst exploring the requirement for an end-to-end Work Order Management solution for Property Maintenance
• Asset management information was finalised in the Flooding module, part of the Roads Management System (RMMS). A defect category list was added for Street scene & Greenspace while work continues with the creation of reports for both the Flooding and ELM modules
• The IHMS Project Team has been working on resolving critical items within set up to allow us to proceed with user acceptance testing, UAT is due to commence over the next 2 weeks and will run for approximately 3 weeks. During this time the team will be carrying out end user training with the Housing service with user manuals and self-learn videos being distributed to each team.

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.

Corporate Fraud

• Corporate Fraud is investigating allegations received, focusing on suspected fraud or error within Education, Housing and Revenues Services and on the remaining cases resulting from the National Fraud Initiative
• The team also continues to undertake vetting on applications, from a number of services, in order to prevent to fraud and any potential reputational damage.

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

• The Allander Centre has been shortlisted as one of the finalists at this year’s The Herald & GenAnalytics Diversity Awards 2024 in the category for Design for Diversity
• Ferndale has been identified as a Promise Corporate Parent and can now coach the young people in their care through the Duke of Edinburgh scheme and the Prince’s Trust Awards
• Waiting times for clients referred to community-based drug and alcohol treatment were above target for the last quarter of 2023/24, with 96.6% waiting three weeks or less.

Promotional activity in support of:

• Carers Week
• What Matters To You Day
• Volunteers’ Week
• Infant Mental Health Awareness Week
• Healthy Eating Week
• Quit Your Way Pregnancy service
• Consultation on the second phase of the Communications and Engagement Strategy (2024-29)
• 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.
• Undertake a review of the Care of Gardens Scheme.

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

• Work on the Evidence Gathering process for Local Development Plan 3 is ongoing. Officers held a lunchtime seminar with internal services to provide an update on the work carried out so far and to give an overview of forthcoming opportunities for collaboration on the Evidence Report content. 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. 
• Work is continuing with consultant’s on the Kelvin Valley feasibility study, and meetings have taken place to develop the work programme and assist the consultants with information and data gathering. Work is also ongoing with the working group of key agencies and interested bodies, to help guide the development of the project.
• Recruitment for the Economic Development & Place Policy Officer post has now taken place with the post-holder expected to take up their position on the 22nd of July. This will enable work to commence on a refreshed Economic Development Strategy, further work on monitoring and delivering the Circular Economy Strategy and providing for additional resource to support community input to Local Development Plan 3. 

• Further progress was made on the development of the Draft Climate Action Plan and a first draft has been shared for initial internal feedback before engagement with a range of Council teams is undertaken.  This engagement and input will allow a coordinated Draft CAP to be taken to Council later in 2024, prior to public consultation. The Vision, Themes and Objectives are currently being 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 public consultation. Meetings with key consultees was undertaken during the month with the aim of completing a first draft of the Strategy for internal engagement in June 2024. 
• The successful recruitment of two Climate Change Policy & Strategic Environmental Assessment Officer roles was completed during the month and the new officers took up their positions in July.  This will enable 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. In the first cohort a total of 32 people completed accredited Community Carbon Literacy Training in addition to 7 people who attended the online introductory session. 108 more spaces will be available in the next round in addition to places on the train the trainer courses.

• The team have now completed the transition to ESRIs new experience builder platform. This allows apps to have increased functionality and customisation. The team have recreated a number of critical web pages and the links are now with Corporate Comms, to add to the EDC site.
• The Team 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.  This depends on server upgrades which are currently under way and which will enable the software upgrade to proceed.
• The Team are currently working with a number of Teams across the Council on a range of GIS projects, including the preparation of the LDP Evidence Report, the Draft Climate Action Plan, and the Kelvin Valley Feasibility Study.
• The team have completed a number of address queries this month and have resolved all the issues for the residents.

• Implementation of a new IHMS is progressing, with functional testing and user acceptance testing (UAT) training is at the planning stage and will be rolled out to Housing staff as the IHMS is phased in.
• 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 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.
• Performance Monitoring Officers continue to complete monthly performance statistics and dashboards that inform the HGIOS Report and Annual Return on the Charter.
• 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 the Westerhill Masterplan which will be concluded over the coming months. The final Masterplan and its associated delivery plan will be presented for approval as planning guidance later in 2024. 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 has reached practical completion and provides a greatly improved link between the old Strathkelvin Rail active travel link and the canal towpath.
• 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 53 applications and validated 81 applications.
• The Building Standards team have received 90 building warrants and approved 97 applications. 
• The Enforcement Team opened 2 new cases and closed 2 cases.
• The Development Applications team have been busy preparing reports for the next forthcoming Planning Board Meeting.
• Both Planning and Building Standards teams continue to offer support and informal advice to customers through our daily duty service Monday to Friday.

• Commencement of design work on the Campsie Memorial Hall project in Lennoxtown following the procurement of a design team
• The full allocation of the Social Enterprise Grant
• Progression with the implementation of the IHMS.

Throughout June, 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 has been suspended as a result of the election preparatory work but will commence 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 forthcoming General Election stepped up following the announcement on 22nd May of the 4th July polling date.  Members were updated via regular Technical Notes, and this continued until polling day. The main focus on work in June reflected the Election timetable – the receipt of nominations; preparation &  issue of Poll Cards (letters); data management and production of Postal Voting Packs; issue & receipt of completed Postal Voting Packs; preparation of ballot papers, ballot boxes and Polling Station stationery; finalisation of staffing for Polling and the Count. This has been more challenging than usual given the school holidays.

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. 

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 56 birth and 180 death registrations in June.  28 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.
• Information Management received & processed 84 FOI/EIRs and 21 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 June is 100% except for housing repair grants which was 36%.  This was due to changes to the team following budgetary decisions, and the need for training. 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 June, the Team processed 1 contract award letter, 1 contract award form, 22 taxi licence applications, and 14 grant.  All were granted within the required timescales except for grants.  It is expected the grants will return to being on target within the coming months as a new area of the team becomes more familiar with this work.  Accordingly, 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 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 reviewing the contract for the next stage of the design of the Bishopbriggs Town Centre project, providing legal advice and support in relation to the archaeological survey and land access.

• Property and planning work included completion of sale of land at Woodilee Road in Kirkintilloch which will be used as part of the development of a new Aldi Supermarket and for which the Council will receive a security over some of the land, the shared equity sale of 11 Fern Court, Lenzie and a licence for site investigations for land at Cole Road in Bishopbriggs in relation to the proposed extension of Cadder Cemetery.
• Contracts wok included in this period included design and installation of external wall insulation to non-conventional properties, contract for roof replacement works at 14 Forrester Court, Bishopbriggs, advice and support on student teacher data sharing arrangements and a memorandum of understanding with the Scottish Building Standards Hub.  Work also continued to progress the new Lenzie Academy project, refurbishment of Campsie Memorial Hall and Balmuildy Primary School.  Grants included the General Capital Grant, Developing the Young Workforce Grant, Action Plan Funding, four Education Maintenance Allowances and the Local Air Quality Management.
• The Litigation Team provided assistance to the high volume of placing requests considered by the Placing Requests Appeals Panel.  As well as providing legal advice 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.

During June, 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. 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 June remained focussed on delivering against the increased demand from Services whilst managing the ongoing implementation of the new Financial Management System.

Key Achievements / Areas of Focus

• Providing ongoing support to the City Deal team in relation to Contract requirements and alternative procurement route options.
• Supported key Capital, Business & Digital Change projects such as Oracle Fusion upgrade, IHMS, Westerhill Development Road, school estate Professional Fees, Vehicle Purchases, whilst supporting workforce of the future planning and Business as Usual workstreams.
• 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.
• Planning for the 2024-2025 Annual Procurement Strategy to include alignments with Organisational Climate Action Planning, Circular Economy Strategy, Community Wealth Building & the City Region Community Wish List planning.
• Ongoing work on the review of Contract Standing Orders for alignment with Organisational changes, financial management and Procurement governance.
• Continual review of the usage of the Fusion Purchase Order system and payment processing to establish opportunities to add value and increase efficiency.
• 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 June, the Strategic Commissioning Team continued to support and guide 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

• Supported Scotland Excel to finalise post tender negotiation meetings with providers for the Care and Support Framework due to be implemented later this year. The current framework will be extended until such times the new framework is implemented.
• Progressed the commissioning of  complex services for people with co-morbidities - thus ensuring local needs and outcomes continue to be met. 
• Supported the development and progression of various strategic reviews and provided outcome focussed commissioning solutions underpinned by a commissioning collaborative approach.
• Explored alternative funding models including individual budgets with a view to providing more flexible and sustainable commissioning arrangements.
• 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:

• Roads Network Operations
• Roads Technical & Engineering
• Streetscene Technical Support (including Bereavement and Arboriculture)
• Streetscene Operations (including grounds maintenance, street cleansing and cemetery operations)
• Waste Services (including domestic & commercial waste & recycling collections)
• Fleet Services (including fleet operations, maintenance, and transportation)
• Mugdock Country Park
• 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 and Finance. Several projects are time specific due to the external funding conditions to it is very important to make best use of the time available to bring these projects to fruition for the benefit of local communities.

The team continue to deliver both planned and reactive maintenance to both carriageways, footways, and street lighting assets. The Service is almost at full numbers in terms of resources available with some vacancies for operational posts. The service is progressing interviews for the remaining roads operatives and Street Lighting Technicians.

The 2024/25 capital programmes for carriageway, footway resurfacing and lighting projects have commenced. The first Technical Note was issued in April with the next update due in July 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.

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 is retiring shortly and we thank Mary for her service and wish her the very best for the future. 

The Waste Team has continued the frontline service operations for the collection of over 400,000 assorted household bins over the month of May, 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 1823 tonnes of waste through this contract in June, 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 worked cooperatively with Trade Union colleagues to review incidents statistics and cases and is now a monthly occurrence.

Ongoing and comprehensive health and safety assistance is provided to Education services and EDLC, conducting multiple site visits to provide expert guidance and address emerging issues, undertake reported incident investigations and assist with the completion of risk assessments for outdoors activities. The team also provided a progress review of risk assessments and methods statements update for Streetscene and Greenspace.

Various teams received assistance through workplace and individual assessments in collaboration with HR colleagues. The team collaborated with Streetscene cemetery works, Roads with safety action notices issue, Community Planning with their focus groups and volunteers’ work and participated in 3rd Tier H&S committee meetings for Facilities Management (FM).

Occupational health remains focussed on Display Screen Equipment, workplace assessments and clinics for health surveillance. Request for H&S support were sought for services such as ICT, Roads Property Maintenance, finalising a Damp, Mould & Condensation Management procedure. Additionally, the team continues with a review of FM risk assessments and transition to a new EDC corporate template.

Trades induction for Property Maintenance (Electricians), Face Fit, Manual Handling, Fire Extinguisher, Asbestos awareness, Working at Height 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 has been on reviewing construction phase plans, risk assessments and method statements for demolitions, refurbishment, roofing, bathroom and heating installation in void properties, general estate repairs and new build and greenspace projects for various teams. For Greenspace and Streetscene, pre-start review of Climate Ready Park project, playground works at Douglaston Gardens in Milngavie and Keystone Quadrant, footpath upgrade at Langmuir Park, Arbour installations at Mugdock Country Park amongst other projects. For D&I teams, HSCP Justice Service workshop and John Street fire compartmentation projects, roof and other internal rooms works in various schools such as Castlehill PS, Wester Cleddens and Colquhoun Park PS. New projects H&S reviews for Twechar Outdoor Pursuits and Westerhill Development Rd projects.

To support Estates team in their CDM works, reviews were undertaken for asbestos removal, demolition, civil and roofing works.

Fire Risk Assessments are conducted in accordance with the predetermined schedule. Officers undertake routine inspections and have made several visits to educational establishments to address any fire safety concerns and offer expert advice. In addition, officers have been working closely with Assets team in the installation of new fire doors across multiple schools and provided fire extinguisher training to Sheltered Housing Wardens.

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 01/06/2024 and 30/06/2024, we have identified 210 defects in East Dunbartonshire Council carriageways and footways. We have completed 185 repairs on time (approx. 88.1 %), 20 repairs late (approx. 9.52 %) and 5 repairs (approx. 2.38 %) are in list for action and are still within SLA (incomplete).

Below chart compares our last three months performance:

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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 01/06/2024 and 30/06/2024, East Dunbartonshire Council completed 15 scheduled safety inspections. Three 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

• Early discussions on traffic signal upgrades at various sites (retrofit upgrades).
• TRO process for Disabled Bays 22-23 enforcement to begin once effective date confirmed. Disabled Bays install/removals are up to date. DPPP audit 2023-2024 completed and submitted to Transport Scotland.
• Signalisation of Station Road junction with Drymen Road, Bearsden. Drainage design reviewed and final version to be ready before the end of July.
• B822 Campsie Road new and refreshed 30 roundels. Repeater signs to follow.
• 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.
• Car Seat safety event in Sainsbury’s car park, 22/07/2024.

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.
• Final site meeting at Barratt development on Braes O Yetts prior to adoption.

Flooding and Drainage

• River Glazert Restoration Project, Lennoxtown – POAN now completed, and PM are preparing reports to submit full planning application. Consultation is ongoing with Campsie Community Council / subgroup and await their formal response. A requested site visit is being planned for July 24 with CCC and subgroup.  
• Kelvin Tributaries River Restoration Project – Tender is being evaluated to appoint consultant – on going.
• Climate Ready Park – Construction works ongoing.
• New CCTV and Vactor framework – in progress
• New Civils Drainage framework - in progress
• West Balgrochan Road, Torrance – following new manhole installation, major root cutting was carried out to remove obstructions.
• Greenhead Road, Lennoxtown – installed new gullies and carrier system in private garden.
• CCTV and Vactor work began on A807 Auchenhowie Road – Milngavie as part of the Active Travel Corridor works.
• CCTV and Vactor investigations carried out as part of WDR
• CCTV and Vactor for 2 weeks 24.06.24 – 05.07 24 attending to flooding hotspots
• Cleaning and CCTV works carried out on Kilsyth Road – Kirkintilloch to assist with road resurfacing
• Work packs created for investigation works at Langfaulds cemetery due to begin 22 July

Structures

• 2024/25 General and Principal inspections programme ongoing.
• Review & response to abnormal load requests.
• Cleaning and oiling of timber footbridges FB45 & FB46 in Bishopbriggs Park and FB63 & 64 in Lennox Park, Milngavie, complete.
• Removal of trees affecting structural integrity of SAC14 Pow Burn complete.
• Removal of felled tree from the Glazert Water causing scour at FB23 Ferguson Park, Lennoxtown, 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 preparation, planting and watering.
• Ongoing cemetery operations, digging and carrying out interments, installing headstone foundations, benches including verti-draining of areas to improve percolation.
• Care of Gardens maintenance ongoing
• Checking and clearance of culverts
• Play park inspection
• Herbicide works in open spaces, including Japanese knotweed treatment.
• Vegetation removal and spraying of Antonine Wall, 2 sites.
• Roads herbicide works commenced.
• Education and Leisure Trust pitch maintenance ongoing including goal post removal; School sports marking.
• Housing tidy-ups, on request.
• Responding to Customer Service Requests and complaints.
• Removal of dead animals and excess waste at recycling centres.
• Ongoing recruitment

Streetscene Technical Support

• Play Areas – works complete at Torrance, Waterside , Douglaston Gardens North and Keystone
• Play Areas -   King George V,  Luggie Park , Springfield  – tender awards now made with start dates later in July/August
• Bishopbriggs Park – brief complete  - with procurement
• Play Areas – Westerton – brief complete with procurement
• Play Areas -  Kincaid and Scott Avenue (MOC) – briefs to be prepared during summer
• Cemetery Management Rules – internal review ongoing noting recent wider Scottish Govt consultation
• Headstones/Memorials Inspection  – supplier appointed – date to be confirmed for start
• Cadder Cemetery – works complete to improve traffic management and parking around entrance area
• Cadder Cemetery Extension – award made – pre start meeting held in mid June
• 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 has commenced
• Climate Ready Park – works have commenced on site and are progressing well
• Leisure Trust Football Pitches – summer renovation works ongoing
• Team working with City Deal Team and Consultants in relation to Masterplan of Bishopbriggs Relief Road
• Rosebank Allotments – initial repairs to paths, fencing now complete – snagging works being progressed
• Community Growing Facilities – progressing improvement works via Shared Prosperity Fund
• Allotment Regulations – officer review complete in advance of a wider consultation
• Nature Restoration Fund – number of projects ongoing via this fund (as per earlier Technical Note)
• Community Consultations re Management Plans – Lenzie Moss, Whitefield Pond, Cairnhill Woods and Heather Avenue – all ongoing
• Lenzie Moss  - guided Walk for the Glasgow International Arts Festival.
• Installation of Lenzie Moss and Merkland LNR carved seats
• Mains Park New Path – path works complete around additional link path – initial landscape works also complete
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• 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 – June footfall – 67,710

• June Events
  • Forest School for Adults – Happa Zone
  • Forest School sessions (8–12-year-olds)
  • Sensory Sunday (3–5-year-olds)
  • Bumble Bee Safaris 51,911 so
• School and Community Events
  • Cadder Primary School – Kazoo making, minibeast hunting, pond studies
  • Hillhead Primary School – Minibeast hunting, whittling, habitat building
  • Holy Trinity Primary School – Basic whittling, ground art, storytelling, woodland trail
  • Milngavie Primary School – Mapping, Terrestrial Invertebrates
  • Whiteinch Primary School – Water Pollution
  • Scotstoun Primary School - Minibeast hunting, whittling, habitat building
• Warden tasks – grass cutting and strimming at Courtyard and Mugdock Castle, tree work in line with Tree Survey, litterpicking, bin emptying, jetwashing outdoor furniture, leaf blowing, drain work, filling in potholes in car parks, play equipment checks, summer planting at Courtyard, motorised plant and equipment serviced and checked
• Ranger land management tasks – culverts cleared, fence repairs, trees planted, path maintenance, resurface path, dry stane dyke repair, habitat piling, hedge work
• Health & Safety – Face Fitting for wardens
• 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.
• Planting plan for Courtyard approach in process of being agreed.
• Summer planting completed around the courtyard with hanging baskets and planters in place.
• Scottish Water project – Blue-Green Network Partnership – posts now filled, and project started imminently.
• BBQ shelter – waiting for drainage advice.
• Funding being sought from Land Fill Tax Fund
• Interviews carried out for Mugdock Team Leader position.

Waste Services

• The Clyde Valley Residual Waste contract say 1823 tonnes of household general waste throughput in June for recycling pre-sort, and then ongoing production of energy from waste.  This a reduction of 7% from tonnage throughput in May.
• The Mavis Valley Recycling Centre received 12,274 resident bookings with 83% attendance.
• The implementation of our new Waste Modernisation software continues, with data cleansing exercises taking place ahead of the install of our in-cab devices.  There was also an opportunity to update the Project Board at our meeting that took place in June 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 team supported various summer events in June through the provision of waste and recycling services, these included the Milngavie Car Show, the Kirkintilloch Gala Day & the Highland Games.
• We often find that the school holidays bring a short-term reduction in our recycling tonnages at the kerbside.  We collected 370 tonnes of mixed recycling in the brown kerbside bin through June, this is a 17% reduction from the previous month.  We collected 227 tonnes of food, a 3% reduction from the previous month.
• The new Project team for the implementation of the 3 weekly residual waste collection service have met to discuss action plans.  These actions initially include benchmarking policy against other neighbouring authorities, while the operational team are giving consideration to the development of new efficient routes.
• The team have been working closely with Business Change and Corporate Communications in the roll out of the imminent Garden Waste Permit Scheme.  The project is on course for a start on Sunday 7th July 2024.

Fleet Services

• During the period 1/06/24 to 30/06/24 there were 145 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.