How Good Is Our Service - March 2024

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Voids performance has dropped in March to 84% from 87% in February and is below our target of 85%. There has been an increase in the number of properties requiring extensive works which has impacted on our turnaround times. We continue to look at ways of maintaining and enhancing performance going forward.

Property Maintenance have achieved our target of 100% for Gas Servicing in March with 361 properties serviced in the month. We continue to achieve our target each month and we are confident this will continue throughout the remainder of the year.

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

A revised school lunch menu was implemented at the start of the new term in August and feedback will be requested to shape future menu changes. Action plans continue to be reviewed and recommendations implemented to improve uptake in lower performing schools.

The uptake of free school meals in Primary schools for the month of March was below target and we continue to focus on schools not achieving the set target. The target for free school meals was achieved in Secondary schools.

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

The service was awarded the Food For Life Served Here Bronze Award in December 2022 for Primary schools and Early Years settings received this award in February 24. Following the annual review process for Primary schools, our award status was renewed 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, with over 150-200 repairs processed on average every month through Property Maintenance or our external contractors. The roof replacement/repair at Hilton Depot has been completed following significant storm damage to the main building and workshop roofs. The depot is now fully operational with all areas accessible. A programme of repair work to Milngavie PS, including gutter clearance, roof repairs and internal works commenced over the Easter Holidays with all remaining works being completed over the summer period.

All internal and external defibrillators have now been installed across the educational estate as well as within specific operational properties.  18 external defibrillators have also been installed across the corporate estate, with these now registered on the national ‘Circuit’ and accessible to the general public.

Following the closure of Bearsden Hub given the presence of RAAC, an agreement has been reached with St Andrew’s RC Church whereby they have made their toilets available for general use from Monday – Saturday until the Hub is re-opened.

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

Estates Management continue to market vacant premises within the non-operational estate. At present the non-operational estate is over 92% occupied, with vacant suites in Southbank Marina and the Kirkintilloch Learning Centre 2 (following the Council services relocating to Southbank House and Southbank Marina Block 1) 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. Lennoxtown High Park reached practical completion in March and was opened to the public by the Leisure and Culture Trust in April 2024. Following approval of the Stage 2 Report by Council in March, contractor mobilisation is now underway to commence works to develop the Twechar Outdoor Pursuits Centre. Planning consent for the project was received in March 2024.

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

Detailed design development is effectively complete at Balmuildy Primary School and the tender exercise remains on-going. A Stage 2 Report for the project, confirming the final tendered cost and seeking approval to commence the construction phase for the project will be due for consideration by Council in June 2024. Planning consent for the project was received in March 2024.

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.

Development proposals for the next phase of the Council’s Affordable Housing Investment Programme are now 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 are all now underway.

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

The Health and Safety team provides a range of occupational safety and health services, including advice on statutory guidance, 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.

Throughout March, comprehensive health and safety assistance was 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. 

During this month, the focus 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.

Throughout the month of March fire risk assessments were conducted in accordance with the predetermined schedule. Officers visited KHCC, Lennoxtown PS and High Park Pavilion to assist D&I in a refurbishment project. Additionally, officers 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.

• 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.
• Continue to monitor and improve void turnaround times with a view to maintaining and exceeding performance target.
• Assess and improve functionality of Total Mobile and the integration with Servitor to enable a more streamlined and efficient service.  Continue to monitor and increase levels of performance in non-emergency reactive repairs.
• Improve communications with customers and stakeholders to ensure the highest level of service delivery.
• Continue to utilise robust reporting mechanisms for enhanced performance and service delivery.
• Continue to carry out the installation of Smoke & Heat alarms for tenants and residents in East Dunbartonshire.
• Progress decoration works across school estate.
• 100% of Operational Assets requiring a Gas Safety check within the year’s anniversary of the previous check are completed.
• Schedule in the upcoming Gas Safety Checks, which are required during April and May with contractors.
• Improve uptake of nutritious school meals.
• Improve communications with customers and stakeholders to ensure the highest level of service delivery.
• Reduce FM overtime.
• Continue to promote reporting of health and safety incidents throughout the council and programme health and safety inspections of council workplaces.

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Environmental Health, Trading Standards and Community Safety Teams

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

The Environmental Health Team was engaged in the delivery of essential public health services throughout the reporting period in order to protect the community from hazards in the environment and to regulate and facilitate the growth of responsible businesses. The service continues to be in very high demand from the public in response to environmental health complaints and enquiries.  Officers are also engaged in proactive inspections of local food businesses and continue to be in receipt of many planning application consultations from an environmental health viewpoint. 

The Trading Standards Team was engaged in the delivery of essential consumer protection and licensing services to local consumers and businesses to maintain and protect a fair-trading environment in East Dunbartonshire. Activity in March included promotion of the East Dunbartonshire Trusted Trader Scheme, installation of call-blocking units in the homes of vulnerable residents, co-production investigations into rogue traders and management of day-to-day casework.  The team responded to consultations and round table discussions on proposed single use vapes legislation.  Licensing Advisors provided business support and representation to the Licencing Board.  The Licensing Advisers and Trading Standards Officers in the team also continued to deliver a wide range of reactive work and project activity at a range of business premises across the area including age restricted product sales monitoring.

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.

Community Planning and Partnerships Team

Our vaccination team had been working hard to make sure the community vaccination programme runs smoothly.  Drawing from our past experiences with spring programmes, we’ve created detailed plans to guarantee the safe and effective delivery of the upcoming spring vaccination programme.

The team remain unwavering in their commitment to championing equality, diversity, and inclusion.  They actively engage in collaborative efforts with local organisations to combat discrimination and support local organisation to enable everyone to feel part of the community, and all are respected for what they bring to the community.  Notably significant progress has been made in the British Sign Language Plan consultation, with robust participation from both the D/deaf community and non-BSL community.  The consultation closes on 28 April 2024.

Round 1 of the 2024/25 Community Grant Scheme opens on 1 April and closes on 26 April 2024.  As part of the Community First Capacity Building Programme, two Funder Ready workshops are being hosted in Milngavie Community Centre on Monday 25th March and at Hillhead Community Centre on 10 April, with participants from a range of local community organisations.

The team are making excellent progress in preparation for our upcoming Funder Fair on Tuesday 28 May from 5.00pm till 8.30 pm in New College Lanarkshire Campus, Kirkintilloch.  Ten funders have committed to hosting information stalls at our market space.  Participants will have the opportunity to attend our community first capacity building workshops, covering topics such as “All Things Financial, Social Impact Assessment and Becoming Funder Ready”.

In our approach which is rooted in community learning and development principles, our team continues to foster connections, increased engagement and community involvement in decision making processes.  Our focus remains particularly on those affected by inequalities, ensuring their voices are not only heard but are also actively incorporated to meet their needs.  Working in partnership with colleagues in Democratic Services, the team are spreading awareness about the voting requirements for UK Government elections.  Our aim is to eliminate barriers and empower individuals to participate in the electoral process.

To bolster the Community Learning and Development (CLD) agenda, our team coordinates and hosts frontline worker meetings.  These sessions serve to identify duplication or gaps in service provision, while also serving as a platform to identify potential partnership opportunities.

The team remain steadfast in advancing the resettlement agenda, working tirelessly to support individuals and families in their journey towards successful integration and self-autonomy, we achieve this by offering personalised case management approach tailored to the unique needs of displaced individuals.

Housing Operations, Estates and Homelessness and Prevention Teams

Housing manages 3,833 social rented properties; 3y,770 of these are mainstream accommodation and 63 are used for Homeless Temporary Accommodation.  The service also manages 60 Lead Tenancies which are rented from either private landlords (39) or Housing Associations (21), to assist with accommodating homeless households.

At present, the Housing list for East Dunbartonshire has 2,714 applications - made up of the following:

General Waiting list 1958 applicants waiting (28 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  498 applicants (17 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   251 applicants (27 currently on offer)

(Homeless)

(Applicants who have no accommodation or will have nowhere to stay within the next 2 months. This queue does not allow the applicant to choose area or house type).

Priority waiting list   12 applicants (1 currently on offer)

(Urgent medical)

(Applicants who are unable to remain in their current home due to their medical condition. This queue allows the applicant to choose which area, house type etc. they would like to move to).

Within the last month, 8 properties. All 8 were mainstream properties. 

All 8 were general need properties.

They were let to the following queues:

• Five were let to applicants on the transfer queue.
• One were let to applicants on the general waiting list queue.
• Two were let to applicants on the priority homeless queue.

Community Protection Service

Environmental Health, Trading Standards and Community Safety Teams

• Delivery of effective services on a flexible basis in order to meet all statutory requirements and duties in relation to public health, community safety, consumer protection and licensing enforcement matters.
• Delivery of local Co-Production activity between Community Protection and Police Scotland, with particular focus on effective tasking processes and the delivery of joint action plans and work to protect the communities of East Dunbartonshire.
• Delivery of Business Improvement Plan activity relating to Community Protection - actions being implemented in accordance with set targets in order to deliver effective services in line with relevant corporate outcomes and with positive performance being reported.
• Delivery of regulatory services that assist with economic recovery and that are designed to support local businesses and communities.
• A vehicle idling awareness initiative was undertaken to assess and inform drivers of their responsibilities and how to improve the local air quality. The campaign included patrols at locations across the district and media advertisement on local radio stations.
• Staff attended a new food safety course provided by Food Standards Scotland (FSS) on enforcement notices including a new enforcement for non-compliant labelling and presentation of foodstuffs.
• A time management exercise was commenced at the request of FSS to collect local data on time spent by officers conducting food safety work (part of a wider national exercise)
• An application for a grant to improve a resident’s private water supply treatment was accepted and the supply will now be subject to further testing by the service.
• 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. 
• Continued to assist colleagues in Traffic & Transport and Police Scotland with the delivery of the Traffic Free School pilot which commenced in a number of our primary schools in November.
• Delivery of a range of project and reactive 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 targeted work by the Licensing Advisers in the TS Team to assess local compliance with licensing conditions.

Community Planning and Partnerships Team

• Continuation of targeted community development support through our delivery programmes to our place areas and targeted communities of interest, supporting our local organisations to be resilient, compliant, and strong, whilst supporting maximising funding opportunities.
• Round 1 of 2024/25 Community Grant Scheme is open with good interest from a range of community organisations applying.
• Support the corporate delivery of the equality’s agenda with focus on British Sign Language Plan, Mainstreaming Equalities Outcomes, Armed Forces Covenant, Violence Against Women, and Gaelic Language Plan s.
• The team are actively engaged in collaboration with stakeholders and partners to deliver priorities of our Locality Plans within our Place Areas.
• Reflect on the Winter Connections Programme, and identify learning and opportunities to embed within programme of delivery within the team.
• Continue to deliver Pockets, Places and Prosperity programmes in Auchinairn, Hillhead and Harestanes.

• Support Empowered to create an interactive and engaging 16 Days of Action campaign 2024 to raise awareness of domestic abuse, enabling increased understanding of how to report and where individuals can access support.
• The vaccination venue of Merkland School in Kirkintilloch is operating well. Milngavie Town Hall also continues to be used for vaccination programmes.

Housing Operations – Estates

• 9 new anti-social cases received.
• 8 open anti-social cases resolved.
• 6 nominations sent to Registered Social Landlords to be considered for allocation to their stock.
• Percentage of tenancy sustainment was 100%.
• Monthly Housing Liaison meeting attended to discuss cases with Social Work, Antisocial Team and Police Scotland.
• Monthly meeting with Police Scotland and Community Safety to discuss more serious anti-social cases.
• Monthly attendance at MARAC meeting with other agencies.
• involvement in supporting the new IHMS as commitment/resources/time is increasing due to ‘go live’ date getting closer and attendance at Train the Trainer sessions.
• Home Fire safety referrals – review of procedures with Scottish Fire and Rescue Service.
• Monthly attendance at CPC MISE group (Child protection).
• Attendance at Training for new Oracle Fusion system.
• Attendance at training for introduction of Sharepoint.
• Input into new Health and Safety procedure for Dampness, Mould and Condensation Management.

Areas of focus

• Void rent loss has decreased, joint working with the void and rewire/asbestos teams continues.
• Identify training needs and hold quarterly sessions for reviewing policies and procedures with teams.
• Involvement in ASP (Adult Protection) Inspection.
• Attendance at East Dunbartonshire Safe and Together steering group
• Attendance at new 2-weekly Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Safety, Trading Standards and Licensing officers.
• Monthly budget meetings with HRA accountant
• Percentage of tenancies refused was 29%. This is a decrease from 21% in February.

Homelessness & Prevention

• 32 homeless applications taken (all had local connection to EDC).
• 16 Calls to Homelessness Out of hours.
• 224 applicants on the homelessness list – 1 case waiting longer than 3 years.
• 2 applicants housed via Rent Deposit Private Sector Scheme.
• 1 household placed in unsuitable accommodation however no breaches to the Unsuitable Accommodation Order.
• 2 new Short Term Let Licences issued
• 53 households assisted via the Homelessness Hardship Fund (£40k spend).
• Temp as at 31/3/24
  • 15 pre voids
  • 8 new temps identified
  • 11 voids
  • 29 households waiting on temporary accommodation

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Key areas of focus in March for the Communications & Engagement Team included the Engine Idling campaign, Garden Waste charge and the launch of the new EDLC website.

Media relations activity was consistent this month with 13 media releases issued (14 in February), 3 photocalls (three in February) and 21 media enquiries (25 in February) received over the month.

All releases can be read on the Council website news section and the local coverage achieved equated to an equivalent advertising value of £3,216 (£7,344 in February).

Social media posts continued to generate good interaction across a range of themes while we continued to grow our followers on all four channels. The top three posts on Facebook in March were the climate change themed Library events, garden waste charge and another Canniesburn Toll update.

The top three Twitter posts also included the garden waste charge as well as St Ninian’s receiving the UNICEF UK Gold Award and the opening of Lennoxtown High Park.

The most watched video on YouTube was the Special Council meeting on 26 March while on Facebook it was Oxgang Primary celebrating World Gaelic Week.

In March 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.

Throughout March the customer service team focussed on meeting the average time to answer call target, this was achieved with an average time to answer of 55 seconds. This demonstrates the benefits gained from the ongoing training and refresher training programme, improving the knowledge customer service agents have, enabling them to respond to customer enquiries efficiently providing a high standard of service.

The Emergency Response Centre team continue to prepare for the analogue to digital switch. East Dunbartonshire Council has achieved a Bronze Digital Telecare Implementation award. This award recognises the progress made in the analogue to digital transition with at least 50% of community alarms installed now digitally ready. The team continues to support the project to replace the public space CCTV camera network and monitoring system.

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

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

Communications & Engagement

• Supported the taxi stance consultation including webpage, social media and press release.
• Launched the Scottish Government funded Engine Idling campaign which included radio ads, press release, leaflet and video creation, social media, and YouTube advert.
• Supported the launch of the BSL consultation with posters, online and paper surveys, webpage and BSL signed video.
• Delivered communications for the opening of Lennoxtown High Park including photocall, press release, social media and video.
• Launched the Cairnhill Woods, Lenzie Moss, Heather Avenue and Whitefield Pond management plan consultations with webpages, surveys posters and social media.
• Supported the Provost’s Firewalk fundraising event including organising registration, creation of videos, social media and press release.

Corporate Performance

• Continued assistance was provided to the change team in relation to the rollout of Oracle Fusion.
• Supporting documentation was collated across all service areas and submitted for the annual renewal of the Council’s insurance arrangements.
• Analysis was published in line with publication of Local Government Benchmarking Framework data for 2022/23.
• A small area stats map was published on the Council website to assist officers with area based service planning.
• Budget benchmarking research completed to inform councils budget setting for 24/25
• The Council’s public performance report was published on the Council website in line with Statutory timescales.

Customer Services

• The ERC provides ongoing support for the programme to replace analogue alarms ensuring a seamless transition to the new digital service for community alarm customers
• East Dunbarton Council awarded a Bronze Digital Telecare Implementation award recognising the progress made so far in the analogue to digital transition
• Training and refresher training continues for the team ensuring all have the required skills and knowledge to provide an excellent standard of service to customers

Human Resources & Organisational Development

• Working with Legal Services and frontline services, provided Fair Work First evidence base in support of Scottish Government Grant Funding.
• Promotion of Health and Wellbeing Campaigns.
• Payroll Services have supported External Auditors, and continued to undertake preparatory work ahead of year end.
• Payroll and Employee Services undertook annual exercise to review and apply increments across Local Government Workers and Teacher Pay runs
• The People Development team delivered sessions across topics including SMART Working, EDC Policy and Leadership topics, Health and Safety.
• Supporting Oracle implementation, delivery & facilitation of Oracle Fusion training for the launch and roll out for Accounts Receivable & Self Service Procurement.
• Continued facilitation of regulatory training for frontline services via approved providers.
• Across People Development facilitated learning, in total 74 delegates received training, across 10 topics, via 29 sessions in March 2024.
• Ongoing work in relation to Driver CPC, First Aid, Fusion support & e-Learning design

Development of Leadership information Packs of Family Friendly and Flexible Working following policy approval by the P&R Committee.

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Target: 99,876
Actual: 123,334

Total: 123,334

For period 11 there were 29,350 visits in person and digital usage was 65,159, totalling 94,509. This represents 122% of the overall target for the period

Target: 77, 677
Actual: 94,509

Despite the continued closure of Bearsden Library, physical footfall is performing well at only 7% under target. The nearest two branches are Milngavie Library, and Westerton Library (where the service is offering longer opening hours during the Bearsden Library closure). In Period 12 these libraries saw an increase of 3,132 visits compared to last year. In the same period last year Bearsden Library had 4,289 visits.

For period 12 there were 1,301 visits in person and digital usage was 4,438, totalling 5,739. This represents 82% of the overall target for the period. 

Period 12
Target: 6,914
Actual: 5,739

Although digital footfall was below target for the second consecutive period, period 12 did see an upturn in digital usage, compared with period 11. This was despite statistics being unavailable for two external platforms, Art UK and SCRAN, which host EDLC collections.  Visits in person were at their lowest for the whole year, meeting just 68% of target. This is partly due to the Easter public holiday closures.

Direct Debit members were up slightly again this month to 3,205, an increase of 22 from last month and over 600 more compared to the same period last year when membership was 2,582.

Leisure Centres

The Leisuredrome and Kirkintilloch Leisure Centre hosted the Nicola Benedetti Foundation Schools Music event. Over 1200 East Dunbartonshire Council school pupils attended in the sports hall throughout the day and were involved in an interactive musical experience.

Over 200 runners took part in the Jack Crawford 10km hosted by Springburn Harriers with the start and finish point at the Leisuredrome.

The Gym at KLC got FT30 small group exercise sessions underway and these were welcomed by gym users.

Centre operations staff were involved in preparations for the handover to EDLC from the Council of the new £4.3M Lennoxtown High Park Community Sports Complex, including a media photocall with the local elected member, project contractor Morgan Sindall, Council and Trust senior officers and local football club representatives, coaches and players.

Primary 7s Games festival

Despite a wet day, more than 260 children from 15 local primary schools took part in the latest primary 7 Games festival held at Huntershill on Monday 25 March 2024.

Athlete Performance Programme (APP)

March saw one of the APP rugby players win the U-15 Boys West Region Bowl final with his teammates from West of Scotland RFC.

Several athletes are working towards high profile events coming up in April including Scottish qualifiers, Scottish & British Championships and an international tournament with GB Elite squad.

Football Forum

All 12 ED local grassroots clubs attend the latest Football Forum.  Campsie FC were re accredited at Silver Level of the Scottish FA Quality Mark for the next 3-year cycle.

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• The Service made very good progress against priorities in the Business Improvement Plan (BIP) 2023-2026. Key achievements included:
• The Education Leadership Team consulted with stakeholders to complete key planning and performance documents:
  Education Business and Improvement Plan 2024 – 2027
  Education Service Plan 2024 – 2027
  Education Service Standards and Quality Report 2023/24

• All secondary schools are focusing on supporting young people to prepare for SQA exams.
• The Quality Improvement Team will work with Senior Leaders through Learning Partnership Groups to support schools with annual Standards and Quality Reporting and School Improvement Planning.
• The Education Service will work with schools to finalise workforce planning for next session.

• The transition working group have created practice guidance and to enhance transition processes from early years to primary. The document shares practice gathered from across settings. It aims to provide a range of approaches to support families and settings with seamless, effective transition and communication with families and across centres and schools.
• An enhanced transition report has also been created by the working group which is being piloted with approximately 18 children moving to Tier 2 and Tier 3 provision.  The report is developmentally appropriate, strengths based and places children with significant additional support needs and their families at the centre of transition planning.
• The Families Together seminar provided over 30 practitioners with the opportunity to learn about locality action plans in areas of Place and the Council’s Voluntary Action Service, including how to access funding and support. The session was very positively evaluated.
• Outdoor training, provided by Mugdock Park Rangers, was completed by 45 practitioners from Funded Provider and Council centres.  All attendees evaluated the training highly.
• Six centres (Funded Provider and Council) shared practice in the development of nurture principles aligned to the nurture training provided by the Educational Psychology team. Approximately 50 practitioners arranged visits to learn about the experiences offered at other centres and the progress they have made in their change ideas through Plan, Do, Study, Act (PDSA) approach to problem solving and leading change.

Education Scotland Thematic Inspections

Killermont Primary School and EYC participated in a thematic inspection to evaluate curriculum design. Feedback from the process was very positive and highlighted the following strengths of the school:

• Teachers and practitioners feel supported and empowered to manage change.
• Personalisation and choice in the curriculum for learners.
• All curriculum improvements have been informed by research and underpinned by high quality professional learning for staff. This is particularly evident in interdisciplinary learning and improvements in writing.
• Play based learning in Primary 1 was identified as a key strength and noted as practice sharing through a case study. A key area of focus will be for the school to share practice with other primary schools.

Bearsden Primary participated in a thematic inspection to evaluate whole school inclusion and approaches to promoting positive behaviour. This led to the publication of a case study to share best practice. The case study recognised the following strengths:

• The positive impact of whole school, restorative approaches to support relationships and a consistent approach to anti-bullying.
• Senior leaders effectively track incidents.
• Children and young people shared that they reflect on their actions and consider the impact of their behaviour on others.

• Officers from the ASN Quality Improvement Team participated in the development of the National Keeping the Promise Award (KTPA) 2024, in collaboration with Education Scotland and the West Partnership. This award supports awareness raising of The Promise across all local authorities in Scotland, offering professional learning accreditation for individuals, establishments and local authorities.
• School Counselling Service Update: The most recent reporting period (January to December 2023) demonstrates that there were 638 referrals leading to 726 pupils accessing the service. In total, 6725 one-to-one counselling sessions were delivered. The majority of referrals came from school staff, with a smaller number of referrals from pupils and other agencies.
• The Educational Psychology Service (EPS) has begun a review of the Guidance in relation to Literacy and Numeracy Differences, including dyslexia and dyscalculia. Existing guidance was produced in 2018. The group will consult with parents and children in developing refreshed guidance. New guidance will be available in session 2024/25.
• Following the launch of new Attendance Guidance, the EPS is supporting targeted schools in the Kirkintilloch cluster to engage in self-evaluation and actions for improvement to support young people and families. Future updates will be shared through HGIOS reporting.
• Almost all Head Teachers attended a leadership conference to explore themes including approaches to developing self-efficacy in learners, strategies to support ongoing assessment, cognitive load and curriculum design. This event was positively evaluated, with Head Teachers noting that it provided key messages to revisit with staff teams.
• Scottish Attainment Reviews were completed in all secondary schools. The focus of the sessions was Pupil Equity Fund (PEF) spend & impact; progress towards achieving stretch aims; setting stretch Aims for 2025/26 and sustainability of projects delivered.

• The Council undertook a statutory consultation to consider the proposed relocation of the Secondary Wellbeing Support Service (SWSS) from the current location in Donaldson Street to Southbank Road. This identified a number of educational benefits for young people’s learning and wellbeing. The Council Planning Board recently approved the application for a change of use for the new SWSS setting. Planning is now underway with stakeholders to support a positive transition to the new setting. 
• The Council Planning Board recently approved plans to improve the infrastructure and facilities of three primary schools. Approval was granted to complete the pre-construction phases for the replacement of Balmuildy Primary School and the refurbishment of Bearsden and Milngavie primaries. Once the projects have completed the pre-construction phase, anticipated building costs will be reported to Council for further consideration.
• Preparation for the Lenzie Academy Education Statutory Consultation is ongoing and due to start in May 2024. The consultation will consider the proposed relocation and new build of Lenzie Academy.
• Workforce Planning continues to review and analyse the number of teachers required for the new session, aligned to school admissions and placing requests for pupils. 
• There were over 8800 registrations for Primary & Secondary and 500 placing requests received.  Parents and carers will be notified late April on the outcome of placing requests.

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The month of March saw the Finance Team progressing work on systems for the Oracle Fusion General Ledger replacement as the system went live on 4 March 2024. Work is continuing to take this live for the full organisation. 

The budget for 2024/25 was approved at Council, and work is now progressing to apply this within the new system.

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 2024/25 audit plan was approved by the Audit & Risk Management Committee on 21 March 2024, with areas of focus and top priority audits for completion being agreed. The plan also set out the planned approach to the use of data in audits. 

The focus of the team remains on completing the remaining audits for the Council and the HSCP for the 2023/24 audit plan.  

As work on the 2023/24 plan progresses towards completion, work recently completed includes advice on Debtors Integrations to the new Oracle Fusion system, advice to the HSCP on the standardisation of care packages with regards to the associated authorisation framework, and a review of the controls in place at the Woodland View School.  Audits nearing completion include Social Work Payments, Allpay consultancy work and Self Directed Support - Transitions. 

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

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

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

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

Joint working with Department for Work and Pensions (DWP) continues on cases relating to areas of Council and DWP responsibilities such as Council Tax Reduction and Housing Benefit. 

The Corporate Fraud team is also pursuing the development of in-house anti-fraud and bribery training materials.   an initial draft of a training package is anticipated to be completed by May 2024.

A Whistleblowing and Fraud training package, regarding the submission of reports, has been developed and it is anticipated that this will be delivered, to relevant employees, in April 2024.

The Revenues and Benefits team have continued to progress Council Tax and Benefits services and administration of the Scottish Welfare Fund. The team were focussed on year-end processes for March. This included dealing with enquiries from residents after the annual Council Tax bills arrived, preparation for year-end processes in the Council Tax System. 

The Council Tax Collection Rate at 97.64% is ahead of expectations (97.00%) for the year, and just marginally below 2023 which was very high at 97.73%. The high recoverability rate was achieved despite challenging cost of living circumstances facing local residents. Officers did note an increase in arrangements to repay arrears over several months. Collection of Council tax continues to be closely monitored with the Council’s Recovery and Enforcement Procedures being applied and individuals being signposted to the exemptions and discounts available as appropriate.

The Shared Services Team continues to provide support across all Council services. The Education Team completed the work for placing requests for 2024/25. The same team also started the Scottish Milk & Healthy Snack Scheme (SMHSS) (April-July 2024) process updating FUSION and processing invoices from providers. The Letting Team started preparation for annual letting including updating calendars, creation of the 2024/25 letting plan and reviewing the application form for changes.

The ICT Services team continues to support the Council’s information technology systems and services to ensure high availability and performance in line with agreed service levels. The Team resolved almost 1,200 tickets in March and dealt with almost 400 telephone calls. ICT continues to support the migration of services to Microsoft 365 (M365) in partnership with the Business and Digital Change Team. The ICT Security team continues to monitor the estate and perimeter defences alongside ongoing improvements to ensure that our systems and data are protected. 

The maximisation of housing rental income and pursuit of rent arrears continues to be a priority for the service, to safeguard income.  This is achieved by 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; early intervention 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 providing additional support to tenants receiving Universal Credit housing element by having a presence in Kirkintilloch Job Centre every Tuesday morning. The Rents Team commitment to reducing active rent arrears has seen a decrease of £211,983 on same period as last year (week 52).

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

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

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

Finance

• The Oracle Fusion General Ledger system replacement went live in March2024. Workstream Leads are working with implementation partners to resolve residual actions.
• 2024/25 budget preparation is ongoing for General Revenue and General Services Capital.
• The team continues to respond to external audit queries on the Council and Mugdock accounts as the external auditors continue their work. 
• Work has started on two of our major external returns, the Local Financial Returns for the Scottish Government and the Whole of Government Accounts for the UK Government.
• Staff development is a key focus and given a challenging external recruitment market, the service is aiming to upskill existing staff where possible.  The Council has successfully renewed its position as an ACCA accredited employer.
• The Treasury team continues to monitor cash flow closely, ensuring that there is liquidity for all Council activities.  Additional borrowing continues to be taken in line with the Council's capital programme expenditure.
• Period 8 Revenue monitoring is complete with period 10 monitoring currently being worked on.
• Year-end timetables are being reviewed in preparation for year end.

Internal Audit

• The team continues towards completion of the 2023/24 Internal Audit Plan, with work focussing on a range of Council and HSCP services.
• Advice is continuing to be provided by Internal Audit in line with the Internal Audit Charter to support the enhancement of governance arrangements, risk management and controls.  This has included advice in relation to new systems being implemented on request by management.
• The 2024/25 internal audit plan has been agreed by the Audit and Risk Management Committee in March 2024.  For the first time this includes the outlining of the team’s approach to, and use of, data.

Corporate Fraud

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

Revenues and Benefits

• In the month of March, the team issued:
  • • 52,000 Council Tax bills and 8,000 Benefits notifications
    • 400 Non-Domestic Rates bills
    • 400 crisis grants and community care grant applications were received.
• The team received and dealt with almost 1,800 documents for Council Tax queries and reduction      and over 1,000 for benefits.  In addition, the team received 2,200 ATLAS notifications from DWP.
• The team dealt with 3,300 telephone enquiries.

ICT Services

• ICT Services are working closely with the Business and Digital Change Team to implement M365.  This included:
  • Completion of the migration of all corporate devices to Intune and decommissioning the previous Mobile Device Management solution. 
• The Infrastructure Team:
  • Completed a switch replacement for the offices at Kirkintilloch Police Station.
  • Completed Wi-Fi upgrades at 4 primary schools (Baljaffray, Clober, Craigdhu and Castlehill).
  • Completed preparatory work for the deployment of upgrades via new servers.
• ICT Security have:
  • Completed the annual PSN process with the award of our certificate.

Shared Services

• The Residential Team added almost 100 service agreements to CareFirst for clients moving into care homes or for supported living services within their own homes. 
• The Homecare Team added over 330 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.
•  17 direct payment audits were finalised by the Direct Payment Audit Team for clients receiving self-direct support (16 standard and 1 final).
• The Transport Team sent information to Education and Social Work Services to gather requirements for the second tender round.
• The EMA Team continues to follow up with pupils for information to complete their applications.
• The Care of Gardens Team issued invitation letters to 292 customers and started processing the returned applications to ensure the service could start from 4th April.
• The Education Team finalised Placing Request Application work for the deadline of 15th March – inputting distances and priorities in preparation for meeting with Education.

Housing Rent Arrears

• 11 tenants assisted and successfully awarded payment from Hardship Fund.
• Active Tenant Rent Arrears were £774,165 which is a decrease of £211,983 on same period as last year (week 52).
• The Rents Team continue to support the change team with the development of the IHMS (NEC).
• Housing Officers continue to utilise all avenues to maximise rental income and reduce rent arrears, escalating actions against tenants whose rent arrears are increasing, and also providing advice and assistance to tenants who engage and need additional support.
• Appointments with a Housing Officer are available at Kirkintilloch Job Centre every Tuesday morning to assist tenants in receipt of the Universal Credit housing element.
• A Tenant Participation Working Group was held at Twechar Healthy Living Centre. This was attended by tenants, tenant representatives, elected members and EDC staff.
• Reducing active tenant rent arrears continues to be a priority for the Housing Service.
• Former Tenant Arrears are £768,313 with the team continuing to work on former rent arrears to bring this figure down.

Key Achievements / Areas of Focus

• M365 cross collaboration capability has been implemented enabling Council employees to send instant messages via teams to HSCP colleagues as well as share calendar availability securely without the need for multiple devices.
• IBM Connections communities and Wikis have been successfully migrated to the new M365 SharePoint platform, another step closer to decommissioning the legacy IBM platform and its associated costs.
• Support has been provided to Land & Planning services in completing the Routes to School mapping needed to complete this year’s school placement requests.
• In line with the council’s cloud first strategy, work is underway to migrate both the EDLT Financial Management System and the councils Income Management system to the cloud
• Several line of business systems upgrades have been completed including Council Tax, iTrent and the Oracle Fusion Quarterly Upgrade.  The CareFirst technical upgrade is in progress currently in testing and on track for completion end of May.
• Work continues on the development of the new EDC and HSCP websites, due for launch in the coming months. Our New EDC Leisure Trust was successfully launched, initial feedback has been very positive.
• Data cleansing work for our waste modernisation project continues at pace.  Details of every collection route and every street in the authority are being cleansed to ensure they are correct before being imported to the new platform.  Work has also started on procurement of the in-cab technology which is part of the project delivery.
• As part of the Council’s plan to ensure all employees have electronic access to their personal information, work is under way to allow employees without access to an EDC networked device to receive their pay information to their personal email address, with a pilot group due to commence testing soon.
• Supporting service areas has been the key focus of the Oracle Fusion project team with regular drop-in sessions held to support the transition to the new finance &  procurement system.  Work is also ongoing with our external implementation partner to resolve any emerging issues.
• Development has continued for the Flooding, Streetscene and Greenspace modules of our Roads Management System (RMMS) system for phase 2 of the project and mobile devices have been deployed to more system users.
• All live and historical records have been successfully added to Cemeteries System.
• Work continues with our analogue to digital transition for telecare. Our digital test environment has been set-up, and the team are testing with new referrals and digital alarm responses, as well as testing the new features of the software.  The transition is due to be deployed in summer 2024.
• Work continues to progress at pace on introducing Garden Waste Permits.  Throughout March, activities have focused on the preparatory works required to procure a management solution.
• Business cases and option appraisals are in development for Memorial Safety Inspections, a central database for UK burials and cremations, Deceased Online and a potential replacement solution work orders for Property Maintenance.
• Our IHMS project has agreed a revised go live date of 8th July 2024.  User acceptance testing to commence to ensure system meets expectations before deployment.  Training for end users is pending, Super users have been identified and have been using the new systems training environment.  Ongoing interface testing continues to ensure a seamless integration between different components of the system.  Comms have been sent out informing key stakeholders about the timeline adjustments and we continue to stay in constant contact with them preparing for upcoming changes.

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

Key Achievements:

• The findings of the joint inspection of our Adult Support and Protection services was published, identifying that organisations in East Dunbartonshire are working effectively to safeguard vulnerable adults in our area. The report concluded that there were clear strengths in protecting and supporting positive experiences and outcomes for adults at risk of harm which outweighed any areas for improvement.
• A recent nursing audit for the Alcohol & Drug Recovery Service identified significant improvement, achieving gold standard using the Combined Care Assurance Audit Tool.
• Promotional activity in support of:
• East Dunbartonshire Meet the Services event
• No Smoking Day and Quit Your Way smoking cessation clinic
• Survey on local clubs and groups for older people living in East Dunbartonshire
• Consultation for phase 1 of the refresh of the Communications Participation and Engagement Strategy
• Consultation on Medication Assisted Treatment
• Consultation on East Dunbartonshire Council’s draft British Sign Language plan
• Volunteers for the Patient Carers and Service User group membership
• Membership of the Carers Partnership Group
• World Social Work Day
• World Down Syndrome Day
• World Autism Acceptance Week

Areas of Focus:

HSCP Wide:

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

Children and Criminal Justice Services:

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

Adult Services:

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

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

• Following the conclusion of the formal early engagement as part of the Evidence Gathering process for Local Development Plan 3 (which ran from 27 November 2023 to 31 January 2024) officers have been analysing the responses received.  A Local Development Plan Working Party was held on 08 March 2024 where officers provided elected members an overview of the responses that were received and the process forward for preparing the Evidence Report. This includes the setting up of Evidence Topic Groups to enable continuing engagement with stakeholder.
• Officers have been working with partners in the Glasgow and Clyde Valley Housing Market Partnership to finalise revisions to the Housing Need and Demand Assessment to enable it to be re-submitted to the Centre for Housing Market Analysis (CHMA) for robust and credible status.
• Officers attended two Community Council meetings to discuss the process for preparing Local Place Plans (LPP’s) and the support that the team can offer.  Officers also met with a community group in Lennoxtown.  Officers will continue to liaise with and support community groups wishing to bring forward an LPP.
• The team has been working with the City Deal Team on finalising the draft Westerhill Masterplan Planning Guidance document to allow further public consultation.  In particular, the team has been assisting with regards to key requirements and developer contributions for the development parcels within the masterplan area, and biodiversity enhancements.
• Work is continuing on identifying priority projects for inclusion in the Council’s new Greenspace Strategy, which will replace the Green Network Strategy and Open Space Strategy. Audit work on play facilities is continuing and surveyors are progressing with the assessment of play areas and facilities across East Dunbartonshire.
• Officers are currently liaising with the Council’s Procurement Service to commission consultants to undertake the Kelvin Valley feasibility study. Work is also ongoing with the working group of key agencies and interested bodies, to help guide the development of the project.

• Further progress was made on the development of the Draft Climate Action Plan. Various actions in the Programme Plan were completed and the following sections of the CAP are being drafted: Context; Baseline; Net Zero Framework; the Policy, Strategy & Plan Directory; and a section for each of the eight themes to allow a Draft CAP to be taken to Council in 2024, prior to public consultation. The process to develop the Vision, Themes and Objectives has been shared with the consultants Ricardo for them to provide critical feedback through a Strategic Environmental Assessment Stage 1 Report.
• Further work on the non-domestic report on the Local Heat & Energy Efficiency Strategy (LHEES) was undertaken to continue to progress the Draft LHEES which will be brought to Council in 2024 prior to public consultation being carried out. Contractual negotiations with the consultants Ricardo are on-going.
• A technical note explaining key points on the Scottish Government’s consultation on National Adaptation Plan 3 is being prepared including proposed Council responses. The technical note is expected to be distributed in April 2024 to allow any feedback from elected member to be incorporated into the Council’s response before it is submitted.
• Further information has been shared with the Energy Savings Trust for the Fleet Decarbonisation Report. Feedback was provided on their first draft of the report, and additional data was gathered on the Council’s grey fleet and milage which was shared with the EST to build on the analysis and to help to identify decarbonisation options for the Council.
• Preparation for the second cohort of the Community Carbon Literacy Training Programme is now underway including venues being booked and the marketing materials being prepared. Additional sessions in the first cohort were held and a total of 32 people have undergone accredited Community Carbon Literacy Training in 2024 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.
• A spring Climate Action Plan Newsletter was drafted and issued. It outlined a range of Council actions on sustainability related activities, including the CAP.

• GIS work has been reduced over the past few months awaiting the recruitment of a GIS Co-ordinator and GIS Technical Officer.  The new Co-ordinator is due to take up his post in mid-April and this will enable a range of GIS work to be re-started. In the interim, work was carried out during March  to support Education in assessing School Placement Requests and other priority workstreams have continued. This has included provision of technical support to Community Protection and Development Applications.  
• The team have now completed the transition to ESRIs new experience builder platform. This allows apps to have increased functionality and customisation. The team have recreated a number of critical web pages and the links are now with Corporate Comms, to add to the EDC site.
• The team have completed a number of address queries this month and have resolved all the issues for the residents.

• The new IHMS implementation is well underway, with functional testing progressing in all modules. User Acceptance Testing (UAT) training has progressed although additional functional testing will continue as the IHMS is phased in.
• Systems Officers are assisting with the data cleansing of the current Saffron IT system as well as Housing folders, to ensure a smooth transition when migrating to the new system, while also assisting with day-to-day processing of direct debits and the set-up of rent accounts.
• 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 are completing monthly performance statistics and continue to update Smartsheet with new dashboards and sheets for Officers to work from.
• Work is continuing on the Digital Telecare switch and the Project Board are ensuring the successful transition of analogue telecare to digital telecare throughout the sheltered complexes.
• The Housing Estates Adviser is working closely with the sheltered wardens and concierge to ensure a robust service is provided to tenants and residents.
• Research Resource have completed fieldwork to gather tenant’s views on the performance of Housing and Property Maintenance services. This contributes to the Annual Return on the Charter required by the Scottish Housing Regulator. A full report on their findings will be made available on the Council’s Housing webpages.

• Working with numerous public sector agencies to ensure all support mechanisms to help business and create jobs are fully utilised, including development of new skills & technologies.  Cost of doing business continues to be a concern and resources to help and inform businesses continue to be priority with combined support materials available through the Find Business Support website.  A range of support is provided via the team and the Business Gateway contract to new emerging and existing businesses.
• The Digital Development Grant has been launched and is fully subscribed based on available funding via the Shared Prosperity Fund (SPF). Applications are now being processed. The Green Business Support grant is now underway, again funded by SPF and this will help businesses analyse how they practice and identity green measures and support that can be provided via a grant process.  The team continues to develop the site enabling and regeneration grant set to go live later in 2024.
• 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 the digital journey.
• Growth and inward investment enquiries are being support and coordinated the team, directing  them primarily at masterplan locations (Kirkintilloch Gateway, and the emerging Westerhill masterplan area).
• An ED-Net event was undertaken which is East Dunbartonshire small business networking opportunity.  Delivering business support via the ongoing Business Gateway contract.

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

• The project to improve Regent Gardens in Kirkintilloch Town Centre is on site, with practical completion at the end of March. The Campsie Memorial Hall project in Lennoxtown has funding has been secured from Regeneration Capital Grant Fund and work continues to develop the project with RIBA 3 design to take place following procurement of design team.
• The programme management of the Shared Prosperity Fund is ongoing to support services and projects across the Council. A range of projects have been identified and are being progressed for implementation up to March 2025.
• The Lennoxtown Main Street Improvement Project is ongoing with work about to commence on the development of technical designs. Progress to the construction phase will be subject to external funding decisions.
• The Milngavie BID was successful in re-ballot, and Kirkintilloch now has a BID. Work is underway to prepare the Operating Agreements for each BID.

• The construction phase of Canniesburn Toll Improvement Project is on site, and works are progressing. Detailed updates have been provided in 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, and Canal Street which is on site and is part of the John Muir Way and a key link onto the canal towpath. This project is expected to complete early April 2024. Traffic Free Schools pilot project went live in November 2023, with positive feedback provided so far.
• Work is progressing on key functions of the team including: working on a range of Traffic Regulation Orders at various stages of the statutory process, liaising with the network operator and maintenance contractors of the public electric vehicle charging network and continuing to assist in resolving access issues.
• 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 94 applications and validated 54 applications.
• The Building Standards team have received 128 building warrants and approved 86 applications. 
• The Enforcement Team opened 4 new cases
• The Development Applications team presented a number of locally significant and important planning applications to the March meeting of the Councils Planning Board.  This included Early Years Centre, refurbishment of Milngavie and Bearsden Primary School, replacement primary school and new early years at Balmuildy Primary School and Outdoor Pursuits Centre at Twechar.  
• Both Planning and Building Standards teams continue to offer support and informal advice to customers through our daily duty service Monday to Friday.

• Full performance achieved in validation performance
• Progress in completing the draft Westerhill Masterplan
• IHMS – User Acceptance Testing progression.

Review and full public consultation on the Allocations Policy to be resumed April 2024.

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Overview of Progress

Throughout March, the Democratic Services Teams continued to support the internal governance of the Council, in addition to certain regulatory functions.  Since August and the return of the Council’s governance meetings, the Democratic Services Team has been continuing with the implementation the Council’s new committee management system, Modern.Gov. This work 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 will soon commence, in order to 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. 

Whilst there is currently no date, there is likely to be a General Election during 2024. The Election Act 2022 introduced new measures which will apply for the first time at the next General Election.  These include the introduction of voter ID and changes to postal votes and accessibility issues. The Team is planning for the election to ensure compliance with these changes and is looking at means of securing voter participation. A briefing for Members has taken place and further information will be issued over coming weeks. Decals highlighting voter ID requirements and the changes to postal voting have been produced and will be attached to various refuse vehicles to help raise public awareness, along with other comms and engagement work

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

Key Achievements / Areas of Focus

• Registration & Customer Services completed 82 birth and 143 death registrations in March. 25 marriages and 1 Civil Partnership were also registered in this period.
• The Team provided administrative and other supports to the Civic Office.
• Continued development of the new committee administration system, which included support for report authors and the production and distribution of committee and board agendas.
• Democratic Services administered 1 Special Council meeting.
• Initial preparations for the anticipated General Election in 2024 continued during February.  Voter ID, Voter Authority Certificates and Postal Votes Do’s & Don’ts were among the main topics of planning.
• Information Management received & processed 121 FOI/EIRs and 20 SARs (Subject Access Requests)

Overview of Progress

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

Performance against all indicators for Legal Services for March is 100% except for housing repair grants where 10 out of 13 applications were granted within the timescales.

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 March, the Team processed 3 contract award letters, 20 taxi licence applications, and 13 grant.  All were granted within the required timescales except for 3 grant applications.  Accordingly, it is not proposed to take any steps at this time other than to continue to monitor progress against the set PIs.
• The Team continued to provide support to the City Deal team with advice and support including supporting the procurement of a land consultant which included working with the Procurement Service to provide advice on award procedures under a framework new to the City Deal Team, data protection requirements and contract documents required for land access and acquisition.  In addition, the Team provided advice on the options for the progression of the Westerhill Development Road detailed design and construction as well as advising on initial contract discussions to assist the Council’s consultant with scope development.
• Property and planning work included 3 open market purchases for Council housing stock and a filming licence agreed with the production company for Outlander to use Mugdock Park as a filming location.
• Contracts concluded in this period included acceptance of grant offers for Bikeability, ROTS, Housing Acquisition, EDVA and CYP, a grant offer made to EDC Foodbank, contracts for design and development of a behaviour change app, social media monitoring and scheduling tool, and the ventilation cleaning of kitchen canopies awarded.  The Team also concluded a construction delivery agreement for new Outdoor Pursuits centre in Twechar signed scheduled to be completed early 2025.
• The Litigation Team continued to provide support to Social Work in relation to adults with incapacity and permanence planning and to Education on a variety of matters including ASN Tribunal work in relation to placing request appeals and advice to colleagues in HR.  Other work has included providing support to Licensing Board and Civic Government Appeals Board.  In addition, the public consultation on the proposed taxi stances was carried out.

Overview of Progress

During March the Procurement Team continued to support services across the Council in the delivery of various projects, including ongoing support to several strategic procurements/projects, particularly in relation to City Deal, ICT, Business & Digital Change, and various Capital projects. In particular, the Team was heavily involved in data cleansing, Solution Design, Communication planning, Key User training meetings, Data Reconciliation and User Acceptance testing as part of the implementation of a replacement for the Oracle Financial system.  This has placed a significant demand on the resources of the Team as it leads four of the six implementation workstreams. The Team also continuously works to manage and support the operational activity in terms of the buyers work centre, Iproc catalogue and supplier management and payment processing, and in March was focussed on delivering the increased demand from Services at the end of the calendar year whilst managing the ongoing implementation of the new Financial Management System.

Key Achievements / Areas of Focus

• Providing ongoing support to the City Deal team in relation to Contract requirements and alternative procurement route options.
• Supported key Capital, Business & Digital Change projects such as Oracle Fusion upgrade, IHMS, Westerhill Development Road, school estate Professional Fees, Vehicle Purchases, whilst supporting workforce of the future planning and Business as Usual workstreams.
• Participation in extensive meetings and workshops to train, test, reconcile data transfer and solution implementation for the Oracle Fusion upgrade.
• Completed renewals for support and maintenance of business-critical systems to facilitate workforce of the future.
• Ongoing support to the /implementation of Fusion to support the technical requirements for Payment integrations, Managed Stores and e-invoicing on Iproc.
• Planning for the 2024-2025 Annual Procurement Strategy to include alignments with Organisational Climate Action Planning, Circular Economy Strategy, Community Wealth Building & the City Region Community Wish List planning.
• Ongoing work on the review of Contract Standing Orders for alignment with Organisational changes, financial management and Procurement governance
• Managed the emergency order and payments protocol put in place during the system downtime for Fusion implementation
• Re-commenced usage of the Fusion Purchase Order system and payment processing
• Continued End of Financial year planning in alignment with the implementation of a new finance system, managing the backlog resulting from the system downtime and managing business as usual
• Review of resourcing considerations to support Project workload and business as usual priorities.

Overview of Progress

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

Key Achievements / Areas of Focus

• Contributed to the Unscheduled Care agenda - responding daily to acute pressures and supporting discharge back into the local community.
• Compiled information to help inform future funding / budget decisions relating to commissioned services.
• Successfully planned / transitioned bespoke supported accommodation / living placements.
• Continued to prepare and support the market for the advent of the Health and Care (Staffing) (Scotland) Act 2019 and monitoring / reporting requirements thereafter.
• Prepared and progressed monthly performance management returns for services commissioned via Scotland Excel’s Care and Support framework.
• Supported progression of key strategic priorities related to the Social Support Strategy for Older People and Learning Disabilities Strategy.
• Re-negotiated a revised / best value rate for local respite services.
• Commenced a review of current procedures for managing voids, transitions and out of area placements with a view to strengthening governance and oversight arrangements.
• Contributed to discussions pertaining to national contracts ensuring local requirements were reflected accordingly.

Click image to enlarge.

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

This Service area is divided into seven portfolio groupings:

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

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

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

The team continue to deliver both planned and reactive maintenance to both carriageways, footways, and street lighting assets. The Service is almost at full numbers in terms of resources available with vacancies for operational posts. The service is nearing the completion of the the winter maintenance period on both carriageways and footways with several actions instructed due to lower road surface temperatures. The Winter Maintenance period will cease on 28th March for Footways and 18th April for Carriageways.

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

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

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

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

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

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

The team also continue to manage the Councils tree stock. The team is current analysing the results of the first Ash Dieback Surveys which will inform the actions that need to be prioritised to address this important issue. The team manages and performs burials in the eight operational cemeteries.

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

The team are also trying to complete their winter maintenance work and are moving into the spring/summer maintenance period. The team have been monitoring and planting shrubs around the recently installed fence at the quarry area to make it less accessible to unauthorised access by youths trying to swim in the quarry. The monthly visitor number continue to exceed expectation and the team area focused on enhancing the visitor experience to the country park with various improvements planned to key attractions.

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

The Waste service have continued to work with our Clyde Valley partners through the period on the treatment and disposal contract for all residual household waste. The Council processed 1984 tonnes of waste through this contract in February, ensuring our waste undergoes treatment for recycling extraction prior to being sent through an Energy from Waste process.

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

Fleet Management has worked in partnership with services and officers from procurement in order to specify, tender and procure further vehicles and associated items of specialist plant, suitable for service users’ needs and to coincide with contracts terminating through the financial year.

Tenders are currently out for the replacement of specialist vehicles, plant & equipment for Greenspace and Streetscene, Waste Management and other front-line services.

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

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

Roads Network Operations Teams (including Street Lighting)

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

Between 01/03/2024 and 31/03/2024, we have identified 323 defects in East Dunbartonshire Council carriageways and footways. We have completed 225 repairs on time (approx. 69.66 %), 49 repairs late (approx. 15.17 %) and 49 repairs (approx. 15.17 %) are in list for action and are still within SLA (incomplete).

East Dunbartonshire Council winter maintenance team completed 74 actions between 01/03/2024 and 31/03/2024 and approx. 233 tonne salt/ grit were used during this time. Compared to February 2024, we had 335 actions and used 1359 tonne of grit.

Please see below summary report of winter maintenance actions between 01/01/2024 and 31/01/2024.

Winter Treatment Plan and Action Report between 01/03/2024 and 31/03/2024

Click image to enlarge.

Between 01/03/2024 and 31/03/2024, East Dunbartonshire Council has successfully completed scheduled safety inspections.

Traffic

• The proposed traffic calming features for Menteith Avenue and Springfield Road, Bishopbriggs, have been approved after a recent TMAB and will be linked with the proposed works for the Climate Ready Park Project.
• Traffic signal repairs on Waterside Road, Milngavie Road and Auchenhowie all complete.
• Responding to Planning Applications.
• Responding to tickets on RMMS and passing instructions for action.
• Early discussions on traffic signal upgrades at various sites.
• Responding to Lining Requests and refreshing faded road markings.
• New signs on order due to backlog with Fusion upgrade.
• Commenting on various licences i.e., street trader licences, public entertainment licences and occasional licences.
• TRO process for Disabled Bays 22-23 with Legal Services to take to next available committee meeting.
• TRO for Birdston Road advert stage complete, Legal Services to take to next available committee meeting.
• Station Road signalisation awaiting drainage solution to proceed.

Development

• Site visits to monitor progress on developments currently under construction.
• Site meetings to inspect developments and identify remedial works prior to adoption by EDC.
• Assist planning with development applications, distribute to officers for their comments on potential future developments.
• Process road adoption enquiries from internal and external departments.
• Coordination of future works, road openings and temporary traffic management permits. Completed SRWR inspections for year 2023/24, invoices being sent out to utility companies to confirm Q4 inspections charges. Negotiating inspections charges with utilities for year 2024/25 . Fixed Penalty Notices being processed for March 2024 awaiting agreement. The Christmas embargo added to Roads Register for 29 November 2024 to 6 January 2025.
• Remedial works ongoing on sites Cala 1 & Miller 1 Woodilee prior to adoption.

Flooding and Drainage

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

Structures

• 2024/25 General and Principal inspections programme underway.
• Review & response to abnormal load requests.
• The Cottage Merkland leaning boundary wall, Waterside Rd, Kirkintilloch. Works complete.
• Campsie Rd culvert, Kirkintilloch. Parapet retaining wall rebuild and scour protection works complete.
• SAC18 Burnhouse Culvert, Lennoxtown. Debris clearance works complete.
• Capital programme for 2024/25 to commence pending award of FY24-26 structures framework contract.

Upcoming works (dates to be confirmed following award of framework contract):

• Burncrooks Footbridge, Milngavie. Timber parapet installation.
• SBC10 East Side, Kirkintilloch. Trees, and debris clearance.
• Hilton culvert, Bishopbriggs. Vegetation clearance at both the inlet/outlet and edge protection works.
• Bishopbriggs park. Trash screen scour protection works.
• Baldernock Ford, Milngavie. Footbridge replacement and ford culverted.

Streetscene Operations

• Preparations underway for the commencement of the summer cyclical works and completion of winter works.
• Street cleansing and mechanical sweeping; removal of fly posting and uplifting of fly tipping, mechanical street sweeping and installing replacement or additional bins.
• Countryside verge litter pick programme carried out.
• Graffiti removal.
• Ongoing cemetery operations, digging and carrying out interments, installing headstone foundations, benches etc.
• Winter cyclical works ending; pruning of shrub beds and tree works. Winter gritting.
• Checking and clearance of culverts
• Play Park inspection.
• Education and Leisure Trust pitch maintenance, athletic and football initial lining for schools.
• Replacement of damaged bins.
• Responding to Customer Service Requests and complaints.
• Removal of dead animals and excess waste at recycling centres.
• Seasonal recruitment for Care of Gardens service.
• Removal of dead animals and excess waste at recycling centres.

Streetscene Technical Support

• Emergency Tree Works - completing works re trees affected by earlier Storms.
• Play Areas – works complete at Torrance, works have commenced at Douglaston Gardens North and Waterside - start date to be confirmed for Keystone
• Play Areas - Springfield, King George V, Luggie Park – moving to next stage for public to select designs in April.
• Bishopbriggs Park – brief largely complete - to be finalised and passed to procurement.
• Play Areas – Kincaid and Scott Avenue (MOC) – briefs to be prepared.
• Cemetery Management Rules – internal review ongoing noting recent wider Scottish Govt consultation.
• Headstones/Memorials – currently reviewing procurement options with a specific supplier.
• Cadder Cemetery – plans and works progressing to improve traffic management and parking around entrance area.
• Cadder Cemetery Extension – tenders returned and being evaluated.
• Tree condition survey of Old Aisle Cemetery complete – review of recommendations ongoing
• Ash Dieback Surveys completed within EDC Schools Estate – progressing costs to undertake remedial works as required.
• Ash Dieback Survey on Roadside – a small number of trees require urgent works – ownership is a mixture of public and private – contact with private owners now made – EDC trees now felled. Wider analysis of other trees and works is ongoing.
• Climate Ready Park – award made – works to commence late April/early May.
• Team working with City Deal Team and Consultants in relation to Masterplan of Bishopbriggs Public Park and Bishopbriggs Relief Road
• Rosebank Allotments – Officer working with group to undertake relevant repairs to paths, fencing etc – now complete.
• Community Growing Facilities – progressing improvement works via Shared Prosperity Fund
• Delivering Food Growing Presentations to colleagues in other services
• Allotment Regulations – officer review complete in advance of a wider consultation
• Nature Restoration Fund – number of projects ongoing via this fund (as per earlier Technical Note)
• Community Consultations re Management Plans – Lenzie Moss, Whitefield Pond, Cairnhill Woods and Heather Avenue – all ongoing
• Input into Additional Capital investment for drainage, active travel/access, and footway surfacing.
• Mains Park New Path – path works complete around additional link path – reinstatement works will continue into spring.
• Path Works - West Balgrochan Marsh, Torrance path upgrade now largely complete.
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• Improvements to Barloch Muir, Buchanan Street - new entrance features progressing.
• The team continues to respond to high volume of open space, tree and bereavement enquires, along with planning application consultations and complaints.
• Planning application responses and support to Planning Team ongoing.
• Open Space audit work for input into the Grounds Maintenance System ongoing for Milngavie & Bearsden.
• Assisted a number of Community Groups with Litter Picking resources across EDC.

Mugdock Country Park

Work carried out at the park over March 2024:

March events -

• Forest School – Woodcraft Wander
• Stargazing at Mugdock
• Adult Forest School – Whittling for Beginners
• Guided Walk: Craigton and back
• Wildlife Weans - Mugdock the Great Egg Hunt!
• Mugdock Easter Activity Day
• Woodland Beastie Hunt
• Pond Dipping: What lives in the Pond?
• Easter Sensory Sunday
• Project work included -
  • Mugdock Castle Maze archaeological report – landscape consultants to obtain an archaeological report.
  • Wastewater Treatment Works contract is being progressed through the Asset Management team
  • Deer control target reached and feeding into Scottish Government/NatureScot review of deer management.
  • BBQ shelters progressed further work on drainage.
  • Completion of tree planting project – over 5,000 trees and hedges planted as part of externally funded project.
  • Progress with Scottish Water project – Blue-Green Network Partnership
• Sales in Visitor Centre quieter over start of year although focus on Valentine’s Day and Easter brought in some additional spend.
• Visitor Centre seasonal trails on sale and new information on nature and conservation on display 
• Land management in March -
  • Drumclog Moor: fence repairs, clear culverts, clear of scrub, herbicide cut stumps, clear ditches, put up signage.
  • South Lodge:  replace broken culvert pipe, cut rhododendrons and prep for herbicide, block off desire line paths.
  • Mugdock Loch south:  rhododendron pulled and cut for herbicide,
  • Gallowhill:  planted whips of blackthorn, elder, hawthorn and holly, tree guard repairs
  • Craigend Quarry:  hedge planting, remove redundant fence, coppice broom.
• Warden Work –
  • Buildings and Security:  alarm tests, fire safety risk assessment work, checking locks and padlocks, leak repairs in staircase and in main office initiated through framework company, provision of well-presented bookable space for Osprey, Kingfisher, Campsie, and Theatre suite.
  • Vehicles and Equipment:  vehicles over for service and mot, inventory carried out.
  • Landscaping tasks:  edging, cutting back overhanging branches and windblown trees, clearing drains, leaf blowing on paths, filling potholes in car parks, litter picking, emptying bins, car park and play park checks.

Waste Services

• The Clyde Valley Residual Waste contract saw 1889 tonnes of household general waste throughput in March for recycling pre-sort, and then ongoing production of energy from waste.
• Following the new Waste Management legislation that came into force on 1st February 2024 for the separation, handling and disposal of Persistent Organic Pollutants (POPS) found in upholstery items, there has been 91 separate bulky collections carried out for this waste stream, and 30 tonnes of this material processed through our Household Waste Recycling Centre.
• Joint working continues to take place across Waste Services, Corporate Communications and Business Change to ensure a smooth transition towards a Garden Waste Charging Policy. 
• Waste Officers visited the Park Centre in Kirkintilloch to participate in a Q&A session along with local residents to discuss any Waste Services issues.
• The team supported Cadder Church Forum with Waste Services information, including information banners and advice to support a local event being held.
• Work is underway reviewing and updating the recycling provision at our flatted properties.
• The Assisted collection service was reviewed over the last 6 months, with visits and information going out to all participating households.  This work enabled a reduction of 17% of properties receiving assistance on the frontline kerbside routes.
• Liaising with our Waste Electrical Contractor to discuss options for a solution for the safe and responsible disposal of Vapes.
• The SEPA Waste Data Flow for all East Dunbartonshire Council inputs was completed for 2023.  This will now go through a verification process for publications in September 2024.
• The Council General waste contract with Biffa at our Mavis Valley Recycling Centre became a zero-landfill solution in March, a positive accomplishment in meeting landfill legislative requirements ahead of January 2025.
• The service recycled 172 tonnes of Wood at Mavis Valley Recycling Centre in March, an increase of 70% compared to the same period last year.
• The service is meeting weekly with our Business Change partner to ensure that the goals and objectives of the implementation programme for our new Waste Route Management system are being met and feeding this information back to the monthly Project Board meeting.
• The team have been working with Community Safety and Corporate Communications with regards to fly tipping at the local recycling centres. 

Fleet Services

• During the period 1/03/24 to 31/3/24 there were 177 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. We are on track to have all training completed by Sep 24.
• Continued support to front line service operations through the provision of in-house fleet maintenance function including work on horticultural and construction plant equipment. 
• Management of Fleet Operations in compliance with Operator Licencing legislation with a DVSA Operator Compliance Risk Score of Green for both Traffic and Compliance and a 100% first time pass rate for annual tests.    
• Multiple gate checks have been carried out any issues identified have been relayed to the relevant management team.  
• Monthly audits have been implemented to ensure O licence and MOT compliance.
• Vehicle utilisation has increased significantly on previous months.