How Good is Our Service - October 2024

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Voids performance has increased slightly in October to 80.5% from 80.1% in September, however this remains below our target of 85%. The impact of the increase in properties received recently requiring significant works and the drop in resource levels are still being felt and we are currently working through a backlog of properties. We continue to monitor this area closely with our priority being to improve performance moving forward.

Property Maintenance have achieved our target of 100% for Gas Servicing in October with 382 properties serviced in the month. We continue to achieve our target each month and we are confident this will continue throughout the remainder of the year.

Non-Emergency repairs performance in October is below our target of 12 days with an average turnaround of 12.3 days for the month which is down from 9.7 days in September. Resource levels and some material supply issues have had an impact on performance for the month and we continue to work towards improving and maintaining performance going forward.

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

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

The uptake of Primary school free school meals was below target at 70%, however there has been improvements compared to previous months. The uptake in Secondary schools was above target at 55%.  The service continues to focus on schools not achieving the set target with action plans implemented to improve the uptake in lower performing schools.

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

The service was awarded the Food For Life Served Here Bronze Award in December 2022 for Primary schools and Early Years settings received this award in February 2024. The award status for Primary schools was renewed as part of the annual review process and we continue to work with the Soil Association to achieve the Silver award status.     

The Estates service has robust measures in place to monitor performance with regards gas safety compliance across the Operational Estate. Officers continue to progress reactive repairs across the Education and Operational Estate, although currently focusing on H&S related repairs and ensuring assets remain wind and watertight. A programme of repair works to Milngavie PS and Bearsden PS were completed over both the Easter and Summer breaks with further works completed during October.

Additional works have been identified at Balmuildy PS, which commenced in October, including new flooring, roof cleaning and minor repairs with an approved package of works proposed over the next few months and into the new year. A temporary boiler was installed at Bearsden PS to replace the gas boilers which had reached the end of their economic life. New gas boilers will be installed as part of a package of works being managed by Major Assets, however the temporary boiler ensures the heating and hot water are not compromised until that point.

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

Estates Management continue to market vacant premises within the non-operational estate. At present the non-operational estate is over 92% occupied, with vacant suites in Southbank Marina now being actively marketed by agents, DM Hall. The Basement area within the Kirkintilloch Learning Centre is now occupied by Positive Achievements who have relocated from Hillhead Community Centre, which is now providing more community space during the week.

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

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

In August 2024, Council approved a revised route in principle for the Westerhill Development Road - design development progresses on this basis with further updated development costs due to be provided later in the year. Preparations are also underway for pre-application planning consultation events before the end of the year.

The pre-construction period is now complete in full for the Balmuildy Primary School, Bearsden Primary School and Milngavie Primary School projects. Following Council in August 2024, each project has now been paused and will be delivered at a future date subject to the availability of funding and an assessment of affordability in the wider context of the Councils’ financial position.

In September 2024, Council approved a further report on works in the short-term at Balmuildy and Bearsden Primary Schools which will improve the fabric condition of each building. Works are now underway at Balmuildy Primary School and preparations are now underway to undertake works at Bearsden from January 2025 onwards. Council also approved a report on the removal of RAAC from Bearsden Hub, which officers are now progressing and works due to begin in early course. A further report will follow on Milngavie Primary School later this year.

At Lenzie Academy, the statutory Education consultation for the relocation of the school to the new site is now complete and a report on the outcome of the consultation period will be provided to Council before the end of the year.

Pre-construction development works continue to progress across projects including Broomhill and Hilton Depot, Milngavie Early Years Centre, Lenzie Public Hall, Westerton Primary School and the Campsie Memorial Hall refurbishment.

Development proposals for the next phase of the Council’s Affordable Housing Investment Programme are progressing through RIBA Stage 3. At Twechar Canalside, the pre-construction phase has now completed. Council will consider a report on the project in December 2024 which will determine next steps.

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

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

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

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

The Environmental Health Team was engaged in the delivery of essential public health services throughout the reporting period, delivering regulatory activity across a range of statutory duties to protect the community from hazards in the environment and to regulate and facilitate the growth of responsible businesses. This includes both proactive interventions and reactive assignments to complaints and service requests. October was particularly busy for the service with over 100 service requests made in relation to a variety of issues from statutory nuisance complaints to communicable disease investigations.

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

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

During Challenge Poverty Week 7-13th October, the team along with colleagues and community organisations delivered a series of initiatives aimed at raising awareness of poverty, inequalities and supporting individuals. These included financial literacy workshops; health issues in the community workshops, access to local support services and community discussion on poverty-related issued. By raising awareness and offering practical resources, we aimed to empower individuals and communities to take action, foster resilience and promote long-term solutions to tackle poverty.

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

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

Our Vaccination Team has been diligently ensuring the community vaccination programme runs smoothly. The winter programme commenced on the 2nd of October for Flu and Covid vaccinations. The clinics will operate 2 days a week until the end of December 2024. Kirkintilloch Town Hall will operate on a Wednesday and Thursday and Milngavie Town Hall operates on a Monday and Thursday. Discussions with NHSGGC remain ongoing with provisional plans being discussed about the clinical programme for 2025 and beyond.

Round 3 of the Community Grant Scheme will open on the 25th November and close on the 10th January, One to One funding workshops are being offered to organisations in preparation for this.

The team continue to offer a wide range of community activities designed to foster sustained community development. These opportunities have included workshops; family activities and collaborative projects aimed at enhancing local engagement and empowerment. By participating in these initiatives, individuals and groups can contribute to the long-term growth, strengthen community ties and support shared goals for a thriving and resilient community.

The teams have been busy over the month of October, in the run up to Christmas, which is particularly hectic for the Homelessness and Prevention Team.

Applications for funding for children in temporary accommodation to Cash for Kids are underway. As are various activities and planning for a meet the service for Project 101, to raise awareness across colleagues and partners and importantly to support young people in tenancies.

Within the Estates Team and over the last month, 20 properties were allocated. Eight newbuilds (Wedgewood drive development Bearsden) 12 were mainstream 18 of which were general need properties and two sheltered. They were let to the following queues:

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

Community Protection Service

Environmental Health, Trading Standards and Community Safety Teams

• Delivery of effective services on a flexible basis to meet all statutory requirements and duties in relation to public health, community safety, consumer protection and licensing enforcement matters
• Delivery of local Co-Production activity between Community Protection and Police Scotland, with particular focus on effective tasking processes and the delivery of joint action plans and work to protect the communities of East Dunbartonshire
• Delivery of Business Improvement Plan activity relating to Community Protection - actions being implemented in accordance with set targets to deliver effective services in line with relevant corporate outcomes and with positive performance being reported
• Delivery of regulatory services that assist with economic recovery and that are designed to support local businesses and communities
• An application was received for the first ever commercial daytime boarder of dogs in the district
• Owing to conditions that were a risk to public health, Environmental Health staff accepted the decision of a local food business to voluntarily close when non-compliance was established during inspection. The business remains closed whilst works are undertaken to improve standards
• Whilst conducting routine blue-green algae water sampling, officers discovered an unregistered food business trading with unsafe food hygiene practices. A Remedial Action Notice was served to halt operations until improvements were made 
• A Remedial Action Notice was also served on a local restaurant to cease production of a menu item which routine sampling had shown to fail food safety requirements
• Food safety officers visited over 75 local businesses to raise awareness and assess compliance with a national food alert relating to contaminated mustard products with peanut which is a serious allergen consideration
• Officers had to visit a property in Renfrewshire to trace an absent tenant of a Kirkintilloch home where an alarm was sounding and disturbing neighbours. The man was able to be traced, and the issue resolved preventing the need for a Sheriff’s Warrant to gain access
• Representatives from Environmental Health attended the Society of Chief Officers of Environmental Health Congress where talks included resourcing and academic routes into the profession.
• 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 positive enforcement outcomes in relation to several fly-tipping and control of dog cases
• On-going delivery of programmes of decriminalised parking enforcement activity across the local authority area, with particular focus on the delivery of several joint patrols with colleagues from Police Scotland in and around the Cowgate area of Kirkintilloch to tackle illegal parking
• Delivery of investigative work and general casework on all ASB and neighbour dispute matters to support safer local communities within East Dunbartonshire
• Community Wardens continued 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
• Delivery of reactive service request work and targeted project work by the TS Team throughout the reporting period to maintain local compliance with consumer protection legislation
• Delivery of on-going workplan activity by Trading Standards to maintain local business compliance with legislative requirements relating to tobacco and nicotine vapour products
• On-going promotion of the East Dunbartonshire Trusted Trader scheme through relevant channels, with the aim of attracting further local traders to join the scheme
• Delivery of work by the Licensing Advisers in the TS Team to assess local compliance with licensing conditions
• Trading Standards engaged in the seasonal fireworks joint protocol and carried out storage inspections at fireworks retail premises. This focused on storage, age-restricted sales, operational hours and business support in terms of refusals.

Community Planning and Partnerships Team

• Continuation of targeted community development support through a range of our delivery programmes including Pockets, Places and Prosperity and Community First.These programmes are designed to focus on our priority communities and communities of interest, helping local organisations to be resilient, compliant, and strong. The team are committed to fostering vibrant and thriving communities by ensuring our resources are directed to address poverty and inequalities
• Deliver Round 3 of the Community Grant Scheme, opens 25 November and closes 10 January 2025
• Deliver two community grant scheme workshops
• The team support corporate delivery of the priorities within the Gaelic Language Plan 2024-2029, and successfully hosted a Gaelic Celebration Event at Mugdock Country Despite the poor weather conditions this event was well attended with over 80 attendees. There were a variety of workshops promoting Gaelic heritage including Shinty and storytelling. Pupils form Meadowburn Primary also performed
• As part of the community development support the team organised a series of Pocket, Places and Prosperity events during the October school break. The events were based in our Place areas of Lennoxtown, Hillhead and Auchinarn. The activities included Drama workshops and Halloween themed arts and craft sessions.

Areas of Focus

• In partnership with the front-line workers, the team are collating progress on delivering the priorities within the Locality Plans.
• In collaboration with services collate progress on the delivery of the Gaelic Language Plan 2024-29
• The team are coordinating the returns for our mainstream and outcomes report
• Supporting the CLD Strategic Partnership to finalise the extended CLD Plan 2021-24

Housing Operations – Estates Team

Key Achievements

• The Estates team received nine new Reports of anti-social behaviour during the month of September and seven open cases were resolved. Two nominations from the Housing waiting list were sent to Registered  Social Landlords operating in East Dunbartonshire to be considered for allocation to their housing stock.
• Housing Liaison meetings where cases of relevance to Social Work, Community Safety and Police Scotland are discussed are held on a six-weekly basis, and the Housing service continues to attend a MARAC meeting with other agencies on a monthly basis. Monthly attendance is also required at CPC MISE group to discuss Child Protection issues.
• Housing attends the two-weekly meetings of the Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Protection, Trading Standards and Licensing.
• Involvement in supporting the implementation of a new IHMS is increasing due to the ‘go live’ date getting closer. This requires the team to prioritise resources and time to the project and attendance at Train the Trainer sessions is an ongoing commitment
• The new on-line CRM  system training  has been issued for Housing staff using the system and staff will set aside time to complete the module
• Part of new Steering Group to re-establish procedures for processing/issuing Tenant Recharges
• Officers attend new One Stop Shop at Justice Services on a monthly basis to offer housing options advice to clients.
• Part of discussions with Clyde Valley Housing Associations to formulise and update Nominations Agreement.

Areas of focus

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

Homelessness & Prevention

Key Achievements

• During October 18 households made a homeless application (decrease since last month however operating emergency only service part of the month due to new IHMS roll out)
• As at end of October there were 248 applicants on the Councils homelessness list. Of the 248; 222 were awaiting offer and 26 were under offer. Of the 222 applicants awaiting none have been waiting longer than three years
• During October the Council made seven bookings for unsuitable accommodation (2 households – total of 30 nights). One household is deemed to be intentionally homeless and has since submitted a review/appeal. If appeal not upheld then accommodation will be given for “a reasonable time”. This is not counted as breach at this time. The other household was accommodated via the out of hours service. They have since made a homeless application and was moved to suitable accommodation within two nights
• To date the Council’s has not breached the Unsuitable Accommodation Order. During 2024/5; five households have been placed in unsuitable accommodation (total of 38 nights).  Of the five households x two were deemed to be intentionally homeless and accommodation was given for a “reasonable time” therefore not counted as a breach
• 11 households contacted the Council’s out of hours service (15% decrease compared to last month).

Landlord Reg

• The Council received 118 applications; 18 new applications, 51 renewals, 49 updates. Income generated £6328. This is lower than last month (133 applications however income higher than last month £6196)

Temporary accommodation

• 24 voids at the end of October  
• 12 pre-voids
• Seven new temp identified.

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Key areas of focus in October for the Communications & Engagement team included the promotion of the headstone and memorial safety inspection, the launch of this year’s winter service policy and the launch of the new Council and HSCP websites.

Proactive media relations increased this month with eight releases issued (four in September), eight photocalls (two in September) and 29 media enquiries dealt with (24 in September).

All releases can be read on the Council website news section and the local coverage achieved equated to an equivalent advertising value of £7,790 (£8,904 in September).

Facebook, Instagram and YouTube all saw an increase in followers this month. The top three posts on Facebook related school registration, Canniesburn Toll project and the area’s first Climate Ready playpark. The top three X (Twitter) posts related to SAD lamps in the libraries, Provost Community Champion and the STEM festival for Kirkintilloch students.

The most watched video on YouTube was Headstone and memorial safety inspection programme to begin.

In October 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. 

Other key areas of work include continuing to ensure the Council has adequate insurance arrangements in place, providing advice and support in relation to insurance related queries and acting as a point of escalation in regards to any claims. All business-as-usual work was completed within agreed timescales.

The team also continues to undertake complaints handling at a corporate level, coordinating responses to formal complaints across all service areas, ensuring they are addressed appropriately, and adequate responses are provided within statutory timescales where possible. October, saw the launch of the new Customer Relationship Management system and the team have been training on the complaints module within that to ensure effective recording continue and to develop reporting opportunities.

October saw a lot of activity across the team with key systems going live throughout the month. The telephony system was upgraded, and the new CRM was implemented, both systems provide improved functionality in handling customer enquiries and management reporting. The team will take the next few weeks familiarising themselves with these systems.

A number of factors including training on and implementation of the new Customer Relationship Management System (CRM) as well as vacancies and October school holidays impacted the time to answer calls with an average time of 6mins 54 seconds for the month. Whilst this is over the target of 3mins 30secs, it was anticipated for the transition to the new system, where training and new ways of working has to be undertaken whilst also continuing with business as usual. Response times will con this will be closely monitored to ensure resources are deployed to meet customer demand. Recruitment will be undertaken in November to fill a number of team vacancies.

Following many months of preparations, the digital community alarm call handling system went live in October for the Emergency Response Centre team. This represents a great step forward in the transition from analogue to digital telephone infrastructure. 

Installation of the replacement Town Centre CCTV system has also begun, with equipment being put in place in the ERC before the CCTV cameras are replaced across East Dunbarton town centres.

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

A key focus currently is the project to replace the Council’s iTrent HR and payroll system with Oracle Fusion’s Human Capital Management (HCM) system. This is a significant piesce of work with the move to monthly pay a key preparatory step in advance of building and implementing the new system. Aligned to the move to monthly pay, the team has facilitated a number of financial wellbeing sessions which were delivered in October, covering pension, financial budgeting and planning on a personal level, which were deemed a success by the workforce.

Also aligned to the move to monthly pay, a number of workforce briefing sessions took place, including both face to face and online opportunities, to update the workforce on the plans, including; the rationale for moving to monthly pay, benefits, supports, and next steps – including developing the workforce transition arrangement specific to each current payroll in line with the project plan.

Communications & Engagement

• Launch of the new Council and HSCP websites
• Design of EDLC’s annual report
• Supported the launch of the Local Heat and Energy Efficiency Strategy consultation including social media, graphics, webpage updates, creation of survey and media release.
• Continued promotion of the Scotland Loves Local gift card with creation of graphics, content pack for stakeholders and partners, and social media.
• Supported Challenge Poverty Week with a comprehensive social media plan highlighting key local and national initiatives and creation of videos and graphics.
• Continued to support Civic Office including announcing Summer Challenge fundraising total and Community Champion promotion.

Corporate Performance & Research

• Work progressed in assuring the effective launch and implementation of the new CRM system in relation to complaints handling and reporting. This includes reporting outputs that will allow for a more detailed and meaningful analysis of complaints at SLT level from Q4 24/25 onwards
• Feedback was prepared for the Accounts Commission consultation on the review of our annual statutory performance direction
• Feedback was provided to the Scottish Government on their consultation around Intermediate Zones
• Continued assistance was provided to the change team in relation to the rollout of Oracle Fusion
• Continue to feedback on requirements in relation to new complaints module of the CRM and to develop reporting on complaints.

Customer Services

• New and enhanced Customer Relationship Management system ‘go live’ across the Custoemr Service teams
• New and improved digital telecare Alarm Response system ‘go live’ in the Emergency Response Centre
• Enhanced new CCTV monitoring suite introduced to Emergency Response Centre in readiness for deployment of new public space CCTV cameras
• Customer services participate in the partnership Bonfire Working Group to ensure that November bonfire night is as safe as possible for residents
• CCTV replacement work begins.

Human Resources & Organisational Development

• Continued engagement with the Trade Unions on strategic and operation HR initiatives.
• Continued support for employees and managers on HR policy based and guidance noted, with support in attendance on ER case work
• Promotion of Health and Wellbeing Campaigns.
• Following instruction to implement Pay Awards for Local Government Workers and Teachers, assimilated the new grades to the systems and processed back dated monies aligned to the respective award dates
• The HCM Project Board, continued to undertake preparatory work in advance of moving into Project phase in relation to HR/Payroll system
• HROD staff have attended advisory workshops aligned to the HCM project
• The People Development team delivered 13 sessions across 5 topics including SMART Working, Induction & H&S topics.  In total 86 delegates received training
• People Development have also supported Health and Safety with a review of first aid arrangement in schools and corporate locations, ensure the correct number of first aid trained staff are available
• Trauma Informed Practice eLearning module design & video content uploaded to Moodle in preparation for release.  

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• Average weekly attendance rose from 12,622 per week (P6) to 12,953 per week (P7). This is an increase of 3,850 attendances compared to the same period the previous year
• All incomes areas have exceeded target, apart from Football There are still some gaps mid-week and especially on Friday evenings. There is limited take up of bookings at weekends. West of Scotland Rugby have a Sunday morning booking starting from December
• The 4 week period brought in the highest average weekly income £52,652
• Comparing the first 7 months of the year against the previous year, income has increased by 47.55% and attendances have increased by 44.94%
• The 1 million customer is due mid-December
• Pickleball Scotland hosted a festival over the weekend 19&20 October. This proved to be extremely popular and contributed to the 250 hours of Pickleball booked during that week.

• Periodic income for P7 last year was £109,952 with an increase of 17.5% to £129,261 for this current year. Cumulatively the Leisuredrome is 20.5% up on income to the end of period 7 versus 2023/2024 noting that the income figure for 2023/2024 did not include the Free Access Scheme payment from EDC. At the end of P7 the Leisuredrome is on schedule to meet the ambitious target set at the beginning of the year
• The Halloween Party held in the soft play for our young families resulted in two sessions sold out and enjoyed by those who attended
• The introduction of the two hour cancellation policy commenced across EDLC Leisure Centres from Monday 30 October. 

• Gym usage continues to grow and achieve record levels of DD income. This is most welcome however does put strain on staffing logistics, so operational working patterns have been adjusted in agreement with staff to better cope with the new peaks in demand. Other areas of centre income generation also continue to hold up well
• Kirkintilloch & Kilsyth Amateur Swimming Club held its Championships at the centre which went off successfully
• The new High Park Lennoxtown Community Sports Complex is showing good levels of income and business growth.

• The library service Children & Families team ran a number of activities during, and around, the October school holidays, with over 100 events in the period and 2,461 participants
• The Children & Families team also gave a presentation to staff at Balmuildy Primary School as part of their bid to become a Silver Accredited Reading School; offering an overview of current trends in children’s literature with emphasis on how the library can support schools to foster literacy. The team also visited Kirkintilloch High School’s Nat5 child development class to talk about the Bookbug programme and the importance of books and songs for early development
• Access and Outreach team members supported menopause awareness month in Milngavie Library, with an audiobook walk listening to “Menopausing” by Davina McCall, followed by a talk by a womens wellness coach and an evening of self-care, which included Indian head massage and hand reflexology to help with de-stressing and menopausal symptoms
• Drop-in craft sessions were introduced at all libraries, with 175 children and 128 adults coming along
• October also marked the launch of “Wintering Well” a partnership between the library service and Glasgow and Edinburgh universities. The initiative has provided 100 portable SAD lamps for loaning out to customers who suffer with Seasonal Affective Disorder during the longer, darker winter days
• The Glasgow Society of Women Artists hosted their biannual exhibition at the Lillie Art Gallery. This ran alongside a Centenary exhibition of Bet Low, a member of the famous Glasgow Girls movement. The exhibition also featured works by fellow, father and son, Scottish artists Tom and Ewan MacDonald. A number of works were borrowed from the Bet Low Trust and were complemented by three pieces by Bet Low which are held in East Dunbartonshire collections; one of which has recently undergone conservation work
• The 'Kelvin Artists Exhibition', at the Auld Kirk Museum, showcased works by local amateur artists who meet in the Barony Chambers, on Thursday mornings to paint and create together. The exhibition featured a varied selection of pieces inspired by East Dunbartonshire's places and people. Both venues exceeded their footfall target for period seven
• Archives & Local Studies received 1,443 visitors and responded to 310 enquiries.

• This year’s reduced October holiday programme ran with two gymnastics camps and a diving taster session in order to allow coaches to take a week off before returning to the term time programme
• Term time numbers dropped slightly this month to 3,259 but are still up 296 on the same period last year.

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

• Following the very successful thematic inspection, the Education Leadership Team (ELT) has been further evaluating the service using the Association of Directors of Education in Scotland (ADES) new self-evaluation framework. This is further highlighting the strengths and areas for future development to ensure a consistent journey of improvement and excellence. This will be shared and considered with central officers at the Education Services Development Day in November 2024
• A team of HM Inspectors from Education Scotland visited Gartconner Primary School and Early Years Centre’s with them highlighting children who are confident, respectful and eager to learn in both the school and nursery. They stated that they benefit from positive, trusting relationships with teachers and other adults who work with them, and they are proud of their school and nursery. A full report is being submitted to Education Committee in January 2025
• Bearsden Early Years Centre had their follow up Care Inspectorate inspection in October. The centre received a grade of very good across all indicators with the inspectors commending the commitment of the team and the high level of improvements across all aspects of service and practice
• The first Nurture and Family Learning meeting took place with most Head Teachers in attendance. This provided an opportunity to share the statistics and celebrate the impact on children and families last session and to plan next steps and address barriers this session. The next meeting will have Education Scotland presenting on addressing the barriers with families engaging with schools and introducing The Promise and Family Learning Resource
• All Central Officers led consultation regarding the review of Education Service Vision, Values and Aims. This will now be extended to gather the views of parents, children and young people
• Almost all teaching staff who were due for Professional Update during Session 2023/2024 have now completed the process. Supply staff who did not complete the process are being supported by the Professional Update Officer
• A Parental Engagement Strategy group has been reformed to review and refresh the Parental Engagement Strategy. Consultation with the Parent Council Forum has taken place to inform the strategy. Further consultation with the wider body has been planned.

• Lenzie Meadow Early Years Centre and Craighead Childcare both achieved their Bronze Rights Respecting Awards in recognition of the work in centre promoting Children’s Rights
• Millersneuk Primary School won a BBC Children in Need Competition to have Pudsey the Bear and The Gladiators visit the school on Thursday 14 November 2024
• Baldernock Primary achieved their Silver Reading Schools Award
• Meadowburn was awarded 'FairActive' status as part of their work on Fair Trade
• A group of Meadowburn Gaelic pupils took part in the Royal National Mod in Oban with all pupils who entered achieving a Gold, Silver or Bronze medal for their performances in Poetry, Storytelling Song and Art Competitions. This included the overall winner for the under 8 Storytelling competition who performed her winning story on BBC Alba
• Harestanes and Killermont Primary both achieved their Gold Sports Scotland award for 2024/26, in recognition of them putting sport at the heart of their planning, practice and ethos
• 13 young people in Bearsden Academy were recognised and certificated for their achievements in the Duke of Edinburgh Award; nine at bronze and four at silver level. Congratulations also to Bishopbriggs Academy for fund-raising over £5000 at the recent S1 Sponsored Sportathon
• Funding for Bikeability has been secured for this academic year and to date we have completed Bikeability L2 in 15 of our schools and we are on track for 100% completion
• Duke Of Edinburgh: We have seven bronze expeditions weekends (190 young people) six Silver expeditions (160) and two Gold (16) now completed. The number of young people involved continues to increase.

Congratulations goes of all of these children, young people, staff and families involved.

Early Years, Primary, Secondary and Supporting Families

• The Early Years Pilot of Up, Up and Away, part of the Circle document saw 6 centres, some 120 practitioners come together to begin the journey to implementing the inclusive strategies to their settings. This is promoted by a champion in each setting and will support the progression when it is rolled out to all centres in session 2025-2026
• Opportunities were provided for Early Years Centres (EYCs) to review and develop the indicators of Language and Communication Friendly Establishments (LCFE) through peer visits. Twenty settings signed up to attend over two days to learn from their colleagues and note the strengths of the settings and what they will put into practice on return. This will be further evaluated in November at the next LCFE session
• The final session of Early Language Development was well attended with 60 practitioners from across early learning attending to support children with additional support need and barriers to language. The workshop style learning has provided practitioners with tools and guidance to enhance their skills in supporting children. All agreed the session met the intended aims and will take forward suggested strategies and ideas
• The Supporting Families Team continue to work with an increasing number of families. They are currently providing high quality, bespoke support to 50 parents. A Fear Less group was completed with 6 parents who all reported that they feel more able to support their child face fears and start to overcome anxious feelings and behaviours. All parents reported they are now better at managing their own expectations
• The Literacy Strategic Group have completed their work on the Literacy Intervention Framework. This will be launched, and training offered in January 2025. This will be integrated into the refreshed Literacy strategy
• The new Literacy Development Officer took up post in September 2024. The Development Officer has launched a series of twilight professional learning sessions for teachers and practitioners, focusing on reading pedagogy. The content has been highly evaluated to date. In addition, bespoke training has been provided to schools and EYCs who identified aspects of Literacy as a priority in the School/Centre Improvement Plan
• Operational Plans for the Confucius Hubs in Douglas Academy and Clober Primary have been approved by the Confucius Institute. Both project bids are for £6400
• Almost all primary schools have registered to take part in the Euroquiz 2025 Heats. The East Dunbartonshire Council Heats are scheduled to take place in March 2025, with the winners representing the Council at the final in Edinburgh in June 2025
• The Secondary Learning Festival took place in Boclair Academy and involved teachers and support staff from all secondary schools. Staff engaged in a personalised workshop programme, choosing from the 34 workshops available including practical approaches to pedagogy, moderation, digital approaches including Artificial Intelligence (AI), curricular specific and a range of approaches to support wellbeing. This collaborative approach to professional learning is supporting the sharing of innovative a practice and upskilling staff to ensure greater consistency for young people across schools
• The Quality Review of Bishopbriggs Academy took place 28- 31 October. During the review 70 lessons were observed and a range of focus groups and discussions captured the views of young people, staff, parents and partners. The review team identified major strengths and outstanding practice across the four core Quality Indicators and highlighted practice worth sharing more widely.

ASN and Children’s Services

• There is a clear investment in embracing equality and diversity across all our educational establishments. Whilst adhering to UNCRC, the Equality Act, and having clear anti-bullying guidance, our colleagues at WOSDEC are providing a series of professional learning opportunities across our education sectors in support of developing an anti-racist culture. Colleagues from our Early Years and partner establishments attended a recent session, they were involved in discussion, review of resources, and a clear focus in how this is all underpinned by legislation and policy.

Educational Psychology Service (EPS)

• Play Pedagogy pre practitioner evaluations have been completed and based on evaluation feedback from last session, two Professional Learning Communities (PLC) will take place in November 2024 covering the themes of setting up the environment and provocations/invitations to play, and observations including training on using Ferre Laevers’ Scales. These will be led by early years and primary play champions.  A play champion/mentor Team has been established and the first PLC focused on differentiation. 
• Early Years Nurture Programme pre practitioner evaluations have been completed and there is an additional Professional Learning Community session running in November 2024 for practitioners who have joined the programme in Year three but are new to Nurture. The Implementation Group is meeting on 11 November to plan for PLCs January – April, as well as the post practitioner evaluation. The Nurture Evaluation (2023-2024) highlighted that children in our Early Years local authority and funded provider centres have benefited from staff developing their skills in Nurture through high quality professional learning. The support was highly evaluated by staff with many examples of Nurture practice in action across centres. Practitioners reported feeling more confident about implementing Nurture Principles in their practice and in using the Plan-Do-Study-Act model of action research
• Head teachers met for a Nurture and Family Learning Network, which involved peer support as well as discussing the impact of the Nurture Programme 2023-2024 and plans for 2024-2025. The Nurture Evaluation (2023-2024) the evaluation evidencing statistically significant gains for children’s social and emotional functioning. There was also strong evidence that whole school nurture approaches continued to develop and have a positive impact on many aspects of the school including attendance, attainment, exclusions, inclusion and staff wellbeing. Parents have been actively engaged with the Nurture support. Of the 69 children in Core Nurture Groups, 96% of their families had engaged with Nurture Practitioners and 59% of the families of Core Nurture Group pupils accessed regular (weekly) support and interactions with the Family Learning Assistants
• Feedback from parents (Session 2023-2024) regarding the Secondary Nurture Programme showed that they highly value the school-based wellbeing supports and could identify a range of impacts for their children. Steering Group visits to each of the establishments identified highly skilled staff supporting a high number of young people with a range of effective wellbeing interventions. A range of whole school developments in relation to Nurture and Wellbeing were also noted. The Wellbeing Teachers continue to strongly value opportunities to connect as a community
• Within CIRCLE priorities, the majority of schools have returned action plans and preliminary analysis of trends has been completed (the main focus is the physical environment). The next step is gathering action plans for EYCs and supporting schools to complete the pupil voice assessment.  PLCs are continuing in this area.
• To continue to improve attendance, strong links have been established with Education Scotland Attainment Advisor for our local authority. More focused visits are planned with six target pilot schools whose attendance rates will benefit from supporting improvement. Some self-evaluation documents have been returned from schools in the pilot project. Support is planned to ensure that Action Plans are robust
• The EPS team has been trained up to Level one and all members of team will undertake Level two training this session. The Education Service Development Day in November will have an input on trauma and will assist planning to ensure comprehensive roll-out of trauma training to all education staff
• Consultation on the draft revised dyslexia guidance is ongoing. A meeting has been arranged with Literacy Strategy leads to consider how dyslexia guidance can be embedded within the Literacy Strategy. Next steps include further consultation with parents, school staff and children/young people.

School Planning and Improvement

• Final analysis and review of the Pupil and Teacher Census complete and queries returned to Scottish Government. The full Census details will be published in December by Scottish Government
• Workforce Planning has commenced with the schools in relation for teacher requirements for the new school year.

Skills for Life, Learning and Work

• Youth workers in secondary schools have continued to have an increasing positive impact on the skills and confidence of young people. A review of work in the 23/24 academic year indicates that young people successfully gained 1089 wider achievement awards linked to volunteering and personal development. This is a significant increase on the 325 achieved in 22/23
• The Positive Achievements project which provides a range of support for young people with barriers to learning relocated from Hillhead Community Centre to the East Dunbartonshire Campus in October. The move provides a more suitable educational environment for young people as well as maximising the use of available accommodation.

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The month of October saw the Finance Team preparing for the year end tasks required for the preparation of 2023/24 accounts. The Oracle Fusion General Ledger system project has now been signed off as Green status with a few legacy tickets to be completed. Movement into Phase 2 of the budget system with HCM is now commencing. Period 5 Revenue monitoring, HRA and Capital reports have now been completed. Final and residual external audit queries on the 2022/23 accounts are also being completed.

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

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

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

The Council Tax Collection Rate at 64.70% is marginally (0.06%) behind expectations (64.76%) at this stage. This is an improvement on the September position which was 0.39% behind target. The profile of payments can change with people’s economic circumstances and more people choosing to pay their Council tax over 12 rather than 10 months. Collection of Council tax continues to be closely monitored with the Council’s Recovery and Enforcement Procedures being applied and individuals being signposted to the exemptions and discounts available as appropriate. 

The Shared Services Team continues to provide support across all Council services. The Transport team informed successful concessionary transport applicants which took effect after the September Weekend. The Homecare Team continues to support a new initiative from the Planning & Commissioning Team processing variations in addition to their normal workload. The Transactional Finance Team have been working with colleagues in Business & Digital Change to implement a new charging framework for Homecare which came into effect on 29 September.

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 1,275 tickets in October and dealt with 312 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.

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

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

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

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

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

Work continues on the 2024/25 plan with work recently completed including the Environmental Protection and a consultancy note on Grey Fleet. The audits nearing completion are Allpay consultancy work and Payroll.

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

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

Preparatory work has commenced on the forthcoming National Fraud Initiative (NFI), which is a data matching exercise undertaken by Audit Scotland to identify fraud and error. The Council are required to submit data from services such as Creditors, Housing, Licensing, Payroll and Revenues & Benefit. Data has been received from most services, analysed to ensure compliance with required data specifications and successfully uploaded. The submitted data will then form part of a data matching exercise to identify instances of fraud and error. The resulting matches are expected to be released for sifting then investigation in December 2024.

The team continues to work with colleagues from the Business and Digital Change Team and delivery partners SWORD to develop a new fraud management system. Testing of the new system has been completed and the new system went live on 30 October.

The Corporate Fraud team have commenced development of in-house anti-fraud and bribery training package but this paused in order that resources could be devoted to development of the new fraud management system. This will be progressed when resources allow.

Finance

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

Revenues and Benefits

• In the month of October, the team issued:
  • 2,950 Council Tax bills and 6,500 Benefits notifications
  • 250 Non-Domestic Rates bills
• 345 crisis grants and community care grant applications were received
• The team received and dealt with 1,700 documents for Council Tax queries and reduction and over 500 for benefits. In addition, the team received over 2,000 ATLAS notifications from DWP
• The team dealt with 2,100 telephone enquiries.

ICT Services

• ICT Services are working closely with the Business and Digital Change Team to implement M365
• The Infrastructure Team:
  • Completed the replacement of the core network with the replacement of equipment at William Patrick Library
  • Continued to progress the preparatory work for rolling out of Windows 11 across the estate
  • Completed the upgrade of the Council’s contact centre software
  • Progressed the upgrade of CCTV with modifications in the ERC
  • Completed the surveys of schools for AV replacement
    • ICT Security have:
  • Maintained the Council’s perimeter defences
  • Supported the go live of the new website with updated configuration for internal access.

Shared Services

• The Residential Team added 129 service agreements to CareFirst for clients moving into care homes or for supported living services within their own homes
• The Homecare Team added over 210 service agreements to CareFirst for clients receiving a homecare service or a direct payment
• Direct Payment Audit Team – 24 standard direct payment audits finalised for clients receiving self-direct support
• The Transport Team awarded concessionary seats to pupils, where capacity allowed, and all parents and guardians notified of the outcome by e-mail
• The EMA Team continues to process applications on an ongoing basis as they come in
• The General Team have been working with colleagues to reinstate the Tenant recharge process.

Housing Rent Arrears

• The Rents Team continued to support the Change team in advance of the implementation of the IHMS (NEC), and undertook more testing and training on the system in advance of go live
• 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 meeting was held on Wednesday 31 October 2024
• Reducing active tenant rent arrears continues to be a priority for the Housing Service.

Business & Digital Change

• The Business Systems Team have successfully upgraded two systems in the period. They have also managed 34 incidents, one system integration and supported six projects
• Key achievements in the period within the Digital Development Programme for 2024-2025 focused on the final preparations for Go live of several new systems. The following projects are now live
• One Drive deployed to all six pilot groups
• New Housing Management System, (NEC Housing, replacing Saffron) implemented
• New Customer Relationship Management System implemented
• New websites for EDC and HSCP
• Successful transition from analogue to Digital Telecare
• New Fraud Information Management System implemented
• New Memorial Inspections app implemented
• Significant progress was also made on the following projects;
• 12 High Level Assessment (HLA) workshops held as part of the initial stages of the replacement project for current HR/Payroll system (iTrent) with Oracle Fusion HCM
• Pilot payroll group of around 150 volunteers received first monthly pay from the new frequency. Work is ongoing to deliver full new solution for April 2025
• Work is ongoing to remove paper payslips from circulation with the delivery of secure emails to all employees without access to a networked device.

Internal Audit

• The team continues to work on the 2024/25 Internal Audit Plan
• Advice is continuing to be provided by Internal Audit in line with the Internal Audit Charter to support the enhancement of governance arrangements, risk management and controls
• An Audit & Risk Management Committee self-assessment has been prepared for consideration at the next committee meeting
• A report summarising outstanding audit actions has been produced for committee.

Corporate Fraud

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

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

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

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

• The House Project had a very successful annual review which highlighted that over the course of the project, 22 young people have been supported to move into their homes, with another two moving since the review took place. The project currently supports 33 young people with a new cohort of eight young people due to commence. The review emphasised that over 70% of young people in the East Dunbartonshire House Project community were in education, training or employment which is higher than the national average for care leavers
• The new HSCP website was launched on 31 October 
• Promotional activity in support of:
  • Care of older people webinars
  • Henry healthy family programme
  • Health and nutrition cooking course
  • Survey on HSCP buildings to help the organisation improve and become more trauma informed
  • Challenge Poverty Week
  • World Mental Health Day
  • National Power of Attorney Day and Sessions.

HSCP Wide:

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

Children and Criminal Justice Services:

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

Adult Services:

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

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

• Work on the Evidence Gathering process for Local Development Plan 3 is ongoing. A report was presented to Place Neighbhourhoods and Corporate Assets (PNCA) committee on 17 October 2024 to seek approval to undertake a public consultation on the Council’s preferred option for the Local Housing Land Requirement for LDP3 (preceded by a Local Development Plan Working Party held on 1 October 2024). The consultation will take place during November and December
• Draft planning guidance on the Historic Environment and revised draft guidance on Developer Contributions were also presented to PNCA committee and LDP Working Party in October. Consultation on the updates to the guidance will be undertaken concurrently with the engagement on the Local Housing Land Requirement
• 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 nearing completion with the assessment of play areas and facilities across East Dunbartonshire. Officers are also liaising with the Procurement Service to commission an update to the Open Space Audit.
• Consultants have continued to undertake surveys of potential new Local Nature Conservation Sites throughout October. Onsite surveying work relating to the Kelvin Valley feasibility study has also commenced in October
• The Economic Development & Place Policy Officer is continuing to work with internal services on the monitoring and delivery of the Circular Economy Strategy and continue early discussions on a refreshed Economic Development Strategy. As part of this early work, the Glasgow City Region delivered a workshop on the foundational economy to internal and external partners. The officer is also supporting the preparation of the evidence gathering process for LDP3 by contributing to topics related to the local economy and economic development. 

• Further progress was made on the development of the Draft Climate Action Plan (CAP) including core parts of the document being sent to Executive Officers for feedback. A draft of the CAP will be shared with Ricardo to undertake the SEA in November and additional internal feedback will be sought to allow a coordinated Draft CAP to be taken to Council at the earliest opportunity, prior to public consultation. The consultants Ricardo have been tasked with developing a sustainability impact assessment process for alignment of Council Spend with Net Zero
• Following Council approval of the draft Local Heat & Energy Efficiency Strategy (LHEES) and Deliver Plan in September 2024, a public consultation was held from the 1 October to the 29 including a bespoke stakeholder engagement event that was held on the 23 October. A report of consultation is being prepared and the LHEES and Delivery Plan are being updated following input from the consultation to allow them to be taken to Council at the earliest opportunity. A bid for SPF funding and HNSU funding are being developed to begin delivery against the actions
• Data has been gathered on the Council’s carbon footprint for the 2023/24 financial year and emissions in the East Dunbartonshire Council area for the 2022 financial year and a technical note on the Public Bodies Climate Change Duty Report has been prepared for distribution in November. An enhanced Carbon Management Plan is being drafted, which will provide an analysis of the Council’s corporate emissions and total emissions in East Dunbartonshire, with an aim for the report to be taken to Council in December 2024, subject to Council approval
• A Nature-Based Investment Study has been scoped to quantify the current greenhouse gas emission absorption potential of nature in East Dunbartonshire and set out options to leverage additional public and private investment to support environmental outcomes and contribute towards the Council’s net zero targets by quantifying the estimated emission absorption potential of nature while delivering meaningful action to preserve and bolster flourishing biodiversity. Following changes to the Nature Restoration Fund criteria, new funding sources are being actively sought to progress the study
• Additional sessions for the Community Carbon Literacy Training Programme have been scheduled. A total of 82 people have now completed the accredited Community Carbon Literacy Training in addition to six people who attended the online introductory session. The training is being actively promoted and new sessions are being organised every month in the 2024/25 financial year
• Officers attended workshops to provide input for the Glasgow City Region PMO's Foundation Economy, SPT's Regional Bus Strategy, SPT's Regional Metro programme and the Scottish Climate Action Summit.

• The Team is currently working with colleagues in Business & Digital Change and ICT to prepare for a major update of our ArcGIS software which will ensure our software is up-to-date and which will introduce improved functionality. We are experiencing issues with the dated version which we are currently running including server layers not loading
• The Team are currently working with a number of Teams across the Council on a range of GIS projects including Customer Relationship Management and RMMS (roads management system) Integration, Preparing and Managing Survey123 surveys, Mapping support for FOI, Shapefiles data requests, updating GIS data /Online Maps, Postcodes Data Requests, CAD Map Tile, Survey123 Notifications and the preparation of the Local Heat & Energy Efficiency Strategy. The Team also continues to support the preparation of the LDP Evidence Report
• The Team have completed allotments waiting list integration with ArcGIS and tested the matrix algorithm automation and share the waiting list with allotment officer. Allotments consultation questionnaire survey (survey123) is now live and receiving responses
• The Team have completed multiple Idox requests from Teams across the Council. These requests are related to updating the Idox templates
• The Team completed multiple address register/update requests and several address queries and new ArcGIS online accounts requests from Teams across the Council.

• The new IHMS is now in a live environment. Staff continue to work closely with the IHMS team to resolve issues. Training to support the transition to the new system is ongoing
• Systems Officers are assisting with day-to-day processing of direct debits and the set-up of rent accounts in the live IHMS and continue to monitor/escalate issues as they arise
• Performance Monitoring Officers continue to complete monthly performance statistics and dashboards that inform the HGIOS Report and Annual Return on the Charter. In addition, a Quarterly Return is voluntarily submitted to Scotland’s Housing Network that informs an annual benchmarking analysis against other landlords
• Performance Monitoring Officers are completing a monthly Voids Return for Scotland’s Housing Network who are actively monitoring voids timescales nationally
• Policy Officers continue to review the current Allocations Policy, gathering views from Stakeholders and have begun a process of engagement via workshops on key aspects of the policy
• Policy Officers are undertaking a desktop review of the Local Housing Strategy 23-28 in order to prepare an Annual Update to be submitted to Ministers in December 2024
• Procurement of a new Digital Telecare system is ongoing. The project team are ensuring the successful transition of analogue telecare to digital telecare throughout the sheltered complexes and will deliver in-person briefings to tenants at each site
• The Housing Estates Officer is working closely with sheltered housing Wardens to ensure a robust service is provided to tenants during the Telecare switchover to the new system and to minimise disruption to tenants as equipment is removed and replaced.

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

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

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

• The construction phase of Canniesburn Toll Improvement Project has completed and the majority of traffic management has been removed. The activation of the new traffic light system is required and undertaken over October and November. Detailed updates have been provided in various Technical Notes
• Feasibility and design works are progressing on a range of active travel infrastructure projects included in the Local Transport and Active Travel Strategies, including works to improve various active travel paths
• Work is progressing on the A807 Active travel route, for which a contractor has been procured and the project will move to site
• The BetterPoints East Dunbartonshire App has been launched to promote active travel. The Traffic Free Schools pilot continues, and it will be reviewed and reported on to determine longer term implication of the work to enhance accessibility and sustainable modes of transport for children and school communities
• Work is progressing on key functions of the team including: working on a range of Traffic Regulation Orders at various stages of the statutory process, liaising with the network operator and maintenance contractors of the public electric vehicle charging network and continuing to assist in resolving access issues
• Work is ongoing in partnership with the Glasgow City Region to develop a delivery option to increase regional and local Electric Vehicle charging network provision.

• During the reporting period the planning side of the team has determined 51 applications and validated 54 applications
• The Building Standards team have received 68 building warrants and approved 72 applications
• The Enforcement Team opened eight new cases and closed zero cases
• The Development Applications team have been busy preparing reports for the next forthcoming Planning Board Meeting
• Both Planning and Building Standards teams continue to offer support and informal advice to customers through our daily duty service Monday to Friday.

• BetterPoints East Dunbartonshire App launch and adoption
• Final testing of phase 1 of the IHMS
• Approval to undertake a public consultation on the Council’s preferred option for the Local Housing Land Requirement for LDP3.

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Throughout October, the Democratic Services Teams continued to support the internal governance of the Council, in addition to certain regulatory functions. Since August of last year, the Democratic Services Team has been continuing with the implementation the Council’s new committee management system, Modern.Gov. 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. The App was rolled out to Members during September in advance of the introduction of paperless meetings, which were introduced on 1 October. The App will assist Members in using electronic versions of Committee papers and is key to the introduction of paperless meetings. The next phase of the roll out to Members will relate to Registers of Interest. In addition, work remains ongoing to develop the system for use in the preparation, approval, and publication of Technical Notes and Contract Standing Orders waiver forms. In time, it will also be used to support public engagement and consultation, and a petitions function.

During October, the Team supported various meetings of the Council and its Committees and Boards. This included the Place Neighbourhood & Corporate Assets Committee, Civic Government Appeals Board, Planning Board and a meeting of the Placing Request Appeals Committee. In addition, the team covered a number of external meetings including support for Childrens Hearing Scotland recruitment and business activities and various civil contingencies planning and reporting meetings.

The Council experienced a significant upturn in registration activity during October. In relation to the registration of deaths, then this was in part due to providing support to both Glasgow City Council and East Renfrewshire Council, both of which were experiencing higher than normal numbers.

Following the General Election in May, Members will be aware that the Election Act 2022 introduced new measures which applied for the first time at the General Election. These included the introduction of voter ID and changes to postal votes and accessibility issues. Officers, through the Electoral Management Board, Electoral Commission and Association of Electoral Administrations are currently assessing the impact of these change to the electoral process and feeding into various studies and reports. A further Technical Note will be issued to Members once the analysis is available.

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

• Registration & Customer Services completed 71 birth and 218 death registrations in October. 44 marriages and two civil partnerships were also registered in this period
• During October, five new citizens were welcomed at the Council’s Citizenship Ceremonies
• Continued development of the new committee administration system, which included further support for report authors and the production and distribution of committee and board agendas and preparations for paperless meetings. Democratic Services also supported elected members and senior officers in the move to paperless meetings which commenced on 1 October
• Information Management received & processed 170 FOI/EIRs and 10 SARs (Subject Access Requests).

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

Performance against all indicators for Legal Services for October is 100% except for housing repair grants which was 83%. This represents one grant which was late as a result of the authorised signatory being on leave.

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

• During October, the Team processed one contract acceptance and two contract award letters, 50 taxi licence applications, and six housing repair grants. All were granted within the required timescales except for one housing repair grant due to the authorised signatory being on leave. Considering this, it is not proposed to take any steps currently other than to continue to monitor progress against the set PIs
• The Team continued to provide support to the wider City Deal team with advice and support including supporting negotiating Westerhill Development Road Stage three ground investigation contract, supporting the development of Westerhill Development Road construction contract and drafting licence for site investigations for the Bishopbriggs Town Centre Civic Space
• Property and planning work included a new lease for Unit 1 Kilsyth Road Workspace and missives concluded for an electricity substation lease to SP Distribution PLC, a deed of variation was completed for a shared equity property
• Contracts and procurement work in this period included supporting negotiation of construction contract for Bishopbriggs Primary School accelerated works package, supporting negotiation of construction contract and client-side professional services contract for the Bearsden Hub RAAC removal project, contract for the Construction of Section 1A of the A807 Active Travel Corridor, a contract for a Biomass Energy Supply Agreement, a contract for RIBA Stage 1 and 2 concept design services in relation to the Kelvin Tributaries, completion of Blude Badge Digital Service Data Sharing Agreement and Access Agreement, completion of meta skills programme for schools Gen Plus agreement and a filming licence granted to the BBC for their use of the Allander swimming pool which was being used for a fundraising challenge
• Grants offers accepted included grant offer for CCTVE Block for Police Scotland and offer was issued to Creatovators C.I.C. under the Whole Gamily Wellbeing Fund for the funding of a Part-Time Project Co-Ordinator
• The Litigation Team continued to provide support to Social Work in relation to adults with incapacity and permanence planning and to Education on a variety of matters including ASN Tribunal work appeals and advice to colleagues in HR including resolving an Employment Tribunal claim.

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

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

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

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

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

During October, the Strategic Commissioning Team continued to monitor the commissioned market  as demand pressures, on-going workforce and recruitment issues and the cost-of-living crisis continued to challenge the sector. The Team also continued to support the HSCP to progress key strategic priorities and inform the progression of budget related decisions in relation to commissioned services and has been integral in preparing information and reports for consideration by the HSCP Board and leading on several implementation streams.

• Progressed & implemented budget saving proposals following IJB approval. This involves extensive engagement and negotiation with providers on a collective and individual basis
• Supported development of HSCP’s Annual Delivery Action Plan setting out the key commissioning activities over the next year
• Following IJB approval, progressed implementation of Scotland Excel’s Care and Support Framework Agreement and local contracting arrangements
• Lead on and supporting the  progression of key commissioning and budget saving actions aligned to the Learning Disabilities Strategic Review
• Continued to support the transition of children to adult services and implemented plans to alleviate delayed discharge via the identification of suitable residential accommodation
• In line with national policy, progressed & implemented Children and Families Scottish Living Wage uplifts
• Commissioned bespoke supported accommodation placements to accommodate and support individuals with complex and challenging behaviours in the local community.

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

This Service area is divided into eight portfolio groupings:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The monthly visitor number continue to exceed expectation and the team area focused on enhancing the visitor experience to the country park with various improvements planned to key attractions in line with the Mugdock Country Park Strategy.

The Waste Team has continued the frontline service operations for the collection of over 400,000 assorted household bins over the month of October, 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 1760 tonnes of waste through this contract in October, ensuring our waste undergoes treatment for recycling extraction prior to being sent through an Energy from Waste process.

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

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

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

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

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

Ongoing and comprehensive health and safety assistance is provided to services throughout the council and EDLC, conducting multiple site visits to offer expert guidance, address emerging issues, and assist with the completion of risk assessments. During this period, the team have been working closely with Mugdock Country Park, Housing, Community Safety, Fleet in particular for management document review and COSHH assessments, Education & School Improvement Team for minor projects and Property Maintenance, in particular for Legionella, Damp, Mould and Condensation procedures and inspection checklist.

Various teams received assistance through workplace, manual handling and individual risk assessments in collaboration with HR colleagues, as well as reviewing First Aids needs assessments with HR People Development. The SP18 Provision of First Aid procedures was shared with all services and teams, who are now working to review first aid provisions throughout the council. The team also participated in third Tier H&S meetings for Streetscene and Mugdock Country Park.

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

Fire Extinguisher training was conducted through this period for Property Maintenance operatives as well as UFAS training for Facilities Management. Other training sessions were covered such as Duty Holder for HSCP, risk assessment and incident reporting and ladder safety including inspections. Safety alerts were issued this month and Toolbox talks were created to support safe operations as a safety targeted approach.

The focus continues for Construction Design and Management compliance with site visits, reviewing construction phase plans, risk assessments and method statements for refurbishment, roofing, general Estate repairs and new build and greenspace projects for various teams. For D&I teams, Twechar Outdoor Pursuits project, John Street House and Bearsden Hall site visits were carried out, documents reviewed for major school refurbishments, Campsie Memorial Hall and for other services, Lennoxtown Main Street, King George V Park amongst other projects.

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

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

The team continue to promote reporting of health and safety incidents throughout the council and programme health and safety inspections of council workplaces. Southbank House, Lenzie Academy and other schools undertook H&S inspections including playground assessments in this period.

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

Between 01/10/2024 and 31/10/2024, we have identified 185 defects in East Dunbartonshire Council carriageways and footways. We have completed 144 repairs on time (approx. 77.84 %), 8 repair late (approx. 4.33 %) and 33 repair (approx. 17.83 %) are in list for action and are still within SLA (incomplete).

Below chart compares our last three months performance:

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Between 01/10/2024 and 30/10/2024, East Dunbartonshire Council completed 15 scheduled safety inspections. Three of these inspections are related to Footway inspection and unfortunately, one of these footway inspections were completed later than their schedule and more than EDC tolerance between inspections.

Details of these inspections are as below:

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Structures

• 2024/25 General and Principal inspections programme ongoing.
• Review & response to abnormal load requests
• FB52 Park Access off Cloberfield, Milngavie, parapet installation works complete
• Culvert improvement works at SAC28 Brash Burn, MOC, works complete
• Phase 2 resurfacing and deck repairs at FB51 Gavin’s Mill footbridge, Milngavie, works complete
• Programme for removal of problematic trees at structures underway. Expected completion early December
• Capital programme for 2024/25 underway, however on minor projects only. Larger scale projects to commence following award of FY24-26 structures framework contract.

Development

• Site visits to monitor progress on developments currently under construction
• Site meetings to inspect developments and identify remedial works prior to adoption by EDC
• Assist planning with development applications, distribute to officers for their comments on potential future developments
• Process road adoption enquiries from internal and external departments
• Coordination of future works, road openings and temporary traffic management permits
• Miller 1 & Cala 2 sites at Woodilee development adopted by EDC
• Cala site at Claddens estate adopted by EDC
• New roundabout at Crosshill crematorium now operational
• Capital Resurfacing programme for 2025/26 will be recorded on Scottish Roads Register in December. Christmas works embargo to run from 2 December to 5 January 2025.

Traffic

• Canniesburn Toll: MOVA traffic signal installation expected 24 November
• 20mph project for Bearsden/Twechar out to statutory consultees
• Responding to Lining Requests and refreshing faded road markings
• Commenting on various licences i.e. street trader licences, public entertainment licences and occasional licences.

Upcoming work

• Anti ram bollards scheduled to be installed on Auchinloch Road at Crosshill Rd roundabout w/b 18 November
• Preparations underway for Disabled Bays for 2024. Report expected at committee meeting on 19/12/24
• Signalisation of Milton of Campsie Cross. Scheduled to start 13 January 2025 for 4-5 weeks
• Footway parking exemption public consultation due December.

Flooding and Drainage

• River Glazert Restoration Project, Lennoxtown – The project group are preparing all drawings and reports for submission for full planning application.  Tree & ecological surveys are being undertaken now prior to Planning submission in November 24
• Kelvin Tributaries River Restoration Project – Startup meeting has been undertaken and consultants are progressing with works. Green Action Trust are Project Managing on behalf of EDC
• Lenzie Moss – Flood alleviation works – Works completed
• Climate Ready Park – Construction works are nearing completion which is proposed in November 24
• New CCTV and Vactor framework – Process of tender evaluations underway
• CCTV & Vactor and Civils works being undertaken under non-contract request under four quote process
• River Kelvin Flood Defence – Pumping stations – service visits are due.

 Streetscene Operations

• Street cleansing and associated tasks such as leaf litter sweeping; removal of fly posting and uplifting of fly tipping, mechanical street sweeping and installing replacement or additional bins
• Graffiti removal
• Ongoing cemetery operations, digging and carrying out interments, cemetery grass cutting, installing headstone foundations, benches etc
• Final summer cyclic grass cutting of open spaces, Housing estates, sports pitches, school grounds, open space hedge cuts
• COG service (final month)
• Housing one off grass cuts and Scatterflat/lead tenancy grass cuts and hedges
• Checking and clearance of culverts
• Play Park inspection
• Football pitch lining
• Preparation and planting of Spring bedding; shrub bed facing up
• Responding to Customer Service Requests and complaints.
• Culvert grill cleaning and monitoring
• Bonfire monitoring and removal of debris
• Arranging winter servicing of machinery
• Christmas Tree order and installation preparations.

Streetscene Technical Support

• Play Areas - works complete at Luggie Park and ongoing at Springfield - will be completed in November
• Bishopbriggs Park – brief complete and with procurement
• Play Areas – Westerton – brief complete with procurement
• Play Areas -  Scott Avenue (MOC) - refurbishment works to surface and equipment ongoing
• Play Areas – brief complete and with procurement – Kincaid (MOC)
• Play Areas – annual external safety inspection complete – Officers progressing repairs
• Cemetery Management Rules – internal review ongoing noting recent wider Scottish Govt consultation – awaiting finalised Scottish Govt regs
• Headstones/Memorials Inspection – supplier appointed – start date now November 4 in Old Aisle Cemetery – Technical Note circulated
• Cadder Cemetery – works complete to improve traffic management and parking around entrance area complete  - second phase of works being planned for 2025
• Cadder Cemetery Extension – award made to consultants – works now ongoing
• Ash Dieback Survey on Roadside – updated survey received – a small number of trees require urgent works – ownership is a mixture of public and private – contact with private owners now made – EDC trees now being progressed. Further analysis of other trees and works ongoing with a number of notices now sent to private owners to progress
• Schools Estate – tree survey commissioned and findings now being analysed
• Climate Ready Park – works on site and are progressing well – will be complete during November
• Community Growing Facilities – progressing improvement works via Shared Prosperity Fund - working with communities in Jedworth Court, Sense Scotland, Twechar TCA and Kilmardinny Community Garden to increase opportunities for food growing
• Allotment Regulations – officer review complete  - Technical Note issued  - will go to consultation in November
• Nature Restoration Fund – number of projects ongoing via this Scottish Govt fund – funding now withdrawn for 24/25 –  remaining programme from 23/24 to be completed – Technical Note issued
• Community Consultations re Management Plans – Lenzie Moss, Whitefield Pond, Cairnhill Woods and Heather Avenue – drafts largely complete – further consultation to take place to finalise
• Mains Park New Path – path works complete around additional link path – initial landscape works also complete – further tree planting to take place in consultation with community
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• Wildflower Meadow Cut and Lift Programme – works now largely complete
• Run Walk Cycle East Dunbartonshire Fairy Trail Milton of Campsie, Redmoss Estate  - fairly trail being progressed – will be completed in November
• Merkland – Scottish Water undertaking infrastructure works to site – now complete  - reinstatement ongoing
• Glazert Project – team input into overall project re trees and biodiversity aspects
• War Memorials – all inspected with minor repairs undertaken as required in advance of Armistice day
• The team continues to respond to high volume of open space, tree and bereavement enquires, along with planning application consultations and complaints.
• Team working with City Deal Team and Consultants in relation to Masterplan of Bishopbriggs Relief Road
• Planning application responses and support to Planning Team ongoing
• Open Space audit work for input into the Grounds Maintenance System ongoing for Milngavie & Bearsden
• Assisted a number of Community Groups with Litter Picking resources across EDC.

Mugdock Country Park Footfall October – 68,509

• Oct Events – fully booked sessions included:
  • Stargazing at Mugdock
  • Mugdock’s Nature Explorers
  • Wildlife Weans
  • Fungus Amungus Lenzie
  • Mugdock’s Amazing Forest Circus
  • Big Monster Mash up party (part of the Halloween event’s weekend).

• Staff Training
  • Climate emergency training
  • Trailer training for Scottish Water Team.

• School and Community Events
  • There were 15 Forest School sessions between St Machans Primary, Holy Trinity Primary, Lennoxtown Primary, Mosshead Primary and Westerton Primary. There were Ranger’s sessions with 6^th Milngavie Brownies, 1^st Torrance Rainbows and 1^st Milngavie Scouts.
  • Staff took part in Curriculum Planning Session.

• Warden tasks
  • Clearing of sections of the carpark to open views of the Campsie Fells.
  • Painting of the Campsie Room to make ready for Welcome Immersion Space.
  • Lifted and Planted Yew Hedge
  • Moved stone edging to entry route.
  • Herbiciding of Geum and Courtyard.

• • • Grass Cutting
    • Scything of car park road side.
    • Moving of deadwood around Visitor Centre.
    • Clearing of path from Walled Garden
    • Drain clearing
    • Cleaning of courtyard signs and repainting
    • Reroofing of the walled garden shed
    •  End of Summer Castle clearing.

• Ranger land management tasks
  • 3 days of invasive Geum removal
  • West Park Wildflower weed suppression.
  • Drainage and culvert clearing
  • Works to Khyber path potholes.
  • Cutting back of Rhododendrons to spraying height.

• Visitor Centre
  • Stock take completed.
  • Red Squirrel Promotion.
  • October Week Trail
  • Halloween Pumpkin Trail
  • Launch of Outdoor Wear.     
• Events programme for October December 24 is being advertised through our socials, website and circulated to all schools. 
• Scottish Water project – Blue-Green Network Partnership – Legal agreement to be signed in November 2024
• Projects
  • BBQ shelter – drainage documentation completed and advertised.
  • Walled Garden Project progressing including coping stones and wall render works addressed, parterres cleared, and membrane laid.

Waste Services

• The Clyde Valley Residual Waste contract say 1760 tonnes of household general waste throughput in September for recycling pre-sort, and then ongoing production of energy from waste
• The new garden waste permit scheme continues to be a service focus through the month of October, with the permit numbers now exceeding 29,000 in total
• In October there were a further 132 Garden Waste Permits purchased and dispatched
• Garden Waste collected at Mavis Valley Recycling Centre 54.24 Tonnes, an increase of 95% compared to October 2023
• The implementation of our new Waste Modernisation software continues to progress. The implementation date was delivered successfully at the end of October. All installs complete, back-office staff trained and accessing the data, with frontline staff training being rolled out over October and into November
• The operational team continue to work through and complete the CPC training, the driving competency certification, in which drivers required to go through 35 hours of periodic training every 5 years. The service is releasing a driver each day to ensure deadlines are met and service sustained
• There were 10780 bookings for the Mavis Valley Recycling Centre in September, with 91% attendance
• The team participated in the Bonfire Protocol Event with the partner agencies, Police, Fire Brigade, Councillor and Community Safety
• Waste Officers visited over 100 flatted developments throughout October, to review recycling and food waste provision / participation with a view to improving and expanding services ahead of the changes to frontline residual collections
• Met with the Councils textile recycling partners Nathans Waste Savers to review services and income levels
• Continued to work in partnership with Community Safety to tackle fly tipped waste at recycling bring sites
• Worked with the Change Team to review the Trade Waste Commercial bag services, an opportunity to enhance the service with a move to digital payments
• The Mavis Valley Recycling Centre received a Compliance spot check from SEPA, checking the site is fully compliant with the site Licence requirements. The facility was found to be compliant.
• Worked with corporate communications to produce waste and recycling calendars for 2025
• The Project Team for the delivery of the 3 weekly residual collection continue to meet fortnightly to discuss and work towards a successful delivery of this project in 2025
• Collected 26.92 Tonnes of scrap metal in October for ongoing recycling with our new contractor WRC
• Collected 53.74 Tonnes of inert (brick) waste at Mavis Valley Recycling centre an increase of 37% compared to October 2023
• The Waste Services staff, along with Fleet Compliance Officer, underwent train the trainer certification on the Roll Packer, the Plant used at our Recycling Centre to compact and manage the high volumes of Waste received on site.

Fleet Services

• During the period 1/10/24 to 31/10/24 there were 360 vehicles/plant inspected/repaired in line with the servicing schedule and defect procedure
• We currently have a variety of vehicles/plant on order to replace an aging fleet in line with the vehicle replacement programme 
• Support Council services in the delivery of ASN Transport including the distribution of essential supplies for vulnerable individuals throughout the period including meals for early year’s facilities and lunch clubs etc
• Continued work on the management of Capital programme for the replacement of fleet assets through the financial year   
• Continued work on the CPC training programme, to ensure all drivers that require CPC training achieve this before the deadline to remain compliant
• Continued support to front line service operations through the provision of in-house fleet maintenance function including work on horticultural and construction plant equipment
• Management of Fleet Operations in compliance with Operator Licencing legislation with a DVSA Operator Compliance Risk Score of Green for both Traffic and Compliance
• Vehicle gate checks have been reintroduced and the compliance team have carried out multiple checks, any issues identified have been relayed to the relevant management team
• Monthly audits have been implemented to ensure MOT station compliance
• We continue to monitor external hires.