How Good is Our Service - January 2025

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The Community Protection Service delivers on a broad statutory remit, with delivery measures centred on protecting public health and safety, well-being and consumer protection. During January 2025, 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 included both proactive interventions and reactive assignments to complaints and service requests. 

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 also continued to develop further links within the local communities they serve, through involvement in initiatives and events taking place across the Council area wherever feasible.

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. Licensing Advisors carried out liquor licensing inspections to local premises.  Other activities included ongoing promotion of the East Dunbartonshire Trusted Trader Scheme and visits and promotion of anti-scam materials.  Licensing Advisors provided business support to applicants and stakeholders and while linking in with other agencies.  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 and fair trading and civic / liquor licensing).  Gathering and dissemination of intel on subjects involved in sale and supply of age restricted products, high pressure selling and home improvements continued throughout the period and will be used to influence future projects and investigations.

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. A series of creative art and drama workshops were successfully held throughout December as part of our Pockets, Places and Prosperity winter programme. The first baking sessions in Hillhead Community Education Centre’s Wellness Kitchens Have been well received with further sessions expected and planning for a larger programme of events as we head into the new year.

Round 3 of the Community Grant Scheme opened on the 25^{th of} November and closed on the 10^th January 2025. A total of 76 application were received with funding applied for amounting to over £440,000. The team are currently conducting the due diligence on applications and then provide officer recommendation to the Grant Advisory Committee in due course.

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 clinics re-opened in the New Year after a festive shutdown with a reduced service of once a fortnight alternating between Milngavie Town Hall and Kirkintilloch Town Hall. First clinic was 15^Th January at KTH followed by the next clinic on the 23^rd January at MTH. These clinics provide various vaccinations including a drop in for Flu and Covid while also appointments for shingles and pneumococcal will be taking place. It has been confirmed that the clinics will increase again from March/April with the commencement of the spring programme. The team are in discussion with the NHS and the,, two venues over the days and dates of operation and will finalise plans in the coming weeks.

Our Resettlement Team continue to deliver high-quality humanitarian resettlement support using a human centred approach across all current resettlement schemes as well as asylum.  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.

Housing manages 3,869 social rented properties; 3,785 of these are mainstream accommodation and 117 are used for Homeless Temporary Accommodation.  The service manages 50 Lead Tenancies which are rented from either private landlords (29) or Housing Associations (21), to assist with accommodating homeless households.

Within the last month, 7 properties were allocated.  All 7 were mainstream general needs properties. They were let to the following queues:

• All 7 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.
• Environmental Health liaised with partner agencies including SEPA and Food Standards Scotland regarding a major organic pollution event originating in Moodiesburn affecting the Bothlin Burn and Luggie Water in Lenzie/Kirkintilloch.
• There has been increase in new food business registrations received by Environmental Health noted
• Officers have been encouraging Food Businesses with a history of good compliance to go for an Eat Safe Award which is an incentive for food businesses to strive for food hygiene and food safety management standards beyond those required by law. Currently 5 food businesses have achieved this award and currently awaiting certificates from Food Standards Scotland
• Lead Officers are currently completing a Required Resource Calculator which has been developed by Food Standards Scotland. This will enable us to establish a robust and up-to-date picture of required food law resources.
• 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.
• Delivery of investigative work and general casework on all ASB and neighbour dispute matters to support safer local communities within East Dunbartonshire.
• 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 Team to assess local compliance with licensing conditions and make representations at Licensing Boards.

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.
• Delivering a series of workshop sessions at our newly finished wellness kitchens at Hillhead Community Centre.
• Deliver Round 3 of the Community Grant Scheme, opened 25^th November and closed 10^th January 2025. Offering support and assistance to build capacity and confidence of organisations to be funder ready. A total of 76 applications were received
• The team support corporate delivery of the priorities within the Gaelic Language Plan 2024-2029. After the success of the Gaelic Harvest festival in August this year, discussions now move to future event planning for 2025.

Areas of Focus

• Preparation for the report to the Grant Advisory Committee on completion of the due diligence of community grant applications
• The team in partnership with NHS Greater Glasgow and Clyde have started planning for a potential spring vaccination programme as final sign off has now been agreed by the Scottish Government.
• The Resettlement team are working with COSLA, SG, and UK Government Departments to plan and support the transition to E-visas and signpost individuals to where they can get advice and support. They are also preparing for the changes to the Ukrainian scheme as the UK Gov introduces the Ukrainian Permission Extension (UPE) with a planned role out February 2025.
• 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.
• In partnership with the front-line workers, the team are collating progress on delivering the priorities within the Locality Plans.

Housing Operations – Estates Team, and Homelessness and Prevention Team

Key Achievements

• The Estates team received 5 new Reports of anti-social behaviour during the month of January and 9 open cases were resolved.
• There were 4 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 6 weekly basis, and the Housing service continues to attend a MARAC meeting with other agencies on a monthly basis. Monthly attendance is also required at CPC MISE group to discuss Child Protection issues and attendance at regular Safe and Together forums
• Housing attends the 2-weekly meetings of the Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Protection, Trading Standards and Licensing.
• Involvement in supporting the new IHMS system for Housing.
• The new on-line CRM system training has been issued for Housing staff using the system and now up and running.
• Part of new Steering Group to re-establish and implement new procedures for processing and issuing Tenant Recharges.
• Officers attend new One Stop Shop at Justice Services on a monthly basis to offer housing options advice to clients.
• Discussions with ‘Homeswapper’ to explore services offered
• Half day training session this month focused on new IHMS with an overview of the full system.
• Attend regular meetings with Legal Services regarding dispute over title deeds in the housing estate, NOP’s and other legal matters.
• Discussions ongoing with Clyde Valley Housing Association to agree new Nominations Agreement
• 27 households made a homeless application to the Council.  
• No households were booked into unsuitable accommodation (bed and breakfast).
• 11 calls to out of hours service.
• No applicants are on the homelessness list longer than 3 years.

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 has been introduced as part of IHMS implementation.
• Attendance at new 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.
• Monthly void property meetings with Property Maintenance to endeavour to improve performance.
• Plans underway to move Project 101, the youth housing service, during February/ March to an alternative council owned property in Kirkintilloch.

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Key areas of focus in January for the Communications & Engagement team included Storm Eowyn messaging, school places request applications, and Early Years registration opening.

Media relations was mainly reactive this month with three releases issued (8 in December), two photocalls, (two in December) and 25 media enquiries dealt with (12 in December).

All releases are on the Council website news section and the local coverage achieved equated to an equivalent advertising value of £6,144 (£5,152 in December).

All social media channels saw an increase in followers this month. The top three posts on Facebook were all related to Storm Eowyn. The top three posts on X were Storm Eowyn, Early Years registration and the upcoming by-election.

The most watched video on YouTube was ‘New year gets off to a swinging start with new Bishopbriggs play area’ with 75 views.

In January 2025, the Corporate Performance and Research team continued to fulfil required duties in relation to reporting of performance and risk management at a corporate level and provision of service level data and statistical support as well as continuing to ensure the Council has adequate insurance arrangements in place, providing advice and support in relation to insurance related queries and acting as a point of escalation in regards to any claims. All business-as-usual work was completed within agreed timescales.

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

January is always a busy month for the team with seasonal high volumes of interactions following the Christmas period. The Customer Services team was handling requests for Christmas tree and green bin uplifts.

January also saw a red weather warning in place for high winds as a result of the significant Storm Eowyn which impacted much of the UK including East Dunbartonshire. The stormy weather caused damage to properties and trees across the authority with many being reported through customer services channels.

The average time to answer calls of 12mins 37 secs was above target and impacted by both seasonal volumes and the storm. Seasonal absences also played a part. The team continue to carefully monitor queues throughout the day to ensure all available resources are deployed as effectively as possible across all channels as required. New recruits have now joined the team following the recent recruitment exercise and comprehensive training across all service delivery areas is now underway.

The Emergency Response team continues to make steady progress through the analogue to digital change for community alarms, now utilising the new alarm care system implemented in late 2024. The team continues to be involved in the CCTV replacement project, with the new CCTV monitoring suite in the ERC installed and training on functionality in place.

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. Established TU engagement continued throughout the month of January.

Continued support and guidance was provided throughout the month from HROD teams for employees and managers in relation to all workforce HR matters, including HR policy and employee relations case work.

The implementation of the ORACLE Fusion HCM HR and payroll system, a replacement for the current iTrent system, continued in January, and requires significant input and resourcing from across HR teams to maintain the project delivery timescale and achieve key milestones. Working closely with Business & Digital Change and Finance teams the new system will effectively link with the Council’s new ORACLE Fusion finance system and the implementation continues at pace with the project delivery partner.

Within Payroll Services, the team have maintained and processed the payover of the various payruns within timescales, with the completion of a series of statutory returns. Work also continues on the delivery of the pay harmonisation project which will see the Council move to a more efficient single monthly payroll from April. Payroll are also key players in the preparatory work for the migration from iTrent to the Fusion HCM HR and payroll system.

People Development delivered key training requirements across the organisation, continuing to support arrangements for First Aid, promoting & planning of Retirement sessions, ongoing eLearning design & Moodle support.

Communications & Engagement

• Delivered communication for upcoming employability event and grants programme with social media messaging, design, form and website.
• Continued promotion of the Better Points App linking in with EDLC to promote a newly agreed bespoke offer.
• Carried out audit of the Council’s current intranet as part of the replacement intranet project.
• Dealing with and co-ordinating location requests from multiple film companies looking to film in a variety of Council venues.
• Promotion of next round of Count Me In workshops including website updates, social media messaging and linking in with Glasgow City Region’s Multiply working group.
• Continued to support Civic Office including updates to the Provost’s Gallery and Instagram.

Corporate Performance & Research

• The implementation of improved reporting functionality for the new CRM allowing reports to be aligned to specific teams and identifying common trends
• Preparation continued for the annual renewal of the Council’s Insurance arrangements ahead of the renewal deadline.
• Research exercise undertaken to benchmark approaches and inform future budget setting priorities
• Analysis undertaken of the recent employee engagement survey to inform workforce action plans
• Implementation of a revised system of escalation with our insurance claims handlers
• Continued assistance was provided to the implementation projects for the Oracle Fusion projects for Finance and HR and Payroll systems.

Customer Services

• The Customer Service team continue to deliver services though the new Customer Relationship Management system, working with cross-Council teams to support new digital services coming online.
• The ERC team continues to grow more proficient with the new Alarm care and CCTV systems implemented in late 2024.
• Comprehensive training programmes across full suite of responsibilities and duties commenced for new recruits to both Customer Service and ERC teams.
• Awareness raising continues across the teams in relation to service changes being implemented across the Council area to ensure agents are able to effectively respond to customer enquiries.

Human Resources & Organisational Development

• Continued engagement with the Trade Unions on strategic and operational HR initiatives with weekly meetings scheduled across the month.
• With the planned Christmas break, this required Payroll Services to forecast payments. For that period, requiring any and all necessary adjustments to be progressed in January in line with service actual returns for the forecast period.
• Preparatory work commenced in January ahead of year end returns at the end of the financial year.
• The HCM Project Board, continued to undertake preparatory work in support of moving to the new HR/Payroll system.
• HROD teams have provided a range of ‘information gathering’ and ‘business scenarios’ aligned to the HCM project to inform design and the service has undertaken a series of Design and Build sessions in relation to functionality.
• The People Development team delivered 11 sessions across a number of topics including SMART Working, REHIS Food Hygiene, H&S, EDC Policy sessions & Leadership topics.
• In total 127 delegates received training across topics in January 2025.  

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The month has been extremely busy as expected with January, February and March being the peak period for Leisure Centres. Allander has had an increased headcount from the same period last year by 3,225 representing a 6.8% increase. The Centre closed on 24 January due to storm warnings and this would have been an addition 2,000 users. There was no reported damage.

The average daily headcount for the period was 2,007 per day, with the busiest day total being 2,514 attendances.

The income continues to exceed all target figures and the period is 23.3% up on last year and 14.4% up on target. Pickleball continues to grow within the Centre and the 8 court hall is regularly becoming fully booked from 0930 to 2130.

Cleaners have been appointed and we await a start date. This will be a much needed requirement for the Centre due the heavy use.

The front of house teams have been focused on membership sign ups with many new members joining across all three sites. Period 10 delivered a net growth of 462 new DD members across EDLC. Group fitness, dryside sports and gym use, have seen a growth of around 1000 participants compared to period 10 last year.

Storm Ewoyn caused all EDLC facilities to close on Friday 24^th January 2025. The 1973 build withstood the high winds and suffered vert little damage.

As part of a month of wellbeing activities, a new series of talks was introduced in libraries.  Particular highlights were from forensic psychologist, Rhona Morrison, at Lennoxtown Library, and neuroscientist,  Dr Emanuele De Luca, who delivered a talk at Bishopbriggs library.   A Zine (a creative method of self-expression in producing a personal booklet or magazine) workshop for adults, was also held at Lennoxtown library.  All events sold out.

The Libraries marked Blue Monday on the week of January the 20th with a series of Winter Warmer coffee mornings across all libraries, in partnership with the research team from Glasgow University who are supporting the SAD Lamps projects.

The Archives & Local Studies team received 1,556 visitors and 186 enquiries during the period.

Following the Festive break, both the Lillie Art Gallery and Auld Kirk Museum re-opened with new exhibitions.  “45 Years of Collecting” by Graham Cathcart, at the Lillie Art Gallery, shows a vast array of objects and paintings collected over a 45 year period.  At the Auld Kirk Museum “The Scottish Photo Circle Exhibition” showcases works from both professional and amateur photographers.

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• The Chief Education Officer and Quality Improvement Manager, Early Years and Primary met with their Association of Directors of Education in Scotland (ADES) quad to present key strengths and areas for development for East Dunbartonshire Council (EDC) Education Service. This was identified through rigorous self-evaluation involving all Central Officers.  They are working in partnership with Perth and Kinross, Aberdeenshire and Shetland local authorities to identify common areas of strength and improvement. In addition, they were joined by HMIe colleagues to ensure strong collaboration and consistency in approaches.  This partnership will impact on continual improvement with a focus on improving outcomes for all children and young people.
  
  
• Twechar Primary School and Early Years Centre (EYC) HMIe Report was published on 28^th January 2025. The effective leadership of the acting headteacher, senior leaders and staff was recognised as a strength as well as their strong vision and clear plan for achieving positive outcomes for children in the school and EYC. They recognised the very positive relationships between staff and children in the school and EYC. Children were described as confident and enthusiastic and being proud of their school and Early Learning Centre.
  
  
• A Thematic Quality Review took place in Lenzie Meadow Primary School. It identified areas of strength being a calm school environment which is conducive to learning. Children are high attaining, engaged, motivated and ready to learn. In addition, attainment is above local and national levels in Numeracy and Literacy.

• In December 12 young people and 3 staff from Woodland View travelled to Passo Tonale, Italy, with a group of young people and staff from Abercorn Secondary School. Every young person made progress in their skiing with everyone on blue slopes and some on red or black by the end of the week. In addition to the skiing the young people enjoyed après ski including a trip to a pizza restaurant, a visit to the ice cream parlour, and lots of dancing in the ski discos. Going with another school meant the young people were able to meet peers who they may be in their post school destinations with, but also to make new friendships in a safe way. This is our second Woodland View ski trip, with our third planned for December 2025.
• Holy Family have achieved Silver Rights Respecting Schools Award. Evidence showed that "Pupils were able to confidently discuss rights, key concepts demonstrating a deep understanding and reflecting on how they shape our society".  The conversations during the assessment revealed a strong commitment to children's rights and that rights principles and language were helping to build mutually respectful relationships.
• Bishopbriggs Academy achieved the prestigious Science, Technology, Engineering and Mathematics (STEM) Nation Award. The school was praised by Education Scotland for its strong approach to pupil leadership in STEM and the comprehensive programme of professional learning for staff.
• Saint Ninian’s High School has been recognised as a Scottish Credit and Qualifications Framework (SCQF) Ambassador school at Bronze level.

Early Years, Primary, Secondary and Supporting Families

• The Education Scotland Attainment Advisor delivered Agile Leadership Sessions for Senior Leaders in our EYCs. An EYC piloting the approach shared feedback on their progress, focus and shared the positive impact this approach has had on the service, staff and learners. As a result, there is increased interest in leadership improvement approaches and the tools to support this. In addition, there was a focus on strong examples of high-quality self-evaluation including preparing for HMIe and Care Inspectorate Inspections.
  
  
• The Learning Partnership Group (LPG) for EYC Seniors continued with a focus on developing their leadership capacity within the aspect of the Standard for Childhood Practice most relevant to them. Practitioners are in the process of planning how they will improve their practice and implement changes within their setting. The group also participated in CLPL in developing coaching and mentoring skills to support practitioners within their settings. The feedback was very positive with practitioners valuing the opportunity to share practice and learn more to support their professional development.
  
  
• The fifth professional learning session took place with the Up, Up, and Away pilot in EYCs. The session was focused on using observation and risk and resilience tools to allow practitioners to provide evidence of their progress in planning to support children’s development. This session provided opportunities for practitioners to ask the Educational Psychologists questions and discuss challenges and achievements.
  
  
• 11 practitioners from primary and secondary submitted their outline case studies for the Improving Our Classrooms Masters accreditation programme, with a view to completing their Case Study of Improvement by May 2025. They are currently participating in trio visits across schools to enhance and support their own professional learning.
• The Literacy Strategic Group have launched the Framework for Equity in Literacy. Training dates for Head Teachers, depute Head Teachers and Education Support Teachers have been secured for this term.
  
  
• To date, 87.5% of Primary Schools have engaged in Literacy CLPL events and/or Literacy Champions meetings this session.
  
  
• All Primary Probationers participated in Application Form and Interview Professional Learning delivered by the Local Authority to support their progression beyond the Probationary Year.
  
  
• In Secondary Schools, Professional Development Group (PDG) meetings have taken place, involving Principal Teachers from each curricular area. The agenda has focused on National Qualification presentations, Broad General Education Moderation and collaborative approaches to support attainment across schools.
  
  
• In January the Supporting Families Team delivered a session providing an overview of the services and programmes available to support parents and families. This included Triple P Fear Less programme and Triple P Primary Care and Group Programmes. The aim is to provide staff working with parents with information to signpost parents to the most appropriate support. This was attended by colleagues across early years and primary and was highly evaluated.
  
  
• The Supporting Families team continue to receive a high number of Requests for Assistance (RFAs) from Primary Schools with 20 new referrals in January 2025. Over 70 parents are being supported currently and 7 parents started the 6 weeks Triple P group in January 2025.

Additional Support Needs (ASN) and Children’s Services

• Key messages and highlights regarding Child Protection activity were shared through a quarterly report to all head teachers. Relevant training opportunities were identified to ensure high-quality safeguarding procedures are in place in all schools.
  
  
• Early Years Chronology Presentation and Chronology template was devised to support CLPL opportunities.
  
  
• Multi-agency Talking Mats training was completed by 16 staff. These staff will receive ongoing support to develop effective communication with Children and Young People.
  
  
• In January, Primary and Secondary staff attended sector specific CIRCLE professional learning sessions. The sessions were led by Allied Health Professionals and focused on visual supports and sensory supports.

Educational Psychology Service (EPS)

• Within the development of Play Pedagogy, the Professional Learning Community theme was STEM and Planning. Practice sharing visits to EYCs and Schools are planned with participants visiting Primary 1 settings and vice versa.
  
  
• Following an Education Service Development Session, a working group has been established to produce an Education Plan to ensure that Trauma Training is rolled out strategically within educational establishments.
  
  
• The Mental Health Strategy for Education has been revised and will be shared with education and multi-agency partners this academic session.
• What’s the Harm? Training continues to be delivered by multi-agency teams including educational psychology, social work and third sector. Training sessions are highly evaluated and there is now a waiting list.
  
  
• Five education and social work staff completed Level 3 training on Non-Violent Resistance (NVR) and submitted their assignments for scrutiny. They will run a Level 1 training course during this session.
  
  
• In January the Early Years, Primary and Secondary Nurture and Wellbeing practitioners met in their respective Professional Learning Communities. The Nurture Steering Group met to share practice and discuss implementation and evaluation processes.  The work of the Nurture and Wellbeing programmes (2021-2025) will be shared with DCYPP at their upcoming meeting. 

School Planning and Improvement

• Workforce Planning is progressing with all Primary & Secondary Schools allocation for the new school year in August.
  
  
• Scoping and finalising of the Milngavie Primary project is progressing well with various meetings taking place with the stakeholders.
  
  
• Bearsden Primary Project continues to progress with the replacement windows and stonework going well.  Several classrooms and spaces have had their windows replaced.  The temporary decant of the classrooms is working well.

Skills for Life, Learning and Work

• The St. Ninians High School Kings Trust Achieve Group have been selected as the JD Foundation Community Impact Award winner for The Scotland King’s Trust Award Country Final. The judging panel found that St. Ninians High School Achieve Group’s story was truly inspiring.   Supported by their Youth Development Worker and school staff the Achieve group consisted of 12 S5 young people. Many of the young people in the Achieve group were disengaged from learning, some experiencing low confidence, self-esteem and anxiety.  As part of their programme the group chose to take part in a shared reading project, which saw the group attend local primary schools and read to Primary 2 pupils. Staff reported that by the end of the project young people were significantly more confident.

The month of January saw the Finance Team working on the 2025/26 budget and preparing for the year end tasks required for the collation of 2023/24 accounts.   The Oracle Fusion General Ledger system project has been signed off as Green status with a few legacy tickets to be completed.  These are hoped to be closed imminently to allow the closure of remaining 2024/25 financial periods to be progressed.  Movement into Phase 2 of the ledger system with HCM is now commencing and this has been staffed with an additional 0.5 full time equivalent within the Finance team as a temporary resource.  Period 7 Revenue monitoring, HRA and Capital reports are now being compiled to report to Committee.  The 2022/23 accounts have been signed off with an unqualified opinion by external audit.

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. 

The Council Tax Collection Rate at 91.79% is behind target (92.36%) at this stage.   The profile of payments can change with people’s economic circumstances and more people choosing to pay their Council tax over 12 rather than 10 months.  Collection of Council tax continues to be closely monitored with the Council’s Recovery and Enforcement Procedures being applied and individuals being signposted to the exemptions and discounts available as appropriate. 

The Shared Services Team continues to provide support across all Council services.  The Education Team continues processing school registration applications.  The Homecare Team continues to support an initiative from the Planning & Commissioning Team processing variations in addition to their normal workload.  The Transactional Finance Team and Business & Digital Change team completed the implementation of the new charging framework for Homecare which came into effect on 29^th September.  Remittances for the new rates were included in the November payment run.  Shared Services are also supporting the introduction of the new CRM system.

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 1,154 tickets in January and dealt with 315 telephone calls.  ICT continues to support the migration of services to Microsoft 365 (M365) in partnership with the Business and Digital Change Team.  The ICT Security team continues to monitor the estate and perimeter defences alongside ongoing improvements to ensure that our systems and data are protected.

The maximisation of housing rental income and pursuit of rent arrears continues to be a priority for the service, to safeguard income. 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 and supporting wider Tenant Participation activities.

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

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

Work continues on the 2024/25 plan as the team provides assurance over key areas of risk, making recommendations and following up on these to improve the control environment, with work recently completed including Payroll, Fleet Health and Safety Compliance and the Shared Prosperity Fund.  The audits nearing completion are the HSCP Transport Policy and School Roll Forecasting. 

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. 

Further data matches for a number of reports have been received from the National Fraud Initiative (NFI), which is a data matching exercise undertaken by Audit Scotland to identify fraud and error.  There are further matches that have still to be released and Audit Scotland will confirm the date of release in due course.  A total of 2,318 matches have been received.  Two vacancies within the Corporate Fraud team have delayed the commencement of the sifting and investigation process.  These posts have been advertised and interviews are scheduled to facilitate the achievement of the expected outcomes.  

A Corporate Fraud representative attended a Housing Allocations Policy workshop and provided input on the revision of the policy.  A training package, for Housing Service employees, will be developed and delivered in the near future.  The Corporate Fraud team commenced the development of in-house anti-fraud and bribery training package but this has been paused at present.  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. Phase 2 with HCM and PBCS / Fusion has now commenced and likely to last for 18 months.
• Period 7 monitoring reports have now been completed.
• 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.
• The team has been focussed on supporting the 2025/26 budget process.

Revenues and Benefits

• In the month of January, the team issued:
  • 2,660 Council Tax bills and 9,900 Benefits notifications; and,
  • 120 Non-Domestic Rates bills.
• 380 crisis grants and community care grant applications were received.
• The team received and dealt with 1,200 documents for Council Tax queries and reduction and 370 for benefits. In addition, the team received over 2,400 ATLAS notifications from DWP.
• The team dealt with 2,320 telephone enquiries.

ICT Services

• ICT Services are working closely with the Business and Digital Change Team to implement M365.
• The Infrastructure Team:
  • Installed 24 additional wireless access points in various Education sites.
  • Decommissioned 4 obsolete servers.
  • Connected the temporary decant units at Bearsden Primary to the network, and provisioned desktops and interactive panels.
  • Continued with the upgrade of the Council CCTV.
  • Completed network upgrades at Enterprise and McGregor House.
    • ICT Security have:
  • Replaced the Council Firewall.
  • Maintained the Council’s perimeter defences.

Shared Services

• The Residential Team added 186 service agreements to CareFirst for clients moving into care homes or for supported living services within their own homes.
• The Homecare Team added 322 service agreements to CareFirst for clients receiving a homecare service or a direct payment.
• Direct Payment Audit Team – 33 audits completed, 28 standard and 52 final audits finalised for clients receiving self-direct support.
• The EMA Team processed 169 applications.

Housing Rent Arrears

• Active Tenant Rent Arrears were £1,195,802 which is a decrease of £12,682 on same period as last year (week 43).
• 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 continue to be available at Kirkintilloch Job Centre every Tuesday morning to assist tenants in receipt of the Universal Credit housing element.
• Reducing active tenant rent arrears continues to be a priority for the Housing Service.
• A Tenant Participation Working Group meeting was held at Twechar Healthy Living Centre in January.

Business & Digital Change

• EDC is now an official signatory of Scotland’s Digital Inclusion Charter. The charter is run by the Scottish Council for Voluntary Organisations (SCVO) with support from the Scottish Government. The charter supports, guides and recognises the work that EDC does to address narrowing the digital divide.
• The Business Systems Team have successfully upgraded 2 systems in the period. They have also managed 4 incidents and supported 6 projects.
• Procurement of ARC GIS Upgrade Supplier Support completed; work scheduled to start end of Feb 25.
• Green Waste permits have gone live for Season 2025/26, with over 2,000 requests received in a 24-hour period generating £100k income.
• Online Early Years applications are now live.
• All of the ranked suppliers have visited our Sheltered Housing complexes in advance of submitting their tender responses for the digital upgrade of our telecare alarms.
• Following the successful implementation of our new Housing Management System (NEC Housing), the team are focused on resolving post go live issues.
• The initial design stage of Phase 2 of the Oracle Fusion project concluded. Work is now underway for the second design and final design stage of the project. Work commenced on the second data migration from the legacy system to inform the next design discussions.
  

Internal Audit

• The team continues to work on the 2024/25 Internal Audit Plan, with an outturn of 75% completion by the year end being targeted in line with revised resources.
• 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.
• The internal audit plan for 2025/26 has been prepared.

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 NFI.
• An initial review of high risk NFI data matches has been carried out.
• Interviews are scheduled to recruit into vacant posts in the team and if successful this will allow for further resources to be applied to NFI.
• 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

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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 January 2025, the HSCP has performed above target on two of its three identified performance indicators, and slightly below target for the percentage of customers aged 65+ meeting the target of 6 weeks from completion of community care assessment to service delivery.

Key Achievements:

• In our most recent online patient survey for the Primary Care Mental Health Team, 97% of respondents reported an overall improvement in relation to symptom management whilst 80% of respondents were generally satisfied with the treatment they received. Comments highlighted that our patients valued our compassion and empathy, patient-centred and tailored CBT approach, and over 95% of respondents felt validated and heard in their treatment sessions.
• Promotional activity in support of:
  East Dunbartonshire Income Maximisation Service
  Milngavie Recovery Café
  ConnectED’s Warm Space for 12-18 year olds

Areas of Focus:

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.
• Review the implementation of the 2024/25 actions of the Older Peoples Social Support Strategy.

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• Work on the Evidence Gathering process for Local Development Plan 3 is ongoing. A public consultation on the Council’s preferred option for the Local Housing Land Requirement for LDP3 was undertaken from 04 November 2024 until 13 December 2024 and officers are considering the responses received. 
  
  
• Following consultations during November and December 2024 on draft planning guidance on the Historic Environment and revised draft guidance on Developer Contributions, final versions of the guidance were approved by PNCA committee on 23 January 2025.
  
  
• 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. A session on the initial outputs and recommendations of the Kelvin Valley research study was held on 13 January 2025 with key partners.
  
  
• A report seeking approval to begin early engagement on a new Economic Development Strategy (EDS) was approved by elected members at PNCA committee on 23 January 2025. The engagement will commence on 17 February 2025 and will run until 31 March 2025 and will include online questionnaires, a public forum and 3 drop-in sessions spread across the authority area.  Work on the monitoring and delivery of the Circular Economy Strategy is ongoing.

•  Further progress was made on the development of the Draft Climate Action Plan (CAP) including meetings being held for the Net Zero Focus Group and the Adaptation and Nature Based Solution Working Group. Additional internal engagement is being organised with a range of service areas for February and timescales to present the CAP to SLT are being organised.
  
  
• Following approval of the Local Heat & Energy Efficiency Strategy (LHEES) and Delivery Plan and Heat Network Review Statement, a meeting for the LHEES Working Group was held in January to provide an update and drive forward implementation of the delivery plan.
  
  
• A meeting was held with the City Deal Programme Management Office to discuss a regional approach to increasing renewable energy generation, leveraging regional support for climate and LHEES targets, and the development of a regional energy masterplan.
  
  
• Following discussion with the Heat Network Support Unit in December on requirements for funding bids to carry out feasibility work on potential heat networks in Kirkintilloch Town Centre and in Bearsden, the Sustainability Team is continuing to work with colleagues in assets to gather the Building Assessment Reports required to support the bids.
  
  
• Following approval of the Carbon Management Plan by Council in December, templates have been designed to streamline the data gathering process for the 2024-25 financial year.
  
  
• New funding sources are being actively sought to progress the Nature-Based Investment Study which would 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.
  
  
• Additional sessions for the Community Carbon Literacy Training Programme have been scheduled. A total of 130 people had completed the accredited Community Carbon Literacy Training, 21 people have completed the focussed sessions and 5 people are undertaking the train the trainer course. The training is being actively promoted and new sessions are being organised every month in the 2024/25 financial year. 
  
  
• The Scottish Government announced that Twechar Community Action was successful in their application to establish a Climate Action Hub for East Dunbartonshire. A technical note was distributed to provide members with an update (TN 005-25). While Councils are not directly involved in the management or oversight of the Climate Action Hubs, the Sustainability Team and EDVA had met with Scottish Government to explore how they could support the establishment of a Climate Action Hub and provided content to support Twechar Community Action’s application.
  
  
• Further meetings have been held in January to discuss how the 10-year investment plan for Fleet Services, which is based upon vehicle demand by sites and replacement dates, could support net zero targets.
  
  
• The Council’s employee travel survey was launched and will run from 29.01.25 to 19.02.25 This follows on from the design of a Communication Plan in partnership with the Communication and Engagement Team, and elected member and trade union briefing being held. This work will allow further collaboration with the consultants to develop a Travel Plan. 

• 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.
  
  
• Allotment Waiting list integration into GIS has been completed. A tool has been developed which runs an Allotment layer and automatically updates information and exports data to Excel for the Council’s Allotment Officer.
  
  
• A new GIS Service & Error Reporting Action app has been developed on ArcGIS online platform to streamline all the request coming from GIS Service & Error Reporting form. This app help GIS team to process the request and closed the status real time. I have also prepared a Dashboard view that provide total number of request open, closed requests and other relevant statistics. These two developments are highly significant for GIS team, as they have greatly improved the workflow and request tracking.
  
  
• The Team have completed multiple IDOX requests from Teams across the Council during the month. 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 being phased into a live environment. Staff continue to work closely with the IHMS Project team to resolve outstanding issues. Training to support the transition to the new system is being delivered by the IHMS Project team.
  
  
• Systems Officers are assisting with day-to-day processing of direct debits and the set-up of rent accounts in both Test and Live IHMS and continue to monitor/escalate issues as they arise.
  
  
• Performance Monitoring Officers continue to complete monthly 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 social landlords.
  
  
• Performance Monitoring Officers are completing a monthly Voids Return for Scotland’s Housing Network who are actively monitoring voids timescales nationally.
  
  
• Policy Officers have completed a process of engagement on key aspects of the Allocations Policy.  A Draft policy will be produced in preparation for a full public consultation.
  
  
• Procurement of a new Digital Telecare system is moving forward. 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. All applications have been processed and grant recipients are being encouraged to complete their programmes. 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 2025. 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.  For more complex projects the Digital Development Grant has been utilised
  
  
• 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 Site Enabling Regeneration Fund, designed to support masterplan areas, is close to being launched

• 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) was approved at the Glasgow City Region 5^th Work is underway on the Final Business Case stage for the two project elements – Bishopbriggs Town Centre and Westerhill Development Road.
• The Westerhill Regeneration Area (WRA) planning guidance and its associated delivery plan is now adopted under LDP2. Work is taking place to examine how different aspects of the WRA can be supported to a delivery stage, out with the current City Deal Projects.
• Work is ongoing on the Westerhill Development Road (WRA) which is currently at DMRB Stage 3. The Proposal of Application Notice (PoAN) for planning application for the WDR has been submitted, and statutory consultation took place in November and will again February 2025. Following which the formal planning application will be submitted later in 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^st 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. Planning consent is in place.
• 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. Work to prepare projects for a fourth year of SPF funding has also been undertaken over this period.
• 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 later in 2025.
• Work is ongoing with the Milngavie BID and Kirkintilloch BID as they move through year one of a five-year term. .

• The construction phase of Canniesburn Toll Improvement Project is now complete. The activation of the new traffic light system took place over October and November 2024. The project is now finished and in its defects stage. Monitoring of the new signals will be carried out six months post completion with the findings being reported to Council. 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, and construction has started for stage 1a. The associated TROs for the project have been approved.
• 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 48 applications and validated 50 applications.
• The Building Standards team have received 90 building warrants and approved 87 applications.
• The Enforcement Team opened 2 new cases and closed 47 cases.
• The Development Applications team have been busy preparing reports for the forthcoming Planning Board Meeting in February.
• The Building Standards Team have been supporting the Councils Major Assets team with pre application technical advice in relation to the proposals for the Campsie Memorial Hall project.
• Both Planning and Building Standards teams continue to offer support and informal advice to customers through our daily duty service Monday to Friday.

• Campsie Memorial Hall planning consent secured
• Approval for early engagement on a new Economic Development Strategy (EDS) received Launch of the Council’s employee travel survey
• % of Planning Applications receiving a letter confirming whether application is valid or invalid within 5 working days

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Overview of Progress

Throughout January, the Democratic Services Teams continued to support the internal governance of the Council, in addition to certain regulatory functions.  Officers continued to support Members with the move to paperless meetings and use of the Modern.gov App.  In addition to supporting paperless meetings and report writing, Modern.gov is now being used to advertise Members’ surgeries via the Council website.  Preparations are well advanced for the use of Modern.gov to support the maintenance and publication of Members’ Registers of Interest.  In addition, work is underway to develop the system for use in the preparation, approval, and publication of Technical Notes and Contract Standing Orders waiver forms.  In time, it will also be used to support public engagement and consultation, and a petitions function. 

Significant work was progressed in preparation for the Ward 7 – Kirkintilloch East & North & Twechar By-Election scheduled for 13 February 2025.  Members were updated via regular Technical Notes, and this continued until polling day.  The Notice of Election was published on 3 January and following close of nominations, a Notice of Poll was published on 13 January.  Thereafter, a Candidates and Agents briefing was held, and regular updates were provided.  The main focus of work was finalising arrangements for the appointment and training of polling and count staff, polling station set-up, preparing for an electronic Count and the issuing and processing of postal votes. 

The Council continued to deliver registration services during January and supported neighbouring authorities in response to a general increase in demand.  In addition, the service continued to engage with partners across Greater Glasgow as part of ongoing resilience planning for winter and other potential incidents, in relation to both storage and registration.

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

Key Achievements / Areas of Focus

• Registration & Customer Services completed 68 birth and 157 death registrations in December. 35 marriages were also registered in this period. 
• Continued development of the new committee administration system, which included further support for elected members and development of additional functionality.
• Information Management received & processed 158 FOI/EIRs and 14 SARs (Subject Access Requests)

Overview of Progress

The indicators chosen for monthly reporting represent transactions where Legal Services involvement is nearer the end of the process.  Each indicator relates to services which are important to individuals and Council Services, but that also have an impact on the local economy.  They also represent areas where performance was not previously as good as it might have been, which resulted in the introduction of the PIs.  Whilst performance is 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 January is 100% except for housing repair grants which were not processed in time due to other work priorities and annual leave in the team. 

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

Key Achievements / Areas of Focus

• During December, the Team processed 5 contract review forms and 2 contract award letters, 2 open market purchases, 23 taxi licence applications, and 8 housing repair grants.  All were granted within the required timescales except for housing repair grants.  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 completion of the contract for the Westerhill Development Road Stage 3 ground investigations and review of and advice on the procurement options appraisal strategy for the construction phases of the Westerhill Development Road and Bishopbriggs Town Centre City Deal projects.
• Property and planning work included completion of two open market purchases, purchase of four affordable houses from Robertson Homes at the Thorn Road Development in Bearsden, sale of SUDS pond at Tom Johnston House housing development, completion of five-year lease to GrapesGatsby& Co in Bearsden and signing of s75 agreement for development of 6 flats at New Kilpatrick Church Old Halls.
• Contracts and procurement work in this period included providing support on the Bearsden Hub RAAC remediation and Campsie Memorial Hall refurbishment projects, award letter issued for Kirkintilloch leisure centre refurbishment, completion of contracts for GIS upgrade, PSN DNS Core Services, data processing agreement for the by-election equipment and services, data sharing agreement between Returning Officer and Electoral Registration Officer, and reviews of UKSPF data sharing agreement, data sharing agreements for telecare services.
• Grants offers accepted included grant from Transport Scotland for 20mph implementation.

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.  The Team continues to provide advice on a wide range of confidential matters including employment advice.  In addition, support was provided this month to Democratic Services in preparation for the by-election.

Overview of Progress

During January, 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 January 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 January, the Team was heavily involved with multiple Capital programme requirements, system software renewals, and Housing New Build Maintenance support

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.

Key Achievements / Areas of Focus

• Providing ongoing support to the City Deal team in relation to Contract requirements and alternative procurement route options.
• Supported key Capital, Business & Digital Change projects such as Oracle Fusion upgrade, Lenzie Academy, IHMS, Westerhill Development Road, Fusion HCM, school estate Professional Fees, school 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 Christmas payment processing.
• 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 
• Completed Annual Procurement report for 2023/2024 
• Review of resourcing considerations to support Project workload and business as usual priorities.

Overview of Progress

During January  the Strategic Commissioning Team resumed monitoring and oversight of the commissioned market providing support and interventions where required.  The team’s main priority and focus continued on supporting the HSCP to implement strategic and budget related savings for the current and next year. 

Key Achievements / Areas of Focus

• Progressed planning and transitional arrangements for individuals assessed as requiring care with a supported accommodation setting
• Contributed to unscheduled care future planning arrangements whilst progressing plans to facilitate discharge from a long stay hospital setting into the local community
• Facilitated a series of discussions between the HSCP and a local provider regarding financial sustainability and future commissioning and contracting arrangements
• Continued to support and implement budget savings which involves extensive engagement and negotiation with providers / services
• Contributed to and supported the progression of several HSCP strategic and service reviews
• Supported providers to prepare for essential service provision during the recent storm. Support arrangements included co-ordination and implementation of contingency plans, RAG’s and arranging temporary alternative support arrangements
• Continued to prepare for the reporting requirements related to the Safe Staffing Act which come into effect in April 2025.
• Continued discussions with providers with a view to bottoming out actual service costs, implementing spend control measures and mitigating and/or reducing projected deficits

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

This Service area is divided into eight portfolio groupings:

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

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

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

The team continue to deliver both planned and reactive maintenance to both carriageways, footways, and street lighting assets. The Service is almost at full numbers in terms of resources available with some vacancies for operational posts. However, the Service has commenced the recruitment process for a Senior Streetlighting Technician as there will be a vacant post later in the year and the hope is that there will be an 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 third quarter Technical Notes was issued in January 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 Network Operations Team were heavily involved in the work during and following Storm Éowyn ensuring roads were cleared of flooding and storm damaged trees. It should be noted the some of this work is ongoing.

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 continuing to work on winter grounds maintenance tasks. The teams are also undertaking street cleansing of all adopted council roads and pavements including litter collection, leaf clearance, 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 Streetscene Operations Team were heavily involved in the work during and following Storm Éowyn ensuring roads and open spaces were cleared of flooding and storm damaged trees. It should be noted the some of this work is ongoing.

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 Streetscene Operations Team were heavily involved in the work during and following Storm Éowyn ensuring roads and open spaces were cleared of flooding and storm damaged trees. It should be noted the some of this work is ongoing.

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

The Mugdock Country Park Team were heavily involved in the work during and following Storm Éowyn ensuring the Park was open for business shortly after the storm. It should be noted the some of this work is ongoing.

The Waste Team has continued the frontline service operations for the collection of over 400,000 assorted household bins, 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 1956 tonnes of waste through this contract in January, ensuring our waste undergoes treatment for recycling extraction prior to being sent through an Energy from Waste process.

The Waste Services were suspended due to Storm Éowyn with work to catch up on core service completed, but special uplifts and bin deliveries are behind and the team is working to catch up.

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, HSCP 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 Fleet for health and safety documents review, corporate risk team, Mugdock country park, Strategic Commissioning team - Legal & Regulatory Services, Outdoors Education, for risk assessment and incident review, School Improvement Team for minor projects, with Housing, reviewing safe systems of work and risk assessments and HSCP, on first aid training review and fire safety plans for some HSCP sites.

Various teams received assistance through workplace, manual handling and individual risk assessments in collaboration with HR colleagues, specifically for Education staff as well as continuing to review First Aids needs assessments with HR People Development.

Occupational health has been organised for secondary school technicians and teachers with audio respiratory and skin clinics for the upcoming in service day and Hep B vaccines. Display Screen Equipment assessments are continually reviewed alongside line managers and where required workplace assessments are also conducted.

H&S training in January focused on fire safety and fire extinguisher training as well as Duty Holder and UFAS. The H&S Manager conducted training for Housing Concierge service and Wardens’ service and Manual Handling for Education Early Years. 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, Bearsden PS, Milngavie PS, Campsie Memorial Hall, Westerhill Rd, the Leisuredrome boiler upgrade, Marina refurbishment and KHCC works, various Housing roof works, Greenspace and Mugdock Park with works at the barbeque and visitor café area and sewer tank replacement.

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. In January there was a focus on Housing operational sites and their fire safety arrangements and fire audits for 3^rd party care providers for the Strategic Commissioning team.

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

Roads Network Operations Teams (including Street Lighting)

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

Between 01/01/2025 and 31/01/2025, we have identified 125 defects in East Dunbartonshire Council carriageways and footways. We have completed 104 repairs on time (approx. 83.2 %), 10 repair late (approx. 8 %) and 11 repair (approx. 8.8 %) are in list for action and are still within SLA (incomplete).

Between 01/01/2025 and 31/01/2025, East Dunbartonshire Council completed 15 scheduled safety inspections. Three of these inspections are related to Footway inspection and 12 of them related to carriageway inspection and 3 related to footway inspection. All inspections were completed and comply with East Dunbartonshire Council tolerance between inspections. Details of these inspections are as below:

Details of these inspections are as below:

East Dunbartonshire Council winter maintenance team completed 392 actions between 01/01/2025 and 31/01/2025 and approx. 1852.88 tonne salt/ grit were used during this time. Please see below summary report of winter maintenance actions between 01/01/2025 and 31/01/2025.

Summary for East Dunbartonshire Council - 1 January - 31 January

Group - East Dunbartonshire Council
Total chemical or plow actions: - 378
Number of days with operations - 21
Number of days without any operation - 10
Total salt amount used (tonne) 1806.74
Dry salt 10g m2 - 133
Dry salt 20g m2 - 244
Patrol - 1

Group - Primary Carriageway Routes 
Total chemical or plow actions: - 240
Number of days with operations - 19
Number of days without any operation - 12
Total salt amount used (tonne) 1144.65
Dry salt 10g m2 - 56
Dry salt 20g m2 - 184
Patrol - 0

Structures

• 2024/25 General and Principal inspections programme ongoing.
• Review & response to abnormal load requests.
• Assisting other departments in the assessment of non-council assets.
• FB70 Redhills Footbridge, Lennoxtown. Pre-works vegetation clearance due to commence in February. Foundation and scour protection works expected to commence in March, date TBC.
• CCTV surveys of remaining structures on Principal Inspections programme to commence 13^th March for 5 days.
• Procurement process underway for FY25-27 structures framework contract.
• Capital programme for 2024/25 underway, however on minor projects only. Larger scale projects to commence following award of FY25-27 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. EDC capital c/way /f/way resurfacing works recorded for Year 2025/26 on Register. Currently issued Q3 Inspections charges to Utility companies to approve. Fixed Penalty notices issued for December 2024 awaiting acceptance.- Q3 SRWR Inspections Invoices agreed and invoiced .  Continue to Process Temporary Traffic Signal Permit and invoice. Roadworks continue to monitor all incoming works on Roads Register.
• Christmas works embargo from 2 December to 5 January 2025.- completed

Traffic

• 20mph for Bearsden/Twechar public consultation live from 7 February 2025 to 7 March 2025
• Footway parking exemption public consultation closed January 2025. To be reported at next suitable committee.
• Signalisation of Milton of Campsie Cross begun 3 February, to be completed early March.
• Installation of New 2 metre footway Southside of the B822 Campsie Road, Torrance completed.
• Dropped Kerbs – Queens View, Torrance completed.
• Bollards for disabled Bays ordered.
• Responding to Lining Requests and refreshing faded road markings.
• Commenting on various licences i.e. street trader licences, public entertainment licences and occasional licences.
• Commenting on planning applications.

Flooding and Drainage

• River Glazert Restoration Project, Lennoxtown – Planning Application submitted. Project Group are providing responses to consultation responses to Planning.
• Kelvin Tributaries River Restoration & NFM Project – Consultants are progressing with works and Green Action Trust are Project Managing on behalf of EDC.  Ongoing.
• River Kelvin Flood Defence Scheme – WGM maintenance contract – Pumping Station maintenance & repair contract extended for another year 24_25.
• Iain Road, Bearsden – emergency works carried out due to subsidence on the footpath which turned out to be a large void covering both carriageway and footpath – this has been completed and root cutting to the drainage system is being carried out.

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, installing headstone foundations, benches etc
• Winter cyclical works ongoing; leaf fall removal and clearance; pruning of shrub beds and tree works.
• Responding to Storm Éowyn; significant number of trees affected across the local authority including Mugdock Country Park.
• Checking and clearance of culverts
• Play park inspection
• Football pitch lining.
• Replacement of damaged bins.
• Responding to Customer Service Requests and complaints.
• Removal of dead animals and excess waste at recycling centres.
• Removal of Christmas trees.
• Arranging winter servicing of machinery

Streetscene Technical Support

• Bishopbriggs Park – brief complete and with procurement
• Play Areas – Westerton – brief complete with procurement
• Play Areas – Kincaid (MOC)  - brief complete and with procurement
• Play Areas – annual external safety inspection complete – repairs ongoing
• Cemetery Management Rules – internal review ongoing noting recent wider Scottish Govt consultation – Scottish Govt regs now being finalised
• Headstones/Memorials Inspection  – inspections ongoing at Old Aisle Cemetery
• Cadder Cemetery – works complete to improve traffic management and parking around entrance area complete  - 2^nd phase of works being planned for 2025
• Cadder Cemetery Extension – works ongoing with consultant – initial design being reviewed 
• 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 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 findings now being analysed – orders will be raised for any priority works over the next 3 months
• Storm Éowyn – significant damage as a consequence of the recent storm with hundreds of trees impacted – all emergency works complete however clear up will continue for a number of weeks.
• Climate Ready Park – Allotment works complete - offers of allotments being sent out to residents on waiting list, pump track almost complete (finishing works ongoing), remaining bund works and reinstatement programmed for April 2025
• 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 – all ongoing 
• Allotment Regulations –  Committee Report approved in January 25
• 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 draft plans
• Mains Park New Path – path works complete around additional link path – initial landscape works also complete – further works to take place in consultation with community
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• Merkland – Scottish Water undertaking infrastructure works to site – now complete  - reinstatement ongoing
• Glazert Project – team input into overall project re trees and biodiversity aspects
• Bearsden War Memorial – repairs undertaken
• 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

Events

Informal learning / Family Activities

• January events were:
• Stargazing x 2 sessions which were both sold out.
• Wildlife Weans
• Forest Families x 3 sessions
• Forest School x 3 sessions
• The Afternoon Amble Session and one day of Wildlife Weans were rescheduled and cancelled respectively due to Storm Éowyn.
• Holiday Activity included ‘Dogs in Jumpers’ Inaugural dog experience.

Agreement license signed between Estates and Market provider for launch of the Monthly Mugdock Market at the end of February 2025.

• Formal Learning

There were 5 Forest School sessions between Westerton Primary School and Woodland View School and 3 sessions for Secondary wellbeing support services where pupils attended Mugdock.

Warden Operational and Project tasks:

• Take down Christmas decorations, tree and lights
• Preparation for Wastewater tank installation which included tree removal to allow for digger access and installation of barriers, signs, path diversions, preparation for portaloos,
• Flatten ground, removal of planters etc
• Assist with removal of wood from pond demolition of BBQ hut project, including trailer use and emptying.
• Potholes filled in South lodge and main carpark
• Yard partly cleared
• Support contractors on site for Spider Monkeys work.
• Planting in walled garden beds and putting decorative mulch on beds, along with installing mono block edging with volunteers.
• Set up and assist with Volunteer afternoon luncheon
• Tree report work
• Repair to Campsie room wall after heater removal
• Setting up and cleaning of BBQ hut and rooms for all bookings

Alongside the daily / weekly tasks of:

• Weekly courtyard deep clean, bin housings, tables etc
• Toilet deep clean whilst closed to the public
• Daily tasks of emptying bins, dog bins, cleaning toilets
• Litter picking
• Gritting of carparks and paths around courtyard
• Cleaning signs

Ranger land management tasks:

• Felling of invasive birch on main heath.
• Cut, pull and herbicide invasive birch, willow and blackthorn in a strip parallel to Pheasants Wood
• Cut back of Rhododendron regrowth on loch edge (one third complete) and remove cut rhododendron from slope on west side of pond
• Lowering of laurel hedge in carpark and working on native hedge on east side.
• Assisting with the walled garden – bramble removal, mulching and edging in walled garden over several sessions.
• Installation of bat boxes.
• Addressing yew hedge and holly saplings after storm damage.
• Willow coppicing
• Cutting of spirea douglasii patches to ground level in preparation for herbicide.

Health & Safety:  

• Mugdock Country Park was closed on Friday 24 January and on the morning of 25^th January due to the Category Red Storm. 67 trees were lost and there was damage to the lead flashing, one chimney pot was smashed, and the Castle flag pole was broken. The fence at Craigend House panel was broken by a fallen tree, leading to people trying to enter the structure.  Assured will commence tree works on Wednesday 5 February to open up sections of paths. There was one poaching incident at Mugdoch Loch, leading to Police Scotland attending.

Visitor Centre:

• The Visitor Shop earned £1,436 in income in January 2025.
• The Team attended the Trade fair at SECC to source new suppliers for the Spring Summer Season.
• Outdoor clothing again produced the greatest sales, although considerably less than Nov and Dec.

Projects

• Work commenced on Waste Water Treatment Plant on 6 Jan 2025 and is due for completion on 7 Feb 2025.
• Take down of BBQ Hut started on 13 Jan 2025.
• Works to the damp proofing in Spider Monkey Café started on Monday 27 January and due to be completed by Friday 7 Feb 2025.

 Waste Services

• The Clyde Valley Residual Waste contract accepted 1956 tonnes of household general waste throughput in January from our households, for recycling pre-sort, and then ongoing production of energy from waste. This was a reduction of 4.7% compared to January last year.
• There service received 1070 requests for the removal of Christmas trees and one-off collections of the garden waste bin. This was in addition to 3 skips being placed across the area for the disposal of Christmas trees the first week in January, this was well received by residents.
• The Project Team for the delivery of the 3 weekly residual collection continue to meet weekly as we work towards the service implementation on Sunday 30^th March 2025. Discussions include the Corporate Communications Plan, FAQs, stock orders, human resources, policy and operational implications.
• The team have successfully recruited new temporary Waste Advisors to support with implementation of the change to the frontline residual waste collection frequency.
• Officers attended Bearsden in bloom annual general meeting and presented information on Waste Services and the disposal practices for individual waste streams.
• Completed Environmental Agency Quarterly Waste Data Returns.
• Awarded a contract to Permiserv for the publication and distribution of our garden waste permits for the next 3 year period.
• Officers attended Waste Data Flow user group meeting.
• Gas and Leachate Monitoring took place at the old landfill site at both Mavis Valley and Broomhill Depot.
• Services were suspended due to storm with residual waste being caught up by the team in the days to follow. All recycling services were caught at the next available collection dates.
• Meeting with St Ninians High School Eco Committee to provide support & guidance to improve recycling within the school.
• The implementation of our new Waste Modernisation software continues to progress. All frontline staff are now feeling more confident in usage, allowing live communication between the staff on the frontline and support services in back office. Focus continues on back-office route generation ahead of the 3 weekly residual collection service, with attendance at the Board meetings to provide progress updates.
• The team have been working with Business Change in the development of the waste services section of the new Council Citizen Hub, specially the garden waste permit purchase during the month of January.
• There were 10502 bookings for the Mavis Valley Recycling Centre in November, with 90% attendance.
• There was 317.66 tonnes of paper and card collected from the kerbside in January, a reduction by 10.6 tonnes, a 3.2% decrease compared to January 2024.
• There was 604.84 tonnes of mixed recycling collected in January from the kerbside, an increase of 141.76 tonnes, a 30.61% increase compared to January 2024.

Fleet Services

• During the period 1/01/25 to 31/01/25 there were a variety of 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
• The team carried out a variety of gate checks, any issues that were identified were reported to the relevant management team.
• Monthly audits have been implemented to ensure MOT station compliance.
• We continue to monitor external hires.
• The team worked extremely hard during this period to ensure the frontline services had enough vehicles/plant during the period to carry out their duties.
• Work is ongoing to update the fleet management system.