How Good is Our Service - May 2024

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Voids performance has increased in May to 89.2% from 79% in April exceeding our target of 85%.  Our focus remains on maintaining and improving performance in this area.

Property Maintenance have achieved our target of 100% for Gas Servicing in May with 422 properties serviced in the month.  We continue to achieve our target each month and we are confident this will continue throughout the remainder of the year.

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

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

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

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

The service was awarded the Food For Life Served Here Bronze Award in December 2022 for Primary schools and Early Years settings received this award in February 24. Following the annual review process for Primary schools, our award status was renewed and we continue to work with the Soil Association to achieve the Silver award status.     

The Estates service has robust measures in place to monitor performance with regards gas safety compliance across the Operational Estate. Officers continue to progress reactive repairs across the Education and Operational Estate, with 146 jobs raised over the month of May with Property Maintenance. This includes 34 emergency jobs which were completed on average within 2.7 hours and 114 non-emergency repairs which on average were completed within 7.1 days. A programme of repair work to Milngavie PS, including gutter clearance, roof repairs and internal works were completed over the Easter Holidays with all remaining works being completed over the summer period. Further works are programmed for Twechar Primary School and Lenzie Academy for the summer holiday period.

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

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

Estates Management continue to market vacant premises within the non-operational estate. At present the non-operational estate is over 92% occupied, with vacant suites in Southbank Marina and the Kirkintilloch Learning Centre 2 now being actively marketed by agents, DM Hall.

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

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

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

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

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

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

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

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

• Achieved 100% compliance for Gas Servicing with focus on this continuing going forward
• Kitchen, Bathroom, Central Heating and Roofing upgrade programmes ongoing with positive feedback being received from tenants across all contracts
• Improved performance in void turnaround times for the month with our focus on maintaining and exceeding performance target going forward
• Assess and improve functionality of Total Mobile and the integration with Servitor to enable a more streamlined and efficient service.  Continue to monitor and increase levels of performance in non-emergency reactive repairs
• Improve communications with customers and stakeholders to ensure the highest level of service delivery
• Continue to utilise robust reporting mechanisms for enhanced performance and service delivery
• Continue to carry out the installation of Smoke & Heat alarms for tenants and residents in East Dunbartonshire
• Progress decoration works across school estate
• 100% of Operational Assets requiring a Gas Safety check within the year’s anniversary of the previous check are completed
• Schedule in the upcoming Gas Safety Checks, which are required during June and July with contractors
• Improve uptake of nutritious school meals
• Improve communications with customers and stakeholders to ensure the highest level of service delivery
• Reduce FM overtime.

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

The Environmental Health Team was engaged in the delivery of essential public health services throughout the reporting period in order to protect the community from hazards in the environment and to regulate and facilitate the growth of responsible businesses. Officers began to attend many of the local community events that take place during the summer to ensure regulatory compliance from a health and safety and food safety perspective. The service also continued to deal with a diverse range of public health service requests throughout the course of the month and animal welfare licence inspections were also carried out.

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

The Trading Standards Team were engaged in the delivery of essential consumer protection and licensing services to local consumers and businesses to maintain and protect a fair-trading environment in East Dunbartonshire. Activity in May included promotion of the East Dunbartonshire Trusted Trader Scheme, installation of call-blocking units in the homes of vulnerable residents, co-production investigations into rogue traders and management of day-to-day casework. Licensing Advisors provided business support to applicants and stakeholders. The Licensing Advisers and Trading Standards Officers in the team also continued to deliver reactive service request work along with project activity at a range of business premises across the area (including age restricted product sales monitoring). Test purchasing of age restricted products was conducted across the authority area with focus on Challenge 25 policy and intel gathering. 

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

Round 1 of the 2024/25 Community Grant Scheme opened on 1 April and closed on 26 April 2024. The scheme was inundated with application and officers have been working through applications before the meetings with GAC and then CPPB over May and into June. As part of the Community First Capacity

Building Programme, the two Funder Ready workshops hosted in Milngavie Community Centre and at Hillhead Community Centre were very successful in supporting potential grant applicants, with participants from a range of local community organisations. The Funder Fair was also held on Tuesday 28 May from 5.00pm till 8.30 pm in New College Lanarkshire Campus, Kirkintilloch. Ten funders hosted information stalls at our market space and participants had the opportunity to attend our community first capacity building workshops, covering topics such as “All Things Financial, Social Impact Assessment and Becoming Funder Ready”.

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

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

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

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

The Housing Service manages 3840 social rented properties; 3770 of these are mainstream accommodation and 70 are used for Homeless Temporary Accommodation.  The service also manages 54 Lead Tenancies which are rented from either private landlords (33) or Housing Associations (21), to assist with accommodating homeless households.

At present, the Housing list for East Dunbartonshire has 2857 applications - made up of the following:

General Waiting list 2074 applicants waiting (24 currently on offer)

(Applicants who have somewhere to stay i.e., they are owner occupiers, a tenant of a private let, stay care of family etc. This queue allows the applicant to choose which area, house type etc they would like to move to).

Transfer waiting list 523 applicants (17 currently on offer)

(Council or Housing Association tenants who are looking to move to another Council or Housing Association property, either for a different size, or, for a different area. This queue allows the tenant to choose which area, house type etc. they would like to move to).

Priority waiting list 217 applicants (27 currently on offer)

(Homeless)

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

Priority waiting list   12 applicants (1 currently on offer)

(Urgent medical)

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

Within the month of May, 18 properties were allocated.  16 were mainstream properties and 2 buybacks.

They were let to the following queues:

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

8 were let to applicants on the priority homeless queue.

Environmental Health, Trading Standards and Community Safety Teams

• Delivery of effective services on a flexible basis in order to meet all statutory requirements and duties in relation to public health, community safety, consumer protection and licensing enforcement matters
• Delivery of local Co-Production activity between Community Protection and Police Scotland, with particular focus on effective tasking processes and the delivery of joint action plans and work to protect the communities of East Dunbartonshire
• Delivery of Business Improvement Plan activity relating to Community Protection - actions being implemented in accordance with set targets in order to deliver effective services in line with relevant corporate outcomes and with positive performance being reported
• Delivery of regulatory services that assist with economic recovery and that are designed to support local businesses and communities
• Committee approval of the EH Food Service Plan 2024-25 and EH Health & Safety Service Plan 2024-26
• Commencement of the seasonal blue-green algae monitoring of local waters
• Food Safety officers completed a 3-month time management exercise for Food Standards Scotland to assess national levels of food enforcement work in relation to officer time
• The service has been involved in a number of infectious disease questionnaires of residents in support of the local health protection board in order to trace any routes of infection
• Return of the LAE1 form to the Health & Safety Executive for health and safety work undertaken in the previous year
• Continued delivery of targeted patrols within our local communities aimed at tackling an increase in reports of low-level incivilities (particularly dog fouling and littering)
• Delivery of interventions and appropriate outcomes for a number of young persons referred to the Early & Effective Intervention Group which is coordinated and chaired by the Community Safety Team
• Community Wardens continue to attend local surgeries and community run events.  These events provide residents and members of the public the opportunity to speak directly (in confidence) with members of the Community Safety Team to report concerns, issues that they may be experiencing in their communities.  Recent events in May included Bishopbriggs Community Council Family Day, Tenants Participation Working Group, ABI Café, A Bite & Blether, De-Café, a recruitment event in Woodlands School as well as joint patrols tackling dog fouling issues in Lennox Forest with colleagues from Forestry and Land Scotland. 
• Continue to assist colleagues in Traffic & Transport and Police Scotland with the delivery of the Traffic Free School pilot which commenced in a number of our primary schools in November
• Delivery of reactive service request work and targeted project work by the TS team throughout the reporting period in order to maintain local compliance with consumer protection legislation
• Delivery of on-going workplan activity by Trading Standards to maintain local business compliance with legislative requirements relating to tobacco and nicotine vapour products
• On-going promotion of the East Dunbartonshire Trusted Trader scheme through relevant channels, with the aim of attracting further local traders to join the scheme
• Delivery of work by the Licensing Advisers in the TS Team to assess local compliance with licensing conditions.

Community Planning and Partnerships Service

• Continuation of targeted community development support through our delivery programmes to our Place areas and targeted communities of interest, supporting our local organisations to be resilient, compliant, and strong, whilst supporting maximising funding opportunities.
• Round 1 of 2024/25 Community Grant Scheme completed with good interest from a range of community organisations applying.
• Support the corporate delivery of the equality’s agenda with focus on British Sign Language Plan, Mainstreaming Equalities Outcomes, Armed Forces Covenant, Violence Against Women, and Gaelic Language Plan.
• The team are actively engaged in collaboration with stakeholders and partners to deliver priorities of our Locality Plans within our Place/ Locality Areas.
• Reflection on the Winter Connections Programme, and identify learning and opportunities to embed within programme of delivery within the team.
• Continue to deliver Pockets, Places and Prosperity programmes in Auchinairn, Hillhead and Harestanes.
• Support Empowered to create an interactive and engaging 16 Days of Action campaign 2024 to raise awareness of domestic abuse, enabling increased understanding of how to report and where individuals can access support.
• The vaccination venue of Merkland School in Kirkintilloch is operating well. Milngavie Town Hall also continues to be used for vaccination programmes. Continued liaison with GGC NHS Board.
• A second successful funder fair was hosted on 28 May 2024, which afforded opportunity for community and third sector organisations to meet funders, participate in capacity building programmes and connect with CPP team.
• Round 1 2024-25 CGS has closed.  A total of 58 applications were received.  This included 38 received for Scheme A and 20 for Scheme B. The total funding requested was £274,402.01.  GAC present recommendations to award 30 organisations funding, a total of £94,249.  They recommend a total of £57,883 to 8 groups for Scheme B and £36,366 to 22 groups for Scheme A.  The GAC has presented recommendations to the CPP.
• In partnership with community planning partners a celebratory Gaelic Event is being planned for Sunday 25th Augst at Mugdock Country Park.

Housing Services

Housing Operations – Estates

Key Achievement

• 13 new anti-social cases received
• 12 open anti-social cases resolved
• 2 nominations sent to Registered Social Landlords to be considered for allocation to their stock
• Percentage of tenancy sustainment was 96%
• 6 weekly Housing Liaison meeting attended to discuss cases with Social Work, Antisocial Team and Police Scotland
• Monthly attendance at MARAC meeting with other agencies
• Involvement in supporting the new IHMS as commitment/resources/time is increasing due to ‘go live’ date getting closer and attendance at Train the Trainer sessions
• Monthly attendance at CPC MISE group (Child protection)
• Attendance at Training for new Oracle Fusion system
• Attendance at training for introduction of Sharepoint
• 2 weekly attendances at new Community Harm and Risk Meeting (CHARM) with Police Scotland and Community Protection
• Participation/consultation in new Health and Safety Procedures for Damp, Mould, and Condensation Management
• Attendance at ASP procedures review meetings
• Review of nominations agreements with Housing Associations.

Areas of focus

• Void rent loss has increased, joint working with the void and rewire/asbestos teams continues
• Identify training needs and hold quarterly sessions for reviewing policies and procedures with teams
• Involvement in ASP (Adult Protection) Inspection
• Attendance at East Dunbartonshire Safe and Together steering group
• Attendance at new 2-weekly Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Safety, Trading Standards and Licensing officers
• Monthly budget meetings with HRA accountant
• Percentage of tenancies refused was 46%. This is an increase from 34% in March.

Homelessness & Prevention

Key Achievements

• 217 applicants awaiting offer on homeless list
• 27 under offer

No applicants waiting longer than 3 years

• 76 appointments available (May)
• 8 No shows
• 1 emergency
• 26 homeless applications taken
• 5 housing options

Temp

• 4 people in unsuitable accommodation
• 13 awaiting temp
• 5 waiting for Ravenswood
• 18 voids
• 2 new temp identified
• 13 prevoids
• Landlord Reg - 19 new 67 updates 60 renewals (146)
• Short-term Lets – 2 new
• HMO – 2 renewals.

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Key areas of focus in May for the Communications & Engagement team included messaging for Deaf Awareness Week, Foster Care Fortnight, and the launch of the Better Points App.

Media relations remained consistent this month with 12 media releases issued (17 in April), five photocalls (four in April) and 20 media enquiries (24 in April) received and dealt with.

All releases are on the news section and the local coverage achieved equated to an equivalent advertising value of £8,136 (£5,372 in April).

Social media posts continued to generate good interaction across a range of themes while we continued to grow our followers. The top three posts on Facebook in May were Woodland View’s splash pool video, Early Years recruitment and a local scam warning in conjunction with Police Scotland.

The top three X (Twitter) posts were the announcement that that lease for Kirkintilloch Sports Complex had concluded, a technical issue with the Customer Service telephone number, and an update on the Canniesburn Toll project.

The most watched video on YouTube was ‘New Era Kicks In’ - Kirkintilloch Sports Complex.

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

The team continue to handle customer enquiries via all contact channels, responding to telephone enquiries is an ongoing priority with an average time to answer calls of 1min 27 secs achieved in May. The team link in with communications and other services to provide responses to social media enquiries.

The Emergency Response Centre team focus on the analogue to digital transition with a replacement alarm care management platform and the replacement of the public space CCTV system. Implementation plans are in progress and training planned for summer 2024.

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

In addition to delivering training sessions this month, People Development continue preparatory work in relation to launch of the next phase of e-Learning modules, with the inclusion of Council Policy based learning. The Job Evaluation team has worked with services to carry out a number of JE interviews and reviews of role profiles throughout the month. 

Communications & Engagement

• Supported the launch of The Hive in Lennoxtown with press release, social media, and design
• Launch of the Provost’s Community Champion Awards 2024 with photocall, press release, social media, video, website, and design
• Delivered communications for the Milngavie Precinct clock repairs and return including photocall, historic research, press release and social media
• Creation and promotion of a dog fouling video to raise awareness locally of how to report this for removal.
• Continued to promote key milestones related to the Twechar Outdoor Pursuits Centre with a groundbreaking photocall, press release and social media
• Key election messaging including social media, leaflet distribution, website, press release and partner engagement.

Corporate Performance

• Continued assistance was provided to the change team in relation to the rollout of Oracle Fusion.
• The successful completion of the annual renewal of the Council’s insurance arrangements
• Initial work progressed to incorporate the corporate Complaints handling function into the team
• Collation of annual How Good is Our Service? Reports and Business Improvement Plans
• Analysis of 2022 Census data for distribution to Elected Members and publication on the Council website

Customer Services

• Training and refresher training continues for Customer Services Agents ensuring all have the required skills and knowledge to provide an excellent standard of service to customers
• Preparations underway to support implementation of a number of digital transformation projects ensuring team are briefed and able to respond to customer enquiries
• The team continue to handle customer enquiries via all contact channels, achieving call response targets and delivering face to face appointments through Community Hubs
• Implementation of the new CCTV monitoring system in the ERC, including ERC Agent training
• Continued preparation and training for the introduction of the new Chubb Alarm-care platform which will be implemented in Summer 2024 as part of the analogue to digital programme.

Human Resources & Organisational Development

• Promotion of Health and Wellbeing Campaigns
• Payroll Services have supported External Auditors, and continued to undertake preparatory work for year-end reporting
• Preparation and planning for reintroduction of Leadership Forum in May
• The People Development team delivered sessions across topics including SMART Working, EDC Policy and Leadership topics, Health and Safety
• The People Development team delivered 25 sessions across topics including SMART Working, EDC Policy and Leadership topics, Health and Safety, First Aid at Work & Trauma Informed Level 2
• Continued facilitation of regulatory training for frontline services via approved providers
• In total 232 delegates received training, across 16 topics, via 25 sessions in May 2024
• Supporting Oracle implementation, delivery & facilitation of Oracle Fusion training for the launch and roll out for Accounts Receivable & Self Service Procurement
• Continued facilitation of regulatory training for frontline services via approved providers
• Ongoing work in relation to Driver CPC, First Aid, Fusion support & e-Learning design
• Development of Leadership information Packs of Family Friendly and Flexible Working following policy approval by the P&R Committee.

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The Leisure Centres remained busy this month with headcounts up on last month.

Sports Development term time class membership increased to a high of 3,331 members this month, up 127 members from last month.

Leisure Centres

The Allander Leisure Centre hosted the East Dunbartonshire Secondary School Gymnastic competition on Thursday 16th May 2024. The turnout was excellent, and participation included those with additional support needs. EDLC also welcomed Milngavie and Bearsden Swimming Club who held a very successful Swim Gala on Saturday 11th May.

Springburn Harriers hosted the first Primary Superteams athletics competition at Huntershill Sports Hub on Tuesday 14th May. The event was well supported by school staff, volunteers, families and the Active Schools team.

Sports Development

Preparation for the Summer holiday programme is underway for Sports Development camps along with support for EDC’s Snack & Play and some ASN sessions in partnership with Education and CLD.

One of our Athlete Performance Programme (APP) football players signed for Falkirk FC Under 18s this month for next season – big congratulations to Max.

Cultural Services

In preparations for this years’  Young People’s Exhibition, which opens in June, participants of the popular  Young Peoples Saturday smART classes were busy focusing on researching and creating work inspired by Dundee University archive collection of comics and graphic art.   The Archives Service supported the Electoral Registration Office with access to archive electoral rolls, in preparation for the upcoming general election.  Bearsden Art Club and Milngavie Art Club, both held their popular annual exhibitions during May, which helped boost footfall to 1,841 visits for the period.

As part of Dementia Awareness Week, the library service promoted the Alzheimer Scotland Brain Health Check, an online tool which provides a free assessment based on participant responses to lifestyle questions.  The Children and Families team held a family ceilidh supported by funding from the  Scottish Book Trust.

The Digital Communications Officer continued work to deliver on the EDLCT digital strategy. Working with the digital champions, a content calendar is now used to schedule and monitor all social media content.  The new system avoids clashes, oversaturating social media channels and promotes collaborative working across EDLCT.  Training sessions were delivered on the use of Canva (graphic design software) and Clipchamp, a tool for creating and editing videos for social media posts.

Name: Karin Jackson EDLC General Manager
Strategic Grouping: EDLC
Team: EDLC
Performance Indicator: Number of Gym Direct Debit memberships
Background

The DD membership targets were set and recorded below.

P1 Gym - 10,760
P2 Gym - 10,879

P1 Swim - 1,208
P2 Swim - 1,215

P1 DD Members - 11,973
P2 DD Members - 12,094

Targets

P1 - 11,968
P2 - 12,086
P3 - 12,086
P4 - 12,086
P5 - 12,207
P6 - 12,329
P7 - 12,452
P8 - 12,577
P9 - 12,577
P10 - 12,703
P11 - 12,830
P12 - 12,958

Assumption

The free access scheme ended 31st March 2024, so the overall membership number dropped. However, EDLC targets are still high with an expected growth of around 12%. (Total number of DD members at P12 2024 was 11,552).

The table below shows the processes followed, the data source and the East Dunbartonshire Council personnel involved.

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

• The Quality Improvement Team visited all schools and centres to carry out quality assurance attainment visits, focusing on projected attainment data in achievement of curriculum for excellence levels.
• Almost all Senior Leaders participated in training to support the implementation of the Child Inclusion Research into Curriculum Learning Education (CIRCLE) model. This supports inclusive education and collaborative working. Pre and post data indicated that participant knowledge and confidence increased significantly and that all schools are well placed to launch this approach in August 2024. Going forward, schools will be supported by CIRCLE advisors and a dedicated support officer in the central team.
• The Early Years/Primary transition working party continues to make very good progress. Key successes include the creation of an early level transition calendar to provide a range of approaches and strategies to support children and families to transition successfully from early learning and childcare to primary school. It also supports a shared understanding of transition through effective communication with children and families between establishments. The working group also developed an enhanced transition report and guidance for use with children who have significant additional support needs. Progress updates will be shared in future reports.
• The under 3s developmental framework ‘Being Me Under 3’ was successfully piloted and launched, with over 50 leaders and practitioners in attendance. The framework will support staff in planning and tracking children’s learning and next steps. Feedback to date has been very positive. Progress updates will be shared in future reports.

• All schools will submit Achievement of Curriculum for Excellence Level attainment data for children and young people in P1, P4, P7 and S1 to the Scottish Government
• All schools will finalise and submit Standards & Quality Reporting and School Improvement Planning
• The Early Years and Supporting Families Team will finalise planning for Snack and Play holiday provision and the ASN Playscheme
• All central teams will evaluate the professional learning offer for 2023/24, considering participation, evidence of professional learning improving practice and impact on children and young people. The team will continue to build the Career Long Professional Learning (CLPL) calendar for 2024/25, aligned to priorities in the BIP and Education Service Plan.

• Nursery teachers participating in the Professional Learning Community (PLC) presented on topics including planning and tracking, supporting additional support needs, literacy and numeracy. Teachers reported increased opportunities to visit other centres and share practice and the positive impact of having more opportunities to implement areas of practice shared at PLCs within their own setting to enhance learning.
• Supporting Families: 73 families are currently being supported through 1 to 1 interventions. In addition, 12 parents attended the drop-in sessions at the Little Explorers Community Days in Auchinairn and Hillhead, to access support with parenting challenges.
• The team also supported schools to deliver The Seasons for Growth programme to support children who have experienced change and loss. To date, 18 children and young people have been supported through the programme.

• Play Pedagogy Forum: 50 practitioners from primary schools came together for the end of session Play Pedagogy Forum, to hear a range of speakers from East Dunbartonshire, North Lanarkshire and Education Scotland. Practitioners evaluated this very positively, noting increased knowledge and understanding of play pedagogy; improved practitioner skill level; support for school improvement planning; adaptation of practice; and development of documentation to support planning, observation and evaluation.
• Members of the Play Pedagogy PLC identified key strengths as reciprocal school visits; supportive visits by the Steering Group; the dedicated session for ASN; practical sharing of resources, and the Play Forum event, which was described as ‘inspirational’.
• Key areas of focus include broadening and creating continuity of practice from early years into Primary 1 and from the early stages of Primary to the middle and upper stages, as learners progress in play and enquiry based learning and outdoor learning. This will link with other outcomes in the BIP to improve transitions and learning experiences across early level.
• Children’s Rights: Over 40 participants from all sectors attended the Children’s Rights “train the trainer” event delivered by the ASN Quality Improvement team. The purpose of the session was to focus on the why, what, and how in relation to supporting Children’s Rights in educational settings.
• Whole Family Wellbeing Fund: The first multiagency Sleep Action training was held for staff across Education, Health and Social Work and was highly evaluated by almost all participants.

• Schools achieved award success in the Rights Respecting Awards programme as follows:
• Balmuildy Primary – Bronze
• St. Machan’s Primary – Bronze
• Millersneuk Primary – Silver
• Colquhoun Park Primary - Bronze
• A young Saxophonist from the Douglas Academy Music School won the Scottish Young Musician of the Year Award at the Royal Conservatoire for Scotland.
• A young person from Douglas Academy was awarded second place in the Royal Scottish Academy of Art and Architecture Competition. The judges noted the young person’s creativity and originality.
• Pupils from Millersneuk are preparing to represent the Council at the Euroquiz finals in Edinburgh.
• A team of pupils from St. Machan’s Primary School won Best Artistry Award at the West Region Juniors Mock Court programme and will attend a special awards ceremony at the Glasgow Burgh Court.
• Balmuiildy Primary School achieved Core Reading Schools Accreditation.

• Two members of the Count Me In team (Shared Prosperity Fund) achieved accreditation to deliver National 4 courses in Applications of Mathematics to parents and carers. To date, 8 adults have signed up to start the course In August 2024.
• Recruitment has been launched for phase 11 of the Modern Apprenticeship programme. Opportunities are being made available in the areas of Streetscene/Environmental, Roads and Civils, Early Years and Health and Social Care.

School Estate

• In preparation for the handover of Woodland View School, a walk round took place with the Contractors to identify final remedial works to be completed during the summer break.
• The Secondary Wellbeing Support Service (SWSS) successfully relocated to the new provision and the staff and young people as enjoying their new resource.
• Planning and preparation for the painting programme is well underway in Clober Primary School.

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

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

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

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

The Council Tax Collection Rate at 19.44% is broadly in line with expectations (19.43%), although it is early in the year to give any reliable indication for the full year position. The profile of payments can change with people’s economic circumstances and more people choosing to pay their Council tax over 12 rather than 10 months. Collection of Council tax continues to be closely monitored with the Council’s Recovery and Enforcement Procedures being applied and individuals being signposted to the exemptions and discounts available as appropriate. 

The Shared Services Team continues to provide support across all Council services. The Homecare Team continues to support a new initiative from the Planning & Commissioning Team processing variations in addition to their normal workload. The teams have been preparing this year’s processes for Annual Letting, Canal Festival and Care of Gardens. The Complaints Team are transitioning from Shared Services to Customer Services and Organisational Development with a date set for June for the move. The Complaints Team have completed the statistical analysis for the year 23/24.

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 over 1,100 tickets in May and dealt with almost 500 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; and having a weekly presence at Kirkintilloch Job 

Centre to provide additional support for tenants in receipt of the housing element of Universal Credit. The Rents Team commitment to reducing active rent arrears has seen a decrease of £58,332 on same period as last year (week 9).

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

During May, 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 has started on scoping the 2024/25 audits. Work continues on the year-end deliverables of the Annual Audit Opinion, governance statements, Final Audit Follow Up and Outputs and Performance report.

As work on the 2023/24 plan progresses towards completion, work recently completed includes Social Work Payments, Control Self Assessments and Self-Directed Support - Transitions audits. The audits nearing completion are Allpay consultancy work, Support Payments and Outdoor Learning. 

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

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

School registration applications opened in November 2023 and, as expected, this has resulted in an increase in the number of referrals received and applications requiring vetting. The majority of resulting investigations have been completed with only a very small number still actively being investigated.        

Work has continued on the National Fraud Initiative (NFI) data matches, which were released in early 2023, with this work nearing completion. Further data matches were released in late 2023 by the Cabinet Office, who administer the NFI exercise.  Sifting of the matches has been completed and the resulting investigations are near completion. It is anticipated that this will be completed by the end of June 2024, earlier that the previously the previous estimated completion of Autumn 2024. 

The Corporate Fraud team is also pursuing the development of in-house anti-fraud and bribery training materials. Two other Councils have shared their Counter Fraud training materials, and these will be utilised as a starting point.

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

Finance

• The practical implementation of the Oracle Fusion General Ledger system replacement is continuing to be progressed, with Workstream Leads across Finance and Corporate Procurement liaising with the external implementation partners who are supporting the project following go live on 4 March.
• The team continues to respond to external audit queries on the Council and Mugdock accounts as the external auditors finalise their work. 
• The Council’s Provisional Out-turn and Budgeted Estimates return was submitted to the Scottish Government for their analysis and publication.
• Staff development is a key focus and given a challenging external recruitment market, the service is aiming to upskill existing staff where possible.  The Council has successfully renewed its position as an ACCA accredited employer.
• The Treasury team continues to monitor cash flow closely, ensuring that there is liquidity for all Council activities.  Additional borrowing continues to be taken in line with the Council's capital programme expenditure.
• Period 10 Revenue monitoring is complete with reporting via technical notes with committees being stood down following the notification of a general election.
• Year end timetables are being reworked in preparation for the first year end with the new Fusion system with work commencing as resources and functionality allows.

Revenues and Benefits

• In the month of May, the team issued:
  • • 3,500 Council Tax bills and 7,800 Benefits notifications; and,
    • 300 Non-Domestic Rates bills.
•  330 crisis grants and community care grant applications were received.
• The team received and dealt with almost 1,950 documents for Council Tax queries and reduction and over 870 for benefits. In addition, the team received 1,800 ATLAS notifications from DWP.
• The team dealt with 3,500 telephone enquiries.

ICT Services

• ICT Services are working closely with the Business and Digital Change Team to implement M365. This included:
  • Completion of the migration of all corporate devices to Intune and decommissioning the previous Mobile Device Management solution. 
• The Infrastructure Team:
  • Completed wireless upgrades for 15 primary schools and one EYC.
  • Completed the move of assets from Donaldson St to 21 Southbank House.
  • • Completed upgrades of key ICT servers to a newer operating system.
    • Completed the migration of the network management system to the latest version.
• ICT Security have:
  • Updated Service Desk Procedures to improve service delivery.
  • Investigated and solved issues with the upgrading of Jabber to the latest version.

Shared Services

• The Residential Team added almost 200 service agreements to CareFirst for clients moving into care homes or for supported living services within their own homes. 
• The Homecare Team added over 320 service agreements to CareFirst for clients receiving a homecare service or a direct payment.  The team are supporting the Planning & Commissioning Team by processing variations from a new initiative.
• The Direct Payment Audit Team - 27 direct payment audits finalised for clients receiving self-direct support.
• The Transport Team are compiling information for round 2 of the transport tender while waiting on the closure of Round 1 at the start of June.
• The EMA Team have started the preparation for opening the application process in July for academic year 24/25.
• The Education Team acknowledged and prepared the paperwork for 118 placing request appeals.  The team also dealt with 107 late placing requests.

Housing Rent Arrears

• Active Tenant Rent Arrears were £ £1,063,823 which is a decrease of £58,332 on same period as last year (week 9).
• The Rents Team continue to support the change team with the development and implementation of the IHMS (NEC), which will go live later this year.
• Housing Officers continue to utilise all avenues to maximise rental income and reduce rent arrears, escalating actions against tenants whose rent arrears are increasing, and providing advice and assistance to tenants who engage and need additional support.
• Appointments with a Housing Officer are available at Kirkintilloch Job Centre every Tuesday morning to assist tenants in receipt of the Universal Credit housing element.
• Tenant Participation Working Group held at Twechar Healthy Living Centre. This was attended by tenants, tenant representatives, elected members and EDC staff.
• Sheltered Housing Forum held at Park Road sheltered housing complex.
•  Reducing active tenant rent arrears continues to be a priority for the Housing Service.
• Former Tenant Arrears are £780,518.95 with the team continuing to work on former rent arrears to bring this figure down. 

Business & Digital Change

• Development of our new EDC and HSCP websites sites is complete. The Project Team are now working with our Supplier on the migration of content and ensuring the sites meet accessibility standards.
• Following completion of a further procurement in relation to the delivery of the new CRM platform, work is ongoing with the supplier to outline a delivery timeline for the required functionality for launch. Work is also ongoing for the delivery of new and improved processes for our colleagues in Waste Services.
• The Oracle Fusion Project Team have continued to support the transition to the new Finance & Procurement system. Recent focus has been on resolving issues affecting service delivery and drop-in sessions have continued to support end users.
• Development has continued for the Flooding, Streetscene and Greenspace modules of our Roads Management System (RMMS) system with work focussed on data clarification and validation.
• Delivery of the Waste Modernisation project continues, the initial process of reviewing and cleansing data held by service has concluded and an initial demonstration of the new system was provided to the service. Further work on installing the required technology within cabs is also scheduled.
• Garden waste permit delivery continues with an anticipated launch date of mid-June. This month's focus has been on developing a CRM webform with case management which will be uploaded to our waste permit management solution, enabling us to deliver permits directly to residents within 14 days of payment.
• Our IHMS project continues at pace with key activities planned over the coming months before moving into final user acceptance testing and cutover.
• Work continues on the implementation of the Shared Alarm Receiving Centre platform. With the first meetings with the supplier taking place to discuss our current position and plans for Go Live. Working in tandem with the Emergency Response coordinators, our colleagues in HSCP and Technology Enabled Care. We now begin a focus of moving our data from our existing platform to the new one and ensuring our estate of both analogue and digital alarms are prepared for the new system.
• In our Sheltered Housing complexes, a survey has been completed by the Housing Officers to identify the condition of our existing telecare infrastructure with a view to a complete revamp of the hardware for both telecare alarms and fire and smoke detection. Wardens at all seven of our housing sites have met with the Project Lead to discuss the future of this vital care service to our most vulnerable residents.
• Work on delivering emailed payslip functionality continues. A secure delivery method has been agreed and details for an initial pilot group are now being collected. The pilot group will begin to receive their electronic pay information in the coming weeks.
• Legacy EBS/Ash archive Business Intelligence solution requirement finalisation following service consultation. Working with multiple suppliers to refine draft Statement of Works before submitting to board for approval enabling this work to commence.
• Completion of the Council’s Social Work Case Management System Technical Upgrade ensuring this system is secure and maintainable.
• Completed Uniform Land & Planning Line of Business System cumulative upgrade to most recent version.
• Completed over 60% of Oracle Fusion integration automation to on premise Business Systems.
• Work has commenced to test the council's business systems in readiness for desktop operating system upgrade anticipated 24/25.
• Work initiated to develop a Statement of Work to develop a new Fraud Information Management System using the M365 Power Platform.
• Completed Business Systems Register updated demonstrating in the Business Systems Register Health Index KPI from last year's figures following all upgrades carried out in previous year.
• Business cases, proposals and option appraisals are in development for Memorial Safety Inspections, Deceased Online a central database for UK burials and cremations, NICEIC (National Inspection Council for Electrical Installation Contracting) replacing paper certificates with electronic records and a potential replacement end-to-end Work Order Management solution for Property Maintenance.

Internal Audit

• The team has started initial work on the 2024/25 Internal Audit Plan, with scopes being prepared and sent to services for comment.  Final work on 2023/24 audits is also underway as these audits are brought to completion.
• 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. 
• Focus continues on year end deliverables.

Corporate Fraud

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

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

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

During May 2024, the HSCP has performed on or above target on two of its identified performance indicators, with one indicator performing below target.

• Publication of the Older People Local Area Co-ordination Service annual newsletter 2023/24.
• Approval for District Nurses to implement the first protocol in Scotland to share imaging with consultants, enabling care and treatment to continue at home.
• Children’s services have been nominated in four categories of the Who Cares? Corporate Parenting Awards, with some nominations submitted by young people/service users.
• Promotional activity in support of:
  • Scottish Learning Disability Week
  • Mental Health Awareness Week
  • Mental Health Network session in Kirkintilloch
  • Power of Attorney overview online session
  • International Nurses Day
  • Growing a Food Community small grants fund
  • Consultation on the second phase of the Communications and Engagement Strategy (2024-29)
  • Volunteers for the Patient Carers and Service User group membership

HSCP Wide:

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

Children and Criminal Justice Services:

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

Adult Services:

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

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

• Work on the Evidence Gathering process for Local Development Plan 3 is ongoing.  Officers are continuing to work through the policy topic advice in the Development Planning Guidance and liaising with other authorities on the necessary requirements for the Gatecheck process.  A brief for commissioning a consultant to undertake a Green Belt Review to support the Evidence Report has been prepared and officers are currently liaising with the Procurement Service. Officers are also continuing discussions with community groups looking to prepare Local Place Plans for their area.
• The team has been leading on the Council’s response to Scottish Government consultations on proposals for regulations for amending the National Planning Framework and Local Development Plans, and draft regulations for preparing Masterplan Consent Areas.  Responses to both consultations were approved at PNCA committee on 22 May 2024 and submitted to the government thereafter.
• Work is continuing on identifying priority projects for inclusion in the Council’s new Greenspace Strategy, which will replace the Green Network Strategy and Open Space Strategy. Audit work on play facilities is continuing and surveyors are progressing with the assessment of play areas and facilities across East Dunbartonshire. Officers are also liaising with the Procurement Service to commission an update to the Open Space Audit. 
• Consultant’s have now been appointed to undertake the Kelvin Valley feasibility study, and an inception meeting between officers and the project team was held in late May. Work is also ongoing with the working group of key agencies and interested bodies, to help guide the development of the project.
• An Economic Development & Place Policy Officer post was advertised during the month and recruitment has now taken place. The new post-holder is expected to take up their position during July enabling work to commence on a refreshed Economic Development Strategy, and providing for additional resource to support community input to Local Development Plan 3. 

• Further progress was made on the development of the Draft Climate Action Plan and a first draft has been shared for initial internal feedback before engagement with a range of Council teams is undertaken. This engagement and input will allow a coordinated Draft CAP to be taken to Council later in 2024, prior to public consultation. The process to develop the Vision, Themes and Objectives has been shared with the consultants Ricardo for them to provide critical feedback through a Strategic Environmental Assessment Stage 1 Report.
• Work continued on the preparation of the draft version of the Local Heat & Energy Efficiency Strategy (LHEES) which will be brought to Council in 2024 prior to public consultation. Meetings with key consultees was undertaken during the month with the aim of completing a first draft of the Strategy for internal engagement in June 2024. 
• The successful recruitment of two Climate Change Policy & Strategic Environmental Assessment Officer roles was carried out during the month with the new officers expected to take up their positions in July. This will enable work on the Climate Action Plan to be accelerated.
• A Nature-Based Investment Study is being developed to quantify the current greenhouse gas emission absorption potential of nature in East Dunbartonshire and set out options to leverage additional public and private investment to support environmental outcomes. The study will identify sites in the area with the potential to absorb additional greenhouse gas emissions in order to contribute towards the Council’s net zero targets and quantify the estimated emission absorption potential of nature while delivering meaningful action to preserve and bolster flourishing biodiversity.
• Dates for the second cohort of the Community Carbon Literacy Training Programme have been scheduled. In the first cohort a total of 32 people completed accredited Community Carbon Literacy Training in addition to 7 people who attended the online introductory session. 108 more spaces will be available in the next round in addition to places on the train the trainer courses.
• A summer Climate Action Plan Newsletter was distributed during the month. The newsletter outlined a range of Council actions on sustainability related activities, including the CAP.

• GIS work has been reduced over the past few months awaiting the recruitment of a GIS Co-ordinator and GIS Technical Officer. The new Co-ordinator has now taken up his post and this is enabling a range of GIS work to be re-started. This includes provision of technical support to Community Protection and Development Applications.  
• The team have now completed the transition to ESRIs new experience builder platform. This allows apps to have increased functionality and customisation. The team have recreated a number of critical web pages and the links are now with Corporate Comms, to add to the EDC site. Upgrades to the IDOX system, which supports management of the development management, building standards and environmental health processes, was completed during the month.
• An upgrade to the Council’s IDOX system, which supports application processes in the Development Management, Building Standards, and Environmental Health Teams was completed.
• The Team worked with colleagues in ICT to prepare for a major upgrade of our ESRI GIS software, to ensure that the latest version with improved functionality is in place. This depends on server upgrades which are currently under way and which will enable the software upgrade to proceed.
• The team have completed a number of address queries this month and have resolved all the issues for the residents.

• Implementation of a new IHMS is progressing, with functional testing and user acceptance testing (UAT) training being rolled out to Housing staff as the IHMS is phased in.
• Systems Officers are assisting with the data cleansing of the current Saffron IT system as well as Housing folders, to ensure a smooth transition when migrating to the new IHMS, while also assisting with day-to-day processing of direct debits and the set-up of rent accounts.
• The Policy and Performance Monitoring officers are assisting with the SharePoint pilot, using the new system for records management and retention, identifying any operational issues that emerge.
• Performance Monitoring Officers captured all data required for the Annual Return on the Charter (ARC) that was successfully submitted on 31 May with no data errors. Officers continue to complete monthly performance statistics and dashboards that inform the HGIOS Report.
• Policy Officers are reviewing the current Allocations Policy, gathering views from Stakeholders and have begun a process of engagement via workshops on key aspects of the policy. 
• Policy Officers are undertaking a desktop review of the Local Housing Strategy 23-28 in order to prepare an Annual Update to be submitted to Ministers late 2024.
• Work is continuing on the Digital Telecare switch and the Project Board are ensuring the successful transition of analogue telecare to digital telecare throughout the sheltered complexes.
• The Housing Estates Adviser is working closely with the sheltered wardens and concierge to ensure a robust service is provided to tenants and residents.

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

• The team continues with a range of work to ensure the delivery of the Council’s City Deal project, including the preparation of Outline Business Case (in-line with City Deal & HM Greenbook requirements) which are required to unlock the funding from the region.
• Work is ongoing on the Westerhill Masterplan which will be concluded over the coming months, and presented to Council for approval as planning guidance. A final stage of public consultation took place for the Masterplan following which it will presented for approval as planning guidance later in 2024. Work is ongoing on the Westerhill Development Road for which the preferred route option has been selected and presented to Council in December. 
• Work continues on the next stages of the design process for Bishopbriggs Town Centre and Bishopbriggs Park.  A803 feasibility and options work progressing as part of Outline Business Case development.

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

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

• During the reporting period the planning side of the team has determined 56 applications and validated 90 applications.
• The Building Standards team have received 94 building warrants and approved 103 applications. 
• The Enforcement Team opened 9 new cases and closed 1 case.
• The Development Applications team have been busy preparing reports for the next forthcoming Planning Board Meeting.
• Both Planning and Building Standards teams continue to offer support and informal advice to customers through our daily duty service Monday to Friday.

• Commencement of work on the Twechar Calalside Outdoor Pursuits Centre Project.
• Progression with the implementation of the IHMS.
• Stakeholder engagement workshops on Allocations Policy.

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Throughout May, the Democratic Services Teams continued to support the internal governance of the Council, in addition to certain regulatory functions. Since August of last year, the Democratic Services Team has been continuing with the implementation the Council’s new committee management system, Modern.Gov. This work is continuing, and the system is now used for writing committee reports, managing the diary, preparing, and issuing agendas and the publication of committee papers to the Council’s website. Work to roll the App out to Members has been suspended as a result of the election preparatory work but will commence soon after the General Election on 4th July. The App will assist Members in using electronic versions of Committee papers and so will support the move to paperless meetings. In addition, work is underway to develop the system for use in the preparation, approval, and publication of Technical Notes and Contract Standing Orders waiver forms. In time, it will also be used to support public engagement and consultation, and a petitions function. 

Work in preparation for the forthcoming General Election stepped up following the announcement on 22nd May of the 4th July polling date.  Members have been updated via regular Technical Notes and this will continue until polling day. The main focus on work in May related to preparing for the nomination period and the recruitment of sufficient numbers of staff for both polling places and the Count.  This has been more challenging than usual given the school holidays.

The Election Act 2022 introduced new measures which will apply for the first time at the next General Election. These include the introduction of voter ID and changes to postal votes and accessibility issues. The Team is planning for the election to ensure compliance with these changes and is looking at means of securing voter participation. A briefing for Candidates and Agents will take place following the nomination period further information will be issued over coming weeks. Decals highlighting voter ID requirements and the changes to postal voting have been produced and attached to various refuse vehicles to help raise public awareness, along with other comms and engagement work. Videos highlighting changes to voter ID and postal voting will be prepared and shared on the Council’s website and social media channels.

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

Key Achievements / Areas of Focus

• Registration & Customer Services completed 68 birth and 152 death registrations in April. 26 marriages were also registered in this period. A Citizenship Ceremony was conducted which saw 9 new applicants from East Dunbartonshire becoming British Citizens
• Continued development of the new committee administration system, which included support for report authors and the production and distribution of committee and board agendas.
• Information Management received & processed 130 FOI/EIRs and 8 SARs (Subject Access Requests)

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

Performance against all indicators for Legal Services for May is 100%.

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 May, the Team processed 6 contract award letter, 14 taxi licence applications, and 7 grants. All were granted within the required timescales. Accordingly, 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 negotiations in relation to land access and acquisition, including providing legal input to the proposed heads of terms for acquisition and providing support in relation to initial drafting of construction contract for the Westerhill Development Road.
• Property and planning work included concluding the lease for Kirkintilloch Community Sports Complex, shared equity purchase of two properties at the former Lenzie Primary School, open market purchase of 28 Clarinda Court, Kirkintilloch, and filming licences for Mugdock Park.
• Contracts wok included in this period included implementation of Scottish Living Wage uplift variations to all non-commissioned providers, Birdston Day Care Services contract, Changing Minds contract for the provision of specialist psychological services, Cadder Cemetery Design Works, Printed Garden Permit Management Services, contract for Enhanced Residential Pupil Service at East Park School, King George V Play Area Project at Borland Road, Bearsden, Luggie Park Play Area Project Kirkintilloch and grant acceptances including Developing Young Workforce, Active Travel and CYP Community Mental Health.
• The Litigation Team continued to provide support to Social Work in relation to adults with incapacity and permanence planning and to Education on a variety of matters including ASN Tribunal work in relation to placing request appeals and advice to colleagues in HR.

During May, 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 Design, Communication planning, Key User training meetings, Data Reconciliation and User Acceptance testing as part of the implementation of a replacement for the Oracle Financial system. This has placed a significant demand on the resources of the Team as it leads four of the six implementation workstreams. The Team also continuously works to manage and support the operational activity in terms of the buyers work centre, Iproc catalogue and supplier management and payment processing, and in May remained focussed on delivering against the increased demand from Services whilst managing the ongoing implementation of the new Financial Management System.

Key Achievements / Areas of Focus

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

Throughout May the Strategic Commissioning Team continued to support and guide the commissioned market during unprecedented times as demand pressures, on-going workforce and recruitment issues and the cost-of-living crisis continued to challenge the sector.  In addition, the Team supported the HSCP to progress strategic priorities and inform and support the progression of budget related decisions in relation to commissioned services. 

Key Achievements / Areas of Focus

• Engaged in multiple post tender negotiation meetings with Scotland Excel and providers for the Care and Support Framework due to be implemented later this year. The current framework will be extended until such times the new framework is implemented.
• Commissioned several bespoke supported accommodation services for people with co-morbidities - thus ensuring local needs continue to be met. 
• Continued to support the progression of various strategic reviews and provided outcome focussed commissioning solutions underpinned by a commissioning collaborative approach.
• Lead on the development of a planning protocol which includes implementing a centralised customer register, consolidation of several planning streams, and improved / strengthened financial oversight & governance arrangements.

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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 seven portfolio groupings:

1. Roads Network Operations

2. Roads Technical & Engineering

3. Streetscene Technical Support (including Bereavement and Arboriculture)

4. Streetscene Operations (including grounds maintenance, street cleansing and cemetery operations)

5. Waste Services (including domestic & commercial waste & recycling collections)

6. Fleet Services (including fleet operations, maintenance, and transportation)

7. Mugdock Country Park

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

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

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

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

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

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

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

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

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

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

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

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

The team are also currently overseeing the delivery of the Climate Ready Park Project in Etive Park, Bishopbriggs.

The team have moved into their spring/summer maintenance period. The monthly visitor number continue to exceed expectation and the team area focused on enhancing the visitor experience to the country park with various improvements planned to key attractions in line with the Mugdock Country Park Strategy. I would also highlight that Mary Coulshed, Team Leader at the country park is retiring shortly and we thank Mary for her service and wish her the very best for the future. 

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

The Waste service have continued to work with our Clyde Valley partners through the period on the treatment and disposal contract for all residual household waste.  The Council processed 1963 tonnes of waste through this contract in May, ensuring our waste undergoes treatment for recycling extraction prior to being sent through an Energy from Waste process.

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

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

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

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

Roads Network Operations Teams (including Street Lighting)

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

Between 01/05/2024 and 31/05/2024, we have identified 379 defects in East Dunbartonshire Council carriageways and footways. We have completed 327 repairs on time (approx. 86.3 %), 36 repairs late (approx. 9.5 %) and 16 repairs (approx. 4.2 %) are in list for action and are still within SLA (incomplete).

Below chart compares our last three months performance:

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Road’s capital carriageway and footway surfacing projects in January 2024:

Below table indicate the list of footway and carriageway capital resurfacing projects, Minor work, Road Structural Repairs (JC Pothole Pro – trial equipment) committed in May 2024 in East Dunbartonshire Council areas.

Carriageways and footways Safety inspection:

Between 01/05/2024 and 31/05/2024, East Dunbartonshire Council completed 15 scheduled safety inspections. Three of these inspections are related to Footway inspection and unfortunately, these footway inspections were completed later than their schedule and more than EDC tolerance between inspections.

Details of these inspections are as below:

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Roads Technical & Engineering Teams

Traffic

• Early discussions on traffic signal upgrades at various sites (retrofit upgrades).
• TRO process for Disabled Bays 22-23 enforcement to begin once effective date confirmed. Disabled Bays install/removals are up to date. DPPP audit 2023-2024 completed and submitted to Transport Scotland.
• Signalisation of Station Road junction with Drymen Road, Bearsden. Drainage design expected July/August.
• Responding to Planning Applications.
• Responding to tickets on RMMS and passing instructions for action.
• Responding to Lining Requests and refreshing faded road markings.
• Commenting on various licences i.e., street trader licences, public entertainment licences and occasional licences.

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. Dates of the resurfacing programme have been amended due to the ongoing project at Canniesburn Toll.
• Final remedial works taking place at the former Lairdsland Primary School prior to adoption.
• EDC carried out 100% of Category A,B and C road works inspections for year 2023/24. We charge utility companies for road works failures and temporary traffic light permits. We are also due to charge for Q1 Inspection with utilities at the end of June 2024.
• The Christmas embargo has been recorded on the Roadworks Register

Flooding and Drainage

• River Glazert Restoration Project, Lennoxtown – POAN now completed, and PM are preparing reports to submit full planning application. Consultation is ongoing with Campsie Community Council / subgroup and await their formal response. A requested site visit is being planned for July 24 with CCC and subgroup.  
• Kelvin Tributaries River Restoration Project – Tender is being evaluated to appoint consultant – on going.
• Climate Ready Park – Construction works have started on site. Progressing well and site meetings with EDC, H&S and P1 solution have been on going. Awaiting to direct award the appointment of Supervisor and Principal Designer to Stantec. Should be in place in the coming weeks.
• New CCTV and Vactor framework – Proforma to be signed off and sent to finance and procurement so this can be progressed. Contractual documents are ready to go once case officer is appointed.
• Thomson Drive, Bearsden – installed new manhole.
• West Balgrochan Road, Torrance – installed new manhole.
• Oxford Street, Kirkintilloch – replaced gully and cleared blockage in line.
• Balmore Road Ad807 – replace carrier pipe and gullies.
• 1 Arasaig Drive, Bearsden – replaced gully.
• Willow Drive, Lenzie – replaced gully.
• Currently works at Greenhead Road, Lennoxtown – installing new gullies and carrier system in private garden.

Structures

• 2024/25 General and Principal inspections programme ongoing.
• Review & response to abnormal load requests.
• SBC10 East Side, Kirkintilloch. Trees, and debris clearance complete.
• Graffiti removal at SAC34 Blacklands Place complete.
• CCTV surveys of numerous structures in Bishopbriggs, Lennoxtown and Milton of Campsie for principal inspections complete.
• Cleaning and oiling of timber footbridges FB45 & FB46 in Bishopbriggs Park and FB63 & 64 in Lennox Park, Milngavie, near completion.
• Capital programme for 2024/25 to commence pending award of FY24-26 structures framework contract.

Greenspace & Streetscene (including Mugdock Country Park)

Streetscene Operations

• Summer cyclical works ongoing
• Street cleansing and mechanical sweeping; removal of fly posting and uplifting of fly tipping, mechanical street sweeping and installing replacement or additional bins. Includes cleaning of precinct areas.
• Graffiti removal.
• Summer bedding preparation, planting and watering.
• Ongoing cemetery operations, digging and carrying out interments, installing headstone foundations, benches including verti-draining of areas to improve percolation.
• Care of Gardens maintenance ongoing
• Checking and clearance of culverts
• Play park inspection
• Herbicide works in open spaces, including Japanese knotweed treatment.
• Vegetation removal and spraying of Antonine Wall, 2 sites.
• Roads herbicide works commenced.
• Education and Leisure Trust pitch maintenance ongoing including goal post removal; School sports marking.
• Housing tidy-ups, on request.
• Responding to Customer Service Requests and complaints.
• Removal of dead animals and excess waste at recycling centres.
• Ongoing recruitment

Streetscene Technical Support

• Play Areas – works complete at Torrance, Waterside, Douglaston Gardens North and Keystone (some minor reinstatement works required at this location)
• Play Areas -   King George V,  Luggie Park – tender awards now made with start dates later in July – Springfield pending imminent
• Bishopbriggs Park – brief complete - with procurement
• Play Areas – Westerton, Kincaid and Scott Avenue (MOC) – briefs to be prepared during summer
• Cemetery Management Rules – internal review ongoing noting recent wider Scottish Govt consultation
• Headstones/Memorials – supplier appointed – date to be confirmed for start
• Cadder Cemetery – plans and works progressing to improve traffic management and parking around entrance area – will be complete in two weeks
• Cadder Cemetery Extension – award made – pre start meeting being organised
• Tree condition survey of Old Aisle Cemetery complete – review of recommendations ongoing
• Ash Dieback Survey on Roadside – a small number of trees require urgent works – ownership is a mixture of public and private – contact with private owners now made – EDC trees now felled. Wider analysis of other trees and works has commenced
• Climate Ready Park – works have commenced on site and are progressing well
• Team working with City Deal Team and Consultants in relation to Masterplan of Bishopbriggs Relief Road
• Rosebank Allotments – initial repairs to paths, fencing now complete – further works being assessed
• Community Growing Facilities – progressing improvement works via Shared Prosperity Fund
• Delivering Food Growing Presentations to colleagues in other services
• Allotment Regulations – officer review complete in advance of a wider consultation
• Nature Restoration Fund – number of projects ongoing via this fund (as per earlier Technical Note)
• Community Consultations re Management Plans – Lenzie Moss, Whitefield Pond, Cairnhill Woods and Heather Avenue – all ongoing
• Input into Additional Capital investment for drainage, active travel/access and footway surfacing.
• Mains Park New Path – path works complete around additional link path – landscape works ongoing
• Path Works - West Balgrochan Marsh, Torrance path, Langmuir  - upgrades now complete.
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• The team continues to respond to high volume of open space, tree and bereavement enquires, along with planning application consultations and complaints.
• Planning application responses and support to Planning Team ongoing
• Open Space audit work for input into the Grounds Maintenance System ongoing for Milngavie & Bearsden.
• Leams – first internal survey complete
• Assisted a number of Community Groups with Litter Picking resources across EDC

Mugdock Country Park

• May Events
  • Dawn Chorus Lenzie
  • Birds Before Breakfast, Mugdock
  • Evening Bird Song, Campsie Glen
  • Forest School – Whittling
  • Guided Walk: Strathblane to Glengoyne and Back
• School and Community Events
  • Cadder Primary School – Kazoo making, minibeast hunting, pond studies
  • Westerton Primary School – Kazoo making, knife making, minibeast hunting, tree I.D
  • Mosshead Primary school – Pond dipping, shelter building, craft.
  • Hillhead Primary School – Minibeast hunting, whittling, habitat building
  • Holy Trinity Primary School – Basic whittling, ground art, storytelling, woodland trail
  • Woodland View School – Minibeasts, whittling kazoos, art
  • High School of Glasgow – Terrestrial and aquatic invertebrate studies
• Warden tasks – grass cutting and strimming at Courtyard and Mugdock Castle, tree work in line with Tree Survey, litterpicking, bin emptying, jetwashing outdoor furniture, leaf blowing, drain work, filling in potholes in car parks, play equipment checks, summer planting at Courtyard, motorised plant and equipment serviced and checked
• Ranger land management tasks – culverts cleared, fence repairs, trees planted, bracken whacked, resurface path, dry stane dyke repair, habitat piling, hedge work
• Contractor carried out bracken control at Drumclog car park
• Health & Safety – FSRA carried out and work at Mugdock Castle for fire alarm system being finalised
• Visitor Centre – stock moved and new trail – Fairies and Elfs
• New What’s On Guide for events July – December 2024 circulated
• Planting plan for Courtyard approach in development
• New parasols and planting around Courtyard for summer now in place
• Scottish Water project – Blue-Green Network Partnership – posts advertised
• BBQ shelter building warrant in place
• Research into new play park equipment for Park

Waste Services

• The Clyde Valley Residual Waste contract say 1963 tonnes of household general waste throughput in April for recycling pre-sort, and then ongoing production of energy from waste.
• The Mavis Valley Recycling Centre received 13,397 resident bookings with 83% attendance (11222).
• The implementation of our new Waste Modernisation software continues, with data cleansing exercises taking place ahead of the install of our in-cab devices.  There was also an opportunity to update the Project Board at our meeting that took place in May with the positive steps undertaken.
• There were 4 Waste employees completed CPC training, the driving competency certification, in which drivers required to go through 35 hours of periodic training every 5 years.
• Mavis Valley Recycling Centre received a new storage facility for the safe disposal of Vapes, a waste stream that is creating significant safety issues across the industry.
• The team continue to work with Community Safety to target fly tipping at our community recycling sites, having retrieved 28 residential addresses during May.
• The team met with the Waste Electronic and Electrical compliance manager in relation to the waste electricals at Mavis HWRC, an opportunity to discuss maximising recycling opportunities moving forward.
• The department completed the Scottish Waste Data requirements with Waste Data Flow input for 2023, sent to waste data team / SEPA for verification.  This information will be due for publication September 2024.
• Appointment of a new Waste Advisor to the Waste Technical and Compliance Team.
• Attendance at Waste Data Practitioners’ Meeting to discuss new digital waste tracking by UK Government – 2025 implementation.
• We collected 1149 Tonnes of garden waste from the kerbside in May, a 22% increase on the same period last year.
• The team have been working closely with Business Change and Corporate Communications in the roll out of the imminent Garden Waste Permit Scheme.  The project is on course for a start on Sunday 7th July 2024.
• We collected 191 Tonnes of wood at Mavis Valley HWRC that’s a 12% increase on last May.

Fleet Services

• During the period 1/05/24 to 31/05/24 there were 244 vehicles/plant inspected/repaired in line with the servicing schedule and defect procedure.
• We currently have a variety of vehicles/plant on order to replace an aging fleet in line with the vehicle replacement programme.
• Support Council services in the delivery of ASN Transport including the distribution of essential supplies for vulnerable individuals throughout the period including meals for early year’s facilities and lunch clubs etc.
• Continued work on the management of Capital programme for the replacement of fleet assets through the financial year. 
• Continued work on the CPC training programme, to ensure all drivers that require CPC training achieve this before the deadline to remain compliant.
• Continued support to front line service operations through the provision of in-house fleet maintenance function including work on horticultural and construction plant equipment. 
• Management of Fleet Operations in compliance with Operator Licencing legislation with a DVSA Operator Compliance Risk Score of Green for both Traffic and Compliance and a 100% first time pass rate for annual tests.    
• Vehicle gate checks have been reintroduced and the compliance team have carried out multiple checks, any issues identified have been relayed to the relevant management team.  
• Currently working with the customer and digital services team to identify a new fleet management system with a view of merging current systems and streamlining current processes.
• Monthly audits have been implemented to ensure O licence and MOT station compliance.
• We continue to monitor external hires.