How Good is Our Service - August 2025

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Voids performance in July is at 67%, down from 82% in June and is below our target of 85%. There has been an increase in the number of longer-term properties returned in the month requiring high-cost repairs which has impacted on the turnaround times. There has been an increased level of absence in the month which has also contributed to the drop in performance. Our focus remains on improving performance in this area going forward.

Property Maintenance have achieved our target of 100% for Gas Servicing in July with 466 properties serviced in the month.  We continue to achieve our target each month, and we are confident this will continue throughout 2025/26. 

Non-Emergency repairs performance in July exceeds our target of 12 days with an average turnaround of 10.25 days for the month, which is up from 11.9 days in June.  We continue to work towards improving and maintaining performance in this area going forward. 

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

A revised school lunch menu has been agreed and will be implemented at the start of the new term in August.  Action plans continue to be reviewed, and recommendations implemented to improve uptake in lower performing schools.  

The uptake of Primary school free school meals increased between May and June to 74.44% which is over 10% higher compared with the same period last year.  The uptake in Secondary schools increased to 49.97%, which is consistent with the same period last year.  The 4th, 5th and 6th Years have been off on study leave which has resulted in lower uptake compared to previous months. Given the summer holiday period, there are no figures available for the month of July. The service continues to focus on schools not achieving the set target with action plans implemented to improve the uptake in lower performing schools.  The service continues to work with suppliers to source locally produced produce, with 53% of the school menus now using locally sourced produce.

Staff engagement with Catering and Cleaning staff has taken place, with staff affected by the temporary closure of Milngavie Primary School while refurbishment works are undertaken.  Staff will be relocated to Torrance PS and St Nicholas’ PS as well as vacancies within the Milngavie area.  Additionally, staff engagement is ongoing with school crossing patrollers with a view to relocating patrollers currently at mechanised crossings to vacant crossing locations in line with the March budget decision.  Recruitment will commence once existing patrollers have relocated.
The service has robust measures in place to monitor performance with regards gas safety compliance across the Operational Estate.  Estates & Facilities are currently leading on obtaining new EICR’s for all educational properties over the coming months, which need updated every 5 years.  
Officers continue to progress reactive repairs across the operational estate, although currently focusing on H&S related repairs and ensuring assets remain wind and watertight.  Works to Bearsden PS roof above the ICT Suite have been completed as well as internal decoration to the suite. Works were completed at Castlehill PS in relation to brickwork repairs to the end gable as a result of the biomass flue being ripped from the wall during recent storms.  Works are now progressing to replace the biomass flue to ensure the biomass remains operational over the winter period.  

Estates Management continue to market vacant premises within the non-operational estate.  At present the non-operational estate is over 94% occupied, with vacant suites in Southbank Marina being actively marketed by agents, DM Hall.  The marketing of Lenzie Public Hall has commenced.
 
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.  

Design work continues to progress for the Westerhill Development Road project and the planning submission was made in March 2025.  The Stage 1 report for the project was considered and approved by Council in June 2025, with work on-going to finalise the next group of pre-construction contracts which will deliver a detailed design and tendered price for the project later in 2025. 

Works continue to progress at Bearsden Community Hub to remove and replace RAAC from the roof on the extension at the rear of the building.  Works are now complete at Bearsden Primary School, where the windows have been replaced and external stonework repaired.  At Milngavie Primary School, refurbishment works commenced in July 2025 and will involve the replacement of roofs, windows, external doors and redecoration.   

The construction phase continues to progress well at Campsie Memorial Hall, with early works continuing to make good progress.  The project remains scheduled for completion in early 2026.

The development of design proposals for the new Lenzie Academy project at Whitegates Park remain underway, with the proposal of planning application notice submitted in May.  The first round of pre-application consultation events took place in June 2025, with a second round planned after the summer holiday period.  Further survey works at both the Myrtle Avenue and Whitegates Park site were undertaken during the school summer holiday period.

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.  

Works remain on-going to repair the render at the entrance to Kirkintilloch Leisure Centre and refurbishment works are also now underway at Torrance Community Centre.  Several projects were successfully undertaken in the Learning Estate over the school summer holiday periods, including accessibility adaptations to support the arrival of new pupils in August 2025.

The delivery of several areas of on-going capital investment across the Council’s existing Affordable Housing stock continue, including several significant measures to improve Housing Quality and Energy Efficiency.  The next phase of energy efficiency measures across Council and mixed tenure stock including the installation of cavity wall insulation to reduce heat loss are now underway.

The revised Housing Capital Investment Plan was approved by Council in March 2025, which instructed officers to continue to progress design development on the pipeline of development sites; and to finalise revised construction tender costs for the Twechar Canalside development site.  Planning submissions have been submitted for sites at the former Merkland School and Main Street in Torrance, with the application for the former Auchinairn Primary School to follow shortly.  

A final report seeking approval to commence the construction phase of the Twechar Canalside development site was considered and approved by Council in June 2025.  Works to build the 15no. affordable houses at the site are due to commence in early August.

• 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.
• Positive level of performance in non-emergency repairs turnaround times with our focus being on maintaining and improving further in this area moving forward.
• Continue to focus on enhancing voids operational processes with the objective being to increase and maintain performance in this are going forward. 
• Improved functionality of Total Mobile and the integration with Servitor enables a more streamlined and efficient service. 
• Improve communications with customers and stakeholders to ensure the highest level of service delivery.
• Continue to utilise robust reporting mechanisms for enhanced performance and service delivery.
• Progress decoration works across the school estate.
• 100% of Operational Assets requiring a Gas Safety check within the year’s anniversary of the previous check are completed.
• Schedule in the upcoming Gas Safety Checks with contractors which are required during September and October.
• 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 August 2025, the service continued to engage in the local Co-Production arrangement with Police Scotland, with regular community harm and risk meetings being held to provide the focus for joint work and activity to protect local communities across the East Dunbartonshire area. The service also continued to develop intelligence led approaches for all areas of work to target local public health, community safety and consumer protection activity towards the areas of greatest need, risk and priority.

Throughout the reporting period, Environmental Health played a key role in delivering essential public health services, fulfilling a wide range of statutory responsibilities aimed to protect the community from environmental risks, and to support the development of responsible business. The work encompassed both proactive work such as routine inspections for food safety and reactive responses to complaints and service requests. Officers also responded to internal consultations such as licence applications and planning applications. 

The Community Safety Team continued to deliver a broad range of front-line work for the benefit of local communities during the reporting period, working closely with a range of colleagues and key partners to successfully deliver appropriate interventions and to make our local communities safer. Officers from the team were engaged in the delivery of services in relation to community engagement/support, antisocial behaviour, neighbour disputes, environmental incivilities, dog control, decriminalised parking enforcement, fly-tipping, pest control and mobile CCTV. The team completed final preparations for commencement of enforcement of the new Transport (Scotland) Act 2019 parking prohibitions relating to pavement, double and dropped kerb parking across the Council area with effect from 1 September. Parking enforcement activity to support the traffic free schools’ pilot and all other school areas was also prevalent during the month of August.   

The Trading Standards and Licensing Enforcement 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. Throughout August, Licensing Advisors were involved with service provision in relation to civic licensed events and seasonal liquor licensing across the council area.  Trading Standards continued to liaise with partner organisations on issues of doorstep crime and consumer fraud and provided scam awareness training at a Sheltered Housing Forum for tenants.  Trading Standards Officers were out visiting local businesses and HGV operators testing the accuracy of the weighbridges used - this essential work monitors the accuracy of bulk deliveries and protects the road network from overloaded vehicles.  Licensing Advisers and Trading Standards Officers in the team also continued to deliver proactive inspection work, along with reactive service request work and project activity directed at a range of business premises across the area (including age restricted product sales test purchasing, fair trading and civic / liquor licensing). 

The recent Gaelic Harvest Festival hosted at Mugdock Country Park on Sunday 31^st August 2025, attracted good community participation, creating a vibrant celebration of culture, music and tradition.  Feedback from attendees has been positive, highlighting the value of Gaelic events in strengthening cultural identity and community connections.  The success of the festival reflects both the commitment of local partners and the growing appetite for opportunities to engage with the Gaelic heritage.

Planning for East Dunbartonshire’s first dedicated Gaelic Day is now well underway, with encouraging levels of interest emerging from learners and speakers at all stages, from beginners to advanced Gaelic speakers.  Early engagement indicated that the event would provide a rich and inclusive programme of community based adult learning classes designed to promote language learning, celebrate Gaelic culture and create new pathways for community participation in Gaelic.

Colleagues within the team are actively working in partnerships to plan a range of opportunities to support Challenge Poverty Week 2025, focusing on raising awareness and promoting local initiatives that help tackle inequality.

The team working in partnership with NHS Greater Glasgow & Clyve continues to provide accessible vaccination services across the area.  Year-round clinics operate from Kirkinitllloch Town Hall and Milngavie Town Hall, offering seasonal immunisation, and ensuring residents, can conveniently access the protection they need.

Our Resettlement Team offers compassionate, tailored support to individuals and families participating in humanitarian programmes.  By recognising and responding to each person’s unique needs and circumstances, the team fosters a respectful and empowering approach that encourages self-determination.  This works pays a crucial role in helping people settle successfully in east Dunbartonshire, while also contributing to stronger, more connected and resilient communities.  In addition, the team works closely with national partners and organisations involved in providing asylum accommodation and wider support.

The first round of the Community Grant Scheme has been successfully delivered, with a notable increase in the number of applications revied compared to previous rounds.  This reflects growing community interest and engagement with the programme.  The team is now working closely with Grant Advisory Committee (GAC) to assess applications and prepare detailed recommendations for consideration of the Community Planning Partnership Board.

The Equality Mainstreaming consultation has now been concluded, with the team currently coding and analysing responses to inform the forthcoming report for Committee.  This consultation saw a welcome increase in engagement and participation from our residents, businesses and employees, providing valuable insights that will strengthen the report’s findings and support future equality planning.

The Pockets, Places and Prosperity programme continues to deliver key initiatives, such as wellness kitchens, and targeted support around health issues within the community.  These activities are helping to build resilience, tackle inequalities and strengthen community development in our place areas, by responding directly to local needs.  Through this work, the programme is supporting individuals and families to improve wellbeing, while fostering stronger, more inclusive and sustainable communities.

Housing manages 3,892 social rented properties; 3,810 of these are mainstream accommodation and 82 are used for Homeless Temporary Accommodation. The service also manages 49 Lead Tenancies which are rented from either private landlords (28) or Housing Associations (21), to assist with accommodating homeless households.

At present, the Housing list for East Dunbartonshire has 3,336 applications - made up of the following:

General Waiting list 2,476 applicants waiting (3 of which are 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 607 applicants (5 of which are on offer)

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

Priority waiting list 251 applicants (6 of which are 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 2 applicants (0 of which are on offer)

(Urgent medical)

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

Within the last month, 8 properties were allocated. 7 were mainstream type houses and 1 was a buyback (bought from open market).

They were let to the following queues:

• 3 to the priority homeless queue
• 3 to the transfer queue
• 2 to the general waiting list queue

Environmental Health, Trading Standards and Community Safety Teams

• Delivery of effective services on a flexible basis to meet all statutory requirements and duties in relation to public health, community safety, consumer protection and licensing enforcement matters.
• Delivery of local Co-Production activity between Community Protection and Police Scotland, with particular focus on effective tasking processes and the delivery of joint action plans and work to protect the communities of East Dunbartonshire.
• Delivery of Business Improvement Plan activity relating to Community Protection - actions being implemented in accordance with set targets to deliver effective services in line with relevant corporate outcomes and with positive performance being reported.
• Delivery of regulatory services that assist with economic recovery and that are designed to support local businesses and communities.
• Officers responded to noise complaints caused by overnight resurfacing works in a carpark in Milngavie and were able to secure an agreement with the construction company to carry out the works during the day instead, to reduce the impact of night-time noise on local residents. 
• Officers were involved in two unrelated accident investigations at two different business premises. Notably, both accidents involved elderly residents falling over resulting in injuries which required hospital attention.
• Officers responded to public health concerns relating to a tattoo shop in Kirkintilloch - the complaint was unsubstantiated but there were some matters which required action to secure compliance with licence conditions.
• Following programmed swimming pool samples taken by Officers, lab results showed contamination at the swimming pool which required closure of hydro pool and teaching pool. Officers, worked with centre management to ensure contamination was removed and the pool could re-open following satisfactory lab results from re-samples. 
• A restaurant was served a formal notice requiring the business to close due to hygiene and cleanliness concerns.
• Delivery of parking enforcement activity to support the traffic free schools’ pilot and all other school areas.
• Completion of preparation for the commencement of pavement, double and dropped kerb parking enforcement under the Transport (Scotland) Act 2019 from 1 September. 
• Community Warden attendance at a range of community events across the area, promoting community engagement and developing links on community safety issues (e.g., Bishopbriggs Dementia Café, Kirkintilloch Bite and a Blether, Bishopbriggs Fire Brigade Open Day, and Milngavie Street Party).
• Delivery of targeted dog fouling initiatives across a range of parks and open spaces across the local area.
• Delivery of anti-social behaviour patrols at a range of hot spot locations across the neighbourhood with an increased visible presence across local communities. 
• Inspections, reactive service request visits and targeted project work by the Trading Standards Team throughout the reporting period to maintain local compliance with consumer protection legislation with specific consideration to the home improvement sector and age restricted sales.
• 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.
• Provision of tailored advice to businesses requiring Public Entertainment Licences and/or amendments to liquor licences for the summer period.
• Inspection and testing of all weighbridges within the East Dunbartonshire Council area
• Sheltered Housing residents scam awareness sessions held.

Community Planning and Partnerships

• Round 1 2025-26 Community Grant Scheme closed on 25th July.  We observed an increase in applications.
• The team delivers targeted community development, using a variety of tool to address inequality in our place areas.
• The Resettlement Team continues to collaborate with both local and national organisations to deliver a humanitarian resettlement programme that is centred on the needs and experiences of each individual and family.
• Health Issues in the Community Course is being delivered in Lennoxtown, in partnership with The Hive.
• Wellness Kitchens are being delivered to a targeted audience, providing more than just nutritious meals.  They offer an opportunity for participants to connect, share experiences and build supportive networks, while also addressing health and wellbeing inequalities within the community.  Through this approach, the programme fosters stronger social connections and empowers individuals to make positive changes in their lives.
• Delivered a second successful Gaelic Harvest Festival on Sunday 31st August 2025.

Housing Services - Operations & Estates Team and Homelessness & Prevention Team

Housing Estates

• The Estates team received 4 new reports of anti-social behaviour during the month of June and 4 open cases were resolved. 
• There were 8 nominations from the Housing waiting list sent to a Registered Social Landlord operating in East Dunbartonshire to be considered for allocation to their housing stock. Discussions are ongoing with Clyde Valley Housing Association to agree new Nominations Agreement.
• Ongoing regular attended this month included Housing Liaison meetings where cases of relevance to Social Work, Community Safety and Police Scotland are discussed, MARAC meeting with other agencies, CPC MISE group to discuss Child Protection issues, Safe and Together forums,  2-weekly meetings of the Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Protection, Trading Standards and Licensing and regular meetings with Legal Services regarding dispute over title deeds in the housing estate, NOP’s and other legal matters.
• Half day training session at Macgregor House this month focused on Corporate Fraud with an overview and was well attended. 
• The new on-line CRM system training has been issued for Housing staff using the system and now up and running.
• The team is part of new Steering Group to re-establish and implement new procedures for processing and issuing Tenant Recharges.

Areas of focus

• Attendance at new 2-weekly Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Safety, Trading Standards and Licensing officers continues. Attendance at East Dunbartonshire Safe and Together steering group is ongoing. 
• Hold monthly budget meetings with HRA accountant to keep abreast of costs. Weekly meetings with Void Team at Property Maintenance to focus on improving performance. Monthly attendance at new Housing/Social Work liaison meeting to discuss Throughcare cases and Unaccompanied Asylum Seeking Children.
• Monthly void property meetings with Property Maintenance to support performance.
• Work to reduce voids, - liaising with the property maintenance to streamline this process. 
• Propose bringing items in stock items and work on reusing key boxes. 
• Garden inspections, ensuring all tenants are keeping their gardens tidy in line with their tenancy agreements

Homelessness and Prevention team

• Increase in homeless applications; 27 (+30% compared to previous two months) applicants made a homeless application during August 
• Increase in call to out of hours service x 14 (+29% compared to July)
• 19 homeless applicants were made an offer of settled accommodation.  None of which had been waiting longer than 3 years.  
• 5 Prevention referrals were received during August 2025.  Homelessness prevented for all cases
• 16 households were moved to temporary accommodation.
• The Homeless Team were successful in their application to join the national databank “Good things”.  This will allow the team to issue SIM cards to applicants/tenants for data, minutes and texts to apply for benefits, jobs, make payments online, update details and stay connected  with services/agencies for support.
  
  • x2 households have been issued with SIM cards during August 2025 and overview sessions delivered to Homelessness Team and Rents Team

• No households were placed within unsuitable accommodation during August No breaches of the UAO however the Council is at immediate risk of breaches)
• Upgrades at Rapid Access accommodation in Milngavie continue.  Upgrades ensure that the property will meet temporary accommodation standards and trauma informed practice.  Current residents are delighted with the changes to the interior/exterior of the building and enjoying spending time in the garden.  TV’s and room upgrades have been a welcome addition. Works to the kitchen and shower room are ongoing.
• The Council’s Landlord Registration Officer received 128 application; 11 new registrations, 45 renewals and 72 updates.  The council collected £5448 income during July 2025.
• Update on the Council Rapid Rehousing Transition Plan presented to the Tenant Participation Working Group (28 August 2025)
• Project 101 settling into their new base at 5 Dalrymple Court, Kirkintilloch 

Key areas of focus in August for the Communications & Engagement team included Phase 2 of the Traffic Free Schools project, playpark consultations, and upcoming pavement parking enforcement.

Media relations slightly increased this month with 10 releases issued (9 in July), three photocalls (seven in July) and 30 media enquiries dealt with (10 in July).

All releases are on the Council website news section and the local coverage achieved equated to an equivalent advertising value of £7,032 (£9,972 in July).

Facebook, X, Instagram and LinkedIn all saw increases in followers with the most popular posts this month relating to Storm Floris, Provost’s Community Champions, the fire at Campsie View and pavement parking enforcement. 

Across the Council’s four social media channels the average engagement rate was 2.4% (a good engagement rate is 0.5, anything above 1 is deemed great).

The Council website had 192,400 visits (excluding internal traffic) with the most popular page Household Waste and Recycling receiving 26,067 views.

There were 4,640 call-to-action button clicks, 3,851 of these were customers completing online forms.

The most watched video on Facebook was the Headstones Inspections with 6,488 views. On YouTube it was Save Time, Report it Online.

One video was created this month with 42 design jobs completed overall.

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

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

August sees the traditional summer holiday period come to an end and the Customer Service team focus on back-to-school tasks including providing help to customers who want to apply for free school meals and clothing grants. Throughout August and into September customer services will work with the youth development team and schools to update National Entitlement Cards (Young Scot Cards) for those young people turning 12 who require a photo on their card to ensure they continue to be able to access concessionary travel and other retail discounts.  

As well as responding to a variety of customer requests submitted online, via email and social media, the team handled 8,995 customer calls, 110 hub appointments and 866 hub drop-ins. 

Customer services provided support and assistance to the Civil Contingencies team when a fire in a former school forced the evacuation of nearby residents, including supporting the standing up of a rest centre through the night. 

Progress continues in the development of systems used across the team; initial testing is being undertaken for Hub appointments on the Customer Relationship Management (CRM) system which will provide customers with the ability to book their appointment online. A pilot scheme will be undertaken with the Emergency Response Centre and the Homecare team to test the functionality of Responder App, key functionality within the new Chubb Alarmcare platform, which enables requests for assistance to be passed electronically from the ERC when a community alarm customer requires assistance, this will provide a more streamlined process of passing calls. 

Recruitment began in August to fill vacancies across the team, interviews for Emergency Response Agent will take place in September.

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

A key focus currently is the ongoing project to replace the iTrent HR and payroll system with Oracle Fusion HCM, due to go live in early 2026. August saw the teams supporting the implementation of HCM undertake significant testing of the new system to ensure it will be able to support the processes required for effective payroll delivery and HR management.

Communications & Engagement

• Launch of the Gambling consultation with press release, social media and website.
• Continued work on Mugdock Park’s Walled Garden project with illustrations and artwork completed for the fence panels and gate.
• Supported Civil Contingencies during the Campsie View fire incident including real time messaging.
• Promotion of the Gaelic Harvest Festival at Mugdock Park with posters, graphics, social media and press release.
• Dealt with, co-ordinated and secured two further location requests from filming companies for sites/venues in Lennoxtown.
• Promotion of key awareness days including Scotland Loves Local Week and Skills Development Scotland’s exam results helpline.

Corporate Performance

• The annual Local Government Benchmarking Framework (LGBF) Return data and associated paperwork was collated across all relevant service areas and submitted to the Improvement Service for 2024/25.
• The continued development of revised complaints handling procedures and training materials for introduction in Q3 2025/26 was progressed.
• Continued assistance was provided to the business and digital change team in relation to the rollout of Oracle Fusion HCM, leading on data migration aspects.
• Data support and assistance provided in the ongoing reviews of disability services in the Health and Social Care Partnership.

Customer Services

• Customer service team provide help and support with back-to-school tasks and activities, particularly supporting those eligible for free school meals and clothing grants.
• Continued development of recently implemented systems makes steady progress to roll out additional functionality and features for the benefit of customers.
• Recruitment begins to fill the vacancy in the Emergency Response Centre.

Human Resources & Organisational Development

• Continued engagement with the Trade Unions on strategic and operation HR initiatives, including service reviews and policy development. 
• Continued support for employees and managers on HR policies, including guidance, and  support in attendance on Employee Relations case work.
• Within Payroll Services, the team have maintained and processed the payover of the various payruns within timescales, with ongoing completion of statutory returns.
• Following agreement of Local Government Pay award, HR and Payroll teams implemented the new rates effective from beginning of August, with preparatory work undertaken for the associated back pay due to be paid in the September payrun. 
• The HCM Project Board continues to provide oversight and governance in support of moving to the new HR/Payroll system, with HR representation on the Board. 
• Teams across HR and Payroll continue to undertake series of tasks and actions to achieve the milestones and output required as part of the HCM project, whilst managing ongoing business-as-usual operational work. 
• With multiple HCM project workstreams continuing, in August the service worked on User Acceptance Testing, with the team having direct access to trial how the system will operate following the design stage.
• The People Development team delivered sessions across a number of topics including SMART Working, H&S, Induction and Leadership topics. In total 152 delegates received training across topics in August 2025.  
• Additional tasks from People Development have been supporting facilitation session in First Aid and production of e-learning.

Bishopbriggs, Lennoxtown, Milngavie and William Patrick libraries, held live-streaming events from the Scottish Book Festival, part of the Edinburgh International Festival.  This was a first for East Dunbartonshire Libraries and members of the public really appreciated the opportunity to access the events in their local library. 

William Patrick Library hosted craft and activities as part of Kirkintilloch Big Weekend, including a Big Bargain Booksale.

Milngavie Library’s social quiz night, part of the commitment to support people overcoming loneliness, had its biggest ever session with 38 attendees.

The Lillie Art Gallery hosted a live theatre performance of “Pat Douthwaite Alive and Kicking” by Heroica Theatre Company. Pat Douthwaite (1934 – 2002) was a painter who created dramatic and often confrontational art works. The performance explored her life and career as a painter.  East Dunbartonshire owns one of her extraordinary paintings, which was on display during the performance. 

The Heritage & Arts team installed a display at Bishopbriggs Library highlighting the story of the Cadder Pit disaster in 1913.  

120 people attended the Family Summer Fund Day at The Auld Kirk Museum, where there was object handling, paper weaving, dressing up in Roman costume and even a chance to build  a section of the Antonine wall!  (in foam bricks)

The 53rd Annual Art Exhibition opened at the Auld Kirk Museum representing a wide range of amateur and professional artists from Kirkintilloch, Lenzie, Bishopbriggs and Lennoxtown.

The Thomas Muir schools exhibition continued to delight visitors at Kirkintilloch Town Hall, with one visitor commenting;  “We enjoyed the variety of images. Very beautiful drawings from the older pupils but some of the cute P1 entries made us smile!”

Archives & Local Studies received 1,454 visitors and 275 enquiries. 

Lifesaving was the theme of the month with a fully booked NPLQ course where all candidates were successful in gaining their qualification.

We also offered a free “Save a life session” which was also fully booked. The session teaches basic emergency skills: CPR, choking and prevention of drowning. The Allander will continue to offer free sessions throughout the course of the year, tutored by our Trainer Assessors.

Early Bird Promotion – with demand for Games Hall activities, the Allander has ensured that all booking slots are aligned to prevent gaps that cannot be booked. In order to fill the only times that are now available (early in the mornings) we are discounting activities before 9:30am by half price eg £6.00 for a Pickleball court. This has already resulted in 14 new early bird bookings in the first two weeks of the promotion.

The major capital works to repair the external pool hall guttering and Centre render frontage was completed. Other roof and canopy repairs were also completed as additional works while the contractors were onsite, and the Centre has had its kerb appeal reinvigorated. New signage is being planned as this has to be relocated from its original position.
The Centre played host to another Glasgow Triathlon Club’s popular Aquathlon Swim & Run events, with over 100 competitors taking part at the Centre and in the Woodhead Park.

The Canal Canter was held at the Leisuredrome on Wednesday 20th August with just under 200 participants running along the canal. The event was organised and managed by Springburn Harriers.

The first week in August Charlie’s Big Adventure Soft Play hosted ‘meet your classmates’. This was a community event to provide an opportunity for the primary 1 and 2 pupils from the six Bishopbriggs primary schools to meet their new classmates before the school term began. It was a great success with 128 pupils attending. 

Two new Indoor Cycling classes were added to the Group Fitness Programme.

To meet customer demand, we introduced Chair Yoga on a Friday and an additional Yoga class on a Monday. This takes the number of Group Fitness classes delivered at Huntershill Sports Hub to ten in total.

A meeting was held with Springburn Harriers to explore opportunities to enhance the athletics provision at HSH.

NQT Training

The Active Schools team attended primary and secondary school Newly Qualified Teachers (NQT) training days where they delivered presentations about how they can get involved with Active Schools. The team then delivered Mini-Fit training to all primary NQTs. This course will give the NQTs the fundamental skills to deliver fun and engaging sport/physical activity sessions with pupils across East Dunbartonshire. It is hoped that NQTs will use their new skills and knowledge to deliver extra-curricular sessions within their schools.

Lennoxtown Summer Dance

14 pupils ranging from P1-P7 attended 3 days of dance at Lennoxtown Primary School at the beginning of August. The sessions were delivered by tutors from partner organisation Y-Dance and free to all participants as a result of the Active Schools team accessing external funding.

Primary Schools Football returns

Our primary schools football programme has kicked off again this new academic school year. We are currently in 16 schools throughout East Dunbartonshire including Woodland View through out the week touching base with over 1600 children. 

McDonalds Fun Football

Our FREE Mcdonald’s Fun Football in partnership with the Scottish FA has retuned for a 3^rd year! Primary aged kids can come along to our three centres on a Friday afternoon and play small, sided games of 3v3, 4v4 and 5v5 football between now and the October holidays.

Community Sport Summer Programme

We had 1,154 participants take part in our community sports summer programme.  Participants enjoyed fun sessions in swimming, gymnastics, football and multi sports.  We also introduced new classes with the return of netball and rugby specific camps and underwater hockey which was a huge success.  ASN specific gymnastics sessions were also popular with around 30 children attending our dop in sessions.

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

• Early analysis indicates that overall, results in East Dunbartonshire remain strong for pupils across the eight secondary schools. A significant number of young people have passed, achieving A, B and C grades. For National 5 the pass rate is 82.6%, for Highers it is 81.8% and for Advanced Higher the figure is 77.5%.
• Our schools have improved in seven of the eight measures against which attainment is reviewed.

• Meadowburn Early Years Centre have achieved their Silver Rights Respecting Schools Award in recognition of the work they are doing to promote Children’s Rights.

Early Years, Primary, Secondary and Supporting Families

• All funded childminders attended an annual child protection update to ensure that they are confident in safeguarding and child protection responsibilities and procedures. 
• A learning journal pilot project has started with funded childminders and local authority early years centres where children have a split placement. The aim is to provide a holistic picture of the child’s progress between the two settings and one place for parents to access information about their child’s care and learning.
• The Supporting Families Professional Learning Calendar has been issued for this session. Professional Learning has been planned based on the feedback from attendees last session along with local and national initiatives. This will include a Families Connect reconnector session, Seminars with other agency and third sector colleagues and sharing practice. Following work with Education Scotland, we will also be delivering Keeping the Promise Family Learning with a keen focus on family champions and family learning assistants completing the award.  
• The Early Years Professional Learning Calendar has been issued to all Early Years Centres (EYC) and reflects the audit of Centre Improvement Plan (CIP) priorities. There will be opportunities to share learning with colleagues in the West Partnership with our Froebel practice sessions in the next term.
• As part of the CIRCLE implementation across schools and settings, all EYCs were provided with an introduction to Up, Up and Away as part of the inclusive learning and collaborative working approach. Following a pilot in session 2024-2025, all council EYCs will now take this forward in session 2024-2025, as an improvement priority and less than half from the partnership settings.
• The annual Education Service Professional Learning calendar has been developed and created by the Central team to reflect the Education Service Plan.
• 45 Secondary and 56 Primary Provisionally Registered Teachers (Probationers) have begun their Teacher Induction Scheme year across our schools.
• 6 acting or recently appointed substantive Head Teachers have participated in the first of the developed Head Teacher Induction Professional Learning Programme. 

ASN and Children’s Services

• All families on our Home Education register have been invited to submit their annual updates, and some families have opted to receive direct support from our Inclusion Support Officer following this.  For all children who are on a flexi-schooling arrangement, annual review meetings were conducted with families, school staff and the Inclusion Support Officer.    The Inclusion Support Officer also delivered training regarding Home Education to Health Visitors and School Nurses last term.
• Annual Child Protection (CP) training has taken place in every establishment. Drop-in sessions were provided in June 2025 to facilitate the delivery of the Child Protection presentations and provide additional support to CP Coordinators. This was well attended and highly evaluated.
• Annual Child Protection training was delivered to senior officers and educational psychologists. Supported by colleagues from social work and Women’s Aid, there was an additional focus on implementation of Safe and Together. From the training, professionals demonstrate increased knowledge and better understanding of child protection and safeguarding including procedures to report abuse and risk indicators.
• Chronology and Bullying and Equality module training continues with this month, newly appointed head teachers and ASN senior leaders. Attendance at each session has shown an increase in single agency chronologies being initiated and bullying incidents being analysed and better recorded. Ongoing evaluation should demonstrate better identification of children at risk and stronger protective responses and earlier intervention. 
• The Locality Liaison Guidance (LLG) is finalised. Meetings have been coordinated to include requests from both LLG areas to ensure an equitable approach to allocation of resources. Associated paperwork has been streamlined to reduce duplication. This will better ensure outcomes for children are planned for and evaluated in a measurable way.
• All schools were included in delivery of CIRCLE training within the August In-service days. Training focused on the use of the Participation Scale, a tool which will support the assessment of the needs of individual learners.  Following the in-service day further sessions were delivered to Probationer teachers and, Primary and Secondary CIRCLE Advisors.
• Whole Family Wellbeing Fund Grant Funding applications were launched in partnership with East Dunbartonshire Voluntary Action on 11th August, with applications closing on 25th September. The Whole Family Wellbeing Fund Grants will allow 3rd sector agencies to develop services that effectively meet the needs of children, young people families in line with #The Promise and National Principles of Holistic Whole Family Support.

Educational Psychology Service (EPS)

• The Play Pedagogy strategy has been updated for Session 2025-2026, following an evaluation of the aims of the previous strategy.  
• The EPS continues to contribute to working group for implementation of Education Strategic Trauma Plan 2024-2027.  Dates for early years leadership Trauma Informed (Level 1 training) are being offered through early years training calendar.
• Local Authority Level and Individual School Summary Reports for SHINE have been shared and twilights setting out key messages are arranged for September 2025
• Across education and social work, twelve professionals continue to undertake their Level 3 Non Violence Resistance (NVR) training, and three professionals are undergoing Level 4 NVR training. The Level 4 trainees have set dates to deliver Level 1 training to professionals in October 2025 with participant numbers to be confirmed. The strategic group have finalised meeting dates and venues for professional learning communities to take place termly during session 2025-2026.
• CIRCLE/Up, Up and Away (UUA) Training was delivered online to all participating EYCs on the first section of the Up, Up and Away document and PLCs have bene planned for the year.  Input was given to all primary school probationers on both the CPS and CICS.  Initial PLCs were held with primary and secondary colleagues, allowing for discussion and reflection on taking forward the CPS this year, as well as continuing to develop inclusive classrooms in line with plans identified in last year's CICS.  
• Further parent consultation on Dyslexia has taken place and amendments made to the draft guidance based on parent, staff and young people feedback. 
• The Nurture Evaluation Report 2025-2026 is under way and the Primary Core Nurture Group data demonstrates statistically significant improvements in children’s wellbeing during the time they attended the groups.  
• EPs have joined an Attendance short-life working group to evaluate the impact of Home Link Officers. 
• Foundation Solihull training attended by multi-agency group including 2 representatives from education (EP and QIO).
• The AAC group is working with Talking Mats and a group of EDC practitioners to pilot and evaluate a new mat designed to be used by parents based on the theme of ‘the school day’. This will involve a mentoring process between a trained Talking Mat practitioner and a parent. The aim is to complete an evaluation by October.
  School Planning and Improvement
• The new start of term welcomed over 1100 primary 1 pupils in our 32 primary schools, along with over 1300 new secondary pupils in our 8 secondary schools.  Woodland View also welcomed new pupils to their school.  All the pupils and families have been supported and welcomed into their school community.
• Milngavie Primary School decant was completed with the P1-3s successfully starting their new school year at St Nicholas Primary School.  The P4-7s also successfully started the new school year at Torrance Primary School.  All pupils have been welcomed by the school communities in which they have joined.  All three schools were supported fully with members of the Education Leadership Team assisting with the start and end of the school days during August.
• Balmuildy Primary School new build has started.  The mobilisation of the construction team was completed with new access and egress route created for all pupils and staff.  The enabling works are also completed for the site.

Skills for Life, Learning and Work

• Youth Services delivered a summer programme which consisted of a variety of activities, trips and supports for targeted secondary aged young people over the summer break. Many of the participants faced barriers to engagement however, with a youth work approach and existing relationships already in place youth work staff supported young people to access and engage.  103 secondary aged young people attended the summer programme, 7 families received regular food deliveries, and 12 primary aged young people engaged in the whole family wellbeing youth work sessions. 
• Through engaging in the programme young people had the opportunity to try new experiences which helped increase confidence and resilience. The programme provided young people with the opportunity to develop essential life skills and accreditation. Participants reported feeling less socially isolated and strongly felt that the summer programme provided them with the opportunity to maintain and strengthen relationships with peers and youth work staff. In addition, parents and carers reported that the summer programme provided key social interaction for young people, and this was beneficial to overall wellbeing. 

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The month of August saw the Finance Team continuing year end tasks required for the collation of 2024/25 accounts, completing the first monitoring reports of the financial year and planning for the 2026/27 budgets.  As the finance team works through a critical period of demands on the team, an additional 1 FTE resource continues to temporarily supplement existing teams and to help manage the external audit process and timeline risks.  Movement into Phase 2 of the ledger system with HCM is also in progress and this has been staffed with an additional 0.5 full time equivalent within the Finance team as a further temporary resource.  However, the Service is currently working with two fewer accountants, and some absence within the team.

The Council continues to deliver against an ambitious capital programme supported largely by borrowing. 
Treasury Management Reporting continues to highlight the increasing revenue costs associated with the current programme with ongoing affordability being challenged within a tight funding settlement.  Reports to Council have provided updates on the programme, the associated costs and any mitigations required.  The final Treasury Management Report will be provided after the 24/25 accounts are complete, however the first report for 25/26 has been submitted.

The team has supported the budget process, with the Council’s budget being agreed in March, providing a balanced position in a highly challenging financial context and are now working towards the manual entry within the budgeting system.

The Revenues and Benefits team have continued to progress Council Tax and Benefits services and administration of the Scottish Welfare Fund.  

The Council Tax Collection Rate at 46.21% is very slightly behind the target of 46.55% for the year.  The Council’s Recovery and Enforcement Procedures continue to be 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 an initiative from the Planning & Commissioning Team, processing variations in addition to their normal workload.  The Education Maintenance Allowance Team are receiving applications for the new academic year 2025/26 via the online application form.  All contracts are in place for Education/Social Work Establishments for the new school session 2025/26 in conjunction with the Procurement Team.  The Transport Team continue to manage the day-to-day contracts and procure any ad-hoc contracts as required.  The Transport Team are liaising with Strathclyde Partnership for Transport to inform successful concessionary travel seat applications. The General Team continue to adapt to the new process for overtime administration in preparation for the new payroll system. 

The ICT Services team continues to support the Council’s information technology systems and services to ensure high availability and performance in line with agreed service levels.  The Team resolved 1672 tickets in August and dealt with 278 telephone calls.  ICT continues to support the delivery of major projects in conjunction with the Business & Digital Change Team and Major Assets team.  The ICT Security team continues to monitor the estate and perimeter defences alongside ongoing improvements to ensure that our systems and data are protected.

The maximisation of housing rental income and pursuit of rent arrears continues to be a priority for the service, to safeguard income. This is achieved by a dedicated team of Officers, whose role is to actively pursue rent arrears and provide advice and support to tenants struggling to pay their rent. This includes issuing letters, home visits, telephone calls, emails, etc, which begin as soon as arrears are accrued on a rent account; pre tenancy advice on rent charges, payment options and discussing rent affordability to new tenants at the time of offer acceptance of their new tenancy; signposting tenants struggling financially to relevant support services to ensure household incomes are maximised; having a weekly presence at Kirkintilloch Job Centre to provide additional support for tenants in receipt of the housing element of Universal Credit; and escalating arrears actions to include court action or eviction for serious rent arrears cases . The Rents Team commitment to reducing active rent arrears has seen a decrease of £61,366.30 on same period as last year (week 21).
 
The Tenant Participation Team continues to provide direct ongoing support to active Tenants and Residents Associations.

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

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

Work continues towards completion of several audits on the 2024/25 plan as the team provides assurance over key areas of risk, making recommendations and following up on these to improve the control environment. Planning of the 2025/26 is underway with work being progressed in several areas such as Green Waste Permits, Complaints Management and Supply Teacher Database.  Audits near completion include Complaints Management, Administration of Medication and Un-Notified Absences.    
 
Work has been completed on year-end governance processes, such as the Annual Follow-Up for 24/25, which supported the completion of the Annual Audit Report and Audit Opinion for 2024/25. 

The Corporate Fraud Team continues to prioritise the investigation of referrals and the proactive vetting of applications across key service areas, including Housing, Education, Licensing, and Estates. This work is essential to safeguarding access points and preventing fraud or error from entering council systems.

As part of this effort, the team has received a total of 6,047 data matches from the National Fraud Initiative (NFI)—a data matching exercise led by Audit Scotland to detect fraud and error. These matches were released in phases and have now all been received. The team continue to review the high-risk and high-value matches, and this work is expected to continue throughout the remainder of the year.  The matching of Council Tax records against Electoral Registration records is nearing completion, the savings and additional income identified are both in excess of £100K  

In addition, a tailored training programme has been developed and delivered to staff within Housing Services. A similar training initiative is planned for employees in Revenues & Benefits. While the development of an in-house anti-fraud and bribery training package has been temporarily paused due to resource constraints, it will resume when capacity allows.

The Economic Crime and Transparency Act 2023 has, from 01/09/2025, introduced a new criminal offence applicable to public bodies who fail to prevent fraud by employees or agents.  The team have attended briefing sessions held by CIFAS on the measures required to be taken to ensure compliance.   A briefing document for SLT and fraud risk assessment templates have been developed and issued to SLT for consideration.

Finance 

• Publishing the draft accounts for 2023/24 timeline agreed for the 2024/25 year end with work on year-end tasks underway.
• First monitoring reports for 25/26 produced.
• Finance team is working with Mastek to upload budgets for 2025/26.
• The Oracle Fusion General Ledger system project has now been signed off as Green status with a few legacy tickets to be completed.  Phase 2 with HCM and PBCS/Fusion has now commenced and likely to last for 18 months.
• Staff development is a key focus and given a challenging external recruitment market, the service is continuing to upskill existing staff where possible.  A practice of grow your own is hoped to be followed over the next few years.
• 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. 
• First Treasury management report of year submitted for review.

Revenues and Benefits 

• In the month of August, the team issued:
  
  • 2,800 Council Tax bills and 7,250 Benefits notifications; and,
  • 220 Non-Domestic Rates bills.
• 330 crisis grants and community care grant applications were received.
• The team received and dealt with 1,600 documents for Council Tax queries and reduction and750 for benefits.  In addition, the team received 2,000 ATLAS notifications from DWP.
• The team dealt with 2,450 telephone enquiries.

ICT Services 

• ICT Services are working closely with the Business and Digital Change Team to implement M365.  
• The Infrastructure Team:
  
  • Installed 68 Interactive Panels at Turnbull High, Torrance, Gartconner, Holy Family, Holy Trinity and Thomas Muir Primaries
  • Ordered new SD-WAN connections for Allander, Torrance Community Centre and Bearsden Hub
  • Continued preparation for the roll out of Windows 11 for corporate users.
•     ICT Security have:
  
  • Monitored incident reporting through partners. 
  • Addressing remediations for the annual IT Health Check.
  • Maintained the Council’s perimeter defences.
  • Monitored the migration of devices onto newly configured hybrid platform.
  • Completed various remediations and investigations across the estate.

Shared Services 

• The Residential Team added 111 service agreements to CareFirst for clients moving into care homes or for supported living services within their own homes.  
• The Homecare Team added 304 service agreements to CareFirst for clients receiving a homecare service or a direct payment.  
• Direct Payment Audit Team – 16 standard audits completed for clients receiving self-direct support.  
• The EMA Team dealt with 90 Education Maintenance Applications in August.  The team processed 63 on SEEMiS.

Housing Rent Arrears

• Active Tenant Rent Arrears were £1,100,003.18 which is a decrease of £61,366.30 on same period as last year (week 21).
• Housing Officers continue to utilise all avenues to maximise rental income and reduce rent arrears, apply a firm but fair approach when escalating actions against tenants whose rent arrears are increasing, and also provide advice and assistance to tenants who engage and need additional support. 
• Weekly Tuesday morning appointments for tenants at Kirkintilloch Job Centre with Housing Officers and Work Coaches to assist those in receipt of the Universal Credit housing element.
• A Tenant Participation Working Group meeting held at Hillhead Community Centre, Kirkintilloch. This was attended by tenants, tenant representatives, elected members and EDC staff.
• Online issue of the Taking Part newsletter published with links emailed to all EDC tenants where they have provided their contact email address. Newsletter available on EDC website and also advertised on EDC social media platforms

Business & Digital Change 

• The Business Systems Team have successfully upgraded 2 systems in the period. They have also managed 4 incidents, supported 5 projects.
• Work underway to modernise sheltered housing complexes, with new digital telecare alarms being installed across all 241 properties.
• Orders placed for the replacement of all remaining analogue telecare alarms across the Authority, well ahead of the January 2027 deadline.
• Replacement of the QMatic booking system has entered user acceptance testing with positive feedback and will be hosted within the new CRM platform.
• Completed enhancements to the transport database, improving contract setup, routing and processes for the Transport team.
• Successfully completed the major upgrade of the Integrated Housing Management System moving from version 22.1.0.1 to 25.1.0.1 (iteration 4) including component and security updates.
• Delivered CareFirst training for the latest intake of students and newly appointed social workers.
• Fusion HCM Delivery Team is preparing for an additional data migration cycle to improve completion times. 
• Fusion HCM is moving into the next stage, with preparation underway for parallel pay runs (PPR) to validate the system design and configuration against iTrent. 
• Further development of the business case for the new support and maintenance contract for the Fusion ERP platform is underway.
• The team is working closely with services on change management, training, benefits realisation and planning for the switch to the new platform.

Internal Audit

• The Team is working on completing the 2025/26 Internal Audit Plan, in line with available resources.
• Advice is continuing to be provided by Internal Audit in line with the Internal Audit Charter to support the enhancement of governance arrangements, risk management and controls. 
• Work on the 2025/26 plan with audits such as Complaints Management being near completion. Work has begun on 25/26 audits of Winter Planning Maintenance, Green Waste Permits and Supply Teacher Database.
• Work has begun on the completion of a gap analysis on the new Global Internal Audit Standards. 

Corporate Fraud 

• Corporate Fraud is investigating allegations received, focusing on suspected fraud or error within Education, Housing and Revenues Services and on the remaining cases resulting from the NFI.  
• The team also continues to undertake vetting on applications, from several services, in order to prevent to fraud and any potential reputational damage.
• The team is focused on maximising its value adding activity through prioritising large value cases, which in some instances are challenging to resolve and may require an update of the policy base to support action – specifically the creation of a Communications Data Policy.
  The team will also be focussing on the measures required to ensure compliance with The Economic Crime and Transparency Act 2023.

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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.

In August 2025, the HSCP exceeded its targets across all three identified key performance indicators.

Key Achievements:

• East Dunbartonshire Learning Disability Day Services has been shortlisted as one of the finalists at this year’s The Herald & GenAnalytics Scottish Impact Awards 2025, for the Diversity & Inclusion Leadership Award.
• Promotional activity in support of:
  
  • Bishopbriggs Community Treatment & Care Centre
  • SafeConnect to help safeguard people with dementia at risk of going missing
  • No One Dies Alone service

Areas of Focus:

HSCP Wide:

• Improve quality and relevance of information on HSCP website and maximise the potential of HSCP website to enable people to manage their own health and care needs 
• Implement year one of the East Dunbartonshire Public Health Framework
• Refresh Digital Strategy in line with the new Strategic Plan 2025-30
• Review and refresh the HSCP Medium-Term Financial Strategy
• Review of Business Support Function
• Review of HSCP Management Structure
• Develop the 2025-2030 HSCP Workforce Plan

Children and Criminal Justice Services:

• Implementation of Children's Social Work Services Review 
• Introduction of Just Enough Support (Fair Access, Transport, Eligibility Criteria)

Adult Services:

• Continue with the work streams associated with the Learning Disability review and agreement obtained to take forward the John Street review 
• Explore potential of developing an all-age learning disability function
• Review and develop new commissioning strategy for Adult Commissioned Services 
• Review the model of delivery for HSCP clinical mental health services across adult and older people care group
• Adult and Children & Families Services Commissioning Review 
  Review of adult Social Work delivery model

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Land Planning & Development have progressed a number of significant work streams during August 2025 in line with the Business Improvement Plan commitments.  

The Evidence Report for LDP3 has been submitted to the Planning and Environmental Appeals Division to undertake the Gate Check assessment.

A Call for Ideas and Sites consultation as part of the preparation of the Proposed Plan for Local Development Plan 3 (LDP3) commenced on 21 July 2025.  The consultation runs for a period of 8 weeks and closes on 15 September 2025.  To support the consultation, the following sessions have taken place:

• Online information session on 07 August 2025
• Drop-in session in Kirkintilloch Town Hall on 14 August 2025
• Drop-in session in the Fraser Centre, Milngavie on 19 August 2025

Work is continuing on identifying priority projects for inclusion in the Council’s new Greenspace Strategy, which will replace the Green Network Strategy and Open Space Strategy.  Work is continuing on an updated Open Space Audit which will support the development of the strategy. 

A final engagement exercise on a Food Growing Strategy for the area was undertaken in August and included the following events (organised concurrently with the Call for Ideas and Sites consultation):

• Drop-in session in Kirkintilloch Town Hall on 14 August 2025
• Drop-in session in the Fraser Centre, Milngavie on 19 August 2025

An information session on the Community Wealth Building Bill with internal and external partners was held on 06 August 2025.  Work is continuing on the development of a new Economic Development Strategy for the area.  Work on the monitoring and delivery of the Circular Economy Strategy is also ongoing.  

The Draft Climate Action Plan (CAP) was presented to the Climate Change Member Officer Group on 28th August.  Following discussion at the Group, the Draft CAP will now be reported to Council for approval and agreement to commence full public consultation on the Draft Plan. 

Following a successful bid for Scottish Government funding to support a feasibility study for a heat network in central Kirkintilloch,  based on an opportunity identified in the Council’s Local Heat & Energy Efficiency Strategy (LHEES) Delivery Plan, the tendering processing was commenced in August.   It is anticipated that the tender award will be made in late September with work commencing in October.

Recruitment to  the Sustainable Transport Policy Officer and the Climate Change Policy and Strategic Environmental Assessment Officer has been completed.  The new Transport Policy Officer will join the Council in early October; the Climate Change Policy Officer will start on 1st September. 

Data has been gathered to estimate the Council’s carbon footprint and prepare the Public Bodies Climate Change Duty Report and Carbon Management Plan for 2024/25.  Further progress on this work is contingent on Scottish Government issuing the reporting template for the PBCCD Report. 

A Technical Note on the Call for Views on the Scottish Government’s forthcoming Climate Change Plan from the Scottish Parliament’s Net Zero, Energy and Transport Committee was shared for internal feedback prior to our comments being submitted to Scottish Government in September.  

Additional content on the Nature-Based Investment Study was 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, contribute towards the Council’s net zero targets and deliver meaningful action to preserve and bolster flourishing biodiversity.  This includes meetings being organised to map existing tools that could support the study and a procurement specification being drafted. The study will likely need to be progressed in phases due to limited availability of funding.

Following proposed grid infrastructure upgrades in East Dunbartonshire being collated and submitted to NESO - such as plans for heat decarbonisation, transport decarbonisation and major developments – ongoing meetings are being held to provide input on the UK’s Strategic Spatial Energy Plan. 

A Strategic Environmental Assessment service continues to be provided to colleagues across the Council including for the Greenspace Strategy and Food Growing Strategy. Sustainability input has also been provided for various planning applications in addition to ad-hoc projects from other Council teams.

The new GIS server is now up and running. We have successfully migrated numbers of maps and data from old server to new one. 

The Team are currently working with a number of Teams across the Council on a range of GIS projects including Customer Relationship Management and RMMS (roads management system) Integration, Greenspace Strategy Mapping, Mapping support for FOI, The Team also continues to provide support in the preparation of LDP 3.

A new GIS Service & Error Reporting Action app: we have received multiple requests through this system. The team has resolved most of them. Examples include a request to create survey onsurvey123, Shapefiles data requests, CAD format data requests, updating GIS data /Online Maps, Ordnance survey data requests.  

The Team completed multiple address register/update requests and several address queries and new ArcGIS online accounts requests from Teams across the Council.

Transition to the new IHMS system continues to be supported by the IHMS Project team. Officers are utilising both Test and Live environments until snagging is complete in preparation for moving on to Phase 2.  

Systems officers are assisting with day-to-day processing of direct debits and the set-up of rent accounts in both Test and Live IHMS and continue to monitor/escalate issues as they arise.

Performance Monitoring Officers continue to complete monthly statistics and dashboards that inform the HGIOS Report and Annual Return on the Charter. In addition, a Quarterly Return is voluntarily submitted to Scotland’s Housing Network that informs an annual benchmarking analysis against other social landlords.

Performance Monitoring Officers are completing a monthly Voids Return for Scotland’s Housing Network who are actively monitoring voids timescales nationally.

Systems and Performance Monitoring officers completed BOXI training and can now utilise bespoke reporting functionality within IHMS.

Policy officers continue to work on revising the Council’s Allocations Policy.  

Both Policy and Housing Estates teams are preparing to progress a feasibility study into the cost effectiveness and viability of lock up garages and garage ground sites.

Procurement of a new Digital Telecare system provider is now complete. The project team are ensuring the successful transition of analogue telecare to digital telecare throughout the sheltered housing complexes and will deliver in-person briefings to tenants at each site. Asbestos surveys will be carried out at each site to ensure that operatives commissioned can access properties safely. 

The Housing Estates Officer is working closely with sheltered housing Wardens to ensure a robust service is provided to tenants during the Telecare switchover to the new system and to minimise disruption to tenants as equipment is removed and replaced.

The Housing Estates officer is delivering health and safety training to Concierge officers and Wardens and is responsible for delivery of Toolbox talks on various topics to maintain knowledge of standards and procedures when carrying out duties in relation to their respective roles. 

Working with numerous public sector agencies to ensure all support mechanisms to help business and create jobs are fully utilised, including development of new skills & technologies.  Cost of doing business continues to be a concern and resources to help and inform businesses continue to be priority with combined support materials available through the Find Business Support website.  A range of support is provided via the team and the Business Gateway contract to new emerging and existing businesses. This includes provision of local business support grants to support start up and growth SMEs. 

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.  

Increased Start Up Support  -  the team are currently working on mentorship programmes for start-up businesses to help them with marketing, finance and digital requirements, as better preparation at start-up can help businesses to be sustainable longer term.

Growth and inward investment enquiries are being supported and coordinated by the team, directing them primarily to masterplan locations (Kirkintilloch Gateway, and the emerging Westerhill masterplan area).  The team are working with City Deal team looking at promotional methods and opportunities to encourage investment at Westerhill. The site enabling and regeneration grant set to go live later this summer (2025). 

The team have started preparation for further green business and digital adoption support, enabled through Year 4 Shared Prosperity Fund allocation. This will provide an additional level of support which would not be available without additional funding, and sees a continuation from work undertaken with the first three years of SPF funding. 

The team continues with a range of work to ensure the delivery of the Council’s City Deal project. The Outline Business Case (in-line with City Deal & HM Greenbook requirements) was approved at the Glasgow City Region November 2024. Work is underway on the Full Business Case (FBC) stage for the two project elements – Bishopbriggs Town Centre Civic Space and Westerhill Development Road.

The Westerhill Regeneration Area (WRA) planning guidance and its associated delivery plan is now adopted under LDP2. Work is taking place to examine how different aspects of the WRA can be supported to a delivery stage, out with the current City Deal Projects.

Work is ongoing on the Westerhill Development Road (WRA) which is currently at DMRB Stage 3. The planning application has been submitted. At Council in June, a report on the WRA was approved, and additional capital funding has been provided to enable the project to continue to progress through the FBC stage. Work continues with relevant landowners to progress the project.

Work continues on the next stages of the design process for Bishopbriggs Town Centre, including finalising the technical design package ahead of procurement of main works contractor to establish a construction cost. Work continues with relevant landowners to progress the project. The A803 project is now out with the scope of City Deal, but work continues to look at how this can be funded and delivered through other means.

The team are working with the Glasgow City Region Programme Management Office on the proposed use of additional City Deal funding that has been allocated to all eight member local authorities for the Enabling Commercial Space programme. At P&R in May, approval was given to utilise the funding to help deliver commercial floorspace in the Southbank area, linked to the Councils asset strategy for this location. 

The Campsie Memorial Hall project in Lennoxtown secured funding from the Scottish Government’s Regeneration Capital Grant Fund, and is now on site

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 end of March 2026 as part of the fourth year of SPF funding.

The Lennoxtown Main Street Improvement Project has concluded the development of technical designs. Progress to the construction phase will be subject to affordability following the tender process for a main works contractor with external funding from Transport Scotland for Tier 2 Active Travel Infrastructure Fund confirmed in June 2025. A report was presented on the project to the 28th of August Place, Neighbourhood and Corporate Assets Committee. 

The Lennoxtown Greenspace Project aims to repurpose disused red blaes pitches at Station Road and Ferguson Parks to provide outdoor recreation spaces, enhance biodiversity, and improved active travel routes. The project has secured funding from the Scottish Government’s Vacant and Derelict Land Investment Programme (VDLIP). The VDLIP funding will deliver improvements to Station Road Park where it’s anticipated works will begin in 2026. The designs have been developed in partnership with the local community. Officers will finalise the design via further community consultation later in 2025.

Construction of the Twechar Canalside Outdoor Pursuits Centre is complete, the lease has been agreed and the building handed over to the operator. The centre will open to the public later in the year.

Work is ongoing with the Milngavie BID and Kirkintilloch BID as they move through year one of a five-year term. 

The construction phase of Canniesburn Toll Improvement Project is now complete. The activation of the new traffic light system took place over October and November 2024. The project is now finished and in its defects stage. Monitoring of the new signals will be carried out in September 2025 with the findings being reported to Council. Detailed updates have been provided in various Technical Notes.

Feasibility and design works are progressing on a range of active travel infrastructure projects included in the Local Transport and Active Travel Strategies, including works to improve various active travel paths throughout the area.  

Work is progressing well on the A807 Active travel route, with construction completed for Phase 1a. The associated TROs for the project have been approved. Preparation is underway for design. Surveys and consultation work which be starting for the next phases through 2025/26.

The BetterPoints East Dunbartonshire App has been launched to promote sustainable transport and active travel. The app allows users to track their sustainable travel journeys and earn rewards for travelling in such a way.

The Traffic Free Schools project continues, and approval has been received (at May 2025 PNCA Committee) to deliver the initiative in a second phase of schools to enhance accessibility and sustainable modes of transport for children and school communities. Lennoxtown Primary, Meadowburn Primary and Thomas Muir Primary are the chosen schools to pilot the scheme in the 2025/26 academic year, which started over August.

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 47 applications and validated 41 applications.

The Building Standards team have received 82 building warrants and approved 96 applications.  

The Enforcement Team opened 10 new cases and closed 3 cases.

The Development Applications team have been busy preparing reports for the next forthcoming Planning Board and Local Review Body meeting.

The Team have been supporting the Councils Housing team with pre application technical advice for the next round of housing projects.

Both Planning and Building Standards teams continue to offer support and informal advice to customers through our daily duty service Monday to Friday. 

• Delivery of engagement sessions on the call for ideas and sites for Local Development Plan 3 (LDP3)
• Commencement of the second phase of the Traffic Free School projects
• The new GIS server is now up and running

Click image to enlarge.

Throughout August, the Democratic Services Team continued to support the internal governance of the Council, in addition to certain regulatory functions. Six governance meetings took place during August. Preparations are well advanced for the use of Modern.gov to support the maintenance and publication of Members’ Registers of Interest.  In addition, work is underway to develop the system for use in the preparation, approval, and publication of Technical Notes and Contract Standing Orders waiver forms.  In time, it will also be used to support public engagement and consultation, and a petitions function.

As part of the annual Primary and Secondary Schools Registration process, the Team continues to deal with late applications and appeals for the 2025/2026 school year.

The Team continues to engage with the Electoral Registration Officer, Electoral Commission, Electoral Management Board and Association of Electoral Administrators in preparation for future electoral events, particularly the Scottish Parliament elections scheduled for May 2026.  This is the most complex and demanding electoral event that the Team administers, and so detailed planning has commenced, and includes officers from various services.  Officers will also liaise with colleagues in West Dunbartonshire Council as the Scottish Parliamentary constituency is cross-boundary. Regular update Technical Notes will be issued to Members as planning progresses.

The Team continues to support Children’s Hearings Scotland as part of the North Strathclyde Area Support Team.  Ongoing support was also provided to Community Councils.  The Team continues to participate in local and national resilience partnership meetings and training exercises.

The Council continued to deliver registration services during May and when able, supported colleagues in neighbouring authorities.  In addition, the service continued to engage with partners across Greater Glasgow as part of ongoing resilience planning for winter and other potential incidents, in relation to both storage and registration in the event of a mass casualty event or periods of excess deaths.

The service continued to support Members and the Strategic Leadership Team.  Officers from SLT Support and Members Support participated in the Civic Committee and delivered many of the decisions of that Committee.  The Information Management Team continued to provide important support and advice to the MS365 implementation team, in addition to business-as-usual support in relation to freedom of information and data protection.

• Registration & Customer Services completed 85 birth and 149 death registrations in May.  37 marriages and 1 civil partnership were also registered in this period. 
• Citizenship Ceremonies were held to welcome 15 new citizens.
• Continued development of the new committee administration system, which included further support for report writers, elected members and development of additional functionality.
• Information Management received & processed 139 FOI/EIRs and 12 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 August 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.

• During August, the Team processed 13 contract review forms and 6 contract award letters, 2 open market purchases, 24 taxi licence applications, and 2 housing repair grants.  All were processed within the timescales.  Considering this, it is not proposed to take any steps currently other than to continue to monitor progress against the set PIs.
• The Team continued to provide support to the wider City Deal team with advice and support including negotiation of client-side professional support services contract, including Service Manager services, for the pre-construction phase of the Westerhill Development Road, supporting the provision of procurement advice for the Westerhill Development Road project, and providing advice on land acquisition for the Bishopbriggs Town Centre Civic Space project. 
• Property and planning work included lease for Unit 22; Twechar Green, 7 open market purchases settled; section 75 agreement for 29 residential units on land adjacent to Crofthead Cottage, Bishopbriggs to include affordable housing and contributions to open space, education and delivery of a signalised road junction; and title reviews for services including on title matters for the proposed new Milngavie Primary School nursery.
• Contracts and procurement work in this period included supporting the Major Assets Projects team with formal sub-contracting consent for the Campsie Memorial Hall project; contracts awarded for 17 seater minibuses, for food waste refuse collection vehicles, for design and build of Mugdock Country Park Play Area, for Home Care Electronic Care System, and for design and build of Firbank Play Area Project; putting place data sharing agreements with Stemspace, Virgin Media and BT.
• Grants offers accepted included Glasgow City Region Deal, Canalside and SMHSS.
• The Litigation and Licensing Team continued to provide support to Social Work in relation to adults with incapacity and permanence planning and to Education on a variety of matters.  The Team continues to provide advice on a wide range of confidential matters including employment advice and support the Housing Service.  Additional work included putting in place the increase taxi fare, engagement with the taxi trade to establish if there is any widespread desire for a restructure of taxi fares, , supporting the high volume of Placing Request appeals, processing a number of Public Entertainment Licences, often in short timescales, to support community events for the summer period.

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

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

The Team was also heavily involved with multiple Capital programme requirements, system software renewals, Transport Contracts, Council Building planned maintenance and Housing New Build Maintenance support.

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

• Providing ongoing support to the City Deal team in relation to Contract requirements and alternative procurement route options.
• Supported key Capital, Business & Digital Change projects such as Oracle Fusion upgrade , Fusion HCM Phase 2, IHMS, City Deal projects to support Westerhill Development Road, Capital projects such as  school estate Professional Fees, school new build contracts, and general budget projects such as school maintenance works, School Transport contracts whilst supporting workforce of the future planning and Business as Usual workstreams.
• Participation in extensive meetings and workshops to train, test, reconcile data transfer and solution implementation for the Oracle Fusion Redwood upgrade.
• Completed renewals for support and maintenance of business-critical systems to facilitate workforce of the future.
• Ongoing support to the /implementation of Fusion to support the technical requirements for Payment integrations, Managed Stores and e-invoicing.
• Information gathering to support the 2024-2025 Annual Procurement Report to include alignments with organisational Climate Action Planning, Circular Economy Strategy, Community Wealth Building & the City Region Community Wish List planning.
• Processing and payment of Welfare Support Payments in line with Council support requirements.
• Processing invoices, payments and Fusion housekeeping actions.
• Continued efforts to improve payment KPI’s, planning and communications for Oracle Fusion.
• Continued Business Critical expenditure considerations within Buyers Work Centre.
• Ongoing work on the review of Contract Standing Orders for alignment with organisational changes, financial management and Procurement governance.
• Continued Fusion Redwood upgrade actions and communications in alignment with the quarterly Oracle schedules, managing the backlog resulting from the system downtime and managing business as usual.
• Continued workstreams for the Oracle Fusion upgrade to Redwood Self Service Procurement, including testing and revisiting personalisation to consider business impacts.
• Continued workstreams for the implementation of the Oracle Fusion Supplier Portal, including testing and revisiting system set up prior to roll out in June.
• Review of resourcing considerations to support Project workload and business as usual priorities.
• Data extraction, review and redaction for the submission of external third party spend for the 2024-2025 financial year to Scottish Government

During August, the Strategic Commissioning Team continued to support the HSCP to progress transformation and budget saving related priorities whilst managing and providing daily oversight across the commissioned market.   

• Progressed agreed Option Appraisals aligned to transformation, redesign and budget priorities.
• Finalised and/or progressed plans to support and integrate individuals with complex health needs who are currently in long stay hospital settings, into more appropriate / homely community settings.
• Contributed to and supported the progression of several HSCP strategic and service reviews and provided added value by providing project management and budget management advice and expertise.   
• Monitored  financial frameworks underpinning strategic reviews to ensure accuracy, alignment with the HSCP’s medium term financial plan and respective commissioning delivery plans.   
• Led on discussions with providers with a view to bottoming out actual service costs, implementing spend control measures and mitigating and/or reducing projected deficits.   
• Progressed strategic needs analysis of commissioned Children services to help inform strategic planning & Commissioning Strategy development.
• Continued d discussions with external commissioning colleagues on the potential development of an integrated service model for complex needs.  If progressed, the model will help to alleviate discharge pressure whilst providing much needed additional capacity in the community.
• Engaged with external HSCP’s to explore the potential to co-produce & co-design a collaborative service capable of providing cross boundary generic support to meet identified needs & outcomes & deliver value for money

Click image to enlarge.

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

This Service area is divided into eight portfolio groupings:

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

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

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

The team continue to deliver both planned and reactive maintenance to both carriageways, footways, and street lighting assets. The Service continues to work towards full resource capacity with some vacancies for operational posts. 

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

The Streetlighting Team are also working on their 2025/26 Capital Programme with vacancies advertised and interviews planned for August to backfill the remaining lighting technicians and electricians’ posts. 

The Roads Network Operations Team are planning for the 2025/26 Roads Winter Maintenance Period for both carriageway and footway winter maintenance. The remaining recruitment of squad leaders and operatives is scheduled before the winter maintenance period to ensure the team are fully staff and able to respond to the demands of the season. The initial rock salt order has been delivered and is now in the salt dome at Broomhill.

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 also continues to work with Legal colleague to oversee the TRO process associated with the potential implementation of 20mph speed limits across various the remaining geographical areas following the implementation of 20mph in Bearsden and Twechar.

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

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

The three geographical based teams are continuing with the spring and summer grounds maintenance tasks. The teams are also undertaking street cleansing of all adopted council roads and pavements including litter collection, leaf clearance, mechanical sweeping, and servicing of street litter bins. 

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

The 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 continues to analyse 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 continuing with the spring and summer grounds maintenance tasks. The monthly visitor number continue to exceed expectation, and the team area focused on enhancing the visitor experience to the country park with various improvements planned to key attractions in line with the Mugdock Country Park Strategy. 

The Mugdock Country Park Team continue to work with Striling Council to explore the possibility of Car Parking charges within the five car parks in the park. 

The Waste Team has continued the frontline service operations for the collection of over 400,000 assorted household bins over the month of August, 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 1621  tonnes of waste through this contract in August, ensuring our waste undergoes treatment for recycling extraction prior to being sent through an Energy from Waste process.

Summer holiday annual leave, sick absence and vacancies mean the Service is prioritising core service delivery based on the resources available. 

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

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

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

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

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

Ongoing and comprehensive health and safety assistance is provided to services throughout the council, HSCP and EDLC, conducting multiple site visits to offer expert guidance, address emerging issues, and assist with the completion of risk assessments and safe systems of work.  Inspections of depots and a secondary school also took place in June. During this period, the team have been working closely with Waste and Fleet in their H&S committee, Mugdock Park with reviewing the Gaelic Festival, Education, Early years Centres, HSCP John Street and School Improvement Team for minor projects. 

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

H&S training in April focused on H&S inductions, Legionella and Control of Contractors and UFAS. Safety alerts were issued this month on “Safety through planning and PPE” and short training sessions were updated such as “Bloodborne viruses” and “the use of axle stands, and chassis stands” to support safe operations as a safety targeted approach. 

The focus continues for Construction Design and Management (CDM) compliance with site visits, inspections, reviewing construction phase plans, risk assessments and method statements for refurbishment, general estate repairs, new builds, paths, roads and greenspace projects for various teams.  Work has been ongoing for Baldernock and Cadder cemeteries, for D&I, Housing, Assets and Major Assets teams projects such as Twechar Housing, Bearsden PS, Torrance Community Centre, King George V Pavilion, Campsie Memorial Hall, Kilmadinny Loch and Milngavie Town Hall, among other construction projects.

To support Estates & Facilities team in their CDM works, reviews were undertaken for repair works in educational establishments such as St Helen’s PS, Gartconner PS, Castlehill PS, Milngavie PS, and other corporate buildings.

Fire Risk Assessments are conducted in accordance with the predetermined schedule.  Officers undertake routine inspections and continue to carry out site visits to address any fire safety concerns and offer expert advice. In JUNE there was a focus on Housing sites and the review of the fire risk assessment process for domestic premises and buildings. 

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

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

Between 01/08/2025 and 31/08/2025, we have identified 277 defects in East Dunbartonshire Council carriageways and footways. We have completed 135 repairs on time (approx. 48.73%), 8 repair late (approx. 2.89 %) and 134 repair (approx. 48.38 %) are in list for action and are still within SLA (incomplete).

Below chart compares our last three months performance:

Road Project & Maintenance Works August 2025: 

Below table indicate the list of footway and carriageway capital resurfacing projects, Minor work, Road pothole Repairs committed in August 2025 in East Dunbartonshire Council areas.

Between 01/08/2025 and 30/08/2025, East Dunbartonshire Council completed 22 scheduled safety inspections. 15 of these inspections are related to Footway inspection and 12 of them related to carriageway inspections. All inspections were completed and comply with East Dunbartonshire Council tolerance between inspections dates. Details of these inspections are as below: 

No action was taken in East Dunbartonshire Council between 01/08/2025 and 31/08/2025.

As part of our contribution to the How Good Is Our Service report, we are pleased to provide data on routine annual gully cleaning.

• There is a total of 6,730 gullies on primary and key routes within East Dunbartonshire. Between 01 April 2025 and 31 August 2025, a total of 4,564 gullies on these routes were attended for cleaning.
• On secondary routes, there are 22,968 gullies in total. During the same reporting period, we successfully cleaned 9,467 gullies on these routes.

This data reflects our ongoing commitment to maintaining drainage infrastructure and minimising flood risk across the road network. Please see below table. 

Structures

• Review & response to abnormal load requests.
• Assisting other departments in the assessment of non-council assets.
• FB62 Milngavie Golf Club footbridge – timber bridge deck and parapet replacement complete.
• SAC17 Lochgrog Railway bridge on Wester Way - graffiti painting works undertaken on 4th September.
• SAC34 Blacklands Place VRS repair complete on 9th September.
• SBC05 Goyle Bridge Japanese knotweed – two treatments complete on 10th September.
• SUC09 Burnbrae bollard installation planned for 2nd October.
• SAC08 Park Burn VRS and retaining wall repair planned for 20th October.
• Procurement process underway for FY25-27 structures framework contract.

Flooding 

• River Glazert Restoration Project, Lennoxtown- PNCA approved for construction funding and progressing to tender development. Ongoing. 
• Held meetings with contractors for the flood bund at Castle Circle, Lennoxtown to close out section 75 agreement. Ongoing.
• Dealing with various locations flooded on 15 August 25 in Bishopbriggs and surrounding areas. Climate Ready Park flooding investigations are ongoing with designers. Contractor drainage investigations in area completed and provided all information to designers for review. Update to affected customers provided and continue to provide flood advice and support. Ongoing.
• Kelvin Tributaries Project – consultants have issued RIBA1 draft report for project team (EDC & SEPA) for review. Ongoing 

Drainage 

• Drymen Road / Station Road Bearsden – closure for drainage investigations at junction (completed 15 August in advance of signalling works).
• Attended site at Glenhead Road, Lenzie. Works to follow in September.
• West Balgrochan Road, works complete.
• Additional drainage to support flood risk reduction at Drymen Road@Station Road, Bearsden, complete.

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 relating to development sites.
• Process road opening and temporary traffic management permits.
• Installation of the new traffic signals at Meadowburn Bishopbriggs has commenced.
• Coring samples being taken for the 2025 national coring programme.

Traffic

• Signalisation of Drymen and Station Roads, Bearsden - complete by 25 August.
• Pedestrian crossings at St Helen’s Primary School (Wester Cleddens) and Oxgang PS (Lammermoor Road) now live. Remaining sites progressing.
• 50No. road markings warning drivers of children crossing to schools in various area of the Authority have been installed, 50 more are to follow.
• Pavement parking legislation is now live throughout EDC. Officers are corresponding with residents and colleagues about problematic sites.
• 20mph signage installed for Bearsden is ongoing. Public consultation for Bishopbriggs is complete and a report is being prepared for PNCA. Consultation for Kirkintilloch/Lenzie and the villages is underway. Milngavie to follow.
• Commenting on various licences i.e. street trader licences, public entertainment licences and occasional licences.
• Commenting on planning applications.
• Responding to Lining Requests and refreshing faded road markings and street signs throughout the area
• JRSO invite letters to participate in scheme sent out to all EDC Primary schools 2/9/25.
• Disabled bays consultation for next year has been passed at PNCA meeting in August.

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.
• Ongoing cemetery operations, digging and carrying out interments, installing headstone foundations and benches.
• Checking and clearance of culverts
• Play park inspection 
• Herbicide works in open spaces, including Japanese knotweed treatment.
• Pitch marking and overmarking.
• Housing tidy-ups, on request.
• Responding to Customer Service Requests and complaints.
• Removal of dead animals and excess waste at recycling centres.
• Cutting of flood bankings/Iona Way
• Overseeing contracts relating to Verge cut (2nd cut) and hedge cutting.

Streetscene Technical Support

• Play Area Bishopbriggs Park – public voting undertaken - procurement being finalised 
• Play Areas  Westerton –  public voting undertaken  - procurement being finalised 
• Play Areas Kincaid (MOC) - public voting undertaken - procurement being finalised 
• Play Areas at Angus Avenue/Fir Park - public voting undertaken - procurement being finalised 
• Play Area at Stanley Drive – currently out to tender – returns due in September
• Play Areas – annual external safety inspection now organised – to be undertaken in September this year
• Twechar Pump Track – consultation complete for potential pump track adjacent to Healthy Living Centre – available online – brief now with procurement
• Cemetery Management Rules – Scottish Govt regs now being finalised and implemented prior to March 2026 – EDC rules will now be updated this financial year
• Headstones/Memorials Inspection – inspections complete at
• Campsie Cemetery and New Kilpatrick Churchyard   – ‘make safe’ arrangements progressing in Old Aisle
• Cadder Cemetery Extension – Pre Planning POAN now complete- Planning application imminent
• Langfaulds Cemetery - pre start undertaken with consultants to finalise design works for next phase
• Ash Dieback Survey on Roadside – further survey now undertaken – this will assess level of deterioration across roadside trees
• Schools Estate – tree survey findings analysed – orders being raised for any priority works
• Storm Eowyn – significant damage as a consequence of the storm with hundreds of trees impacted – all emergency works complete however clear up will continues across the district for a number of months – this remains ongoing
• Storm Floris – number of trees across district impacted – clear up largely complete
• Climate Ready Park – almost complete – final works and reinstatement works now progressing 
• Etive Park Allotments – now fully up and running – Officers working with Allotment Holders to create an Allotment Association 
• Community Growing Facilities – progressing improvement works via Shared Prosperity Fund – programme progressing for 25/26  
• Rosebank Allotments – Officers continue to liaise with Allotment holders and committee
• Food Growing Consultation – Officers supported sessions in Kirkintilloch and Milngavie
• Nature Restoration Fund – projects identified for 25/26 and works now progressing  
• Management Plans – Lenzie Moss, Whitefield Pond, Cairnhill Woods and Heather Avenue – now complete and shared with community groups - early actions progressing
• TCV Partnership – environmental improvement works have commenced on the John Muir Way - 3 year programme in total
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• Merkland LNR – Scottish Water undertaking infrastructure works to site – now complete  - reinstatement progressing – discussions with Scottish Water ongoing
• Glazert Project – team input into overall project re trees and biodiversity aspects – planning consent and construction both approved
• The team continues to respond to high volume of open space, tree and bereavement enquires, along with planning application consultations and complaints. 
• Team working with City Deal Team and Consultants in relation to Masterplan of Bishopbriggs Relief Road/Westerhill
• Planning application responses and support to Planning Team ongoing 
• Open Space audit work for input into the Grounds Maintenance System ongoing for Milngavie & Bearsden.
• Assisted a number of Community Groups with Litter Picking resources across EDC.

Events in August

There were 11 events in August that attracted 133 attendees. Of these events there were 4 sold out events. The average attendance was 69%. £1357 of income was generated by events. 

Date: 05/08/2025

Event: Go Batty in Bearsden

Capacity: 25

Total: 22

Total: £110

% Capacity: 88%
                    

Date: 06/08/2025

Event: Creepy-Crawly Club: Grassland Beasties!

Capacity: 20

Total: 20

Total: £100

% Capacity: 100%

Date: 06/08/2025     

Event: Summer Junior Ranger 3 Day Camp: Creative Woodland 6-8 August

Capacity: 10

Total: 10

Total: £600

% Capacity: 100%

Date: 10/08/2025

Event: Bushcraft Survival

Capacity: 10

Total: 3

Total: £24

% Capacity: 30%

Date: 12/08/2025

Event: Go Batty in Milngavie

Capacity: 25

Total: 23

Total: £161

% Capacity: 92%

Date: 13/08/2025

Event:Creepy-Crawly Club: Woodland Beasties!

Capacity: 20

Total: 20

Total: £100

% Capacity: 100%

Date: 17/08/2025

Event: The Mysterious world of Runes

Capacity: 24

Total: 2

Total: £14

% Capacity: 8%

Date: 24/08/2025     

Event: Sensational Shelters

Capacity: 24

Total: 6

Total: £42

% Capacity: 25%

Date: 24/08/2025

Event: Whittle in the Wilds

Capacity: 10

Total: 7

Total: £56

% Capacity: 70%

Date: 31/08/2025      

Event: Crafty Work

Capacity: 24

Total: 10

Total: £70

% Capacity: 42%

Date: 31/08/2025

Event: Happa Zome

Capacity: 10

Total: 10

Total: £80

% Capacity: 100%

Total: 133 £1,357

Warden tasks 

August warden events have been a combination of the regular, project, reactive maintenance and event activities including: 

• Regular work: litter picking, emptying bins, dog bins, cleaning toilets, weekly courtyard deep clean, bin housings, tables etc., playpark, toadstool trail, car park checks, grass cutting and edging, strimming of visitor areas and weeding of beds around Visitor Courtyard. 
• Project work has included assisting with the Walled Garden including the removal of box hedging with community unpaid work, assisting with the Clan Graham visit.
• Reactive site maintenance has included addressing damage caused by Storm Floris.
• Income generation activities include undertaking setting up of set up of monthly market, setting up power and seating for musical performances in the Bandstand, setting up of BBQ bookings in the three BBQ locations. 

Ranger tasks include: 

In addition to Ranger events, Ranger land management tasks have included:

• 9 Volunteer days (45 hours) with a total of 41 volunteers.
• 4 meters of footpath at Gallowhill have been reinstated following damage from Storm Eowyn. 
• 7000 meters of Birch saplings removed on Drunclog Moor. 
• Incursion into the scrub for grassland management of Castlefields, including removal of hawthorn, broom and alder. 
• Sycamore seedling removal on a section of Craigend Avenue. 
• Footpath drainage work at Craigend pond. 

Visitor Centre 

• Stock orders amounted to £1067. 
• The total Retail takings for August 2025 were £2,876 inc VAT. 
• The largest sellers were Toys followed by Homeware. 
• There were 929 visitors to the shop, resulting in 458 sales, which is a conversion rate of 48%. The average transaction value is £6.78 in August. 

Non-retail income comprised of: 
DONATIONS    £582.54
LETS (Non Vat)     £149.00
LETS (VATABLE)    £666.00

Marketing / Communications

The social communication campaign was centred on Throwback Thursdays - Georgian Walled Garden and Mugdock Castle, Play Area Project Consultation, Event promotion of summer activity programme, promotion of music in the Bandstand, the Mugdock Market (paid promotion) and the Gaelic Harvest Festival. 

Projects
-    BBQ shelter: Open for bookings 
-    Decorative screen: agreement reached with adjacent commercial tenants for location and design, quotes being sought for fabrication following receipt of completed design. 
-    On-going issues with septic tank being addressed by Corporate assets team. 

• The Clyde Valley Residual Waste contract accepted 1621 tonnes of general waste throughput in August from our households and Street Cleansing for recycling pre-sort, and then ongoing production of energy from waste. This was a reduction of 15.48% compared to August 2024.
• The changes to the frontline collections have encouraged residents to utilise the food recycling available at the kerbside. We have noted an increase in food waste tonnage of 14% in comparison to August 2024.
• The Service have been working with Scottish Government Officers and colleagues within Procurement to prepare contingency arrangements for the processing of the recycling materials we collect lift from the kerbside.
• In August we are showing an increase in tonnage in both our recycling waste streams from the kerbside in comparison to August 2024. There is a 1.86% increase in paper/cardboard and 9.86% increase in cans, glass & plastics.
• Waste Services successfully participated in the Glasgow City Region Smart and Connected Social Places programme with having equipment installed in the refuse collection vehicles to identify areas with little or no mobile phone coverage.
• The team have been liaising with colleagues in Business Change to bring the Mavis Valley booking system in-house, to operate through the Customer Services Relations system and provide both a saving and an improved system.
• The Garden Waste Permits continue to roll out, with 299 being purchased in August. This brought the total figures at this time to 30,859 permits sold to residents.
• The waste operational team continue to utilise the new digital technology in the creation and delivery of efficient frontline collection routes. The team have been working in the back office throughout August with a focus on the Commercial Waste Service.
• The team have been working through various Recruitment opportunities, with new both a new Shift Leader and Squad Leader starting throughout August.
• The service participated in the collaborative procurement engagement session led by Solace/Improvement Service. There was discussion around joint working opportunities and potential workstreams as we move forward. Further meeting to be scheduled in September.
• Mavis Valley Household Waste Recycling Centre received 15514 booking throughout August with a 91% attendance rate overall.
• The team supported the Lenzie Community Festival and Milngavie BID event with the provision of both refuse and recycling bins.
• The Technical Support team attended the Oakburn Gardens, Sheltered Housing residents forum and have now introduced a new recycling collection service.
• Service attended the quarterly APSE Waste & Recycling Network.

• During the period 01/08/2025 to 31/08/2025 there were 283 vehicles/plant inspected/repaired in line with the servicing schedule and defect procedure.
• 73% of jobs were completed within 2 days of being booked in.
• We currently have a variety of vehicles/plant on order to replace an aging fleet in line with the vehicle replacement programme. 
• Support Council services in the delivery of ASN Transport including the distribution of essential supplies for vulnerable individuals throughout the period including meals for early year’s facilities and lunch clubs etc.     
• Continued work on the management of Capital programme for the replacement of fleet assets through the financial year.        
• Continued work on the CPC training programme, to ensure all drivers that require CPC training achieve this before the deadline to remain compliant.
• Continued support to front line service operations through the provision of in-house fleet maintenance function including work on horticultural and construction plant equipment. 
• Management of Fleet Operations in compliance with Operator Licencing legislation with a DVSA Operator Compliance Risk Score of Green for both Traffic and Compliance 
• The team carried out a variety of gate checks, any issues that were identified were reported to the relevant management team.
• Monthly audits have been implemented to ensure MOT station compliance.
• We continue to monitor external hires.
• The team worked extremely hard during this period to ensure the frontline services had enough vehicles/plant during the period to carry out their duties.
• Work is ongoing to replace the fleet management system. The Capital Replacement programme for vehicles/plant has been completed for financial year 25/26.