How Good is Our Service 2024/25 - Council Services

April 2024 - March 2025

The Assets & Facilities Strategic Grouping comprises the services noted below. These services have the following core responsibilities:

Property Maintenance

The Property Maintenance service undertakes repairs and maintenance across the Council’s property estate, which includes circa 3,800 housing properties in addition to all operational and non-operational assets. Operationally this involves reactive repairs, void management, gas servicing, fixed electrical testing and portable appliance testing. The service also undertakes a range of capital works on behalf of both Housing and other Council service areas. 

• The service has managed to maintain good levels of performance across all indicators in the despite facing some challenges throughout the year and we are confident this will be maintained and improved going forward into next year
• The service has maintained high levels of performance in the delivery of Gas Servicing throughout the year with 100% of properties having a gas safety check carried out within the anniversary date. Voids performance has been consistently high for the second half of the year after a challenging start to the year with 85.3% of properties being returned within target timescales. The service has implemented further improvement measures and continues to look at ways of maintaining and improving performance in 2025/26
• Good levels of performance have been maintained in the delivery of emergency repairs and we continue to exceed our annual target. The number of repairs appointments kept continues to be at a high level with 99.9% of appointments being met. The average number of days to complete non-emergency repairs has improved on last year and is just over 2 days above our annual target figure of 12 days with the average being 10.7 days for the year. Improved performance in this area has resulted from the introduction of improvement measures within the section and we anticipate this will continue going forward. Of all customer satisfaction surveys completed in 2023/24, 88.77% of tenants said they were very or fairly satisfied with the service provided
• Property Maintenance continued the delivery of the Housing/Non-Housing Capital Programme this year and this has been well received by tenants
• The service continues to deliver repair works across the education portfolio with ongoing decoration works having been carried out on a number of schools   

Facilities Management

The Facilities Management service is responsible for the delivery of a cohesive building support service to all buildings owned or operated by the Council. Facilities Management provide a wide range of services which includes but is not limited to catering, cleaning, porterage and janitorial, security, minor repairs and maintenance and the provision of the school crossing patrol service. The Facilities Management service provides support to both the school and corporate estate including supporting the delivery of the Council’s accommodation strategy.

• The service continued to face challenges throughout 24/25 mainly associated with the on-going impact of the cost-of-living crisis. Resources were reviewed daily to ensure the effective provision of janitorial, cleaning and catering services. Supply chain issues remained a challenge to the service, particularly in relation to the catering service and significant inflation costs affected both catering and cleaning service areas
• A full lunch menu offering with two hot main meal choices continued throughout 24/25 and significant work was undertaken to ensure the lunch menu complies with the revised nutritional regulations and Food For Life requirements. Supply chain issues continued throughout 24/25 and this impacted on the availability of various menu items, resulting in menu changes. The service worked with suppliers to source alternative products to reduce the impact on the catering service
• A review of responses following the online catering consultation in 2023 shaped menu planning and two menu changes were implemented throughout 24/25. The uptake of Primary and Secondary school free meals increased over the year and although the annual target was not achieved in Primary schools, there was improvement compared to the previous year. The catering service continues to seek customer feedback to improve service delivery and increase customer satisfaction
• The uptake of paid and free school meals has been impacted during 24/25 as a consequence of various factors including the cost-of-living crisis, extension of universal free school meals and the revised nutritional guidelines. A decrease in uptake was expected following the implementation of the revised nutritional guidelines as changes removed or adjusted the frequency of some popular items. The extension of universal free school meals has had a detrimental impact on income levels and food expenditure costs have increased as a result of rising inflation, compounding the financial pressure on the service. Primary school paid and free meal uptake did not achieve the annual target, however there was progressive improvement during quarters 3 and 4. The annual target was exceeded in Secondary schools. The focus remains on improving the uptake of school meals in lower performing schools
• The service has achieved the target for locally sourced food products in the school lunch menu. Significant engagement with suppliers was undertaken to identify and source alternative products as supply chain issues were experienced. The service continues to engage with suppliers to increase the inclusion of locally sourced products within the lunch menu. Snack n Play operated during the Easter, Summer and October holiday periods within six identified Primary Schools and FM supported this with the provision of janitorial, catering and cleaning services. A hot lunch was provided along with evening cleaning to ensure a safe environment was provided
• The service continued to work with the Soil Association to achieve the Food For Life Served Here, Bronze award in Primary schools and Early Years Centres and following the annual review in 24/25 the Bronze award status was renewed. This award recognises our commitment to produce healthy nutritious meals and the service continues to work with the Soil Association with the aim of achieving the Silver award status.

Development & Investment

The Development & Investment service seeks to ensure effective stewardship and development of the Council’s assets in order that they contribute to the Council and its partners’ overarching vision and intended outcomes, maximising their effectiveness and supporting sustainable economic growth and place making. 
 
The service maintains an active role in the monitoring, review and revision of the Council’s approved Capital Programme and Housing Capital Investment Programme and works closely with colleagues across the organisation to ensure that the Council continues to deliver against its capital expenditure commitments.

The development of a strategy for the decarbonisation of the Council’s built estate remains a key priority, with teams across the service progressing various work streams to support the decarbonisation of the Council’s buildings and to inform future investment planning. Work will remain on-going in 25/26 and align closely with the Council’s Climate Action Plan and the revised Corporate Asset Management Plan in 2025.

Rising borrowing costs, existing repayment commitments following the delivery of significant levels of investment in flagship capital projects in recent years and persistent construction price inflation continue to present significant and sustained risks to the deliverability of further significant capital projects in the short to medium term. 

Despite this, teams across the Service have contributed towards a number of notable achievements during the course of 2024-25, including:

• Progress through the construction phase of Twechar Outdoor Pursuits Centre, due for completion in May 2025; on-going progress through the pre-construction phase of projects at Westerhill Development Road, Bearsden and Milngavie Primary Schools, Balmuildy Primary School and Westerton Primary School
• Continued progress through the development of the next phase of the Council’s Affordable Housing Programme, which will deliver over 300 new homes across East Dunbartonshire.
• Completion of a wide range of capital projects to improve the condition, energy efficiency and accessibility of the Learning and Corporate estates
• Programmes of planned capital investment across the existing Council Housing stock, including the replacement of kitchens, bathrooms, central heating systems and roofs; and the delivery of Mixed Tenure roof replacement projects.

Estates

The Estates service seeks to ensure effective stewardship and development of the Council’s assets in order that they contribute to the Council and its partners’ overarching vision and intended outcomes, maximising their effectiveness and supporting sustainable economic growth and place making.

Estates Maintenance ensure the Council remain compliant in respect of legislative requirements across the Operational Estate, including ensuring that all gas and oil boilers are serviced annually. All other plant within the operational estate is subject to annual inspections.  Estates Maintenance led on the installation of defibrillators across the Council’s Education estate, with 18 external defibrillators installed on operational properties registered with the national ‘Circuit’ and accessible to the general public.

Estates Management manage all aspects of the non-operational estate including the leasing and day-to-day management of the Council’s investment property portfolio; acquisitions and disposals; non-domestic rates appeals, applications for wayleaves and/or servitudes and provision of cartographic services. The Estates Service helped secure total receipts of £1.525million from the sale of surplus land and property within the financial year.

The Quality Assurance team continues to inspect and report on the overall cleaning standards of the Council’s Educational properties as well as operational properties to ensure that cleaning standards remain high and consistent across the estate. The team have recently included kitchens within their inspection and reporting cycle, ensuring the hygiene is maintained with the most high-risk areas of the estate.

The Building Performance Team have refreshed Asbestos Management Plans (AMP) for the educational estate and are now preparing and refreshing the AMP for the Operational and Non-Operational estates. The team continue to review new Scottish Government legislation with regards to delivering healthier building environs with regard to both new build and refurbishment projects, while managing the installation of such technology and monitoring the information being provided by the room sensor/detectors. The team continue to manage and monitor the Council’s energy contracts and spend and reviewing alternative energy options to help the Council meet national targets in relation to carbon reduction.

To read the Prioritised Performance Indicators and the rest of Assets and Facilities How Good is Our Service 2024/25 Report including information on:

• Absence Management
• Progress on Business and Improvement Plans 
• Financial Targets – Based on P10 Projections
• Stakeholder Engagement Activity 
• Plans, Policies, Programmes and Strategies
• Improvement activities
• Current Delivery Focus.

View the document below.

April 2024 – March 2025

Community Services is responsible for the delivery of both strategic and operational services, including delivery of the Council’s statutory duties across a number of functional areas. The work is delivered by the following services and teams within the strategic grouping:

Community Protection Service

• Environmental Health Team
• Community Safety Team
• Trading Standards Team.

Community Planning and Partnerships Service

• Community Planning Team
• Resettlement Team
• Community Testing/Vaccination Coordination.

Housing Operations – Estates Team

Homelessness and Prevention Team

Community Protection delivers the Council’s statutory remits in relation to Environmental Health, Trading Standards and Licensing Enforcement, along with frontline service delivery on Community Safety matters. The Service is comprised of three teams, all of which have a distinct remit in terms of delivering statutory community protection duties. Delivery measures are centred on the promotion of public health, public safety, well-being and consumer protection. 

During the course of the 2024-25 reporting period the service has continued to actively engage in the local Co-Production arrangement with Police Scotland. This has resulted in a significant amount of joint work and coordinated activity to protect communities across the East Dunbartonshire area, with a number of targeted initiatives being delivered (e.g., in relation to antisocial behaviour, youth disorder, bogus callers, licensing enforcement and parking issues). The service has also continued to develop intelligence led approaches, with intelligence gathered from a range of different sources being used to target local public health, community safety and consumer protection activity towards the areas of greatest need, risk and priority.

Activity during 2024-25 has been centred upon service delivery in relation to the wide range of priorities and objectives that would more normally be associated with the statutory work of a Community Protection Service. 

The Environmental Health Team has been engaged in the delivery of essential public health services throughout the reporting period in order to protect the community from hazards in the environment and to regulate and facilitate the growth of responsible businesses. Services in relation to food safety, public health in terms of nuisances and communicable diseases, occupational health and safety, noise pollution, air quality and contaminated land have all been delivered by means of planned interventions to local businesses, reactive responses to public health complaints and any required assessments of environmental conditions across the district.

Officers have been involved in the delivery of full programme of inspection and sampling activity in relation to food law.  The service has also responded to a range of requests from partnership agencies such as the Food Standards Scotland in relation to food alerts for action around the sale of non-compliant / illegal food and the NHS in terms of infectious disease notifications and the requirement to carry out patient interviews. The team has continued to receive and deal with large numbers of enquiries and service requests relating to a variety of environmental regulation matters, with complex investigation being required in a number of cases. In addition, officers from the team prepared and submitted the latest Annual Progress Report on standards of Air Quality within East Dunbartonshire.  As well as responding to large numbers of service requests the team has continued to respond to internal partners in Planning and Licensing on matters such as new developments and seasonal events respectively.

There has been changes to the Environmental Health team, in the reporting period, as it welcomed two new members; a Food Safety Officer who will help deliver our sampling programme and food law programme and an Environmental Protection Officer who will oversee contaminated land as well as help with public health duties The Development Lead Officer also returned from Maternity leave and the team welcomed an Environmental Health student from the University of the West of Scotland. Environmental Health also had two staff members retire an Environmental Health Officer who contributed to essential statutory work.

The Community Safety Team has continued to deliver a broad range of frontline work for the benefit of our local communities during the course of 2024-25. The delivery of these services has helped to create safer communities across East Dunbartonshire, with community safety issues being tackled through effective deployment of resources and delivery of intelligence led activity. Throughout the reporting period, officers from the team have been engaged in the delivery of services in relation to antisocial behaviour, youth disorder, neighbour disputes, environmental incivilities, dog control, decriminalised parking enforcement, fly-tipping, mediation, CCTV and pest control.

The Team has continued to experience high demand for service in relation to community safety issues throughout the reporting period. Officers have therefore continued to work closely with a range of colleagues and key partners to successfully deliver appropriate interventions and to make our local communities safer, with programmes of enforcement and early intervention, prevention and diversionary activity all being provided. The Community Wardens have also continued to develop links within the local communities they serve, getting involved in a significant number of initiatives and events that have been taking place across the Council area.

The Trading Standards Team has been engaged in the delivery of essential consumer protection and licensing enforcement services to local consumers and businesses in order to maintain and protect a fair-trading environment in East Dunbartonshire. Officers have been delivering targeted and risk-based programmes of enforcement work, with priority being given to any activities that closely align to the local outcomes in the LOIP. Programmes of planned inspection, test purchasing activity and targeted co-production activities were delivered during the reporting period. The Trading Standards project plan was rolled out across the year with a number of trading sectors being targeted.
  
Priority activity during 2024-25 included work to bolster the Trading Standards Trusted Trader Scheme for the local authority area. Work to develop business participation in the scheme has been carried out on an ongoing basis throughout the year. Officers continued to deliver consumer advice service for local residents, dealing with contractual disputes and performance issues that had arisen and providing relevant assistance and casework wherever required. Joint enforcement work by Trading Standards and Police Scotland on scam and doorstep crime issues continued, focused upon the protection of our vulnerable and elderly populations from financial harm. Activity from the team in relation to the problem of scams also included the installation of call-blocking units in the homes of vulnerable residents and use of the “scam van” as part of awareness initiatives across the district. Programmes of work to improve or maintain local business compliance with legislative requirements relating to tobacco and nicotine vapour products have also been delivered, with age restricted product test purchasing being a feature. With recent legislative announcements and heightened media awareness around Nicotine Vapour Products, the reporting period has also seen a noted increase in intel gathering and enforcement activity around these types of products. 

The Licensing Advisors have provided advice to stakeholders throughout the reporting period in respect of a wide range of civic and liquor licensing issues and in addition have represented at the relevant boards to assist determination of licence applications. The Licensing Advisors continued to conduct targeted integrity test purchasing projects to measure compliance in relation to alcohol off sales and Challenge 25 verification policy. The Licensing Advisors have taken enforcement action in respect of those subject to sanctions, including the removal of Taxi plates and badges as required.

The Community Planning & Partnership Service actively collaborates with partner agencies and communities to coordinate and deliver identified priorities aimed at driving positive change. Their focus is on supporting the Council and Community Planning Partners’ strategic direction by effectively supporting the achievement of our local outcomes and council priorities.

Over 2024/25 the teams have played a lead role in development of policies and strategies concerning Equality Act 2010; Equality Act (Specific Duties) (Scotland) Regulations, Community Empowerment (Scotland) Act, including the Local Outcome improvement Plan and Locality Plans for our most deprived Place Areas.

The Team continues to deliver a human case management approach supporting New Scot settle into East Dunbartonshire. New Scots are supported to integrate into our communities from the first day of arrival through delivery of comprehensive, time sensitive and person-centred integration support which includes people, communities and community planning partners at all levels

This also includes working with partners to support Homes for Ukraine, Vulnerable Persons Resettlement Scheme, Asylum Disperse, Afghan Citizens Resettlement Scheme (ACRS) Afghan Relocation and Assistance Policy Scheme and Community Sponsorship Schemes. They play a lead role in the development of strategies concerning 1951 UN convention relating to the status of refugees, European Convention on Human Rights (ECHR) 1951, the Convention was given direct effect in domestic law through the Scotland Act 1998 and the Human Rights Act 1998.

They deliver East Dunbartonshire Council Community Grant Scheme, and Strategic Partnership Agreements. In partnership they coordinate and support delivery of the Community First Capacity Building Programme, supporting our four Locality Place areas and communities of interest and elective communities.

The Community Testing/ Vaccination Team support Greater Glasgow & Clyde NHS Board to deliver the community spring and winter vaccination programme. There are two vaccination clinics in East Dunbartonshire for COVID-19 flu vaccinations and other necessary public health immunisations. These are located at Milngavie and Kirkintilloch Town Halls.

Housing manages 3,878 social rented properties; 3,792 of these are mainstream accommodation and 115 are used for Homeless Temporary Accommodation. The service also manages 50 Lead Tenancies which are rented from either private landlords (29) or Housing Associations (21), to assist with accommodating homeless households.

At present, the Housing list for East Dunbartonshire has 3,269 applications - made up of the following:

• General Waiting list - 2,449 applicants waiting (5 of which are currently on offer) (Applicants who have somewhere to stay i.e., they are owner occupiers, a tenant of a private let, stay care of family etc. This queue allows the applicant to choose which area, house type etc they would like to move to)
• Transfer waiting list - 576 applicants (14 of which are currently on offer) (Council or Housing Association tenants who are looking to move to another Council or Housing Association property, either for a different size, or, for a different area. This queue allows the tenant to choose which area, house type etc. they would like to move to)
• Priority waiting list - 241 applicants (11 of which are currently on offer) (Homeless) (Applicants who have no accommodation or will have nowhere to stay within the next 2 months. This queue does not allow the applicant to choose area or house type)
• Priority waiting list - 3 applicants (0 of which are currently on offer) (Urgent medical) (Applicants who are unable to remain in their current home due to their medical condition. This queue allows the applicant to choose which area, house type etc. they would like to move to).

Within the last year, 170 properties were allocated. 160 of which were General Needs.10 of these were sheltered.  

They were let to the following queues:

• 91 to the priority homeless queue
• 45 to the transfer queue
• 34 to the general waiting list.

By January 2025 all PDR’s for the housing operations – estates team had been carried out and individual training needs were discussed with each team member. 

• Each month there were various in-house staff training days attended these included:
• April 2024 - Christians Against Poverty
• May 2024 – Child Protection Matters
• June 2024 – Domestic Abuse Informed Practice (Women’s Aid)
• July 2024 – due to annual leave no training takes place in July.
• August 2024 – MAPPA 
• September – Tenant Participation Event replaced staff training.
• October 2024 – Scotland’s Housing Network Annual Charter Benchmarking Analysis
• November 2024 – NEC overview delivered by IHMS Team
• December 2024 – no training due to Christmas period. 
• January 2025 – Allocations Policy update by Policy Team
• February 2025 – Homelessness update
• March 2025 – MAPPA.

The Estates team received 129 new reports of anti-social behaviour during 2024/25 and 133 open cases were resolved over this period (4 of these had carried over from 23/24). 62 nominations from the Housing waiting list were sent to Registered Social Landlords operating in East Dunbartonshire to be considered for allocation to their housing stock. The team have been in discussions with Clyde Valley Housing Associations to formulise and update Nominations Agreement. In January discussions took place with Homeswapper (a mutual exchange website which our tenants currently use to identify potential home swaps) to explore other services offered.

Housing Liaison meetings where cases of relevance to Social Work, Community Safety and Police Scotland are discussed and held on a regular basis, and the Housing service continues to attend a MARAC meeting with other agencies on a monthly basis. Monthly attendance is also required at CPC MISE group to discuss Child Protection issues. Officers attend new One Stop Shop at Justice Services on a monthly basis to offer housing options advice to clients and regularly attend meetings with Legal Services regarding dispute over title deeds in the housing estate.

Staff liaise with other departments on a monthly basis, this includes meetings with Void Team at Property Maintenance to focus on improving performance, and a new steering group to re-establish procedures for processing/issuing tenant recharges has been set up. They also attended East Dunbartonshire Safe and Together steering group, budget meetings with HRA accountant to keep abreast of costs, Housing/Social Work liaison meeting to discuss Throughcare cases and Unaccompanied Asylum Seeking Children and contribution to an ASP (Adult Protection) Inspection at CPC MISE group (Child Protection).

They also attend 2-weekly meetings of the Community Harm and Risk Meeting (CHARM) with Police Scotland, Community Protection, Trading Standards and Licensing. Also as required they attend Antisocial procedure review meetings. 

Housing implemented a new system we moved from Saffron to NEC. Throughout the year staff have been involved in several system based preparation/training. They have been heavily involved in supporting the implementation of a new IHMS which gradually increased nearer to the ‘go live’ date which was in November 2024.  This has required the team to prioritise resources and time to the project and attendance at Train the Trainer sessions which has been an ongoing commitment. They have also attended training for the introduction of Sharepoint and the new Oracle fusion system. In February 2025 the new on-line CRM system training was carried out for Housing staff and the new system is now up and running.

Homelessness 

There has been an overall decrease in households making a homeless application however due to low turnover of stock in the area and reduced number of properties in the private rented sector waiting times on the homelessness list have increased.

• 292 applicants on the homelessness list (274 awaiting offer and 18 under offer). The current waiting time for an offer of settled accommodation for homeless applicants is currently 1 bedroom (2 years) 2 bedroom (18 months) 3 Bedroom (3 years) 4 bedroom (1 year). At the end of 2023/24 there were 237 applicants on the homelessness list (214 awaiting offer and 23 under offer). The waiting times were; 1 bedroom (18 months) 2 years (9 months) 3 bedroom (2.5 years) 4 bedroom (9 months)
• No applicants on the homelessness list have been awaiting offer of settled longer than three years
• 252 Homeless Applications Taken during 2024/25 (25% decrease compared to previous year)
• 120 calls to Homelessness Out of Hours Service (47% decrease compared to previous year)
• 42 households were referred to the Rent Deposit Guarantee Scheme.18 housed were assisted via the Rent Deposit Guarantee/Private Sector Scheme to move to settled accommodation in the private sector
• During 2024/5 78 households received housing options (PREVENT1) advice. Following advice from the Homelessness Team none of the 78 households made a homeless application as their risk to homelessness was resolved through prevention advice/activity

Landlord Registration

During 2024/25 there has been a reduction in new landlords registering and renewing their registration.

• 217 New applicants (decrease of 5% compared to 228 previous year)
• 764 Updates (decrease of 3% compared to 791 previous year)
• 676 renewals (decrease of 21% compared to 852 previous year)
• 6 New Short-term Lets Licences issued (60 licence currently in place)
• 43 Short Term Let applications received
• 17 HMO licences issued (28 currently in the area)
• 3 Mortgage to rent applications received.

Temporary Accommodation

The demand for temporary accommodation has increased in the area. Lead Tenancy properties (procured from the private sector) continue to reduce as many landlords are selling their properties.  Additional temporary accommodation has been sourced from Housing Association’s and HRA stock. To meet demand for single applicants, similar to other Local Authorities the Council has also introduced dual occupancy properties. The Council has not breached the Unsuitable Accommodation Order however due to increase in demand this has been a key challenge during 2024/5. New Rapid Access accommodation is expected to open during 2025/6.

• Increase in demand for temporary accommodation (Increased from 65% to 85% of households needing emergency and/or temporary accommodation)
• 177 temporary accommodation voids (13% increase compared to 157 previous year)
• 155 sign ups (57% increase compared to 102 previous year)
• 1 properties flipped from temporary accommodation to settled to meet housing needs of current tenant (compared to 5 last year)
• 17 antisocial behaviour complaints investigated and resolved.
• 7 Lead Tenancies returned to Landlords (at landlord request) (compared to 8 previous year)
• 28 New temps (increase compared to 15 previous year)
• No breaches to the Unsuitable Accommodation Order.

Project 101

During 2024/25 the Project 101 office at 101 Townhead, Kirkintilloch closed and has been relocated to new improved premises at 5 Dalrymple Court, Kirkintilloch, for opening April 2025.  Highlights of the valuable work taken place has included;

• 106 households were referred to Project 101 during 2024/5.  
• 21 new tenant packs were issued
• 48 cooking lessons were delivered
• Project 101 attended Rapid Access to provide advice/support to residents (39 days)
• Project 101 have been supporting the Council’s Tenant Participation Officer to set up a young tenant group.

To read the Prioritised Performance Indicators and the rest of the Community Services How Good is Our Service Report 2024/25 including information on:

• Absence Management
• Progress on Business and Improvement Plans 
• Financial Targets – Based on P10 Projections
• Stakeholder Engagement Activity 
• Plans, Policies, Programmes and Strategies
• Improvement activities
• Current Delivery Focus.

View the document below.

April 2024 – March 2025

Communications & Engagement

The Communications & Engagement team continue to support the management of the Council’s reputation through effective communications across digital and traditional channels 

Media relations activity in 2024/2025 saw a slight decrease in press releases being issued with 112 (157 in 2023/2024) and a small decrease in photocalls 51 (58 in 2023/2024) however media enquiries increased to 293 (208 in 2023/2024).

All releases are on the Council website news section and the local coverage achieved equated to an equivalent advertising value of £77,968 (£71,496 in 2023/2024).
Social media is increasingly more important in reaching our residents and in 2024/2025 we saw our total audience rise by over 2000 followers.

The top three most seen posts on Facebook were in relation to the change in general waste collection, the 2024 Kirkintilloch Canal Festival and garden waste permit applications opening for 2025.

The top three most posts on X were the opening of Kirkintilloch Sports Complex, the red weather warning for Storm Eowyn and the Ward 7 By-election results.

The top two most watched videos on YouTube were our ‘UK General Election 2024 – what to expect at the polling station’ and ‘New era kicks off – Kirkintilloch Sports Complex.’

The top videos on Facebook were ‘Woodland View splash pool’ and ‘Etive track pump track officially opens.’

Design activity also continued to increase with 690 jobs completed (618 in 2023/2024) and further emphasis on the creation of videos to communicate key messages in an engaging way in line with global trends. Other design output included posters, signage, infographics and documents.

Some key achievements include:

• The successful launch of the Council and HSCP websites which included design workshops, user testing, manual content migration, implementation of a new structure, introduction of a style guide and increased customer satisfaction post live. This was in conjunction with over 1800 website updates carried out by the team for the Council, EDLC, HSCP and schools over the year
• Produced and delivered comprehensive communications plans for both the UK General Election in 2024 and the Council By-election in 2025. This included creation and delivery of essential information informing residents of changes to voting in the General Election, videos, social media, graphics, signage including advertising on waste trucks, website updates and Count support including media management
• Delivered communications plans to promote the launch of Garden Waste permits and changes to general waste collections. This included a combination of offline and online messaging including Council Tax letter leaflet insert design and co-ordination, press releases, posters and graphics, social media messaging and the design and printing of tags for relevant household bins
• Supported the planning and delivery of 23 consultations across service areas including creation of videos, posters, online and paper surveys, webpages, social media, press releases, letters, community engagement and post consultation reporting and results
• Creation of 59 videos including animations to promote key projects, services and campaigns including gritting, primary school registration, budget and playparks openings
• Supported the Civic Office on key activities including Community Champion Awards, event speeches, charity appeals, school quizzes, Remembrance Day event organisation and Christmas Card competition.

Corporate Performance and Research

The Corporate Performance and Research team continue to play a lead role in the development of performance and risk management, reporting and statistical support across all Council service areas. In 2024/25 the team continued to fulfil all statutory duties in relation to reporting of performance and provision of data returns in the required timescales. In 2024/2025 the team also took over the management of corporate complaints handling.

A selection of key achievements from the team for 2024/25 include:

• The successful integration of the complaints handling function into the team with complaints handling response timescales remaining consistent with 23/24 despite over a 70% increase in the number of complaints related traffic dealt with by the team including an almost 50% increase in the number of formal complaints dealt with under the CHP
• All business-as-usual work in relation to statutory data returns was completed within timescales
• The implementation of the new CRM system for complaints handling and reporting including additional functionality for reporting by service area down to a team level and the ability to record service requests by category
• The completion of the tender for the Councils insurance arrangements and the development of a draft insurance strategy for approval in 2025/2026
• Analysis was undertaken of the Councils’ Budget and Staff Surveys with results broken down by different levels of detail s depending to suit different target audiences
• Our annual LGBF performance report that went to Committee in September indicated that contrary to the national trend the Council’s overall performance against our specified benchmarking indicators continues to improve despite reduction in funding for services and increased demand
• Focused data support was provided to Health and Social Care partnership to assist with the development of new methods of service delivery
• Dedicated support was provided to the change team to assist with the rollout of Oracle Fusion
• The format of our annual public performance reporting was recognised as Best Practice by Audit Scotland in their recent supporting guidance on their revised SPI direction
• Annual area stats data including the final updates of 2022 census datasets was updated on the Council website and reported to Elected Members to Inform future service delivery. An interactive stats map including small area data is now also available for the public to use on the Council Website. 

Customer Services

The Customer Services Team continues to deliver day to day Customer Services across digital, telephone and face to face channels, aiming to respond effectively to enquiries at first point of contact and liaising with other Council services in more complex  situations. 

The Emergency Response Centre continued to operate 24/7 throughout the year, responing to  alarm care customer needs in both East and West Dunbartonshire and working closely with  social work colleagues introducing new customers to the service.  

CCTV monitoring also continued 24/7, supporting Police Scotland and Community Safety colleagues in addressing public safety and criminal matters. Reception services were also delviered across Council business facilities leased to tenants.

The team were involved in significant digital transformation projects to support ongoing efficiencies and customer needs and demand in 2024/25. These included the replacement of the Council’s Customer Relationsip Management system (CRM), with significant respource involved in the development of the new system and in training all team members in its effective use. In the Emergency Response Centres the Alarm Receving platform was repleaced with a new digital platform, as part of the wider Scotland-wide approach to transitioning alarmcare from analogue to digital prior to the switch off of analogue telephony in the UK in 2027. Again, significant planning and development was involved and training of the ERC team across all shifts and shift patterns to ensure a continuous delivery of this vital service.

Customer Services is a key player in the Council’s CCTV replacement project. In 2024/25 the CCTV monitoring equipment in the Emergency Response Centre has been replaced with a modern digital system and the team is also supporting the wider project to replace the public space CCTV cameras across the area.  

Key Achievements of the team in 2024/25 included:

• Effectively responding to a total of 120,206 with a response time of 7 minutes 35 seconds. Whilst volume of calls decreased compared to 2023/24, duration of calls and the timing of peak call volumes impacted call response times, for example during the Storm Eowyn event and at the launch of key Council initiatives
• Transitioning to a new Customer Relationship Management system in Q3 of 2024/25 including training needs on the new system across the entire team whilst also continuing to deliver customer services across all channels
• Supporting xxxx Alarm Care customers to live independently at home in East Dunbatonshire and West Dunbartonshire Council areas (compared to 4,936 in 2023/24), handling a total of xxxxxx Alarm Care calls throughout the year
• Monitoring public realm CCTV monitoring and providing Police Scotland colleagues with footage downloads in support of public safety and criminal investigations
• Supporting the CCTV replacement project including upgrade of monitoring equipment in the ERC and the public space CCTV infrastructure
• Supporting the ongoing analogue to digital project to replace the alarm care technology in homes and the ERC through needs and operational analysis and data cleansing and membership of the Board governing the transition
• Supporting the delivery of Registration Services with 5.1 FTE Assistant Registrars in conjunction with the Council Registrar registering 819 births, 2,108 deaths 1 still birth, 354 marriages and 7 civil partnerships across 2024. This was a total of 3,289 registration events and the customer service agents/assistant registrars carried out 3,159 of these or 96% (registration data is collated by calendar year 2024).

HR & Organisational Development

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

Delivery focus in 2024/25 has included:

• Trades Union engagement continued on a weekly basis and has been focused on strategic matters facing the Council, such as service review and redesign to continue to meet the needs of East Dunbartonshire residents within available resources
• Continuing to support services through discipline, grievance, performance improvement and absence management cases to ensure legal compliance and mitigation of risk
• Continuous cycle with Job Evaluation and Teacher Job Sizing being processed accordingly. The Council has positively achieved the delivery of real time Job Evaluation and Teacher Job Sizing
• Updating of existing EDC Master Structure to enable an accurate reflection of real time accurate FTE and current posts to match iTrent, Finance and Budget accordingly, underpinning preparatory work for Oracle Fusion. Updating service areas in collaboration with each service area following current and pending service reviews for 2024/25 and 2025/26
• Review and updating of Gauge (Job Evaluation Software System) to reflect the updated EDC Master Structure per above
• Introduction of new/ updated Policies – Family Leave, Flexible working and ongoing improvement of HR processes such as Disclosure processing and changes
• Supporting organisational changes and budget decision outcomes across the organisation and inline with Workforce Action Plans developed with Executive Officers
• Provision of training & development through sourcing and provision of essential training requirements across the workforce, including external training providers where required and delivery of Council training courses across service areas to meet demand and need
• Further development of the Council’s Moodle e-learning platform to develop and launch EDC specific courses. Promotion of Moodle across the organisation to raise awareness of training resources available
• Supporting the Oracle Fusion Project Phase 2 to deliver a new HR and Payroll system to replace Itrent. Significant resourcing from the team is supporting the information gathering and design elements of the new system ahead of build and testing
• Payroll Services, maintained and processed the payover of the various payruns within timescales, with the completion of a series of statutory returns. Also implemented the Local Government Employees and Teachers pay awards
• Support of the Payroll Harmonisation through employee briefing sessions, Financial awareness sessions, communications to employees via letters and the employee zone
• Following the success of the pilot and testing of a monthly payroll, and comprehensive Trade Union and employee engagement, successfully migrated over 3000 local government workers to a single monthly payroll
• Concluding Discipline and Grievance cases as timely as possible whilst always ensuring early intervention and informal resolution principles apply
• Working with line managers across Council services in relation to advice, guidance and management of long term and short-term absence in line with the Councils Attendance Management Policy
• Continued support to employees and line managers across the spectrum of Employee Relations
• Engagement with Occupational Health Services provider to address concerns and implement service improvements and ensure timely conclusion of Ill Health Retirement cases.

To read the Prioritised Performance Indicators and the rest of the Customer Services and Organisational Development How Good is Our Service Report 2024/25 including information on:

• Absence Management
• Progress on Business and Improvement Plans 
• Financial Targets – Based on P10 Projections
• Stakeholder Engagement Activity 
• Plans, Policies, Programmes and Strategies
• Improvement activities
• Current Delivery Focus.

View the document below.

April 2024 – March 2025

The purpose of the Education Service is to deliver excellence and equity for all children, young people, families and communities. The shared vision ‘children and young people have the same opportunities to succeed in educational outcomes, wider achievements, positive leaver destinations and life chances’ underpins the purpose. The Education Service strives to improve attainment and outcomes for all learners, with a particular focus on reducing inequalities and narrowing the poverty-related attainment gap. 

The purpose of this Report is to evaluate progress in improvement priorities set out in the Business Improvement Plan, April 2024 - March 2025, in line with statutory duties. The Report summarises performance and achievements and sets out key areas of focus for improvement that will inform the Education Service Plan (ESP) 2025 - 2028 and policy and planning across the Service. 

Our Education Service strives to ensure that every child and young person experiences great teaching, resources and support for joyful learning that builds their confidence and equips them to be successful in all aspects of life. The rights of every child are respected, protected and fulfilled to ensure these are incorporated fully across the education system. Work on the refreshed vision, values and aims will be incorporated into the new education service plan and will impact on key policies and outcomes for the service going forward. 

The Chief Education Officer is responsible for the strategic leadership of the Education Service and for advising the local authority on functions as set out in the Education (Scotland) Act 2016. The Chief Education Officer has direct line management responsibility for the Education Leadership Team (ELT) and all Head Teachers.

The Education Leadership Team (ELT) have strategic remits to support planning, improvement and performance across the Education Service. ELT membership includes:

• Chief Education Officer
• Quality Improvement Manager (QIM) Primary and Early Years
• Quality Improvement Manager (QIM) Additional Support Needs (ASN) and Children’s Services
• Quality Improvement Manager Secondary and Provision
• School Planning and Improvement Manager
• Principal Educational Psychologist (PEP)
• Skills for Life, Learning and Work Manager.

Quality Improvement Officers (QIOs), Central Officers and Educational Psychologists support quality improvement and the implementation of actions in the Education Service Plan. 

The Education Service provides high quality provision across:

• 21 Early Years Centres and 1 ASN specialist Early Years provision
• 32 Primary Schools 
• 8 Secondary Schools 
• 1 ASN School 
• 3 Primary Enhanced Learning Resources (ELR)
• 3 Secondary Enhanced Learning Resources (ELR)
• Primary and Secondary Well-being Support Services
• 33 Early Years providers in the private, voluntary, and independent sector, including Childminders who are in contract with the Council to deliver funded Early Learning and Childcare hours.

Local Outcome Improvement Plan (LOIP)

Specific link between the teams’ activities and delivery of the wider Strategic Group Priorities and LOIP outcomes and guiding principles are as follows:

The Education Service has responsibility for delivering and/or contributing to three of the six Local Outcomes. 

The Service contributes to Local Outcome 2: Our people are equipped with knowledge and skills for learning, life and work; and Local Outcome 4: East Dunbartonshire is a safe place to work, live and visit. 

Education has a lead role in Local Outcome 3: Our children and young people are safe, healthy and ready to learn. 

National Improvement Framework and Improvement Plan (NIF)

The 2025 refreshed NIF provides that long-term strategy for Scottish education. It addresses the findings of independent reviews of Scottish education to enable more effective long-term planning for improvement by the Scottish Government, national organisations, and local authorities. It also reflects the guiding values for putting learners at the heart of our education system as set out in the National Discussion. 

• It should be ambitious by having high expectations for all learners and enabling each child and young person to develop and achieve their ambitions
• The Scottish education system should be inclusive by valuing, respecting, recognising, and representing the diversity of all children and young people, and provide equitable educational experiences and opportunities for all learners
• And the Scottish education system should be supportive - engaging each child, young person, and adult meaningfully and appropriately in an education process that provides the necessary supports for all learners to progress, achieve, and realise their personal ambitions
  Considering these strategic priorities, this report outlines the progress our Education Service made under the 5 NIF Priorities as outlined in the Business Improvement Plan (BIP) reporting period April 2024 - March 2025.  It also has a clear focus on ensuring the NIF Outcomes are met through rigorous self-evaluation and high-quality planning
• Placing the human needs and rights of every child and young person at the centre of education
• Improvement in children and young people’s health and wellbeing
• Closing the attainment gap between the most and least disadvantaged children and young people
• Improvement in skills and sustained, positive leaver destinations for all young people
• Improvement in achievement, particularly in literacy and numeracy.

The following sections outline the progress made against the Business Improvement Plan (BIP) Priorities from April 2024 – March 2025. 

Priority 1

Placing the human rights and needs of every child and young person at the centre of education

Child Protection and Safeguarding

To ensure national and local priorities are implemented within all establishments, bespoke Child Protection training took place both annually and monthly. All Child Protection Coordinators have attended relevant sessions and have access to ongoing support to facilitate clear understanding of the needs impacting on children and families. Clear structures and processes are in place to help ensure all children and young people’s wellbeing is safeguarded and developed. Multiagency, and single agency child protection case file audits facilitate robust quality assurance.  

Children’s Rights - My Voice, My Choice pupil forum

My Voice, My Choice Pupil Forum continues to address the key issues initiated through a shared planning approach with children and young people. United Nations Convention on the Rights of the Child (UNCRC) link teachers support pupil representatives to attend all sessions and ensure priorities are embedded in every school/establishment. The effective implementation of children’s rights necessitates not only legal reforms but also extensive education awareness initiatives to ensure children, and relevant stakeholders understand and uphold these rights. 

All schools continue to embed the Rights, Respecting Schools (RRSA) initiative in conjunction with UNICEF UK. Notable success is recognised in 8 schools that have been awarded Gold. This demonstrates a commitment to promoting and ensuring children’s rights and fostering respectful school communities. Nine schools have accredited silver awards, and the remaining have achieved Bronze and/or registered to ensure the integration of principles of the UNCRC. 

Two primary schools are currently committed to achieving their school LGBT Charter Award by June 2025, with the central education team currently undergoing the Foundations Award by August 2025.

Children’s Rights Focus Group

Through the Getting it Right for Every Child (GIRFEC) steering group, development of a clear platform in support of child friendly complaints is underway. Collaborative working between health, education and social work will continue to ensure a consistent approach for families. Ongoing support reassures leaders, managers and practitioners about how GIRFEC should be delivered within the current legislative and policy framework of rights, information sharing, and delivery of supports and services to children, young people and their families.

Relationships, Behaviour and Learning Policy Framework, including the CIRCLE framework (Child Inclusion Research into Curriculum, Learning and Education) in centres and schools

The Relationships, Behaviour and Learning Framework was launched in 2024. This tool supports the development of Relationships policies within schools and educational establishments.

CIRCLE is on all School Improvement Plans and through a rigorous self-evaluation progress, priorities have been identified to ensure all classes and schools are increasingly inclusive and able to meet the needs of all children and young people.

The impact of all interventions is supporting attendance and relationships within educational settings, as well as increasing engagement and attainment whilst ensuring pupil voice is central to decision making processes. 

#The Promise made to care experienced young people, including the provision of relationships-based mentoring in secondary schools

42% of our schools achieved their ‘I Promise’ and ‘We Promise’ awards in 2024/25.  A whole local authority roll out of awards across Community Learning and Development teams, Family Learning, Health, and Social Work, is underway via the multi-agency steering group platform for coordination. The target for 2025/26 is 84% of establishments gaining the We Promise Awards.

Youth Development Workers remain in all secondary schools including our specialist school Woodland View. Their focus is on supporting health and wellbeing, learner engagement, wider achievement, and positive destinations for all those engaging. This support is given to all pupils who require intervention, especially those who are care experienced.  The specialist Care Experience Teacher remains in our secondary school with the highest CE numbers. The teacher supports class engagement, attendance, wellbeing, attainment and wider achievement, which is evidenced through school evaluation processes. 

MCR Pathways

Mentoring through MCR Pathways begins in 3rd Year when a young person is matched with a volunteer mentor who they meet weekly in school. The success of our programme is directly linked to the sophistication of the match made between volunteer mentor and young person, based on shared experiences and interests. Pathways Coordinators’ in-depth knowledge of each young person and their context enables them to make purposeful, successful matches leading to improved outcomes for our young people. Their knowledge is forged over two years of group work. Group work is led by the Pathways Coordinator who delivers centrally planned sessions focused on themes: Getting to Know You, Health and Wellbeing, Relationship and Team Building, Resilience, Skills for Life and Work, Community and preparing for Mentoring.

Last year, 261 young people were supported by the MCR programme across our Secondary schools. The information below shows the cohort characteristics and support type and percentage growth, year on year.

67 young people in Group 1 (S1-S6) - Looked after at home, looked after away from home, informal Social Work supervision, previously looked after.

194 young people in Group 2 (S1-S6) - Addiction issues, asylum seekers and refugees, at risk of homelessness, at risk of Social Work involvement, informal kinship care, parent in prison, parental bereavement, prolonged financial hardship, safeguarding concern, serious illness, teenage pregnancy, lack of ‘one good or consistent adult’, young carer.

Number of young people participating by year group:

• S1 – 9
• S2 – 63
• S3 – 73
• S4 – 70
• S5 – 26
• S6 – 20.

142 young people were supported by a mentor over the last academic year.

Feedback from young people:

• 93% of young people on the programme agree/strongly agree that having a mentor has improved their confidence
• 86% of young people on the programme agree/strongly agree has helped them understand their talents and strengths
• 90% of young people on the programme agree/strongly agree has supported them to identify future goals
• 99% of young people on the programme agree/strongly agree their mentor is a good role model.

Priority 2

Improvement in children and young people’s health and wellbeing

Additional Support Needs (ASN) Showcase Event

More than 300 practitioners with a role in helping to support children and young people with ASN in East Dunbartonshire came together to share knowledge, career experience and best practice.  The sharing of innovative practice has a direct impact on the quality of support offered to our children and young people through deepening understanding which allows more bespoke and creative learning and teaching.

Teachers, Support Assistants, Social Work staff and Health colleagues attended the Council’s annual ASN showcase event, which was held in our flagship ASN school, Woodland View in Kirkintilloch.

The all-day event gave participants the opportunity to attend four interactive workshops including:

• Supporting young people with neurodiversity
• Supporting language and communication
• ASN inclusive sports
• Keeping The Promise
• Trauma informed practice in the classroom
• Help for young carers.

This multi-agency approach further improves our service through networking, professional discussion and sharing of expertise.

Mental Health Strategy and Nurture Strategy

The Mental Health Strategy for Education has been revised and updated. This Strategy provides education staff with information on current mental health issues for children and young people. It includes a range of evidence-based interventions and approaches to support the mental health of children and young people.  It uses the Scottish Government Whole School Approach to addressing mental health as a robust framework within which to understand and respond to mental health in education settings.

The early years, primary and secondary nurture programme has continued into its third year.  A full evaluation report was shared at Education Committee. The early years nurture programme, delivered through a series of in-person professional learning communities, resulted in evidence of nurturing approaches within establishments across local authority and funded providers.  In primary schools, 13 Nurture Groups provided bespoke core nurture which led to significantly improved wellbeing for children participating in core nurture groups. 216 children have been supported by core nurture over the 3 years of nurture intervention. Increased and improved family relationships with families of core nurture and wider families was evidenced, as well as whole school nurturing practice. In secondary schools, parent feedback was gathered which evidenced the positive impact of the wellbeing bases on young people who have accessed wellbeing supports within all secondary schools.  A transition support toolkit was developed which will assist young people who need support to transition successfully to secondary education.

Mental Health Training: Scotland’s Mental Health First Aid (SMHFA), Applied Suicide Intervention Skills Training (ASIST) and What’s the Harm? Awareness and Skills Training

Several education staff have participated in ASIST training. Staff with key roles in working with young people who may be affected by suicide have been prioritised for this training. A small number of education staff have been trained in SMHFA, however this applies to adults and is therefore of less benefit for those working with young people. What’s the Harm? training continues to be delivered by a multi-agency team including education, health and social work. This training has allowed us to upskill our workforce, providing higher quality support for identified children and young people.

Multiagency Trauma Training

Level 1 and Level 2 Multi-Agency trauma training continues. The education central team have been trained to level 1.  An education service trauma implementation plan has been developed over a three-year period 2025-2028.

Non-Violence Resistance (NVR) Programme

65 education, social work and health staff have been trained to level 2 in NVR (March 2025). Staff who have been trained to levels 1 and 2 have been using NVR within their day-to-day practice. 5 education and social work staff have been trained to level 3 (January 2025) and are now accredited NVR Practitioners.  All accredited NVR Practitioners have carried out at least one supervised piece of NVR work, resulting in improved outcomes for families and staff. An audit has been shared with all those trained to levels 1, 2 and 3 and the findings will be used to support development of NVR interventions with families and schools.

Whole Family Wellbeing Fund (WFWF) Strategic Plan

Whole Family Wellbeing staff have facilitated individual, and group supports to promote earliest intervention for families. Programmes have included NVR, Sleep, Internet safety and supports for promoting positive attendance and positive physical and mental health. The Whole Family Wellbeing team work alongside seven third sector agencies and have developed school and community-based programmes based on priorities of the Whole Family Wellbeing fund strategic plan.

Promoting Attendance and Managing Non-Attendance

New Attendance Guidance was launched in May 2024, and this has been followed up by a pilot programme involving 2 secondary schools and associated primary schools. Lead educational psychologists along with the attainment advisor have led schools in self-evaluation, action planning and reviewing of their approaches to promoting attendance. It is anticipated that each school will have carried out a whole school self-evaluation by the end of session 2024/25. 3 new Home Link Officers have been recruited as part of Whole Family Wellbeing Funding to support approaches promoting attendance. Attendance is tracked at both local authority and school level to ensure continual improvement and allow all children to meet their potential.

Parenting and Family Learning Interventions

366 families have been supported through bespoke 1 to 1 parenting interventions. 24 parents/cares participated in the Triple P Fearless group with 90% of parents completing the 6-week programme. 15 parents/cares attended the Triple P group, with 96% completing the 6-week programme.  All parents who completed the group programmes demonstrated an increase in confidence, self-efficacy and resilience and would highly recommend the programmes.

The three supporting families' officers have completed their level 3 in the NVR (Non-Violent Resistance) approach, which uses relationships to support and address inclusion within communities (education and families). Over fifty families have been supported on a 1 to 1 basis through this approach 200 Requests for Assistance for 1 to 1 support were received from centres, schools and multiagency partners, with a further 166 parents/carers self-referring. Evidence from self-referrals indicates that parents are seeking guidance to support their child’s additional support needs and anxiety.

Seasons for growth is an innovative grief and loss programme that uses the imagery of the seasons to illustrate the experience of grief. We currently have eighty-two staff trained as companions in the children and Young People programme (age 6-18) in primary, secondary, central Supporting Families Central Team and Youth workers.

A second year of the Families Connect programme has been delivered by Save the Children. An additional 11 practitioners across schools and early years centres were trained.  We now have increased numbers of early years centres and schools engaging with parents and delivering family learning sessions. 

There is a focus on increasing family learning opportunities across schools. Education Scotland delivered the strategic overview of the importance and impact of family learning on outcomes for children and families. Most head teachers were in attendance and feedback was positive and report that this will impact on their practice in school. A support session focused on the importance of family learning was delivered to nurture teachers and family learning assistants. Almost all could share approaches and reported a positive impact on families.

To further enhance practice and provide higher quality support to families, a Supporting Families and Family Learning took place and was attended by 59 practitioners. Professor Gale Macleod, keynote speaker, presented on longevity impact on family learning. The team from Scottish Families affected by alcohol and drugs service presented and Speech and Language delivered on their early intervention project with health visitors. Additionally, this provided the opportunity for networking, professional discussion and sharing of practice between early years and primary practitioners.

As a result of decreased staff confidence in third sector services in 2023/24, at both sessions above, a signposting document to other services to support parents was issued. This document was well received. Impact of the signposting document will be measured at the end of this session, which will inform next steps. 

Parental Involvement and Engagement Strategy

The Parental Involvement Strategy group has developed a refreshed strategy for 2025-2028, which builds upon the existing good practice within the Local Authority reflecting the Parental Involvement Act. Consultation has taken place with parents and carers across all Early Years, Primary, Secondary and ASN settings and the Parent Council Forum. Strengths, challenges and barriers identified through consultation have informed the creation a series of achievable actions for schools. The refreshed strategy will be shared with schools next session.

Priority 3

Closing the attainment gap between the most and least disadvantaged

Primary Schools

For session 2023/24, attainment in Literacy and Numeracy remains significantly above the national average. For P1,4,7 combined, the average for attainment in literacy is 83% compared to 74% nationally: +9%. The average for numeracy is 88% compared to 80% nationally: +8%.

The Literacy and Numeracy Quality Improvement Officers continue to work with the Attainment Adviser and data analyst and have identified 6 key schools which almost all children residing in Quintile 1 attend. To reduce the poverty related attainment gap, Strategic Equity Funding is being used to provide targeted support according to need. Data analysis shows that an average of 33% of children in Q1 are off track to achieve their expected level of attainment across reading, writing, listening & talking and numeracy. For most, the barrier to learning is not a specific literacy or numeracy difficulty but a wider family wellbeing concern. 22% of Q1 children off track have a significant additional support need and are receiving targeted interventions.

Strategic improvement continued in session 2024/25 in the areas of moderation, assessment and the tracking of literacy and numeracy within establishments. Schools are supported to analyse attainment data along with SIMD statistics to identify the poverty-related attainment gap and to put support in place to address this.

Secondary Schools

Numeracy - 96% of Q1 young people achieved 3rd level or better by the end of S3 compared to 98% from Q5.  For session 2023/24 - 97% of school leavers from Q1 (133) compared to 99% from Q5 (633) attained a numeracy qualification. There has been a gap of no more than 3% over the last 3 years.  

Literacy - 93% of Q1 young people achieved 3rd level or better by the end of S3 compared to 97% from Q5.  For session 2023/24 - 96% of school leavers from Q1(133) compared to 99% from Q5 (633) attained a literacy qualification There has been a gap of no more than 3% over the last 3 years.

1+ Level 5 Leavers Qualifications - 94% of Q1 leavers achieved 1+ Level 5 qualification compared to 99% from Q5.  The biggest gap over the last 3 years has been 5% with the lowest gap being 3%. For 23/24 – Nationally, 87% of Q1 pupils achieved 1+ L5 compared to 98% from Q5 – 11% gap.

1+ Level 6 Leavers Qualifications - 79% of Q1 leavers achieved 1+ Level 6 qualification compared to 95% from Q5.  The biggest gap over the last 3 years has been 5% with the lowest gap being 3%. For 23/24 – Nationally, 67% of Q1 pupils achieved 1+ L6 compared to 92% from Q5 – 25% gap.

Focus on raising attainment in literacy and numeracy at Early Level

Literacy attainment remains high and consistently above national averages across all three literacy organisers at early level. In reading 88% of learners achieved early level by the end of P1 (national 81%). 86% of learners achieved early level in writing (national 79%) and in listening and talking 92% of learners achieved early level in P1 (national 87%). Attainment in numeracy also remains high at early level with 91% of learners achieving early level by the end of P1 compared to 85% nationally.

Attainment in both numeracy and literacy are supported across all early years and primary establishments through the Numeracy and Literacy Champion networks, the Numeracy and Literacy Strategic Group and the Literacy Development Officer. A Numeracy Development Officer has recently been appointed.

The Literacy Development Officer has provided bespoke literacy training for early years practitioners in 5 Early Years Centres. This training is being delivered through a coaching and mentoring approach and is ongoing.

Literacy and Numeracy professional learning is also blended through Play pedagogy training and annual support for childminders.

Approaches to moderation (sharing standards) at all levels

An annual audit of Primary School Improvement Plans, Standard and Quality Reports and Pupil Equity Fund (PEF) planning and evaluations is now embedded within Schools and Education practice. This provides an opportunity for moderation and professional discussion between senior leaders. Through our Learning Partnership Groups (LPGs), participants continue to find this professional discussion valuable when considering self-evaluation for continuous improvement. School Improvement Plans are based on effective, collaborative self-evaluation, including an evidence-based approach with careful analysis of data and consideration of national (NIF), and local priorities, therefore a session through our LPG annual programme is held in April each year to reflect on Quality Indicator 1.1 ‘Self-Evaluation for Self-Improvement’.

Scottish Attainment Challenge (SAC) Plan

Strategic Equity Funding

Whilst striving for both excellence and equity, there remains a clear emphasis on using SAC funding to improve attainment and outcomes for children and young people impacted by poverty. Good progress has been made in terms of developing a plan for sustainability across each element of the Strategic Equity Fund Plan (SEF). A governance board for the Attainment Scotland Fund (ASF), which supports the Scottish Attainment Challenge (SAC), has been established. The board is composed of strategic leaders from the central team, quality improvement and finance officers, headteacher representatives and the attainment advisor (AA).

The SAC plan has been reviewed by the board with adjustments made to align with local area priorities, informed by data-driven insights. Sustainability has been central to these decisions, with a focus on building long-term capacity while providing necessary targeted supports to drive efforts to close the poverty-related attainment gap (PRAG).

A detailed analysis of Achievement of Curriculum for Excellence Level (ACEL) data identified individual children not achieving. In response, targeted literacy support and interventions have been implemented with a specific focus on closing the (PRAG). From the six primary schools identified, two have received support from the literacy development officer (LDO) to discuss strategies and support learners who are not making expected progress in literacy. Skills in observing and identifying learning gaps through the analysis of existing assessments have also been enhanced. Additionally, three primary schools received tailored literacy training aligned with their school improvement plans. As a result, teacher confidence in teaching literacy increased. This was evidenced by positive feedback. A further 16 primary schools have received advice and support on all aspects of literacy, with early feedback indicating positive effects on schools' understanding of literacy pedagogy.

Additionally, education support officers for numeracy and learning and teaching have been appointed. These roles will play a key part in the continued focus on targeted support and capacity building, ensuring evidence based approaches have a sustainable impact.

Pupil Equity Funding

Building on agile leadership training, the AA delivered an input on the principles and practice related to PEF. Further advice and guidance are provided through learning partnership groups (LPGs).
A central evaluation of PEF plans in primary schools has commenced to provide further insights as to how PEF is being spent and the impact and sustainability of investments across the LA. These insights will guide future capacity building efforts, ensuring ongoing improvements and effective use of resources.

Snack and Play provision during holiday periods

Snack and Play provision continues to support primary aged children who live in low-income households during holiday periods. It operated across six school hubs for 5 weeks from 8th July to 9th August 2024. 232 children accessed up to 15 days. Eighty-nine percent of applicants met the low-income criteria. 172 children accessed up to 4 days during October school week with 81% of applicants meeting the low-income criteria. Evaluations from staff, parents and children remain positive.

ASN summer holiday playscheme provision

Merkland and Campsie View Playschemes merged in Summer 2024 to become Woodland View ASN Playscheme. An extensive planning and preparation period took place prior to the service starting. This involved consultation with parents and carers, appointment of nursing staff, reviewing and updating the application process, partnership working with Woodland View School and ELRs and recruitment of suitable staff.

The service ran from Thursday 27th June to Wednesday 10th July from 10am to 3pm each day. All parents/carers of young people attending Woodland View School were informed of the summer service and the application process. Places were also extended to pupils attending an ELR provision. The new ASN Playscheme continues to support children with ASN during school holiday periods through a variety of carefully planned activities. 

Priority 4

Improvement in skills and sustained, positive leaver destinations for all young people

Pathways in the senior phase for all young people. Pathways allow for progression for young people at SCQF levels 3-7.

This session a further two secondary schools have achieved SCQF ambassador status at bronze and silver level.  

There has been an increase in different types of qualifications that are not seen through tariff points alone. 

• National Progression Award
• Wider Achievement Award
• Skills for Work Qualifications
• Vocational Qualifications.

Secondary Schools skills and sustained positive school-leaver destinations for all young people.

98.6% of school-leavers in session 2023/24 went into a positive destination.  This was the second highest percentage of school-leavers over the last five years in a positive destination. EDC consistently have a higher percentage of school-leaver positive destinations compared to our virtual comparator, West Partnership and the National establishment. We are one of two local authorities that have enabled our young people to be in the top three local authorities for this measure for each of the last ten years. These consistent figures could only have been achieved by all our schools providing the highest standard of education; providing a curriculum that meets the needs of all young people; effective partnership working with Skills Development Scotland that has enabled our schools to provide learner pathways that meets labour market needs. 
 
Vocational qualifications available to young people in the Senior Phase

The increased number of courses within the Senior Phase Partnership Programme is providing more vocational courses to support career pathways. Young people engaged in 55 different college vocational options.  A total of 291 young people were part of the vocational programme over the last academic year.

Curriculum mapping to broaden the curriculum offer and progression within the Senior Phase

All schools offer a range of qualifications aligned with the SCQF framework including national qualifications, national progression awards and other SCQF accredited courses. The updated EDC Insight tool provides information for schools on all courses being provided and good practice in curriculum offer is shared through Attainment review meetings.

Partnership working with Skills Development Scotland (SDS), Developing the Young Workforce (DYW), Community Learning and Schools

Strong partnership working with DYW LED, SDS and schools has provided opportunities for career events and work experience opportunities. Education Scotland and SDS delivered training in March 2025 to school DYW leads on the new digital Profiling Achievements and Learner Profile.   

Youth workers support for all aspects of skills development and associated accreditation in relation to employability skills

Youth Development Team lead on the Skills Pathway Programme across schools supporting accreditation including Dynamic Youth award and Saltire Award. Youth Development Workers in every secondary school and Woodland View School support health and wellbeing, learning engagement, wider achievement and positive destinations for care experienced children and young people. Meta-skills frameworks have been further developed across schools.

Young people in positive leaver destinations

The Annual Participation Measure (APM) for EDC reports on the education and employment activity of 16–19-year-olds in Scotland and is the source of the Scottish Government’s National Performance indicator “Percentage of young adults (16–19-year-olds) participating in education, training, or employment”. The latest (published August 2024) marks the ninth release of statistics on the participation of 16 to 19-year-olds at a national and local authority level.  In August 2024, 96.1% of 16 to 19-year-olds were participating in education, employment or in other training and development.  For 2024, 2.4% of young people status was unknown at the time of reporting.

Skills for Life, Learning and Work

The East Dunbartonshire Community Learning and Development plan was updated and published in November 2024 as per the statutory guidance. The plan is monitored by the CLD Partnership. The plan was informed by community input and data and was collaboratively developed by the partners. The Partnership has representatives from EDC Community Planning and Partnership and Skills for Learning, Life and Work, East Dunbartonshire Leisure and Cultural Trust, East Dunbartonshire Voluntary Action, Citizens Advice, ED Health and Social Care Partnership, New College Lanarkshire and Skills Development Scotland. The Partnership meets every 6-8 weeks and reports to the Community Planning Executive Group, the Community Planning Board and East Dunbartonshire Council.

The plan covers work in relation to youth work, adult learning, employability and community development. Skills for Learning, Life and Work lead on adult learning, youth work and employability. Several approaches to self-evaluation are used across the partnership by projects including feedback evaluations, videos, surveys, stakeholder views, collection and analysis of data and performance data. Case studies are used extensively to demonstrate impact.

Youth Work

Youth Services continue to work in partnership with all secondary schools and have a Youth Development Worker based in the school four days per week. Youth Development Workers have been working collaboratively with schools to develop learning opportunities and support targeted young people who face barriers, to develop their potential and reach a positive destination. This includes programmes and support for young people disengaged from learning and school, wellbeing, employability pathways, wider achievement, issue-based work, NEC (Young Scot card) applications and other interventions. This work is leading to young people developing key skills for learning, life and work. During the academic year 2023/24 young people successfully gained 480 accredited awards and 607 Saltire awards.

A targeted summer programme together with Positive Achievements engaged 189 young people and 11 families received 53 food deliveries.

A Skills Pathways Programme during the exam diet was developed and targeted on young people who were siting minimal exams or who would benefit from opportunities for skills development and building wellbeing. The activities offered included cooking sessions, Outdoor Education, Construction Skills Certification Scheme (CSCS), Construction taster day and a site visit. 

Youth Services have been delivering a series of cooking programmes and sessions for young carers and care experienced young people. These have been very successful, with young people reporting an increase in confidence and knowledge in healthy cooking, alongside a reduction in feeling socially isolated. 

Young people have reported feeling happier and more confident in themselves, especially socially, and are able to manage their emotions better as a result of attending our 3 evening youth projects.  Having Youth Development Workers in school full time has created stronger links between schools and the wider community which is positivity impacting young people. 

The three Members of the Scottish Youth Parliament (MSYPs) are part of national working groups and committees. Locally MSYPs are working in partnership with Young Scot to research what young people want from their Young Scot Card discounts.

Our Youth Council are launching a youth survey with findings shaping the future work of the Youth Council. Two young people from the Youth Council are Education Committee Representatives. Young people have also worked in collaboration as part of the West Partnership Youth Voice Ambassador Programme.  The programme has provided young people with the opportunity to network beyond their local areas. East Dunbartonshire’s Youth Ambassadors focused their research on the role of music in promoting positive mental health and wellbeing and how music can support their education. 

The INCLUDEM detached youth project has continued to undertake street work with a view to providing positive opportunities for young people at risk of becoming involved in anti -social behaviour.

Positive Achievements

Positive Achievements has maintained its focus in successfully supporting senior phase young people into employment, education, training and /or volunteering post school destinations via its bespoke diversionary, personal, social and vocational development programmes. A programme of outdoor summer activities was also made available. All programme provision supports and encourages participants to develop skills for learning, life and work as well as attaining an array of industry, and nationally, recognised wider achievement qualifications. Last year, 12 young people that engaged in the main School Leaver’s programme managed to achieve 100 awards/certificates between them, including Duke of Edinburgh Bronze/Silver Awards and National 4/5 level academic qualifications, with 94 of the awards being accredited/industry recognised. The majority of these YP were also successful in transitioning into positive post school destinations primarily onto college courses.   During the October recess, Positive Achievements was relocated from Hillhead Community Centre to take up its new residence within the basement of the East Dunbartonshire Campus that provides a modern and secure environment for young people to thrive. 

Adult learning

Almost all learners are improving skills and confidence leading to improved life chances. All partners and projects effectively work together to ensure easy progression and pathways.  Our Learning Matters, Literacies and English for Speakers of Other Languages (ESOL) adult learning programmes has provided over 700 learning and training places, with over 230 participants completing 461 certified training/learning opportunities.

The Count Me In programme funded through the Shared Prosperity Fund has supported 357 adults and parents to improve numeracy skills with 291 completing courses and meeting learning goals. 17 have achieved qualifications with another 10 currently undertaking qualifications. Funding has been secured to continue the programme for another year at a reduced level. Work is ongoing to ensure all EDC employees in care settings achieve the appropriate SVQ levels for Scottish Social Services Council (SSSC) registration.

Employability

The Local Employability Partnership continues to meet regularly to allocate and monitor the use of Scottish Government No One Left Behind and Tackling Child Poverty funding. An Annual Investment Plan and quarterly performance reports are submitted to the Scottish Government. The focus of programmes this year have been on young people, those with disabilities and poor health, carers, those in the community justice system, parents on low incomes and those unemployed with a significant barrier to employment.

A new performance management system was introduced last year which is now being used by all partners which allows the Partnership to better analyse data and performance. Up until the end of reporting period 3 (April to December 2024) the programmes had provided employability support to 271 new individuals (starts after April 24), with 97 moving into employment, 10 into volunteering, 12 into further education and 151 qualifications being achieved.

The Parental Employment Programme (PEP) has this year provided 14, 6 month paid training work placements and accredited training within the council, mainly in early years and support for learning. 6 participants have already secured permanent roles, and it is forecast that all who want to, will be able to secure permanent/supply work.

Early Career

Recruitment for the Phase 11 of the Modern Apprenticeship programme was completed with 14 new apprentices starting in their new roles across Accounts and Finance, Roads, Streetscene, Architectural Technology and Early Years.  
The latest phase of the Modern Apprenticeship programme was launched this Spring with a further 15 opportunities on offer including Early Years, Health & Social Care, Roads, Greenspace, Youthwork and a Graduate Apprenticeship in Civil Engineering. 
Five graduates are also undertaking paid work placements across Economic Development, Planning, Information Management and City Deal.

Priority 5 - Improvement in Literacy and Numeracy attainment

Implement the refreshed Literacy Strategy

The refreshed Literacy Strategy is currently being worked on by the Literacy Strategic Group to update the content in line with national and local legislation and policy frameworks. The strategy will set out the visions, priorities and actions to ensure the highest standards of achievement and attainment in Literacy for all our learners. This overarching document will incorporate the Literacy Progression Pathways, the Literacy Equity Framework, the digital Literacy Hub and the Addressing Dyslexia in EDC Guidance.

Literacy Intervention Framework and online Literacy Hub

The Framework for Equity in Literacy has been shared with all Head Teachers. Almost all Depute Head Teachers with responsibility for Additional Support Needs, as well as our Education Support Teachers and Principal Teachers for Support for Learning, attended a training session on the framework. These staff will attend a further training session in June. In addition to this, training was delivered to all Literacy Champions in March and cluster events have been arranged for August and September to ensure all teaching staff are confident in how to use the document to support learners. The digital Literacy Hub is being created by a group of highly skilled practitioners and will be launched in August 2025. The Hub will house up-to-date and relevant resources, professional learning opportunities and local and national documents.

Raise attainment and narrow the poverty-related attainment gap across all levels in Literacy and Numeracy

In primary schools, pupils living in quintile 5 (least deprived) perform better than pupils living in quintile 1 (most deprived) at all stages across literacy and numeracy.  Performance tends to increase as deprivation levels decrease.

In session 2023/24 attainment outcomes in literacy did not continue to improve as expected for children and young people in quintile 1 (most deprived), but a gain of 0.2% was achieved in quintile 5 (least deprived) when compared to 2022/23 data. Overall, the poverty-related attainment gap has increased by 1.9% between 2022/23 and 2023/24.
 
The poverty related attainment gap in numeracy has marginally narrowed from 22.6% (2022/23) to 22.1% in session 23/24. Nationally the gap marginally widened by 0.4% to 17.4%. 71% of pupils in Q1 within EDC are achieving as expected, compared to 72% nationally. 93% of pupils in Q5 are achieving as expected, compared to 89% nationally. This data must be considered in the context of cohort information. 6.2% of the pupil population are in quintile 1 (most deprived), compared to 52.5% in quintile 5 (least deprived). 

To continue to narrow the gap, the Primary Quality Improvement Team have developed a Framework for Equity in Literacy. The Framework for Equity in Literacy outlines recommended evidenced based interventions for literacy and is intended to support teachers and practitioners to identify the most appropriate interventions and approaches to raise attainment for all and narrow the poverty related attainment gap. Plans are in place to develop a similar Framework for Equity in Numeracy.

In addition to this, work is underway to implement appropriate supports and interventions for identified pupils residing in Quintile 1 across all primary schools. Following meetings with Head Teachers around the tracking of children living in Quintile 1, the Literacy Development Officer has visited 2 schools to date to discuss strategies to support learners who are not making expected progress in literacy and to develop skills in observing and identifying gaps in learning through existing assessments. 
  
The Literacy Development Officer has visited 16 primary schools offering advice and support around all aspects of literacy. Early indications from these visits have shown that they have been very effective in supporting schools in their understanding of the pedagogy around learning and teaching within literacy. In addition to this, 3 primary schools have received bespoke training in aspects of literacy linked to their School Improvement Planning from the Literacy Development Officer. Feedback from the sessions and ongoing engagement with the schools has shown that these sessions have had a positive impact on teacher confidence in the teaching of literacy.

Moderation processes across all levels

Broad General Education (BGE) moderation for each subject area takes place across all secondary schools within Professional Development Group (PDGs) meetings. Principal Teachers who have worked with the West Partnership on moderation have shared practice.

Further work has been undertaken to refresh moderation between primary and secondary schools and will be part of the Service Plan for the next three-year cycle. 

Literacy and Numeracy Strategic Groups

The Literacy Strategic Group has representation across all sectors. The group is working collaboratively to refresh the Literacy Strategy. The group have completed their work on a Framework for Equity in Literacy. This framework outlines recommended evidenced based interventions for literacy and is intended to support teachers and practitioners to identify the most appropriate interventions and approaches to raise attainment for all and narrow the poverty related attainment gap. The Literacy Strategic Group are rolling out a bespoke suite of training on the Framework for Equity in Literacy to ensure it is used effectively and consistently across all establishments. The group is also overseeing the work taking place on creating a digital Literacy Hub which will provide guidance, in the form of an interactive tool, to support self-evaluation, progression in literacy, current research and resources, and professional learning. This tool will support learning and teaching and raise attainment in all aspects of literacy.

The Numeracy Strategic Group also has representation across all sectors. This session the group has been working in collaboration with the West Partnership and attending workshops for the Curriculum Improvement Cycle with Education Scotland. These workshops review and inform change as they progress towards an evolved technical framework for Numeracy and Maths.

Champion leadership roles in centres and schools

The teacher Professional Learning Communities (PLCs) have been well attended this session with a focus on the early years’ teacher role, supporting pedagogical approaches, STEM learning, visits related to topics and a focus on learning and teaching, securing children’s progress and preparing for inspection. Evaluation at the end of this session will measure impact.

In session 2024/25 Literacy and Numeracy Champions were in place in almost all primary schools and the majority of Early Years Centres. Their key role was to; attend and share training with their colleagues; promote effective learning and teaching approaches in numeracy, reading and writing; share resources, ideas, and good practice; support the implementation of the Council’s Literacy and Numeracy Strategies; support colleagues. Literacy Champions have been involved in piloting and evaluating the literacy progression pathways that were introduced in August 2024, as well as participating in Train the Trainer sessions. The Numeracy Champions have attended professional learning sessions supporting Maths Week Scotland, identifying and supporting dyscalculia, family learning and algebra.  Both Literacy and Numeracy Champion meetings provide a valuable forum for primary teachers and early years practitioners to share practice and learn from each other.

Transitions across all sectors through cross sector and cluster working

An enhanced transition document has been launched across early years and primary following a pilot project in 2023/24 to improve transition reporting for children with significant additional support needs. Most schools and centres have attended information sessions. Feedback following the pilot project from staff, professionals and parents has been positive. Staff from Woodland View reported that the document is strength based and supported teachers in planning to meet children’s individual needs. With a continued focus to strengthen transition between early years and specialist provisions, along with the enhanced transition report, specialist provisions will now attend locality transition meetings to collect reports and discuss key information that will inform transition approaches in schools.

Early Years

Following a pilot year involving seven early years centres, Being Me Under 3, a development overview for children under 3, is in its first full year of implementation. The pilot centres have now moved to an online version on Learning Journals. Most centres with children aged under 3 are now implementing this to support practice. This is being supported by a trio of training sessions on working with children under 3 years.

Six centres have successfully taken part in the Up, Up and Away Pilot to support ASN training needs. This will be evaluated by those taking part and a training programme will be delivered to all EYCs next session.

Digital technology for learning and teaching

Innovative digital approaches to enhance learning and teaching were a key focus at the EDC Learning Festival. The workshops engaged teachers, as leaders of learning, to support and enhance digital skills including:

• AI powered tools to create differentiated literacy resources and develop skills in languages,
• Game based learning techniques applicable across curricular areas to enhance engagement,
• Digital tools for assessment, focused on formative approaches to support pupil progress, 
• Nearpod for immersive learning, providing real time assessments and inter-active learning experiences, 
• QR codes in classrooms, promoting enjoyment in learning through active learning activities.

Secondary Learning Festival 2024

The second annual Learning Festival brought together all secondary school teachers in Boclair Academy and showcased pedagogy through a programme of inter-active workshops, with teachers engaged as learners. The 2024 event provided 34 inter-active workshops, planned and led by teachers drawing together expertise in learning from across schools. Leadership of learning through collaborative professionalism is a powerful force in developing teachers' agency and is supporting continual improvement across all our secondary schools. 

To view the EDU Annual Indicators and the rest of Education services How Good is Our Service 2024/25 Report including information on:

• Absence Management
• Progress on Business and Improvement Plans
• Financial Targets – Based on P10 Projections
• Stakeholder Engagement Activity 
• Improvement Activities
• Current Delivery Focus.

View the document below.

April 2024 – March 2025

Finance & Digital Services provides support to all services in the Council in the management and safeguarding of resources, and provides a lead for digital transformation. The areas covered include Finance, Revenue & Benefits, Business & Digital Change, Shared Services, Rent Arrears, ICT Services, Internal Audit and Corporate Fraud. In carrying out these services, we aim to meet statutory obligations, current best practice and provide a responsive and quality service to our internal customers and external stakeholders. The Strategic Grouping contributes to the Corporate Governance of the Council through the Statutory Roles of the S.95 Officer and the team’s focus on supporting and strengthening controls and monitoring legislative compliance. 

Finance 

The team has supported the implementation of the new Oracle fusion system whilst managing other financial management, reporting, external audit and budgeting requirements in the context of limited resources.

Key achievements for the team in 2024/25 were:

• Supporting Mazars on their audit of the 2022/23 annual accounts which were signed off with a clean ‘true and fair’ audit opinion, 
• Local Finance Returns completed and submitted, 
  2025/26 budget submitted and approved,
• Completion of Scottish Government returns for funding and benchmarking purposes, 
• The implementation of the new Fusion system; and 
• Preparation work for production of the 2023/24 annual accounts and the 2024/25 accounts. 

Revenues and Benefits

The Revenues and Benefits team process the collection of Council Tax, Non Domestic Rates, benefits administration and the Scottish Welfare Fund. The Revenues and Benefits team underwent significant change during 2024/25 with the retiral of senior officers in the team. This lead to a period of adjustment for the team.

Key achievements delivered in 2024/25 are as follows:

• Issued almost 77,500 bills over the year including 49,000 during the annual billing period, and handled the response to these efficiently and effectively.
• Promoted the use of the Citizens Access Portal which allows residents to check the status of their Council Tax account, apply for Single Person Discount, and make changes to Direct Debit instructions.
• Processed over 90,000 benefit notifcations.
• Issued 5,000 Non Domestic Rate bills.
• Dealt with almost 16,000 Council Tax enquiries including letters, application forms for discounts and queries.The team dealt with over 3,400 Scottish Welfare Fund applications.
• The Accuracy & Performance Team conducted sample testing across the system reporting 99% accuracy.

ICT Services 

The ICT Services team continues to support the Council’s information technology assets and systems to ensure high availability and performance in line with agreed service levels. The ICT Services team works closely with the Business and Digital Change Team to deliver the Transformation Programme including the migration to Microsoft 365 services. The Infrastructure team worked with the Major Assets team to deliver Woodland View School and reconfiguration of Corporate Offices. The Security Team monitor the Council’s ICT systems and perimeter defences to ensure the security of data and information systems.

Key highlights for 2024/25 are as follows:

• Installed and configured new servers to host the Council’s Virtaul Server infrastructure.
• Upgraded key infrastructure servers from Windows 2012 to 2016.
• Completed the procurement of School AV equipment for replacing interactive boards across the school estate.
• Completed wireless access upgrades across the school estate.
• Completed upgrade of core network switches and routers at three sites.
• Initiated configuration and testing of Windows 11 ahead of the retiral of WIndows 10 in 2025.
• Completed Proof of concept for local internet breakout at primary schools to improve the performance of networks in the school estate.
• Supported Business and Digital Change colleagues in the provision of project delivery across multiple systems

Shared Services 

The Shared Services Team provides transactional and administrative support activities to support a wide range of Council Service areas including Education and Social Work. The team also provide front line service support to Community Letting and Complaints.

Examples of key achievements delivered in 2024/25 are as follows:

• Further improvements to the application process for Free School Meal and School Clothing Grants resulting in earlier payments for applicants.
  Completed the re-assessment of interim funding clients and invoices issued where appropriate.
• Completed the tender process for ASN School Transport and Social Work transport for 2024/25. Completed processing for the Scottish Milk and Healthy Snack Scheme including calculating entitlement and communicating the outcomes to applicants.
• The Residential Team added almost 1,600 service agreements to CareFirst for clients moving into care homes or for supported living services within their own homes. 
• The Homecare Team added almost 3,400 service agreements to CareFirst for clients receiving a homecare service or a direct payment. 
• The Direct Payment Audit Team carried out over 270 audits. 
• The Education Maintenance Allowance Team dealt with over 360 applications.
• The Busines Support Team supported the Canal Festival including invoicing stall holders.

Housing Rent Arrears

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 £181,735 on the year end outcome for 2023/24. 
 
The Tenant Participation Team continues to provide direct ongoing support to active Tenants and Residents Association
 
Examples of key achievements delivered in 2024/25 are as follows:

• Active Tenant Rent Arrears were £592,430, which is a decrease of £181,735 on the year end outcome for 2023/24.
• 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.
• Three Taking Part newsletters issued in April, August and December, with a new electronic newsletter now issued since August 2024, rather than paper copies issued to all tenants. 
• Six Tenant Participation Working Group meetings held at Twechar Healthy Living Centre in April, May, August, October, January and March. This was attended by tenants, tenant representatives, elected members and EDC staff.
• A Tenant Event was held at Kilmardinny House in Bearsden on Wednesday 25 September 2024
• Two new tenant groups were established during 2024/25. The Rowans Tenants Association, and also a Young Persons Tenant & Residents Association.

Business & Digital Change

The Business & Digital Change Team brings together two key services: Business Systems and Project & Change Management. These multi-disciplinary teams drive transformation, change and modernisation across all services within the Council, influencing and leading a culture of innovation and collaboration.

 The Business Systems team ensures the effective and efficient development, deployment, management and support of the Council’s Business Systems across all Council services. 

The Project Management & Change team manages the successful delivery of a range of multi-disciplinary and cross functional projects; ensuring the effective provision of project and change management integral to the Council’s Digital Development programme. They also support development of long-term innovation to maximise opportunities for transforming services across the Council. The team also includes the remit of Project Governance, ensuring best practice is deployed in all aspects of programme/project delivery 

• Key achievements delivered in 2024/25 include the following: 
  The Business Systems Team have successfully maintained 88 Business Systems. This has included 14 system upgrades, management of 150 incidents, 15 integrations and supported several digital transformation projects throughout the year.
• The team supported the move to a 3-weekly refuse collection with a particular focus on new digital routing and planning software. 
• Microsoft Sharepoint and One Drive deployed to 6 pilot business areas. 
• A project to replace our existing HR System commenced in Oct 24. This project is on track to go live in or Go Live in Nov 25. 
• The move to monthly pay was successfully completed and the first monthly payroll was processed as planned on 15th April 25. 
• Integrations developed between our Roads Management system (RMMS) and CRM enabling residents to seamlessly report road or lighting faults, request grit bins, and request grit bins refills. 
• The new Housing Management system is live and has streamlined the rent increase process, ensuring timely notifications and transparent communication with tenants. 
• The new CRM system is now live. 
• New redesigned websites implemented for Leisure Trust, EDC and HSCP. 
• EDC is now an official signatory of Scotland’s Digital Inclusion Charter. The charter is run by the Scottish Council for Voluntary Organisations (SCVO) with support from the Scottish Government. The charter supports, guides and recognises the work that EDC does to address narrowing the digital divide. 
• Green Waste permits went live for Season 25/26. New features developed included; Inline payments, automation to transfer permit requests daily and enhanced management reporting. 
• The team implemented a new cloud-based digital Alarm Receiving Centre for telecare customers in East and West Dunbartonshire, preparing us for the 2027 analogue switch-off and providing a significant leap in our service technology.
• EDC recognised by the Digital Office and ScotGov with a “Gold Level 2” award in Digital Telecare, providing full digital alarm services to over 60% of our residents and operating our emergency response centre with no major incidents for 6 weeks. 
• New cloud-based Leisure Trust Finance system (Trust Tech One) successfully implemented and live. 
• Carefirst Care and Support contracts rate changes implemented following the new Scotland Excel Care & Support Flexible Framework contract award. 

Internal Audit

The Audit Team’s work is underpinnned by the Internal Audit Plan which sets out areas of audit focus for the year ahead; however, as a risk based plan this remains flexible when risks change. The team completed 93% of the revised 2024/25 Plan, with 25 out of 27 planned outputs delivered by 31 March 2025. 69% of the original plan was achieved, with the plan being revised following a change in resources. With regards to outputs, these were lower than planned due to staff changes and unexpected absence in the team resulting in some audits being in progress at the year end. The remaining two audits are in progress will be completed in Q1 2025/26. The work performed in the year nonetheless focused on areas of risk for the Council, to enable the provision of the year end audit opinion on controls, governance and risk management. The detail of the work of the team including the annual audit opinion is reported separately following the year end.

Corporate Fraud 

Throughout 2024/2025, the Corporate Fraud Team continued to provide a counter fraud service to the Council, and full details of the results achieved will be reported to the Audit & Risk Management Committee. A new fraud management system was designed and developed in collaboration with the Business and Digital Change Team. This was successfully delivered on time and within budget.
The team delivers both proactive and reactive services, with a primary focus in the proactive space being on tenancy fraud and school registration fraud. In the reactive space, referrals received from both external and interal sources continue to predominantly fcous on council tax related issues. The team also continues its work on whistleblowing cases, liasing closely with HR where appropriate, and providing advice to services on fraud prevention. The team have also received data matches from the National Fraud Initiative, this being a data matching exercise cordinated by Audit Scotland and The Cabinet Office. While some initial sifting and investigation has been undertaken, progress has been delayed due to vacancies with the team. Recruitment efforts have been successful and the vacancies were filled in April 2025. The team continues to collaborate closely with a number of services, in particular, Customer Services, Estates, Housing, Revenues and Benefits, providing advice and undertaking vetting of applications to strengthen gateways and prevent fraud from occuring.

To read the Prioritised Performance Indicators and the rest of Finance and Digital Services How Good is Our Service 2024/25 Report including information on:

• Absence Management
• Progress on Business and Improvement Plans 
• Financial Targets – Based on P10 Projections
• Stakeholder Engagement Activity 
• Plans, Policies, Programmes and Strategies
• Improvement activities
• Current Delivery Focus.

View the document below.

April 2024 – March 2025

The Council’s Land Planning & Development Strategic Grouping encompasses the following teams and the following paragraphs summarise their delivery story for 2024/25 and contributions towards local outcomes:

Land Planning Policy:  

responsible for the preparation, consultation and publication of the Council’s Land Use, Greenspace and Biodiversity and Economic Development Policy which includes the East Dunbartonshire Local Development Plan and associated guidance and strategies, Economic Development Strategy, Circular Economy Strategy, Green Network Strategy, Open Space Strategy, Greenspace Strategy and Local Biodiversity Action Plan; leading and delivering Community Planning Local Outcome 1, development and monitoring of other land use planning, greenspace, biodiversity and economic development plans and strategies; and contributes to the development and delivery of the Regional Spatial Strategy and the Glasgow City Region Economic Strategy.

• The Land Planning Policy Team hosted a series of Evidence Topic Groups involving a wide range of stakeholders, as part of work towards the preparation of the Local Development Plan 3 (LDP3) Evidence Report. The Evidence Topic Groups were carried out between 20/08/2024 and 10/09/2024.  The Topic Groups provided an opportunity for participants to discuss each topic and make any suggestions for additional or alternative summary content.  A period of three weeks (with flexibility if required) was provided following each session for participants to make further comments and set out where they agreed or disagreed with the evidence set out in each draft paper.
• The Land Planning Policy team also carried out a review of Historic Environment Planning Guidance and Developer Contributions Supplementary Guidance.  These were intended to enhance existing guidance on these topics and in the case of Developer Contributions to reflect recent updates to school roll capacities. This included a public consultation exercise in November and December 2024 including an online survey and drop-in session, with the updated guidance documents being published in January 2025.  Consultation was also undertaken on a preferred Indicative Local Housing Land Requirement (I-LHLR) for East Dunbartonshire as part of the preparation of a the LDP3 Evidence Report.  A public consultation exercise was carried out in November and December 2024 including an online survey and drop-in session.
• The Land Planning Policy team undertook a review of the Local Development Plan 2 (LDP2) Action Programme and republished it as a Delivery Programme, following directions from the Scottish Government as part of the planning reforms specified in the Planning (Scotland) Act 2019. The primary consequence of this review was the addition of a housing delivery pipeline, which was prepared following consultation with key stakeholders including Homes for Scotland.
• The Land Planning Policy team circulated multiple newsletters to provide updates on the on-going development of the Local Development Plan.
• The Land Planning Policy Team has been contributing to the ongoing reforms of the planning system by preparing and coordinating Council responses to the following Scottish Government consultations:
  • Proposals for Regulations on the processes for amending the National Planning Framework and Local Development Plans
  • NPF4 Planning Guidance - Climate Mitigation and Adaptation
  • Investing in Planning - A consultation on resourcing Scotland’s planning system
  • Masterplan Consent Areas - Consultation on Draft Regulations
  • Contribute to British Geological Survey (BGS) data request on aggregate minerals
• The team has continued supporting community groups who expressed an interest in developing Local Place Plans (LPP) for their area by providing information about key requirements, contents and processes for ‘registration’ by the planning authority, as well as facilitating coordination between different groups.
• Work has begun on a new Economic Development Strategy for East Dunbartonshire.  The preparation of the strategy is being overseen by the East Dunbartonshire Economic Partnership, which includes representatives from relevant partner organisations and internal Council services.  Officers are also collaborating with the Glasgow City Region Intelligence Hub on the development of a socioeconomic baseline including strategic topics and data from official sources to inform the preparation of the strategy.  An initial public engagement stage seeking views from local businesses, organisations and residents commenced on 17 February 2025 and will close on 11 April 2025, including online surveys, a public forum and drop-in sessions. Further targeted activities are being planned with specific community groups to ensure that their views and opinions are included in the production of the strategy.
• Officers have engaged with the Community Wealth Building Practitioners Network, which brings together Scottish local authorities to share best practices and experiences to ensure that economic development benefits local communities.  The network provides a platform for ongoing learning and updates on the Community Wealth Building (Scotland) Bill and has informed the preparation of the new Economic Development Strategy.
• Work has continued in implementing the Circular Economy Strategy which was adopted in 2023.  This has been particularly focussed on green skills and developing information resources, including a draft Circular Schools guide.  A monitoring and review process is currently underway with council services and partners to assess progress and identify future needs, considering the introduction of the Circular Economy (Scotland) Act, in September 2024.
• Work continues on the preparation of a new Greenspace Strategy, which will replace the existing Open Space and Green Network Strategies.  A Play Sufficiency Assessment to support the Greenspace Strategy has been completed and included undertaking a targeted engagement with young people and their parents and carers. Work also commenced in March 2025 with consultants on the preparation of an updated Open Space Audit which will support the Greenspace Strategy.
• Consultants have undertaken a feasibility study of climate adaptation, habitat creation and access opportunities in the River Kelvin corridor. This has included targeted engagement with local landowners and other key stakeholders.

Sustainability Team:

develops and delivers the Council’s sustainability policies, strategies and guidance and ensures compliance with sustainability, climate change and transport legislation including Strategic Environmental Assessment (SEA) obligations placed on the Council.   The Team leads on the preparation, consultation, monitoring and review of the Climate Action Plan, Local Heat & Energy Efficiency Strategy, Carbon Management Plan, Public Bodies Climate Change Duty Reporting process, climate modelling, Local Transport Strategy and Active Travel Strategy.

• Further progress was made on the development of the Draft Climate Action Plan (CAP) following recruitment of two new Climate Change Policy & SEA Officers and completion of their inductions. A summary of the proposed approach to the CAP’s development was presented to the Council’s Senior Leadership Team for input in August 2024 and then initial sections were shared in October and November for further input. The Net Zero Focus Group and the Adaptation and Nature Based Solution Working Groups were convened in January 2025 to provide input on a working draft of the CAP and ensure a coordinated approach to the CAP’s development before additional internal engagement was undertaken. Updated actions were shared with the Council’s Senior Leadership Team in advance of a detailed presentation and engagement session being held with the Senior Leadership Team on the draft CAP in March 2025. The session invited input on the overall approach of the CAP in particular the mission, themes, actions and objectives while outlining progress since the previous presentation. Progress was also made on the Environmental Report for the Climate Action Plan with a final version being received from the consultants Ricardo. 
• Following Council approval of the draft Local Heat & Energy Efficiency Strategy (LHEES) and Deliver Plan in September 2024 (EDC/028/24/RS), a public consultation was held from the 1st of October to the 29th October. This followed extensive engagement to support the development of the LHEES and Delivery Plan including feedback being received from external partners such as Zero Waste Scotland, SPEN, major employers in East Dunbartonshire and Scottish Government consultants Turner and Townsend. An LHEES working group meeting was also held in July 2024 to gather additional input and establish a coordinated approach with relevant Council teams. Council approved the LHEES and Delivery Plan and Heat Network Review Statement in December 2024 (EDC/048/24/NR) while noting the report of consultation. The LHEES Working Group was re-convened in January 2025 to receive an update and to drive forward implementation of the delivery plan. An update report on the LHEES and Delivery Plan was presented to Community Planning Partnership Board in March 2025 (CPPB/002/25/NR). 
• Progress on the aspects of the LHEES Delivery Plan led by the sustainability team includes the following:
  • A meeting was held with the Heat Network Support Unit (HNSU) to discuss funding bids to carry out detailed feasibility work, prioritising the opportunity to develop a heat network zone in Kirkintilloch Town Centre. Following feedback from the HNSU, colleagues in assets were engaged to discuss how additional information on Building Assessment Reports for the Council’s own buildings could be gathered to support the funding bids which are being prepared to be submitted in spring 2025. A potential heat network in Bearsden and opportunities for smaller networks connecting Council-owned properties and decarbonising communal heat networks are also planned for investigation as part of the area-wide heat network feasibility study.
  • Regular meetings have been held with colleagues in assets to establish a coordinated approach between the LHEES and the Capital Assets Management Plan.
  • A meeting was held with the Glasgow City Region Programme Management Office to promote a regional approach to increasing renewable energy generation, leveraging regional support for climate and LHEES targets, and the development of a regional energy masterplan to complement the proposed Regional Spatial Strategy.
  • A funding bid for a Fuel Poverty Alleviation Fund was submitted to the Shared Prosperity Fund following input from EDVA and East Dunbartonshire Climate Action Hub.
  • Meetings were held with Scottish Enterprise, other local authorities in Scotland, Scottish Government, National Energy Systems Operator and other partners to explore ways of implementing the LHEES’ delivery plan.
  • Promotion of green skills and increased employability opportunities is being explored in collaboration with the Community Learning and Development Partnership.
• An enhanced Carbon Management Plan (EDC/049/24/RS) was approved by Council in December 2024. The report provides an analysis of the Council’s corporate emissions and total emissions in East Dunbartonshire, in addition to setting corporate emission targets for the 2024/25 and the 2025/26 financial years. This followed an extensive process to gather and analyse the data on the Council’s carbon footprint for the 2023/24 financial year and emissions in the East Dunbartonshire Council area for 2022.
• A technical note on the Public Bodies Climate Change Duty Report was distributed in November (TN Number 188-24) to give members and senior officers the opportunity to contribute to the statutory Public Bodies Climate Change Duty Report before it was submitted on 30 November. Information on the Council’s emission reduction activities were also submitted in advance of the deadline in December 2024 to the independent Council Climate Scorecards. Templates have been designed to streamline the data gathering process for the 2024-25 financial year.
• The delivery of the Community Carbon Literacy Training Programme was completed with a total of 179 attendees: 141 completing the accredited training, 21 completing a focussed session, 5 completing the in-depth ‘Train the Trainer’ course and 12 participated in a youth session. An update report was taken to the Community Planning Partnership (CPPB/003/25/RS) noting that the number of attendees exceeded the original target. A report with lessons learned on the programme is being prepared.
• Twechar Community Action was successful in their application to establish a Climate Action Hub for East Dunbartonshire. While Councils are not directly involved in the management or oversight of the Climate Action Hubs, the Sustainability Team and EDVA met with Scottish Government to explore how they could support the establishment of a Climate Action Hub and provided content to support Twechar Community Action’s application. A technical note was distributed on the new climate Hub (TN number 005-25) and officers presented a report in partnership with EDVA to Community Planning Partnership (CPPB/003/25/RS). An unsuccessful funding bid for a Community Climate Funding Officer was submitted to the Shared Prosperity Fund SPF to help the climate hub build on the Carbon Literacy Programme following input from EDVA and East Dunbartonshire Climate Action Hub.
• Four season CAP Newsletters were distributed to outline a range of Council actions on sustainability related activities.
• A Nature-Based Investment Study has been scoped to quantify the current greenhouse gas emission absorption potential of nature in East Dunbartonshire and set out options to leverage additional public and private investment to support environmental outcomes and contribute towards the Council’s net zero targets by quantifying the estimated emission absorption potential of nature while delivering meaningful action to preserve and bolster flourishing biodiversity. Funding sources are being actively sought to progress the study.
• The Sustainability Team engaged with consultants who were commissioned by Strathclyde Partnership for Transport to support Councils in developing an Employee Travel Survey in partnership with the Communication and Engagement Team. Following elected member and trade union briefing being held, the survey went live from late January 2025 until mid-February 2025. Over 350 responses were received and an analysis of the survey has been developed. This work will inform the development of a Travel Plan for the Council as detailed in the CAP’s Evidence and Options Report. 
• A Strategic Environmental Assessment service has been provided to colleagues across the Council to support the development of policies, plans and strategies being prepared, assess their environmental implications and report findings to the relevant Committee or Council. In situations where an SEA is required beyond the initial stages, significant support is provided to the policy-makers in undertaking the SEA report requirements, including the Local Development Plan, Greenspace Strategy and Food Growing Strategy. Ad-hoc sustainability advice is also provided to colleagues including to support sustainability in the procurement of a new fleet of printers. 
• The Sustainability Team has also provided extensive input for the City Deal Westerhill Development Road particularly through the Environmental Assessment and Carbon Baseline Reports. Collectively, these reports ensure that the quantification of estimated user and construction emissions are included and to make recommendations for corrective action required to ensure the initiative would be compatible with local, national and international sustainability legislation.
• The team also provided comprehensive responses for planning application consultations received primarily in relation to the implications from Sustainability and Energy Statements, Layout and Design Plans for sustainability and climate change policy areas.
• A technical note was written and distributed on Strathclyde Partnership for Transport’s Active Travel Strategy Consultation requesting input (TN number 130-24) before officers attended a workshop on the draft Strategy in August. Officer feedback was also coordinated and submitted for SPT’s Rural Transport Appraisal and Action Plan. Officers attended and provided input at SPT’s Council Liaison Group, workshops on the development of the Strathclyde Regional Bus Strategy and workshops on the development of the Clyde Metro.  A technical note was drafted to make senior officers and members aware of Strathclyde Regional Bus Strategy Consultation (TN number 041-25) and the Sustainability Team drafted briefing notes related to transport for COSLA Leaders' Meeting in February 2025. 
• The sustainability Team attended training session hosted by the Scottish Climate Intelligence Service (SCIS) on the new ClimateView tool which will enable live modelling of the Council's emissions and means of sharing live CAP actions with stakeholders in future. A technical note was issued in February 2025 (TN number 030-25) to make members aware of the SCIS roadshows being held around Scotland in March 2025. Members of the sustainability team and the Council leader attended.
• Meetings were held with colleagues in Assets and Fleets to explore accelerating fleet decarbonisation by using Scottish Government funding to create the necessary infrastructure such as electric vehicle charging infrastructure at Council sites and undertaking studies to support long term fleet decarbonisation. This included discussions of how the 10-year investment plan for Fleet Services, which is based upon vehicle demand by sites and replacement dates, could inform the prioritisation of a fleet decarbonisation plan.
• A technical note explaining key points on the Scottish Government’s consultation on National Adaptation Plan 3 was distributed in April 2024 (TN number 062-24) and feedback from elected member was incorporated into the Council’s response before it was submitted.
• The Sustainability Team are piloting of an informal partnership with Glasgow Caledonian University’s Master’s in Urban Climate and Sustainability programme to give postgraduate students the opportunity to complete their thesis in an area related to the Sustainability Team’s work while providing the students with an insight into local government’s role in sustainability policy. Member of the sustainability team engaged with the university and students to explore how the dissertations could add value to the Council’s work in advance of the dissertations being produced in summer 2025.
• The sustainability team held meetings with the land planning policy and development applications teams to identify means of integrating environmental considerations within the Local Development Plan and development applications process respectively. 

Development Applications - Planning:

manages all Development Management functions including the processing of planning applications and the validation function in line with locally and nationally set performance targets; and carries out planning enforcement.

Development Applications - Building Standards:

fulfils the Council’s role as Building Standards verification authority and delivers associated Building Standards services in line with locally and nationally set performance targets.

• The teams processed and determined over 614 planning applications and 1093 building warrant applications this year.  This ranged from small scale householder applications to major residential and commercial projects which are subject to detailed consultation with key internal departments such as Neighbourhood Services, Environmental Health, Education, Legal and external statutory consultees such HES, SEPA and Scottish Water.
• Through the planning process the team secured developer contributions towards Sustainable Transport, Green Infrastructure, Open Space, Nature Conservation, Affordable Housing, Community Facilities Education and Primary Healthcare.
• By the end of 2024/25 a total of £16,556.63 had been received through pre application charging as an established income stream.
• The team work closely with Housing and Major Assets colleagues with regard to Council led projects and contribute towards the delivery of new community facilities such as schools, nursery sites, new Campsie Memorial Hall and Affordable Housing projects. 
• The Validation Team have focused efforts on improving targets for issuing letter to applicants confirming whether their planning application is valid. With an average performance of 72% of applications receiving a letter within 5 working days over 2024/2025. Whilst this is below the target of 80% it does represent an improvement on last years figure of 56%.
• The Team have received and responded to four Proposal of Application Notices during the reporting period. This has given the team the opportunity to engage with the developer, front load the application and promote the use of Processing Agreements.
• The Enforcement Team have also continued to deal with a high number of new cases.  A total of 73 cases were taken up and 161 cases closed. The majority of cases resolved were done so through the use of negotiation and co-operation avoiding the need for any formal action. Cases have ranged in scale from domestic breaches to trees being removed in Conservation Areas and unauthorised commercial activity.
• The Development Applications team have been continuing to focus on a longer term Workforce Strategy and had positive support from the Council’s Early Career Programme Lead having successfully taken on a Grad Plus who will gain experience of Development Applications Planning and Enforcement work over a two year period.  We have also successfully recruited our Modern Apprentice within the Building Standards team into a permanent Inspector Role.  

Regeneration and Town Centres

Deliver a range of key regeneration services and projects. Including: town centre initiatives, capital development projects, external funding and resource generation, tourism and events, regeneration opportunities, and support the development of new related area focused plans, strategies and policies.

• The project to improve Regent Gardens in Kirkintilloch Town Centre has been in construction stage over this reporting period and reached practical completion at the end of March 2024. The defects period has sat within 2024/25, and the space was used successfully in the 2024 Canal Festival, and there is growing interest and enquiries for its use by local groups.  This project has seen community informed improvement to this key space in the town centre.
• The Campsie Memorial Hall in Lennoxtown has been progressed well over 2024/25, reaching final design and planning consent stage. The contract to undertake the works, construction will begin early 2025/26. The Lennoxtown Main Street Improvement Project is ongoing with designed developed to an advanced stage work has been ongoing to try establish a construction budget. 
• The team has worked closely with the Milngavie BID which has been successful at re-ballot, and the new Kirkintilloch Town Centre BID which undertook a successful ballot at the end of 2023.
• Work has been undertaken to engage with various funding streams to support a range of projects. This includes the administration of large funding amounts already secured, for example the Regeneration Capital Grant Fund.
• The programme management of the Shared Prosperity Fund is ongoing. A range of projects have been identified and are being progressed across the Council for implementation by end of March 2025.
• Officers over this period have prepared and delivered the 2024 Kirkintilloch Canal Festival.
• The restoration of the Milngavie Clock has been well progressed over this period, and was reinstated early 2024/25.
• Work is well underway on the Twechar Canalside Outdoor Pursuits Centre project, and work is ongoing in relation to the lease arrangement ahead of the centre opening later in 2025.  

The City Deal Team 

Develop and deliver the commitments of the Council’s City Deal Project – East Dunbartonshire Place & Growth Programme. This will delivery transport and connectivity improvements, economic regeneration and investment, place making and town centre renewal in the Bishopbriggs/Westerhill area. 

• The team continues with a range of work to ensure the delivery of the Council’s City Deal project, including the preparation of the different stages of business cases (in-line with Glasgow City Region & HM Greenbook requirements) which are required to unlock the funding from the region.
• The Westerhill Masterplan was approved a planning guidance.  Work is ongoing on the Westerhill Development Road and the design process for Bishopbriggs Town Centre.  A803 feasibility and options work progressed as part of Outline Business Case development. This work has included public consultation, ongoing work with various stakeholders and project partners (Glasgow City Council and Strathclyde Partnership for Transport).
• The OBC was approved in November 2024 and reflected a scope change deferring the A803 route corridor element, to be delivered in the future subject to alternative funding streams.  Work has been progressing to develop Final Business Cases for the Bishopbriggs Town Centre and WDR elements. 

Business Support team

Deliver programmes and services to support business and facilitate sustainable economic growth and business development. This includes the delivery of projects from the Economic Development Strategy and Economic Recovery Plan and direct proactive engagement with on-going support to local businesses, through Business Gateway to encourage and support new start business, business growth, and sustainability job creation and inward investment. 

• The team has been delivering business support via the ongoing Business Gateway contract in relation to start up, growth businesses and local expert help.
• The SPF funded Digital Development Grant was fully subscribed, and applications processed. As with the Digital Development Grant the SPF funded Green Business Support grant has launched the previous year, and it will offer a green audit service and follow up actions which can receive grant support to help local businesses improve how they operate. Both grants end 31 March 2024. The Social Enterprise support programme has been delivered over 2024/2025, supporting existing and help new start Social Enterprise businesses. This was also SPF funded.
• The Business Gateway National Review was completed and a New Service Specification has been prepared. 
• Scottish Boost Digital Boost funding is no longer be available. The team is providing a level of this type of support through the Digital Development Grant, 1-2-1 business support by Officers and where required local experts, and Webinars which will be delivered via Business Gateway National.
• The team has been developing the site enabling and regeneration grant, which is expected to go live early 2024/2025. 
• More generally growth and inward investment enquiries are being supported and coordinated by the team, directing them primarily at masterplan locations (Kirkintilloch Gateway, and the Westerhill Regeneration Masterplan Area). 

The Traffic and Transport Team

Lead on the delivery of the Local Transport, Active Travel Strategies and the Parking Strategy as well as the development and delivery of key transportation infrastructure programmes, initiatives and projects which incorporate place making principles for the development of sustainable places, town centre first principles, economic growth and reduction of inequalities. All projects are externally funded and delivered in partnership with organisations such as Strathclyde Partnership for Transport, Transport Scotland and Paths for All to encourage and support a change in travel behaviour, healthier communities and improved access to employment. 

• The improvement of Canal Street in Kirkintilloch completed in this period and has delivered major improvements to this section of the John Muir Way and provide better access to the Canal from Eastside, in addition an improved road condition for the businesses which operate along this section of road. The team has delivered a number of path improvements over this period further enhancing the active travel network within the district and supporting healthy and more sustainable forms of travel.
• The team continue to work closely with colleagues in Education to deliver cycle and scooter training in primary and secondary schools across East Dunbartonshire through the iBike Programme. The team also secured funding and delivered 150 bikes for schools across the authority.
• 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.  This has delivered major investment and improvements to the operation of the round-about for all users, and improved drainage systems at the location.
• Feasibility and design works are progressing on a range of active travel infrastructure projects included in the Local Transport and Active Travel Strategies, including works to improve various active travel paths.   
• Work has progressed well over 2024/25 on the A807 Active Travel Corridor , and construction for Stage 1a, Auchenhowie Road is now complete. Detailed Design for Stage 1b is progressing, with Detailed Design for stage 2 and 3 due to commence early 2025/26.
• The Traffic Free Schools pilot continues, and it will be reviewed and reported on to determine longer term implication of the work to enhance accessibility and sustainable modes of transport for children and school communities. The BetterPoints East Dunbartonshire App has also been launched to promote active travel.
• 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.
• 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, supporting the Planning Service with transport planning support and continuing to assist in resolving access issues.

GIS Team 

Delivers the Council’s Geographic Information Services (GIS) obligations in line with the requirements of national GIS standards and provides a corporate GIS service; and provides technical support for the delivery of Land Planning & Development functions, alongside supporting teams across the council. Over the past year, the team has made significant progress in supporting the councils’ goals through geospatial data management and providing IDOX and GIS services to different teams.

• Idox – Uniform, Unimap web & DMS: The GIS team has continued to provide technical support to users of the Uniform and Enterprise software, which is utilised by number of council teams. The team also coordinated with the Business Digital team to plan and implement an upgrade of Uniform, Unimap web and DMS, ensuring that the Idox system remains up to date.  In addition to core Idox responsibilities, the team continued to monitor the stamper application on daily basis to ensure it is running as. The team continue to support the Development Applications Validation Team with issues regarding Scottish Government portal when they arise. Multiple requests on the IDOX system have been actioned and new templates have been created for planning decisions and updates to contact details where required. New Microsoft Access databases have been created and existing ones modified to allow for more advanced data to be extracted from Uniform. These reports have been made and altered for the Trading Standards, Environmental Health, Planning and Building Standards teams. 
• GIS - Spatial Data Support: - The team continue to provide ongoing support for GIS spatial data across the council. This includes management and maintenance of the GIS data & system. The team initiated the upgrade of GIS server after identifying that it was out of support. This major upgrade is now in progress to ensure the GIS system remains secure and up to date.
• The team have worked on several projects across the council within the past year. The GIS team have also produced several maps for teams such as City Deal, Roads, Education, Environment and Community Planning to be used within reports and public releases. Throughout the production of all maps, the team ensured compliance with Ordnance Survey guidelines on copyright statements and best practice in partnerships with ESRI and Ordnance Survey.
• The team has launched a new GIS Service & Error Reporting form to streamline the GIS related requests and ensure timely support provided across the councils. Following this, an GIS Service & Error Reporting action app was developed using the ArcGIS online platform to streamline all the request coming from GIS Service & Error Reporting form. This app help GIS team to process the request and closed the status real time. The team also prepared a Dashboard view that provide total number of request open, closed requests and other relevant statistics. These two developments are highly significant for GIS team, as they have greatly improved the workflow and request tracking.
• The GIS team successfully completed the migration of Allotment waiting list into the GIS system as part of the pre-New GIS server Allotment version (0.1). This included creating a dedicated GIS layer, developing waiting matrix and automating the process using the python scripts and transferring everything to an ArcGIS model. The model now allows scoring, ranking and exporting the updated data to excel workbook in one click.
• The team continue to provide ongoing support on the ArcGIS online platform. Over the past year, the team have created new users account as required, updated numerous web maps and help teams using the platform. They also supported the use of Survey123 and Storymaps by assisting with form design and functionality. Multiple surveys were successfully completed on survey123 to support a range of service area.
• The team have also worked with Education to do regular distance checks for the most effective school routes, alongside the yearly work routing new pupils to their closest Primary or Secondary. 

Street Naming and Numbering process has been carried out for large new developments and smaller developments. The team continue to liaise with Royal Mail regarding the Waterside Consultation which is ongoing. The team continue to resolve address queries and addressing issues from EDC residents, Scottish Assessors, Customer Services, Housing, Health and Social Care and other EDC Council Departments. Over 50 Road Adoption Plans have been completed, and the team have also been working with the Road Services to ensure the NSG (National Street Gazetteer) data is in alignment with the One Scotland Gazetteer (OSG) within East Dunbartonshire. The team have continued with the ongoing continuation of work with the Improvement service to ensure BLPU and address are accurate in the OSG. The team have also made the necessary updates, when required, to enable the daily data upload process to complete successfully and attending all Improvement Service meetings to keep up to date with the latest processes and protocols from the Scottish Government.

Housing Policy and Performance Team

Lead on the delivery of the Local Housing Strategy, Housing policies and performance monitoring in line with legislative requirements and standards set out in the Scottish Social Housing Charter. This includes the housing contribution to the Health and Social Care Partnership Strategic Commissioning Plan to meet national health and wellbeing outcomes.

• A new Integrated Housing Management System (IHMS) delivered by NEC is being phased in to replace the much older Saffron system.   Systems Officers assisted with data cleansing of Saffron and Housing folders, to ensure a smooth transition as migration took place, while continuing with day-to-day processing of direct debits and the set-up of tenant’s rent accounts. User Acceptance Testing (UAT) was carried out that allowed issues to be rectified or escalated as appropriate prior to confirming a date considered safe to enter into a live environment. The new IHMS system went live in October. Staff continue to work closely with the IHMS project team to resolve any issues. Training to support the transition to the new system took place through October and November. NEC is now being utilised fully by Housing Services.  
• The Systems team contributed to the National Fraud Initiative audit.
• The Policy and Performance Monitoring officers have completed the SharePoint pilot, using the new system for records management and retention, identifying any operational issues that emerge.
• Performance Monitoring Officers captured all data required for the Annual Return on the Charter (ARC) that was successfully submitted on 31 May with no data errors.
• Performance Monitoring Officers are completing a monthly Voids Return for Scotland’s Housing Network who are actively monitoring voids timescales nationally.
• Officers continue to complete monthly performance statistics and dashboards that inform the HGIOS Report. In addition, a Quarterly Return is voluntarily submitted to Scotland’s Housing Network that assists with an annual benchmarking analysis against other landlords.
• Policy Officers have been reviewing the Council’s Allocations Policy, gathering views from Stakeholders and began a process of customer engagement via workshops on key aspects of the policy.  Policy Officers are preparing to carry out a full public consultation on proposed changes to the Allocations Policy following committee approval.
• Policy Officers have undertaken a desktop review of the Local Housing Strategy 23-28 that was successfully submitted to Ministers in December 2024.
• Procurement of a new Digital Telecare system is moving forward. The project team are ensuring the successful transition of analogue telecare to digital telecare throughout the sheltered complexes and will deliver in-person briefings to tenants at each site.
• The Housing Estates Adviser is working closely with the sheltered wardens to ensure a robust service is provided to tenants during the Telecare procurement and switchover to the new system. The team is aiming to minimise disruption to tenants as legacy equipment is removed.
• In February 2025 the Housing Estates Officer has overseen delivery of 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.
• The Policy Team has arranged and hosted staff training for all Housing staff on a monthly basis from January 2024 on a variety of topics.

• Final drafting of the LDP3 Evidence Report following extensive consultation, information gathering and analysis.
• Adoption of planning and statutory guidance on the historic environment and developer contributions to support the delivery of LDP2.
• Publication of the first new-style LDP Delivery Programme to address legislative changes.
• The Kelvin Valley Green Network, Wetland and Habitat feasibility study was successfully completed and an Options and Feasibility report submitted to the Council.
• The Land Planning Policy team successfully bid for UK Shared Prosperity Funding for Phase 2 of the Kelvin Valley Project which will focus on developing specific proposals with landowners, land managers, communities and other relevant stakeholders through targeted engagement.
• The Council’s Local Heat and Energy Efficiency Strategy and Delivery Plan were approved in December 2024.
• The Community Carbon Literacy project has been completed with 179 people attending the training, exceeding the project’s target.
• Twechar Community Action was successful in their application to establish a Climate Action Hub for East Dunbartonshire. While Councils are not directly involved in the management or oversight of the Climate Action Hubs, the Sustainability Team and EDVA met with Scottish Government to explore how they could support the establishment of a Climate Action Hub and provided content to support Twechar Community Action’s application.
• An Employee Travel Survey was undertaken and received over 350 responses
• Implementation of phase 1 of the Integrated Housing Management System 

To read the Prioritised Performance Indicators and the rest of Land Planning and Development How Good is Our Service 2024/25 Report including information on:

• Absence Management
• Progress on Business and Improvement Plans 
• Financial Targets – Based on P10 Projections
• Stakeholder Engagement Activity 
• Plans, Policies, Programmes and Strategies
• Improvement activities
• Current Delivery Focus.

View the document below.

April 2024 – March 2025

Corporate Procurement

The Corporate Procurement Team drives Procurement Governance and Compliance across Council services whilst supporting the Transformation agenda, City Deal, capital projects and priority contract workstreams.

Key priorities for the Team have focused on; Fusion Implementation (the Council’s new financial management system), Key contractual requirements, Transformation Projects, Capital Programme, City Deal, Key IT Systems, Business Grant Payments and the payment of external payees.

The work of the team in support of the Fusion Implementation cannot be underestimated.  The Corporate Procurement Team is the centralised support for those dealing with ordering goods/works/service and the management of the Council’s payees.  This has been a huge commitment and demand on the resouces of the Team, the ongoing implementation and quarterly upgrades of Oracle Fusion have been delivered without additional resources and in addition to business as usual work.  The entire Corporate Procurement Service has been involved in this work, often going above and beyond to juggle the demands of of the implementation and the need to maintain business as usual.

All delivery being aligned to the Authority's Procurement Governance arrangements and Organisational priorities, providing guidance, advice, training and skills development to ensure an embedded procurement governance approach.

Overview of Progress

• Various tender workstreams to support organisational objectives and business as usual workstreams 117 recorded contract entries in the contract register in the second half 2024/2025.
• Completed the Go Live of the new Financial Management System.
• Continued to support as Lead Subject matter Expert resources to the Oracle Fusion upgrade project.
• Supported the ongoing implementation process for the Integrated Housing Management System.
• Supported contractual arrangements for capital projects.
• Support and progress key City Deal tender workstreams.
• Supported Educational Estate upgrades & remedial work packages.
• Secured contractual support for key corporate Business Systems to ensure continued service delivery to support Digital Workforce approaches.
• Publication of Annual Procurement Report for 2023-2024.
• Preparation of the Annual Procurement Strategy for 2025-2026.
• Supported key transformational projects such as Fusion Phase 2 HCM, IHMS, etc.
• Continuous approach to capacity and resource management.
• Completed procurements and awarded contracts for a programme of works to improve the overall health of the Council’s Business Systems assets including IDOX, GIS, etc.
• Supporting flexible Social Care contracting to secure continued delivery of care to those most vulnerable.
• Application and support through Scottish Procurement Policy Notes to support prompt payments, contractual reviews and assessment of provider claims via contractual opportunities.
• Systematically reviewed prompt payment of third-party goods, services and works.
• Ensured processing of payments of Business grants to local businesses 
• Continued review of opportunities to support payment processing improvements through the increased usage of invoice scanning and e-invoicing.
• Testing for i-Supplier Portal for Council Suppliers and Contractors to provide real time information on purchase order information and invoice payment updates.
• Testing Fusion upgrade functionality, developing training documentation and communications for Redwood Self Service procurement ahead of roll out early 2025-2026 to approximately 700 system users.

Corporate Governance/Democratic Services

The Corporate Governance Service provides Democratic Services, Technical Support for Registration Services, Elected Members Support and SLT Support services on an on-going basis, Civil Contingencies and Corporate Information and Records Management services to the prescribed standard across all areas of the Council’s business and to key partners such as East Dunbartonshire Leisure & Culture Trust and the HSCP.  In addition, Democratic Services delivers the successful management of all electoral events in East Dunbartonshire and regularly reviews the alignment of polling districts to constituency and ward boundaries as required by the Boundary Commission and Boundaries Scotland.

Democratic Services supports the Council’s decision-making process and in 2024/25 serviced approximately 69 Committees, Boards, Panels, Fora & Working Groups.  Many of these were held in a Hybrid format with Members & Officers attending in-person and joining on-line as well as meetings which were fully in person or fully on-line.  Members of the public were able to observe in person or via the Council’s YouTube live stream.  Democratic Services spent the early months of 2024/25 developing arrangements and preparing for the UK Parliament General Election which was called in May and held on 4th July 2025.  The short notice of the calling of the election and the additional burdens placed by the Election Act 2022, particulary in relation to voter ID, postal vote handling and requirment to provide additional statistical information from the polling places, resulted in addional work for the Team and the wider election team.  There was widespread communication with candidates, agents, Council employees and voters regarding the changes.  As the election was to be held during the the Scottish School holidays, this resulted in diffuculties in recruting polling and counting staff.  There was also a 50% increase in the number of postal votes registered for the constituency, which is significant given the high number of postal votes already in place.  Mid Dunbartonshire constituency recorded the highest percentage turnout in Scotland and was in the top ten UK-wide.  

Following on from the General Election result, Democratic Services also made arrangments for the Ward 7 – Kirkintilloch East & North & Twechar by-election.  The timing of the poll caused some lgistical challenges given the time of year and other commitments.  The Notice of Poll was published on 3 January 2025 and the election and count were held on 13 February 2025.

During 2024/25, Democratic Services mananaged the Committee process for the consideration and determination of approximately 130 Placing Request Appeals.  The majority of these Appeals Committees were held in June 2024, in the run-up to the the UK Parliamentary Election.  The impact of this on the work of a small team cannot be underestimated and delivering both these Appeals and the General Election was a huge logistical and operational triumph for Democratic Services, supported by colleagues in the wider Legal & Regulatory Services and Council.

Following its meeting in September 2024, the Council successfully moved to paperless meetings.  Agendas and Reports were issued to Members and Officers electronically and published on the Website all via Modern.gov.  Members’ and Officers’ training was provided on the use of Modern.gov and the App.

Democratic Services continued to support the East Dunbartonshire Children’s Panel and North Strathclyde Area Support Team. In 2024, thirteen new Panel Members were apppointed and undertook their pre-services training. For the Spring 2025, east Dunbartonshire received twenty three applications. Currently, thirteen Panel Members were being considered for reappointment. The Team continued to support Community Council and process annual grants.

In January, Democratic Services led the Council’s civil contingency response to Storm Eowyn, co-ordinating the cascade of national briefings and information and liaising with and co-ordinating services across the the Council in the response to the stom.

The Technical Officer – Registration Services and the Customer Services /assistant registrars continued to provide outstanding service to the general public - 740births, 2,152 deaths, 364 marriages (of which 104 were conducted by the Council and 4 Civil Partnerships were conducted/ registered and 2 still-births in 2024/25.  These services, which support significant life events, have increased in importance to our residents, particularly post pandemic and also as proof of identity to secure access to a variety of benefits.  In addition to the above, the Service arranged and administered regular Citizenship Ceremonies throughout the year, which is the final step in becoming a British citizen.  The ceremony is a formal occasion that welcomes those who wish to attain full citizenship of the UK.

The service continues to support the Civic Office and in 2024/25 ensured that many wedding anniversaries, significant birthdays, investitures and local organisations reaching key milestones, were able to celebrate in the company of the Provost and Depute Provost.  Significant support is also provided to the Lord Lieutenant of Dunbartonshire’s Office.

The Members Support and Strategic Leadership Support Teams have continued to provide support across both Members and senior leaders in the organisation.  In addition, the SLT Support Team plays a key role in supporting service delivery and also supports the democratic decision-making process by carrying out key tasks in the preparation of committee reports.  The Team is also a key part of the wider Elections Team and so played an important role in the 2024 General Election.  The Members Support team remains available to provide support to Members which is, as far as possible, tailored to the needs and work styles of different Members.

The Information management team supports the wider Council with data protection matters including subject access requests and freedom of information requests.  The team also manages mail, printing and records management.  For 2024/25, 93.8% of freedom of information requests (inculding enviormental information requests) were completed on time and 93.6% of subject access requests were answered on time.  This is very high completion rights compared to other public bodies.

Legal Services

Legal Services is split into three teams – City Deal, Commercial and Litigation & Licensing.

The Legal Services City Deal Team provides support to the Council’s City Deal project team in delivering projects as part of the wider Glasgow City Region City Deal’s regeneration.  This includes negotiating various ground investigation contracts and associated agreements with landowners and advised on contract negotiations and/or development for the next stage of design for both the Bishopbriggs Town Centre and Westerhill Development Road projects.

For the Commercial Team, support continues to be provided in furtherance of Council priorities as well as “business as usual” work.  The team continues to work closely with the Procurement Service in ensuring contracts are put in place so the wider Council can continue to provide services to customers.  Work includes contracts, grants, planning agreements, data protection and conveyancing including open market purchases.

Contracts and construction work included concluding agreements with Milngavie BID and Kirkintilloch BID, a strategic partnership agreement award made to East Dunbartonshire Citizen Advice Bureau, Enhanced Residential Pupil Service at East Park School, King George V Play Area Project Bearsden, Luggie Park Play Area Project Kirkintilloch, renewal of the Council’s IT firewall, completion of GIS upgrade, progressing the Lenzie Academy project resulting in concluding a pre-construction contract, progressing the refurbishment of Campsie Memorial Hall with a design and construction contract concluded, progressing the refurbishment of Balmuildy Primary School including concluding the construction contract for an accelerated works package, concluding construction agreement on the Bearsden Hub RAAC remediation project, implementation of the Scottish Living Wage Uplifts variation letters.

Property and planning work included section 75 agreements for Whitehill Court, Castlehill Farm and Huntershill House, making the North Wester Cleddans park Tree Preservation Order, concluding the lease for the Kirkintilloch Community Sports Complex, disposal of land at United Social Club, purchasing land at Crarae Avenue, Bearsden to be used for Westerton Primary School Project, a five year lease at New Kirk Road for GrapesGatsby & Co Ltd, obtaining a servitude for right to lay utilities and accesses at Twechar Outdoor Pursuits and Training Centre Sites, multiple licences to occupy to accommodate filming request including BBC and Netflix productions.

The team has also continued to ensure a quick turn around in supporting Services to apply for grants from both the Scottish and UK Governments including providing advice to ensure the Council meets its Fair Work First obligations.  In addition, the team continues to assist the Housing Service in respect of delivery of its many capital projects including the second phase of the Affordable Housing Investment Programme, the purchase of residential housing (both new build and open market), existing shared equity homes (together with the sale of shared equity homes) and purchasing of affordable home units from developers to increase the provision of affordable housing within East Dunbartonshire and securing affordable housing via section 75 agreements.  Quite often, open market purchases transactions are completed in very short timescales in order to ensure a property is secured.

The team also supported services with implementation of Traffic Regulation Orders including many that generated significant public interest such as orders for the A807 project and restriction of traffic for schools during pick-up and drop-off times.

Throughout the last year, the Litigation and Licensing Team continues to support the Council’s services in the management of various complex matters both at the pre-litigation stage and during litigation.  Main areas of work including housing, Education including ASN Tribunals, Social Work, employment and general litigation.  

Non-litigation work by the team includes support to HR and Services in relation to employment matters and advising on education matters.  The Council continues to receive a disproportionally high number of placing request appeals which results in several weeks of appeal hearings.  Work included supporting Social Work in relation to adults with incapacity and permanence planning, obtaining a Permanence Orders, obtaining a dismissal to a claim where it was alleged that the Planning Authority had breached its duty of care, obtaining a banning order for the protection of a vulnerable adult, successfully defending a court challenge to historic parking tickets.

The team continues to provide close support to colleagues in social work in respect of sensitive and often emergency matters involving children, families and vulnerable adults and has seen an increase in both the urgency and volume of this work.  The team has also provided training to Social Work including training in relation to permanence planning.  Members of the team continue to act as legal advisors to the Council’s Adoption and Permanence Panel.  

The team has also been focusing on assisting the taxi and private hire trade.  This has included consultation and engagement with stakeholders on new stances, a review of booking office licences which has resulted in new conditions, and work to review the regulation of testing centres.  Work was also carried out to encourage an increase in taxi operator numbers in the area.  In addition, the team continues to provide a supportive and proactive service to local community groups making applications for Public Entertainment Licences.  Often applications are received at short notice prior to the date of a proposed event and the applicant is inexperienced in the application process.  The team has worked with these groups to ensure that community events go ahead with appropriate safety measures in place and in accordance with Council policy.  This has resulted in significant praise for the team from community groups, including community councils, for support with events and markets.

A significant amount of work from the whole of Legal Services has been dedicated to the provision of support and advice to quasi-judicial boards including the Civic Government Appeals Board; the Licensing Board; Traffic Management Appeals Board; HR Appeals Board; Housing Appeals Board and the Local Review Body.  This has included supporting the Housing Appeals Board when it considered applications in relation to Short-Term Lets.  The team also provided legal advice to the Civic Government Appeals Board in taking action against drivers for pirating in other local authority areas.

In addition to the above, the Litigation and Licensing team was heavily involved in supporting school placing requests.  The Council continues to receive a disproportionally high number of placing request appeals which results in several weeks of appeal hearings.  This is time consuming and labour-intensive for both Legal and Democratic Services who work closely with Education in dealing with these appeals.  Part of the support provided to placing requests also includes representation both at the Sheriff Court and the ASN Tribunal.  The team has also supported both the Education service and HSCP in providing detailed responses to notices from the Scottish Covid Inquiry and the Scottish Child Abuse Inquiry.

As always, the service continues to provide strategic advice and support to its colleagues in other services on the full range of legal issues at any time facing the Council.  This work is frequently complex and resource intensive and much of it is not suited to detailed public reporting due to its confidential and/or sensitive nature.  The service also continues to improve its own workflows and processes to ensure work and advice is provided in a more efficient manner.

Set within the context of increasing demand and expectations, cost-of-living crisis and unprecedented financial challenges, the commissioned market, over the past year, was forced to make made a marked shift from a position of pandemic recovery to one of financial sustainability and protecting current service levels.  In response, the SCT has been instrumental in supporting the HSCP to take stock and re re-calibrate its short to medium term priorities by delivering technical commissioning and commercial expertise underpinned by a risk-based approach.  The on-going support of the SCT essentially ensured the HSCP was and remains best placed to make informed strategic and financial decisions about where to invest and disinvest across services whilst importantly, delivering a balanced budget.   

The shift in the market necessitates a shift in resources and skill base across the SCT.  Whilst this is being addressed via a revised structure, the SCT continues to pool limited resources and skill base to respond to daily demands and intervene across the market as/when required.  Despite the challenges outlined, the SCT remains focussed and committed, and continues to prioritise workstreams and target resources accordingly, thus ensuring, overall, an efficient and highly valued service has and will continue to be provided. 
  

Overview of Progress: 

• Aligned to the HSCP’s Strategic Plan, supported the development & progression of key priorities detailed within the Annual Delivery Plan (24/25).   
• Provided technical commissioning and commercial expertise across various and on-going strategic, service and financial reviews thus ensuring the progression of each review and required outcomes is fully informed and met .
• Led on and successfully implemented budget savings agreed by the IJB across commissioned services. 
• Provided Project Management support and expertise to help inform and support the progression of various and on-going strategic, and financial reviews. 
• Supported providers with sustainability and viabilities issues throughout the cost-of-living crisis. 
• Supported and played an integral role in the progression of various strategic reviews.  
• Established a comprehensive database to support and improve the planning of Learning Disability services.  The database consolidates & centralises various information streams whilst strengthening oversight & governance across this significant service area. 
• Contributed to the successful transition of children to adult services ensuring each transition is person centred, and outcome focussed. 
• Responded to Acute pressures by creating capacity within the market to support and facilitate delayed discharges. 
• Successfully transitioned several individuals with complex and challenging behaviours into supported accommodation services - ensuring support and accommodation needs were met whilst increasing occupancy levels and costs were kept to a minimum.  
• Represented the HSCP’s interests at national User Intelligence Group meetings ensuring local needs are protected and reflected within national agreements.  
• Successfully implemented revised contractual arrangements geared towards controlling spend and limiting impact on local budgets.  
• Informed development & implementation of a new Learning Disability Strategy (2023 – 2028). 
• Supported development and implementation of the HSCP’s Fair Access Policy for Children and Families services. 
• Monitored & reported on commissioned spend to budget movement to help inform the HSCP’s decision making / budget setting for 2024/2025. 
• Engaged with and continued to support the market in terms of preparing for the advent of the Health and Care (Staffing) (Scotland) Act 2019 and related reporting duties due later in 2025. 
• Arranged Equality Impact Assessment training for SCT staff to help inform and embed across service planning whilst ensuring compliance with underpinning legislation.        

To read the Prioritised Performance Indicators and the rest ofLegal and Regulatory Services How Good is Our Service 2024/25 Report including information on:

• Absence Management
• Progress on Business and Improvement Plans 
• Financial Targets – Based on P10 Projections
• Stakeholder Engagement Activity 
• Plans, Policies, Programmes and Strategies
• Improvement activities
• Current Delivery Focus.

View the document below.

April 2024 – March 2025

Over the course of 2024/25 the Roads and Neighbourhood Service has overseen 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 with the addition of the Corporate Health and Safety Team during 2024/25. 

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 support from colleagues in Procurement, Legal, 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. Multiple projects have been completed over the course of 2024/25 with some multi-year project straddling multiple financial years. 

All teams continue to monitor, and track spend to ensure budgets are closely managed in line with essential spend instructions.

Roads Network Operations Team (including Street Lighting)

The team delivers both planned and reactive maintenance to both carriageways, footways, and street lighting assets. The Service numbers fluctuate with staff turnover caused by leavers and retirements during the financial year. In terms of resource available some vacancies for operational posts have been advertised during the year, but certain posts are proved difficult to recruit which is caused some difficult. The issues have been investigated and the issues identified are industry wide rather than specific to the Council, Service or geographical location. The Service has completed the restructuring of the Roads Streetlighting Team following recent retirements. The team have delivered a solid capital and maintenance programme despite the difficulties faced throughout the year. 

The 2024/25 capital programmes for carriageway, footway resurfacing and lighting projects are completed with any outstanding works carried forward into the 2025/26 programme. 

The Roads Network Operations Team provide quarterly Technical Notes in April, July, October, January with a final summary issued at the end of the 2024/25 financial year and issued in April 2025. The technical notes update on works concluded each quarter with to work re-sequenced due to external factors. 

As stated, the Streetlighting Team are continuing to work at a reduced capacity, but the team have made great efforts to deliver a revised capital programme. The team will now commence work on a plan for 2025/26. 

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

Roads Technical & Engineering 

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

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

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

Streetscene Operations

The three geographical based teams have completed their summer and winter grounds maintenance programmes including grass cutting operations, herbicide treatment, care of Gardens service (final year), play area inspections, shrub pruning, leaf clearance etc. The teams are also undertaking street cleansing of all adopted council roads and pavements including litter collection, mechanical sweeping, and servicing of street litter bins. 

The team also continue to manage the Councils tree stock. It should be noted that Storm Eowyn had a significant impact on trees in the public realm, openspaces, parks, cemeteries. It will take a significant amount of time to address the remaining issue leftover from the dtorm. 

The team manages burials in the eight operational cemeteries.

Streetscene Technical Support Team 

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

The team is current considering 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 years 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 have completed the majority of Climate Ready Park Project in Etive Park, Bishopbriggs with some final landscaping and planting to continue in spring and summer 2025. 

The team is also progressing several Play Area improvement and replacement projects throughout East Dunbartonshire utilising core capital, developers coontributions and Scottish Government funding to renovate and develop improve play facilties across all geographical areas of East Dunbartonshire Council.

Mugdock Country Park

The team have completed their annual maintenance programme. 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 appointment of a new Team Leader at the country park in 2024 has allowed the Service to review several of the strategy action with a view to implementation in 2025 and beyond. 

The team continue to work with Stirling Council colleagues and local community groups including the Mugdock Trust for the benefit of the Country Park.

Waste Services 

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

The team have implemented year two of the Green (Garden) Waste Collection scheme following the Council decision to introduce charging and the associated permit scheme in 2024. The Service has also commenced 3 weekly collections of domestic waste which is a major projects with all routes reviewed and update in advance of the change. 

Fleet Services

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 multiple Service areas across the Council to support service delivery across communities. 

Replacement vehicles continue to arrive from suppliers for various Service areas while vehicles are disposed of once the replacement has arrived and been deployed. This includes the expansion of the Electric Vehicle Fleet to help the counicl move toward Net Zero targets. This includes working across Service areas to ensure the correct and supporting infrastructure is in place to support the change. 

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.

Health & Safety

The health and safety team has been reviewing safe methods of working for essential and frontline services supported by a comprehensive Health Surveillance program. The Health and Safety function focuses on strategic and operational support for all services with the aim of instructing and training to promote behaviour-based safety, sustaining governance through policy and standards design and compliance, taking forward proactive initiatives in partnership, consultation and engagement with employees and trade unions colleagues thus reducing and eliminating incidents and ill health. 

The health and safety function within the council is integral to ensuring that all services delivered are compliant with established safety standards and regulations. This function is governed by structured frameworks that facilitate a systematic approach to health and safety management across all services. Such an approach is essential for maintaining consistency in risk management and the implementation of safe working practices. 

A key component of this strategy is the ongoing engagement, review and enhancement of health and safety standards. This ensures that the Council remains aligned with the latest regulations and best practice. Furthermore, any modifications to services or activities are rigorously assessed to identify potential health and safety risks with appropriate measures adopted to mitigate these risks effectively.
The council's health and safety function engages collaboratively with trade unions to develop proactive initiatives aimed at fostering a safe and healthy working environment for all employees. This partnership allows for early identification and resolution of potential health and safety concerns ensuring that employees are actively involved in the creation of safe working systems.

The council recognises that a robust safety culture is vital for the effective delivery of services to both employees and the community it serves. Consequently, our health and safety management frameworks are subject to continuous review and improvement with periodic updates to the health and safety management system. Training programs play a central role in enhancing employee competence while a comprehensive health surveillance program is in place to protect the well-being of workers exposed to hazardous conditions and substances.

Additionally, the health and safety function incorporates fire safety risk management across all council premises contributing to an overarching fire prevention strategy. This integrated approach emphasizes the council's commitment to safeguarding health and safety in every aspect of its operations.

Roads Network Operations Teams (including Street Lighting)

•    The Roads Network Operations Team continue to undertake routine and ad-hoc safety inspection logging defects for further remedial action as required. 
•    Between 01/04/2024 and 31/03/2025, the Service identified 2856 defects which completing 2149 repairs within the SLA at 75.24%. Please see below breakdown figures.

·The Service has resurfaced 62 carriageways and 17 footways between 01/04/2024 and 31/03/2025 with an over all target of 63 carriageways and 25 footways. At the end of quarter 4, the Service had completed 98% of the targeted carriageways and 68% of the targeted footways in the 2024/25 Resurfacing Programme. Any areas not completed will be added to the 2025/26 programme.

·The Roads Network Operations Team issue a quarterly Technical Note updating members on the progress of the annual resurfacing programme -Technical Notes 2025, Issue 64 - Roads & Neighbourhood Services 2024/25 Carriageway and Footway Resurfacing Programme – Quarter 4 Progress and Yearend Update - East Dunbartonshire Council

Roads Technical & Engineering Teams 

Traffic

• The traffic officers completed a number of road safety improvements including the installation of new traffic signals at the junction of Antermony and Birdston Road. 
• However the signalisation of Drymen and Station Road junction was postponed into financial year 2025/26.
• The traffic calming project at Menteith Avenue and Springfield Road, Bishopbriggs associated with the Climate Ready Park Project was completed. 
• Traffic Signals continue to be regularly inspected and repaired as required via the Councils appointed external contractor. 
• A variety of Traffic Regulation Orders were progressed throughout the 2024/25 financial year with several ongoing including both the Bearsden and Twechar 20mph TRO’s. The remaining geographical areas will be progressing in 2025 and 2026 covering Milngavie, Bishopbriggs, Kirkintilloch, Lenzie, Torrance, Lennoxtown, Milton of Campsie and the other villages.
• Additional Road Safety markings have been added to various location including the B822 Campsie Road new and refreshed 30 roundels and repeater.
• Additional Road Safety markings in the vicinity of all schools commenced in 2025 with the installation of markings in Drymen and Manse Road with the intentions to roll out to other location in 2025/26.
• Car Seat safety event was completed Sainsbury’s car park, Kirkintilloch in July 2024
• Bankhead Road traffic calming (installation of 2 sets of speed cushions) was completed during school holidays.
• Lennoxtown Main Street Design ongoing. 
• Responding to Planning Applications.
• Responding to tickets on RMMS and passing instructions for action.
• Responding to Lining Requests and refreshing faded road markings.
• Commenting on various licences i.e., street trader licences, public entertainment licences and occasional licences.
• Canniesburn Toll: MOVA traffic signal installation completed as part of the overall Canniesburn Toll Signalisation Project.
• Footway parking exemption TRO approved early in 2025 
• Annual review of the designed Disabled Parking Places completed
• Installation of anti-ram bollards completed at Crosshill Road/Auchinloch Rd roundabout.
• Installation of New 2 metre footway Southside of the B822 Campsie Road, Torrance completed.
• Dropped Kerbs – Queens View, Torrance completed.
• Bollards for disabled Bays ordered and installed upon delivery

Development

• Site visits to monitor progress on developments currently under construction.
• Site meetings to inspect developments and identify remedial works prior to adoption by EDC.
• Assist planning with development applications, distribute to officers for their comments on potential future developments.
• Process road adoption enquiries from internal and external departments.
• Coordination of future works, road openings and temporary traffic management permits. Completed SRWR inspections for year 24/25, invoices being sent out to utility companies to confirm Q4 inspections charges. Negotiating inspections charges with utilities for year 2025/26.
• The Roads Development Officer continues to liaisie with Housing Developers to arrange remedial works ongoing at various Housing Developments prior to adoption.
• EDC carried out 100% of Category A, B and C road works inspections for year 2024/25. We charge utility companies for road works failures and temporary traffic light permits..
• Site visits to monitor progress on developments currently under construction.
• Site meetings to inspect developments and identify remedial works prior to adoption by EDC.
• New roundabout at Crosshill crematorium now operational and adopted.

Flooding and Drainage

• CCTV Drainage Inspection and vactor works at multiple locations have been completed over the course of the year including A807 Auchenhowie Road, WDR, Kilsyth Road, Langfaulds Cemetery
• Drainage upgrades completed at Greenhead Road, Willow Drive, Arasaig Drive, Balmore Road A807, West Balgrochan Road, Thomson Drive, Thomas Muir Primary Oxford Street, Thorn Road, Stockiemuir Road, Antermony Road, Applecross Road, Cross Court, and Alexandra Street
• Community benefit projects at Woodland View, Lenzie Moss, Merkland Nature Reserve and Kirk Road to be carried out by our contractor. 
• Lenzie Moss – Flood alleviation works – Licenced by NatureScot 
• Climate Ready Park – infrastructure construction works completed with landscaping to follow in Spring and Summer 2025
• River Glazert Restoration Project works ongoing 
• Kelvin Tributaries River Restoration Project works ongoing
• Lenzie Moss – Flood alleviation works – Works completed.
• River Kelvin Flood Defence – Pumping stations – service completed

Structures

• 2024/25 General and Principal inspections programme completed
• Review & response to abnormal load requests.
• CCTV Surveys on numerous structures completed across East Dunbartonshire during the course of the year.
• Again, various CCTV surveys on culverted watercourses completed and records updated.
• Graffiti removal from various bridges and structures
• Cleaning and oiling of timber footbridges at various location completed 
• Removal of trees affecting structural integrity of various structures completed
• Parapet upgrades completed
• Culvert pedestrian edge protection works completed at Strathblane to Lennoxtown Railway Path at three locations
• Adoption inspection of culvert at Braes O Yetts Barratt site.
• Site visits completedwith an arborist regarding the removal or problematic trees at structures and treatment of non-native invasive species. 
• Capital programme for 2024/25 underway, however on minor projects only. Larger scale projects to commence following award of FY24-26 structures framework contract.

Streetscene Operations

• Summer seasonal grounds maintenance was completed in October 2024
• Care of Gardens Scheme completed in October 2024
• Invasive non native species spraying completed in October 2024
• Inspection and clearance of adopted burns, watercourses and culverts ongoing.
• Routine Play Park inspection ongoing
• Herbicide works in open spaces/schools completed in October 2024
• Education and Leisure Trust pitch maintenance, athletic and football initial lining for schools ongoing 
• Inspection and replacement of damaged bins ongoing
• Responding to Customer Service Requests and complaints ongoing
• Supply and fitting of no dog fouling signs in EDC Cemeteries completed.
• Removal of dead animals and excess waste at recycling centres ongoing
• Housing tidy-ups, on request.
• Support for Canal Festival, tidying up started of the Marina/Southbank areas.
• Replacement of pitch goal posts, along with marking and overmarking.
• Cutting of flood bankings completed 
• Overseeing contracts relating to road verge cut (2nd cut) and hedge cutting completed
• 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 ongoing
• Graffiti removal ongoing
• Summer bedding maintenance and watering of hanging baskets completed
• Ongoing cemetery operations, digging and carrying out interments, installing headstone foundations and benches.
• Bonfire monitoring and removal of debris
• Arranging winter servicing of machinery
• Christmas Tree order and installation preparations

Streetscene Technical Support

• 2024/25 Play Area Projects include Torrance, Waterside, Douglaston Gardens North, Keystone, Springfield, King George V, Luggie Park, Bishopbriggs Park, Westerton, Kincaid and Scott Avenue (MOC) are at various stages from completion to procurement. 
• Cemetery Management Rules – internal review ongoing noting recent wider Scottish Govt consultation 
• Headstones/Memorials Inspector appointed and promotion of the inspection process ongoing via the Council website. 
• Cadder Cemetery – plans and works progressing to improve traffic management and parking around entrance area
• Cadder Cemetery Extension – tenders returned and evaluated with land acquisition progressing. 
• Tree condition survey of Old Aisle Cemetery complete – review of recommendations ongoing
• Ash Dieback Surveys completed within EDC Schools Estate – progressing costs to undertake remedial works as required
• Ash Dieback Survey on Roadside – a small number of trees require urgent works – ownership is a mixture of public and private – contact with private owners now made – EDC trees now felled. Wider analysis of other trees and works is ongoing
• Rosebank Allotments – initial repairs to paths, fencing now complete – further works being assessed
• Allotment Regulations – officer review complete in advance of a wider consultation
• Nature Restoration Fund – number of projects ongoing via this fund.
• Community Consultations re Management Plans – Lenzie Moss, Whitefield Pond, Cairnhill Woods and Heather Avenue – all ongoing
• Cairnhill Woods - planting of mixed deciduous whips and pot grown Holly has been carried out - Countryside Rangers planted an additional 400 whips mixed deciduous at a Team Building event.
• Mains Park New Path – path works complete around additional link path – reinstatement works continuing
• Path Works - West Balgrochan Marsh, Torrance path, Langmuir- upgrades now complete. 
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• Mugdock Park - Biodiversity Ponds installed 2 ponds.
• Langfaulds Park - Biodiversity Ponds installed 5 ponds.
• Improvements to Barloch Muir, Buchannan Street- new entrance features complete
• 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
• Lenzie Moss- guided Walk for the Glasgow International Arts Festival.
• Installation of Lenzie Moss and Merkland LNR carved seats 
• Play Areas – annual external safety inspection completed
• Leisure Trust Football Pitches – summer renovation works completed
• Team working with City Deal Team and Consultants in relation to Masterplan of WDR
• Lennoxtown Project Group- via community benefits from George Lesley saw the installation of two information boards: two benches and three picnic tables at various locations in Lennoxtown. A toptrec path from Kincaid Drive to Balcorrach Woodlands, Lennoxtownalso created.
• Glazert Project – team input into overall project re trees and biodiversity aspects
• The team continues to respond to high volume of open space, tree and bereavement enquires, along with planning application consultations and complaints. 
• Planning application responses and support to Planning Team ongoing 
• Play Areas - works complete at Luggie Park and ongoing at Springfield - will be completed in November
• Community Growing Facilities – progressing improvement works via Shared Prosperity Fund - working with communities in Jedworth Court, Sense Scotland, Twechar TCA and Kilmardinny Community Garden to increase opportunities for food growing 
• Clyde Valley Green Network – liaison re EDC Wetland Strategy.
• Wildflower Meadow Cut and Lift Programme – works now largely complete
• Merkland – Scottish Water undertaking infrastructure works to site – now complete
• War Memorials – all inspected with minor repairs undertaken as required in advance of Armistice day
• Wildflower Meadow Cut and Lift Programme – works complete
• Assisted a number of Community Groups with Litter Picking resources across EDC

Mugdock Country Park 

• In 2024 MCP welcomed 830,472 visitors.
• 845 tickets were sold generating an income of £4,077.00 from informal learning events
• New and existing events included, Books, Bones and Beasties, Christmas Woodland Workshop, Forest Families, Afternoon Ambles, Dogs in Jumpers, Stargazing, Wildlife Weans, and Forest School.
• There were 9 sold out events, and 7 events achieving a greater than 70% capacity. Overall, the booking average compared to capacity is 75%.
• Formal Learning - 231 session places taken up between November 2024 and January 2025.
• Volunteers and Land Management - 24 days involving a total of 156 volunteers, Volunteer Thank You Party Undertaken by Conservation Volunteers and Corporate Challenge Volunteers takes place on Tuesday and alternate Saturdays.
• Volunteering tasks divide up into: Invasive species management: birch pulling, Spirea douglasii cutting, rhoddie removal. Park maintenance: path repairs, fence and wall repairs, hedge cutting, litter picking Biodiversity: habitat pile creation, installing of bird boxes.
• Integrated into EDC website rather than a stand alone website due to costs. Focus will be on socials and Eventbrite. N.B. There will be branding implications, however, we will work with EDC Corporate Communications on developing branding alongside developing website pages. 
• Campaigns over the three months included, Big Garden Bird Watch, National Tree Week, Christmas at Mugdock, Launch of Pup o the Park (Supported by Creature Comforts in Milngavie promoting good dog behaviour), Throwback Thursdays (sharing historic images of the Park), Warden Wednesdays (behind the scenes Park maintenance), New Retail offers (pet friendly, January sale), Promoting third party events: Music at Mugdock, Mugdock Makkers Art Activities, Spider Monkey Coffee Cupping, Beauty and the Beast Panto.
• Projects included Damp proofing in Spider Monkey Café complete, Waste Water Treatment plant started in January and will be finished in March, Drainage around BBC huts was tendered, awarded and is being undertaken in March, Rebuild of Gallowhill BBQ hut is in March, Brief for Play area project is written and submitted to Procurement, Craigend Victorian Walled Garden grant application for decorative boundary, ICT Project Leader Infrastructure has applied for funding for the upgrade to the Mugdock CCTV.
• Storm Eowyn Damage included 69 Trees were lost requiring emergency external contractor intervention, Considerable damage to trees around fallen trees, Ground around adventure course de-stabalised, Damage to chimney pots, roof flashings and flag pole.
• Partnership works ongoing with Scottish Water Events Programme at Milngavie Reservoirs launched on Eventbrite launched in January, Seeking £1000 for Clan Graham visit, Mugdock Market on last Friday of the Month launched in February 25, Monthly events with Astronomical Society of Glasgow from Nov to January,

• The implementation of our new Waste Route Modernisation software completed and utilised to roll out 3 weekly collection routes which was a significant undertaking. 
• All drivers have completed their CPC the driving competency certification, in which drivers required to go through 35 hours of periodic training every 5 years. 
• The Service has implemented the new legislative requirements in separating Waste Upholstery Domestic items (POPS) from all other waste streams following the new guidance issued by SEPA but this has led to some delays with Special uplifts etc.
• The 2024 Garden Waste Permit Scheme started on Sunday 7th July 2024. There were 31,055 permits dispatched to residents in 2024, bringing in an income exceeding £800,000. 
• Mavis Valley Recycling Centre received a new storage facility for the safe disposal of Vapes, a waste stream that is creating significant safety issues across the industry.
• The team supported various summer events in June through the provision of waste and recycling services, these included the Milngavie Car Show, the Kirkintilloch Gala Day & the Highland Games.
• Managed 94.31 tonnes of fridges for recycling through both Mavis Valley and Special Collections.
• Managed 248.96 tonnes of electrical items for recycling from Mavis Valley and Special Collections.
• Managed 4111 tonnes of cans/glass/plastics from kerbside in 2024/25
• Managed 3619.05 tonnes of paper/cardboard from the kerbside in 2024/25
• The Clyde Valley Residual Waste contract handled 21,966 tonnes of EDC household general waste in 2024/25 for recycling pre-sort, and then ongoing production of energy from waste.
• Garden Waste collected at Mavis Valley Recycling Centre 712.06 Tonnes, an increase of 41% in 2024/25.
• The implementation of our new Waste Modernisation software continues to progress.The implementation date was delivered successfully at the end of March 2025
• There were 139,374 bookings for the Mavis Valley Recycling Centre in 2024/25, with an average of 89% attendance.
• The team participated in the Bonfire Protocol Event with the partner agencies, Police, Fire Brigade, Councillor and Community Safety.
• Waste Officers visited over 100 flatted developments throughout 2024/25, to review recycling and food waste provision / participation with a view to improving and expanding services ahead of the changes to frontline residual collections. 
• Continued to work in partnership with Community Safety to tackle fly tipped waste at recycling bring sites.
• Worked with the Change Team to review the Trade Waste Commercial bag services, an opportunity to enhance the service with a move to digital payments.
• The Mavis Valley Recycling Centre received a Compliance spot check from SEPA, checking the site is fully compliant with the site Licence requirements.The facility was found to be compliant.
• Worked with corporate communications to produce waste and recycling calendars for 2025.The new calenders were produced for the start of the year with new electronic caledars being developed for the 3 weekly residual cycle.
• The Project Team for the delivery of the 3 weekly residual collection successfully commenced in March 2025.
• Collected 258.07 Tonnes of scrap metal in 2024/25 for ongoing recycling with our new contractor WRC.
• Collected 760.31 Tonnes of inert (brick) waste at Mavis Valley Recycling centre in 2024/25
• There was a new updated policy for Waste and Recycling Collections created and approved ahead of the 3-weekly implementation.
• A new 3-year contract was awarded to Permiserv, our software solutions provider for the creation and delivery of our garden waste permit scheme.
• The team have been working with Business Change in the development of the waste services section of the new Council Citizen Hub.
• The service received 1070 requests for the removal of Christmas trees and one-off collections of the garden waste bin.This was in addition to 3 skips being placed across the area for the disposal of Christmas trees the first week in January, this was well received by residents.
• The team have successfully recruited new temporary Waste Advisors to support with implementation of the change to the frontline residual waste collection frequency.
• Completed Environmental Agency Quarterly Waste Data Returns.
• Gas and Leachate Monitoring took place at the old landfill site at both Mavis Valley and Broomhill Depot.
• Services were suspended due to storm with residual waste being caught up by the team in the days to follow.All recycling services were caught at the next available collection dates.
• Meeting with St Ninians High School Eco Committee to provide support & guidance to improve recycling within the school.
• Waste Advisors have been out working with frontline refuse crews, tagging bins to remind residents of the change to the residual collection frequency and to direct them to the website FAQs.
• The Waste Technical team attended the Zero Waste Scotland Communications Workshops, this was attended by representatives across all 32 authorities to consider best practice.
• We have worked closely with our colleagues in Business Change on implementation of Citizen Hub, ensuring it met the needs of the Waste Services activities for our frontline customers.
• We launched the Garden Waste Permits early February for the 2025 Season.There were 6259 permits sold in February.
• Gas and leachate monitoring carried out at Broomhill Depot.
• Contributed to National Modelling Exercise for Zero Waste Scotland.
• 15.22 Tonnes of Christmas Trees were collected for recycling as part of the one-off collections.
• 3 Waste Operatives successfully passed training for the JCB, attending for a full week.This will be a significant support at our Mavis Valley Recycling Centre.

• Fleet Services currently have a variety of vehicles/plant on order to replace an aging fleet in line with the Vehicle Assets Management Plan - replacement programme. 
• The Vehicle Asset Management Plan has 267 vehicles listed in 2025 which is comprised as light and heavy vehicles.
• All heavy vehicles are Service every six weeks to maintain the Councils O’licence. 
• We have 31 EV vehicles in the fleet wich will increase over the coming years in line with Net Zero targets to reduce emissions. 
• The Fleet Services Team also service and maintain over 200 pieces of equipment on behalf of Council Service areas including work on horticultural and construction plant equipment.
• The team are in the early stages of replacing the current Fleet Management System with a modern system that will allow for more efficent process. 
• In 2024/25 the team have instigated some structural changes to staff numbers and working patterns to improve service delivery
• Fleet Services also 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 CPC training programme, to ensure all drivers that require CPC training achieve this before the deadline to remain compliant.
• Management of Fleet Operations in compliance with Operator Licencing legislation with a DVSA Operator Compliance Risk Score of Green for both Traffic and Compliance and a 100% first time pass rate for annual tests.
• Training has been organised to ensure our mechanics stay up to date with relevant legislation and inspection techniques.
• Vehicle gate checks have been reintroduced and the compliance team have carried out multiple checks, any issues identified have been relayed to the relevant management team. 
• Monthly audits have been implemented to ensure O licence and MOT station compliance.

• The percentage of community waste collected by the authority which is recycled is improving but is currently below the 55% target for quarter 1 and 2. 
• Maintain the improvement on the percentage of responsive road repairs which has recently improved. 
• The percentage of streetlighting repairs is below the target of 95%, but again this is influenced by the Services ability to respond when resources are below required levels.
• The percentage of special uplifts completed within 10 working days has been impacted throughout the first two quarters due to resourcing levels. However, work is ongoing to address concerns and backfill vacancies within the service.
• Although, the category A utility inspection are highlighted as low this is a cumulative target over the year, so quarter two figure is on track to achieve the annual target. 
• Increase the percentage of municipal waste collected by the authority which is recycled to meet the 55% target.
• Reduce the percentage of noticing failures reported to the Road Works Commissioner to below the 4% target. 

To read the Prioritised Performance Indicators and the rest of Roads and Neighbourhood Services How Good is Our Service 2024/25 Report including information on:

• Absence Management
• Progress on Business and Improvement Plans 
• Financial Targets – Based on P10 Projections
• Stakeholder Engagement Activity 
• Plans, Policies, Programmes and Strategies
• Improvement activities
• Current Delivery Focus.

View the document below.