How Good is Our Service - September 2023

Monthly Performance Report

On this page you will find information on:

Assets and Facilities

100% of operational properties that required a gas safety record had a gas safety check and record completed by the anniversary date - non housing, compared with a target of 100% 100% of properties that required a gas safety record had a gas safety check and record completed by the anniversary date, compared with target of 100% 90.5% of voids returned within timescales, compared with a target of 85%

Property Maintenance

Voids performance has dropped in September to 90.3% from 97% in August, however this remains a positive figure and is above our target of 85%.  We continue to look at ways of maintaining and enhancing performance going forward.

Property Maintenance have achieved our target of 100% for Gas Servicing in September with 333 properties serviced in the month.  We continue to achieve our target each month and we are confident this will continue throughout the remainder of the year.

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

Facilities Management

The rollout of the new FM structure is nearing conclusion and employee displacement meetings are continuing with the aim of securing suitable alternative positions for displaced employees.  Recruitment of all vacant positions is on-going and further interviews were held in September with some roles now fully recruited.  The majority of remaining vacancies are cleaning posts, and we continue to advertise through social media platforms.

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

The uptake of free school meals in Primary schools for the month of September was below target and we continue to focus on schools not achieving the set target.  The target for free school meals was achieved in Secondary schools.

The Service continues to work with suppliers to source alternative food products, ensuring the menu complies with the revised regulations and meets all nutritional standards.  During September a framework review was carried out which resulted with two contract changes and the service is working closely with the appointed suppliers to ensure service continuity.

The service was awarded the Food for Life Served Here Bronze Award in December and we continue to work with the Soil Association to achieve the Silver award status.


The Estates service has robust measures in place to monitor performance with regards gas safety compliance across the Operational Estate.  Nine schools have had their gas boilers replaced up to the end of September as per this Phase of the project, with the final 3 schools due to be completed during October and November 2023.

Officers continue to progress reactive repairs across the Education and Operational Estate, with over 150-200 repairs processed on average every month through Property Maintenance or our external contractors.  Phase 1 of the Defibrillator project commenced with defibrillators being installed across all Education premises for the beginning of the new term.  Phase 2 includes the installation and registering of the external defibrillators with “the Circuit”, with the defibrillators due to be installed by 13th October 2023.

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

Estates Management continue to market vacant premises within the non-operational estate.  At present the non-operational estate is over 95% occupied, with vacant suites in Southbank Marina (following the Council services relocating to Southbank House and Southbank Marina Block 1) due to be marketed for lease in early course. 

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

Development & Investment

The Service continues to progress a wide range of capital projects both in pre-construction and construction phases.  Good progress continues to be made in delivering Phase 2 of the Allander Leisure Centre (est. completion November 2023) and construction has now commenced at Lennoxtown High Park (est. completion end February 2024).

Good progress continues to be made through the pre-construction phase of the Westerhill Development Road, funded via the City Deal programme.  Preparations are currently underway for site investigation surveys planned between October – November 2023 to inform the next stage of design.

Planning applications have now been submitted for projects at Balmuildy, Milngavie and Bearsden Primary Schools, including for decant applications at Oakburn and Bearsden Academy.  The planning application for Twechar Outdoor Pursuits Centre has also been submitted.  Decisions for each are expected via Planning Board before the end of the calendar year.  Initial stakeholder engagement has taken place with staff, pupils and the Parent Council at Westerton Primary School to support the on-going feasibility review into the replacement of the school with a modern, new-build alternative.

Development proposals for the next phase of the Council’s Affordable Housing Investment Programme (comprising up to 11 sites across the area) are nearing completion of RIBA Stage 2, with a Stage 1 Report due for consideration by Council later in 2023.

Capital projects across the Council’s existing Affordable Housing stock, including kitchen and bathroom replacement, roof replacement, external wall insulation projects and central heating replacement continue to progress across the area, as do a wide range of projects across the operational estate.

The Service continues to develop the next phase of a building decarbonisation strategy for the school estate, operational estate and for the existing affordable housing stock, with a variety of surveys, pilot projects and further feasibility reviews planned throughout the financial year and due to inform the next update to the Council’s Corporate Asset Management Plan and Strategic Housing Investment Plan in 2024/25.

Health & Safety

The Health and Safety team provides a range of occupational safety and health services, including advice on statutory guidance, compliance in planning, safe working and training, incident logging, reporting and investigation, including RIDDOR.

In September, the H&S Team has been actively involved in various occupational health initiatives.  We met with REACTEC to gain more insights into analytic tools and captured data for HAVS management, workplace assessments for Education following incidents and DSE forms and a workplace physicality assessment for EDLC.  Meetings surrounding CAT 3 NIHL have taken place after health surveillance clinics results.

The H&S advisors supported services in their Tier 3 H&S meetings - Property Maintenance and Facilities Management and 1st Tier for EDLC.

Several training sessions were delivered such as Asbestos Awareness, Working at Height, Manual Handling for Property Maintenance, Ladder training for Housing, Facilities Officer training for FM, UFAS for several teams including Dalkia staff in our secondary schools.

The team has supported various services with advice and help as well as inspections such as Hilton Depot inspection, Auchinairn Community Centre with their new cooker, Audit & Risk with health and safety requirements per service, Roads with toolbox talks and provision of safety information when introducing new tools and supporting Legal and Democratic Services in their preparations for upcoming elections.

The team continues its work with Streetscene and Greenspace risk assessments, COSHH assessments, methods statements and updating toolbox talks, with a monthly presentation of progress as well as supporting CDM requirements for Major Assets, Development & Investment, Land & Planning teams, Roads & Environment and Estates.  CDM Construction Phase Plans and RAMS reviews are followed by inspection visits as Client, PD and PC as appropriate.  Recent visits include Canniesburn Toll Site Inspection, Regent Gardens project, Lennoxtown High Park, Southbank Rd, the Fraser Centre and some work carried out in our primary schools. 

The fire safety team continues to conduct fire safety risk assessments (FSRAs) as per programme and have also completed emergency evacuation plans under UFAS.  Continued support is provided to duty holders and building managers in response to FSRA queries and general fire safety guidance requests.  Recent visits include St Helens Primary to assist with Means of Escape query from playground.  The team also assisted Assets with a compilation of information on fire doors within schools.

Engagement with Trade Unions such as joint workplace inspections preparations and review of major incidents are underway.

Key Achievements / Areas of Focus

  • Achieved 100% compliance for Gas Servicing with focus on this continuing going forward.
  • Positive level of performance in void turnaround times with 90.3% of properties completed within our target timescales
  • Kitchen, Bathroom, Central Heating and Roofing upgrade programmes ongoing with positive feedback being received from tenants across all contracts.
  • Continue to monitor and improve void turnaround times with a view to maintaining and exceeding performance target.
  • Assess and improve functionality of Total Mobile and the integration with Servitor to enable a more streamlined and efficient service.  Continue to monitor and increase levels of performance in non-emergency reactive repairs.
  • Improve communications with customers and stakeholders to ensure the highest level of service delivery.
  • Continue to utilise robust reporting mechanisms for enhanced performance and service delivery.
  • Continue to carry out the installation of Smoke & Heat alarms for tenants and residents in East Dunbartonshire.
  • Progress decoration works across school estate.
  • 100% of Operational Assets requiring a Gas Safety check within the year’s anniversary of the previous check are completed.
  • Schedule in the upcoming Gas Safety Checks, which are required during October and November with contractors.
  • Conclude the installation of the defibrillators across the Council’s School and Operational Estate and ensure the external defibrillators are registered with The Circuit.
  • Improve uptake of nutritious school meals.
  • Improve communications with customers and stakeholders to ensure the highest level of service delivery.
  • Reduce FM overtime.
  • Progress recruitment exercises to fill identified vacant FM positions.

Community Services

153 targeted decriminalised parking enforcement initiatives and patrols in response to complaints, service requests and intelligence received, compared with a target of 120 92% of environmental health high risk food safety inspections and public health service request responses delivered within target timescales, compared with a target of 85% Rent loss due to void properties £24,827.41 compared with a target of £10,833.00 Average length of time taken to re-let properties in the last year, 62 days, compared with a target of 60 days

Community Protection Service

Environmental Health, Trading Standards and Community Safety Teams

The Community Protection Service delivers on a broad statutory remit, with delivery measures centered on protecting public health and safety, well-being and consumer protection. During the course of September 2023, the service continued to engage in the local Co-Production arrangement with Police Scotland. This resulted in a significant amount of joint work and coordinated activity to protect local communities across the East Dunbartonshire area. The service also continued to develop intelligence led approaches for all areas of work in order to target local public health, community safety and consumer protection activity towards the areas of greatest need, risk and priority.

The Environmental Health Team was engaged in the delivery of essential public health services throughout the reporting period in order to protect the community from hazards in the environment and to regulate and facilitate the growth of responsible businesses. The service was in demand for a range of service requests from the public as well as responding to internal partners in Planning for new developments. There has also been a number of requests from partnership agencies such as the Police relating to abandoned vehicles, HSE regarding accidents and the NHS with infectious disease notifications in order to carry out patient interviews.

The Trading Standards Team was engaged in the delivery of essential consumer protection and licensing services to local consumers and businesses to maintain and protect a fair-trading environment in East Dunbartonshire. Priority activity in September included work to promote the recently introduced East Dunbartonshire Trusted Trader Scheme, with focus being placed upon local business participation. Tobacco and Nicotine Vapour Products compliance work was delivered during the reporting period. The Licensing Advisers and Trading Standards Officers in the team also continued to deliver a wide range of routine inspection and project activity at a range of business premises across the area.

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

Community Planning and Partnerships Team

The team continue to deliver the resettlement agenda, supporting individuals and families to successful integration and empowerment of displaced individuals, by providing a tailored case management approach.

Using a community learning and development approach, the team continue to connect, engage, and involve communities in decision-making processes, particularly those affected by inequalities, to ensure their voices are heard and needs met.

Through effective partnership working with the Grants Advisory Committee, a revised community grant scheme was launched 26th June 2023.  The team have been actively promoting the grant scheme through various channels, and have been inundated with applications.  We have been providing dedicated support to individuals and organisations, addressing enquiries and clarifying application requirements promptly. The wide range of applications from across East Dunbartonshire are currently being reviewed and assessed for presentation to September’s Community Planning Partnership Board.

Through the targeted work within our Locality areas, the team continue to promote lifelong learning, skills development, and community empowerment.  This includes the delivery of Pockets, Places, and Prosperity programme within our Locality areas.

The team remain steadfast in promoting equality, diversity and inclusion and actively collaborating with local organisations to plan and deliver initiatives targeting discrimination.

Community Testing/ Vaccination Team

The team have been working diligently to ensure the smooth delivery of the vaccination programmes to our community.  With the experience gained from previous winter programmes, we have developed comprehensive plans to ensure the safe and efficient delivery of the winter vaccination programme, starting September 2023. Merkland Primary School is now being used alongside Milngavie Town Hall for vaccination roll out, 2 days per week at each site.   Our focus remains on protecting the health and wellbeing of our communities during this critical time.

Housing Operations, Estates and Homelessness and Prevention Teams

Housing manages 3828 social rented properties; 3774 of these are mainstream accommodation and 54 are used for Homeless Temporary Accommodation.  The service also manages 66 Lead Tenancies which are rented from either private landlords (45) or Housing Associations (21), to assist with accommodating homeless households.

At present, the Housing list for East Dunbartonshire has 2354 applications (a review recently undertaken reduced this from 3405 applications), made up of the following:

General Waiting list 1671 applicants waiting (30 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  447 applicants (26 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   225 applicants (27 currently on offer)


(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   11 applicants (2 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 month, 17 properties have been let or re-let; 15 mainstream, and 2 buybacks.

13 were general need properties and 4 was sheltered.

They were let to the following queues:

  • 7 were let to applicants on the transfer queue.
  • 2 were let to applicants on the general waiting list queue.
  • 7 were let to applicants on the priority homeless queue.
  • 1 was given back to homeless team to be used as temp homeless accommodation

Key Achievements / Areas of Focus

Community Protection Service

Environmental Health, Trading Standards and Community Safety Teams

  • Delivery of local Co-Production activity between Community Protection and Police Scotland, with particular focus on effective tasking processes and the delivery of joint action plans and work to protect the communities of East Dunbartonshire.
  • Delivery of Business Improvement Plan activity relating to Community Protection - actions being implemented in accordance with set targets in order to deliver effective services in line with relevant corporate outcomes and with positive performance being reported.
  • Delivery of regulatory services that assist with economic recovery and that are designed to support local businesses and communities.
  • Environmental Health Officers have been working and engaging with several businesses and the council’s pest control officers in response to reports of vermin activity in public spaces in order to protect public health.
  • Officers have been supporting staff with pool and kitchen arrangements within the new Woodland View school.
  • A provisional application form and standard conditions have been devised under The Caravan Sites and Control of Development Act 1960 due to a first site coming to East Dunbartonshire. 
  • Staff within the service have been involved in REHIS professional examinations of students aiming to qualify as Environmental Health and Food Safety Officers.  This is seen as key in supporting and developing the profession and ultimately our service.
  • Continued delivery of targeted patrols within our local communities aimed at tackling an increase in reports of low-level incivilities (particularly dog fouling and littering).
  • Delivery of patrols by our Community Wardens to tackle the problem of youth disorder and antisocial behaviour within our communities, with particular focus currently being within the Hillhead area as well as a number of our primary schools.
  • Youth diversionary football sessions managed and run by the Community Wardens over the summer period in Lennoxtown, Milton of Campsie and Hillhead concluded at the end of September - sessions will recommence in April 2024 where consideration will be given to additional locations.  
  • Delivery of interventions and appropriate outcomes for a number of young persons referred to the Early & Effective Intervention Group which is coordinated and chaired by the Community Safety Team.
  • Organisation of local surgeries that will be commencing shortly in two locations in Bishopbriggs (and hopefully in the Milngavie area in the near future).  These surgeries will provide residents and members of the public the opportunity to speak directly (in confidence) with members of the Community Safety Team to report concerns, issues that they may be experiencing in their communities.  It is hoped that other areas will be added over time. 
  • Delivery of on-going workplan activity by Trading Standards to maintain local business compliance with legislative requirements relating to tobacco and nicotine vapour products.
  • Continuing delivery of telephone call blocking project for vulnerable residents, stopping scam telephone calls and preventing residents from financial harm.
  • Promotion of the East Dunbartonshire Trusted Trader scheme through social media channels and Police Scotland, aimed at attracting further local traders to join the scheme.
  • Delivery of a joint Day of Action with Police Scotland including roadside stops with a focus on preventing doorstep crime with East Dunbartonshire.
  • Delivery of targeted activity by the Licensing Advisers to maintain local business compliance with legislative requirements relating to relevant licensing conditions.

Community Planning and Partnerships Team

  • Managing the corporate equalities agenda with newly recruited resource of Equalities Officer to ensure compliance with legislative requirements.
  • Continuation of support to community groups and organisations through the planned Funder Ready Workshops and Funder Fayre planned for November 2023, to build their capacity and ensure they are able to take advantage of all funding opportunities available for them.
  • The team are actively engaged in collaboration with stakeholders and partners to deliver priorities of our Locality area communities.
  • Successful Round 1 of the revised community grant scheme, all applications are being checked and assessed against the criteria by the Community Planning Team, and then by the Grants Advisory Committee (GAC), in advance of reports to Community Planning Partnership Board in September. Team colleagues continue to offer targeted, responsive support to applicants.
  • Delivered Pockets, Places and Prosperity programmes in Auchinairn, Hillhead and Harestanes.
  • In collaboration with children and young people integrating into our communities, planned an engaging, interactive focus session to ensure the voice of “new scots” children and young people voices are heard.
  • Continue to support Empowered to create an interactive and engaging 16 Days of Action campaign to raise awareness of domestic abuse, enabling increased understanding of how to report and where individuals can access support.
  • Focused on developing lived experience forum using human approach.

Community Testing/ Vaccination Team

  • The new vaccination venue of Merkland School in Kirkintilloch is being prepared for the start of the winter programme, including decant of all equipment and facilities from Kirkintilloch Town Hall. Milngavie Town Hall continues to be used for vaccination programmes.

Working with NHS GGC Board, then planning and arrangements underway to deliver the winter vaccination programme, commencing September, which will offer COVID booster and Flu to eligible individuals.

Housing Operations – Estates

Key Achievement

  • 17 new anti-social cases received.
  • 18 open anti-social cases resolved.
  • 2 nominations sent to Registered Social Landlords to be considered for allocation to their stock.
  • Percentage of tenancies refused was 16%. This is a decrease from 30% in August.
  • Void rent loss has decreased, joint working with the void and rewire/asbestos teams continues.
  • Monthly Housing Liaison meeting attended to discuss cases with Social Work, Antisocial Team and Police Scotland.
  • Monthly meeting with Police Scotland and Community Safety to discuss more serious anti-social cases.
  • Monthly attendance at MARAC meeting with other agencies.

Areas of focus

  • Percentage of tenancy sustainment was 92%, which is a decrease from 97% in August.
  • Involvement by internal audit into the management of housing dampness and mould has been ongoing in 2023.
  • Identify training needs and hold quarterly sessions for reviewing policies and procedures with teams.

Homelessness & Prevention

Key Achievements

  • There are currently 252 applicants on the Homelessness List
    •  27 under offer 
    • 225 awaiting offer 
    • No applicant waiting longer than 3 years
  • 33 Homelessness Applications were taken. 3 of these had no local connection (x2 Glasgow and x1 East Ayrshire).
  • 12 out of hours calls were taken this month.
  • Homeless Hardship Fund; 2 awards were given this month (£536.23 spend). 
  • No breaches to the Unsuitable Accommodation Order.
  • 6 new short term lets applications received.
  • Homelessness interview rooms have been painted and upgraded inline with trauma informed practice recommendations 

Landlord Registration  

  • 19 new applications
  • 58 renewals
  • 57 updates 
  • 3 landlords have been contacted re illegal evictions carried out. 
  • 1 Repairing Standard Enforcement Order served.

Areas of focus

  • Work alongside voids team to ensure adequate temporary accommodation is available and applicants in temporary accommodation are moved to settled as quickly as possible.
  • Monitor Landlord activity/actions. 
  • Monitor Short Term Let applications (possible spike due to legislation coming into force).

Customer Services & Organisational Development

It took an average of 3.36 minutes to answer calls within Customer Services, compared with a target of 3 minutes

Communications & Engagement

Key areas of focus in September for the Communications & Engagement Team included the ongoing promotion of the food waste campaign, the announcement of the Chief Executive’s retirement and promoting Door Open Day. Media relations activity was up from July though still quiet following recess with 14 media releases issued (11 in August), four photocalls (four also in August), and 26 media enquiries (16 in August) received over the month. All releases are on the Council website news section and the local and national regional coverage achieved equated to an equivalent advertising value of £4.6k (£7.3k in July). Social media posts continued to generate good interaction across a range of themes. The top three posts for engagement on Facebook in September were in relation to updates on industrial action, a new path in Waterside and a Pumpkin experience at Mugdock for the October week holiday. Top three Twitter also included the industrial action update, introducing tariffs for EV charging and ASN transport updates. Most watched video on YouTube was the food waste campaign animation and on Facebook a Visit East Dunbartonshire video.

Corporate Performance

In September 2023, the Corporate Performance and Research team continued to fulfil required duties in relation to reporting of performance and risk management at a corporate level and provision of service level data and statistical support. The team also continues to ensure the Council has adequate insurance arrangements in place, acting as a point of escalation in regards to any claims made. All business-as-usual work was completed within agreed timescales.

Customer Services

The Customer Services team continued to deliver customer services across all channels in September. A further challenging month for Agent turnover meant the call response time target was unable to be met, however new Agents have been recruited and are in training so response times should improve in Q3. Training of new recruits and refresher training for all Agents continues to be a priority focus. In the 24/7 ERC, preparation for the migration from analogue to digital phone lines continues, including significant data cleansing. Face to face appointment demands, including registration appointments, continued to be met in the four Community Hubs.

Human Resources & Organisational Development

In September, the team has continued to provide support for employees and managers on HR policy and guidance notes, with support in attendance on Employee Relations case work. Payroll has processed the payruns within timescales and completed statutory reports and preparation for the SPPA annual pension return. In addition to delivering training sessions this month, People Development continued to support the Council’s Moodle e-learning platform including configuration of programs/courses, dynamic rules, system testing, user configuration & reporting, in preparation for Phase 2 Moodle launch due in October. The Job Evaluation team has worked with services to carry out a number of JE interviews and reviews of role profiles throughout the month. 

Key Achievements / Areas of Focus

Communications & Engagement

  • Continuation of the Council’s food waste campaign with a press release, web content, social media and video aimed at encouraging people to apply for a new caddy.
  • Delivered communications to announce the implementation of EV Electric Charging Tariff’s including press release, webpage, and social media.
  • Design of the HSP Chief Officer’s Report and EDLC’s Annual Report.
  • Supported the launch of the Carbon Literacy Training with creation of graphics, a press release and social media.
  • Launch of the Proposed Temporary relocation of Milngavie Primary consultation including the creation of a letter, flyers, social media, survey, and webpage.
  • Co-ordinated 999 Emergency Services Day (9 September annually) with photocall, press release and social media.

Corporate Performance

  • Fees and Charges research exercise continued in relation to future budget setting
  • Continued assistance provided to the change team in relation to the rollout of Fusion
  • Work progressed on comparison of CM2000 and Carefirst Systems to ensure no discrepancies between the two
  • Revision of performance and risk management frameworks was undertaken to align to the revised Council structures
  • Approval of annual LGBF report at Council covering all 104 indicators in the framework
  • Work progressed with legal services and the Information management team to ensure privacy statements for data support in relation to social work data support are fit for purpose
  • Analysis of initial census 2022 publication undertaken and presented to Council
  • Performance management frameworks updated to reflect the revised Council Structures

Customer Services

  • Recruitment continued in September for ongoing vacancies for ERC Agents and Customer Service Agents
  • Training for new starts continued and refresher training for existing Customer Service and ERC Agents
  • Continued CCTV monitoring in the scoring of bids for the CCTV infrastructure and monitoring equipment project carried out
  • Continuing with Netcall telephony upgrade to improve call handling and performance management and in readiness for new Netcall CRM
  • Contributing to the CRM replacement project to deliver a new and improved customer relationship management system that will enhance efficiency and service delivery.
  • Contributing to the Analogue to Digital project for call response handling in ERC in preparation for new shared platform being introduced across Scottish councils

Human Resources & Organisational Development

  • Continued engagement with the Trade Unions on strategic and operation HR initiatives.
  • Ongoing promotion of Health and Wellbeing Campaigns
  • Support work with Auditors in relation to EDLC Trust and the Council.
  • People Development delivered 12 sessions across the month on eight topics including SMART Working, H&S, EDC Policy sessions & Leadership topics. In total 137 delegates received training.
  • Investigation & practise with the e-learning authoring tool Articulate.
  • Supporting the Oracle Fusion (Finance and Procurement) Project through user training needs for the new platform ahead of launch
  • Working with services, undertaken a series of Job Evaluation interviews and review of role profiles.
  • In preparation of notified industrial action within Schools and Early Years, worked with Executive Officer and Services Managers on the planning arrangements.

East Dunbartonshire Leisure and Culture Trust

EDLC had a total of 14,406 Gym Direct Debit Memberships, compared with a target of 11,700

Period 6

Target: 93,177         
Actual: 112,147






















For period 6 there were 32,003 visits in person and digital usage was 58,687, totalling 90,690.  This represents 114% of the overall target for the period

Period 6

Target  79,667
Actual  90,690




         Actual as % of target         













Physical visits continue to significantly exceed this year’s targets. Seven of the eight branches experienced significant increases over last year’s performance. In particular Bearsden, Westerton and Milton of Campsie libraries experienced 36%, 49% and 43% increases in footfall.

Programmed activities in libraries are increasing, which is also contributing to the increase in footfall.  For example, Milngavie History Group had an opening day for their display on ‘Big Houses in Milngavie and Bearsden Area’, with music provided by school pupils of Douglas Academy, along with attendance by the Provost; returning to celebrate Doors Open Day

Digital usage, rather than falling off slightly as physical usage increases, as the service anticipated, continues to exceed last year’s performance. In particular, digital issues increased 21% on the same period last year.

The cost-of-living crisis continues to have an impact on local residents, who may be taking advantage of the numerous free services offered by Libraries.


For period 6 there were 1,728 visits in person and digital usage was 3,489, totalling 5,217. This represents 135% of the overall target for the period.

Period 6




Actual as % of target













Both physical and digital usage continue to exceed targets.  Period 6 saw the return of the popular Doors Open Day which included guided tours of the foundry collections store and the art stores at the Lillie Art Gallery.

Digital engagement during period 6 saw 1,348 searches of the increasingly popular online collections catalogue. 

Sports Development

Term time class membership increased by 77 to 2,928 members this month following the return after the school holidays. 

Key Achievements / Areas of Focus

Leisure Centres

Work is progressing on the final phase of the Allander new build which will include 2 x football pitches and 1 x tennis court and will be completed in November 2023. The car park will also be completed within this phase more than doubling the number of spaces that are current available. (136 to 295)

EDLC introduced the new class cancellation scheme to drive down non-attendees to Group Fitness sessions. During September the initiative evidenced a reduction of over 50% non-attendees across the three Leisure Centres. Positively impacting headcounts and customer satisfaction as more availability in Group Fitness.

Sports Development

To celebrate the partnership with Scottish Swimming, Olympic swimming sensation Duncan Scott MBE attended classes at the Leisuredrome on Wednesday 6th September where he inspired the children taking part.  Duncan spent several hours with our teacher & swimmers, promoting the national Learn to Swim Framework, demonstrating technique, answering questions and finished off with a selfie session for all those involved.

Several clubs were supported by our team to gain early MOR (Minimum Operating Requirements) accreditation.  This process will eventually replace a number of checks carried out by several departments in order to streamline the process for clubs to book facilities or work in schools.  It will also highlight good practice within the club as a list of accredited clubs will be available on our website for anyone to see (e.g. parents, partner organisations, etc) along with the criteria for accreditation.

The Athlete Performance Programme (APP) returned to full capacity at both Allander and Kirkintilloch leisure centres with a fresh intake of athletes across a wide range of sports getting started on their strength & conditioning journey.

Testing is taking place on the hand-held devices for the OnCourse class management system following some extensive work with ICT and XN Leisure to resolve some technical problems. Once tested by the Sports Development team, these will be stored at each centre and used by all sports coaches instead of paper registers.


Attendance rates in secondary schools 91.424%, compared with a target of 92% Attendance rates in primary schools 95.78%, compared with a target of 92% Exclusion rates of young people in secondary schools (days lost) 23, compared with a target of 25 Exclusion rates of children in primary schools (days lost) 0.5, compared with a target of 10

The Service made very good progress against priorities in the Business Improvement Plan (BIP) 2023-2026.

Key Achievements and Areas of Focus

School Planning and Improvement

  • The Provost was joined by pupils, teachers, parents and invited guests for the official opening of Woodland View School. Over the past 8 weeks, 200 children and young people and 120 members of staff have enjoyed their new learning and teaching spaces.
  • Statutory consultation in relation to the proposed relocation of the Secondary Wellbeing Support Service (SWSS) continued, including involvement of Education Scotland.
  • Scoping continues for the new build Westerton Primary to finalise the project brief. This will be followed by stakeholder engagement sessions. An update will follow in the October report.
  • Statutory consultation continues to consider the proposed relocation of the Secondary Wellbeing Support Service (SWSS).
  • The project team are completing planning designs for the replacement build Balmuildy Primary. The next step will be to submit a planning application to the Planning Board.
  • Refurbishment projects in Milngavie Primary and Bearsden Primary continue to make good progress. Stakeholders feedback on proposed designs has been very positive. The next step will be to submit a planning application to the Planning Board.
  • Scoping for the replacement build Westerton Primary continues to finalise the project brief. A key area of focus will be engagement sessions with all stakeholders, including in person engagement sessions to discuss feasibility studies.

Early Years and Supporting Families

  • Early Years Professional Development: The first outdoor session (for council and funded provider settings) took place with the park rangers at Mugdock Country Park. The theme was inspiring provocations for children’s learning in Autumn. This session was highly evaluated, noting that the training will upskill practitioners to develop outdoor learning and improve the breadth and depth of experiences that are offered to children.
  • The first Learning Partnership Groups for Senior Leaders took place with a focus on key achievements from the previous year, developing a curriculum rationale with stakeholders and sharing improvement plan priorities and tasks. The meetings were interactive and highly evaluated, with all attendees agreeing the session met the aims set.
  • The application process for Snack and Play was reviewed and updated to ensure that funding is targeting children who live in low-income households and from one of the six priority groups. Approximately 150 children have been offered a place for the October Week holiday.
  • A comprehensive evaluation was undertaken of the ASN secondary inclusive summer of fun. 13 parent/carer evaluations were received. The majority (69%) indicated that they had accessed inclusive summer of fun activities. A detailed overview of findings will be included in the next HGIOS biannual report.

All Schools

  • The Quality Improvement Team, along with a peer Head Teacher and Depute Head, visited Oxgang Primary to undertake a Quality Improvement Review. The review team visited classes, sampled pupils’ work, looked at data/evidence and met with groups of staff, pupils, parents and partners. The team evaluated core quality indicators as follows:

Quality Indicator

Quality Indicator



Leadership of change

Very Good


Learning, teaching and assessment



Ensuring wellbeing, equality and inclusion



Raising attainment and achievement

Very Good

Key strengths of the school were identified:

The strong leadership of the Acting Head Teacher and Senior Leadership Team

Positive school ethos, underpinned by positive, nurturing relationships

Courteous, well-mannered children

Dedicated and highly professional teaching and support staff working together to meet the needs of children in a kind and caring manner

  • Following consultation with stakeholders, the Education Service finalised core stretch aims in attainment and wellbeing for 2025/26, supported by incremental trajectories for 2023/24 and 2024/25. In addition to core stretch aims, targets have been set to improve outcomes for care experienced children and young people.
  • Students across the Primary and Secondary sectors have begun placements in almost all schools.
  • Early Progress Reports for all probationers have been submitted to the Local Authority. Almost all probationers are making satisfactory progress. A few probationers have been identified as requiring a higher level of support resulting in additional supports being identified as part of individual action plans.
  • All schools have had focused and constructive School Improvement Plan and Standard and Quality report feedback.
  • National Standardised Assessment (NSA) Professional Learning has been organised for all sectors to support implementation of the new platform.
  • The Educational Psychology Service (EPS) continued to make good progress with stakeholder consultation on the refreshed guidance for promoting attendance. To date, consultation has taken place with the Education Leadership Team and the EDC Parent Forum. A key area of fucus will be further consultation with children, young people and Head Teachers. Feedback from the Parent Forum included a request for further consultation with families who have experienced attendance barriers. The final draft will be shared with the Education Committee.

Skills for Life, Learning and Work

Multiply aims to engage adults and parents in improving their numeracy skills to better support their children, increase their employability and money management skills. Four primary teachers are currently seconded to create and deliver the project. EDC’s project has been named Count Me In and the team are taking a four-pronged approach to deliver the project: Family Numeracy (school based), Maths for Parents (community based), Adult Numeracy (leading to SQA qualifications) and Referrals to support Further Education in Numeracy. Engagement with primary school parents has been driven through social media posts, leaflets, posters and a promotional launch during Maths Week Scotland. 14 learners have registered to date.

Finance & Digital Services

A total of £1,346,630.33 in rent Arrears - Active accounts, compared with a target of £990,000.00 The percentage of income from council tax due, received by the end of the year 56.02%, compared with a target of 56.15% Housing Benefit - Average Days to fully process new claims 20, compared with a target of 22 Council Tax Reduction - Average Days to fully process new claims 18, compared with a target of 25


The month of September saw the Finance Team progressing work on systems with a continued heightened focus on the Oracle Fusion General Ledger replacement.  Work has also commenced on the budget process for 2024/25.

The Council continues to deliver against an ambitious capital programme supported largely by borrowing.  Treasury Management Report continues to highlight the increasing revenue costs associated with the current programme with ongoing affordability being challenged within a tight funding settlement.  Future Reports to Council will continue to provide updates on the programme the associated costs and any mitigations required.

Internal Audit

Internal Audit have been focussing on progressing the 2023/24 audit plan, with audits for the Council and the HSCP underway.  Recently completed audits include Drainage and Flooding Risks, Local Government Benchmarking Indicators and advice on the Integrated Housing Management System Rent Account.  Work nearing completion includes Self Directed Support – Transitions, School Transport and Monthly Performance Indicators.

Corporate Fraud

The Corporate Fraud Team have been focusing on reviewing the final National Fraud Initiative matches which been received – this work is nearing completion, although additional datasets relating to HMRC are expected.  Investigations are also being undertaken as a result of referrals received and vetting of applications continues for services such as Housing, Education, Licensing and Estates to secure the gateways by preventing fraud or error entering the system. 

The team continues to provide proactive advice on forms on an ad hoc basis and has suggested minor changes to the School Registration form which has been incorporated.  The team has also been involved in testing the new Customer Management System from the perspective of fraud reports received by Customer Services.

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

Revenues & Benefits

The Revenues and Benefits team have continued to progress Council Tax and Benefits services and administration of the Scottish Welfare Fund.  The team continue to develop the new Document Management System to improve the efficiency of the system.  The team continue encouraging customers to apply for online accounts for the new system which enables customers to apply for all Council Tax exemptions, discounts and housing benefits.  The team have been doing preparatory work for the Household Support Payment.

The Council Tax Collection Rate at 56.02% is marginally behind expectations (56.15%) at this stage in the year.  In cases where individuals have not made payments as required, the Council’s Recovery and Enforcement Procedures continue to be applied, with individuals also being signposted to the exemptions and discounts available as appropriate.

Shared Services

The Shared Services Team continues to provide support across all Council services.   The General Team contributed to a lessons learned exercise following the Canal festival to recommend improvements for the process for next year.  The Letting Team liaised with schools to ensure that school requirements are accurately recorded before entering lets for 2024.  The team gathered information on pitch lets to assist in the Pitch Strategy review that is ongoing with EDLC. The Homecare Team continue to support a new initiative from the Planning & Commissioning Team processing variations in addition to their normal workload.

ICT Services

The ICT Services team continue to support the Council’s information technology systems and services to ensure high availability and performance in line with agreed service levels. The Team resolved over 2,000 tickets in September and dealt with over 500 telephone calls.  ICT continues to support the migration of services to Microsoft 365 (M365) in partnership with the Business and Digital Change Team.  The ICT Security team continues to monitor the estate and perimeter defences alongside ongoing improvements to ensure that our systems and data are protected.

Housing Rent and Tenant Participation

Housing Operations

The Rent Team continues to prioritise the maximisation of rental income and to assist and support tenants who are engaging and may be struggling to meet their rent liability.  Pre-tenancy contact with applicants who have recently accepted an offer remains a successful resource in preparing payment plans before tenancy sign up.  The Rents Team’s commitment to reducing active rent arrears has facilitated a decrease of £163,307 on same period as last year (week 26).

Tenant Participation

Direct ongoing support is being provided to active Tenants and Residents Associations.

Business & Digital Change Team

During September, the Business & Digital Change Team have continued to support services across the Council in the delivery of key strategic digital development projects.  The Team also continues to support our corporate business systems, ensuring incidents are resolved promptly and that all systems remain supported and upgraded in line with an agreed plan.  We also ensure our systems are reliable and resilient, scalable, standardised, value for money and secure.

Key Achievements / Areas of Focus


  • The Oracle Fusion General Ledger system replacement is continuing to be progressed, with Workstream Leads across Finance and Corporate Procurement liaising with the external implementation partners who are supporting the project.  At present, the services are working towards a go-live date of December 2023, although the feasibility of this timeline will continue to be reviewed as the project progresses.
  • As part of 2023/24 budget monitoring, actual spend and projected outturn was reviewed against budget as at period 3 (June 2023) and reported to September’s Policy & Resources Committee.
  • Similarly, a period 3 monitoring report was presented to Mugdock’s Joint Management Committee meeting in September.  This report highlights any variances between actuals and budget.
  • A key area of focus continues to be responding to external audit queries on the accounts.  The auditors continue their audit work and this is being supported by the team.
  • Work has started on two of our major external returns, the Local Financial Returns for the Scottish Government and the Whole of Government Accounts for the UK Government.
  • Staff development is a key focus and given a challenging external recruitment market, the service is aiming to upskill existing staff where possible.
  • The Treasury team continues to monitor cash flow closely, ensuring that there is liquidity for all Council activities.  Additional borrowing continues to be taken in line with the Council's capital programme expenditure.

Internal Audit

  • The team continues to progress the 2023/24 Internal Audit Plan, with work focussing on a range of Council and HSCP services.
  • Internal Audit are undergoing an external review against Public Sector Internal Audit Standards, with this work nearing completion and the results of this expected soon.
  • Advice is continuing to be provided by Internal Audit in line with the Internal Audit Charter to support the enhancement of governance arrangements, risk management and controls.  This has included advice in relation to new systems being implemented on request by management.
  • Development work is focusing on the use of data analytics in audit work, with the aspiration being that this will improve both the efficiency of audit work and the level of assurance that can be provided.  Work has been started on a Data Analytics Audit Strategy which will set out the vision for this work and an associated action plan.

Corporate Fraud

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

Revenues and Benefits

  • In the month of September, the team issued:
    • 2,100 Council Tax bills, 1,100 reminders, and 1,800 Benefits notifications
    • Almost 400 Non-Domestic Rates bills.
  • Over 350 crisis grants and community care grants were awarded under the Scottish Welfare Fund.
  • The team received and dealt with almost 2,400 documents for Council Tax queries and reduction and over 1,200 for benefits.
  • The team dealt with 2,800 telephone enquiries.

ICT Services

  • ICT Services are working closely with the Business and Digital Change Team to implement M365. This includes:
    • Deploying new mobile phones to home carers improving access to their systems
  • The Infrastructure Team completed:
    • Completed the network upgrades at 2 schools
    • The migration of 9 primary schools, 1 Early Years Centre and 4 corporate sites to Software Defined Wide Area Network (SD-WAN).  This has the benefit of: materially increasing the bandwidth at these locations, the ability to divert internet traffic to the quickest route, and also the benefit of enhanced internet traffic monitoring facilities for each site.
  • The ICT Security team:
    • Were notified of and investigated 9 security alerts.
    • Continue to progress the PSN renewal for 2023.
    • Investigated the use of Multi Factor Authentication for external systems.

Shared Services

  • The Residential Team added 160 service agreements to Carefirst for clients moving into care homes or for supported living services within their own homes.
  • The Homecare Team added over 370 service agreements to Carefirst for clients receiving a homecare service or a direct payment.
  • The Transport Team notified parents who were successful in their application for concessionary travel.
  • The Direct Payment Audit Team finalised 24 standard direct payment audits for clients receiving self-directed support.
  • The Education Maintenance Award Team received over 50 Education Maintenance Applications in September.

Housing Rent Arrears

  • Active Tenant Rent Arrears were £1,346,630.33, which is a decrease of £163,307.23 on same period as last year (week 26).
  • Five tenants were assisted and successfully awarded payment from Hardship Fund towards rent payments, totalling £3,610.
  • The Rents Team continue to support the change team with the development of the NEC Integrated Housing Management System (IHMS).
  • Housing Officers continue to utilise all avenues to maximise rental income and reduce rent arrears, while also providing advice and assistance to tenants who engage and need additional support.
  • Appointments with a Housing Officer are available at Kirkintilloch Job Centre every Tuesday morning to assist tenants in receipt of the Universal Credit housing element.
  • Reducing active tenant rent arrears continues to be a priority for the Housing Service.
  • Former Tenant Arrears are £773,873 with the team continuing to work on former rent arrears to bring this figure down.

Business & Digital Change

  • The IHMS team continues to work closely with the Housing service to design, build and configure the new Integrated Housing Management System.  The building of the system configuration for Phase 1 is now complete, and testing is ongoing. Planned Go Live date is May 2024.
  • Work continues on the delivery of Oracle Fusion: Procurement and Finance modules.  All planning activities for the User Acceptance Testing stage of the project were completed as planned and work on the design of end user training material is progressing.  The project is progressing to a Go Live in December 2023, although key milestones are being closely monitored to consider any requirement to rephase the completion date.
  • Work continues on the development and design of the new EDC website in preparation for content migration.  Initial designs have been created for the HSCP website and work will commence on the EDLC site next month.
  • The live system build & system requirements have been finalised ahead of go-live in October 2023 for the Roads and Lighting module of RMMS.  Training has been delivered to key users and the training plan is being finalised for all end users.
  • Following a successful procurement exercise for our new Waste Modernisation project, a preferred bidder has been selected. Work will now begin with the supplier to develop our implementation plan.
  • Development of processes on our new CRM platform continues at pace. More than 100 processes were identified at the project start and the team is on track to finalise development and Go Live in March 2024.
  • Work is ongoing to provide a platform for all EDC employees to access their pay and personal information electronically. Central to the delivery is ensuring the security of both EDC and personal data. 
  • Implementation of our new desk booking system has been delayed due to resourcing issues with our implementation partner.  Our project timeline has been refreshed and we are working towards a mid-November go live.
  • The SharePoint project team have developed plans to prepare the SharePoint environment for the pilot 7 Business Units, in advance of the migration of files.  Communications will be issued to all service areas involved in the pilot in the coming weeks to progress this work.
  • Work continues to remediate over system vulnerabilities ensuring the councils systems remain secure and obtains it's PSN security certification.
  • Work has progressed to renew our Electronic Payment Gateway System (EPG).  The key modules have successfully been configured and the majority of sample payment files sent to new service area profiles.
  • Work continues on our preparation for the implementation of our Shared ARC.  The supplier has been confirmed as CHUBB Fire and Security LTD.  Digital Telecare Team/Digital Office/Scotland Excel have an initial introductory meeting with Chubb and Sky Response and meetings will now increase in frequency between them and all Early Adopters, including EDC.
  • Work on the Enterprise Architecture project continues.  With new proposals on Digital Governance and Integrated Platforms reaching last stages and being made ready for final review.

Health and Social Care Partnership

100% of customers (65+) met the target of 6 weeks from completion of community care assessment to service delivery, compared with a target of 95%   100% of individuals began a work placement within 7 working days of receiving a Community Payback Order, compared with a target of 80%

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

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

During September 2023, the HSCP has performed on or above target on all of its identified performance indicators. Work is ongoing on implementing the 2023-24 Annual Delivery Plan actions.

Key Achievements / Areas of Focus
Key Achievements:

  • During the first quarter of 2023/24, the Alcohol and Drug Recovery Service (ADRS) exceeded the Scottish Government’s 90% target for waiting times for people referred for help with their drug or alcohol problem. 96% of people referred to the service waited no longer than three weeks for their first treatment, a significant increase on 2022/23 Q4 which was 81%. This increase can be attributed to dedicated support to ADRS from the Alcohol and Drug Partnership Support Officer and an increase in ADRS staffing.


  • Promotional activity in support of:
  • World Suicide Prevention Day
  • Sexual Health Week
  • Conversations About Food events
  • Suicide Prevention Awareness Week
  • Power of Attorney awareness
  • Volunteers for the Patient Carers and Service User group membership

Areas of Focus:

Children and Criminal Justice Services:

  • Respond to the “Children at Risk of Harm” joint inspection outcomes.
  • Supporting Unaccompanied Asylum Seeking Children to begin their recovery and live in safety in nurturing placements in East Dunbartonshire.
  • Work is ongoing to redress the balance of care by reviewing out of authority placements and continuing the Foster Carer recruitment campaign.
  • Continue to develop as a Trauma Informed organisation
  • Update and implement new Child Protection Procedures
  • Ongoing implementation of Children’s House Project model, Year 3
  • Continue to develop tier 1 and tier 2 service for Children for children and young people with mental health challenges

Adult Services:

  • Continue to ensure that we provide Self Directed Support training to Social Work and Health practitioners to instil confidence and knowledge about the options amongst the workforce. 
  • Continue to implement our Digital Health and Care Actions, seeking to link traditional telecare with telehealth monitoring and technology enabled care. Aiming to maximise the experience of remote technology and implement the Analogue to Digital Telecare Transformation by 2024.
  • Continue to optimise opportunities for people to remain living at home, active and independent in their community, to support the ongoing shift in the balance of care away from residential or nursing care in a care home until it is essential to meet the outcomes of the individual and/or to manage risk.  Numbers of people being admitted to long term care are not yet returned to pre-pandemic levels but are rising, as is the complexity of those being supported in the community.
  • Continue to respond to the needs of carers, enabling them to continue their caring role and enjoy a life of their own, as equal partners in care.
  • Continuing to provide multi-disciplinary intensive, support and assurance for all care homes and other registered care services across adult services in the area in line with refreshed Scottish government guidance and direction.
  • Continue to pursue achievement of compliance with target timescales for adult protection cases.
  • Taking forward the Allander Resource Centre - Learning Disability day services –Development of community based services, employability, volunteering and community based model of support.
  • Implement the 23/24 actions of the Social Support for Older People Strategy and associated commissioning delivery plan.
  • Refresh HSCP Learning Disability Strategy
  • Delivery of Medically Assisted Treatment Standards, (MAT Standards) 6 -10.
  • Review of in-house accommodation-based support services for adults with Learning Disability.
  • Notification received from the Care Inspectorate of a joint inspection of our Adult Support and Protection services to commence on-site from January 2024.

HSCP Wide:

  • Development of a recruitment strategy for ED HSCP and wider Social Care workforce in East Dunbartonshire.
  • Continue delivery of a range of measures to support staff wellbeing and support options.

Continue to pursue options for the engagement and involvement of local people and individuals in service development and design.

Land Planning and Development

20% Planning Applications receiving a letter confirming whether application is valid or invalid within 5 working days, compared with a target of 80%

Land Planning & Development have progressed a number of significant work streams during September 2023 in line with the Business Improvement Plan commitments. 

Land Planning Policy

  • The Land Planning Policy Team continues to undertake early work for Local Development Plan 3.  An amended version of the Development Plan Scheme and Draft Participation Statement was discussed at LDP Working Party on 07 September, and was approved at Council on 28 September.  The modifications took into account the feedback given by stakeholders on the engagement methods that should be used over the course of preparing LDP3. 
  • The team led on a Council response to the Scottish Government’s consultation on Mandatory Training in Planning for Elected Members, which was also approved at Council on 28 September.  Comments have also been provided to the Scottish Government (through Heads of Planning Scotland) on future guidance that will set out a new process for preparing Housing Land Audits.
  • The Team has been implementing the Circular Economy Strategy; particularly regarding green skills and developing informational and promotional resources to be implemented in the coming months.
  • Work is underway to identify priority projects for inclusion in the Council’s new Greenspace Strategy, which will replace the Green Network Strategy and Open Space Strategy.  Opportunities for improvement of open space, increasing tree cover, expanding peatland restoration and wetland creation are currently being assessed in collaboration with internal and external stakeholders.  Audit work on play facilities is underway and surveyors are continuing to assess play areas and facilities across East Dunbartonshire.  The outcome of the assessment will inform the priority actions on play to be included in the draft Greenspace Strategy. Work on the preparation of the statutory Biodiversity Duty Report for the period 2021 – 2023 was progressed and will be reported to PNCA Committee in November.
  • Work is under way on the preparation of a brief to carry out an adaptation and habitat feasibility study of land along the Kelvin Valley.  This will link into existing work on river restoration along the Kelvin tributaries.  Further information on the scope and schedule for this work will be reported once procurement is under way.
  • Officers met with Clyde River Foundation to discuss priority aquatic species in the Clyde Catchment including the River Kelvin, such as Wild Atlantic Salmon and European Eel and measures to protect and enhance their populations.
  • Work is underway on preparing a response to the Scottish Biodiversity Strategy consultation.

Sustainability Policy

  • Work on the Climate Action Plan and Local Heat & Energy Efficiency Strategy is continuing.  The evidence and options work for both the net zero (climate change mitigation) and resilience (climate change adaptation) strands of the Climate Action Plan (CAP) has now been completed.   The Climate Change Member Officer Group reviewed the Evidence and Options Reports at their meeting on 24 August and a report was taken to Council on 28 September.  This included recommended pathways to reach net zero for both the Council and East Dunbartonshire as a whole.  The Draft Climate Action Plan will be reported to Council during the first half of 2024, after which public consultation will be carried out.  Work is also continuing on the preparation of the related Local Heat & Energy Efficiency Strategy (LHEES) with evidence work expected to be completed this autumn.  Following this, the Draft LHEES will be prepared and will be brought to Council in the first half of 2024 with public consultation to be carried out following Council approval.
  • An early draft of the Active Travel Strategy was shared with internal colleagues for input and feedback and a summary of the input is being collated
  • Consultants were appointed to deliver a Community Carbon Literacy Training Programme and preparatory work has now commenced with publicity prior to the start of the delivery phase to be undertaken in November /December.  The Sustainability Policy Team is currently working with partners to assess initiatives that could be developed to further support community climate action to be developed alongside the Community Carbon Literacy Programme.
  • A report on the statutory Public Bodies Climate Change Duty Report 2022/23 is being prepared for the Place Neighbourhood and Corporate Assets Committee on 9 November. This is accompanied by a Carbon Management Plan Report 2022/23 which provides an analysis of emissions data from the Duty Report, an analysis of emissions reductions in key areas of Council activities (built assets, fleet, waste, street lighting and business mileage), an analysis of costs associated with these areas, high-level projections of future costs and an outline of the potential pace of decarbonisation.
  • The Team met with colleagues in Housing to provide input for the Local Housing Strategy and associated actions related to Heat Network Zones, the alignment of housing development with the LHEES delivery plan, the Heat Network Review Statement and New Build Heat Standards.
  • A technical note on EPC reform was drafted, including proposed responses to the consultation, and shared with elected members. The proposed responses will be submitted to the Scottish Government in early October.
  • A Summer Climate Action Plan Newsletter was published to outline a range of Council action on sustainability related activities, including the CAP. An autumn newsletter is being drafted to build on this and will be issued in November.

GIS Team

  • The team has continued to carry out a range of GIS analysis for the council teams.  This has included a variety of map production work, calculating distances to determine travel time distances to key services and creating web apps and data dashboards, which help to understand spatial data more effectively.
  • We are in the process of moving all Web Builder apps to ESRIs new Experience Builder Platform. This is essential as the Web Builder application will be out of support at the beginning of 2024. The new system allows for more widgets to be added to maps, which will allow users a better experience.
  • The team have also created a number of maps which will be used in consultations across East Dunbartonshire. The team have also been working on enhancing the work previously done for EDCs walking and wheeling network, for the Active Travel Strategy. The team are now refining our Network Analysis layer, to incorporate the new routes developed by the Active Travel Strategy. This will enable us to analyse routes for services in a more effective manner.
  • We have been assisting the Business & Digital Change Team with their work on transferring IDOX to a Managed Service, the team have undertaken user testing for Uniform Live software and have been reporting any errors to B&DC
  • The team have been working with the Roads department to create a number of new Experience Builderapps to help when they are out in the field and need to view information.
  • The team have also been working in collaboration with roads to help amend their gazetteer to match ours, to ensure consistency across council departments.
  • We have named a new development on Old Balmore Road. The new plot is called Old Balmore Brae.
  • The GIS Team have updated key spatial data for IDOX users to ensure they are using the latest data.
  • The team have worked with roads to use the data gathered by consultants in our own EDC apps, to allow for greater access across the roads department to this information.
  • The team have finalised Child Protection Surveys and they will now be used by members of the public and professionals.
  • The team have completed the Street Naming and Numbering for a number of projects over the past month. All road adoption requests have also been successfully processed during this period.
  • The team continues to provide technical support to Community Protection and Development Applications to improve efficiency and ensure we are in line statutory guidance and regulations through IDOX.

Housing Strategy & Systems

  • The new IHMS implementation is well underway, with functional testing progressing in all modules. User Acceptance Testing (UAT) training has been delayed due to additional functional testing being required; it is anticipated that this will be more on track by the end of September.
  • Systems Officers are assisting with the data cleansing of the current Saffron IT system as well as Housing folders, to ensure a smooth transition when migrating to the new system, while also assisting with day-to-day processing of direct debits and the set-up of rent accounts.
  • Performance Monitoring Officers are completing monthly performance statistics and continue to update Smartsheet with new dashboards and sheets for Officers to work from.
  • Work is continuing on the Digital Telecare switch and the Project Board are ensuring the successful transition of analogue telecare to digital telecare throughout the sheltered complexes.
  • The Housing Estates Adviser is working closely with the sheltered wardens and concierge to ensure a robust service is provided to tenants and residents.

Business Support

  • Working with numerous public sector agencies to ensure all support mechanisms to help business and create jobs are fully utilised, including development of new skills & technologies.  Cost of doing business continues to be a concern and resources to help and inform businesses continue to be priority with combined support materials available through the Find Business Support website.  Start up enquiries are increasing but business growth and employment are still running at a slower pace than pre pandemic due to economic and market issues.
  • The Digital Development Grant has been launched and already fully subscribed, and applications are now being processed. It will be on hold until such time as any further funding can be obtained.
  • Green Business Support grant now launched is close to launching.  Waiting on final processes for the Extend Plus programme to be confirmed, then launch can go ahead.  Extend Plus is being delivered across the City Region to analyse businesses looking for support and their outputs & recommendations will form the basis of works to be carried out supported by the Green Business grant.
  • The Business Gateway National Review continues but in the interim services continue to be delivered as usual.  National Programme delivery is now being considered as part of the overall review.  The New Draft Service Specification will be presented to the Board on 3rd November for approval. 
  • It is likely that Digital Boost funding will no longer be available and Local Authorities will be expected to provide this support with the exception of Webinars which will be picked up by Business Gateway National.
  • The team is in the early stages of developing the site enabling and regeneration grant.

City Deal Team

  • 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 City Deal & HM Greenbook requirements) which are required to unlock the funding from the region.
  • Work is ongoing on the Westerhill Masterplan and the Westerhill Development Road for which the design contract is now underway.  The project team are currently analysing the various route options in order to select a preferred route to develop further through the OBC process. .
  • Work continues on the next stages of the design process for Bishopbriggs Town Centre and Bishopbriggs Park.  An application has been prepared for the UK Levelling Up Fund, to submit once Round 3 of the fund opens, for which there is currently no date. 
  • A803 feasibility and options work progressing as part of Outline Business Case development. Preparation for forth coming consultation on A803 Route Corridor Improvements as part of project develop. 

Regeneration & Town Centres Team

  • The project to improve Regent Gardens in Kirkintilloch Town Centre has moved to the construction stage. The construction work will take several months and works are expected to complete early 2024. On the Campsie Memorial Hall in Lennoxtown - funding has been secured from Regeneration Capital Grant Fund and work continues to develop the project with RIBA 3 design to take place following procurement of design team.
  • The programme management of the Shared Prosperity Fund is ongoing. A range of projects have been identified and are being progressed for implementation over the next 2.5 years.
  • The Lennoxtown Main Street Improvement Project is ongoing to develop outline designs. An application to support Lennoxtown regeneration projections has been prepared for the the UK Levelling Up Fund, to submit once Round 3 of the fund opens, for which there is currently no date.
  • Working ongoing to support Milngavie BID as it moves towards re-ballot, and the Kirkintilloch BID Streeting Group as it moves to ballot on 2nd November 2023.

Traffic & Transport Team

  • The construction phase of Canniesburn Toll Improvement Project is on site and is expected to take around 9 months. Four Traffic Regulation Order (TRO) have been promoted to support aspects of the new design.
  • Feasibility and design works are progressing on a range of active travel infrastructure projects included in the Local Transport and Active Travel Strategies.
  • Work is progressing on key functions of the team including: working on a range of Traffic Regulation Orders at various stages of the statutory process, liaising with the network operator and maintenance contractors of the public electric vehicle charging network and continuing to assist in resolving access issues.

Development Management:

  • During the reporting period the planning side of the team has determined 50 applications and validated 67 applications.
  • The Building Standards team have received 86building warrants and approved 78 applications. 
  • The Enforcement Team opened 4 new cases and closed 5
  • The Development Applications team prepared reports for the forthcoming meeting of the Planning Board.
  • The Team continues to provide applicants including the Councils Major Assets and Housing teams with pre application advice and support.
  • Both Planning and Building Standards teams continue to offer support and informal advice to customers through our morning duty service Monday to Friday.

Key Achievements / Areas of Focus

  • Completion of the Climate Action Plan Evidence and Options Reports
  • IHMS – User Acceptance Testing progression.
  • Housing Performance monthly monitoring.
  • Consultants appointed to deliver Community Carbon Literacy Training Programme.

Legal and Regulatory Services

100% of contract acceptances were completed within: 7 days of full instructions, compared with a target of 100% 100% of Taxi licence applications were approved or refused by Legal Services within. 5 days of receipt of the complete application, compared with a target of 100% 100% of Housing Improvement and Repairs Grants were processed and authorised within 7 days of receiving full instructions, compared with a target of 90%

Legal & Regulatory Services

Democratic Services

Throughout September, the Democratic Services Teams continued to support the internal governance of the Council, in addition to certain regulatory functions.  August saw a return to the Council’s governance meetings and a key area of focus for Democratic Services was the implementation of the Council’s new committee management system, Modern.Gov.  This work continued into September.  This system is now used for writing committee reports, managing the diary, preparing, and issuing agendas and the publication of committee papers to the Council’s website.  In time, it will also be used to support public engagement and consultation, and a petitions function.  In addition, the service continued to support Members and the Strategic Leadership Team.  The Information Management Team continues to provide important support and advice to the MS365 implementation team, in addition to business-as-usual support in relation to freedom of information and data protection.

Key Achievements / Areas of Focus

  • Registration & Customer Services completed 76 birth and 155 death registrations in September.  19 marriages & 2 Civil Partnerships were also registered in this period.
  • The Team provided administrative and other supports to the Civic Office.
  • Implementation and roll-out of a new committee administration system, which included support for report authors and the production and distribution of committee and board agendas.
  • Democratic Services administered 1 Council meeting, 2 Strategic Service Committees, 1 P&R Sub-Committee, 1 Planning Board, 1 Licensing Board and 1 Civic Government Appeals Board.
  • Information Management received & processed 109 FOI/EIRs and 8 SARs (Subject Access Requests)

Legal Services

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

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

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

Key Achievements / Areas of Focus

  • During September, the Team processed 14 contract form reviews, 1 Contract award letters, 25 taxi licence applications, and 7 grants.
  • Supporting the City Deal team with the signing of DRMB Stage 2 Ground Investigation contract and attended the pre-start site meeting.  Also provided advice on client-side professional service requirements and statutory requirements.
  • Property and planning work included completion of a grant of a servitude right for services required by Robertson Living for their housing development at Thorn Road in Bearsden and the completion of the purchase of an access road and disabled parking spaces at Bishopbriggs Library from Barratt as part of a section 75 agreement.
  • Contracts concluded in this period 3 contracts for subscription services which provide access to image, vector and music catalogues for the graphic design team and a contract for property damage and business interruption insurance has been signed.
  • Support was provided to the Traffic Management Appeals Board which considered two items including changes to the Canniesburn Toll.
  • The Litigation Team continued to provide support to Social Work in relation to adults with incapacity and permanence planning.  In addition, significant support provided to Education including work on placing request appeals.  Training was also provided to colleagues in Planning and Building Standards in relation to making representations to the Licensing Board and appearing in front of the Board and also to social workers in relation to permanency planning.


During September, the Procurement Team continued to support services across the Council in the delivery of various projects, including ongoing support to a number of strategic procurements/projects, particularly in relation to City Deal, ICT, Business & Digital Change, and various Capital projects.  In particular, the Team was heavily involved in data cleansing, Solution Design, Communication planning, and Key User training meetings as part of the implementation of a replacement for the Oracle Financial system.  This has placed a significant demand on the resources of the Team.  The Team also continuously works to manage and support the operational activity in terms of the buyers work centre, Iproc catalogue and supplier management and payment processing.

Key Achievements / Areas of Focus

  • Providing ongoing support to the City Deal team in relation to Contract requirements and alternative procurement route options.
  • Supported key Capital, Business & Digital Change projects such as Oracle Fusion upgrade, IHMS Consultancy, Westerhill Development Road, school estate Professional Fees, school summer maintenance works, Vehicle Purchases, whilst supporting workforce of the future planning and Business as Usual workstreams.
  • Participation in extensive meetings and workshops in order to train, test and solution re-design, in preparation for the implementation of the Oracle Fusion upgrade.
  • Continued to support the Council’s Social Care & Educational transport requirements.
  • Completed renewals for support and maintenance of business-critical systems to facilitate workforce of the future.
  • Ongoing support for the transition/implementation of Fusion to support the Managed Stores Service, including the technical requirements for integrations and e-invoicing on Iproc.
  • Ongoing data analysis in preparation of the 2022-2023 Annual Procurement Report to include alignments with Organisational Climate Action Planning, Circular Economy Strategy, Community Wealth Building & the City Region Community Wish List planning.
  • Commenced review of Contract Standing Orders for alignment with Organisational changes, financial management and Procurement governance.

Strategic Commissioning

Overview of Progress

The Strategic Commissioning Team provided enhanced support and guidance to the market as unprecedented demand pressures exacerbated by the on-going cost of living crisis continued to disrupt and undermine the sector.  In addition, the team were instrumental in supporting the progression of HSCP strategic priorities, responding to acute pressures whilst planning for the forthcoming winter period

Key Achievements / Areas of Focus

  • Developed commissioning proposal to help support delivery of the national resettlement programme for asylum seekers 
  • Improved and strengthened commissioning governance arrangements across the HSCP following a period of training, roll out, implementation    
  • Progressed provider uplift requests whilst taking into account / balancing budget pressures with provider sustainability 
  • Commissioned suitable / appropriate resources to accommodate individuals awaiting discharge from hospital
  • Contributed to the development of the HSCP’s Winter Plan 
  • Explored service delivery options to alleviate unscheduled care pressure & facilitate early discharge
  • Informed and supported progression of agreed commissioning arrangements for building based day care services 
  • Successfully planned / transitioned bespoke supported accommodation placements
  • Commissioned bespoke support for individuals moving into short / long term care
  • Reviewed transitional planning arrangements and aligned to the dynamic risk register
  • Facilitated Care Home Provider Forum
  • Identified an appropriate commissioning model to support delivery of the national resettlement programme for unaccompanied asylum-seeking children.
  • Supported development of the new Learning Disability Strategy (2023 – 2028).
  • Successfully concluded financial negotiations for local respite services.
  • Implemented new Schedule of Rates 2023/2024.
  • Developed robust procedures to help strengthen governance procedures for off-contract arrangements and rolled out / implemented across the HSCP.
  • Commissioned suitable / appropriate resources to accommodate individuals awaiting discharge from hospital.
  • Supported the development of a new local respite service for adults diagnosed with complex / challenging behaviours.
  • Supported progression of various Scotland Excel Framework Agreements – ensuring local requirements (current / future) are reflected accordingly.
  • Continued to review / progress provider uplift requests (to support viability) via agreed process.
  • Supported progression of agreed commissioning arrangements for building based day care services.
  • Successfully planned / transitioned bespoke supported accommodation placements.
  • Progressed performance management returns for services commissioned via Scotland Excel’s Care and Support framework in line with agreed procedures.
  • Commissioned bespoke support for individuals moving into short / long term care.
  • Identified the commissioning model required to support delivery of the key priorities entailed within the Carers Strategy.

Reviewed transitional planning arrangements to inform / update the dynamic risk register.

Roads and Neighbourhood Services

71% of special uplifts were completed within 10 working days Compared with a target of 90%. Fleet utilisation was 83.8% compared with a target of 80%.

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

This Service area is divided into seven portfolio groupings:

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

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

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

Roads Network Operations Team (including Street Lighting)

The team continue to deliver both planned and reactive maintenance to both carriageways, footways, and street lighting assets. The Service is almost at full numbers in terms of resources available with vacancies for operational posts. The one Roads Technician (Utilities) has now been filled and is awaiting a start date. The service will continue to try to achieve full capacity going forward, but recruitment continues to be challenging within a very competitive market. The other issue is now retaining trained staff and succession planning. On a positive note, the Roads Network Operations & Streetlighting Teams have started three and two Modern Apprentices respectively. The Modern Apprentices will attend colleague to gain the relevant qualifications while receiving on the job training and mentoring by knowledgeable, experienced, and trained technical and operational staff.

The 2023/24 capital programmes for carriageway, footway resurfacing programme and lighting projects are ongoing with road space booked and work programmed in as per the Roads Resurfacing Programme Technical Note which will be updated in October. Regrettably, the Streetlighting Team are working at a reduced capacity, so this is likely to affect the projected capital programme. If this is the case any outstanding projects will be carried forward into 2024/25.

The Service work with external survey consultant (Gaist) is now completed and this will inform future Capital programmes for carriageway and footways. The information will also be utilised to determine the type of work to be undertaken.

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 Service is now operating a full capacity following recent staff changes with several newer members of the team familiarising themselves with the Council area and taking forward individual projects including gateway features, replacement bridges, signalised junctions, and other important road safety features.

Streetscene Operations

The three geographical based teams continue to work on their summer grounds maintenance programmes including grass cutting operations, Herbicide treatment, Care of Gardens service, play area inspections etc. The summer maintenance season is coming to an end and the teams will be switching to their Autumn/Winter maintenance programmes which include autumn leaf collection and shrub pruning 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. In addition, the team also continues to manage the Councils tree stock carrying out surveys with the Ash Dieback Surveys ongoing with the result informing what action the Council need to take to address this important issue. The team manages and performs 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.

Mugdock Country Park

The team are now working on the summer season. The team are monitoring the quarry area during the usual increased visitors to this location now and throughout the summer months. 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.

Waste Services

The Waste Team has continued the frontline service operations for the collection of over 400,000 assorted household bins over the month of September, 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 500 of our local commercial premises.

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 1835 tonnes of waste through this contract in September, ensuring our waste undergoes treatment for recycling extraction prior to being sent through an Energy from Waste process.

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 Greenspace and Streetscene, Waste Management and other front-line services.

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

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

Key Achievements / Areas of Focus

Roads Network Operations Teams (including Street Lighting)

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

Between 01/09/2023 and 30/09/2023, we have identified 155 defects in East Dunbartonshire Council carriageways and Footways. We have completed 125 repairs on time (about 80.65%), which is slightly below our expectation and the figure has slightly decreased from August 2023 (80.85 % within SLA) but increased from July 2023 (76.99% within SLA).

We are still working to improve how defects are identified, recorded, and repaired which is one of the main aims of the Roads Improvement Plan.

Below chart compares our last three months performance:

Carriageway and Footway defects bar graph - stats in main text

Blocked and cleaning Gullies:

Between 01/09/2023 and 30/09/2023, in addition to undertaking the standard routine cyclic gully cleaning the service was requested to attend clean and unblock 36 complaints in respect to gullies in the East Dunbartonshire Council area. We have responded to 8 locations of these requests (about 22.22%). This figure is decreased from August 2023 (23.68% attendance).

Below chart compares our last three months performance:

Blocked and Cleaning Gullies - stats in main text

Road’s capital carriageway and footway surfacing projects in September 2023:

Below table indicates the list of footway and carriageway capital resurfacing projects, committed in September 2023.




Start Date

End Date


Finlay Rise





Ballater Drive





Greenwood Drive





Campsie Road

Anti-skid works




Cairngorm Crescent & Tinto Lane

Capital programme 2023/24 for c/way Cairngorm footpath included




Springfield Square

F/Way Resurfacing capital programme 2023/23




Craigmore Crescent & Pentland Place





Hilton Road





Craigton Avenue










Spey Road







Carriageways and footways Safety inspection:

Between 01/09/2023 and 30/09/2023, East Dunbartonshire Council has successfully completed all safety inspections.

  • Street lighting repairs continue, albeit with reduced available resources.
  • The tender for external support has now been completed and contract awarded for assistance with street lighting electrical works at times of peak workload, comprising electrician and mobile elevated work platform vehicle.
  • Responses to various enquiries / complaints continue, as required
  • Site visits and inspections of developer’s road lighting installations continue at various locations Council wide.
  • Assessment of coal tar testing results for future lighting renewal works ongoing.
  • Monitoring and processing of street lighting energy invoices continues.

Roads Technical & Engineering Teams -


  • Proposed Traffic Calming Measures being advertised for Springfield Rd and Menteith Avenue, Bishopbriggs 
  • Laying of High Friction surface at Milton of Campsie gateway due to commence on the 14th of October 2023 
  • Signalisation of Station Road at Drymen Road, Bearsden is under early preparations, but work will not be able to start on the ground while Canniesburn Toll is ongoing. 
  • TRO for Disabled Parking 22-23 (new requests from June 2022 – June 2023) is expected to go to November committee for approval. 
  • TRO at PNCA stage for November for new signals at Campsie Cross Milton of Campsie 
  • Recommenced Junior Road Safety Officer programme at primary schools. Out of the 33 schools invited 22 school have responded to take part in the programme, arrangement is underway to launch the program.
  • Attendance at various regional and national meetings related to road safety. 
  • The team are providing technical support for City Deal projects, Canniesburn Toll, Lennoxtown Main Street and Cycling Connectivity Corridors. 
  • The team are working through various locations installing new or replacing street signs as per customer requests. 
  • Responding to Planning Applications. 
  • Responding to Lining Requests and refreshing faded road markings 
  • Commenting on various licences i.e., street trader licences, public entertainment licences and occasional licences. 
  •  Programming of works to install a new high friction surface on all approaches to roundabout at Auchinloch Rd/Crosshill Road, Lenzie 
  • Dealing with various requests for temporary road closures and temporary Traffic Management. 


  • Site visits to monitor progress on developments currently under construction.
  • Site meetings to inspect developments and identify remedial works prior to adoption by EDC.
  • Meet with statutory undertakers to plan future works, add to roadworks register once application received.
  • Date agreed with developer for new traffic signal works to commence at Meadowburn / Kirkintilloch Rd Bishopbriggs; 15/1/24.
  • 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. Capital programme amended as coal tar on locations, new sites recorded. Scottish Road Works Register Fixed Penalty Notices are being issued monthly along with temporary traffic lights. SRWR register is monitored daily to resolve conflicts between work sites.  

Flooding and Drainage

  • River Glazert Restoration Project, Lennoxtown - Detail design report being finalised. CAR licence and Planning to commence when report is finalised. Ongoing.
  • Kelvin Tributaries River Restoration Project – Draft Statement of Requirements being finalised and will be passed to procurement for appointment of consultant.
  • Climate Ready Park – Tenders returned and is now at Evaluation stage – on going
  • Golf View FAS, Bearsden – JBA report has been finalised and has been provided to residents for review and feedback. On going
  • John Muir Way – Re-routing of Path at Glazert Water / Weir – Work is completed however existing path will be monitored and will eventually be closed if risk to public increases. On-going.
  • Wet Wet Westerton Flood Resilience Group – evening meeting with residents of Westerton area 28 Sep with Scottish Flood Forum and Scottish Water. Went well and minutes of meeting have been circulated.
  • Root cutting and lining works at Monreith Avenue, Bearsden ongoing
  • Hillfoot Drive, Bearsden - remove drainage channel and install / replace gullies with road closure – booked for 13 to 24 November
  • Additional capital works at Camstradden Drive West started 18/9 to 13/10, Camstradden Drive East due to start 9/10 to 23/10 both jobs to replace gullies and repair surface lines
  • C.C.T.V surveys are booked for various locations
  • Various site visits planned to progress additional capital spend
  • Campsie road @ Redmoss Farm B822 C.C.T.V and vactor inspection to clear and jet culvert and manhole to prevent flooding from farmer’s field


  • 2023/24 General and Principal inspections programme commenced and ongoing.
  • Review & response to abnormal load requests.
  • Capital programme for 2023/24 is in progress.
  • Braes O Yetts culvert parapet strike, Kirkintilloch. Parapet repair works complete. Additional fall protection to be installed in October.
  • Lammermoor Rd culvert refurbishment, Kirkintilloch. Parapet upgrade phase complete. Non-urgent snagging works to be completed in November.
  • The Cottage Merkland leaning boundary wall, Waterside Rd, Kirkintilloch. Temporary supports in place. Unclear ownership, repairs/rebuild likely to be shared with homeowner. Date for works tbc.
  • Moss Maigry culvert road undermining, Crow Road, Lennoxtown commenced. Minor change to scope of works. Additional 10m of gabion baskets to be installed to mitigate against future scour.
  • Redhills Community Footbridge, Lennoxtown, has been closed due to scoured foundations. The footbridge, in a state of disrepair, was unknown to EDC Structures. Plans to demolish in the coming months and a decision to be made on whether a replacement is necessary.
  • Langmuir Rd retaining wall, Kirkintilloch. Fencing atop retaining wall to be replaced. Works planned for early November.

Greenspace & Streetscene Teams

Streetscene Operations

  • Summer cyclical works ongoing
  • Street cleansing and mechanical sweeping; removal of fly posting and uplifting of fly tipping, mechanical street sweeping and installing replacement or additional bins. Includes cleaning of precinct areas.
  • Graffiti removal.
  • Summer bedding maintenance and watering of hanging baskets.
  • Ongoing cemetery operations, digging and carrying out interments, installing headstone foundations and benches.
  • Care of Gardens maintenance ongoing
  • Checking and clearance of culverts
  • Play park inspection
  • Herbicide works in open spaces, including Japanese knotweed treatment.
  • Pitch marking and overmarking, soiling holes
  • Housing tidy-ups, on request.
  • Responding to Customer Service Requests and complaints.
  • Removal of dead animals and excess waste at recycling centres.
  • Overseeing contracts relating to Verge cut (2nd cut) and hedge cutting.
  • Flood banking maintenance.

Streetscene Technical Support

  • Nature Restoration Fund – funding received from SG and draft list of projects in place and now progressing to procurement and works on the ground
  • Contract awarded in relation to the upgrading of the Canal Towpath, Kirkintilloch via Scotland Excel framework – consultation and feedback received being reviewed
  • Play Park Accessibility Work Study ongoing.
  • EDC Annual Independent Play Inspection for FY23/24 – completed in July – written reports received – Officers arranging repairs to defects
  • Play Areas -  Detailed brief with procurement re 7 projects - Waterside, Springfield, Dougalston Gardens North, Luggie Park, Keystone, King George V and Torrance Main Street
  • Play Areas – Officers working on briefs for a further 4 projects
  • Scanning of Cemetery Ledgers, to import into the Council’s Epilog Cemetery Management System,  - complete
  • Cemetery Management Rules – internal review now ongoing
  • Headstones/Memorials – plan being developed around improving the inspection process – awaiting tender returns
  • Fence Works at Strathkelvin Walkway - complete
  • Sports Pitches – grass pitches/synthetic – maintenance ongoing with pitches at Luggie Park and Waterside now open
  • Tree condition survey of  Old Aisle Cemetery being organised
  • Ash dieback surveys completed within EDC Schools Estate – obtaining costs to undertake remedial works as required.
  • Ash Dieback Survey on Roadside – survey ongoing detailed results due in October
  • Cairnhill Woods  - location for Forrest Schools agreed and progressing
  • Wildflower Meadows -  end of season Cut and Lift operations ongoing
  • Strathcona Drive  - Pictorial Meadow Turf laid to site
  • Climate Change Park works continuing  - plug planting with Corporate Team Building; Countryside Rangers with Volunteers.
  • Friends of Lenzie Moss – meeting to discuss proposed works via Nature Restoration Fund – works being programmed
  • Waterside Path  - Moss Road to Alexander Place complete
  • Fossorial Watervole Training – training session for a number of staff around habitats etc
  • Team working with City Deal Team and Consultants in relation to Masterplan of Bishopbriggs Public Park and Bishopbriggs Relief Road
  • Rosebank Allotments – Officer working with group to undertake relevant repairs to paths, fencing etc
  • Sustainable Food Places working with partners - 2community events delivered in September.
  • Allotment Regulations – currently being reviewed by Officers in advance of a wider consultation
  • Allotment Waiting List – new weighting matrix applied to waiting list
  • Input into Additional Capital investment for drainage, active travel/access and footway surfacing.
  • APSE Return for Parks/Streetscene returned
  • The team continues to respond to high volume of open space, tree and bereavement enquires, along with planning application consultations and complaints.
  • Planning application responses and support to Planning Team ongoing
  • Open Space audit work for input into the Grounds Maintenance System ongoing for Milngavie & Bearsden.
  • Assisted a number of Community Groups with Litter Picking resources across EDC

Mugdock Country Park  Footfall September – 68,921

  • Events taking place over Sept included:
  • Go Barry in Milngavie
  • Guided Walk – The Marvellous Moss, Lenzie
  • Sensory Sunday – Forest School for Wee Folk
  • Forest School for Adults – Whittling for Beginners
  • Mugdock Sensational Safari – Campfire Creations
  • Fungus Amungus, Mugdock
  • Forest School – Wild Search, Twechar
  • Family Cinema – The Super Mario Brothers Movie
  • Conservation activities – removing invasive non-native species, repairing paths and fences, blocking unwanted desire lines, clearing ditches
  • Warden activities – grass cutting, strimming, tree work, cleaning premises, repairs, painting maintenance shed, emptying bins, checking car parks and play parks
  • Patrols of Craigend Quarry continuing but reducing in number
  • Visitor Centre themed window display for Halloween and Scary Trail for children
  • Marketing through What’s On Guide, Community Magazine and social media
  • Development projects – Tree Planting, Septic Tank, Walled Garden, BBQ Shelter replacement, Mugdock Castle Maze
  • Scottish Water Rangers continuing to patrol at Milngavie Reservoirs and plan events e.g. health walks, bat events, heritage talk

Waste Services

  • The garden waste collection tonnage is starting to reduce, with 1030 tonnes collected in September, a 15% drop on the previous month.
  • Over the course of September, there were 10201 visitors to our Mavis Valley Household Waste Recycling Centre, an average of 340 a day.  There was 96% attendance against booked slots.
  • Following a successful procurement process, and joint working with the Business Change team, the service carried out an evaluation in September for the new waste modernisation software, with a successful bidder being appointed shortly.
  • The Service have supported local events through the provision of waste and recycling bins in September, including the Westerton Gala Day and the opening of the new Kirkintilloch Community Sports Complex.
  • The Food waste campaign has continued through September, encouraging residents to utilise the food collection service.  We have received over 200 requests in September for the delivery of a kerbside food caddies, this is an 88% increase on the same period last year. 
  • The service has been actively working with Zero Waste Scotland in September on current Waste priorities.  There has been attendance at a workshop relating to the Waste Recycling Charter, considering challenges and barriers for compliance, and involvement around new Sepa guidance due shortly for Persistent Organic Pollutants, material potentially found in some of our current waste streams.

Fleet Services

  • During the period 1/9/23 to 30/9/23 there were 164 vehicles/plant inspected in line with the servicing schedule. 
  • We interviewed for the vacant mechanic's post and appointed the successful candidate.
  • We currently have a variety of vehicles/plant on order to replace an aging fleet in line with the vehicle replacement programme. 
  • Support Council services in the delivery of ASN Transport including the distribution of essential supplies for vulnerable individuals throughout the period including meals for early year’s facilities and lunch clubs etc.  
  • Continued work on the management of Capital programme for the replacement of fleet assets through the financial year.     
  • Continued support to front line service operations through the provision of in-house fleet maintenance function including work on horticultural and construction plant equipment. 
  • Management of Fleet Operations in compliance with Operator Licencing legislation with a DVSA Operator Compliance Risk Score of Green for both Traffic and Compliance and a 100% first time pass rate for annual tests. 
  • Training has been organised to ensure our mechanics stay up to date with relevant legislation and inspection techniques. 
  • Plans have been put in place to reinstate vehicle compliance checks to ensure we remain compliant in relation to the Vehicle Operators Licence