David Ewen MacColl

Having taken early retirement in January 2025, I took up a part-time post as a co-worker with Ikea. In this role I have no responsibility for staff or financial matter but I am responsible for re-stocking instore displays, assisting customers and preparing "click and collect" orders. This has proved to be a very enlightening experience.

Staff Responsibility: 65 operational staff (29 Bereavement based, 36 Parks Client based)

Facility Responsibility: 2 Crematoriums (Daldowie 3000 services pa, Linn 2000 services pa), 32 Cemeteries (12 Regularly operational 1000 services pa), Glasgow Botanic Gardens, Queens Park Nursery, Pollok Country Park.

Financial Responsibility: Revenue - circa £6m pa, Capital £8m

Projects:

• Memorial Inspection Programme/Training- The introduction of a programme to inspection and maintain all the memorial headstones in each of the cemeteries. To facilitate this and in conjunction with the GCC Training section and the Unit J1N8 45 Manage and Maintain Cemetery and Burial Ground Memorials (SCQF level 5) Training Module, I created a training centre to provide accredited training to staff in the field of memorial inspection. This was also subsequently used to provide training for other Scottish Burial Authorities.
• Creation of the SQA Accredited training package Unit GP3N 45Principles and Practice of the Cremation Process to offer basic training as an introduction to the complete cremation process. This covers the capacity to assist with service delivery from the arrival of the cortege, to the lawful disposal of ashes. This was used for staff support during the recent pandemic and has been provided to provide new staff with the basic knowledge in crematorium practise.
• Replacement of the cremation equipment and installation of Mercury Abatement plant at Linn and Daldowie - 2018-2020.
• Linn Cemetery Extension -2022-2024 The extension to the Linn Cemetery Islamic Burial Ground in consultation with the local Mosques.
• Daldowie Crematorium - In in consultation and supported by the Sikh Community, the installation of a ashes dispersal 'pier' to facilitate the scattering of ashes on running water
• The refurbishment of Linn and Daldowie Crematoria buildings, including a full mechanical and electrical upgrade as well as a complete aesthetic upgrade to décor, fixtures and fixings.

Role: I joined Glasgow City Council in May 2013 as Asst Group Manager with responsibility for Bereavement Services and the City's Pest Control Service. During the course of my term with GCC the responsibility for Pest Control was reallocated and, in due course, I took on responsibility with the client function for three of the primary parks in Glasgow. In each element of my role with Glasgow I have carried ultimate responsibility for staff management, budgetary control, preparation of committee and other reports, customer care and health and safety. I have formed effective working relationships with the wide range of stakeholders through working groups such as the SBBG, holding regular meetings with all representative focus groups and have endeavoured to ensure the customer service may be delivered to meet their expectations, whilst ensuring compliance with legislation and regulation.

Staff Responsibility: 23 operational and administrative staff

Facility Responsibility: Sydes Brae Crematorium, Blantyre and 18 Cemeteries and Churchyards

Financial Responsibility: Revenue - circa £1.5m pa, Capital £1m

Projects:

• The creation of a new cemetery for the town of Lanark and the surrounding area. This included the necessary aspects of planning, design, contract management and also consultation with local community faith/representative groups and associated agencies such as SEPA.
• The installation of new memorial garden in respect of babies and infants in the grounds of Sydes Brae Crematorium.

Role: With South Lanarkshire Council my primary responsibility was the operational and administrative management of the authority’s Bereavement Service. As part of the day to day running of the bereavement service, I had to ensure all necessary legislative requirements of the business were addressed, that the appropriate contractual relationships were in place and reviewed for medical referees, organists, etc and that the necessary policies and procedures applied to provide the operation of the business. I was responsible for the management of both revenue and capital budgets. With the implementation of greater communication South Lanarkshire Council attained a range of quality assurance awards in respect of the service delivery including ISO 9001 and 14001, Customer Services Excellence and the ICCM Charter for the Bereaved.

Staff Responsibility: 30 operational and administrative staff

Facility Responsibility: 45 Cemeteries

Financial Responsibility: Revenue - circa £1m pa, Capital £.75m

Projects:

• Extension to Beith Cemetery and the addition of new cemetery for the Largs area. This included all aspects of the process from the instigation of the planning application, design and construction, consultation with community groups and other agencies and the public opening of the cemetery.
• The introduction of one of the first woodland burial grounds in the Largs Brisbane Glen Cemetery.
• The implementation of a comprehensive programme of memorial inspection in all of the NAC Cemeteries.
• The preservation to the listed Kilbride Chapel in Lamlash Cemetery in consultation with Historic Scotland

Role: With North Ayrshire Council I was appointed to implement the outcome of a review of the service with 30 staff employed in the delivery of around 1100 burials per year, memorial works and grounds maintenance of cemeteries and war memorials. In my time with North Ayrshire, I applied an incremental fee structure over consecutive years, increasing the income from a little over £22,000 per annum to nearly £500,000, as well as additional income for the provision of memorial foundations and the re-erection of memorials. This was linked to reduction in staffing of 22% a greater level of innovation used in service delivery. I introduced improvements in administration by applying effective and safe means for the transfer of exclusive rights of burial, digitisation of all cemetery records and a new software system for the burial administration on a web-based application using remote servers.

This change also provided access for genealogical searches and the ability to make on-line charges for the service.

Staff Responsibility: 7 operational and administrative staff

Facility Responsibility: 1 Crematorium and 15 Cemeteries

Financial Responsibility: Revenue - circa £1m pa, Capital £.75m

Projects:

• The construction of new cemetery for the Greenock area. This included all aspects of the process from the instigation of the planning application, design and construction, consultation with community groups and other agencies and the public opening of the cemetery.
• The initial application of the elements of the Environmental Protection Act 1990 (EPA 1990) in respect of the cremation process.
• The implementation of the Compulsory Competitive Tender process for the bereavement service and the introduction of a client/contractor operational working process

Role:

In my time with Inverclyde, I had responsibility for the Greenock Crematorium and the seven cemeteries, providing around 1200 cremations and 800 burials per year. I had control of two cremation staff, two administrative staff and 15 operational staff. My primary role was to oversee the operational and administrative service delivery of the Bereavement Service. In this respect I was required to write detailed for Snr Management and Council Committees and also liaised closely with external stakeholders, providing comprehensive support for the bereaved at a time of need. In addition I oversaw the delivery of comprehensive risk assessments to ensure public safety. During this time, I had to conduct the service through Compulsory Competitive Tendering as Client for the burial grounds. I managed the implementation of the EPA 1990 which included the monitoring of emissions. In terms of Administration, I introduced a software system and reviewed the processes for booking services.

• Conducted risk assessments to ensure public safety.

I took this role collecting premiums in the south of Glasgow as an interim measure. I had responsibility for collecting cash, banking, and limited sales. I left in August 1993 to take up a more fitting post.

After the collapse of COLANCO, I had a brief spell seeking work and was fortunate to gain this temporary post. I delivered training to students in City and Guilds, YTS and SCOTEC Horticultural subjects.

This covered a variety of themes from fairly basic gardening to the more specialised aspects of glasshouse techniques, propagation and grounds maintenance among other subjects. The contract ended at the end of the summer term.

Initially I was subcontracted to W J Cairns, an Edinburgh based Architects, to the Ministry of Defence as a Landscape Clerk of Works at the Clyde Submarine Base. Here I had responsibility for overseeing landscape contracts on the Northern Approach Rd and the Jetty Access Rd Projects as well as works within the base. This included ensuring the contract terms were adhered as set out in the Bills and Specifications and also for registering and approving contract variances or amendments. After this I took up the position of Contracts Manager, in this I found myself responsible for the delivery of design and build contracts for Wimpey, Scottish Special Housing, the Yachting Grand Prix as well as maintenance works for Esso Bowling, Carless Oils and the maintenance of other industrial estates.

The company went out of business in February 1993 with a comparatively full order book but awaiting substantial payments.

With Tilhill I was responsible for squads of up to 30 staff working on maintenance and construction contracts throughout Scotland, the A720 Edinburgh City By-pass and Gogar Interchange, the Glasgow Zoo Bear House, MOD Sites at Beith and the Clyde Submarine Base.

During this time I gained a greater experience of staff management and delegation of tasks as well as a wealth of knowledge on contractual issues and understanding of staff logistics.

I left to improve my career prospects.

Based at Eastwood Park, Glasgow in the Glasshouses, I had responsibility for the propagation, cultivation, growing on and general maintenance of the greenhouses.

In addition I was responsible for the creation, installation and maintenance of floral displays both interior and in summer/winter bedding throughout the district.

Serving a full apprenticeship, I qualified as a Craftsman Gardener in 1983 - During this time I trained in all aspects of horticulture including glasshouses, cemeteries, general grounds maintenance and floral displays. After qualifying I took responsibility for the training of new apprentices in the provision of all horticultural tasks - I left for career advancement.