Agenda Document Pack - Cabinet - 05/11/2024
Midlothian Council · 5 November 2024
Back to Cabinet — 5 November 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Notice of Meeting and Agenda Cabinet Venue: Council Chambers/Hybrid, Midlothian House, Dalkeith, EH22 1DN Date: Tuesday, 05 November 2024 Time: 11:00 Executive Director : Place Contact: Clerk Name: Democratic Services Clerk Telephone: Clerk Email: democratic.services@midlothian.gov.uk Further Information: This is a meeting which is open to members of the public. Privacy notice: Please note that this meeting may be recorded. The recording may be publicly available following the meeting. If you would like to know how Midlothian Council collects, uses and shares your personal information, please visit our website: www.midlothian.gov.uk Page 1 of 290
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1 Welcome, Introductions and Apologies 2 Order of Business Including notice of new business submitted as urgent for consideration at the end of the meeting. 3 Declaration of Interest Members should declare any financial and non-financial interests they have in the items of business for consideration, identifying the relevant agenda item and the nature of their interest. 4 Minute of Previous Meeting 4.1 Minute of Cabinet of 17 September 2024 - submitted for approval 5 - 18 4.2 Action Log 19 - 22 4.3 Private Minute Volume Index 5 Public Reports 5.1 Strathesk Primary School and Nursery class Inspection Report, report by Education Chief Operating Officer, Children, Young People and Partnerships 23 - 28 5.2 Anti-Bullying Policy, report by Executive Director Children, Young People and Partnerships 29 - 50 5.3 Education Performance Report Quarter Two 2024/25, report by Executive Director Children, Young People and Partnerships 51 - 64 5.4 Children Services, Partnerships and Communities Performance Report Quarter Two 2024/25, report by Executive Director Children, Young People and Partnerships 65 - 70 Adult Social Care Services Performance Report Quarter Two 2024/25, report by Head of Adult Services/Chief Social Work Officer 71 - 82 5.6 Place Performance Report Quarter Two 2024/25, report by Chief Officer Place 83 - 114 5.7 Corporate Solutions Performance Report Quarter Two 2024/25, report by Chief Officer Corporate Solutions 115 - 146 5.8 Midlothian Council Report Quarter Two 2024/25 and Balanced Scorecard, report by Chief Executive 147 - 170 Page 2 of 290
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5.9 Midlothian Council Statutory Report to Scottish Ministers on Public Bodies Climate Change Duties 2023/24, report by Chief Officer Place 171 - 274 5.10 Private Water Supplies – Grant Funding Report, report by Chief Officer Place 275 - 284 5.11 Lothian Street, Bonnyrigg – Disposal of Land Report, report by Chief Officer Place 285 - 290 6 Private Reports 7 Date of Next Meeting The next meeting will be held on Tuesday, 28 January 2025 at 11am. Page 3 of 290
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Minute of Meeting Cabinet 2024 Item No 4.1 Cabinet Tuesday 5 November 2024 Item No 4.1 Cabinet Date Time Venue Tuesday, 17 September 2024 11:00 am Council Chambers, Midlothian House, Buccleuch Street, Dalkeith and MS Teams Present: Councillor Parry (Chair) Councillor Alexander Councillor Bowen Councillor Cassidy Councillor McKenzie Councillor Scott Councillor McManus In attendance: Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place Derek Oliver, Chief Officer Place Saty Kaur, Chief Officer Corporate Solutions Joan Tranent, Head of Children's Services Nick Clater, Head of Adult Services and Deputy Chief Social Work Officer Michelle Strong, Education Chief Operating Officer Fiona Robertson, Executive Director Children, Young People & Partnerships Hannah Forbes, Democratic Services Officer Fiona Kennedy, Service Manager - Health and Social Care 1 Welcome, Introductions and Apologies The Chair welcomed those in attendance to the meeting of Cabinet. Page 5 of 290
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2 Order of Business The Order of Business was as detailed within the agenda with the additional Education Appointment Committee minute to be noted under item 4.3. 3 Declarations of interest No declarations of interest were received. 4 Minutes of Previous Meetings 4.1 The Minute of the Meeting of Cabinet held on the 28 May 2024 was submitted and approved as a correct record. 4.2 The Action Log of Cabinet was noted. 5. Reports Agenda No. Report Title Presented by: 5.1 A Summary of the Care Inspectorate Inspections of Day Care of Children, August 2023 - June 2024 Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer spoke to the report that outlines inspection activity by the Care Inspectorate in 17 Early Learning and Childcare settings across Midlothian. According to the report, 22 inspections of Early Years settings had taken place. The national standard is to achieve “Good” or “Better”, and Midlothian has 90% of settings currently sitting at that level. The settings that do not meet the national standard are supported by the Council to improve within a fixed time frame. The report references Mount Esk Family Learning Centre being upgraded and having 2 Excellents as part of their overall judgement. It was stated that only 10 settings in Scotland have such high settings. Recommendations Cabinet is requested to: (i) Note the content of the summary of the inspection reports. (ii) Congratulate the pupils, parents and staff connected with these reports. (iii) Pass this report to the Performance, Review and Scrutiny Committee for noting purposes. The Chair thanked the Education Chief Operating Officer for the report and passed on thanks and congratulations. There was a question regarding the weak grade for play and learning, and how we can raise the standard in these situations. The Education Chief Operating Officer advised that a weak grade is not something we want for any of our settings. The Council has a duty as a guarantor of quality, meaning our Page 6 of 290
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role is very clear in terms of working with the individual setting through an improvement period, which entails a well-defined and time limited plan. Decision The report was noted. Action Agenda No. Report Title Presented by: 5.2 A Summary of the HMIE inspection of Scots Corner Early Learning and Childcare, June 2024 Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer spoke to the report and detailed that the report outlines the inspection of Scots Corner Early Learning and Childcare centre. It was stated that Scots Corner is a standalone provision. The inspection took place in June 2024, and inspectors identified many strengths, including leadership, relationships, professional growth of staff, and how these strengths are having a positive impact on the children. The inspection was graded “Good” and “Very Good” and there will be no further visits. Recommendations Cabinet is requested to: (i) Note the content of the summary of the inspection report. (ii) Congratulate the pupils, parents and staff connected with this report. (iii) Pass this report to the Performance, Review and Scrutiny Committee for noting purposes. It was stated that it was pleasing to see this report and the gradings that have been given. It was highlighted that there is a lot of army children and service personnel who use the setting and that is testament to their good work there. Decision The report was noted. Action Agenda No. Report Title Presented by: 5.3 Progress Report for Sacred Heart Primary School and Nursery class Education Chief Operating Officer Outline of report and summary of discussion Page 7 of 290
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The Education Chief Operating Officer spoke to the report and advised that the report outlines the progress made at Sacred Heart Primary School and Nursery class since the Education Scotland inspection report of May 2023. Sacred Heart was inspected in March 2023 and the Council was disappointed with that outcome. Support has been previously provided and we were confident the school was improving. HMI made a return visit in April 2024, with the focus being previous recommendations. HMI advised there was strong evidence of progress against the areas, and they identified further work to be taken regarding outdoor learning, reporting progress to parent and carers, use of data and observations. Work is already underway to address these activities. Education Scotland is confident that the school will continue to improve and have disengaged from the school and have no plans to make any further visits. The Education Chief Operating Officer passed thanks to the Interim Head Teacher for their drive, determination and resilience for getting the school to a stronger place. Recommendations Cabinet is requested to: (i) Note the content of this progress report. (ii) Congratulate the pupils, parents and staff connected with this report. (iii) Pass this report to the Performance, Review and Scrutiny Committee for noting purposes. It was highlighted that this is a great success story, the Deputy Head has done a lot of work to bring this up to a great standard. Congratulations was passed to everyone that has worked hard to get Sacred Heart to this standard. Decision The report was noted. Action Agenda No. Report Title Presented by: 5.4 A summary of the HMIE inspection of Woodburn Primary School and Nursery class Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer spoke to the report which outlines the inspection of Woodburn Primary School and Nursery class. Inspectors highlighted key strengths such as very positive relationships across the school, the effective use of data and the development of staff to help meet our learners’ needs. The next steps included for the school to continue to share good practise, learn in new and unfamiliar context and to continue to develop observations in the nursery. The Page 8 of 290
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inspectors were very impressed by the work of Woodburn Nursery and Primary School and there will be no further inspections. Recommendations Cabinet is requested to: (i) Note the content of the summary of the inspection report. (ii) Congratulate the pupils, parents and staff connected with this report. (iii) Pass this report to the Performance, Review and Scrutiny Committee for noting purposes. The attendees highlighted the fantastic work at Woodburn by staff, parents and carers, especially given the size of the school and the SIMD ranking. The Chair also stated that the school is a credit to the area and the Council. Decision The report was noted. Action Agenda No. Report Title Presented by: 5.5 A Summary of the HMIE inspection of Beeslack Community High School Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer spoke to the report which outlines the inspection of Beeslack Community High School. The inspection took place in January 2024. The key strengths included strong leadership of the Head Teacher, trusting and caring relationships between staff and children, and the support and strategies to promote wellbeing in children. The report noted areas of improvement, including continuing to develop the approaches to strategic planning, a review of the curriculum, and to raise the attainment of children with additional support needs. The inspector had confidence in the leadership of the school and the capacity for further improvement. There will be no further visits. Recommendations Cabinet is requested to: (i) Note the content of the summary of the inspection report. (ii) Congratulate the pupils, parents and staff connected with this report. (iii) Pass this report to the Performance, Review and Scrutiny Committee for noting purposes. Concerns were raised regarding the large volume of children with mental health issues in secondary schools. Schools should put further focus on the mental wellbeing of children. A question was asked regarding the raising the attainment and how they would go about that. Page 9 of 290
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The Education Chief Operating Officer advised the annex is a Midlothian provision for children with identified additional support needs who may not be able to access mainstream education. The staff were praised for their incredible holistic development of these children. Inspectors have asked the Council to look at crediting some of the experiences for the young people within that provision. Decision The report was noted. Action Agenda No. Report Title Presented by: 5.6 Education Q1 2024/25 Performance Education Chief Operating Officer Outline of report and summary of discussion The Education Chief Operating Officer detailed that this report covers the performance and progress of both education and community lifelong learning and education between April to June 2024. They are proud of the work achieved in raising attainment and we are confident that we have strengthened the universal and targeted approaches through the development of teaching and assessment framework. The Education Chief Operating Officer highlighted the details of the progress in the raising attainment data. In Curriculum of Excellence levels, 6 measures are marginally up and 3 are marginally down by less than 1%. The inside data from the education data is published tomorrow and will be reported in the next quarter. An increased offer for senior faced learners has been put forward in the introduction of the Midlothian aligned curriculum. A lot of work is taking place in anti-bullying, mental health and neurodiversity for priority 2. Tutors, capital funding for buildings and accessible services for Community Learning and Development work were raised as a cause for concern. The Education Chief Operating Officer summarised the good progress in targets and priorities across Education and Communities, Lifelong Learning and Employability between April to June. Thanks was passed to all staff and partners for all the hard work and commitment to those that we serve. The Education Chief Operating Officer mentioned some teething issues with the new Midlothian aligned curriculum. The alignment of the 6 secondary schools is the first part of a very ambitious programme, more will follow. A further report on Scottish Credit and Qualifications Framework with updated information is to follow. Additional Support Needs supports are needed for all our schools, as we have a legal obligation to ensure we get it right for every classroom each day. It was mentioned that there is a need to report back to Scottish Government at Primary 1,4 and S3 Curriculum of Excellence levels. Exclusions are currently higher than what we would like which is a national concern in terms of the level of distress and behaviour that we are seeing in some of our learners. Page 10 of 290
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Members present highlighted a visit to the new Easthouses Primary School and thanked the Education department for all their work at the school. The school has incredible facilities and all reports coming from the school are excellent. The Chair thanked the Education Chief Operating Officer for the report. The Chair suggested that a detailed one page briefing should come back regarding Scottish Credit and Qualifications Framework and provided to councillors. Decision The Education Chief Operating Officer Action One page briefing to come back on Scottish Credit and Qualifications Framework and provided to councillors. Agenda No. Report Title Presented by: 5.7 Children’s Services, Partnerships and Communities Q1 2024/25 Performance Chief Officer Children’s Services, Partnerships and Communities and Chief Social Work Officer Outline of report and summary of discussion The report by the Head of Children's Services details that the United Nations Convention on the Rights of the Child continue to drive forward all of Children’s Services and improvements. The plan for 2024-30 was launched on 20 June 2024. The partners are currently reviewing the report, and it is expected to receive feedback from the Promise Team on its accessibility. This should be ready to go live at the end of 2024. The Chief Officer Children's Services was happy to report that referrals over the past year have reduced by 50%, however child protection work remains extremely high. This proves to be a challenge as child protection work cannot be given to newly qualified workers. The Family Wellbeing Service is now located in the Easthouses Primary School, currently working to get a framework to record referrals. Domestic abuse is still the main reason why children’s names go on to the children protection register, more work to be done on this. A huge thank you was passed to the settlement team who work with people from Ukraine, Afghanistan and asylum-seeking children, as their work has a huge impact on the people that move into Midlothian. The challenges and risks include unaccompanied asylum-seeking children as the volume is continually growing. The Council has been pressured significantly by the Home Office to take unaccompanied asylum-seeking children. At this stage it was highlighted that Midlothian is currently full, which is why the Council is in negotiation on how that can be taken forward. The Chair congratulated the Chief Officer Children's Services and the team for the ‘Who Cares’ Scotland rewards. The council won 2 awards - Stable Foundation and Outstanding Corporate Parent, thanks to be passed for the commitment and progress on the Promise. Members of the committee highlighted the disability service and the redirected support, and the importance of families being aware of it. The fantastic work of the Chief Officer Children's Services and the team was commended. Page 11 of 290
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The Chief Officer Children's Services advised that recruitment has been very challenging since the pandemic. There has been a couple of recruitment campaigns and unfortunately there were not very many social workers at the college. There is a lot of movement within the business, so it is hoped that the Council will gain these new recruits to let them gain experience. Decision The report was noted. Action Agenda No. Report Title Presented by: 5.8 Corporate Solutions Q1 2024/25 Performance Chief Officer Corporate Solutions Outline of report and summary of discussion The Chief Officer Corporate Solutions detailed that this report presents the performance for Corporate Solutions for Quarter 1 and introduced the following key achievements. Continued increase in library visits, a 2% increase in virtual visits, which demonstrates the success of communications promoting E-resources and the upgrade of the library management system. The library service secured more external funding from the Scottish Government’s climate engagement fund which was used to launch a new seed library in Dalkeith and establish a gardening group building on last year's successful external funding to develop the outdoor garden space. In the theme of promoting climate activities, the two brand new Lend and Mend hubs that are now located at Loanhead and Danderhall. It was highlighted that Midlothian Council is the first library service in Scotland to have further rolled out the Lend and Mend hubs. The forestry tree surveying app on the customer service platform also went live in Quarter 1 which allows land service to monitor trees across the county. There was the launch of the new school menu for the 2024-2025 school year and the increased uptake supports the Councils commitment to supporting households with cost of living pressures and ensures that all children and young people have a hot meal every day of the term. Another key piece of work was the publication of the employee and equality monitoring report which details the composition and characters of the workforce and information on pay gap and occupational segregation. This will be used to inform the development of the workforce strategy. In terms of local procurement, 25 new Midlothian suppliers have been registered on Public Contracts Scotland. Page 12 of 290
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The committee thanked the Chief Officer Corporate Solutions for the report. Attendees were especially happy to hear of the new Midlothian suppliers. A question was asked about whether the donation of books to local libraries should be encouraged. Attendees also mentioned positive feedback regarding school lunches. The age of the workforce was mentioned, stating that there is not a lot of younger people working in the Council and the age gap is very large. It was also asked if the equality and diversity calendar could be shared, to which Chief Officer Corporate Solutions responded that it will be going on the Intranet shortly. The Chief Officer Corporate Solutions also agreed with the concerns regarding the age of population which is partly the reason for looking at a new workforce strategy. The committee also discussed the winter fuel payment. The Chief Officer Corporate Solutions mentioned that the topic was discussed at the previous Cost of Living Task Force meeting, and that this would be picked up by Council communications and promoted to increase take up of Pension Credit and associated benefits for residents. Decision Chief Officer Corporate Solutions Action The winter fuel payment to be picked up in communications. Agenda No. Report Title Presented by: 5.9 Place Q1 2024/25 Performance Chief Officer Place Outline of report and summary of discussion The Chief Officer Place presented the report. Key achievements in the report included the work on road services, resurfacing and potholes and the installation of 24 new speed message signs and 19 school zone signs. The activities of the Neighbourhood Environment Team, launched in Quarter 1, have received positive feedback from communities. The regulatory services have been granted a Modern Apprentice by the Council and they are currently looking at extending this into a second position. In terms of inward investment, we have seen 10 businesses from out with Midlothian make enquires. The committee noted that more information on how food waste is dealt with would be beneficial. The committee also acknowledged the amazing work of the Environmental Team, and the reduction in complaints regarding the quality of roads thanks to ongoing work. A member of the committee asked if the Council could change to doing both on market and off market sales in housing. The Chair asked if the Chief Officer Place can investigate AI as a potential solution to the communication of the ongoing road works. A member of the committee asked what kind of notice we receive of road works and road closures. The Chief Officer Place advised that the rural food waste begins in October, and that a programme for the Neighbourhood Environment Team can be brought back to Cabinet for members to see. The Chief Officer Place hopes additional road signage will encourage drivers to take alternative routes. The Chief Officer Place Page 13 of 290
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also mentioned that we have impressive sustainment from the Housing team and the housing register is increasing. The Chief Officer Place would be keen to pursue off and on market purchasing. The committee members expressed their appreciation of signage on roundabouts in Midlothian and the revenue it is now bringing in. Decision The report was noted. Action The Chief Officer Place to bring a programme for the Neighbourhood Environment Team back to Cabinet for members. Agenda No. Report Title Presented by: 5.10 Adult Health and Social Care Q1 2024/25 Performance Head of Adult Services and Deputy Chief Social Work Officer Outline of report and summary of discussion The Head of Adult Services and Deputy Chief Social Work Officer presented the report including the following highlights. Anyone referred to treatment for substance use have accessed treatment within 3 weeks. Work in relation to medication assisted treatment continues, and we should meet the remaining 5 treatment standards by end of March 2025. This will also assist the work around drug deaths. The work on suicide prevention was highlighted, continuing to work with Chief Officers on the public protection outlook to align suicide prevention with that agenda. The Head of Adult Services and Deputy Chief Social Work Officer mentioned that services for old people and those with learning disabilities is experiencing the least pressure. 2 new housing developments were highlighted and estimated for the end of year completion, one in Loanhead and the other in Bonnyrigg. The latter is specifically for vulnerable people who may not meet other thresholds for learning disabilities services. The Head of Adult Services and Deputy Chief Social Work Officer also mentioned the Your Chance to Change project and the Spring Service. They stated that the Council is short of target for some of the Performance Indicators, especially around risk and resilience. Stage 1 complaints are poorly responded to, and complex complaints should be triggered to Stage 2 quicker. The Head of Adult Services and Deputy Chief Social Work Officer thanked all staff within health and social care and acknowledged their hard work over the last few months. Page 14 of 290
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A member of the committee noted the good news in the report regarding the 100% referrals in 21 days. A question was asked regarding the one to two people who transition with complex needs and what work we are doing around that. The Chair thanked Head of Adult Services and Deputy Chief Social Work Officer for the report. Decision The report was noted. Action Agenda No. Report Title Presented by: 5.11 Midlothian Council Q1 2024/25 Performance Chief Executive Outline of report and summary of discussion The Chief Executive spoke to the report detailing the summary of actions in line with Single Midlothian Plan. The report compliments the individual service reports that have already been presented today. In Quarter 1 we had 5 indicators that are off target, one measure relating to performance against revenue budget which was covered in the recent monitoring report to August Council. One relating to invoices and 3 relating to complaints. The Chief Executive thanked all officers for their hard work over the course of Quarter 1 and the significant outcomes that have been achieved. The Chair thanked the Chief Executive for the report and noted that they are happy to reiterate thanks on behalf of the Cabinet committee to officers as well. Decision The report was noted Action Agenda No. Report Title Presented by: 5.12 Joint Inspection of Adult Support and Protection – Midlothian Partnership Head of Adult Services and Deputy Chief Social Work Officer Outline of report and summary of discussion The Head of Adult Services and Deputy Chief Social Work Officer detailed that this was the second of the main strategic inspections that we have had in 12 months, and the Service Manager - Health and Social Care was to present the outcome of that inspection. The Service Manager - Health and Social Care detailed the key points. The inspection activity commenced in January 2024 and concluded in July. The focus Page 15 of 290
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of the inspection was to determine if adults in risk of harm were safe, protected and supported. The report notes strengths, such as strong strategic vision, our commendable management, high standards of risk assessments and our timely use of advocacy. The improvement areas were discussed, including health attendance, police governance records and the engagement with individuals with lived experience. There was no grade awarded but Midlothian were deemed to have clear strengths supporting positive experience outcomes for adults that are at risk of harm which collectively outweighed the areas for improvement. The Service Manager - Health and Social Care extended thanks to all staff that were involved in this strategic inspection. The Chair thanked the Service Manager - Health and Social Care for the report and opened to any questions. None were asked. Decision The report was noted. Action 5.13 Imrie Place, Penicuik - Proposed Double Yellow Line Waiting Restriction The Chief Officer Place Outline of report and summary of discussion The Chief Officer Place spoke to the report and detailed the recommendations. It is recommended that Cabinet; 1.1 Note the safety considerations requiring the introduction of measures to improve access and safety concerns at Imrie Place, Penicuik; and 1.2 Note that an objection was received regarding the proposed double yellow line waiting restriction and that officers have considered this objection but consider that this scheme should be implemented as advertised, to 1.3 Approve the proposal (R5.3.108) and implement a 23 metres long section of Double Yellow Line (all day) waiting restrictions along one side of Imrie Place in Penicuik, as advertised on 14 March,2024. The Chair thanked the Chief Officer Place for the report. The report was moved by Councillor McManus who noted that this road provides access to the doctor surgery and expressed keeping this road clear for ambulances. Councillor Alexander seconded the report. The Chair highlighted the upcoming retirement of Joan Tranent and thanked her for all her hard work on behalf of Cabinet. Page 16 of 290
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Decision The report was noted. Action 6 Private Reports None were presented. 7 Date of the Next Meeting The date of the next meeting is Tuesday 5th November at 11:00am. The meeting terminated at 12:38 pm. Page 17 of 290
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Cabinet Action Log Cabinet Tuesday 5 November 2024 Item No 4.2 No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 1 05/09/2023 5.3 Corporate Solutions Q1 Performance Report 2023/24 Further work on reaching out to small businesses Derek Oliver Ongoing Recommend for closure Economic Development Member Briefing held on 3 October. Midlothian Economic Development Strategy submitted to November Council agenda. 25 new Midlothian suppliers have been registered on Public Contracts Scotland in Q1 2 05/03/2024 5.2 Children’s Services, Partnerships and Communities Performance Report Quarter Three 2023/24 Write to Scottish Government to highlight the issues around home education. Chief Operating Officer Education No. 1 Letter drafted by Education Convener and being advised by legal. Recommend for closure No. 2. Information circulated 2 September 2024 – Page 19 of 290
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No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 3 05/03/2024 5.5 Place Performance Report Quarter Three 2023/24 Write to Scottish Power to express frustrations and concerns around timescales on responding to issues within Midlothian. Chief Officer Place 10 May 2024 Letter issued. Await response from SPEN Raised via CoSLA with Scottish Govt on their proposals to seek commitments from utility companies to reconnect meters to empty properties. The lack of power to empty homes makes them unlettable and is a key contribution to the problem. 4 28/5/2024 5.5 Attendance Update for Midlothian To arrange a briefing for Elected Members for a more in-depth detail on the intricacies and differences in schools and initiatives taken to improve this Education Chief Operating Officer This will be covered in the quarterly reporting. 5 17/09/2024 5.6 Education Q1 2024/25 Performance For a 1 page briefing to come back regarding SCQF and provided to councillors. Chief Operating Officer Education No expected completion date Discussion underway with education convenor and cross-party group meetings on meetings at secondary school and ASG level to involve local ward members and cross-party group members. Chief Officer Education will continue to plan this revised approach to sharing performance at a more localised level. Page 20 of 290
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No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments 6 17/09/2024 5.8 Corporate Solutions Q1 2024/25 Performance The winter fuel payment to be picked up in communications. Chief Officer Corporate Solutions Recommend for closure – a series of communication and promotion has been started and will continue to encourage take up of Pension Credit to ensure that those that are entitled to the Winter Fuel payment receive this. 7 17/09/2024 5.9 Place Q1 2024/25 Performance A programme for the Neighbourhood Environment Team brought back to Cabinet Chief Officer Place 05/11/2024 Recommend for closure The new Neighbourhood Environment Team has been carrying out the following works in our local communities through Q2: • Ensuring our streets remain clear of litter • Cleaning our bus stops so that they provide safe, clean shelter for residents • Emptying street litter bins • Spraying and removing weeds from footpaths and roads • Mechanical sweeping of roads and pavements • Ensuring pathways are clear of overhanging trees and shrubs • Keeping Midlothian clear of fly tipping Page 21 of 290
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No Date of Meeting Item No and Title Action Action Owner Expected completion date Comments • Edging back grass verges to reclaim overgrown footpaths • Power washing of high streets and public areas Page 22 of 290
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Cabinet Tuesday 5 November 2024 Item No 5.1 A summary of the HMIE inspection of Strathesk Primary School and Nursery class Report by Michelle Strong, Education Chief Operating Officer, Children, Young People and Partnerships. Report for Information 1 Recommendations Cabinet is requested to: (i) Note the content of the summary of the inspection report. (ii) Congratulate the pupils, parents and staff connected with this report. (iii) Pass this report to the Performance, Review and Scrutiny Committee for noting purposes. 2 Purpose of Report/Executive Summary The report outlines the inspection of Strathesk Primary School and Nursery class. 17 October 2024 Report Contact: Julie Fox, Quality Improvement Manager E-mail: julie.fox@midlothian.gov.uk Page 23 of 290
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3 Background/Main Body of Report 3.1 In June 2024, a team of inspectors from Education Scotland visited Strathesk Primary School and Nursery class. The report was published on 1 September 2024, and is available on the Education Scotland website, 3.2 Education Scotland is responsible for inspecting education settings throughout Scotland. This inspection was a short model inspection using core quality indicators from How Good is Our School and How Good is our Early Learning and Childcare and evaluations were as below; HGIOS School QI 2.3 Learning, teaching and assessment Good QI 3.2 Raising attainment and achievement Satisfactory HGIOELC QI 2.3 Learning, teaching and assessment Good QI 3.2 Securing children’s progress Good 3.3 Identified strengths of the setting • The positive, nurturing relationships between children and staff across the school and nursery. This is providing children with a calm and positive learning environment. • Children who are polite, happy and enthusiastic. They enjoy learning in school and nursery. They show respect, care and kindness as they learn and play together. Children are very proud of their school and nursery. • Improvements in the consistency of effective learning and teaching across the school, including creative approaches to digital literacy and out-door learning. As a result, children are now engaged, motivated and know how to be successful. 3.4 Identified areas for improvement • Continue to raise attainment in literacy and numeracy in school age children. • Across the school, continue to improve the reliability of teachers' professional judgements about children's progress and attainment. Teachers should have more opportunities to work with each other and colleagues in other schools to develop their understanding of national standards across the curriculum. • Improve approaches to checking on children’s progress across all curricular areas in the school and nursery to inform planning for children’s learning. Page 24 of 290
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3.5 Conclusion The local authority has confidence that Strathesk Primary School and Nursery class has sufficient capacity for continuous improvement. The setting’s Quality Improvement Manager will continue to monitor improvement through the quality improvement process and standards and quality improvement plan. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications. 4.2 Digital There are no digital implications. 4.3 Risk Education Scotland’s team of Inspectors visit a sample of education settings every year to find out how they are performing. A report is published which informs parents about the key strengths of the setting and its capacity for further improvement. Following the publication of the report further visits may be made to the setting, by the Education Authority to assist improvement and monitor progress. Monitoring, review and evaluation of progress by central officers in the Education Team is the control measure in place to reduce the risk of failure of settings to demonstrate their capacity to improve. 4.4 Ensuring Equalities (if required a separate IIA must be completed) 4.4 Additional Report Implications (See Appendix A) Appendices Appendix A – Additional Report Implications Appendix B – Background Papers: Inspection Report attached APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Themes addressed in this report: Getting it right for every Midlothian child Improving opportunities in Midlothian Page 25 of 290
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A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Noted within. A.5 Involving Communities and Other Stakeholders Copies of the reports have been made available to Elected Members, parents and carers of children currently in the setting and other interested parties. A.6 Impact on Performance and Outcomes The setting will continue to improve its work in line with the school improvement plan and central officers in the Education Team will continue to challenge and support the setting in relation to developing and implementing a range of quality improvement strategies. A.7 Adopting a Preventative Approach The Education (Scotland) Bill aims to take preventative action in order to close the attainment versus deprivation gap by implementing key policies and programmes which are designed to target support to children and young people from disadvantaged communities. Midlothian is highly committed to closing the poverty related attainment gap. A.8 Supporting Sustainable Development The School and Nursery Improvement Plan allows for sustainable development and improvement. Page 26 of 290
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Strathesk Primary School and Nursery Class, Midlothian Council, 5541123 © Crown Copyright 10 September 2024 Dear Parent/Carer In June 2024, a team of inspectors from Education Scotland visited Strathesk Primary School and Nursery Class. During our visit, we talked to parents/carers and children and worked closely with the headteacher and staff. The inspection team found the following strengths in the school’s work. • The positive, nurturing relationships between children and staff across the school and nursery. This is providing children with a calm and positive learning environment. • Children who are polite, happy and enthusiastic. They enjoy learning in school and nursery. They show respect, care and kindness as they learn and play together. Children are very proud of their school and nursery. • Improvements in the consistency of effective learning and teaching across the school, including creative approaches to digital literacy and out-door learning. As a result, children are now engaged, motivated and know how to be successful. The following areas for improvement were identified and discussed with the headteacher and a representative from Midlothian Council. • Continue to raise attainment in literacy and numeracy in school age children. • Across the school, continue to improve the reliability of teachers' professional judgements about children's progress and attainment. Teachers should have more opportunities to work with each other and colleagues in other schools to develop their understanding of national standards across the curriculum. • Improve approaches to checking on children’s progress across all curricular areas in the school and nursery to inform planning for children’s learning. Page 27 of 290
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Strathesk Primary School and Nursery Class, Midlothian Council, 5541123 © Crown Copyright We gathered evidence to enable us to evaluate the school’s work using quality indicators from How good is our school? (4th edition) and How good is our early learning and childcare?. Quality indicators help schools, local authorities and inspectors to judge what is working well and what needs to be improved. Following the inspection of each school, the Scottish Government gathers details of our evaluations to keep track of how well Scottish schools are doing. Here are Education Scotland’s evaluations for Strathesk Primary School and Nursery Class Quality indicators for the primary school Evaluation Learning, teaching and assessment good Raising attainment and achievement satisfactory Descriptions of the evaluations are available from: How good is our school? (4th edition), Appendix 3: The six-point scale Quality indicators for the nursery class Evaluation Learning, teaching and assessment good Securing children’s progress good Descriptions of the evaluations are available from: How good is our early learning and childcare? Appendix 1: The six-point scale A more detailed document called Summarised Inspection Findings (SIF) will be available on the Education Scotland website at: Strathesk Primary School | Inspection Report | Education Scotland What happens next? We are confident that the school has the capacity to continue to improve and so we will make no more visits in connection with this inspection. Midlothian Council will inform parents/carers about the school’s progress as part of its arrangements for reporting on the quality of its schools. Fraser Gillan HM Inspector Page 28 of 290
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Cabinet Tuesday 5 November 2024 Item No 5.2 Anti-bullying Policy Report by Carolyn Robertson, Quality Improvement Manager ASN Report for Decision 1 Recommendations The report recommends the adoption of the Anti-Bullying Policy, and the proposal to continue with consultation activity around the policy and development of guidance materials as schools embed practice within their settings. 2 Purpose of Report/Executive Summary The review of the Midlothian Anti-Bullying Policy comes ten years after the adoption of the current policy and reflects changing guidance from the Scottish Government, and recent research into the reasons for bullying and ongoing impact. It has been created by a working party made up of representatives from schools, and officers responsible for Children’s Rights, ASN, Care Experienced Young People, and parent and pupil voice. It is designed as a model policy for schools to adopt, with aspects which can be adapted according to individual school contexts. The policy includes clear definitions and roles and responsibilities in an attempt to clarify best practice when dealing with incidents of bullying behaviour. A suite of support and guidance materials, aligned to a professional learning programme will support the implementation of the policy over the coming year, based on information from schools as they review their existing practice and procedures. The policy sits within the Relational Approaches Framework which has been introduced to schools, and will, in further iterations, reflect key messages from the Inclusion Framework which is under development. 26 September 2024 Report Contact: Ani Lawrence anita.lawrence@midlothian.gov.uk Page 29 of 290
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3 Background/Main Body of Report 3.1 Midlothian has an Anti-Bullying policy for schools which dates from 2014. A review of this policy was undertaken in 2019, where it was updated in line with national recommendations. However, this version was not approved, and schools continue to use the 2014 policy as a basis for their approach to bullying. In the absence of updated policy and guidance specific to Midlothian, a number of schools have created their own policies which reflect up to date thinking and national guidance. 3.2 According to Respect for All (2017), “an anti-bullying policy is a clear commitment to develop a respectful, equitable and inclusive culture and ethos within an organisation or establishment.” In line with the vision to make Midlothian a “great, green place to grow”, it was decided that a refreshed approach to anti-bullying policy and practice be undertaken, based on existing good practice and national legislation and guidance. 3.3 The review of the existing policy and creation of a new Midlothian Policy for Anti- Bullying was informed by a range of publications. The Education Scotland Respect for All document, published in 2017, provides the legislative and policy framework under which anti-bullying practice and policy sits. A 2024 update of Education Scotland guidance on bullying provides information on prevention of, response to, and recording of incidents of bullying and these have closely informed the policy and practice outlined within the Midlothian Anti-Bullying Policy. 3.4 The Midlothian Anti-Bullying Policy is positioned within the national policy and legal framework laid out in Respect for All. It is informed by the Equality Act, 2010, and the UNCRC (Incorporation) (Scotland) Act 2024, the premise of which runs throughout the policy document. Other policy and legislative frameworks which have helped to inform the policy include the Additional Support for Learning Act 2004, GIRFEC, the National Improvement Framework and the Digital Learning and Teaching Strategy. 3.5 The Midlothian Anti-Bullying Policy is situated within the Midlothian Framework for Relational Approaches, which informs a suite of policy documents, including attendance and exclusions policies. 3.6 A working party consisting of representatives from schools, educational psychology, UNCRC, ASN, care-experienced practice, and parent and pupil support was convened to review the existing policy and devise a new approach in line with the latest updates and research on anti-bullying policy and practice. 3.7 A desktop review of a number of schools’ own anti-bullying policies was undertaken to identify common themes and approaches. A number of school leaders provided insights and experiences to help inform the creation of the policy. Headteachers were kept informed of the process through EEG and Headteacher meetings. 3.8 Pupil and parent consultation is ongoing due to limited availability towards the summer of consultation groups. Pupil voice has been gathered from Learner Conferences held in August and September 2024 as part of the consultation process. 3.9 The policy is written in four parts, with indications for schools and settings as to where they should amend or supplement the content. It is designed to act as a model template for schools, into which they can add their own context, values and vision statements. Page 30 of 290
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3.10 Part One outlines the legislative framework and expectations on schools to promote an anti-bullying culture and ethos within their settings. It provides clear information for schools about definitions of bullying - what bullying is, and isn’t, and the ways in which bullying behaviours can be exhibited. It provides information about protected characteristics and outlines the key responsibilities of all stakeholders (the Local Authority, schools, parents and learners). 3.11 In Part Two, a range of strategies to prevent bullying from occurring are provided, and schools and settings are encouraged to incorporate their own anti-bullying strategies, in consultation with the learning community. 3.12 Supporting re-engagement with the policy, when an incident of bullying occurs, is explored in Part Three, with expectations on the reporting, recording and monitoring of incidents. Schools and settings are encouraged to include the voice of key stakeholders to ensure that there is a common understanding and ownership of the processes which schools will apply in the event of an incident of bullying behaviour. 3.13 Part Four provides information on quality assurance and updates. 3.14 It is proposed that this policy is rolled out as a draft policy, over the school session 2024/25, to allow schools time to explore their approaches, to incorporate learner and parent voice into approaches taken, and to transition between existing anti- bullying policies and the model policy proposed. School staff consultation will take place over the session to inform any changes which may be required in order to ensure that this policy remains relevant, manageable and effective, with an initial review date of August 2025. 3.15 To support the introduction and implementation of the policy, a suite of guidance materials is under development which will provide a range of information including recording incidents in SEEMiS, developing anti-bullying practice, digital and online bullying, and supporting children and young people who may have experienced incidents of bullying. 3.16 Alongside the development of materials to support implementation, a professional learning offer is under development to support staff dealing with bullying within schools and settings. The impact of this training will contribute to the review of the draft policy in August 2025. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications from this report 4.2 Digital There are no digital implications in this report. Guidance regarding online bullying and mobile phone issues will be created as part of the policy rollout. 4.3 Risk No risk factors have been identified. Page 31 of 290
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4.4 Ensuring Equalities (if required a separate IIA must be completed) An IIA will be completed once training has been sourced for completion. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links: Anti Bullying Policy. Page 32 of 290
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Insert text here A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Insert text here A.5 Involving Communities and Other Stakeholders Insert text here A.6 Impact on Performance and Outcomes Insert text here A.7 Adopting a Preventative Approach Insert text here A.8 Supporting Sustainable Development Insert text here Page 33 of 290
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APPENDIX B Background Papers/Resource Links (insert applicable papers/links) Page 34 of 290
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1 Anti-Bullying Policy Foreword ................................................................................................................................................ 1 Part One: Rationale, Legislative Context & Expectations ..................................................................... 2 1. Vision and Ethos in Midlothian .................................................................................................. 2 2. (Name) School Vision and Ethos ................................................................................................ 2 3. Context and Legislation.............................................................................................................. 2 4. Terminology and Labelling ......................................................................................................... 3 5. What is bullying? ........................................................................................................................ 3 6. When it isn’t bullying. ................................................................................................................ 5 7. Protected characteristics and Prejudice-based bullying ............................................................ 5 8. Positive Expectations ................................................................................................................. 7 9. Roles and Responsibilities .......................................................................................................... 8 Part Two: How are teachers, pupils and families supported to fulfil the expectations stated in Part One? ........................................................................................................................................................ 9 10. Preventing Bullying Behaviours ............................................................................................. 9 Part Three: What are the steps taken to support re-engagement in adhering to the policy & reporting? ............................................................................................................................................. 10 11. Reporting and Investigating Incidents of Bullying Behaviour .............................................. 10 12. When an incident of bullying behaviour is reported: .......................................................... 11 13. Recording incidents of bullying behaviour .......................................................................... 13 14. Monitoring incidents of bullying behaviour ........................................................................ 14 Part Four: Quality Assurance and Policy Updates ............................................................................... 14 Foreword This Anti-Bullying Policy provides three parts, to support schools to embed a policy which is underpinned with legislation, is high-quality, recommended practice, and which provides a steer as to how to adapt elements to include the voice of learners, parents and staff within your own school community. Each part includes a box which provides advice around whether to adapt parts, utilise parts verbatim for your own school policy, or areas that could be taken to learners, parents and staff to gain their thoughts and opinions. Page 35 of 290
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2 Part One: Rationale, Legislative Context & Expectations For Part One, it is recommended that all schools utilise all paragraphs verbatim within their school anti-bullying policy, unless denoted by red text, or ‘(insert)’ recommendations. This will provide a consistency around supporting each school to lay out the rationale, legislative context and expectations around anti-bullying across the local authority Bullying is never acceptable, in any form. The impact of bullying can be significant and can resonate for many years after the event. The Scottish Government vision for children and young people states that: ● Every child and young person in Scotland will grow up free from bullying and will develop respectful, responsible and confident relationships with other children, young people and adults; ● Children and young people and their parent(s), will have the skills and resilience to prevent and/or respond to bullying appropriately; ● Every child and young person who requires help will know who can help them and what support is available; and ● Adults working with children and young people will follow a consistent and coherent approach in dealing with and preventing bullying from Early Learning and Childcare onwards. 1 1. Vision and Ethos in Midlothian Midlothian Council is committed to creating an environment where everyone is safe and supported to thrive and grow. There is no place for bullying behaviour within any Midlothian establishment, and this policy document and associated guidance materials include a range of strategies aimed at both prevention and intervention within the rights-respecting culture we aspire to in all Midlothian education settings. 2. (Name) School Vision and Ethos At (name) School, we promote our school values of (insert here) in all that we do. We recognise that bullying is never acceptable, and we understand that all children and young people in our school have the right to learn in a safe and secure learning environment which enables them to thrive and to flourish. 3. Context and Legislation This anti-bullying policy sits within a broad legislative framework which includes the following pieces of legislation: ● UNCRC (Incorporation) (Scotland) Act 20242 ● Additional Support for Learning Act 20043 ● Equality Act 20104 Other key national guidance which underpins this policy can be found in Appendix A. 1 Scottish Government (2014) Respect for all: The national approach to anti-bullying for Scotland’s children and young people. 2 Background and introduction to the UNCRC Act - UNCRC (Incorporation) (Scotland) Act 2024 - part 2: statutory guidance - gov.scot (www.gov.scot) (Draft guidance) 3 Education (Additional Support for Learning) (Scotland) Act 2004 (legislation.gov.uk) 4 Equality Act 2010 (legislation.gov.uk) Page 36 of 290
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3 This policy is located within the Midlothian Relational Practice Framework, (Appendix B) and reflects the six pillars of relational practice which are underpinned by the Inclusion Framework (Appendix C). 4. Terminology and Labelling It can be unhelpful to use labels to define people by their behaviour. At Name of School, we use the term bullying behaviour rather than describing someone as a bully, which suggests that behaviour is fixed and cannot be changed. We avoid use of the word victim because this risks defining a child or young person by the mistreatment they have experienced. According to the NSPCC, the word “victim” is associated with “weakness, vulnerability and powerlessness”. 5 Instead, we use terms such as the person being bullied, or the person on the receiving end of bullying behaviour. 5. What is bullying? The Scottish Government guidance “Respect for All”, quotes the respectme definition of bullying as: both behaviour and impact; what someone does and the impact it has on the other person’s capacity to feel in control of themselves. We call this their sense of ‘agency’. Bullying takes place in the context of relationships. It is behaviour that can make people feel hurt, threatened, frightened and left out and it can happen face to face and online.6 This definition locates bullying behaviours within a relationship framework and context and focuses upon the impact of behaviour and not just the behaviour itself. Every child has the right not to be bullied7. We are committed to challenging all types of bullying behaviour, including prejudice-based bullying. 5 Why language matters: why to avoid the term ‘victim’ to refer to children who have experienced abuse | NSPCC Learning 6 What is bullying? - respectme 7 Children’s Rights - respectme Page 37 of 290
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4 Bullying behaviour includes: ● Name-calling, teasing, threatening, or putting someone down, either in person or online; ● Physical bullying such as hitting, pushing, kicking and tripping; ● Taking someone else’s belongings or damaging them; ● Spreading rumours about someone, purposefully ignoring them or deliberately leaving them out (face-to-face and/or online); ● Sending abusive messages, pictures or images via social media, phone or gaming platforms; ● Behaving in ways which make people feel like they are not in control of themselves or their lives (face-to-face and/or online); ● Targeting someone because of who they are or who they are perceived to be8 8 What is bullying? - respectme Page 38 of 290
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5 Bullying behaviours can take place face to face and online. The focus is on what is happening, not where it happens. 6. When it isn’t bullying. We recognise that children and young people sometimes fall out as a natural part of growing up, and learning to get along with each other. Sometimes learners behave towards each other in ways which can be hurtful or unkind. RespectMe states that: “We should always remember that children will tease each other, fall in and out with each other, have arguments, stop talking to each other and disagree about what they like and don’t like. This is a normal part of growing up and should be distinguished from bullying. However, in an environment where this behaviour is left unchecked, it can lead to bullying, making those being bullied feel afraid, uncomfortable and unsafe in their environment.” (RespectMe, 2018).9 When considering whether behaviour can be described as bullying, we use RespectMe’s guidance: “Bullying can affect people in different ways, and this should be taken into consideration. If you are unsure if behaviour is bullying, look at the effect it is having on the child or young person. If they are unable to respond effectively and regain their sense of self and control in the situation, adults need to intervene to help restore it. Keeping the focus on impact reduces the emphasis on issues of persistence and intent. What you do about bullying is more important than how you define it.” (2018) 10 At (name) School, we have high expectations of each other when it comes to respectful and positive relationships. We support each other to develop these relationships through good role modelling, and a focus on kindness and respect throughout our school. The strategies we use to promote respectful, positive relationships can be found in our Relationships policy (insert link here). 7. Protected characteristics and Prejudice-based bullying Bullying behaviour that is directed at someone because of a perceived or actual difference is known as prejudice-based bullying. This behaviour can include racism, sexism, homophobia, biphobia, transphobia or prejudice and discrimination towards disability and faith11. The Equality Act 2010 makes it unlawful to discriminate against anyone with a ‘protected characteristic’. These are: 9 What is bullying? - respectme 10 What is bullying? - respectme 11 Supporting documents - Respect for All: national approach to anti-bullying - gov.scot (www.gov.scot) p10 Page 39 of 290
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6 ● Age ● Gender reassignment ● Sexual orientation ● Sex ● Disability ● Race ● Religion or belief ● Marriage and civil partnership ● Pregnancy and maternity These protected characteristics can be the target of prejudice-based bullying behaviour. However, prejudice-based bullying can include a wider range of prejudices, including, but not limited to: ● Additional Support Needs ● Asylum seeker or refugee status ● Care experienced children and young people ● Intersectionality ● Sectarianism ● Body image and physical appearance ● Gypsy/Travellers ● Young carers ● Socio-economic differences12. 12 Supporting documents - Respect for All: national approach to anti-bullying - gov.scot (www.gov.scot) p39 Page 40 of 290
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7 8. Positive Expectations Tackling bullying behaviour begins with creating a whole-school ethos with positive relationships at the centre, where bullying is not tolerated, and where all bullying behaviours are challenged. At (name) school, we have high expectations of conduct from all members of our school community in line with our vision and ethos, and we promote a culture of support and trust between all members of our school community. We believe all children and young people have the right to be treated with dignity, and we expect every member of our school community to treat one another with respect, fairness, and kindness. We promote a whole school anti-bullying ethos by: ● Developing and embedding a supportive and open culture where all members of the school community feel safe to express their concerns and their views without fear of reprisal; ● Ensuring that all members of our school community know what to do if they are concerned about an incident of bullying; ● Providing curricular input about managing conflict and developing resilience; ● Working collegiately with all members of the school community to embed a zero-tolerance approach to incidents of bullying; ● Creating safe spaces, and easily accessed procedures which prevent bullying from happening. Page 41 of 290
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8 9. Roles and Responsibilities We all have responsibilities to ensure that all members of our school community are safe and can learn in a safe and supportive environment. We support each other to address bullying behaviours and to develop and maintain our anti-bullying ethos. Bullying affects individuals, groups, environments, learning and health and wellbeing. Because of this, it is important that we are all clear about the individual and collective responsibilities which keep us all safe. The Local Authority is responsible for: · Supporting schools to implement the council schools anti-bullying policy; · Providing training and support to address all forms of bullying behaviour. · Gathering and monitoring incidents of bullying and reporting on trends, patterns and key insights from data analysis. · Keeping abreast of advances in technology to provide advice on online bullying. · Providing support and guidance to school staff. · Working with partner agencies to support the prevention and reduction of bullying incidents. · Consulting and engaging with children and young people, parents and carers, and members of staff, about the effectiveness and further development of the policy. . Reporting to the Council. Schools and Settings are responsible for: · Developing and regularly reviewing the implementation of their school’s anti-bullying policy and practice. · Developing practices that promote fairness, inclusion and respect and challenge prejudice- based bullying. · Being pro-active and treating all allegations seriously using a respectful and proportionate approach to address concerns. · Ensuring appropriate procedures are in place to address, record, review and monitor all forms of bullying behaviours quickly. · Developing a positive ethos and culture within the school community. · Developing digital citizenship as an integral part of Relationships policies. · Providing effective communication to ensure that parents and the wider community know what to do if a bullying incident occurs. · Ensuring opportunities exist to promote children’s rights, equality and diversity. · Referring incidents through Child Protection procedures or to the Police if appropriate. · Providing appropriate support to all those involved in bullying incidents and treating everyone with respect at all times. . Ensuring parents/carers and learners are updated on the policy and what it means in practice at key review times and when any changes are made. . Ensuring that the Anti-bullying policy is made available on the school website and in hard copy on request. Page 42 of 290
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9 Children and Young People are responsible for: · Telling a trusted person if they have any worries about bullying. . Treating everyone with respect and not engaging in bullying behaviour. · Reporting incidents of bullying behaviours. · Supporting each other and seeking help to ensure that everyone feels safe, and nobody feels excluded or afraid in school. . Engaging in safe, responsible use of mobile technology. Parents are responsible for: · Supporting and encouraging positive relationships amongst all members of the school community. · Sharing concerns as quickly as possible. · Working in partnership with the school and local authority. . Communicating concerns to a relevant member of school staff in the first instance and working in partnership with them to resolve these concerns. Part Two: How are teachers, pupils and families supported to fulfil the expectations stated in Part One? For Part Two, it is recommended that all schools consider the recommended strategies detailed but utilise them as a starting point for discussion with learners, parents and staff. The strategies you detail in your school’s Anti-Bullying Policy should be specific to your school’s context and actioned following the launch of the policy, therefore it’s important that learners, parents and staff have their voices heard, considered and, where appropriate, included within Part Two. 10. Preventing Bullying Behaviours The best way to tackle bullying in school is to develop preventative measures as part of the school’s ethos and approach to wellbeing. We use a range of strategies to help prevent bullying, which include: ● Ensuring responses to distressed or inappropriate behaviour are predictable and consistent; ● Establishing restorative practices across our school; ● Implementing advice from RespectMe and Included, Engaged and Involved to inform practice; ● Developing school approaches which promote meaningful inclusion, diversity and equality; ● Ensuring that nurture principles underpin approaches to decision making and interactions with, and between, all members of the school community; ● Building resilience and empathy through the implementation of the Framework for Relational Approaches (Appendix B), and through our curriculum offer; Page 43 of 290
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10 ● Timely, age-appropriate curriculum approaches which reflect the Curriculum for Excellence Learning for Health and Wellbeing13 expectations; ● Promotion of safe environments for open dialogue; ● Provision of information for learners, families and carers, and staff on our approaches to bullying; ● Professional Learning opportunities for staff members; ● Promotion and signposting of learning opportunities for parents, carers and families; ● Clear processes for reporting incidents of bullying behaviour which are shared with all stakeholders. Part Three: What are the steps taken to support re- engagement in adhering to the policy & reporting? For Part Three, it is recommended that all schools utilise all paragraphs verbatim within their school anti-bullying policy- around reporting and monitoring, unless denoted by red text, or ‘(insert)’ recommendations. This will provide a consistency around reporting and monitoring of bullying across the local authority. Aspects in this section which can be discussed with learners, parents and staff, to seek their thoughts and opinions on are: - What actions might be taken with the person experiencing bullying - Approaches to restorative conversations - Appropriate escalation strategies - Approaches to pastoral support to those feeling distressed - Suggested strategies for improving resilience, understanding and managing challenge - Curriculum approaches to managing conflict 11. Reporting and Investigating Incidents of Bullying Behaviour At (name) school, we promote an ethos of safety and care, where learners are free to discuss concerns in a supportive and non-judgemental environment. Anyone can raise a concern about, or report an incident of, bullying behaviour, and the procedure for reporting is shared with children and young people, staff, parents and carers. At (name) school, we take all reports of bullying behaviour seriously. We ensure that we investigate all reports thoroughly and record them both on our internal incident log and on SEEMiS. We share data about bullying incidents with the Council at agreed times in the schoolyear. All allegations of bullying behaviour are recorded on SEEMiS, even if subsequent investigation determines an incident not to constitute bullying. Incidents of bullying behaviour, or perceived bullying behaviour are followed up to ensure that all parties have reached resolution. We refer to our Relationships Policy when assessing the actions to be taken when an incident of bullying has occurred, applying the escalation process as needed. When an incident of bullying behaviour is reported which may involve child protection concerns or allegations of criminal behaviour such as hate crime, we follow Midlothian child protection procedures 13 Health and wellbeing | Curriculum areas | Curriculum for Excellence | Education Scotland Page 44 of 290
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11 and involve third parties such as the police where there is a concern that a crime may have been committed. We seek consent from those who have experienced a bullying incident to share the information they provide to us with relevant staff members, family members or carers, and if necessary, external services. However, we recognise the rights of the child as outlined in the GIRFEC guidance14 and we are committed to ensuring transparency about the need for sharing of information, and the rights of the child to express a view on whether they wish information to be shared or not. 12. When an incident of bullying behaviour is reported: 14 Getting it right for every child (GIRFEC) Practice Guidance 4 - Information sharing - gov.scot (www.gov.scot) Provide a swift opportunity to talk about what has happened Reassure person experiencing bullying behaviour, or person reporting this that their concerns are taken seriously Gain consent of person experiencing bullying behaviour to share information with appropriate staff members, parents or carers, and, where deemed necessary, outside agencise such as police in the event of criminal behaviours Investigate incident Complete incident log sheet with voice of person experiencing bullying behaviour clearly and accurately reported Speak to all involved separately and record voice accurately Establish whether this is bullying Refer to bullying definitions Ensure all involved understand reasons for defining behaviours as bullying or not bullying. Page 45 of 290
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12 Is this bullying? Yes - this is bullying Agree actions to be taken with person experiencing bullying behaviour Establish restorative conversations if appropriate Put in place appropriate escalation strategies as detailed in Relationships Policy Record on SEEMis Include description of incident Mark record as "Being Addressed" , "Not Resolved"," Resolved". Monitor and Review Revisit persons involved in incident to check whether it is resolved Review school procedures to ensure they remain fit for purpose in the light of the incident reported Page 46 of 290
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13 13. Recording incidents of bullying behaviour All reports of bullying behaviour will be carefully investigated and logged. An incident report will include: ● The children or young people involved and any adults or staff members; ● Where and when the incident of bullying behaviour took place; ● What type of bullying behaviour was experienced; ● Any underlying prejudice or details of any protected characteristics; ● The impact of the bullying incident, using SHANARRI as a framework (see appendix D) and the principles of GIRFEC to establish level and type of impact on all involved, the school environment, learning, health and/or wellbeing; ● What the child or young person(s) experiencing bullying behaviour want to happen; ● What actions have been taken, including restorative practice, resolution and/or individual or organisational changes to be made. Following a report of bullying, the incident will be recorded on the SEEMiS Bullying and Equalities module (appendix E). This must happen for all reports of bullying regardless of the outcome of investigations, including where the behaviour reported is found not to constitute bullying. By recording all reports of bullying behaviour, we can identify patterns of behaviour and provide support and intervention which may include input on recognising when behaviour constitutes bullying and when it is part of a normal approach to disagreement. Accurate recording helps us to identify appropriate strategies to help learners deal with challenging situations, supporting the development of resilience, No, this is not bullying Provide pastoral support to person experiencing distress Explore options for developing strategies to improve resilience, understanding and managing challenge Consider curriculum apporaches to managing conflict for class/group Explore needs being communicated by the behaviour and respond accordingly Record on SEEMiS Provide details of incident and reasons why this is not bullying Mark record as "unfounded" Monitor and Review Identify any curriculum requirements around resilience, conflict and positive relationships Identify any patterns in unfounded reports of bullying to try to identify reasons behind claims. Page 47 of 290
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14 and providing opportunities for all children and young people to discuss their concerns and worries in a safe, supportive environment15. SEEMiS records will be collected and analysed by the local authority on a termly basis. 14. Monitoring incidents of bullying behaviour Respect for All states that: “The most successful anti-bullying interventions are embedded within a positive ethos and culture and do not focus on individual incidents.”16 In order, then, to provide a meaningful, preventative and ethos-driven approach to anti-bullying at (name) school, we undertake regular monitoring alongside the local authority of incidents of bullying in our school. Monitoring enables us to: ● Gather information on the scope and scale of bullying in our school; ● Make judgements about improvements to our approach; ● Provide interventions which are informed by analysis of data; ● Evaluate the impact of anti-bullying measures on our self-improvement; ● Identify trends, patterns, and issues related to equality and diversity. Monitoring of incidents, including recording of follow up activities, are carried out on a termly basis by the Anti Bullying Co-Ordinator (name). Monitoring information will include: ● Number of incidents recorded; ● Type of incidents recorded; ● Location of incidents; ● Year groups involved; ● Timing of incidents; ● Changes over time; ● Number and type of prejudice-based incidents and changes over time; ● Effectiveness of interventions and follow-up. The local authority will monitor incidents of bullying on a termly basis, analysing the data collected to identify trends and signpost to support and guidance related to emerging patterns. Where a learner or parent/carer is dissatisfied with the response to an allegation of bullying, they should, in the first instance, contact (name) in order to try to resolve the issue. If this is not satisfactory, the council’s Complaints Procedure should be followed (Appendix F) Part Four: Quality Assurance and Policy Updates Part Four is to ensure clarity around who developed the different parts within the policy, as well as a statement of intent around how and when the policy will be reviewed. 15 Supporting documents - Recording and monitoring of bullying incidents in schools: supplementary guidance - gov.scot (www.gov.scot) 16 Supporting documents - Recording and monitoring of bullying incidents in schools: supplementary guidance - gov.scot (www.gov.scot) Page 48 of 290
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15 Part One of this policy was developed by the local authority and will be refreshed and updated in line with national updates on a rolling basis. Part Two of this policy was developed by (insert staff titles and the breadth of stakeholders involved, e.g. learners from P7, parent council). This will be reviewed every year by senior leaders, with a wider consultation with learners, parents and staff taking place every (insert timeframe). Part Three of this policy was developed by the local authority and will be refreshed and updated inline with updates to monitoring and reporting processes at a local authority level. Aspects in this section which will be reviewed every year by senior leaders, with a wider consultation with learners, parents and staff taking place every (insert timeframe) are: (use as appropriate): - What actions might be taken with the person experiencing bullying - Approaches to restorative conversations - Appropriate escalation strategies - Approaches to pastoral support to those feeling distressed - Suggested strategies for improving resilience, understanding and managing challenge - Curriculum approaches to managing conflict This policy was last updated: (insert date school launched policy on school website) and is due to be refreshed on: (insert deadline for annually launching policy on school website) Page 49 of 290
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Cabinet Tuesday 5 November 2024 Item No 5.3 Education Performance Report Q2 24/25 Improving Outcomes for Learners through an Empowered System Education Services encompasses Early Learning and Childcare (ELC), Primary Schooling, Secondary Schooling, Special Schooling, Additional Support Needs, Digital Learning, Education Psychology and Community, Lifelong Learning and Employability (CLLE). Vision and context All children, young people, adults and communities in Midlothian are supported to be the best they can be. This will be achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity, inclusion and lifelong learning. The Education Service Plan is informed by and links to the outcomes determined by the Getting it Right for Every Midlothian Child Board. The Standards in Scotland’s Schools etc. Act 2000, as amended 2016, placed new duties on education authorities, and the Education Service Plan includes identified areas for improvement specific to Education to fulfil these duties. As a result, the Education Service Improvement Plan not only reflects the key priorities in the Midlothian Single Plan but also aligns closely with the key priorities in Education – We will raise attainment and achievement to ensure that all children and young people in Midlothian achieve outcomes which lead to positive and sustained destinations. Our Service Improvement Plan has four main workstreams: • Learning, teaching, assessment & curriculum • Attendance& engagement • Relationships, wellbeing & care and • Inclusion, equity & targeted supports and risks Workstream 1: Learning, teaching, assessment & curriculum Aligned to the Service Plan, priorities for 2024/25, key actions are: Page 51 of 290
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• Midlothian schools and ELC settings offer a relevant, progressive and motivating strengths- based 3-18 curriculum, that enables all learners, including those with ASN, to move on to highly skilled, sustained positive destinations. • Quality improvement processes evidence improvement in QI 2.3 LTA. • Robust data sets track and monitor educational outcomes for all children and young people. Key achievements this quarter: We have the following outcome measures and targets. Last Published Data June 2024 June 2025 June 2026 June 2027 ACEL P1-S3 Combined Health and Wellbeing Not available ACEL P1, P4, P7 Combined Literacy 71.64% 71.56% 73.00% 75.00% 77.50% ACEL P1, P4, P7 Combined Numeracy 76.30% 77.00% 79.00% 81.00% 82.00% S3 Literacy 3rd level or better 85.40% 86.50% 88.00% 90.00% 91.00% S3 Literacy at 4th level 48.30% 56.63% 65% 70% 75% S3 Numeracy 3rd level or better 90.50% 91.00% 93.00% 94.00% 95.00% S3 Numeracy 4th level 62.80% 63.03% 66% 68% 70% Leavers Literacy @ Level 5 76.28% 78.00% 79.50% 81.00% 83.00% Leavers Numeracy @ Level 5 71.57% 72.50% 73.50% 74.00% 75.00% Leavers 1+ @ Level 5 86.90% 87.00% 88.00% 89.00% 90.00% Leavers (ASN over time) 1+ @ Level 5 77.97% NA until Feb 25 78% 80% 82% Leavers (Care Experienced) 1+ @ Level 5 78.57% NA until Feb 25 79% 80% 81% Leavers1 @ Level 6 57.10% 63.00% 64.00% 66.00% 67.00% % Positive Destinations 95.30% 96.00% 96.50% 97.00% 98.00% % Initial Destination in Higher Education 31.90% 38.00% 40.00% 42.00% 45.00% Glasgow Wellbeing Survey Being rolled out 2024-2025 Attendance Rate Primary 92.47% 93.00% 93.50% 94.00% 95.50% Attendance Rate Secondary 87.05% 88.00% 89.00% 90.50% 92.00% Participation Measure 3 years post initial destination rate % 94.0% 94.5% 94.5% 95% 95% Page 52 of 290
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Exclusion Rate per 1,000 Primary 4.24 3.00 2.00 1.50 1.00 Exclusion Rate per 1,000 Secondary 28.98 25.00 22.50 17.50 15.00 % of schools & ELCs with validated Good or better QI 1.1 77% 77% 84% 88% 90% % of schools & ELCs with validated Good or better QI 1.3 77% 77% 84% 88% 90% % of schools & ELCs with validated Good or better QI 2.3 63% 67% 77% 84% 90% % of schools & ELCs with validated Good or better QI 3.1 67% 65% 79% 85% 90% % of schools & ELCs with validated Good or better QI 3.2 49% 51% 69% 79% 90% 2023-2024 Performance Measures Excellence Ave. (17- 19) Last Published (Dec 23) Target 23/24 Target 24/25 Target 25/26 Target 26/27 Primary combined Literacy 68.86% 68.20% 71.50% 73.00% 75.00% 77.50% Primary combined Numeracy 75.34% 76.05% 77.00% 79.00% 81.00% 82.00% S3 Literacy 69.90% 80.70% 86.50% 88.00% 90.00% 91.00% S3 Numeracy 88.68% 88.50% 91.00% 93.00% 94.00% 95.00% Leavers Literacy & Numeracy @ Level 5 67.55% 66.82% 67.50% 70.00% 72.00% 74.00% Leavers 1+ @ Level 5 85.56% 86.95% 87.00% 88.00% 89.00% 90.00% Leavers 1+ @ Level 6 59.19% 62.87% 63.00% 64.50% 66.00% 67.00% % school leavers initial destination positive 94.55% 95.5% 96.00% 96.50% 97.00% 98.00% Equity* (the poverty related attainment gap) Ave. (17- 19) Last Published (Dec 23) Target 23/24 Target 24/25 Target 25/26 Target 26/27 Primary combined Literacy 28.17% 26.84% 25.50% 24.00% 22.50% 21.00% Primary combined Numeracy 23.82% 24.29% 23.50% 22.50% 21.00% 20.00% S3 Literacy 22.94% 28.87% 24.00% 23.00% 22.00% 20.50% S3 Numeracy 16.35% 22.19% 17.00% 16.50% 16.50% 15.50% Leavers Literacy & Numeracy @ Level 5 26.21% 39.83% 38.00% 35.50% 32.50% 30.00% Leavers 1+ @ Level 5 27.45% 23.08% 30.00% 29.00% 27.50% 25.00% Leavers 1+ @ Level 6 30.25% 41.37% 40.00% 38.00% 37.00% 35.00% % school leavers initial destination positive 29.21% 26.36% 26.00% 25.00% 23.50% 22.00% * Equity measures show the attainment gap as the difference in attainment levels between pupils that are registered for free school meal registered and those learners not registered for free school meals. Page 53 of 290
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Midlothian schools and ELC settings offer a relevant, progressive and motivating strengths-based 3-18 curriculum, that enables all learners, including those with ASN, to move on to highly skilled, sustained positive destinations. • QI 2.2 Curriculum is currently being evaluated as part of most QI visits to schools. Evaluation data will be included in performance reports once this is completed. • The Midlothian Aligned Curriculum Offer in secondary schools started in August 2024. In year 1, we have 789 young people registered on career education programmes: • 218 Level 4/5/6 Foundation Apprentices, registered across all six secondary schools, are completing industry supported qualifications in Automotive, Accountancy, Business, Construction, Global Infrastructure, Hospitality, Youth and Adult Social Care, Scientific Technologies and IT Hardware. Most of these courses do not have an examination and are assessed in context. Upon successful completion, it is anticipated that there will be significantly raised levels of attainment. • 469 young people registered for the School to College partnership (Edinburgh College) • 102 young people registered on the Midlothian Bespoke SCP offer (Edinburgh College) • Almost all headteachers attended Development Day 1 where they worked with a prominent international thinker to explore their next steps in 3-18 Curricula collaboration and improvement. Schools worked in ASGs to explore their collective data and explored 3-18 partnership opportunities with a range of external partners. Each ASG formulated a collaborative plan and will report on progress at the next HT Development Day on the 3rd of December. • A 3-18 Learning and Teaching and Curriculum (LTAC) subgroup has been established (central and school- based officers). A draft LTAC Strategy document has been developed and will have input from Headteachers at the November HT meeting. • Work is progressing on the Midlothian Digital Aligned Curriculum Offer. Quality improvement processes evidence improvement in QI 2.3 LTA. • During 2022-2024, QI 2.3 Learning, Teaching & Assessment has improved from around 50% to the current 72% of schools at “Good” or better. • Our new QI Framework was launched in August 2024. QI visit activity over term 1 focused on improvement and enhanced schools. Support is now proportionate. Robust data sets track and monitor educational outcomes for all children and young people. • A comprehensive set of outcome measures is included in our Service Improvement Plan and these are monitored quarterly and annually. • Six weekly Data and Performance group monitoring progress • 3-18 Data dashboards and tracking periods are in place. • QI score for use of data is improving and this reflects better use of data for improvement in schools. • Secondary HT Trio Attainment Reviews have been arranged for 8th and 29th November, as part of the Empowered System Raising Attainment Team The raising attainment team continues to be prioritised to work in primary schools with the lowest attainment. The team works alongside teachers and school leaders to plan, teach and evaluate in Numeracy and Literacy lessons. The focus is on attainment raising strategies. The team showed an impact of +11% in Literacy/ Numeracy attainment in the schools they worked in during 2023-24. Page 54 of 290
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Professional learning offer Our professional learning offer focuses on key aspects of effective learning, teaching and assessment and runs throughout school year 2024-25. Workstream 2: Attendance and engagement Attendance targets are tracked and monitored and the data is quality assured across schools and ASGs. • Associated School Groups (ASGs) have undertaken coordinated approaches to improving attendance based on effective practice from within and beyond Midlothian. • Attendance data is updated in the schools’ dashboards and school- and system-level analysis leads to further focus where this is required. School improvement plans for attendance are informed by self-evaluation against quality indicators at 4 levels: universal, preventative, early support and focused support. • The self-evaluation tool for schools was launched in August and will be reviewed at Head teacher meeting in November. • Practice that has made a positive difference at all levels has been shared at the partnership networks. • 2 ASGs are running their new communication system with the other ASGs developing their plans for launch within this school year. The Attendance Partnership Network promotes collaborative action planning with pathways of assessment and intervention for children and young peoples at 0-25%, 25-75% and 75-90% attendance. • Children and young people have been co-researchers in deepening insight into attendance and identifying ways forwards for those in the attendance band 70-90%. Planning is underway with a group of young people at 0-25% attendance. • All ASGs are participating in the Attendance Partnership Network with partners from Educational Psychology, Family Wellbeing Service, Home School Practitioners and 3rd Sector focusing on sharing effective practice and strengthening locality planning for children and young people at different levels of attendance. Key achievements this quarter: Attendance procedures are applied consistently and promote equity across all schools & settings. The refreshed attendance policy was launched in January 2024 leading to strengthening of practice and systems to promote attendance. Tracking and monitoring systems have been reviewed and streamlined to align to the new procedures and ensure practice is consistent and equitable. Professional learning in coding has taken place with evidence of variation in the use of codes across schools reducing. A review of the impact and implementation of the policy is underway and will be concluded in the new session to explore impact of procedures and capacity of services for children at different levels of attendance. An attendance self-evaluation tool has been developed in collaboration with school leaders to help schools identify strengths and areas for development as part of the quality improvement processes and in ensuring their practice aligns to the policy. An ASG community-wide communications strategy has been developed and rolled out across all Lasswade schools. All families are receiving a series of letters signed by the Lasswade head teachers along with posters and monthly attendance texts. This has been positively received with the other ASGs preparing a similar systematic approach to communications from August 2024. Page 55 of 290
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Partnerships & pathways are piloted to promote attendance at whole-school level, reduce risk of non-attendance and rebuild attendance and engagement in education following absence. This session we have engaged young people as co-researchers as we seek to deepen insight into what will make a difference to attendance. A group of young people with attendance between 70 and 90% have explored the issues impacting their own attendance and designed a survey for young people with similar attendance across Midlothian to explore what would make a difference. The young people have shared new insights and shown commitment and dedication to influencing thinking and decision making. Planning is underway to engage young people with attendance at 0-20% as co-researchers in September 24. The Attendance Partnership Network (APN) has been established bringing together schools and key partners working towards improving attendance across Midlothian. Partners include EPs, Home School Practitioners, Family Wellbeing Service and the 3rd sector. Feedback from the members of the APN has been overwhelmingly positive noting the value of collaboration, problem solving frameworks and shared commitment and ownership of the issues and solutions. 100% of the members of the Attendance Partnership Network have reported increased confidence, skills and partnerships in supporting attendance and engagement in education. • 96% strongly agreed that the meetings were helpful in sharing information and insights • 94% strongly agreed that the meetings were helpful in promoting collaboration and partnerships. • 100% strongly agreed that the meetings promoted collaborative problem solving and ways forward. The APN has achieved the following milestones this year: • Explored voice and influence of children and young people in promoting attendance and engagement at individual and strategic levels. • Strengthened partnerships across agencies supporting attendance within each ASG • Clarified roles and responsibilities and effective collaboration • Identified priorities and pathways for improving attendance at the attendance bands 0-19%, 20-69%, 70- 89%. • Developed a toolkit of resources to support assessment, problem solving and planning with young people. • Explored use of the google workspace in maintaining connection and engagement with school with a dedicated workshop for partners. Workstream 3: Relationship, wellbeing and care Aligned to the Service Plan, priorities for 2024/25, key work streams: A Relationship Policy is co-produced with children and young people and sets out our commitment to a relational and restorative approach • Over 100 learners from primary schools and over 30 learners from secondary schools participated in the Learners Conferences in September, sharing insights into what helps them feel safe, connected and ready to learn in school. This information will inform the initial draft of Relationship Policy. • Nurture Leads working group have drafted initial themes and plan for policy development. Universal and targeted support is informed by monitoring of children’s wellbeing and pathways for wellbeing and mental health support are mapped out with links to self-help resources. • All high schools are participating in the SHINE wellbeing survey in January/February 2025 and have attended an initial workshop to set up the processes. • The Glasgow Wellbeing Profile is to be launched in schools this month to enable schools to review and monitor the wellbeing of all children and young people. • A plan for reviewing the wellbeing pathways in schools is in process and the work is running in collaboration Page 56 of 290
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with the development of the Single Point of Access for Midlothian to ensure needs, thresholds and capacity of services are understood. A professional learning framework maps out learning at universal, targeted and intensive levels for school leaders and staff in promoting relationships, wellbeing and care with relevant professional learning, implementation and support structures. • The draft framework is established mapping out universal knowledge and skills. Targeted and intensive levels to be further developed. • As of 22.10.24, 50% of Midlothian teachers have now completed the Safe, Connected, Ready to Learn professional learning programme (equivalent to trauma level 2). Initial evaluation shows mean ratings increasing from 75.0% to 87.4% for knowledge and skills and from 65.7% to 83.4% for confidence in trauma- informed relational practice. • All ASGs are participating in the Nurture Leads Community of Practice which provides a forum of support for the implementation of principles and practice from Safe, Connected and Ready to Learn. • The recommendations from the Appreciative Enquiry into staff wellbeing in schools have been drafted and will be brought to EEG in November for consideration and agreement Key achievements this quarter: Promoting and protecting the wellbeing of school staff Staff wellbeing continues to be a key priority across Midlothian schools. A series of appreciative enquiry sessions have taken place across a range of settings and staff groups including school leaders, nurture leads, Saltersgate and the inclusion and wellbeing teams. Participants have reported on the value of having an open, non-judgemental space to share issues relating to their wellbeing, to feel listened to and hear perspectives of colleagues and explore possible ways forward in promoting wellbeing. Thematic analysis from these enquiry sessions has led to a better understanding of the current issues, what’s already working and enabled thinking and planning around what is needed to promote and protect staff wellbeing in schools. This has led to proposals for action in relation to four key areas to be considered for next session: • Protecting time to focus on core purpose • Developing confidence in meeting learners needs • Feeling appreciated, valued and part of a collective purpose • Building systemic capacity for reflection and care Workstream 4: Inclusion, equity and targeted support Aligned to the Service Plan, priorities for 2024/25, key work streams: • Policies, systems and processes are in place to advise and assist schools and settings around inclusive practice and the allocation of additional resource. • Develop a robust data set 0-18 to inform future learning estate planning to ensure that buildings and resources are available well in advance of need. • Through workforce reform we build a diverse and relevant workforce that is skilled and confident in meeting learners needs. Page 57 of 290
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Key achievements this quarter: Inclusion & targeted support All gaps in relation to attainment, achievement, wellbeing and attendance are identified for learners who are care- experienced, those who have ASN, and those who are neurodiverse. ASN Review As part of the ongoing ASN review, initial reorganisation has been completed. As a result, from August 2024 there will be four outreach teams: Speech, Language and Communication in Education (including EAL and Gypsy Travellers and Deaf Education) Wellbeing Neurodiversity Access and Inclusion Outreach services will be provided to all schools from August 2024. This will ensure that learners receive the right support at the right time. Systems and processes in place to support schools in meeting the needs of all learners The Midlothian Learner’s Plan and associated documents were launched during the In-Service days in August 2023. Over 150 members of school staff attended the workshop sessions. Locality Additional Support Needs (ASN) Education Support Officers were appointed in June 2023. Almost all schools and settings are now using the Midlothian Learner’s Plan to plan and evaluate the impact of support strategies for learners; this will provide a consistent approach around planning for inclusion. The Midlothian Learner’s Plan is now used in 100% of referrals to the Education Resources Group (ERG). The Managing Exclusion policy will be presented to the September 2024 Council. During this session, an Inclusion Website was developed and will be available for all school staff to access. This will provide a single point of access for all information relating to inclusive practice and additional support needs resources. Support for Learning Network The Primary Support for Learning (SfL) Network was re-established in August 2023. The terms of reference were established at the beginning of the session and termly meetings have taken place with over 30 attendees at each session. Professional learning was offered on the five roles of the SfL teacher delivered in conjunction with Education Scotland. This had 22 attendees. Digital Inclusion & Learning training has taken place every 3 months. The feedback from the SfL workforce has shown that most of the teachers now feel more confident in their 5 roles and their knowledge of planning to meet the needs of all leaners has improved. The Secondary Support for Learning Network met four times last year. The terms of reference were established, and the initial focus this year has been on SQA exam arrangements for learners with additional support needs. This was facilitated by one of the principal teachers who had recently undergone an audit of SQA exam arrangements. Feedback from the secondary support for learning staff has shown that all of the Principal Teachers felt more confident about the SQA exam arrangements process and learned from the sharing of effective practice. This was supplemented with a session directly delivered from the SQA. The majority of staff involved in SQA exam arrangements attended this session. This has enabled them to better meet the needs of all learners who require alternative assessment arrangements for the 2024 exam diet. Page 58 of 290
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ASN Parent Network An ASN Parent Network was established in 2023-2024. The terms of reference have been agreed and will be reviewed at the first meeting in 2024-2025. The ASN parent working group will play a key role in partnership with senior officers to develop ASN policies and procedures. ASN Network The ASN Network met quarterly with 75% attendance. Digital Inclusion and Learning training and updates were delivered to the network members in collaboration with CALL Scotland at each meeting. An Education Scotland training session took place, in which learning from recent special school, provision and ASN HMIE inspections was shared. All staff reported that they valued these sessions and were able to implement strategies to support ASN learners within their settings. During 2024-2025, moderation of assessment of learners training will be built into the ASN Network meetings. Dyslexia working party A working party was established to engage professionals from across Midlothian schools to improve the processes for supporting learners with dyslexia. 30 education staff (from across all ASGs) joined the working party, including primary, secondary and ASN staff. The majority of staff attended six meetings during 2023-2024. Staff, parents and Education Scotland were consulted and provided feedback around their individual experiences around identifying and supporting learners with dyslexia. Drafts of all support guidance have been created and will be ready to be consulted on in 2024-2025. Transition ASN 14+ Transition Forum A working party was established to review the forum previously known as the 16+ ASN Forum. Since August 2023 referrals from schools have been encouraged for those 14+ to ensure an appropriate transition to a positive destination. The group have met twice this academic year to adjust the referral paperwork and discuss the best way to track progress of learners with ASN when they leave school. The Education team were represented on the Midlothian Transition Working Group which is looking to develop a multi-agency Transitions policy for learners with complex needs. The group have met twice since October 2023 to set the terms of reference and discuss the outline of the transition guidance. In addition, a self-evaluation of transitions for learners with ASN was undertaken by education staff and was fed back to the wider group to inform next steps. Getting Transitions Right training by Association for Real Change (ARC) was arranged for the ASN Central Team and Principal Teachers of ASN provisions within the authority. 16 education staff attended in May and June 2024. Community, Lifelong Learning and Employability CLD builds skills for learning, life and work. Overall, this quarter 3499 people have engaged with CLLE services across 355 opportunities. With 156 home visits. 290 people accessing our services live in SIMD 20% and 1388 from SIMD 40%. In addition, 38 community groups have received support and advice from CLLE. New CLD Partnership Plan 2024 to 2027 is out for a final consultation and will progress to both the Community Planning Partnership Board and Council for formal endorsement. Employability Highlights Page 59 of 290
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1. We are delighted to announce in partnership with city deal a new jobs site has been created for jobs at Straiton and the first dedicated partnership recruitment with Nandos has been completed successfully at Straiton. 2. The childcare review stage 1 has been completed and we are moving into stage 2 consultation with parents. All Age Employability Impact Quote: “Thank you for all you help & support during my time here, even though my communication is not very strong. I am still working and enjoying my job in hospitality and have met lots of nice people whilst learning the trade.” Employability for All Ages (who are not parents including young people) This Quarter All Age Employability team have been continuing to provide support to 197 people. The engagement throughout the summer has been consistent with little drop off which is positive. Our team is supporting 197 people across the All Age with 31 new starts from this quarter. • 7 have moved onto employment, self-employment or modern apprenticeship • 38 have moved onto further/higher education • 12 have achieved a work related/accredited qualification • In July 2024 the Communities, Lifelong Learning and Employability service (CLLE) created a four-week construction work experience opportunity for NOLB participants. The purpose being to upskill and develop individual learner knowledge and experience of the construction industry supporting their progression towards a positive destination. Alongside practical skills the learners were trained up on their CSCS card with employability skills embedded into the learning throughout the programme. • Dedicated transition and ongoing support have been successful for young people moving into college. Parental Employability Support funded through NOLB Scottish Government The team has continued to support 166 existing parents on our caseloads from the year 23-24 and a further 75 new parents starting in Quarter 2. • 26 parents have entered employment, self-employment or progressed in employment. • 21 parents have achieved a total of 38 work related/ accredited qualifications ranging from REHIS, First Aid, National 4 Care, CSCS, LGV, IT, Food Allergy and Intolerance Training and SIA door supervisor. There has been an increase this quarter in new referrals for parents seeking employability support this was 40 in Q1 and now there have been 75 new referrals in Q2 with 16 of these being from a minority ethnic background. The new NHS paid work experience pilot across the Lothian’s has 4 people from Midlothian participating which was our maximum funded places. A variety of new opportunities have been offered by CLLE or funded partners these include prepare to care training, ICT courses for Dads with SQA qualification, security officer training, preparation and next steps course, family learning over the summer to sustain engagement with parents who have childcare responsibilities over the summer and find it challenging to engage in adult only activities. Parental Employability Impact Statements: “I would not have got my job if it hadn't been for my Key Worker letting me know about the post. I applied straight away and was offered an interview the next day and was successful in getting the job. PES is a friendly service, and I still pop in to say hello. I would let any parent looking for work know about the service. There are so many courses available in PES and children are made to feel welcome too." Youth Work Page 60 of 290
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A very successful Hackathon was held with 67 young people participating in thematic discussion groups including equally safe to the environment, safety in the community and home. Summer school transition work with over 80 young people participating in confidence and wellbeing activities which evaluated very well and cluster reports are available. Street work is actively taking place on Friday evenings this is in targeted areas based on Police intelligence, in the last few months the team have been in a variety of places including Straiton, Penicuik, Gorebridge and Dalkeith. 10 young carers successfully completed Ocean Youth Trust challenging which included a 5-night sailing expedition around the West Coast of Scotland and achieved the associated qualifications. Launched the Midlothian Youth Awards - Midlothian’s Young People Awards | Midlothian Council All youth clubs and targeted work has recommenced in September 2024. Our full range of activities can be found on the CLLE padlet. Midlothian Council - CLLE (Communities, Lifelong Learning and Employability) (padlet.com) 207 local people have enrolled in the paid for adult learning programme which is offering a variety of courses as advertised locally and booked through Eventbrite for example Spanish, French, Painting, Dress Making. The adult learning programme fees pay for the tutors who deliver these courses. There are also a variety of community-based adult learning activities and family learning on offer including: Exploring Nature Walks, Mindfulness for Wellbeing, Creative Writing, National 4 Numeracy, Digital Skills for Beginners, Emergency First Aid at Work, Family Gaelic Gardening, Family Cooking and Family Crafts. The CLLE Summer Family Learning programme had a busy 4 weeks including cooking, crafts, pottery and lego movie making. Free of charge opportunities, including a snack, were offered 3 days a week across the county “The kids really enjoyed making lots of different clay ideas. Mum even enjoyed making something!” Literacy, Numeracy and ESOL Support The last three months has seen the end of the extra funding that we received for the Hong Kong BNO Employability project. However, the funding allowed us to run extra ESOL for Employability sessions over the summer, which were very positively received and led to positive destinations for several of the learners with whom we worked. It also allowed us to work with the Volunteer Midlothian Conversation Cafe to facilitate ‘cultural’ outings to Dalkeith Country Park and the National Museum of Scotland. We have successfully enrolled several new learners to our mainstream ESOL classes which successfully began again in September, while we continued to provide extra ESOL support to Afghan refugees and deliver more informal Conversation Groups. Lipreading sessions continue in Penicuik and local advertising has been improved, leading to enrolment of some new learners for the group. We are now providing more opportunities for Adult Literacy at Eskdaill Court, with a group focussing on Basic Literacy meeting on Monday mornings and another group for Level 3 and 4 meeting on Wednesdays – as well as providing several 1:1 sessions for learners who require extra confidence and support. Community Capacity Building/Community Development and Reducing Poverty CLLE (Community Development staff) have worked to support a diverse range of partners including Community Councils, Development Trust and other community groups as well as providing support work for the cost-of-living task force and child poverty action group. Page 61 of 290
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Community Development staff continue to support organisations through the asset transfer process, liaising with council departments and acting as the main point of contact. Community Development staff support the Trusted Partners delivering cash first supports for Midlothian residents struggling with the cost of living, this includes delivering “Worrying About Money” leaflet awareness training, ongoing monitoring, signposting and identifying trends. Community Development staff are supporting the development of a Food Pantry Network funded through the Cost-of-Living Taskforce and delivered by Mayfield and Easthouses Development Trust. Community Development staff have supported the users of the MARC Building on Woodburn Road to secure building improvements – internal painting, a new heater and oven, from Kiers Construction to make the space welcoming and accessible, users are also getting supported to set up as a SCIO to support further use of the building and to look at external funding to support future developments. Community Development staff support the child poverty action group by supporting 4 main work streams – data and indicators for measuring child poverty, equitable provision of income maximisation advice service, the roll out of poverty awareness sessions to council departments and Trusted Partners and the support and monitoring of the Child Poverty Accelerator Fund, a lived experience community research project delivered by Midlothian Surestart in partnership with Midlothian Council, CLLE acting as the sponsor and providing staffing expertise to train community researchers. Review of the Scheme for Community Councils. Held 7 county-wide consultation and engagement events. Input from local residents, community groups and Midlothian Federation of Community Council members has informed the first 2 stages of the process. The co- production of the revised scheme will develop and enhance the operation of Midlothian’s Community Councils, supporting them in their work to engage and work with the local communities they represent. Remembering Together (Midlothian) project Remembering Together is a national creative community co-creation project. In Midlothian, work undertaken during the last 3 years involving a partnership with CLLE, residents, community groups, environmental groups, Greenspace Scotland and the project artist (project lead) has supported the co- creation, design and development of 3 community-based gardens that will be Covid memorial spaces. As a result of the engagement and co-creation activities during the summer period, memorial benches featuring motifs created and designed by community members have been installed in Easthouses, Rosewell and Penicuik parks. These accessible memorial spaces include planting of native species of shrubs, flowers and trees, providing a place for Midlothian residents to sit, reflect and remember their loved ones. Challenges: • The funding landscape, changes and uncertainties pose risks to the services delivered by CLLE and partners. • There has been a sharp rise in parents seeking childcare advice through parental employability • Demand for street workers to support police with antisocial behaviour is outstripping the resource CLLE has available for street work which equates to 4 workers per week for 3 hours each. • Again, for youth work access to buildings for young people which have no cost and are suitable remains a challenge for one area we are now being charged £30.00 an hour up to £150 per night for specific facilities. Page 62 of 290
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• Securing adult learning tutors to delivery qualifications at National 5 and Highers is very challenging but essential to be able to offer adults evening access to upskilling their access qualifications for higher paid jobs and entry into FE/HE whilst having daytime commitments. External Funding Update Shared Prosperity Funding will cease on the 31st of March 2025, these funds were to replace European Funding to date (23rd October 2024) no announcements have been made in relation to any new funds. Currently there are underspends which are in the process of being allocated. Page 63 of 290
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Pentana Performance Dashboard Quarter 2 - Education Page 64 of 290
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Cabinet Tuesday 5 November 2024 Item No 5.4 Children's Services, Partnership and Communities Performance Report Q3 23/24 “All children, young people, adults and families in Midlothian are supported to be the best they can be. This is achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity and inclusion.” Community Priorities The Community Planning Partnership (CPP) draw together public, voluntary and private sector bodies, and local communities to deliver a shared ‘plan’ to improve the lives of local people based on evidence. In Midlothian, the plan is called the Single Midlothian Plan (SMP). This is a shared partnership plan of how we will meet the needs of our local communities and brings together all the priorities for Midlothian into one place. Our outcomes for the next five years are: • Individuals and communities have improved health and learning outcomes, • No child or household need live in poverty • Significant progress is made towards net zero carbon emissions by 2030. In Midlothian the Getting It Right for Every Child Board (GIRFEC) is one of the subgroups of the SMP, and one of the main drivers for the effective delivery of services to children. The GIRFEC Plan also known as the Integrated Children’s Service Plan 2023-2026, is a statutory three-year plan devised by the local authority and health. The plan develops key outcomes and priority actions which are designed to improve the lives of children, young people, and families. The new 3 year plan has now been approved towards the end of 2023. The plan has 12 shared priority themes, outcomes and actions which sit within 4 subgroups, namely: 1. Children & Young People’s Rights 2. Children & Young People’s Mental Health and Wellbeing 3. Whole Family Wellbeing 4. Information Sharing and Commissioning We are fully committed to realising a children’s rights approach to all of our work and ensuring that we embed the principles of the United Nations Conventions on the Rights of the Child (UNCRC) alongside our Promise commitments. Progress and Achievements Page 65 of 290
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The Promise Midlothian continues to progress towards the key foundations of The Promise Scotland Plan 2024-2030. Committed to listening and acting on the feedback from the voices of our care experienced children and families, we secured a 3 year contact with Who Cares? Scotland to support delivery of a participation strategy and to re-fresh our current ‘champion’s boards’. This work is currently being shared across the entirety of Midlothian and wider partnerships to raise awareness of The Promise and Corporate Parenting duties. Who Cares? Scotland Awards In August Who Cares? Scotland held the first ever Corporate Parenting awards ceremony. The aim of the awards was to recognise and celebrate transformative and innovative practice from the past ten years and most importantly highlight how this has benefitted Care Experienced people. Young people in Midlothian had nominated the council for the Stable Foundations, and Outstanding Corporate Parent categories. We were thrilled to be awarded first place in both categories. Referrals: For the second quarter we are seeing a sustained reduction in referrals. This is a result of work over the past year to ensure that referrals coming into social work were appropriate and referrals for early support were redirected to TATC and the Wellbeing Service. It is important to note that Q2 is also includes the summer holidays and we typically see less referrals when schools are on holiday. This said the majority of referrals are now child protection referrals and numbers remains high for a small team. Child protection is both complex and challenging and requires workers with experience to undertake assessments and manage and understand the risks. Given the ongoing workforce issues around being unable to recruit experienced workers, we continue to find it challenging with regard to the allocation of this work. The lack of experience across children and families social work practice is becoming more challenging. Newly qualified workers are unable to take child protection work although they can be a good support in helping out in very complex cases with an experienced worker taking the lead. We shall continue to review this position as a senior officer group to ensure workers are supported and to offer reassurance that we are managing risk. Number of referrals by Quarter 22/23 23/24 24/25 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 2,155 2,212 2,023 2,626 2,353 2,067 1,436 1,324 1,170 932 Family Wellbeing Service The Family Wellbeing Service is now well established and working hard to engage with schools and early learning centres to identify families who may require additional support. The team moved to Easthouses Primary School with the start of the new school year. The new facilities will benefit both the staff and more importantly the parents as they shall have rooms where they can do some 1:1 work and have meetings. Team Around the Child (High School) has been tested and introduced to support more consistent and robust planning for high school aged children. This replicates the model that has been long established and successful for early years and primary schools. Team Around the Child (TATC) allows multi agency discussion about a child and their family’s needs, to create a plan about which service within the council or third sector are best placed to provide support in a timely manner. It avoids families or professionals having to send multiple referrals and provides access to the Family Wellbeing Service and other supports funded by the Whole Family Wellbeing Fund. Foster Carers Day out In July Family Centred Care supported 19 children and 21 Foster Carers to attend a Family fun day at Blair Drummond Safari Park. The trip was a great chance for our care experienced children and carers to come together. The feedback was very positive and carers told us they felt valued. We are now planning for a Christmas event. Page 66 of 290
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Summer Funding/Supports Over the Summer holidays, as part of reducing inequality and poverty Children’s Services gave a total of 272 families vouchers to enjoy activities which included soft play, trampolining, zoo trips, swimming, cinema, camera obscura, restaurants/clothes shopping, mini golf and laser tag. Over 45 of these activity vouchers were shared with families affected by disability who are awaiting assessment for self-directed support. Income Maximisation As part of our effort to reduce Child Poverty Children’s Services fund three income maximisation projects. These projects support families subject to Child Protection processes or those engaged with Hawthorn Family Learning centre and the Family Wellbeing Service. The three projects continue to support families to access their entitled benefits, grants and reduce debts. Over Q2 the projects collectively generated £186,175 income for 39 families. Child Protection and Looked After away from home population The data evidences that our looked after population is fairly static bearing in mind data changes on a daily basis. The differences in the data relate to one or two families coming into care, therefore this needs to be considered within this context. Overall across the past year the data has had no significant change, generally fluctuating from 140 – 152 children. The introduction of Family Group decision making, supports families to devise a plan which promotes families staying together with support from extended family. Further capacity for early support also contributes to keeping children out of care. The number of children’s names on the child protection register has also remained fairly consistent across the past year however once again a cautionary approach when looking at this data as two families can mean a significant increase in the numbers. The main reason for registering a child’s name on the register is the risk posed by parental mental health, this is a change from previous years where domestic abuse was the most common risk factor. Emotional abuse and domestic abuse remain very prevalent in registrations. Rate per 1,000 of Midlothian Looked After and Accommodated Children 22/23 23/24 24/25 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 6.9 6.9 6.8 6.7 6.5 6.6 7.2 7.4 8.6 6.8 *Scotland Average for 22/23 is 9.7 Rate per 1,000 population of Midlothian children on the Child Protection Register 22/23 23/24 24/25 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 1.1 2.3 2.7 2.4 3.8 2.7 1.9 2.2 3.5 2.6 *Scotland Average for 22/23 is 2.3 Disability Service and Self-Directed Support Our new Service Manager Emma Clater started in September. Emma is a very experienced service manager who shall be looking at creating a seamless transition between children, education and adult services for our service users. Emma has already made connections with key partners and is beginning to review processes and resources that will support the creation of a Children’s Servies Disability team. This team will hold experience and provide continuity of support for children and families needing to access this service. This service shall also have overall responsibility for self-directed support work ensuring that assessments and reviews are undertaken in a timely way to minimise gaps in support. Furthermore this will allow a better understanding of gaps in service provision to promote strategic partnerships and commissioning to address gaps in community support and resources. Page 67 of 290
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Challenges and risks Workforce: Midlothian continues to experience the same staffing issues encountered by other Councils. As noted in previous quarterly reports, there is a national shortage of experienced and skilled staff across the sector. This has resulted in us having to increasingly rely on locum workers who are both expensive but also do not offer continuity to service users. As already reported in previous quarters this is both a local and national issue which is trying to be addressed via the National Social Work Agency. As a service we are seeking ways to make permanent roles more attractive and considering ways to ensure we support and retain our existing workforce. Unaccompanied Asylum-Seeking Children We continue to work with our Home Office colleagues to discuss the distribution of UASC who arrive mainly in Kent on small boats. Most local authorities in Scotland are at capacity regarding having no more foster or residential capacity to accommodate these young people. We therefore must think differently around how we are all going to manage this ever-increasing demand. Over the past quarter we have supported two young people into our care. They are well supported by our local team of workers and offered the same opportunities as our local Care Experienced young people. Increased numbers of children impacted by the delay in neurodevelopmental waiting times: There is a significant delay in families waiting for an appointment with CAMHS regarding neurodevelopment concerns. Not all cases will require clinical input from CAMHS however we are looking at how we can work together to consider how we best support families whilst on the waiting list. This work is one of the key priorities for the GIRFEC Board Mental Health subgroup. Partners are seeking solutions to support children, families and schools with the delay in assessment and support from CAMHS. We need to consider the how we deliver sustainable options locally for children and young people with ASN and Complex and Enduring Needs. Financial Pressures Finance is an ongoing challenge across the council. Budget consultation and proposals have a significant impact on how we support Children and their families. We must ensure that we have sufficient capacity within our workforce and resources to meet the increasing demand faced by the service as the population continues to grow. Within Children services we continue to review how we meet our statutory requirements and provide early and enhanced support which reduces the burden on statutory services. This will remain and ongoing challenge as we plan for the new financial year. Priority 1: Ensure the Midlothian Wellbeing Service is aligned with other family supports across Midlothian Key achievements this quarter: - The same TATC process is now in place across all ages. This ensures that FWS is considered in line with all other supports available. This is a change in process for high schools but is getting positive feedback. - Funding for specialist supports now in place, remaining funding to be used for targeted commissioning – data re gaps in service being collected via TATC. - Data collection and performance indicators for the team have been defined and are in place. Data to now be drawn and reviewed for performance reporting and service developments. Work ongoing to create data dashboards and management information. - Family Learning review underway. This will collate information about all the available learning in place for families, the data about staff skills and examine the gaps in skills and service provision. Priority 2: Develop a transitions strategy and pathway across Children’s Services, Education and Adult Health & Social Care Page 68 of 290
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Key achievements this quarter: - The Service Manager (Disability) has now commenced in role and is making key connections across the partnership - Proposal for Disability team has been agreed and planning began to realign resources and review processes. - Transitions policy is currently in review - New Service Manager has taken over as lead. Priority 3: Maintain supports offered by Family Group Decision Making and Kinship staff to ensure children remain with birth/ kin families. Key achievements this quarter: - 24 family referrals during this quarter. - 15 family meetings held in Q2. The slight reduction in meetings aligned with staff leave and absence. - Increased service capacity with the recruitment of a new part time worker. - We remain on target to increase the numbers of kinship assessments completed year on year. - Additional capacity created to complete Kinship Assessments with new worker aligned to this work. 2 workers will increase capacity but also support to ensure assessments are robust. - The Kinship workers are now aligned with Family Based Care which will in time increase the support offered to Kinship Carers to be more in line with the offer for Foster Carers. - Kinship policy is now out for consultation with stakeholders, colleagues and management. Priority 4: Strengthen the number of staff who understand the importance of trauma informed practice Key achievements this quarter: - Of the 21 staff trained in Trauma informed practice in Q2, 8 were from Children's services - Further training sessions in Trauma informed practice and Level 2 sessions are being rolled out throughout 24/25. Agreed 17 people to do University level qualifications. - Psychological consultations commenced as part of staff support and wellbeing. This will be trialled until November and then decisions made about continuing or amending this service. Page 69 of 290
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Pentana Performance Dashboard Quarter 2 – Children’s Services, Partnerships and Communities Page 70 of 290
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Adult Health and Social Care PI summary Adult Services protect and improve the wellbeing of the people and communities of Midlothian. We help people get the right support, in the right place, at the right time. Adult Social Care Services We work in partnership with people to contribute to sustaining thriving communities. We provide information, education, and support to help people take positive action to prevent ill or worsening health and wellbeing. When people need our support, our intervention should help people achieve the things that matter to them. We have ‘Good Conversations’ with people, provide personalised care, promote self-management, and ensure well-coordinated services across health, social care and the Third and Independent sectors. Social work services in Midlothian are delivered jointly by Midlothian Council and Midlothian Integration Joint Board. Adult social work and social care services, including justice social work, are delegated to Midlothian IJB. This means we are part of integrated health and social care and overseen by Midlothian HSCP and IJB. Adult Social Care therefore contributes to the Midlothian IJB Strategic Commissioning Plan, the strategic aims of both NHS Lothian and Midlothian Council, and contributes to the work of the Community Planning Partnership through the Single Midlothian Plan. To meet the needs of people and communities we will need to deliver on the strategic priorities of all our partners. We have identified a number of similar themes and priorities that we must work together to achieve. We need to: • Provide more preventative care • Understand how peoples’ and communities’ needs have changed and build the right offers of support • Ensure effective and efficient services while also maintaining quality • Improve socio-economic, health, wellbeing, and personal outcomes Adult Social Care Services Q2 24/25 Performance Report Cabinet Tuesday 5 November 2024 Item No 5.5 Page 71 of 290
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Adult Health and Social Care PI summary This service includes Justice, Community Justice, Duty Social Work, Adult Support and Protection, and Public Health. The Justice team supports people involved in the Parole and Pre-release process including the preparation of Criminal Justice Social Work Reports and pre- release reports. The team supervises people aged 18 and over who are subject to Community Payback Orders, Parole, Life and Non-Parole Licences, Extended Sentences and Supervised Released Orders. Staff in the Duty Team support people aged 16 and over with crisis interventions, urgent and planned assessments, development of adult care support plans, reviews, and short-term interventions. The Adult Support and Protection (ASP) Team provides support and protection for people aged 16 and over who may be at risk of harm. The Adult Support and Protection (Scotland) Act 2007 was introduced in October 2008. It provides duties, powers and measures for the support and protection of adults who may be at risk of harm. Under section 3 (1) of the Act an "adult at risk" is a person aged sixteen or over who meets all of the following criteria (commonly referred to as the ‘three point test’): • unable to safeguard their own wellbeing, property rights or other interests • are at risk of harm, and • because they are affected by disability, mental disorder, illness, or physical and mental infirmity, are more vulnerable to being harmed than those not so affected. The ASP Team undertake a range of duties to identify, minimise and manage risk and ensure that all suspicions, disclosures or actual harm are acted upon. Measures to protect adults need to be considered in the context of wider range of support services and an ASP investigation may highlight gaps in support. In these instances, an assessment of need should be undertaken to identify and develop an outcomes focused care plan. The Public Health Practitioners work to support services to improve wellbeing and reduce health inequalities for the people of Midlothian. We support staff to design and deliver services that support early intervention and prevention. We make connections and share good practice about how to avoid inequalities, and we monitor and evaluate long term, population level outcomes. The Health Inclusion team works directly with vulnerable people in the community to understand what matters to them and live the lives they choose. Justice and Protection Services Page 72 of 290
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Adult Health and Social Care PI summary The work undertaken by the Justice Service supports work ongoing to achieve progress in: • Single Midlothian Plan Priorities: Individuals and communities have improved health and skills for learning, life and work. • Single Midlothian Plan Themes: Midlothian Will be Safer • National Health & Wellbeing Outcomes: Living in the Community, Positive Experiences and Dignity, Quality of life, Health inequalities, Safe from harm Individuals become formally involved with Justice Social Work at the point of conviction when a Court makes a request for a Justice Social Work Report; requests for assessment and risk management planning are received from the Scottish Prison Service and the Parole Board. Between 1st July and 30th September 2024, the team received 176 requests for reports, an increase of 3% on last quarter. Table 1 shows the reports requested over each of the 3 months. Table 2 represents the type of report that have been requested. The main type of report is the Justice Social Work Report (JSWR), and these are requested by a Sheriff or Judge to inform sentencing. Home Leave Report: (HLR), Throughcare Assessment for Release on Licence (TARL) and Home Detention Curfew (HDC) are reports requested by the Scottish Prison Service or Parole Board for Scotland for those who are progressing through their custodial sentence. Staff in the Justice Service work with men and women subject to Community Payback Orders who present with a wide range of presenting risk and needs. This includes individuals with mental health, substance use, adverse childhood experiences, trauma and negative experiences of education and or employment. Staff working within Justice Services require the appropriate level of support and training to enable them to effectively engage with people to progress interventions towards positive changes in behaviour. An important part of ensuing that men and women in the justice system have ease of access Justice and Protection Services– Performance Measures Page 73 of 290
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Adult Health and Social Care PI summary to services and resources is the provision of robust community-based alternatives to custodial sentences as it enables individuals to remain in their community, maintain relationships and ensures continuity of care. The main community-based sentence is a Community Payback Order (CPO), which can have several requirements attached to it. The most frequently imposed requirements are Supervision and Unpaid Work. During Q2 the Courts imposed 50 Community Payback Orders, Table 3 shows how many of these included the main two requirements and Table 4 shows the other types of requirements; there is no maximum number of available requirements that can be imposed, and this is determined by the assessment and the recommended disposal suggested by the author of the JSWR. The only ‘rule’ is that Unpaid Work is the only requirement that can be imposed without the need for a Supervision Requirement also being in place. It is essential to establishing and maintaining confidence in community-based sentences that there is assurance that robust action is taken on non- compliance. To be able to comply with the requirements of the order the individual has to understand the expectations and consequences of non- compliance and it is important that staff are skilled in being able to engage with people effectively. Justice Social Work staff use a trauma informed and person-centred approach to develop effective working relationships with clients. In the interests of justice, and to maintain the public confidence in community sentences, all missed appointments, or failure to comply, are responded to robustly using disciplinary procedures which can result in the order being returned to court in breach. During the breach process we continue to seek to engage individuals to re-engage with interventions to reduce and manage the risk of re-offending. Table 5 illustrates the percentage of individuals who have been breached and those with whom we have been able to maintain effective engagement with during the breach process. Page 74 of 290
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Adult Health and Social Care PI summary The work undertaken by our Unpaid Work Team is underpinned by the ideals of reparation, rehabilitation and reintegration to support those who have been convicted of offences to achieve a positive destination and provide meaningful benefit to our local communities. Those undertaking unpaid work have the opportunity to gain a range of skills, experiences and opportunities to promote their rehabilitation and ability to desist from offending. Table 6 shows the qualifications achieved during quarter two by those undertaking a CPO with an Unpaid Work Requirement. Q2 Feedback from people on CPO’s: One person subject to a CPO stated that they owed a "massive thanks [to their worker] for everything". They went on to describe themself being a "shell" when they started on their CPO and the work as part of their Supervision Requirement, and that they were "totally lost" and in "a land of the unknown". They said that the work their social worker undertook with them helped them to understand what is going on for both them and other people, and that only they have the ability to choose how to respond to difficult feelings or situations. Another person subject to a CPO said they had thought their CPO would be “pointless at the start” but reflected that they have found it really useful. They said they feel more approachable and willing to approach people. Prior to supervision, they didn’t see being homeless as a "big deal”, but their social worker encouraged them to push for more stable accommodation and to see the benefit of this in terms of their stability and wellbeing. Engaging in psychological services was voluntary and they said they have learned more about themself in relation to understanding and managing their mood and emotions. They said they were "really keen to keep that going!" with the work that they have been engaging. Reflecting on their behaviour within intimate relationships, they said “I’m better in my relationship with (current partner) both through (supervision requirement) and through psych therapy, I listen better and communicate better. Day 1 I felt I didn’t need massive changes. Not saying actions were right but couldn’t think of any other way to react. Despite this, I feel I’ve bettered myself and used the opportunity. Accept I shouldn’t have made threats and that I “lost my head.” They were able to reflect that through the process of undertaking offence-focused interventions their partner and others in their life, including work mates, have said that they have noticed positive changes in how they react to situations. 22 Qualifications Gained: 13 Health and Safety in the Workplace (Level 4) 6 Open University 3 CSCS Card Page 75 of 290
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Adult Health and Social Care PI summary Key achievements this quarter: • The health inclusion team continue to provide outreach and have carried out a health assessment with 111 people since April 2024. Have mostly helped people with housing, substance use, and welfare rights issues this quarter. • Five actions collaboratively achieved with other areas of the organisation involving early intervention/prevention. • Chaired a group of stakeholders from East and Midlothian to scope a pilot looking at the feasibility of technology enabled care to help as a harm reduction measure to substance use. To help link this with national work and gain learning from other areas, attended a webinar hosted by Scottish Government sharing practice and learning on digital as a Human Right with Digital Lifelines Scotland and Drugs Research Network for Scotland. • Reviewed and updated quarter 2 data for the Joint Strategic Needs Assessment working alongside data colleagues in NHS Lothian Intelligence team and published on the Health and Social Care Partnership website. The updated data has been used to update the community justice needs assessment which was reported as helpful to give context to the offending we see in Midlothian and shows the complexities that our clients face. The data has also been used to update the NHS Lothian healthcare governance committee, specifically the inequalities data section in the annual report. • Attended Community Planning Partnership conference, hosting a marketplace to raise awareness of green health prescribing to colleagues. New links made with climate action hub lead and adult learning lecturer from Newbattle Abby College. Further meetings planned to link work up around green health in Midlothian. • Learning session planned with physiotherapists and wider HSCP staff to share findings of the Masters dissertation hosted in Midlothian, to explore views, improve processes and raise awareness of green health prescribing within the HSCP. • Better ME (WSA): This project will help the people of Mayfield and Easthouses to have more access to healthy food options, keep physically active and have more money in their pockets. Currently have completed 6mnth evaluation. One particular project has developed a cooking group for young men, they have reported an increase in confidence in cooking and also being able to try new foods. • Developing weight stigma post that will focus on helping practitioners develop skills and confidence to talk about client’s weight, it will also raise awareness of the bias and stigma professionals have with overweight and obese people. • Promote a public health agenda and increase strategic partners. Members of various groups including trauma training steering group, Mid & East Lothian Drug and Alcohol Partnership Group, Midlothian Suicide Prevention Group, Equally Safe Strategy Leadership Group, Midlothian will be Healthier Thematic Group, Lothian Green Health Network and the Third Sector Summit. Public Health Page 76 of 290
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Adult Health and Social Care PI summary Mental Health and Substance Use This service includes Integrated Mental Health Teams and Substance Use. This service works in partnership with people to achieve their personal health and wellbeing goals. This includes prevention and early intervention activity, assessment, treatment, care and support. Being trauma aware and a Good Conversation approach are central to delivering person-centred care. These teams work with a wide range of partners across health and care including the third sector, peer services and volunteers. Midlothian and East Lothian Drug and Alcohol Partnership (MELDAP) plans, commissions, and funds a network of services for people affected by their own or someone else’s alcohol or drug use. Support is available for families and adult carers, and recovery-focused services are provided to address people’s alcohol and drug use. These include residential rehabilitation, recovery services to reduce isolation, and opportunities to be supported into education, training, volunteering, and employment. MELDAP aims include: • Reduce the harm to individuals and promote recovery from substance use • Protect children and young people affected by parental substance use • Promote early intervention to prevent the harmful use of alcohol and drugs • Develop high quality services responsive to the changing needs of people who use and need our services Key achievements this quarter: Due to the scheduling of the reporting, Q2 sees the annual release of the nationally published drug deaths and Alcohol Specific Deaths data. The following is an in-depth exploration of the data as they relate to Midlothian. In Midlothian there was an increase in the numbers of those who passed away due to drug misuse from 4 in 2022 to 20 in 2023. The 5-year average rate is 18. Whilst strongly welcomed, within a 5-year context, the marked reduction to 4 in 2022, was a significant outlier and it was challenging to attribute this to any specific factors. Drug misuse remains a complex and multi-factorial area for analysis. The individuals most at risk from drug related harm and premature death are those who suffer multiple and often complex disadvantage. This includes: • Poor physical and mental health, experienced trauma at some stage in their lives • Unemployment • Unstable housing • Involvement with the criminal justice system • Family or relationship breakdown Mental Health and Substance Use Page 77 of 290
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Adult Health and Social Care PI summary Nationally in 2023, people who are from areas of deprivation are 15 times more likely to die from a Drugs Misuse Death than those from the least deprived areas of Scotland. High risk patterns of drug use, especially poly-drug/street drug use has increased, and the combined toxicity of different drugs are amplifying the harm, e.g. Bromazepam, Nitazine type drugs, Cocaine, Methadone, Diazepam and Pregabalin. Scotland has a higher prevalence rate in the general population of drug use with a higher rate of problem drug use than England (1.62% compared with 0.74%) and other European countries. Essentially, we have more people using the types of drugs that contribute to a fatality and therefore, we have greater rates of death. It is considered that the combined toxicity of opioids, cocaine and benzodiazepines can be particularly fatal. In addition, in Scotland there are higher rates of co-occurring physical health problems amongst this group. This is a national comparison and not specific to particular areas of Scotland nor England. The Scottish Affairs Committee have also theorised a link between certain types of adverse childhood experiences such as having a parent in prison/parents using substances/domestic violence might be more prevalent an/or has a greater detrimental impact in Scotland leading to higher levels of drug use but there is not a higher level of other types of adverse childhood experiences [ACEs], so it is not possible to draw definite conclusions. Alcohol Specific Deaths 2023 In Midlothian there was a slight reduction in the numbers of those who passed away, 17 in 2022 to 15 in 2023. These figures do not include people who died from an alcohol related disease. Alcohol use has been linked to seven types of cancer; colon, liver, breast, mouth, larynx, oesophageal, rectum. Nationally in 2023, people from areas of deprivation are 4.5 times more likely to die from an Alcohol Specific Death than those from the least deprived areas of Scotland. From previous research we know that people who die of alcohol-specific causes are: • Likely to be drinking 180-220 units per week [The recommended weekly units for adults is 14] and unaware of physical conditions related to drinking until severe damage is done. • Often isolated, socially and from supports, for prolonged periods. Actions • The Contact Service provides a direct point of contact for all substance use related services across Midlothian and East Lothian. • Edinburgh and Lothian Council on Alcohol [ELCA] is funded by MELDAP and provides a counselling service in Bonnyrigg and Dalkeith which covers all of Midlothian. Page 78 of 290
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Adult Health and Social Care PI summary • In relation to prevention activities, MYPAS provide support to young people affected by their own alcohol and drug use. • Services are actively engaged with wider partners widen the coverage of Naloxone. • Safe Storage Boxes which contain a range of harm reduction equipment, advice and Naloxone are offered to all high-risk people. • MELD delivered a Naloxone stall at the Tesco store in Dalkeith as part of Overdose Awareness Day on Saturday 31st August. Naloxone/Nyxoid provided = 52 units • MELDAP has requested a doubling up of Naloxone kits issued as there have been changes in illicit drugs available (Nitazines). • Children 1st work with families to minimise the harm to children affected by parental substance use. • Home Drug Testing strips are now supplied to alert people to the possible presence of Nitazines and Xylazine. Substance Use Services provide assertive outreach to people who have experienced non-fatal overdoses. • Midlothian services have consistently delivered above the 90% [Q1 -98.44%] access standard for substance use services. • MELDAP is to establish a working group with a focus on engaging and supporting people who use cocaine/crack cocaine and other psychostimulant drugs. There is a need to influence local decision makers in the need to minimise the impacts of poverty, deprivation and lack of opportunity. Page 79 of 290
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Adult Health and Social Care PI summary Substance Use – Data for Drug Related Deaths 7 4 8 8 7 6 8 19 14 18 21 23 4 20 0 5 10 15 20 25 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Drug Misuse Deaths 2023 In Midlothian there was an increase from 4 in 2022 to 20 in 2023 2023 data for Scotland and 4 Lothian Integrated Joint Boards (IJB) against 2022 Drug Misuse Deaths Scotland Midlothian East Lothian West Lothian City of Edinburgh All 1172 + (121) 20 (+16) 20 (+3) 31 – (1) 111 – (2) Males 805 + (113) 12 (+10) 14 (+2) 23 + (1) 78 – (4) Females 367 + (8) 8 (+6) 6 (+1) 8 – (2) 33 + (2) Alcohol Specific Deaths - Midlothian 18 17 15 13 14 15 16 17 18 19 2021 2022 2023 Changes from 2022 to 2023 Page 80 of 290
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Adult Health and Social Care PI summary Adult Social Care Services – Challenges and Risks This quarter has seen continued pressures on the workforce, in keeping with the national picture. A lack of experienced workers with certain required specialisms continues to challenge our small specialist teams. Gaps within our Team Lead capacity has required us to look to agency staff to ensure the oversight of safe and effective practice. We have also focused on how we can best use our Planning Officers with a renewed commitment to a collective approach to contract monitoring and commissioning. This will go some way to ensuring our performance against contract monitoring is improved. Financial saving plans continue to underpin the majority of manager’s workstreams. The project leading on reviewing the community care packages continues to prove challenging. The Review Team are working through the more complex packages and subsequently this is identifying a number of strategic, operational and practice development opportunities. It is anticipated that gaps and challenges will be addressed through the Social Work and Occupational Therapy Review. Waiting list data, demand and capacity alongside case examples will assist in the ongoing development of a project methodology. Work around Transitions continues to create pressures within service areas. Young people moving from children to adult services bring a host of challenges. Financial pressures, family and carer expectations and caring environments and opportunities all need to be considered creatively and within the wider context of available resources and financial sustainability. Specialist rehabilitation housing for individuals with complex mental health needs remains a pressure. Without grade 5 and grade 4 (nursing provision) community based rehab offerings, a number of Midlothian residents may require to remain within acute hospital settings for longer than is necessary. Our mental health services are working hard with relevant stakeholders to look at potential solutions and future opportunities. We are seeing increasing need without our Resource Panel requests for long term care home placements. Need is currently outstripping availability of beds. This means we have individuals remaining in the community with substantial care packages whilst waiting for more suitable residential care. The subsequent consequence on ‘flow’ from hospital to community is significant. Notably, there are also pressures for specialist under 65 accommodation. This results in individuals often living in less than appropriate facilities until there is availability, often out with our own local authority area. Page 81 of 290
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Adult Health and Social Care PI summary 21 Pentana Performance Dashboard A full review of quarterly performance data is available via Pentana (Browser login link – https://midlothian.pentanarpm.uk/login Page 82 of 290
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Place is where people, location and resources combine to create a sense of identity and purpose. The Place service ambition is to deliver joined-up, collaborative, and participative approaches to services, land and buildings, across all sectors within a place, enabling better outcomes for everyone and increased opportunities for people and communities to shape their own lives. Place Services encompasses Building Services; Housing Services; Neighbourhood Services; Planning, Sustainable Growth & Investment; Property & Facilities Management; Protective Services and Sport & Leisure. Transformation Blueprint (2023-2028) We are committed to building on the learning and new ways of working that were adopted during the pandemic and renew our focus on delivering our key priorities at the most local level possible. Rooted in the creation of a wellbeing economy, the vision of our new 5-year strategy focuses on reducing inequalities at the same time as looking after the health of our planet. Specifically, we have three main aims: • Individuals and communities have improved health and learning outcomes. • No child or household live in poverty. • Significant progress is made towards net zero carbon emissions by 2030. Reprioritisation and redesign is crucial to balancing the Council’s financial position, as well as preparing for further challenges and changes that we will face. The strategic plan sets out our biggest challenges that need to be addressed over the next five years. We will continue to work to address the inequalities that our communities face, respond to the demands of the fastest growing local authority in Scotland, and delivering our vision of being a great, green place to grow. Place Q2 24/25 performance report Cabinet Tuesday 5 November 2024 Item No 5.6 Page 83 of 290
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Transformation Blueprint Objectives 1. Support the Council to address the 5-year funding gap of outlined in the Medium-Term Financial Strategy. 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible, ensuring that all staff have the necessary skills to work effectively, supported by digital technologies that fit for a 21st century workforce. 4. Design a workplace for the future delivering services in a holistic and integrated way. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which improve outcomes. Environmental Key achievements Q2 24/25 Midlothian Council was one of the first local authorities to sign Scotland’s Climate Change Declaration, publicly acknowledging the challenges and opportunities that climate change brings with a commitment to make the Council’s activities net zero carbon by 2030. Work continues to implement the Council’s Climate Change Strategy and focus continues within Place services to achieve future emissions targets. The ambitious strategy sets out how we will reduce our greenhouse gas emissions, encourage, and work with others in our community to mitigate and adapt to the changing climate. A new Climate Change officer was appointed last quarter. As part of that role, a refresh of our Climate Change Strategy and underlying action plan is in development to support the Council and wider local authority partners in their collective journey to net zero across Midlothian. Economic Development continues to promote the Midlothian Business Green Pledge on social media and in direct conversations with clients to increase education and awareness of climate change and suggest adaptations. A total of 147 businesses have now committed to the Page 84 of 290
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Pledge with 21 of those signing up during quarter 2. The team continue to work with pledgers to identify the best platform for group sharing. Through the LinkedIn group, pledgers share their experiences and the team continue to share a mix of green information from partners on learning opportunities, support and funding. Road Services Up to this quarter, under the combined Capital Works Programme and Residential Streets Programme, a total of 7.70km of carriageway and 1.16km of footway was resurfaced. Representing 1% and 0.16% of the carriageway and footway network respectively. Carriageway resurfacing is on target for the quarter. Although footway surfacing is slightly behind target, good progress was made this quarter compared to last and it is expected to meet the annual target. 901.76 tonnes of material was used in quarter 2 to fill potholes. 199.48 tonnes of material was used for temporary repairs and 702.28 tonnes for pothole pro permanent patching. This is an increase of 127% compared to this period last year where 396.4 tonnes were used. The Pothole Pro project equated to 6,031m2 of permanent patching, repairing 967 potholes this quarter which is a 198% increase in square metres patched and a 12% increase on the number of pothole repaired compared to the same period last year. As part of the street lighting capital programme a target of 500 new lighting column replacements are planned for this year. Lighting column programme commenced towards the end of quarter 2 with 22 columns replaced. The vast majority of replacements will take place during quarter 3 and as such the annual target is expected to be made by the end of the year. In addition, a further 472 street light replacements are programmed for this year which include LED upgrades. 23 upgrades were completed during the first week of the programme. In this quarter 4 additional digital ‘school zone’ signs were installed utilizing Transport Scotland funds and the upgrade of CCTV installation Page 85 of 290
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at Shawfair park and ride started. Planning and resourcing for our Winter Service was complete this quarter with 2 new gritters due for delivery and over 3,000 tons of salt in stock. Waste and Recycling As part of a wider Neighbourhood Services review, a new management structure for the Recycling Team was implemented in quarter 1. This has resulted in streamlined management of the service which has already seen an increase in productivity and time management of front line teams. To further support the new management structure within the Recycling Team, the contract for the “digital depot” was awarded this quarter. The contract will provide digital in cab technology to all of the roadside collection vehicles within waste services. This will transform the way the front line service is delivered and will result in efficiencies and improved customer service. The team have continued to improve the way the service engages with residents in relation to enquiries and complaints. A new way of working has seen a significant improvement to customer service, resulting in a more responsive and timely service to residents who contact the team. In quarter 2 the food waste collection service was expanded to include a further 2,500 properties in the rural area. Initial figures show that this has been a great success with 2 tonnes of food waste collected in the first week alone. This is potentially 100 tonnes of food waste recycled rather than going into the residual bin. The expansion of the food waste collection service is the latest phase of the plan to transform the waste collection service as part of the move to twin stream recycling in 2025. Page 86 of 290
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Neighbourhood Environment Team Quarter 2 has seen the new Neighbourhood Environment Team become further established within the Recycling and Greenspace Service. The new team combines elements of the former street cleaning service with specialist elements of the greenspace team to create a new service that aims to improve the quality of the local environment for our residents. Across Midlothian, the Neighbourhood Environment Team has been carrying out the following works in our local communities: • Ensuring our streets remain clear of litter • Cleaning our bus stops so that they provide safe, clean shelter for residents • Emptying street litter bins • Spraying and removing weeds from footpaths and roads • Mechanical sweeping of roads and pavements • Ensuring pathways are clear of overhanging trees and shrubs • Keeping Midlothian clear of fly tipping • Edging back grass verges to reclaim overgrown footpaths • Power washing of high streets and public areas The team are currently prioritising leaf clearance to ensure that our footpaths and roads are clear of leaves to keep our public realm safe. We will then focus on a winter work programme which will see a deep clean of key routes throughout Midlothian. Page 87 of 290
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Play area improvements The team are continuing to deliver the play area improvements programme funded by the Scottish Government grant, with further projects planned for 2024 in play areas across Midlothian. Further updates will be provided as projects are developed throughout the year. 10 improvements across our play areas, parks and green spaces were completed up to and including this quarter. The team are currently installing a play trail at Ironmills Park. Village improvements During quarter 2 the Greenspace Team have been finalising plans to carry out clean up works in village areas to build on the success of the work in 2023 which saw improvements to 16 areas including; Pathhead, Leadburn, Fala, Howgate, Lasswade, Ford, Edgehead, Auchendinny, Newton village and Silverburn to date with works planned for Cousland, Carrington’ Millerhill, Temple, Whitehill and Middleton. The works will commence in quarter 3 and further details will be provided once the plans have been confirmed. Working with the community The Greenspace Team have continued during quarter 2 to work with our brilliant volunteers across Midlothian. The work we carry out jointly has a huge impact on the quality of the local environment and we are determined to strengthen these partnerships over the rest of 2024. Our volunteer groups provide added value to the work that we do with litter picking, gardening and fund raising to brighten our local areas. Up to and including this quarter, 3,342 volunteer hours (557 days) were spent in countryside sites. Volunteer numbers continue to remain high. Page 88 of 290
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Protective Services Our Business Regulations Food and Safety team continue to prioritise proactive interventions at food businesses registered with Midlothian Council with the highest risk for food safety and standards. These include retailers and caterers with significant or sustained non-compliances in food law. 18 out of 22 planned priority inspections were completed for this quarter and as such the official control verification visits to our approved premises planned for this year are on track. This quarter Food Standards Scotland issued a Food Alert for Action due to counterfeit alcohol being found in a retail premises in another local authority area in Central Scotland. Over 3 days officers from our Business Regulation Team carried out checks on over 40 small independent retailers in Midlothian. Counterfeit Glens vodka was found in 1 retail premises in Midlothian with 12 bottles being voluntarily surrendered by the premises manager. The test report provided by Edinburgh Scientific Services on a sample taken showed the product contained propan-2-ol (iso-propanol) from an industrial source. Propan-2-ol is harmful when consumed with symptoms including nausea, vomiting and abdominal pain, intoxication, respiratory depression and coma. Ingestion of any amount can lead to toxicity meaning the product was unsafe. Investigations are currently ongoing. A Remedial Action Notice was served on a Midlothian food manufacturer due to extensive mouse activity in the food preparation areas. The business was closed for 4 days to clean and disinfect the premises and implement control measures to control the mice. A further unannounced inspection has been carried out at the premises and found to be satisfactory, maintaining their control measures. During a programmed food inspection, a mobile street trader was found to be operating with no running water, relying on bottled water to wash hands and clean equipment and surfaces. The issue was resolved within 1 day and the unit now has a supply of running hot and cold water. A restaurant/takeaway in Gorebridge that was recently closed twice due to rat activity within the food premises was showing signs of improvement due to the intensive interventions of the Environmental Health Officers involved. However, a Health and Safety Improvement Notice had to be served on the duty holder to ensure the fixed electrical installation was safe due to evidence of damage to the wiring by rats. The notice was complied with after a short extension, however the electricians report showed remedial works are required and follow up is necessary. Page 89 of 290
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The Canadian Food Safety Institute visited the UK to carry out an audit on UK food manufacturers who export to Canada, and Local Food Authority official controls in place at these premises. An officer from Midlothian Council’s Food and Safety Team joined the Institute on their visit to one of Midlothian's largest manufacturers of meat products. Feedback was provided at the end of the visit to the business with a few minor points raised. They acknowledged the resourcing challenges Midlothian Council’s Food and Safety Team have and were satisfied with the official controls in place. The Food and Safety Team have recently appointed a trainee Authorised Officer. The officer took up post in September and has 6 months of training to complete requirements set by the Royal Environmental Health Institute for Scotland (REHIS). This is a very positive addition to the team and allows the officer to progress over time from a Food Safety Officer to an Authorised Officer with health and safety duties which then has the potential to gain qualifications to be an Environmental Health Officer. Our Trading Standards team received 48 consumer complaints this quarter, a decrease from 56 during the same period last year and 82 in Q1 of 22/23. 96% of consumer complaints were responded to within 5 working days and 84% completed within 14 days. Completion is not fully within service control and is dependent on traders and complainants responding to investigations. This year to date at least £22,065 has been returned to Midlothian consumers following Trading Standards involvement. Trading Standards prosecution cases continue this quarter with guilty pleas obtained in two cases and a further case submitted: • a sole trader pled guilty to operating a fraudulent scheme relating to retaining deposits for 9 bathrooms he did not provide, a total of £10,875.75. Trading Standards reported the case in 2022 with 15 complainers, 3 of whom were from Midlothian, under the Consumer Protection from Unfair Trading Regulations 2008. • a Mayfield shop owner pled guilty to intending to supply oversize vapes in June last year and was fined £500. • a report was submitted by Trading Standards to the Crown Office & Procurator Fiscal Service (COPFS) for offences under the Trade Marks Act 1994. In December 2023 Police Scotland assisted Trading Standards in enforcing a warrant at a home in Gorebridge where a private Facebook group was being ran selling counterfeit goods, mainly brand clothing but also handbags and perfume. The private group may have had over 3,000 members and counterfeit goods were recovered from several buyers in Midlothian. Page 90 of 290
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As reported last quarter, 3 other cases are proceeding in court with a December trial date set after Trading Standards involvement. 39 Trading Standards primary inspections took place this quarter of a targeted 145 for the year, although off target, most inspections take place over quarters 3 and 4 so our overall annual target is expected to be met. Due to extensive inspections to farms and small holdings over the last year, only 8 small holdings/farms are required for inspection this year. This quarter 36 intelligence logs were recorded on IDB, the national Trading Standards Intelligence database (IDB) by our Trading Standards team. In comparison to other Scottish Councils, Midlothian continue to sit in the top quartile for logs created. Our Public Health Environmental Protection team successfully applied and were awarded college fee funding from Skills Development Scotland for two Regulatory Services Apprentice posts. Recruitment took place this quarter and apprentices will be in post during quarter 3. This new pilot apprenticeship scheme is aimed at partially addressing the national shortage of regulatory services officers and is hoped to assist future staffing requirements by providing a new route into the field of Environmental Health. The team received 290 public health service requests this quarter from Midlothian residents and businesses. A further 62 service requests were received from internal sources. Key activities for the Public Health Environmental Protection team this quarter included: • The issuing of 93 Short Term Let Licences under the new scheme • Progression to court of an animal welfare case reported to the Crown Office & Procurator Fiscal Service (COPFS) earlier in 2024. A further case is currently being prepared and will be submitted in Q3 to the COPFS regarding alleged offences under the Antisocial Behaviour Scotland Act 2004 Part 8 Housing: registration of certain landlords • Planned out of hours assessments commenced this quarter to assess noise and others Environmental Health matters in Midlothian. These assessments include licensed premises. • A number of statutory notices were served this quarter regarding a various issues including fly-tipping and vermin. All notices served in quarter 2 have been complied with. • Investigations this quarter led to the identification of 2 unlicensed HMO’s both of which are now going through the licensing process. Page 91 of 290
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Neighbourhood Services – performance Energy from Waste 42.1% Recycled 43.9% Landfill 12.8% % OF ALL DISPOSED WASTE* 0.22% 0.44% 0.64% 0.01% 0.16% 1.23% 1.72% 2.15% 0.51% 1.00% Q2 23/24 Q3 23/34 Q4 23/24 Q1 24/25 Q2 24/25 % of Roads and footpath resurfaced (cumulative) % of Footpath % road network217 tonnes of carbon emissions saved from street lighting this quarter. 901.76 tonnes of material used to fill temporary and permanent potholes this quarter. 6,031m2 of permanent patching achieved this quarter. 967 potholes were permanently repaired this quarter. 3,300 5,244 6,990 1,890 3,342 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of vounteer hours in countryside sites (cumulative) Target (24/25 is 6,000) 10 park and greenspace improvements/new facilities complete up to this quarter out of 50 planned Other 1.2% *data shows figures for Q4 23/24. Q1 and Q2 24/25 not available until Q3. Page 92 of 290
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Protective Services – performance 36 48 35 66 35 3 4 7 18 73 3 6 4 2 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of abandoned vehicles (quarterly) Reported Notices served Vehicles removed for destruction 98% 100% 100% 100% 96% 90% 97% 81% 88% 84% Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 % of Consumer complaints completed within 14 days responded to within 5 days 86% of food related service requests from mid residents and Businesses responded to with target of 10 working days. Food Standards 82% of Priority 1 and 2 premises receiving completed food law intervention in line with the service plan. 42 food law service requests received this quarter Public Health 96% of public health complaints receiving first response within timescale this quarter. 290 Public Health service requests received from residents and businesses this quarter. (360 in Q1). 48 consumer complaints received this quarter (decrease from 56 in Q2 23/24) 158 Civic Government license applications received in Q2 with 67% determined 106 liquor licence applications received in Q2 with 95% determined Trading Standards Page 93 of 290
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Housing Key achievements Q2 24/25 Meeting housing need The Council’s Strategic Housing Investment Plan (SHIP) 2024/25 to 2028/29 was submitted to the Scottish Government during 23/24. The SHIP identifies the Council’s priorities for investment in new affordable housing in Midlothian over a 5 year period. The delivery of more affordable housing remains a high priority for Midlothian, as reflected by our ongoing and ambitious housing development programme. From March 2024 to date we have received the completed handover for 96 new build homes in Conifer Road, Mayfield, St Cuthberts in Bonnyrigg High Street and Buccleuch Wynd. This quarter 8 golden share applicants for low cost home ownership were reviewed and accepted. There were 6,564 active housing applicants placed on the Common Housing Register at the end of this quarter, a 25% increase compared to the same period last year. 144 lets were made this quarter, 6 houses were let through our Housing First model. 56 lets were made to new build and open market purchases. This quarter the team successfully made changes to our Capita ONE reporting system, through weeks of testing we now have the ability to record ‘rough sleepers’ in Midlothian, where our older system didn’t capture this level of detail. An initial review of our supported accommodation commenced this quarter to look at better ways we can support, protect and house women within our supported accommodation sites. More information on the review will be shared in the next few quarters. Page 94 of 290
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Homelessness There continues to be a significant demand placed on homeless and temporary accommodation services, alongside the increase in energy, food and fuel costs, requiring a comprehensive preventative approach. Homelessness is not inevitable and can often be prevented. The Homeless Persons (Suspension of Referrals between Local Authorities) (Scotland) Order 2022 gives people in housing crisis the freedom to settle where they choose with access to the support they need and aims to help them integrate more fully into the local community and to reduce repeat homelessness. The removal of the necessity to have a local connection to an area under this legislation has seen a shift in persons now presenting to Midlothian and as result the total number of households in temporary accommodation at the end of quarter 2 was 406, an increase of 23% compared to the same period last year. Although we did not experience immediate negative effects of this the changes to legislation, the impact is now changing and we continue to monitor the long terms effects. Despite a 34% increase in single male parents and added pressures of placing 44 households in unsuitable temporary accommodation, this quarter we successfully avoided breaching the Unsuitable Accommodation Order (UAO) due to the dedication and hard work of our Housing Team, moving people urgently and exchanging properties where tasks had been completed to be able to accommodate. Our aim is to reduce the length of time that an applicant is in Temporary Accommodation and through our Rapid Rehousing Transition Plan we see households moving through the homeless system more quickly. Officers take a proactive approach when allocating properties to place applicants in their area of choice where possible, increasing the opportunity to accept the property being flipped to permanency and allows for a more sustainable community. Latest figures from quarter 1 show the length of time homeless applicants waited until receiving a permanent housing outcome was 51 weeks, showing a continued downward trend from 106 weeks at quarter 1 of 22/23 and 58 weeks for quarter 1 last year. It should be noted figures for quarter 2 are not currently available however we expect current figures to remain within target. Similarly, figures for the length of time homeless applicants spent in temporary accommodation is currently not available the most recent available data for Q4 23/24 shows that an average of 40.3 weeks was spent in temporary accommodation compared to an average of 62 weeks over the same period in 22/23. Page 95 of 290
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It is expected that figures will continue to remain within our 60 week target. The number of temporary accommodation households that have been flipped to permanent accommodation was 74 this quarter, reducing the need for multiple moves before being permanently housed, allowing for links established within the local community to be maintained. Homelessness prevention assists around 20 households with advice and assistance about homelessness prevention per week. This is rental assistance advice, financial awareness advice and mediation. The number of homeless cases provided with advice and assistance this quarter was 222. We continue to promote this service to ensure early successful intervention when possible. Tenants sustaining permanent accommodation continues to be high this quarter with 97% of homeless applicants sustaining a permanent tenancy after 1 year. Page 96 of 290
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Building Maintenance The total number of jobs completed internally by our Building Maintenance Service this quarter was 7,925. A total of 15,977 jobs have been completed so far this year. Jobs include all reactive, planned works, voids and inspections. This year the Building Maintenance Service (BMS) Capital upgrade programme has been set at just over 3000 upgrades across our estate, continuing from achievements last year. These upgrades include the continuation of our new windows, doors, bathrooms and kitchen programmes helping Midlothian Council maintain its Scottish Housing Quality Standards. The service also aims to complete the remaining fire door installs to all our flats to ensure that we are also compliant with the latest fire regulations. This quarter we have increased the percentage of Council Housing stock meeting the Scottish Housing Quality Standards criteria to 76.55%. Although this is still off target there has been a significant increase from 34.3% meeting standards at Q2 of last year. Due to changes in the Energy Efficiency regulations affecting the Scottish Housing Quality Standards (SHQS) criteria, 431 houses were identified as failing the Energy Efficiency Standard for Social Housing (EESSH). We have reduced these failures to meet 2025 targets. However, with the Electrical Installation Condition Reports (EICR’s) now part of the SHQS we found that 4733 were failing assessment. We have reduced this figure to 1,708 during quarter 2, resulting in 76.55% now meeting standard. Work is progressing to bring this indicator back on target. 100% of smoke alarms comply with current legislation. In line with our Damp and Mould policy the service continues to roll out the environmental sensors throughout our portfolio. This year BMS are aiming to install around 2,000 monitors across 1,000 homes. This continued roll out will provide us with valuable information from within our homes, allowing us to achieve our targets set out in our Damp and Mould policy. The information collated by the monitors is sent through to a portal using a gateway system that also monitors our smoke alarms. Page 97 of 290
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Housing – performance 47 32 45 23 47 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Time taken to re-let permanent accommodation properties (calendar days) 6,564 applicants on housing waiting list this quarter (General needs and Homeless) (increase from 5,251 in Q2 23/24). 58 58 58 44 51 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Length of time (weeks) homeless applicants wait until recieving a permanant housing outcome General needs 50.3% Homeless 49.7% % of lets made to applicants 141 housing lets this quarter. 56 Lets to new build and open market purchases this quarter. 6 Lets to Housing First applicants this quarter. 97% of Homeless applicants sustaining a permanent tenancy after 1 year. 62 46 58 39.5 40.3 Q4 22/23 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Length of time (weeks) homeless applicants spend in temporary accommodation Due to reporting issues, recent data for quarters 1 and 2 will not be available until quarter 3. Page 98 of 290
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Percentage of housing repairs completed on time this quarter: Building Standards Building Services – performance 15 hours Average time taken to complete emergency repairs for Q2. 34.3 49.3 59.47 72.1 76.55 0 50 100 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 % of Council housing meeting Scottish Housing Quality Standards (SHQS) (cumulative) 7,925 jobs completed this quarter by our Building Maintenance Service 95.72% of emergency repairs completed on time 89.15% of priority 2 repairs completed on time 87.14% of priority 3 repairs completed on time Building Standards customer satisfaction rate: 7.7 out of 10 58.0% 50.7% Q1 24/25 Q2 24/25 % of first reports for building warrant applications issued within 20 working days 74.0% 72.4% Q1 24/25 Q2 24/25 % of building warrants issued within 10 working days, following receipt of satisfactory information Page 99 of 290
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Economy & Regeneration Key achievements Q2 24/25 Midlothian Council’s Economic Renewal Strategy sets out our ambitious approach to managing the transition from pandemic lockdown and planning for the longer term challenges the local economy will face. The strategy aims to mitigate the adverse economic impact on the local economy from COVID-19. Key aims are to protect jobs and aid business recovery using a place-based partnership approach that maximises the opportunities developing from the pandemic. Taking this partnership approach, the strategy will foster entrepreneurship, upskilling and training, addressing gaps in the market and changing the way business is done to better align this to customer behaviour. Alongside support for agriculture, tourism and the leisure and hospitality sectors, the council will also promote local jobs and self-employment opportunities, particularly for young people, to give them the necessary skills and support they need to benefit from economic recovery. Work is ongoing to refresh the Economic Strategy and will be presented for approval to Council later in the year. Business gateway Service The Business Gateway Service has seen a similar level of demand this quarter compared to the same quarter last year. 52 ‘Planning to Start’ enquiries were received in Q2. Enquiries are received from individuals that are considering setting up a business but need support to achieve this, these clients tend to have numerous sessions with their advisor covering areas such as business planning, access to finance, regularity compliance, routes to market and can take from 3 months to a year to reach the trading stage. The total number of new Business start-ups this quarter was 20, creating a total of 23 jobs and an estimated contribution of £1,020,000 to the Midlothian economy in their first year of trading. This is a Page 100 of 290
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decrease compared to 32 starts over the same period last year however the 52 ‘Planning to Start’ enquires this quarter means the pipeline is still healthy leading to more starts up over the next few quarters. of 13 new business starts. Business Gateway Expert Help Programme Work continues with our Net Zero Nation Programme which is supporting 13 diverse local businesses to accelerate their Net Zero Journey. The businesses will take part in 12-month Net Zero Business Accelerators with funding support from Midlothian Council/Business Gateway Midlothian. In return, they must sign an agreement where they commit to approach their Net Zero strategy and credible carbon reduction plan with vigour, speak at physical and online events to encourage other business leaders to start their own transition to Net Zero. The companies will receive a 12-month carbon accounting software license, an expert partner providing 1:1 support over 12 months to help them produce their audited carbon accounts, their carbon reduction plan produced, an auditor to verify and certify their carbon accounts and carbon reduction plan. After completion in December 2024, the team will commence case studies on the outcomes for businesses. Our first Learn e-Commerce Expert Help programme commenced last quarter in April. 18 businesses enrolled for the digital course, with 6 going on to receive 121 expert help guidance form the trainers. The feedback from clients has been extremely positive with tangible improvement to their businesses immediately felt. A second round of this programme has received a good level of interest with 13 businesses applying and now approved for programme with an estimated launch date during October. The team continue to provide expert help consultancy in financial management and Human Resources to support the Fair Work Policy to Business Gateway clients on an as needed basis. 30 businesses have been supported since the programme began, with budget left for another 20 interventions. Page 101 of 290
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Business Gateway Midlothian Summer Events A Business Gateway coffee morning was held on Friday 6th September 2024 at The Craigie Hotel in Penicuik. James Palmer, Development Director of Penicuik Estates, presented an in-depth picture of the plans for the estate, their green approach and the opportunities for partnering with the local business community. Skills Development Scotland, Edinburgh College and the team from the Workforce Mobility Project attended and had stands to introduce themselves to the business.44 businesses attended the event with the majority based in Penicuik and the surrounding areas. The next scheduled BG Coffee Morning is on Friday 8th November at the newly opened conference suite at Energy Training Academy in Dalkeith, Midlothian Energy LTD and the CR Deal Workforce Mobility Project will present. On the 6th July the Business Gateway team presented to the members of the Rosemains Steading Business Association on the forthcoming UKSPF grant. Focusing particularly on the exporting fund, 12 business attended the event. The team also presented at the Moredun Scientific Tenants Meeting within the Midlothian Science Zone on the 21st August, outlining the support Business Gateway offers and the UKSPF grant process. 17 businesses attended the event. Business Associations There are 3 active Business Associations in Midlothian covering Dalkeith, Penicuik and Pathhead within Midlothian. An event has been arranged for the 24th Of October to bring together Midlothian food and drink businesses to develop a business association. This will include producers and retailer. UKSPF Local Business Support Page 102 of 290
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The Green Skills programme to upskill local plumbers, heating engineers and electricians in the installation of Heat Pumps and Solar Panels/Battery Storage was launched this quarter. This programme will upskill in the region of 8 local tradespeople with a further 4 places available to unemployed people to access the Managed Learning Programme which takes an individual with no experience of the trade to become fully qualified gas and heat pump installers. Social Enterprise The Business Gateway service continue to promote the Social Enterprise model to clients where their plans, objectives and values align to the model. Contributing to Community Wealth Building objectives, the team support projects from the Social Enterprise Conversation sessions as they develop. The service supported 12 Social Enterprise organisations in quarter 2. Support provided included: • 3 Community Interest Companies provided with support to access grant funding, expert help and Community Asset Transfer. • An existing charity in a precarious financial situation was supported to develop revenue streams and explore avenues for becoming financially sustainable. Business Gateway Learn Ecommerce expert help in progress. • 1 Third Sector Organisation has been provided with support to collaborate with a private sector business that had outgrown their current facility, this will provide a new audience for the business as well as utilise catering facilities that are not viable for the Charity to realise revenue generation. • 1 pre-start development Trust has been provided with support with planning and developing its organisational structure. • 1 pre-start social enterprise has been provided with support to develop their idea and been given advice on support available with the current social enterprise landscape. Land and Property Property enquiries are specific premises enquiries and sign ups to the property mailing list. We had a total of 9 enquiries from local businesses in Q2 of which 3 were from businesses outside of Midlothian, these could be considered Inward Investment enquiries however they are all smaller businesses looking to relocate from Edinburgh or surrounding areas. Page 103 of 290
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Property Assets This quarter our Estates team concluded the sale of the Leadburn dwelling and the sale of the former Loanhead Police Station (subject to planning consent). In addition, the conclusion of the acquisition of 3 houses under the Ukrainian Resettlement Programme. In conjunction with Midlothian Energy Limited (MEL) the team concluded options into future heating alternatives for the Bonnyrigg Heating Scheme Planning Following the adoption of the National Planning Framework No.4, the Planning Service formally commenced its review of the Council’s adopted spatial strategy, the Midlothian Local Development Plan 2 (MLDP2). The first phase consisted of engagement with community groups, key agencies, the development industry, local residents and elected members. This engagement was ongoing throughout 2023/24 and continues into 2024/25. At its meeting in June 2024 Council approved the MLDP2 Evidence Report, including setting a Local Housing Land Requirement at 8,851, for submission to the Scottish Government for ‘Gate Check’. This is the first major milestone in the MLDP2 process. The Evidence Report has now cleared the ‘Gate Check’ process, the second Council in Scotland to clear this process. Building Standards Although performance targets in relation to building warrant applications issued are off target this quarter, our Building Standards service continues to provide a high level of customer satisfaction against an increasing service demand. The Building Standards service review has been agreed and the first phase now implemented. The new service structure will now seek additional resource to manage the increase in workload and meet the nationally agreed service level performance targets. Page 104 of 290
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32 24 23 37 20 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of new Business start ups (quarterly) 81% 79% 75% 70% 80% Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 % of planning applications completed within target of 80% Planning, Sustainable Growth & Investment–performance Social media 1,736 Locate in Midlothian followers. 2,436 Business Gateway followers 10 weeks Average time to determine planning applications for local developments. 66 weeks Average time to determine planning applications for major developments. 21 Businesses signed up to the Midlothian Business Green Pledge this quarter (increase from 15 in Q2 23/24) 12 Social enterprises supported this quarter (12 in Q2 23/24) 52 ‘Planning to Start’ enquires/submissions this quarter (decrease from 56 in Q2 23/24) 5 Instances of Local Growth Advisor support (LGAS) this quarter 2 ‘Strengthen your business’ enquiries this quarter Page 105 of 290
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58.85% 60.74% 59.08% 54.44% 54.02% 45.71% 44.41% 38.03% 34.35% 40.50% 70.62% 69.70% 67.75% 67.76% 68.27% Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 % of school meal uptake Primary Secondary Free school meals 101.62 102.45 106.76 109.1 106.96 103.82 107.28 105.75 107.84 109.03 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Percentage of cleaning hours against budgeted hours achieved primary school Secondary school 5.71% 5.15% 5.21% 4.98% 4.35% Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Target less than 7.5% of waste Property and Facilities – performance 6.7 nursery and primary school meals prepared per hour this quarter (7.27 compared to last year Q2 23/24) 9.05 secondary school meals prepared per hour this quarter (8.46 compared to last year Q2 23/24) TARGET: APSE national average 8.84 meals prepared per hour Percentage of school meal food waste Page 106 of 290
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Health and Wellbeing Key achievements Q2 24/25 Catering Services The percentage of Secondary school meal uptake this quarter has increased to 40.5% and continues to sit above the APSE average of 36.23%. This is due to changes made to the menu offered to secondary schools to attract pupils back into the dining room. The percentage of Primary school meal uptake for quarter 2 was 54.02% and again remains steady compared to previous quarters. Primary school meal uptake continues to sit well above the APSE average of 41.24%. The percentage of school meal food waste has decreased to 4.35% from 5.74% compared to the same period last year. In addition, our Catering Service were awarded the Bronze Food for Life Award and the Pro-veg School Plates Bronze award. Across Sport and Leisure services, our Tonezone memberships continues to grow through improved marketing and promotion with a total of 4,527 memberships up to the end of quarter 2. An increase of 8% compared to quarter 2 of last year. Towards the end of quarter 1, a new Sport and Leisure mobile app was launched. The new app makes it easier for customer to access and manage their account, book classes, get live pool updates, news and Active Schools information. The app had 500 downloads within the first week of launch. By the end of quarter 2 the app now has over 8,000 users. Our app can be found on the Apple and Google store. 1,765 primary 4 pupils attended free swimming lessons this quarter (within a 5 week block) after an effective system was put in place from our programme development officer. Page 107 of 290
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Our Alpine coaster at Midlothian Snowsports Centre opened successfully on the 14th of September. The overall length of the coaster is 980 meters (315 metres uphill and 667 metres downhill) with a vertical drop of approximately 170 metres. After a successful communications campaign the coaster was fully booked since its opening weekend to the 13th of October with 11,479 tickets being sold. Our Active Schools Midlothian Sharing good practice, our Midlothian Active Schools Young Ambassador programme was delivered by our Active Schools team as an opening presentation at the East Regional Young Ambassador conference this quarter. All Midlothian secondary schools were engaged to deliver the programme. Using a similar model to Edinburgh Leisure and Active Schools, we have extended our partnership with Edinburgh college into our health and fitness courses with opportunities for placements within our centres. Our summer holiday programme was well attended generating income and resulted in a good base to build on for future years. Midlothian Active Choices (MAC) is a sport and leisure physical activity referral programme, aimed at adults who are inactive and experience various health conditions. The programme offers a range of supported activities across Midlothian to help manage these health conditions. This quarter saw 1,653 Midlothian Active Choices attendees, an increase of 8% compared to the same period last year. 444 new referrals were received after completion of MAC sessions showing an increase of 20% compared to the same period last year. Page 108 of 290
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65,520 39,881 80,164 70,366 77,017 44,405 24,016 45,613 52,615 57,321 22,099 21,589 30,661 28,187 28,223 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of attendances at Sport and Leisure facilties (quarterly) All facilities (excl pools) Swimming pools Outdoor facilities -pitches/pavillions 4,193 4,574 4,628 4,386 4,527 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 1,529 1,414 1,447 1,670 1,653 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of MAC attendees (quarterly) 370 341 379 416 444 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of new refferals after completion of MAC sessions (quarterly) Ageing Well £331,817.45 £328,623.85 £341,220.85 £368,200.35 £372,559.38 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Sport and Leisure - performance Number of Tonezone memberships (cumulative) Midlothian Active Choices (MAC) 728 660 660 741 780 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of activities offered by Ageing Well to 50+ age groups (quarterly) Total income generated from Tonezone memberships Page 109 of 290
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Capital Investment Programme As Scotland’s fastest growing local authority area, it is critical to delivery that investment in community infrastructure, such as housing, the learning estate, economic investment and green infrastructure, is in the right place at the right time. This will help our communities to live well, live locally and prosper. How we invest in community infrastructure must also respond to changes in our working and living patterns brought about by the pandemic. Communities need to be able to readily access the services they require. Capital investment is also an opportunity to support our local economy through job creation and skills enhancement, particularly in relation to supporting a transition to a green economy as we invest in sustainable, highly energy efficient buildings. As a growing Council, we have the opportunity to transform parts of Midlothian in a way that reflects how we live now. We will invest in community infrastructure with a focus on place-making, reducing inequalities, improving economic opportunities and improving education and health and wellbeing outcomes. The Capital Investment Strategy brings together many strands of the Council’s activities to build upon our past successes and drive forward innovation in a co-ordinated and achievable manner for the benefit of Midlothian and its citizens. The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time for the maximum benefit to Midlothian. The extensive capital programme delivers new schools, a record investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the new low carbon heat network in Shawfair. To ensure Midlothian is ‘building back better’, this investment is also creating new jobs, apprenticeship opportunities, opportunities for businesses and communities and families hard-hit by the impact of the pandemic. These new opportunities help lead the way out of the pandemic and towards a better future for Midlothian. The Education Learning Estate Strategy programme has been developed and is subject to regular review meetings with Education and stakeholders to ensure effective monitoring, reporting and delivery of improvement and expansion of the Education estate including Early Years provision. This currently covers approximately 30 projects at various stages of development. Page 110 of 290
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Midlothian Council is overseeing a significant housing programme. Phase 1 provided 864 additional houses within Midlothian. The total number of new homes from phase 2, 3 and 4 is currently estimated at 1134, comprising of 489 from phase 2 budget and 645 from phase 3 and 4 budgets. Progress continues with 645 homes currently being constructed on site either through commencement of enabling works or main contract works as of November 2022. An additional 327 homes are funded for delivery in phase 5. This included the largest Passivhaus programme in Scotland, with 191 homes to be built to the exacting Passivhaus standard, in line with Midlothian Council’s Net Zero Housing Design Guide. This ensures exceptionally high levels of energy efficiency and low utility bills for our residents. At present any further Passivhaus developments are paused for a cost benefit analysis exercise. Challenges and risk Over recent years, innovative ways of working have been introduced and services adapted at pace to respond to the needs of our citizens, in particular those experiencing the greatest levels of poverty and inequality. Our services are continuing to build on this learning moving forward, harnessing the energy, flexibility and creativity demonstrated by our workforce, to embed a culture of continuous improvement and innovation across Place. Growing Council In addition to the financial sustainability challenges, other challenges for Midlothian continue in the cost of living crisis, the growing and ageing population and the increasing demand for services that this brings. The recent Census results 2022 highlights that Midlothian remains the fastest growing local authority in Scotland with an increase of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometre compared to the Scottish average of 69.8. Page 111 of 290
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This growth creates the opportunity to meet the housing need with 25% of new homes being built in the affordable housing bracket, in addition to the expansion in Council house building. This construction will directly support employment and will see a steady increase in the value of Council Tax income received over time. The approved Capital Strategy sets out the infrastructure required to meet those demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. Encompassing five main themes the City Region Deal will bring significant investment across the regions with total investment of circa £1.3 billion across: • Data Driven Innovation: £751 million • Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million Through the Data Driven Innovation strand the Deal will leverage existing world-class research institutes and commercialisation facilities in order that Easter Bush becomes a global location of Agritech excellence. The Easter Bush project includes significant investment in transport infrastructure along the A701/2 transport corridor. In addition, by improving on-site infrastructure at Easter Bush and transport infrastructure, The University of Edinburgh expects commercial partners will be able to co-locate at scale to commercialise Agritech breakthroughs. Risk The Council’s Strategic Risk Profile is presented retrospectively to Audit Committee quarterly. The most critical risks to the Council are Financial Sustainability, Climate Change and the Change Programme. Corporate Solutions is key to the delivery of mitigating actions to these risks; through strategic planning and the Medium Term Financial Strategy and driving forward the Council’s transformation programme to drive change and redesign services. Page 112 of 290
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31 Pentana Performance Dashboard – Q2 24/25 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) Page 113 of 290
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Corporate Solutions delivers forward looking services fit for a modern 21st Century organisation, with the citizen at the centre of service redesign. Corporate Solutions encompasses Human Resources, Digital, Customer Engagement, Legal & Governance, Corporate Resources, Transformation PMO and Continuous Improvement. Corporate Solutions supports the whole Council, delivers services to internal and external stakeholders, plays a key role in the delivery of the Council’s Medium Term Financial Strategy and ensures organisational compliance, develops the workforce, and advances transformation. Transformation and opportunities Transformation Blueprint (2023-2028) Reprioritisation and redesign are crucial to balancing the Council’s financial position, as well as preparing for further challenges, continued growth, and unknown changes that we will face. The Council’s three strategic aims, as set out in the Single Midlothian Plan are: • Individuals and communities have improved health and learning outcomes. • No child or household live in poverty. • Significant progress is made towards net zero carbon emissions by 2030. The Transformation Blueprint was approved by Council in 2022 and sets out key areas of concern that need to be addressed over the next five years. Corporate Solutions Q2 24/25 Performance report Cabinet Tuesday 5 November 2024 Item No 5.7 Page 115 of 290
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Transformation Blueprint Objectives 1. Support the Council to address the 5-year funding gap outlined in the Medium Term Financial Strategy (MTFS) 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible ensuring that all staff have the necessary skills to work effectively supported by digital technologies that fit for a 21st century workforce. 4. Design a workplace for the future delivering services in a holistic and integrated way. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which improve outcomes. The Council’s Transformation Blueprint provides the framework for opportunities to change the way services are improved and delivered to be more efficient. Corporate Solutions has a particular focus on delivering digital first approaches, embedding automation to improve customer access to services and hybrid working. We will continue to work to address the inequalities that our communities face, respond to the demands of being the fastest growing local authority in Scotland, and deliver our vision of being a great, green place to grow. Page 116 of 290
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Aligned to the Transformation Blueprint, Customer Engagement priorities for 2024/25 are set out below: • Continued rollout and implementation of Customer Service Platform • Reviewing service delivery across all Contact Centre teams • Increased use of eResources • Community and school library design • Active promotion of library space, for Council and partner services, and enable out of hours access for communities • Rollout of the Hub and Spoke delivery model with libraries providing and facilitating increased local service provision • Refreshed Customer Engagement Strategy including revised communications and engagement plan • Launch of the new mobile One Stop Shop in partnership with the Third Sector • Increase income within Registrars through alternative ceremony offer Communications and Marketing: • Promoting the council's vision, strategy and plans such as a Great Green Place to Grow, Transformation Blueprint, Wellbeing Strategy, Climate Change Strategy and carbon charter to internal and external audiences. • Raising awareness of the ways that people can take part to influence how public services operate e.g. public consultations such as Midlothian Local Development Plan, town centre regeneration projects, and school catchment area consultations. • Supporting service redesign and the delivery of change, e.g. supporting the shift to the new customer service platform which will enable citizens to do much more online. • Promotion of behavioural change, for example by encouraging residents of Midlothian to recycle more or travel more actively or improve their health and wellbeing. Customer Engagement Page 117 of 290
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Key achievements this quarter: Library services Our library services continue to transform and thrive in responding to the needs of our communities. This quarter overall figures for library visits remain high although there has been a 11% decrease in physical library visits compared to the same period last year. 40,111 virtual library visits were made this quarter, an 8% increase compared to this period last year and 3% increase compared to last quarter. Similar to the previous quarter, the increase is mainly a result of more customer visits to our online catalogue which has increased in popularity since the library management system was upgraded this year. Library membership continues to increase with a 5% rise in members compared to the same period last year and a 3% compared to last quarter. This quarter a new partnership was developed with the Royal National Institute for Deaf People (RNID). Working with volunteers, sessions were held in Dalkeith Library providing hearing checks, hearing aid maintenance and repairs and general information and signposting. The sessions will be extended throughout the year once more volunteers have been brought onboard. August saw the launch of Midlothian's second Near Me location at Dalkeith Library. Near Me provides a safe, secure private space for appointments and supplies the technology and support for people to access them. The space in Dalkeith Library is in addition to the space in Gorebridge Library. In partnership with Midlothian Foodbank, new processes were put in place with Penicuik Library allowing food parcels to be collected from the library rather than residents travelling to the foodbank centre located at Gorebridge. Page 118 of 290
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1,617 library events were held during quarter 2 which is an increase of 12% from the same period last year. This covers regular events and activities for both adults and children as well as standalone events and reflects additional classes and sessions ran this quarter. The theme for this year’s Summer Reading Challenge was Marvellous Makers focussing on all things crafty and creative with libraries across Midlothian running a host of free creative events from junk modelling and Lego animation to music making and storytelling. Nearly 1,000 children signed up for the challenge with 52% completing it. Children signed up from 30 of our 31 primary schools with a further 18 schools outwith Midlothian also being represented. This was particularly evident in Loanhead Library where participants came from 30 different schools with 15 outwith Midlothian. Total issue figures increased by 11% compared with the same period last year with over 22,000 issues for print and e-Resources. 179 events were delivered as part of the Summer Reading Challenge as well as 114 Bookbug story, song and rhyme sessions. Over July and August 1,816 adults and 2,068 children attended Bookbug and overall attendance at events was up 8% compared with the same period last year. All events were promoted as part of the Council’s wider summer event programme which helped to increase audiences. “E really enjoyed the Summer Reading Challenge. She liked counting down the number of books she read & loved putting her stamps on the sheet. It kept us reading regularly as a family. Thank you 😊😊” “My daughter has really enjoyed taking part and it has been good to see her still enjoying reading especially through the “long” holidays. Helpful for long journeys and rainy days” “We all love visiting the library & getting new books. The Reading Challenge is a great reminder to actually come and get new ones so we can read a greater variety” “This Challenge encouraged my daughter to read more books during summer holidays – she was very keen & excited to collect the stickers, stamps + the medal at the end. She enjoyed the hunts in the library too! Summer Reading Challenge Feedback “I really enjoyed The Reading Challenge. I really like to ready with mummy & daddy at bedtime. It’s the best ever xx” “I thought this was a fun idea since I love reading and yeah!” Page 119 of 290
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Channel shift Channel shift work continues with the rollout of customer services through our Customer Service Platform. This quarter focused on the re-development of Waste Services replacement bin workflows to aid the service in managing customer demand. Several other service requests continue in test phase and due to go live in 24/25: • bulky uplifts • online application forms for school clothing grants and free school meals • general enquires • direct debit online sign up for Council Tax, rent and other payments • access protection markings requests • Subject Access Requests • Vogrie parking passes • Garden waste direct debit sign up This quarter our Customer Services team collaborated with Waste Services to introduce a more dedicated role within Waste Services to manage escalated customer contact. This role is having a positive effect on dealing with repeated customer contact and resolving ongoing customer queries more efficiently. This quarter contact centre call numbers have remained steady with a slight increase in calls received compared to the same quarter last year and 18% decrease compared to quarter 1 this year. Quarter 2 shows an increase in the percentage of online customer contact against telephone contact with channel shift figures showing 13% compared to 11% in quarter 1. Email contact has decreased by 8% from the same period last year with 11,650 emails handled by the contact centre during quarter 2. This can be attributed to changes made to customer forms which now go directly to the service which means quicker responses direct to customers. The number of webforms received via the contact centre has also decreased this quarter after the launch of the missing bin form via our Customer Services Platform. The number of webforms handled by Contact Centre staff will continue to reduce as more services are automated and rolled out through the Customer Services Platform. Page 120 of 290
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Due to a reduction in call volumes this quarter compared to last, the percentage of calls answered within 120 seconds has improved from 48% during quarter 1 to 67% in quarter 2 with call abandonment rates also reducing to 10% compared to 17% in quarter 1. This abandonment rate calculates the total number of calls that come into the call queue and then leave the queue. There is no ability to analyse why calls are abandoned, callers may choose to hang up because they would rather not wait, or they have called at an inopportune time. Front-end messages are updated on contact centre lines to provide information to the customer waiting, for example, if a whole street of bins had been missed, this would be reflected in the front end message. Lines also have messages directing people online to carry out transactional activity. With work ongoing via our Customer Services Platform and the Revenues Improvement Programme, to implement e-billing and self-service through 2024/26, we expect call volumes to reduce over time as more people move to self-service, resulting in a higher percentage of calls answered within our customer target response times. Stage 1 complaint responses across Corporate Solutions are off target this quarter with 86.1% of stage 1 complaints responded to within 5 days. As part of the implementation of the new online complaints portal, there has been an increase in stage 1 complaints received through this self-service option. However, some of these are service requests and not complaints, and work is ongoing to better signpost customers to service request options that are more appropriate. As a result, complaint volumes for Corporate Solutions has decreased by 19% over quarter 1 and 2 of this year compared from the same period last year. Communications and promotion Our communication and marketing team continue to support services across the Council by promoting key initiatives on our social media platforms, news releases, website and community radio channel. Key successes this quarter include: The Summer Activities Campaign launched between June to August 2024. A creation of a one-stop shop webpage was introduced promoting all free and paid activities. 70 lamp post wraps were distributed, and 85 sets of posters issued to sites across Midlothian. Daily posts were added to our social media accounts to target events which were undersubscribed. The campaign led to 6,453 visits to the webpage, making it one of the most popular pages on the Council website for that period, with an average of 570 visits to each of the 15 supplement pages on the directory. Positive results were seen across council services with an increase in library summer event attendance, print and e-Resources issued, the most summer sessions booked as part of the Community Lifelong Learning and Employability programme, an increase of repairs at the summer Dr Bike events held by Active Travel and an increase in income for the Sport and Leisure summer programme with 39 of 49 sessions making a profit and 19 sessions fully booked. Page 121 of 290
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The Launch of the Free School Meals Campaign from June 2024 onwards. Promotion was carried out through two press releases targeting the application process and encouraging parents to apply prior to the summer break. The campaign was also promoted via our social media channels. The best performing Facebook post reaching 8,238 with a total reach of 37,077. Twitter (X) reaching a total of 7,090. The campaign saw 1,541 unique visitors to the free school meal and clothing grant webpage with overall page views increasing by 435 compared to July last year. 500 applications were received prior to the main social media campaign being launched and following the second press release and social media campaign a total of 1,149 applications were received. Local Transport and Active Travel public consultations. A single landing page was created which directed the public to both consultations. Activities to promote these consultations took place. Promotion was carried out via press releases, posters in libraries and paper copies of the surveys being made available. Regular social media promotion of both surveys took place as the survey was live and an additional, more intensive social media promotion 10 days prior to the closing date. Across the 48 social media posts, the launch post achieved 15,630 impressions alone, with the rest of the posts accumulating 136,553 in total. While the average impression for each post was 2,845, the increased activity in the countdown to closing date increased impressions to 3,225, with the most popular post receiving 5,742 impressions. The Active Travel Survey received 178 responses from the public and 12 from organisations/stakeholders. The Local Transport Strategy received 256 responses with 10 from organisations/stakeholders. Alpine Coaster opening. Activities to promote the opening of the coaster and maximise bookings and income consisted of editing and uploading of GoPro video to our website, YouTube and social media channels. Across all channels the promotional video received 896,513 views. A new website page was created with general information and links to download the new sport and leisure app to book online. This received a total of 95,621 views. Content also included ribbon cutting, first passenger celebrations and opening day announcement. The best performing post was on Facebook reaching 877,310 news feeds with 52,951 engagements. The opening of the Alpine coaster attracted press coverage in media including BBC, Daily Record, Herald, Edinburgh Live, Evening News, Midlothian View and Midlothian Advertiser and was featured on STV. Maximum press and influencer interest was received including an Instagram video of the ride by influencer which was played 6,646,418 times. Easthouses Primary School opening event. Activities to promote the opening of new school and encourage people to attend tours/events included various social media campaigns with best performing post was on Facebook reaching more than 14,800 news feeds, alongside media releases issued on handover week and featured in Midlothian View, Evening News, Midlothian Advertiser as well as trade press. A video ‘sneak peek’ on Youtube was viewed 1,578 times. More than 200 local people attended the open day on Tuesday 13th of August and positive feedback was received about the facilities. Walk the Line event. The annual Ageing Well walking event was publicised to drive sign-ups from all age groups, highlighting the health and social benefits of staying active in later life. Promotion of the event was carried out through a media release with photographs taken at Dalkeith Walking Rugby Club, a website piece, updated leaflet produced by in-house graphic designer, further adapted for use on social media. Supporting social media posts were scheduled from August through to the event itself in late September. One of the best performing was from the day of the event itself, which created 8,058 impressions, and 33 engagements. 103 people signed up in total for the event. Page 122 of 290
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37,200 38,333 40,123 38,762 40,111 153,262 144,133 158,023 146,809 136,493 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of Library visits (quarterly) Virtual Phyiscal 34,668 33,837 34,312 35,375 36,428 668 416 369 321 539 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of Library memberships Child memberships - new Total 36,784 35,833 42,358 45,296 37,084 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of Contact Centre calls(quarterly) Customer Engagement – performance measures 13% Customer contact received digitally (webform versus telephone) this quarter. 67% of calls this quarter answered within 120 seconds 1,208 Contact Centre Webforms received this quarter (decrease from 1,775 in Q2 23/24) 11,650 Email contact handled this quarter (decrease from 12,855 in Q2 23/24) Social Media 22.4k Midlothian Council Facebook followers 18k @midgov twitter followers 1,617 Library events held this quarter. 1,008 Children’s library initiatives taken place in Q2. 640 Library customers supported with digital queries in Q2. Library services Customer contact Page 123 of 290
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To achieve the Council’s strategic priorities, we recognise that people are our most important asset. Workforce is a key priority in the Council’s Transformation Blueprint. The Council aims to attract the best talent, grow our own talent ensuring there are clear progression pathways, ensure our workforce feel engaged, valued and motivated and importantly, empower our staff to enable them to reach their full potential. Our workforce vision is to work as One Council using our knowledge, experiences and sense of shared endeavour to collaborate and think creatively and innovatively so that our people can deliver life-changing impacts for our communities. Our ways of working mark a clear desire for cultural change and a shift towards a more agile and modern operating model. In order to ensure a thriving workforce, key areas of focus for 2024/25 are: • Investment in Organisational Development through focused programmes of work e.g. launch of Managers Forum, refresh of Leadership Forum • Development and delivery of the new Workforce Strategy 2024-2029 • Completion of workforce plans in all services, with a particular focus in high risk areas, aligned to the new Workforce Strategy • Continued rollout of the Wellbeing Strategy with measures to demonstrate impact and visible contribution to reducing absence levels • Development and delivery of the Recruitment Strategy aligned to the Workforce Strategy Key achievements this quarter: Wellness@Midlothian The rolling programme of Wellness@Midlothian initiatives continues to support the positive health and wellbeing of our staff. This quarter 20 wellbeing events were held covering financial support, carer support, physical wellbeing and information sessions. A total of 166 staff attended various events. Human Resources Page 124 of 290
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Financial support for our employees: • Two onsite visits from Lothian Pension Fund at Stobhill depot and Saltersgate School • Through Affinity connect, a pre-retirement course was delivered • 4 webinars from Money Advice Scotland were promoted to all staff • An onsite visit from Capital Credit Union at Saltersgate School. • 6 Additional Voluntary Contributions Wise webinars were promoted to staff • A Home Energy Scotland event was held at Saltersgate. • Money advice campaign was promoted to staff on cost of living topics, Blue Badge and Social Security benefits. Events to support employees with carer responsibilities • A Vocal Carers Managers online forum was held • On site visit from the Vocal Carers Centre • 3 sessions held at Cowan Court on staff wellbeing with additional trauma session and 1 to 1 staff wellbeing sessions with HSCP leads • A MacMillian Cancer support coffee morning was held at Fairfield House. • In terms of physical health and wellbeing, health checks were carried out at Saltersgate school, providing employee wellbeing information and details of where to seek support on a large range of topics. Two employee health walks delivered by our Active Travel team. Absence and case management The HR team continue to proactively work with managers and their teams to support them in their absence management, helping to tackle and reduce sickness absence, complimenting the range of health and wellbeing support provided by the Council to all employees. The HR team provides training for managers in absence management processes and provides management information to enable managers to measure and manage the long and short term absence in their areas. This work is resulting in progression of absence cases, capability hearings and return to work as well as the more efficient management of employee relations cases to bring these to a conclusion. This quarter the number of long term absence cases supported by HR reduced to 102 from 147 during quarter 1. Page 125 of 290
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HR commission services including an Employment Assistance Programme, Physiotherapy services, Occupational Health and work in partnership with local and national agencies to offer counselling, health and lifestyle advice, health plans and treatment guidance for the workforce. Employees can self-refer to the Employment Assistance Programme from MCL medics which provides lifestyle support regarding relationship issues; work/life balance, stress, nutrition, sleep and can be accessed 24/7. 8 sessions of counselling can be offered free of charge, where the employee requires this level of support. Physiotherapy services of up to 4 free sessions can be accessed by the employee to receive treatment and advice for musculoskeletal injuries and various health conditions to improve movement and mobility. Our Human Resources continue to support various employee relations cases with a few long standing cases closed this quarter. All business partners attended a half day settlement agreement HR academy sessions at Brodies (Solicitors) during September. In addition, mediation training was provided to a small selection of interested staff. The result of this training will give managers the tools to carry out mediation to reach a quicker resolution between our employees and reduce cases escalating. Investing in our workforce Work commenced this quarter on the development of the Workforce Strategy 2024-29. The key aims of the Workforce Strategy is to ensure talent is available when needed, prepare for the future by anticipating and planning for change, be agile, aligning processes and organisational priorities and mitigate current and future workforce-related risks. Using an evidence based approach, interviews were held with all key stakeholders over circa 6 weeks to gather information to inform the Strategy. As part of this work the Employee Survey launched this quarter to gather as much feedback from our employees as possible which will inform the Strategy development process. The Leadership Forum continues this quarter. Two forums were held focussing on Digital Transformation and Equalities and Inclusion. The new Managers Forum continues to support management staff. The forums also provide a safe space for leaders and managers to share experiences. Continued promotion on supports available to all staff took place this quarter with the promotion of MLC medics health booklets, access to work details, eye voucher information, mental health and wellbeing booklets, occupational health referral information, physiotherapy referral forms and HR polices on menopause promoted to all staff. Carers and staff wellbeing directory was also shared with managers and staff. 8,311 staff accessed our mandatory e-learning courses this quarter compared to 5,885 staff accessing courses last quarter. Courses include training on Bribery Act 2010, Information Security and GDPR, procurement fraud, cyber security, records management and threat of terrorism. In conjunction with our Equalities team and the joint Public Protection team, evidence was pulled together for the Equally Safe At Work accreditation with submissions due in October. Page 126 of 290
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Workforce measures We track our employee turnover rates on a half yearly basis by expressing it as a percentage of employees overall when taking account of all leavers. Consideration of the levels of turnover across services, locations and particular groups of employees helps to inform workforce planning and resourcing. Compared to last quarter, staff turnover rates have increased this quarter to 2.6% from 1.9% during quarter 1. This increase is usually expected due to the time of year and reflects teaching staff who left employment in August. The gender pay gap measures the average female pay (£19.91) versus average male pay (£20.30) within the organisation. The figures show that the Council has more male staff at higher rates of pay by 1.92% this quarter which shows a reduced pay gap compared to the same period last year at 2.22% The percentage of female employees in the top 5% of earnings continues to gradually increase compared to the same period last year with 122 female employees in the top 5% of earnings compared to 113 during quarter 2 of last year. Sickness absence rates for all employees has slightly increased compared to the same period last year with average sickness days at 6.51 for this quarter compared to 5.17 during quarter 2 in 2023/24. Data shows similar results for Corporate Solutions where the average number of working days lost due to sickness absence this quarter is 5.25 compared to 4.35 for quarter 2 of 2023/24. Of the FTE days lost, 72% was due to long term sickness, 14% self-certified, 14% short term absence. Work continues with each service area to review attendance levels and support those absent to return to work. Page 127 of 290
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2.22% 2.74% 2.70% 2.65% 1.92% Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Gender pay gap between average hourly rate of pay for male and female (all employees) Scottish Average (3.51%) 5.1 8.3 11.7 3.1 6.5 2.2 4.4 6.4 1.8 2.7 6.3 9.9 13.8 3.6 8 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Average Sickness Absence days All employees Teachers Local Government workers 2.9% 1.8% 2.26% 1.9% 2.6% Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 % of staff turnover (quarterly) 8072,389 1,797 16-30 31-50 over 50 Human Resources – performance measures 102 Long term absence cases ongoing this quarter 98 Occupational Health referrals via OHIO this quarter 17 HR cases in progress this quarter 275 Physiotherapy referrals made this quarter No. of staff by age group 1,224 (24%) Employees with over 15 years of service 247 Leavers at end of Q2 (cumulative figure) 65.2% of employees are Midlothian Residents Employee Health and Wellbeing Workforce demographics 122 female employees in top 5% this quarter. • 21 wellbeing events held this quarter with 166 attendees • 8,311 employees accessing mandatory eLearning courses • 1,073 employees accessing non-mandatory eLearning courses Page 128 of 290
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Digital solutions underpin the Transformation Blueprint. Key work streams include: • Review and refresh of the Council's Digital Strategy, including reprioritisation of projects to enable change and transformation • Development of a data analysis capability and pilot projects such as multi-source analysis of cost of living data and streamlining of performance and other standard reporting • Expanding digital automation efforts via Power Automate, to improve efficiencies and process quality • Continued rollout of compliance and cyber security protective measures, including attainment of PSN and Cyber Essentials certification, staff training and engagement and establishing a Security Operations Centre • Deepening the adoption of Microsoft O365 capabilities and applications to enable organisational efficiencies, collaboration and lay the foundation for future AI initiatives • Delivering service improvements in frontline teams through projects such as the digital transformation of Neighbourhood Services • Continue the roll-out of the Customer Services Platform solutions to promote channel shift • Equipped for Learning: support the EfL project to provide best in class, secure digital ecosystem for optimal learning outcomes • Developing Council telephony digital strategy and implementing upgrades to education estate • Upgrading all Windows devices to the latest operating system standard (Windows 11) • Ensure all digital aspects of Council operations are well supported and operational Key achievements this quarter: Education and Equipped for Learning As part of the equipped for learning project, the procurement process for new Wi-Fi hardware in schools was completed this quarter. The new Easthouses Primary School infrastructure and digital hardware provision was completed on schedule. 377 PCs in schools were replaced and 147 PCs reimaged. 267 laptops were updated as part of the Windows 11 upgrade programme. Digital Systems and Infrastructure A range of improvements have been completed this quarter to facilitate a more efficient organisation and improve how we work: Digital Page 129 of 290
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• The next phase of the Scottish Wide Area Network (SWAN) migration is underway. SWAN is one of the most significant single public sector ICT initiatives ever undertaken in Scotland. The programme establishes a single shared network and common ICT infrastructure across Scotland’s public sector. This quarter 50% of our 52 SWAN internet circuits across the region have been migrated to SWAN2. • Further reduction in on premise hardware after the recent replacement of file services. Two servers were to replace 8 old pieces of hardware (2 servers, 2 switches and 4 storage arrays). • As part of the Windows 11 upgrade, the Corporate Laptop Windows 11 refresh pilot was complete (approximately 50 devices) and the mainstream staff device upgrade workstream is now underway. Roll out of Microsoft 365 across the whole corporate estate was completed last year, enabling widescale collaboration and co-production with work efficiencies now being realised in many ways across various service areas. Phase 2 started in December 2023, focusing on user adoption, service-level workflow re- design, SharePoint deployment, software rationalisation and data reporting and visualisation. Progressing with the roll out of SharePoint and OneDrive for corporate users by engaging with Infotechtion (a leading M365 delivery organisation), who are providing advice and guidance for key parts of the project. Various activities have taken place this quarter to support staff with M365 across the organisation including: • Completion of the SharePoint Hubs initial framework. • Successful roll out of Teams and SharePoint for sharing with external organisations. • Sharing of M365 forms externally, outside the organisation now enabled. • 365Tribe commissioned for a 12 month staff engagement and training programme to build upon internal knowledge and capacity. • SharePoint consultant engaged to provide first generation of a new M365 based intranet site as a first step to replacing the existing vulnerable site. Page 130 of 290
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Cyber Security Work continues this quarter to maintain and strengthen our cyber security and includes: • Leadership Forum cyber security business resilience training and CMT Crisis Communication Training sessions held this quarter. • Responded to several cyber security related incidents. • Provided Cyber Security support to the general election. • Numerous security upgrades and patching work was completed in line with National Cyber Security Centre guidance. • Provided security oversight onboarding new applications and technical services. Page 131 of 290
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40 9 Planned Complete 49% 53% 58% 58% 61% Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 % of IT helpdesk incidents complete within 48 hours (quarterly) Digital – performance measures Key Digital projects Cyber security performance Progress of total number of Customer Service Platform modules (cumulative) 346,508 Midlothian Council Website visits this quarter (242,239 website visits in Q2 23/24) 100% of Cyber Essentials and PSN implemented 57% of cyber security training complete 35% of Neighbourhood Services digital project complete Website Customer satisfaction and helpdesk Digital Services Customer satisfaction rate: 4.6 out of 5 for quarter 2 Page 132 of 290
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Key priorities for the service in 2024/25 • Redesign of business processes to achieve efficiencies across all of Corporate Resources • Making more use of current applications to enable self-service e.g. viewing Council Tax and rent accounts online • Continued upgrade of applications supporting the Council’s transformation agenda e.g. increasing automated and online payments Key achievements this quarter: Invoicing Work continues in the rollout of invoice approval processes. Moving away from paper-based invoicing to invoice approval system management allows for a greater level of audit, performance management and data, leading to more up to date financial monitoring and real time reporting. The Business Applications Team continue to work with Scottish Government’s e-commerce team on next steps for the e-invoicing programme and onboarding of suppliers to this service. The rate of invoices paid on time across the Council this quarter was 92.3% (target is 95%). A total of 47,355 transactions were processed up to quarter 2, of which 41,081 are included in the Statutory Performance Indicator (SPI) invoice calculation with an average of 11.7 days to pay an invoice. The team made 4,584 direct payments to bank accounts to cover free school meals during the holiday periods, Ukrainian Host payments and Business Covid recovery grants. 1,690 internally generated payments were processed including grants, corporate appointees, salary deductions and treasury activities. Business application upgrades were completed this quarter for DRS (dynamic scheduling tool for Property Maintenance). The ONE Housing system upgrade and implementation of a mobile app for Legend system was also completed this quarter. Corporate Resources Page 133 of 290
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A new 5 year contract was awarded for our finance system Integra and employee management system, ITrent. Procurement of insurance claim control software was completed this quarter with a 3 year contract awarded. An annual review of all casual employees within our Itrent system was completed. Two Business cases for the Customer Payments project and Open Revenues Project were completed and recommendations accepted to commence these transformation projects which will result in improved customer experience and reduce manual internal processes. Payroll This quarter improvements were completed and implemented to manage our employee processes more effectively and efficiently. A workflow was introduced for the purchase of annual leave. Improvements to the business process for unpaid special leave and mileage was introduced to improve our payroll processing. Supporting the Cost-of-Living Crisis Requests for crisis funding continue to remain consistently high with only a 1% decrease in applications received over quarter 1 and 2 compared to the same period last year. 76% of our total Scottish Welfare Fund (SWF) budget up to and including quarter as been allocated. 3,480 applications were received for Crisis Grants and 668 received for Community Care Grants up to and including this quarter. This demonstrates the continued significant financial challenges faced by our communities. The successful recruitment of the Scottish Welfare Fund Assessors will not only allow the team to respond and address the current backlog of processing activities but also analyse the reasons for the high number of applications and refusals to identify preventative activity to mitigate people reaching this crisis point. This is identified as a key action in the Child Poverty Action Plan. In addition, 2,896 customers received help and support via housing benefits this quarter. The percentage of current housing rent arrears sits at 14.01% for Q2, an increase from last year of 11.77%. In year Council Tax collected year to date is 52.5% showing a similar rate of collection this time last year of 52.4%. It is anticipated that the Cost of Living Crisis is affecting households and their ability to meet all their household bills. Page 134 of 290
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1730 1464 1789 1,824 3,480 818 755 962 1,005 1,868 37 27 13 27 45 875 682 814 792 1,567 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of Crisis Grants (quarterly) received awarded declined ineligible Grant applications deemed as ineligible are in general those that have exceeded the maximum amount of 3 applications in a year or customers who do not meet the set criteria for the award. 46 50 54 48 63 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 New claims Revenues and Benefits 3999 3999 2531 5753 5364 2551 2579 2767 2890 2967 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of online transactions (quarterly) Rent Council Tax 52.5% of in year Council Tax collected year to date. 17 17 29 12 15 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Change of circumstances 385 280 320 344 668 141 91 94 120 239 6 0 3 4 5 238 189 223 220 424 Q2 23/24 Q3 23/24 Q4 23/34 Q1 24/25 Q2 24/25 Number of Community Care Grants (quarterly) received awarded declined ineligible 76% of Scottish Welfare Fund budget spent this quarter. Corporate Resources – performance measures £564,675 granted from Scottish Welfare fund for crisis grants £343,755 granted for community care grants in Q2. Scottish Welfare Fund Average processing times (days) Page 135 of 290
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Key priorities for the service in 2024/25 • Review of the Council’s governance framework with revised Standing Orders and Associated Scheme(s) • Implementation of the new Subject Access Request portal • Development of the new Procurement Strategy, with a focus on social value, the introduction of a Council wide approach to Community Benefits, and an increased focus on local procurement • Aligned to the Transformation Blueprint, undertake a review of Contract and Grant Management. Key achievements this quarter: Legal Services Various commercial transactions took place by our in-house legal team this quarter including: • Completion of the acquisition of a site for social housing at Mauricewood, Penicuik. The site has permission for 68 units and the Council may submit a further proposal for more/different housing mix. • Completion of sale of land and related land rights to facilitate the Hillend Substation as part of the Hillend project and completion of waiver in regard to Hillend Alpine Coaster. • Settlement on the sale of Station House, Leadburn. • Completion of 3 Golden Share Property transactions. • Grant of Discharge of Standard Security in regard to facility at Thornybank. • 13 Temporary Traffic Regulation Orders (TTRO’s) completed. • Grant of Deed of Restriction from Overage Security to facilitate land sale at Shawfair. • Grant of consent by the Council as heritable creditor to lease of part of Rosewell Community Hub. • Sale of garden ground at a property in Bonnyrigg. • Completion of S75 agreement for Inveravon House, Loanhead to secure developer contributions. Legal and Governance Page 136 of 290
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The legal court team continue to protect the Council’s interests and deliver suitable outcomes for children and vulnerable adults through attendance at court this quarter. Various activities were undertaken by our Court team this quarter including: • Response to 76 individual legal queries. • Raised 9 applications for guardianship and/or Intervention Orders under the Adults with Incapacity (Scotland) Act 2000. • Raised 3 applications for permanence orders/permanence orders with authority to adopt under the Adoption and Children (Scotland) Act 2007. • Raised 12 actions for recovery of possession under the Housing (Scotland) Act 2001. • Prepared for, and negotiated settlement of, a four-day permanence proof. • Provided ongoing advice to Children and Families Social Work in an opposed section 11 application under the Children (Scotland) Act 1995. • Provided substantial ongoing representation and advice in 2 ongoing permanence matters. • Provided advice and representation in relation to a substantial heritable court action. • Represented Children and Families in two actions for Child Protection Orders under the Children’s Hearing (Scotland) Act 2011. • Advised on three cases at the education Additional Support Needs Tribunal. • Attended and/or provided advice for 14 Adults with Incapacity/Adult Support and Protection Case Conferences. • Provided advice at 1 Adoption and Permanence Panel, for three individual children. • Provided advice to education on policy revisions in relation to two existing policies. • Provided advice to education on statutory duties. • Advised on proposed response to the Scottish Government AWI Consultation. • Advised on an appeal to the Sheriff Court of a placing request appeal and arranged for external legal representation. • Advised on implementation and readiness for UNCRC. • Advised Adult Services Social Work on statutory duties and liaised with Counsel. • Provided policy advice to the Data Protection Team and Education Authority relating to responses under Subject Access Requests and Pupils Educational Records (Scotland) Regulations 2003. Page 137 of 290
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Procurement Work undertaken this quarter includes: • 21 Tenders from the previous quarter have been managed but not yet completed on Public Contracts Scotland (PCS) at either final evaluation or recommendation stage. • 3 New Tenders have been issued (all on PCS) either at evaluation or recommendation stage. • 3 new quotes have been issued. • 9 mini competition have been issued on PCS. • 7 Direct Awards have been issued on PCS. • 7 Light Touch Agreements have been issued. • 65 New suppliers have been registered of which 13 are based in Midlothian. Page 138 of 290
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22 3 3 6 32 27 Q1 23/24 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of regulated procurement excerises undertaken Legal and Governance – performance measures Access to information 337 319 397 304 266 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of Freedom of Information requests recieved (quarterly) 49 46 49 50 54 Q2 23/24 Q3 23/24 Q4 23/24 Q1 24/25 Q2 24/25 Number of Subject Access Requests recieved (quarterly) 9 Legal commercial transactions carried out this quarter Page 139 of 290
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The Continuous Improvement team supports the required step-change to ensure that as an organisation we learn from feedback and complaints received and improve service delivery as a result of driving forward a culture of continuous improvement. Key priorities for the service in 2024/25: Working with services to focus on performance measures and supporting approaches which deliver improved outcomes, including: • The introduction of a revised Planning and Performance Management Framework (PPMF) and a newly developed Best Value Framework (BVF). • Revising the Midlothian Excellence Framework (MEF), our corporate self- evaluation tool, to reflect changes to the Public Service Improvement Framework (PSIF). • External data submission, monitoring and reporting of Local Government Benchmarking (LGBF), including maintenance of the LGBF dashboard on Pentana for elected members. • Key contact for corporate level external scrutiny activities such as the Best Value Thematic exercises undertaken by our external auditor. • Facilitating a review and update of all policies and procedures in place to deliver the Council’s strategic outcomes and ensure alignment with overarching strategies. • Review and refresh of the Equalities work programme including increased awareness of equality and diversity and the redesign of the staff equalities group to facilitate greater diversity and inclusion in the Council’s decision making processes, policy development and a more diverse workforce reflective of the communities the Council services. Continuous Improvement Page 140 of 290
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Key achievements this quarter: Equalities • Published the Employee Equality Monitoring Report 2024 detailing the composition and characteristics of the current workforce, leavers and new recruits, and presenting information about pay gaps and occupational segregation. • Re-established the Equalities Working Group to oversee and assist with the fulfilment of public sector reporting duties and the delivery of the broader equalities agenda. • Working with the Lothian Regional Equalities Partnership to develop key equality themes for consultation and engagement to inform the Midlothian Equality Plan 2025-2029. Contact Us • Currently preparing the Annual Complaint Handling Report for 2023/24 detailing the statistical data for the first time since going live with the new Complaints Management System. • Continuing with planning for Child Friendly Complaints roll out since its introduction following parliamentary approval in July. • Early stages of planning for documenting procedures for the wider service Business Continuity Plans for the Complaints Management System. • Work continues to support services in dealing with customer feedback. • Plans in place for a further Contact Us training session to be delivered in Q3. Page 141 of 290
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Challenges and risks Financial position Council approved the 2024/25 budget at its meeting on 27 February 2024. Whilst the 2024/25 budget is agreed, the challenge remains to reach ongoing financial sustainability. Cost and income projections for future years are embedded in the Council’s Transformation Blueprint which contains a range of transformation themes to drive towards a position of financial sustainability. Officers continue to work closely with the Business Transformation Steering Group to respond to the challenges. Financial Services continues to work to ensure the Council has robust financial management arrangements in place with a full suite of financial monitoring reports for quarter 1 of 2024/25 presented to Council this quarter. The team continues to provide in-depth financial input to revenue and capital projects embedded into the Medium Term Financial Strategy with regular updates being presented at Council. Growing Council The recent 2022 Census results have now been published. Between 2011 to 2022 data shows that Midlothian had an increase in population of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometer compared to the Scottish average of 69.8. Economic pressures Inflation, as well as rising energy costs, are affecting the construction industry in Scotland. The UK is experiencing unprecedented adverse market conditions, leading to significant rises in tender prices for a wide range of materials. There is evidence that inflation of between 10% and 15% beyond BCIS predictions is affecting projects. The pandemic has also accelerated financial challenges, and the growth from being the fastest growing local authority in Scotland places significant pressure on Midlothian to be able to deliver high quality services to its citizens. Page 142 of 290
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Capital Investment Strategy Midlothian’s approved Capital Investment Strategy sets out the infrastructure required to meet these demographic pressures and includes the financial contributions Midlothian will make to the Edinburgh and South East Scotland City Region Deal. Encompassing five main themes the City Region Deal will bring significant investment across the regions with total investment of circa £1.3 billion across: • Data Driven Innovation: £751 million • Integrated Regional Employability and Skills: £25 million • Transport: £156 million • Culture: £45 million • Housing: £313 million The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time, for the maximum benefit to Midlothian. The extensive capital programme aims to deliver new schools, investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the new low carbon heat network in Shawfair. In response to all these pressures, a range of reprioritisation activity is taking place, with a revised Capital Investment Strategy being considered by the cross- party Business Transformation Steering Group, and options to review what and how services are delivered as part of the savings measures to reduce the funding gap recommended to Council. Cost of Living Crisis Midlothian’s citizens are facing significant financial challenges. The impact on households continues to be noted across the UK with 49% of adults reporting an increase in their cost of living in December 2023 (Office for National Statistics; Francis-Devine et al, 2022). The UK is currently facing an unprecedented wave of increasing prices, bills and tax challenges. The 41 year high inflation rate of 11.1% in October 2022 has been the main driver of the cost of living crisis which has outstripped wage and benefit increases. After this peak in inflation, rates have continued to decline, dropping to 2.0% in May 2024. Over the three years between May 2021 to May 2024 food prices rose by 30.6%. The price rises continue to impact low-income households hardest as a larger proportion of their costs are on energy and food. The Resolution Foundation forecasted that absolute poverty will increase by 300,000, from 11.7 million in 2023/24 to 12 million in 2024/25. As our citizens feel the impact of the Cost of Living Crisis, they will seek additional support from public services, in particular local authorities. To respond to this emerging crisis, the Council established a Cost of Living Task Force in 2022, which is chaired by the Council Leader and meets regularly to coordinate mitigating activities. Page 143 of 290
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National Care Service The estimated funding gap for the next three financial years does not include the associated costs of the Scottish Government’s National Care Services (Scotland) Bill. If enacted, the bill would have fundamental implications for the community and for Local Government itself. The wide reaching changes in the bill aim to deliver a National Care Service by the end of the parliamentary term, which will impact on all aspects of the work of the Corporate Solutions team, including financial implications, in both revenue and capital, our asset base, our workforce, governance and legal arrangements and our digital infrastructure and platforms. It will require an immediate focus for the foreseeable future, and this will inevitably have implications for other priority work at a time of continued resource constraint. Risk The Council’s Strategic Risk Profile is presented retrospectively to Audit Committee quarterly. The most critical risks to the Council are Financial Sustainability, Climate Change and the Change Programme. Corporate Solutions is key to the delivery of mitigating actions to these risks; through strategic planning and driving forward transformation. Page 144 of 290
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Pentana Performance Dashboard – Q2 24/25 A full review of quarterly performance data is available via Pentana (Browser login link - https://midlothian.pentanarpm.uk/login) here Page 145 of 290
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Cabinet Tuesday 5 November 2024 Item No 5.8 Midlothian Council Report Quarter 2 2024/25 Progress Against Strategic Outcomes The new Single Midlothian Plan focuses on three main priorities: • Individuals and communities have improved health and skills for learning, life and work. • No child or household need live in poverty. • Significant progress is made towards net zero carbon emissions by 2030. In recent Census results, Midlothian is projected to have the highest percentage change in population size of all mainland council areas in Scotland with an increase of 16%. In addition, Midlothian has 10 zones which fall into the most deprived areas living a local share of 8.7% living in the most deprived areas in Scotland. To accommodate growth within the resources available we will need to think differently about the services we deliver and how we deliver them. Rooted in the creation of a wellbeing economy, in June 2023 Council approved the new Transformation Blueprint 2023-2028. Some services will be transformed to meet our growing population within the financial envelope available, others may be delivered in a different way and some will need to stop. Fostering a collaborative culture where everyone is focused on the same end goal – creating effective and efficient services which will benefit our citizens – will be crucial to future success. The Transformation Blueprint will focus on the nature of the work we will do, developing a 21st century workforce supported by a workplace fit for the future where joined up services are delivered in a holistic and integrated way. The 5 key objectives of the Transformation Blueprint are: 1. Support the Council to address the 5 year funding gap of £29.121 million outlined in the Medium Term Financial Strategy. 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible ensuring that all staff have the necessary skills to work effectively supported by digital technologies that fit for a 21st century workforce. 4. Design a workplace fit for the future delivering services in a holistic and integrated way as well as utilising our assets to maximise their potential. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in integrated service delivery which improve community outcomes. Whilst a full update for the performance for each of the Council’s Service areas is published separately, this report reflects a summary of the key service updates, against the thematic areas of the Single Midlothian Plan. Page 147 of 290
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Single Midlothian Plan Themes in 2023/27 Midlothian will be Healthier – Achievements The Midlothian Integration Joint Board (IJB) plan and direct delegated health and social care services for the people of Midlothian. Midlothian Health and Social Care Partnership (HSCP) oversees the delivery of all the services delegated to Midlothian IJB. The aim of integrated health and social care is for the people to experience more joined up treatment and care. Achievements from Public Health include: • The health inclusion team continue to provide outreach and have carried out a health assessment with 111 people since April 2024. Have mostly helped people with housing, substance use, and welfare rights issues this quarter. • Chaired a group of stakeholders from East and Midlothian to scope a pilot looking at the feasibility of technology enabled care to help as a harm reduction measure to substance use. To help link this with national work and gain learning from other areas, attended a webinar hosted by Scottish Government sharing practice and learning on digital as a Human Right with Digital Lifelines Scotland and Drugs Research Network for Scotland. • Reviewed and updated quarter 2 data for the Joint Strategic Needs Assessment working alongside data colleagues in NHS Lothian Intelligence team and published on the Health and Social Care Partnership website. The updated data has been used to update the community justice needs assessment which was reported as helpful to give context to the offending we see in Midlothian and shows the complexities that our clients face. The data has also been used to update the NHS Lothian healthcare governance committee, specifically the inequalities data section in the annual report. • Learning session planned with physiotherapists and wider HSCP staff to share findings of the Masters dissertation hosted in Midlothian, to explore views, improve processes and raise awareness of green health prescribing within the HSCP. • Better ME (WSA): This project will help the people of Mayfield and Easthouses to have more access to healthy food options, keep physically active and have more money in their pockets. Currently have completed 6mnth evaluation. One particular project has developed a cooking group for young men, they have reported an increase in confidence in cooking and also being able to try new foods. • Developing weight stigma post that will focus on helping practitioners develop skills and confidence to talk about client’s weight, it will also raise awareness of the bias and stigma professionals have with overweight and obese people. • Promote a public health agenda and increase strategic partners. Members of various groups including trauma training steering group, Mid & East Lothian Drug and Alcohol Partnership Group, Midlothian Suicide Prevention Group, Equally Safe Strategy Leadership Group, Midlothian will be Healthier Thematic Group, Lothian Green Health Network and the Third Sector Summit. Midlothian will be Safer – Achievements This theme aims to address the underlying causes of offending behaviour, working with a range of individuals and organisations within community justice. The Community Justice (Scotland) Act 2016 supported a redesign of the community justice system, transferring the responsibilities for reducing offending and reoffending to local Community Planning Partnerships (CPPs). A National Strategy for Community Justice (2022) and National Outcomes, Performance and Improvement Framework (2023) were published by the Scottish Government to outline the new model. Page 148 of 290
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Individuals become formally involved with Justice Social Work at the point of conviction when a Court makes a request for a Justice Social Work Report; requests for assessment and risk management planning are received from the Scottish Prison Service and the Parole Board. Between 1st July and 30th September 2024, the team received 176 requests for reports, an increase of 3% on last quarter. Staff in the Justice Service work with men and women subject to Community Payback Orders who present with a wide range of presenting risk and needs. This includes individuals with mental health, substance use, adverse childhood experiences, trauma and negative experiences of education and or employment. Staff working within Justice Services require the appropriate level of support and training to enable them to effectively engage with people to progress interventions towards positive changes in behaviour. An important part of ensuing that men and women in the justice system have ease of access to services and resources is the provision of robust community-based alternatives to custodial sentences as it enables individuals to remain in their community, maintain relationships and ensures continuity of care. The main community-based sentence is a Community Payback Order (CPO), which can have several requirements attached to it. The most frequently imposed requirements are Supervision and Unpaid Work. During Q2 the Courts imposed 50 Community Payback Orders. The work undertaken by our Unpaid Work Team is underpinned by the ideals of reparation, rehabilitation and reintegration to support those who have been convicted of offences to achieve a positive destination and provide meaningful benefit to our local communities. Those undertaking unpaid work have the opportunity to gain a range of skills, experiences and opportunities to promote their rehabilitation and ability to desist from offending. Midlothian will Get it Right for Every Child – Achievements In Midlothian the Getting It Right for Every Child Board (GIRFEC) is one of the subgroups of the SMP, and one of the main drivers for the effective delivery of services to children. The GIRFEC Plan also known as the Integrated Children’s Service Plan 2020-2023, is a statutory three-year plan devised by the local authority and health. The plan develops key outcomes and priority actions which are designed to improve the lives of children, young people and families. The plan is coming to an end and a new three-year plan 2023-2026 is currently being drafted. The GIRFEC outcomes for the final year of the three-year plan for 2022-23 are: 1. More children and young people are safe, healthy and resilient 2. More children and young people receive timely and effective mental health support when they need it 3. Inequalities in learning are reduced We are fully committed to realising a children’s rights approach to all of our work and ensuring that we embed the principles of the United Nations Conventions on the Rights of the Child (UNCRC) alongside our Promise commitments. Based on the national Getting it right for every child wellbeing framework a set of priority actions has been developed which will make a significant contribution towards achieving the wellbeing outcomes. The Community Planning Partnership (CPP) are fully committed to realising the children’s rights approach and ensuring that the principles of the United Nations Conventions on the Rights of the Child (UNCRC) are embedded in plans taken forward. Outcome 1: Midlothian Children and Young People are Healthy, Active and Nurtured Outcome 2: Midlothian Children and Young People are Achieving and Responsible Outcome 3: Midlothian Children and Young People are Respected and Included Outcome 4: Midlothian Children and Young People are Safe and Nurtured The Promise Midlothian continues to progress towards the key foundations of The Promise Scotland Plan 2024- 2030. Page 149 of 290
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Committed to listening and acting on the feedback from the voices of our care experienced children and families, we secured a 3 year contact with Who Cares? Scotland to support delivery of a participation strategy and to re-fresh our current ‘champion’s boards’. This work is currently being shared across the entirety of Midlothian and wider partnerships to raise awareness of The Promise and Corporate Parenting duties. Who Cares? Scotland Awards In August Who Cares? Scotland held the first ever Corporate Parenting awards ceremony. The aim of the awards was to recognise and celebrate transformative and innovative practice from the past ten years and most importantly highlight how this has benefitted Care Experienced people. Young people in Midlothian had nominated the council for the Stable Foundations, and Outstanding Corporate Parent categories. We were thrilled to be awarded first place in both categories. Foster Carers Day out In July Family Centred Care supported 19 children and 21 Foster Carers to attend a Family fun day at Blair Drummond Safari Park. The trip was a great chance for our care experienced children and carers to come together. The feedback was very positive and carers told us they felt valued. We are now planning for a Christmas event. Family Wellbeing Service The Family Wellbeing Service is now well established and working hard to engage with schools and early learning centres to identify families who may require additional support. The team moved to Easthouses Primary School with the start of the new school year. The new facilities will benefit both the staff and more importantly the parents as they shall have rooms where they can do some 1:1 work and have meetings. Team Around the Child (High School) has been tested and introduced to support more consistent and robust planning for high school aged children. This replicates the model that has been long established and successful for early years and primary schools. Team Around the Child (TATC) allows multi agency discussion about a child and their family’s needs, to create a plan about which service within the council or third sector are best placed to provide support in a timely manner. It avoids families or professionals having to send multiple referrals and provides access to the Family Wellbeing Service and other supports funded by the Whole Family Wellbeing Fund. Midlothian will Support Residents to Improve Employability and Outcomes in our Communities - Achievements The vision for this is to reduce the gaps in learning, economic circumstances and poverty. Summer Funding/Supports Over the Summer holidays, as part of reducing inequality and poverty Children’s Services gave a total of 272 families vouchers to enjoy activities which included soft play, trampolining, zoo trips, swimming, cinema, camera obscura, restaurants/clothes shopping, mini golf and laser tag. Over 45 of these activity vouchers were shared with families affected by disability who are awaiting assessment for self- directed support. Income Maximisation As part of our effort to reduce Child Poverty Children’s Services fund three income maximisation projects. These projects support families subject to Child Protection processes or those engaged with Hawthorn Family Learning centre and the Family Wellbeing Service. The three projects continue to support families to access their entitled benefits, grants and reduce debts. Over Q2 the projects collectively generated £186,175 income for 39 families Midlothian will be Greener- Achievements The Climate Emergency Group’s and Community Planning Partnership vision is significant progress is made towards net zero carbon emissions by 2030. Our values are to get to net zero equitably, taking into account different people and communities’ capacities and abilities to get there. The Group consists of individuals and representatives of Midlothian Community Councils, Community Groups, national Page 150 of 290
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government agencies, Third Sector organisations, Midlothian Council, local chamber of commerce, landowners and Midlothian Energy Ltd. The National Planning Framework 4 (NPF4) forms part of the local development plan for Midlothian and will also be the strategic basis that future plans and applications will need to take into account. The biggest sources of carbon emissions in Midlothian are still domestic uses (30.5%) and transport (27.5%). Therefore, this theme will concentrate on reducing carbon emissions in the areas of domestic heating/power and transport to get to Net Zero. Thematic actions are designed to increase awareness, promote reflection and action on the key Climate Emergency issues of energy, food and travel. They will lead to a better understanding of carbon emissions and greater investment in greener travel, renewable heat, energy sources and heating efficiency in Midlothian. The actions will help inform and give people the opportunity to get involved to make a difference. Midlothian’s future will be different through having more people aware and engaged in Climate Emergency issues, both consciously and subconsciously. This will make Midlothian more resilient to the effects of Climate Change and in addition help contribute more widely to Climate Change resilience. Outcome 1: Learning for Sustainability is increased Outcome 2: Sustainable Living is increased Outcome 3: Low Carbon/Renewable Energy Development and Home Energy Saving is Increased Outcome 4: Carbon Storage is increased In quarter 2 the food waste collection service was expanded to include a further 2,500 properties in the rural area. Initial figures show that this has been a great success with 2 tonnes of food waste collected in the first week alone. This is potentially 100 tonnes of food waste recycled rather than going into the residual bin. The expansion of the food waste collection service is the latest phase of the plan to transform the waste collection service as part of the move to twin stream recycling in 2025. The Greenspace Team have continued during quarter 2 to work with our brilliant volunteers across Midlothian. The work we carry out jointly has a huge impact on the quality of the local environment and we are determined to strengthen these partnerships over the rest of 2024. Our volunteer groups provide added value to the work that we do with litter picking, gardening and fund raising to brighten our local areas. Up to and including this quarter, 3,342 volunteer hours (557 days) were spent in countryside sites. Volunteer numbers continue to remain high. Midlothian will have a Wellbeing Economy and be Better Connected – Achievements A wellbeing economy aims to deliver increased economic opportunities for all, providing meaningful and fair work, better outcomes for young people, sustainable places, improved health outcomes, reduced poverty and environmental sustainability. To develop a wellbeing economy we will use Community Wealth Building (CWB) which is based around five interconnected pillars that centres on People, Place and Planet. Community Wealth Building changes the way local economies function by redirecting wealth into local economies, creating opportunities for the benefit local people. We have embedded three of the pillars into our delivery over the past two years and will continue to build on this work. The Business Gateway service continue to promote the Social Enterprise model to clients where their plans, objectives and values align to the model. Contributing to Community Wealth Building objectives, the team support projects from the Social Enterprise Conversation sessions as they develop. The Regional Prosperity Framework (RPF) 2021 guides and integrates public, private and Third Sector decisions, actions, collaborations, strategies, policies and investments and sets out 3 key areas to support the rebuilding of the economy: • people – to access fair work, to learn and develop new skills and to live happy and healthy lives • places – that are sustainable, and attractive to live and work in and where enterprise thrives Page 151 of 290
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• planet – meeting our needs in a way that will allow future generations to meet theirs, with a focus on reduction of greenhouse gas emissions (sustainability). Midlothian Council’s Economic Renewal Strategy sets out our ambitious approach to managing the transition from pandemic lockdown and planning for the longer term challenges the local economy will face. The strategy aims to mitigate the adverse economic impact on the local economy from COVID-19. Key aims are to protect jobs and aid business recovery using a place-based partnership approach that maximises the opportunities developing from the pandemic. Taking this partnership approach, the strategy will foster entrepreneurship, upskilling and training, addressing gaps in the market and changing the way business is done to better align this to customer behaviour. Alongside support for agriculture, tourism and the leisure and hospitality sectors, the council will also promote local jobs and self-employment opportunities, particularly for young people, to give them the necessary skills and support they need to benefit from economic recovery. Work is ongoing to refresh the Economic Strategy and will be presented for approval to Council by the end of 2024. The Business Gateway team continue to promote localised procurement with clients, encouraging registration with the Supplier Development Programme and Public Contracts Scotland (PCS). The team actively encourage businesses to register with the Supplier Development Programme which provides access to free training and support in all aspects of public sector tendering to improve the tender readiness of local suppliers. Work continues with our Net Zero Nation Programme which is supporting 13 diverse local businesses to accelerate their Net Zero Journey. The businesses will take part in 12-month Net Zero Business Accelerators with funding support from Midlothian Council/Business Gateway Midlothian. In return, they must sign an agreement where they commit to approach their Net Zero strategy and credible carbon reduction plan with vigour, speak at physical and online events to encourage other business leaders to start their own transition to Net Zero. The companies will receive a 12-month carbon accounting software license, an expert partner providing 1:1 support over 12 months to help them produce their audited carbon accounts, their carbon reduction plan produced, an auditor to verify and certify their carbon accounts and carbon reduction plan. After completion in December 2024, the team will commence case studies on the outcomes for businesses. Our first Learn e-Commerce Expert Help programme commenced last quarter in April. 18 businesses enrolled for the digital course, with 6 going on to receive 121 expert help guidance form the trainers. The feedback from clients has been extremely positive with tangible improvement to their businesses immediately felt. A second round of this programme has received a good level of interest with 13 businesses applying and now approved for programme with an estimated launch date during October. The Business Gateway service continue to provide expert help consultancy in financial management and Human Resources to support the Fair Work Policy to Business Gateway clients on an as needed basis. 30 businesses have been supported since the programme began, with budget left for another 20 interventions. Midlothian will Work Towards Reducing Poverty – Achievements This theme focuses on reducing all aspects of poverty using a data informed approach whilst learning from those with direct experience of poverty. There continues to be a significant demand placed on homeless and temporary accommodation services, alongside the increase in energy, food and fuel costs, requiring a comprehensive preventative approach as set out in the Council’s Rapid Rehousing Transition Plan. Homelessness is not inevitable and can often be prevented. Our refreshed vision for the service is that individuals and families will be able to access housing that is affordable and of good quality in sustainable communities. Housing Services are currently exploring a new approach to deliver services and are trialling new team set ups consisting of a community housing team, aiming to ensure every tenant and resident has their individual needs and rights recognised and is treated fairly with respect to enable tenancy sustainment. A core housing team, improving quality and turnaround of our properties, ensuring residents are informed of housing options and homeless applicants are provided temporary accommodation and a Homelessness team focused on preventing and supporting homelessness. Page 152 of 290
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From March 2024 to date we have received the completed handover for 96 new build homes in Conifer Road, Mayfield, St Cuthberts in Bonnyrigg High Street and Buccleuch Wynd. This quarter 8 golden share applicants for low cost home ownership were reviewed and accepted. The number of temporary accommodation households that have been flipped to permanent accommodation was 74 this quarter, reducing the need for multiple moves before being permanently housed, allowing for links established within the local community to be maintained. Homelessness prevention assists around 20 households with advice and assistance about homelessness prevention per week. This is rental assistance advice, financial awareness advice and mediation. The number of homeless cases provided with advice and assistance this quarter was 222. We continue to promote this service to ensure early successful intervention when possible. Tenants sustaining permanent accommodation continues to be high this quarter with 97% of homeless applicants sustaining a permanent tenancy after 1 year. The percentage of Secondary School meal uptake this quarter has increased to 40.5% and continues to sit above the APSE average of 36.23%. This is due to changes made to the menu offered to secondary schools to attract pupils back into the dining room. The percentage of Primary School meal uptake for quarter 2 was 54.02% and again remains steady compared to previous quarters. Primary school meal uptake continues to sit well above the APSE average of 41.24%. The percentage of school meal food waste has decreased to 4.35% from 5.74% compared to the same period last year. In addition, our Catering Service were awarded the Bronze Food for Life Award and the Pro-veg School Plates Bronze award. Challenges and Risks Financial position: Council approved the 2024/25 budget at its meeting on 27 February 2024. Whilst the 2024/25 budget is agreed, the challenge remains to reach ongoing financial sustainability. Cost and income projections for future years are embedded in the Council’s Transformation Blueprint which contains a range of transformation themes to drive towards a position of financial sustainability. Officers continue to work closely with the Business Transformation Steering Group to respond to the challenges. Financial Services continues to work to ensure the Council has robust financial management arrangements in place with a full suite of financial monitoring reports regularly presented to Council. Economic pressures: Inflation, as well as rising energy costs, are affecting the construction industry in Scotland. The UK is experiencing unprecedented adverse market conditions, leading to significant rises in tender prices for a wide range of materials. There is evidence that inflation of between 10% and 15% beyond BCIS predictions is affecting projects. The pandemic has also accelerated financial challenges, and the growth from being the fastest growing local authority in Scotland places significant pressure on Midlothian to be able to deliver high quality services to its citizens. In response to all these pressures, a range of reprioritisation activity is taking place, with a revised Capital Plan being considered by the cross-party Business Transformation Steering Group, and options to review what and how services are delivered as part of the savings measures to reduce the funding gap recommended to Council. Growing Council: Scotland with an increase of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometre compared to the Scottish average of 69.8. In addition, Midlothian has 10 data zones which fall into the most deprived areas. To ensure Midlothian is ‘building back better’, this investment is also creating new jobs, apprenticeship opportunities, opportunities for businesses and communities and families hardest hit by the impact of the pandemic. These new opportunities help lead the way towards a better future for Midlothian. Page 153 of 290
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National Care Service: The estimated funding gap for the next three financial years does not include the associated costs of the Scottish Government’s National Care Services (Scotland) Bill. If enacted, the bill would have fundamental implications for the community and for Local Government itself. The wide reaching changes in the bill aim to deliver a National Care Service by the end of the parliamentary term, which will impact on all aspects of the work of the Council, including financial implications, in both revenue and capital, our asset base, our workforce, governance and legal arrangements and our digital infrastructure and platforms. It will require an immediate focus for the foreseeable future, and this will inevitably have implications for other priority work at a time of continued resource constraint. Cost of Living Crisis: Midlothian’s citizens are facing significant financial challenges. The impact on households continues to be noted across the UK with 49% of adults reporting an increase in their cost of living in December 2023 (Office for National Statistics; Francis-Devine et al, 2022). The UK is currently facing an unprecedented wave of increasing prices, bills and tax challenges. The 41 year high inflation rate of 11.1% in October 2022 has been the main driver of the cost of living crisis which has outstripped wage and benefit increases. Recent data shows the annual inflation rate was 4.0% in December 2023, up slightly from 3.9% in November. The price rises continue to impact low-income households hardest as a larger proportion of their costs are on energy and food. The Resolution Foundation estimates that absolute poverty is set to rise in the short-run, from 17.2% in 2021-22 to 18.3% in 2023/24 (or an additional 800,000 people in poverty). As our citizens feel the impact of the Cost of Living Crisis, they will seek additional support from public services; in particular local authorities. To respond to this emerging crisis, the Council established a Cost of Living Task Force, which is chaired by the Council Leader and meets regularly to coordinate mitigating activities Page 154 of 290
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Pentana Performance Dashboard – Q2 24/25 Page 155 of 290
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Balanced Scorecard Indicators Half Year Report 2024/25 This section of the Council report is presented using the Balanced Scorecard approach. The four Balanced Scorecard perspectives and key areas of focus are shown in the following table and the associated key indicators that follow are drawn from across the Councils services. Customer/Stakeholder Financial Health • Improving outcomes for children, young people and their families • Ensuring Midlothian is a safe place to live, work and grow up in • Creating opportunities for all and reducing inequalities • Growing the local economy and supporting businesses • Responding to growing demand for Housing and Adult Social Care services • Maintaining financial sustainability and maximising funding sources • Making optimal use of available resources • Reducing costs and eliminating waste Internal Processes Learning and Growth • Improving and aligning processes, services and infrastructure • Developing employee knowledge, skills and abilities • Improving engagement and collaboration • Developing a high performing workforce Each of the perspectives shown above are supported by a number of key measures and indicators which ensure that the Balanced Scorecard informs ongoing performance reporting and helps to identify areas for further improvement. The strategy map below provides an at a glance summary of the key performance indicators identified for the Single Midlothian Plan and under each of the perspective headings of the Balanced Scorecard. Detailed performance data is available in the quarterly service performance reports. Page 156 of 290
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Single Midlothian Plan Community Planning Partnerships (CPPs) draw together public, voluntary and private sector bodies, and local communities. CPPs deliver a shared ‘plan’ based on evidence to improve the lives of local people, in Midlothian, the plan is called the Single Midlothian Plan. By working together as a Community Planning Partnership, individuals and communities will be able to lead healthier, safer and greener lives by 2030. No child or household need live in poverty. Midlothian will be a Great Green Place to Grow by achieving our net zero carbon ambitions and supporting local people to strengthen the skills they need for learning, life and work. The Single Midlothian Plan from 2023-27 consists of 7 thematic priorities with key actions and measures across those four years and will be refreshed annually. • Midlothian will be Healthier • Midlothian will be Safer • Midlothian will Get it Right for Every Child • Midlothian will support residents to improve Employability and Outcomes in our Communities • Midlothian will be Greener • Midlothian will have a Wellbeing Economy and be Better Connected • Midlothian will work towards reducing Poverty Page 157 of 290
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Customer Perspective - Midlothian will be Healthier 1. Midlothian will be Healthier Performance Indicator 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status Health and Social Care specific LearnPro modules working / accessible that relate to registered professional practice. N/A 100% 100% 100% 100% 100% All Health and Social Care specific LearnPro modules with up to date content that relate to registered professional practice. N/A Yes Yes Yes Yes Yes Number of actions collaboratively achieved with other areas of the organisation involving early intervention/prevention. Annual target 10 N/A N/A Annual measure - Annual measure - Newbyres Village Care Home occupancy rate N/A N/A 72.92% 60% 85% 60% Percentage of Care Providers with risk status rated as low. N/A N/A 91% 90% 91% 90% Total amount of additional income generated for individuals through welfare rights service. N/A N/A £1,169,21 8.00 - £1,250,5 67.84 - Performance against revenue budget N/A N/A £63.534m £63.534m Data not available - Average number of working days lost due to sickness absence (Adult Health and Social Care staff) (cumulative) 21.16 24.26 5.21 10.53 10.52 10.53 % of Adult Health and Social Care service priority actions on target / completed, of the total number 72.97% 93.75% 94.12% 90% 88.24% 90% Number of Midlothian Active Choices (MAC) attendees (quarterly) N/A 5,688 1,670 - 1,653 - Number of activities offered by Ageing Well to 50+ age groups (quarterly) N/A 2,763 741 - 780 - Achieve a response rate above 50% to the annual iMatter survey sent to all N/A N/A Half yearly measure 65% 50% Page 158 of 290
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Performance Indicator 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status employees across health and social care. Maintain or improve the iMatter Employment Engagement Index Score. N/A N/A Half yearly measure 78 78 Page 159 of 290
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Customer Perspective - Midlothian will be Safer 2. Midlothian will be Safer Performance Indicator 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status % of people subject to a Community Payback Order and effectively participate. - 92% 95% - 95% - Successful completion rate of Community Payback Orders is maintained at or above the national average. - 78% Annual measure - Annual measure - Page 160 of 290
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Customer Perspective - Midlothian will Get it Right for Every Child (GIRFEC) 3. Midlothian will Get it Right for Every Child (GIRFEC) Performance Indicator 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status Number of outcome focused assessments undertaken (cumulative) 1,329 1,397 394 - 796 - Number of external "Foster" placements purchased this year 3 10 3 - 5 - Number of referrals to the duty service (cumulative) 9,016 7,179 1,170 - 2,102 - Number of children adopted (cumulative) 3 2 2 - 2 - Length of time children in permanence process before reaching forever family (months) 27 35 - Data not available - Number of foster carers going through prep groups on a quarterly basis (cumulative) 14 10 2 - 12 - Number of new foster carers approved (cumulative) 1 1 0 - 0 - Number of foster carers de-registered quarterly (cumulative) 4 5 4 - 1 - Number of permanence LAAC Reviews happening quarterly (cumulative) 27 19 3 - 12 - Number of children matched in quarter – (average months from perm LAAC to matching panel) (cumulative) 4 1 1 - 1 - Number of places taken at residential houses - capacity 10 10 10 10 - 9 - The number of children living in kinship care 59 69 79 - 74 - The number of children living in foster care 61 62 64 - 60 - Number of Midlothian children on the Child Protection Register 43 40 59 - 54 - Rate per 1,000 population of Midlothian children on the Child Protection 2.4 2.2 3.5 - 2.6 - Page 161 of 290
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Performance Indicator 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status Register in relation to the Scottish average (2.3) % of Child Protection plans which have integrated chronology 94% 90% 100% - 70% - Rate per 1,000 of Midlothian Looked After Children AT HOME in comparison with the Scottish average (2.6) 1.3 2.1 2.2 - 2 - Rate per 1,000 of Midlothian Looked After and Accommodated Children in comparison with the Scottish average (9.7) 6.7 7.4 8.6 - 6.8 - The number of looked after children and young people not in residential placed out with Midlothian 8 9 10 - 10 - The number of looked after children and young people placed in Residential School out with Midlothian 2 2 2 - 2 - The number of young people who are allocated/engage with Through Care and After Care service 64 54 51 - 51 - Child Protection: % of Core Group meetings held within a 8 week period. 99% 100% N/A 100% - Data not available 100% - Child Protection: % of Core Group meetings held within 15 days for Initial 89% 86% N/A 100% - Data not available 100% - Improve Primary School attendance 93.03% 93.42% 93.23% 95% 94.96% 95% Improve Secondary School Attendance 87.11% 87.14% 87.09% 91.5% 89.48% 91.5% Reduce exclusions in Primary schools (Rate per 1,000) 3.03 7.59 11.25 15 0.73 15 Reduce exclusions in Secondary schools (Rate per 1,000) 22.6 18.27 25.55 15 7.1 15 Number of Children looked after away from home 140 152 N/A - Data not available - Page 162 of 290
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Customer Perspective - Midlothian will support residents to improve Employability and Outcomes in our Communities 4. Midlothian will support residents to improve Employability and Outcomes in our Communities Performance Indicator 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status Improve Primary School attendance 93.03% 93.42% 93.23% 95% 94.96% 95% Improve Secondary School Attendance 87.11% 87.14% 87.09% 91.5% 89.48% 91.5% Reduce exclusions in Primary schools (Rate per 1,000) 3.03 7.59 11.25 15 0.73 15 Reduce exclusions in Secondary schools (Rate per 1,000) 22.6 18.27 25.55 15 7.1 15 % of those leaving school secure a positive destination N/A 95.29% N/A 95% - Data not available 95% - Percentage of Midlothian Care Experienced school leavers progressing to positive destinations 90% 100% N/A 85.96% - Data not available 85.96% - Percentage of Unemployed People Assisted into work from Council (LGBF) 23.91% N/A LGBF annual indicator LGBF annual indicator Page 163 of 290
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Customer Perspective - Midlothian will be Greener 5. Midlothian will be Greener Performance Indicator 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status Percentage of Council fleet which is 'Green' (cumulative) 8.2% 8.2% 8.2% 8% 8.2% 8% Percentage of waste going to landfill per calendar year (quarterly) 13.3% N/A N/A 15.0% - Data not available 15.0% - Percentage of the Council's housing stock meeting the 'Modern facilities & services' Scottish Housing Quality Standard criteria 98.4% 98.4% 98.4% 100% 98.4% 100% Corporate Indicator - Percentage of the Council's housing stock meeting the Scottish Housing Quality Standard criteria (LGBF) 32.28% 56.47% 72.1% 100% 76.55% 100% CO2 emissions are wide: emissions within scope of LA per capita (LGBF) N/A N/A LGBF annual indicator LGBF annual indicator Street Cleanliness Score (LGBF) 88.5% 92.6% LGBF annual indicator - LGBF annual indicator - Percentage of total household waste that is recycled (LGBF) 47.0% N/A N/A 54.0% - Data not available 54.0% - Number of Businesses signed up to the Midlothian Business Green Pledge (quarterly) 50 108 21 - 21 - Number of volunteer hours in countryside sites (cumulative) 5,604 6,990 1,890 1,125 3,342 3,000 Number of lighting columns replaced (cumulative) 136 752 0 0 22 22 Percentage of household waste used to generate heat and electric (Energy from Waste) 43.5% N/A N/A - Data not available - Page 164 of 290
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Customer Perspective - Midlothian will have a Wellbeing Economy and be Better Connected 6. Midlothian will have a Wellbeing Economy and be Better Connected Performance Indicator 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status Number of New Business Start Ups (LGBF) 118 103 37 - 20 - Number of 'Planning to Start' business enquiries/submissions (quarterly) 195 235 55 - 52 - Number of jobs created by New Business Start Up N/A 147 53 - 23 - Contribution to Midlothian Economy in 1st year of trading by Start Up Business N/A £5,790,00 0 £1,640,00 0 - £1,020,00 0 - Submit Midlothian Local Development Plan 2 evidence report for Scottish Government’s Gate Check stage N/A N/A 75% 25% 100% 100% Page 165 of 290
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Customer Perspective - Midlothian will work towards reducing Poverty 7. Midlothian will work towards reducing Poverty Performance Indicator 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status Number of Scottish welfare fund crisis grant applications awarded (cumulative) N/A 3,352 1,005 - 1,868 - Number of customers receiving help/support via housing benefits (quarterly) N/A 11,721 3,028 - 2,896 - The proportion of Scottish Welfare Fund Budget Spent (LGBF) 106.65% 100% 34% - 76% - Claimant Count as % of Working Age Population (LGBF) 2.3% 2.4% LGBF annual indicator LGBF annual indicator Claimant Count as % of 16-24 Population (LGBF) 3% 3% Percentage earning less than the Living Wage (LGBF) N/A N/A Length of time (weeks) homeless applicants wait until receiving a permanent housing outcome 70 63.8 51 85 Data not available 85 - Percentage of free school meal uptake (P1-P5) N/A 70.59% 67.76% 77.57% 68.27% 77.57% Page 166 of 290
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Financial Health Perspective Short Name 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status Corporate Indicator - Primary Education - Cost per pupil (LGBF) £7,149.0 0 N/A LGBF annual indicators LGBF annual indicator Corporate Indicator - Secondary Education - Cost per pupil (LGBF) £8,372.3 5 N/A Corporate Indicator - Pre- Primary Education - Cost per pupil (LGBF) £9,917.0 0 N/A Corporate Indicator - Central Support services as a % of Total Gross expenditure (LGBF) 3.74% N/A Corporate Indicator - Cost of collecting council tax per dwelling (LGBF) £9.44 N/A Corporate Indicator - Percentage of invoices sampled and paid within 30 days (LGBF) (quarterly) 90.0% 92.6% 94.6% 95.0% 92.3% 95.0% Corporate Indicator - Net cost of waste collection per premise (annual) (LGBF) £66.99 N/A LGBF annual indicators LGBF annual indicator Corporate Indicator - Net cost of waste disposal per premise (annual) (LGBF) £31.25 N/A Corporate Indicator - Net cost of street cleaning per 1,000 population (LGBF) £12,368. 00 N/A Corporate Indicator - Cost of maintenance per kilometre of roads (LGBF) £10,980. 56 N/A Corporate Indicator - Cost of Trading Standards, Money Advice & Citizen Advice per 1000 population (LGBF) £8,390.0 0 N/A Corporate Indicator - Cost of environmental health per 1,000 population. (LGBF) £12,780. 00 N/A Total useable reserves as a % of council annual budgeted revenue (LGBF) 34.1% N/A Uncommitted General Fund Balance as a % of council annual budgeted net revenue (LGBF) 1.8% N/A Ratio of Financing Costs to Net Revenue Stream - General Fund (LGBF) 0.38% N/A Ratio of Financing Costs to Net Revenue Stream - Housing Revenue Account (LGBF) 36.03% N/A Page 167 of 290
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Short Name 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status Actual outturn as a percentage of budgeted expenditure (LGBF) 96% N/A Corporate Indicator - Older Persons Home Care Costs per Hour (Over 65) (LGBF) £56.96 N/A LGBF annual indicators LGBF annual indicators Corporate Indicator - The Net Cost of Residential Care Services per Older Adult (+65) per Week (LGBF) £627.00 N/A Page 168 of 290
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Learning and Growth Perspective Short Name 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status Percentage of staff turnover (including teachers) (quarterly) 10.36% 9.2% 1.9% - 2.6% - Corporate Indicator - The Percentage of council employees in top 5% of earners that are women (LGBF) 56.9% 58.9% LGBF annual indicator - LGBF annual indicator - Corporate Indicator - The gender pay gap between average hourly rate of pay for male and female - all council employees (LGBF) 2.86% 2.7% 2.65% - 1.92% - Corporate Indicator - Sickness Absence Days per Employee (All employees) 11.04 11.71 3.11 - 6.52 - Corporate Indicator - Teachers Sickness Absence Days (LGBF) 5.62 days 6.44 days 1.81 days - 2.74 days - Corporate Indicator - Local Government Employees (except teachers) sickness absence days (LGBF) 13.20 days 13.79 days 3.63 days - 8.02 days - Page 169 of 290
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Internal Processes Perspective Short Name 2022/23 2023/24 Q1 2024/25 Q2 2024/25 Value Value Value Target Status Value Target Status % of internal/external audit actions progressing on target. N/A 97.16% 86.18% 85% 92.81% 85% % of high risks that have been reviewed in the last quarter N/A 100% 100% 100% 100% 100% Corporate Indicator - Percentage of adults satisfied with libraries (LGBF) 66% N/A LGBF annual indicators LGBF annual indicators Corporate Indicator - Percentage of adults satisfied with parks and open spaces (LGBF) 85.3% N/A Corporate Indicator - Percentage of adults satisfied with leisure facilities (LGBF) 66.7% N/A Corporate Indicator - Percentage of Adults satisfied with local schools (LGBF) N/A N/A Corporate Indicator - Percentage of Adults satisfied with refuse collection (LGBF) 84.7% N/A Corporate Indicator - Percentage of adults satisfied with street cleaning (LGBF) 60% N/A Total number of complaints received (quarterly) 6,459 1,750 380 - 295 - Percentage of complaints at stage 1 complete within 5 working days 90.62% 83.4% 73.04% 95% 86.09% 95% Percentage of complaints at stage 2 complete within 20 working days 77.55% 58.67% 81.25% 95% 100% 95% Page 170 of 290
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Cabinet Tuesday 5 November 2024 Item No 5.9 Midlothian Council Statutory Report to Scottish Ministers on Public Bodies Climate Change Duties 2023/24 Report by Chief Officer Place Report for Decision 1 Recommendations 1.1 It is recommended that Cabinet: (a) approves the Council’s Report on Compliance with the Public Bodies Climate Change Duties for 2023/24; and (b) agrees to the submission of the report to Scottish Ministers by 30th November 2024. 2 Purpose of Report/Executive Summary 2.1 The purpose of this report is to inform Cabinet of the Council’s statement of compliance with its statutory climate change reporting duties for 2023/24, a copy of which is available in the CMIS Member’s Library, and to recommend its submission to Scottish Government by the due date of 30 November 2024. Date: 15 October 2024 Report Contact: Wendy Campbell, Climate Lead Officer, (Planning, Sustainable Growth and Investment Service) wendy.campbell@midlothian.gov.uk Page 171 of 290
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3 Background 3.1 Since 2007, all Scottish local authorities have been signatories to Scotland’s Climate Change Declaration; publicly committing themselves to reducing greenhouse gas emissions and taking steps to adapt to climate change impacts. 3.2 The Climate Change (Scotland) Act 2009 set economy-wide (not organisational) emissions reduction targets. It introduced a statutory requirement for public bodies to undertake ‘climate change duties’ and to operate in the way best calculated to contribute to delivering these targets and to help meet any Scottish programme for adapting to the impacts of a changing climate. The Scottish Government voted in 2019 to strengthen the Act’s targets for cutting greenhouse gas emissions. It now requires a 75% cut in emissions by 2030 (compared to a 1990 baseline) and it set a net-zero emissions target for 2045. In 2019, Midlothian Council adopted a target of reaching net zero by 2030. 3.3 The Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Order 2015, as updated by the Climate Change (Duties of Public Bodies: Reporting Requirements) (Scotland) Amendment Order 2020, requires local authorities and other major public bodies to report to Scottish Ministers each year on what they have done to comply with the above duties, the focus being estate and operational activity. Local authorities must submit reports by the end of November in respect of the preceding financial year. 3.4 The format of the report is prescribed by legislation and administration is managed by the Sustainable Scotland Network (SSN). A copy of the Council’s proposed submission is available in the CMIS Member’s Library. This has been adapted from the exact proposed template return to SSN due to that spreadsheet pro-forma not being conveniently presentable for discussion at this Cabinet meeting. The version in the CMIS Member’s Library is nevertheless an accurate representation of both the substance and spirit of the proposed return. 3.5 The sections of the report entitled ‘Recommended Reporting: Reporting on Wider Influence’ and ‘Other Notable Reporting Activity’ are non- statutory and often relate to activity and emissions beyond the Council’s estate and operational activities (i.e. by others but able to be influenced by the Council). 4 Summary of the Statutory Report to Scottish Ministers on Public Bodies Climate Change Duties 2023/24 4.1 This section provides a summary of the key findings of the Statutory Report to Scottish Ministers on Public Bodies Climate Change Duties (PBCCD) 2023/24, hereafter referred to as the ‘submission’. Page 172 of 290
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STATUTORILY REQUIRED SECTION PART 1: PROFILE OF REPORTING BODY 4.2 During the report year, the Council employed 4,053 full-time equivalent staff and its revised budget was £275,703,159. 4.3 According to the latest population estimates from National Records of Scotland (NRS), Midlothian Council provided local authority services to a population of 101,081. Midlothian remains the fastest growing local authority in Scotland with an increase of 16.1%. MLC has seen a 1.8% (741 household) increase in the number of households between 2022 and 2023, the highest annual increase since 2008 The level of growth is 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometre compared to the Scottish average of 69.8. All of these figures reflect the scale of growth locally and the attendant challenges and opportunities faced by the Council in addressing climate change. PART 2: GOVERNANCE, MANAGEMENT AND STRATEGY 4.4 Political leadership for the Council’s climate change work lies with a Cabinet of Elected Members drawn from the political administration. Council management and staff follow their direction in relation to climate change mitigation and adaptation. The Council’s emergency motion of December 2019 declared a climate emergency and set the goal of making the Council’s activities net zero carbon by 2030 and is a primary driver for the response and how this is governed. 4.5 The motion led to the creation of the Council’s Climate Change Strategy and a ‘Climate Emergency Group’ to focus collective effort on meeting the commitments of the motion across Midlothian and within the Council. This is composed of representatives of the Council, industry, community groups and non-departmental bodies of the Scottish Government. Its work has led to several outcomes related to climate change forming part of the Single Midlothian Plan. The Plan in turn requires the Service Plans of Council departments to have regard to its aims, therefore service managers must take its commitments for carbon emissions into account when organising their activities. 4.6 Other means by which strategic matters such as climate change are governed by the Council are: • The Business Transformation Steering Group (BTSG); • The Council’s Business Transformation Board; and • The Corporate Management Team. 4.7 The Council’s Internal Auditors and Audit Committee also help steer Midlothian Council’s climate change governance. The Audit Committee provides independent review of the Council’s governance, risk Page 173 of 290
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management and control frameworks and internal auditors have reported twice on climate change work, once in 2017/18 and again in 2021/22. Internal Audit have also reported on energy and water consumption in 2022/23. These reports have been fed back to the Audit Committee and to senior management. 4.8 While emissions reduction is a Council-wide priority, services in the Place Directorate perform many of these actions, including: • From Planning, Sustainable Growth and Investment – drafting the Council’s latest Climate Change Strategy and compiling information provided by other services to complete the annual PBCCD submission; • From Property & Facilities Management – monitoring power/fuel use to track the emissions from the Council’s estate, and taking forward emissions reductions projects (including with the Council’s Energy Services Company, Midlothian Energy Ltd); • From Neighbourhood Services – replacing streetlights with low- energy LEDs and managing emissions from the Council’s vehicle fleet; • From Building Services - delivering the Energy Efficiency Standard for Social Housing and implementing the Local Authority Carbon Management Plan. 4.9 In terms of 3rd sector climate action, Midlothian Climate Action (the Hub) was established in September 2023 following a successful joint application by Midlothian Voluntary Action (MVA) and Midlothian Climate Action Network (MCAN) for Scottish Government funding who they continue to report to. The primary role of the Hub is supporting communities to come together and engage collectively on climate action, supporting the transition to low carbon and climate resilient living and driving wider behaviour change. 4.10 The Hub has the support of Midlothian Council and the Midlothian Community Planning Partnership (CPP) of which, both MVA and MCAN are members. This approach will reduce duplication of effort and facilitate a joined up, collaborative approach to the challenges of climate change. MCAN and MVA are represented on the Community Planning Partnership’s multi-organisational Climate Emergency Group. This group was convened specifically to generate added value from sharing and engaging with others. In future the Hub Manager will attend. 4.11 Midlothian Council recognises that the partnership ethos underpinning the Hub is vital to the achievement of the local authority’s target of Net Zero by 2030. MVA has deep and established connections with Midlothian’s communities and will play an important support role in signposting those groups to the Hub Team. The Hub will work with and support those groups and organisations working across Midlothian that strive to increase food security, reduce energy bills and alleviate poverty. There is significant interplay between the Hub and Council Page 174 of 290
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facilitated Community Planning Climate Emergency Group (CEG) at authority level. Both the Hub and CEG also contribute to regional and national climate focused initiatives such as the Climate Ready South East Scotland work programme, currently driving forward an environmental and economic regional risk assessment relating to climate adaptation. This will help inform local action and support regional prioritisation of action across regional partners. 4.12 In the submission, Councils must identify specific climate change mitigation and adaptation objectives in its corporate plans. Those listed include: • The Climate Emergency Declaration of December 2019 and the Climate Change Strategy that was created in response to it; • The Single Midlothian Plan 2023-27, which has three intended outcomes for the next four years, one of which is ‘significant progress is made towards net zero carbon emissions by 2030’; and • The Midlothian Council Transformation Blueprint, which is designed in line with the Single Midlothian Plan and is supported by the Council’s Service Plans, both of which aim to reduce the emissions from the Council’s activities. 4.13 The submission requires the identification of other corporate documents and strategies that cover more specific areas of climate change work, such as adaptation, energy efficiency, transport and biodiversity. Those referred to include the Economic Growth Strategy 2020 – 2025, the Midlothian Local Development Plan and the Council’s Procurement Strategy. PART 3: EMISSIONS, TARGETS & PROJECTS 4.14 Estate/operational emissions for the purposes of the submission are those arising from the use of mains electricity, mains (i.e. natural) gas, mains water, heating and fuel oils, diesel and petrol. These are detailed in tables 3a and 3b using data supplied by the Council’s Property & Facilities Management Service (see section 5 of this report regarding future risks in this area). Emissions in these tables are broken down into the following components: • ‘Scope 1’ emissions are those arising from the direct use (burning) of primary fuels by the Council; • ‘Scope 2’ emissions are from electricity use; and • ‘Scope 3’ emissions are those resulting from electricity losses in the power network, water supply & treatment and those from homeworking employees. 4.15 Table 3a shows that total emissions for 2023/24 are 14,943, tonnes of carbon dioxide equivalent (tCO2e). This is a reduction of 12% over the figure of 16,974 tCO2e in 2022/23. The table also shows there was a minor decrease in the Council’s scope 1 and minor increase in its scope 2 emissions between those years. There has been a significant Page 175 of 290
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decrease in Scope 3 emissions from 1,790tCO2e to 403 tCO2e (this reduction is in part a reflection of enhanced measuring/recording). 4.16 Table 3b also reveals that year-on-year: • Electricity consumption in Council buildings changed very little, increasing by 0.1%. • Electricity consumption from street lighting was also almost stagnant. • Natural gas consumption used to heat the Council’s building estate decreased quite significantly by approximately 9.1%. • Diesel consumed by the Council’s fleet of vehicles increased by 2.9% with petrol fuel consumption increasing significantly by 69%. In terms of understanding these trends, there has been an increase of 21 vehicles/users drawing diesel in 2024 compared to 2023. • All Council cars are now electric or use petrol rather than diesel. The Council Travel Team has also reported an increase in Council fleet vehicles being requested rather than colleagues using their own vehicles, this has resulted in an increase in 16 shell card users in 2024. • Emissions from journeys from staff using their vehicles for work purposes (i.e. arising via business mileage claims) was similar to the year before, increasing 1.1%. 4.17 2.7% less electricity was generated than 2022/23. A further 104,036kWh of electricity consumption was avoided by the generation of this amount by the solar photovoltaic systems installed on the Council’s estate. This avoided the release of 19.85tCO2e. 4.18 It is important to consider the Council’s emissions in the context of demographic trends. In 2014/15 for example, its carbon footprint was 23,500tCO2e and Midlothian’s population was 86,500. The respective figures for 2023/24 were 14,943tCO2e and 101, 081 population equivalent. This means that the carbon efficiency with which it has delivered its services over this time has improved dramatically, from 0.27tCO2e annually per resident to 0.15tCO2e – an improvement of 45% 4.19 Another way of expressing the Council’s carbon footprint would be to relate it to the size of its workforce. In 2014/15 this was 3,350 staff, compared to around 4,050 in 2023/24. This means that the carbon footprint of its staff has reduced from 7.02tCO2e per employee per year to 4.19tCO2e per employee per year at present. Page 176 of 290
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PART 4: ADAPTATION 4.17 This part of the submission sets out how the Council has assessed climate-related risks, arrangements for managing them and adaptation actions. It references the Council’s Strategic Risk Profile and work done by the Council’s Internal Audit staff. Also referred to is the Forth Estuary Local Flood Risk Management Plan which assists in managing and adapting to such risks alongside internal Council plans which include the Winter Service Policy and Operational Plan and the Severe Weather Plan. The Council’s overall approach in the area of risk and accountability for it is outlined in its Risk Management Policy and Strategy. 4.18 Part 4 of the submission also requires public bodies to demonstrate progress in delivering the goals of the Scottish Climate Change Adaptation Programme. The response on this topic highlights work in several areas: work to improve the energy efficiency of the Council’s building stock, manage severe weather and promote outdoor learning in nature. PART 5: PROCUREMENT 4.19 The final mandatory part of the submission (other than validation and sign off information) sets out how procurement policies and activities contribute to compliance with climate change duties. It notes that environmental matters are addressed prominently within the Council’s Procurement Strategy. It has five strategic themes to promote ethical standards, including staff in this area working to secure environmental benefits. In practical terms this may involve considering sustainability factors where appropriate in supplier selection and tender evaluation and taking a whole lifecycle approach to costs. RECOMMENDED REPORTING (NON-STATUTORY) PARTS 4.20 Table 1a of this part of the submission shows that Midlothian’s per capita level of greenhouse gas emissions (those considered by the UK Government to be at least influenced by the Council) have reduced from 7.32tCO2e in 2011 to 4.92tCO2e in 2022 (the latest year for which an official figure is available). This equates to a reduction of 32.8%. The table also shows that the Midlothian’s total emissions have fallen from 422,070 tCO2e in 2011 to 332, 060 tCO2e in 2021. Most sectors have seen substantial falls over this timescale. Reductions in emissions from transport however, one of the largest contributors, have been modest1. 4.21 Under ‘Other Notable Reporting Activity’, table Q5 sets out climate change actions that are not readily amenable for inclusion elsewhere 1 Transport emissions were substantially lower in 2020, but this was likely due to reduced journeys over the periods of Covid lockdowns. Page 177 of 290
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within the submission. Examples provided include work to improve biodiversity, investment in energy efficiency and renewable energy projects, use of the Council loan funding for projects that have a climate change element to them and measures to promote active travel. 5 Report Implications (Resource, Digital, Risk and Equalities) Resource 5.1 Previous reporting to management noted that the Council’s services were not adequately resourced to fulfil the requirements of the Climate Change (Scotland) Act. This was highlighted by an Internal Audit report in 2018. A follow-up in 2022 came to similar conclusions and noted the importance of agreeing the Terms of Reference and membership of a ‘Carbon Neutral by 2030 Board’ as soon as possible. The resourcing of this group and the cascading of information from it is integral to future PBCCD submissions. 5.2 Similarly, the full completion of other portions of the pro-forma relies on the collaboration of managers and staff across the Council’s services to support the work of the proposed Board and to ensure compliance with our statutory duties and avoid the risks noted below. Digital 5.3 None. Risk 5.4 In respect of data pertaining to Part 3 (Emissions, Targets and Projects) of the report. Only the Property & Facilities Management Service of the Council have access to this information and control of the factors that influence it. Therein, much of the related work is undertaken by a sole post holder (an Energy Assistant Development Officer). This dependency on a single post, obviously adds significant risk to the Council’s ability to complete annual auditing and is not the ideal in terms of wider business risk. 2023/24 saw the post holders predecessor depart and a new staff member start. ` 5.5 Under the Climate Change (Scotland) Act, Scottish Ministers may instruct investigations into PBCCD reports. Critical scrutiny in this area has already come from the local and national press, and Audit Scotland. 5.6 Though the content of the reporting template has remained largely similar over the last few years, expectations for what is included increased substantially prior to that. Alterations in what is required in future returns may expose any deficiencies in resourcing of climate change work within the Council. Page 178 of 290
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Ensuring Equalities 5.7 Not applicable. Additional Report Implications 5.8 For additional report implications see Appendix A. Appendices Appendix A – Additional Report Implications Appendix B – Background Papers/Resource Links APPENDIX A – Additional Report Implications A.1 Key Priorities within the Single Midlothian Plan Midlothian Council and its Community Planning Partners have made a commitment to addressing climate change a key priority under the Single Midlothian Plan. This report will assist in reporting on progress towards this goal. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits all None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above Page 179 of 290
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A.4 Delivering Best Value The PBCCD submission has been expanded in recent years to provide a more thorough account of activities that the Council has been doing in relation to climate change. This has been done partly through the use of information within existing department Service Plans and Performance Reports, ensuring that this expansion in the content of the submissions has been done in a manner which is as efficient as possible for staff. It has not involved the use of additional financial or equipment resources. A.5 Involving Communities and Other Stakeholders Not applicable – producing the PBCCD submission is an internal Council process. A.6 Impact on Performance and Outcomes The submission of the report will demonstrate compliance with climate change legislation. The comprehensive nature of the submission demonstrates transparency and a commitment to go beyond the minimum requirements in this regard. A.7 Adopting a Preventative Approach The timely and thorough completion of the PBCCD submission reduces the likelihood of legal challenge or investigations into the Council regarding non-compliance with the requirements of climate change legislation. The participation of Council staff in making future submissions as comprehensive as possible is necessary in maintaining this position. A.8 Supporting Sustainable Development This report only concerns sustainable development in that it reports on what the Council is doing to promote it. APPENDIX B – Background Papers/Resource Links Midlothian Council Statutory Report to Scottish Ministers on Public Bodies Climate Change Duties 2023/24 – CMIS Library Page 180 of 290
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2023-24 CLIMATE CHANGE ANNUAL REPORT TO SCOTTISH GOVERNMENT PART 1 – PROFILE OF REPORTING BODY 1(a) Name of reporting body Provide the name of the listed body (the ‘body’) which prepared this report. Midlothian Council 1(b) Type of body Local Government 1(c) Highest number of full-time equivalent staff in the body during the report year 4,053 Page 181 of 290
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1(d) Metrics used by the body Specify the metrics that the body uses to assess its performance in relation to climate change and sustainability. Metric Unit Value Comments Population size served Population (people) 101,081 Midlothian Council’s emissions estimate for 2023/24 is 14,943 tCO2e. This equates to tonnes of carbon dioxide equivalent (tCO2e) per resident provided with Council services. This metric will be used in future reporting to assess carbon performance in relation to service provision. Using the last available householder occupancy figures (2022) for Midlothian of 2.23 (Mid Year Population Estimate (Table 4 here), average household occupancy (Table 3 here) and taking account of 2022/2023 and 2023/24 Housing Audit housing completions figures 2022/23 (910) and 2023/24 (821), it is estimated that the area’s population is around 101,081 as of mid-2024 • The most recent Census results (2022) highlight that Midlothian remains the fastest growing local authority in Scotland with an increase of 16.1%. The 2011 census data lists Midlothian as having a population of 83,187 which has risen to 96,600 in the 2022 census data. As detailed in the National Records Scotland ‘Households and Dwellings in Scotland 2023’ report (Table 1) MLC has seen, an 1.8%, (741 household) increase, in the number of households between 2022 and 2023 was the highest annual increase since 2008. The level of growth is 2.3% higher than our previous calculation and is now 13.4% higher than the Scottish average of 2.7%. In terms of households, Midlothian saw the highest percentage increase at 17.2% since the 2011 census. Population density in Midlothian is 273.1 residents per square kilometre compared to the Scottish average of 69.8. In addition, Midlothian has 10 zones which fall into the most deprived areas. • Over the last 20 years Midlothian has seen the second highest percentage increase of the 32 Scottish Local Authorities, (27%). These figures are indicative of the scale of growth locally and the attendant challenges and opportunities faced by the Council in addressing climate change. • Further information on Midlothian Council is available at the ‘Your Council’ page of our website Page 182 of 290
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1(e) Overall budget of the body Specify approximate £/annum for the report year. Budget Budget comments £275,703,159 This is Midlothian Council’s revised budget’ figure. It is from the Council final outturn report and is a statement of the amount of budget allocated in line with Council governance. At the time of writing, the 23/24 financial statements are going through auditing overseen by external auditors Audit Scotland. 1(f) Report type Specify the report year type. Report type Report year comments Financial This report covers the 2023/24 financial year. Page 183 of 290
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1(g) Context Provide a summary of the body's nature and functions that are relevant to climate change reporting. During the reporting year, Midlothian Council was responsible for the utility/fuel costs of: • A building portfolio of around 200 premises that includes 2 major administration offices (located in Dalkeith), 4 works depots, 9 libraries, 38 schools and 7 leisure centres and swimming pools (some of which are co-located on school premises) • The following street lighting assets: o 709 control cabinets o 19,895 streetlights o 12,350 LED street lighting assets o 948 signs o 626 bollards o 62 CCTV cameras o 40 sets of traffic signals o 72 sets traffic signalled crossings o 30 variable message signs • Fleet assets totalling 290 vehicles which include:- o 220 vehicles under 3.5tonnes, including cars vans and buses, 17 buses over 3500kg, 53 Heavy good vehicles.5 of the cars are lease vehicles. PART 2 – GOVERNANCE, MANAGEMENT & STRATEGY Page 184 of 290
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2(a) How is climate change governed in the body? Provide a summary of the roles performed by the body’s governance bodies and members in relation to climate change. If any of the body’s activities in relation to climate change sit outside its own governance arrangements (in relation to, for example, land use, adaptation, transport, business travel, waste, information and communication technology, procurement or behaviour change), identify these activities and the governance arrangements. Provide a diagram / chart to outline the governance structure within the body. Page 185 of 290
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Political leadership for the Council’s climate change work lies with a Cabinet of Elected Members. Council management and staff follow their direction in relation to climate change mitigation and adaptation. The Council’s motion of December 2019 declared a climate emergency and set the goal of making its activities net zero carbon by 2030. As such the motion is a primary driver for the Councils climate response and how it is governed. The resultant Council Climate Change Strategy and a Climate Emergency Group (CEG), focus collective effort on meeting the commitments of the motion across Midlothian and within the Council. The CEG group is composed of Midlothian Community Councils and other community groups, national government agencies, third sector organisations, Midlothian Council representatives, local chamber of commerce personnel, landowners and Midlothian Energy Ltd. The Group was convened by the Community Planning Partnership, who draw together public, voluntary and private sector bodies with local communities to deliver a shared plan to improve the lives of local people. In Midlothian, this is called the Single Midlothian Plan (SLP). Although the SLP covers the whole of the area and not just the Council’s activities, it is s approved by Elected Members and requires Council departments to have regard to its aims when creating their Service Plans. Since, an outcome of the Single Midlothian Plan is for ‘significant progress [to be] made towards net zero carbon emissions by 2030’, relevant Service Managers within the Council must take its commitments for carbon emissions into account when organising their department’s work. The Council has recently secured funding for the recruitment of a Climate Change Lead Officer to lead on the Council’s response to climate change. Priorities of the new post holder will include: • updating the Council climate change strategy • Coordinating action across Council Services, • Monitoring and reporting progress against targets and • Promoting and facilitating climate change action in local communities and within business. Other means by which strategic matters such as climate change are governed by the Council are: • The Business Transformation Steering Group (BTSG) – a body composed of Councillors that forms part of the governance framework for the Midlothian Council Transformation Blueprint, including its ambitions for carbon and energy; • The Council’s Business Transformation Board – a group comprising Senior Council management with the purpose of driving forward the work of the Transformation Blueprint, with political steer from the BTSG; and • The Corporate Management Team – a group composed of senior Council management with the role of the provision of strategic direction on major issues facing the Council and the delivery of effective corporate governance. The Council’s Internal Auditors and Audit Committee also help steer Midlothian Council’s climate change governance. The Audit Committee provides independent review of the council’s governance, risk management and control frameworks. Internal l auditors have reported twice on work in this area, in 2017/18 and 2021/22, and also on energy and water consumption in 2022/23. These reports have been fed recommendations back to the Audit Committee and to Senior management. Page 186 of 290
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2(b) How is climate change action managed and embedded by the body? Provide a summary of how decision-making in relation to climate change action by the body is managed and how responsibility is allocated to the body’s senior staff, departmental heads etc. If any such decision-making sits outside the body’s own governance arrangements (in relation to, for example, land use, adaptation, transport, business travel, waste, information and communication technology, procurement or behaviour change), identify how this is managed and how responsibility is allocated outside the body. Provide a diagram to show how responsibility is allocated to the body’s senior staff, departmental heads etc. While emissions reduction and climate adaptation are Council-wide priorities, the governance structures described in 2(a) have allocated particular duties to some Council Services within the Place Directorate, namely: • Neighbourhood Services; • Property & Facilities Management; and • Planning, Sustainable Growth and Investment. Below are examples of the obligations that Managers of these services have taken on and have allocated to their staff: The newly formed Midlothian Climate Hub (third sector) also has considerable interplay in terms of Council climate action. Neighbourhood Services: • Their Roads Services team are pursuing an energy efficiency drive to replace existing streetlights with low-energy LED equivalents; • Waste Management staff have priorities to ensure that waste disposal contracts promote maximum recycling, and that waste service options consider and limit the climate impact of their delivery; • Travel and Fleet Services are supporting the delivery of the Council’s Climate Change Strategy by exploring options for additional funding for electric vehicles and their charging infrastructure. Property & Facilities Management: • One of its service priorities is to develop carbon reduction targets for Council properties and work with energy partners to develop energy efficiency projects, including renewable energy, in support of sustainable low carbon energy targets and district heating schemes; • The Energy Officer in this department monitors power and fuel use, provides input on this for the annual Public Bodies Climate Change Duties (PBCCD) report and implements energy reduction projects; and • A new member of staff in this department has developed a Council wide Local Heat and Energy Efficiency Strategy. This is due to be tabled for Council approval in May 24 and will then be available on the Council website. The Strategy focuses on delivering low cost, low carbon heat across Midlothian while abiding by 6 main outcomes Page 187 of 290
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including fuel poverty, the local economy and energy efficiency. This will be done by working with key stakeholders such as Midlothian Energy Limited, Vattenfall and Changeworks. Planning Sustainable Growth and Investment: • The Manager of this department directed the content of the Council’s Climate Change Strategy and its accompanying actions, including liaising with senior management; • A Lead Officer within the department organises the Climate Emergency Group and resulting actions; • Its Research & Information Officer compiles the Council’s annual PBCCD report, with input from many other services; and • Several staff work to increase sustainable and active travel and on expanding the use of electric/low-emissions vehicles. • The Manager of this department directed the content of the Council’s Climate Change Strategy and its accompanying actions, including liaising with senior management. Late 2023-early 2024 Aether consultants were commissioned to calculate baseline emissions from MLC estate with the purpose of providing the Council with a trajectory of emissions to 2030 for both (i) a ‘business as usual’ emissions reduction scenario and (ii) an ambitious emissions reduction scenario. Aether reviewed existing policies and actions to reduce emissions identified within the Midlothian Council Climate Change Plan (and update) and engaged with key council departments to determine their progress. Alongside this wider climate action planning, Aether conducted a review of the council estate by analysing electricity and gas consumption and identified the main emissions sources, outliers and buildings requiring further audit. This consultancy work reported in Feb 2024 and will be used to inform the update to the Councils Climate Strategy in the 2024/25 calendar year. Other examples of how climate change action is embedded in the Council are: • Building Services, who deliver the Energy Efficiency Standard for Social Housing scheme and will implement the Local Authority Carbon Management Plan; • Procurement: see the dedicated section elsewhere in this report for more; and • Land & Countryside Services, whose work involves ecological conservation and promoting biodiversity awareness. Further details on how climate change action is managed and embedded in Midlothian Council are provided in our Council Service Plans. Additional direction on governance and actions was provided by the Council’s Annual Audit Report to Members and the Controller of Audit which provided recommendations in this respect to be taken forward. Midlothian Climate Hub (third sector): • Established in September 2023, the Midlothian Climate Action Hub was established following a successful joint application by Midlothian Voluntary Action and Midlothian Climate Action Network for Scottish Government funding who they continue to report to. • The proposed Hub team includes a full time Hub Manager and two community engagement posts (1 full time and 1 part time). The wider Hub Steering Group, is composed of MCAN and MVA members and is responsible for setting Hub priorities and monitoring Strategic direction. MVA as the Third Sector Interface formally recruited the Hub Team and act as the accountable body for the Hub. The Hub Steering Group (including representation from MVA) is responsible detailed work plans of the Hub team. The Hub Steering Group agrees budgets and is responsible to the wider membership. The Hub team works with a wide range of partners across Midlothian to effectively deliver the Hub’s objectives. Page 188 of 290
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• The primary role of the Hub is supporting communities to come together and engage collectively on climate action, supporting the transition to low carbon and climate resilient living and driving wider behaviour change. • The Hub has the support of Midlothian Council and the Midlothian Community Planning Partnership (CPP) of which, both MVA and MCAN are members. This approach will reduce duplication of effort and facilitate a joined up, collaborative approach to the challenges of climate change. • MCAN and MVA are represented on the Community Planning Partnership’s multi-organisational Climate Emergency Group. This group was convened specifically to generate added value from sharing and engaging with others. In future the Hub Manager will attend. Midlothian Council recognises that the partnership ethos underpinning this application is vital to the achievement of the local authority’s target of Net Zero by 2030. • MVA has deep and established connections with Midlothian’s communities and will play an important support role in signposting those groups to the Hub Team. • The Hub will work with and support those groups and organisations working across Midlothian that strive to increase food security, reduce energy bills and alleviate poverty. • There is significant interplay between the Climate Hub and Council facilitated Community Planning Climate Emergency Group at Authority level. Both the Hub and CEG also contribute to regional and national climate focused initiatives such as the Climate Ready South East Scotland work programme, currently driving forward an environmental and economic regional risk assessment relating to climate adaptation. This will help inform local action and support regional prioritisation of action across regional partners. Page 189 of 290
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2(c) Does the body have specific climate change mitigation and adaptation objectives in its corporate plan or similar document? Provide a brief summary of objectives if they exist. Wording of objective Name of document Document link Page 190 of 290
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• On 17 Dec 2023 the Council gave notice of a Motion declaring a climate emergency and requiring urgent action. • The aims of the motion are to ensure Council’s activities are net-zero carbon and achieve 100% clean energy across the Council’s full range of functions by 2030. The motion extends beyond Council activities and looks to support Authority wide net zero effort. At the time of the declaration, the Council recognised they must: 1. Ensure that all strategic decisions, budgets and approaches to planning decisions are in line with a shift to zero carbon by 2030. 2. Support and work with all other relevant agencies towards making the entire area zero carbon within the same timescale. 3. Ensure that political and chief officer leadership teams embed this work in all areas and take responsibility for reducing, as rapidly as possible, the carbon emissions resulting from the Council’s activities. That any recommendations are fully costed and the Executive and Scrutiny functions review council activities taking account of production and consumption emissions. That the Council would produce an action plan within 12 months, together with budget actions and a measured baseline 4. Request that Council Scrutiny Panels consider the impact of climate change and the environment when reviewing Council policies and strategies; 5. Work with, influence and inspire partners across the district, county and region to help deliver this goal through all relevant strategies, plans and shared resources. Developing a series of meetings, events and partner workshops; 6. Request that the Council and partners take steps to proactively include young people in the process, ensuring that they have a voice in shaping the future; 7. Request that the Executive Portfolio holder with responsibility for Climate Change convenes a Citizens’ Assembly in 2019 in order to involve the wider population in this process. 8. Set up a Climate Change Partnership group, involving Councillors, residents, young citizens, climate science and solutions experts, businesses, Citizens Assembly representatives and other relevant parties. Over the following 12 months, have the Group consider strategies and actions being developed by the Council and other partner organisations and develop a climate strategy in line with a target of net zero emissions by 2030. It will also recommend ways to maximise Council Climate Emergency Motion Council’s Climate Change Web Page Page 191 of 290
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local benefits of these actions in other sectors such as employment, health, agriculture, transport and the economy 9. Report on the level of investment in the fossil fuel industry that our pensions plan and other investments have, and review the Council’s investment strategy to give due consideration to climate change impacts in the investment portfolio 10. Ensure that all reports in preparation for the 2020/21 budget cycle and investment strategy take into account the actions the council will take to address this emergency. 11. Call on the UK Government to provide the powers, resources and help with funding to make this possible, and ask local MPs to do likewise 12. Consider other actions that could be implemented, including (but not restricted to): renewable energy generation and storage, providing electric vehicle infrastructure and encouraging alternatives to private car use, increasing the efficiency of buildings, in particular to address fuel poverty; proactively using local planning powers to accelerate the delivery of net carbon new developments and communities, coordinating a series of information and training events to raise awareness and share good practice. Examples of how the Council has responded to these Motion aspirations are outlined below: - Page 192 of 290
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1.Community Planning Partnerships draw together public, voluntary and private sector bodies, and local communities to deliver a shared ‘plan’ to improve the lives of local people based on evidence. In Midlothian, the plan is called the Single Midlothian Plan (SMP). This is what Midlothian calls its Local Outcome Improvement Plan, which is a legally required document. • The SMP has three intended outcomes for the next four years, one of which is ‘significant progress is made towards net zero carbon emissions by 2030’. • The SMP seven themes of work that will be carried out to achieve these, one of which is ‘Midlothian Will Be Greener’, the most relevant in respect of the net zero outcome. The priorities in this theme are: i. Learning for sustainability is increased; ii. Sustainable living is increased; iii. Low carbon/renewable energy development and home energy saving is increased; and iv. Carbon storage is increased. • Timebound outcomes and objectives relating to the ‘Midlothian will be Greener’ theme of the SMP are agreed and refreshed annually. A Summary of those outcomes outlined for 2023/24 and an indication of who they are managed by (in brackets) are presented below. CEG (denotes the Council facilitated Community Planning, Climate Emergency Group):- Outcome: Learning for Sustainability is increased Actions to - i. Train Ranger Service in River Fly Monitoring (CEG) ii. Encouraging Schools to adopt freshwater sites in the context of the Scottish Government’s Learning for Sustainability Action Plan for Vision 2030+. Produce an education delivery package (CEG). iii. Give consideration to Midlothian Council having a Climate Adaptation Vision, signed off across Council departments with Councillor support. Could include alignment of Financing, Design, Delivery and Maintenance of the different infrastructures needed to support Council and national climate transformation objectives (MLC/CEG) iv. Work with Midlothian Energy (MEL Ltd) on targeted education of low carbon heating and renewable energy solutions in Midlothian (ML/MEL). Outcome: Sustainable Living is Increased Actions: Single Midlothian Plan 2023-27 Community Planning in Midlothian Page 193 of 290
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I. Establish a Midlothian Climate Hub - to act as an information and sign posting point for climate information and projects (CEG) II. Produce and distribute electronic information on how to promote biodiversity in small scale spaces to householders, community groups, businesses and developers (MLC/CEG) III. Community/Social Enterprise food production in Midlothian (a Midlothian Growing Network) is mapped and a Midlothian Growing Network is hosted and promoted on an accessible website (MLC/CEG). IV. Identify current community scale Climate Change projects in Midlothian and have them hosted on an accessible website (CEG) V. Use Climate Emergency Group and Midlothian Climate Hub to help promote available active travel information and events e.g. Walk to School events, Sustrans Big Walk and Wheel, Cycle to Work days, and wider walk and cycle promotion events (CEG) VI. Work with Sustrans, SEStran, and neighbouring local authorities to identify opportunities for bike/ebike hire projects and promote active travel (MLC /SESTRANS/SUSTRANS) VII. Work with public transport providers, community councils and ComoUK and others to increase the number and availability of bike storage spaces, mobility hubs, and encourage multi-modal journeys (MLC) VIII. Engage with shared transport and car club providers to establish a shared transport scheme across Midlothian (MLC) IX. The 2023-27 Single Midlothian Plan, in principle, will support and encourage climate and climate adaptation/resilience projects that come forward in its lifetime that help deliver its Vision (MLC). Outcome: Low Carbon /Renewable Energy Development and Home Energy Savings is Increased Actions: - i. Support and promote Changeworks household decarbonisation project in Midlothian – Information on home energy savings and funding sources are signposted from a Midlothian Climate Hub (CEG/MLC) ii. Work with Midlothian Energy (MEL Ltd) on targeted provision of low carbon heating and renewable energy solutions in Midlothian (MLC/MEL) iii. Work with Midlothian Council on delivery of its Local Heat and Energy Efficiency Strategy (LHEES) (MLC/MEL). Outcome: Carbon Storage is Increased Actions:- Page 194 of 290
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i. Map areas of existing wildflower and meadow in Midlothian, encourage Midlothian Wildflowers, and seek to increase number of partners on wildflower meadows, hedgerows and roadside verges projects (Climate Emergency Champion & MLC) ii. NatureScot to connect Midlothian Council with Peatland Action team to explore peatland issues and the potential for support on assessment and future project delivery (MLC/CEG) iii. Engage with landowners of peat and on peatland matters identified by NatureScot (MLC/CEG) iv. Investigate undertaking a natural capital audit of Midlothian, in part to help determine which areas have the most carbon sequestration potential via nature restoration - this could include identification of projects for restoration of peatland, grassland and woodland habitats. The natural capital audit may prompt/support further related work, e.g. water flow/flooding (MLC/CEG) v. Map areas of greenspace and tree canopy cover in Midlothian to identify missing links (MLC/CEG). 2. Council’s Service Plan goals are purposefully aligned to contribute to Single Midlothian Plan ensuring they contribute directly to it. Page 195 of 290
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3.The Councils Transformational Blueprint has been developed in line with the Single Midlothian Plan and is supported by the Council’s Service Plans, both of which aim of reducing emissions from our activities. • The Transformational Blueprint itself builds on 2020’s Midlothian Route Map Through and Out of the Covid Pandemic and has six themed interventions intended to support Midlothian’s recovery from the Coronavirus pandemic. Rooted in the creation of a wellbeing economy, the vision of MLCs 5-year strategy (2023-2028) focuses on reducing inequalities at the same time as looking after the health of our planet. It has three main aims: • Individuals and communities have improved health and learning outcomes. • No child or household live in poverty. • Significant progress is made towards net zero carbon emissions by 2030. The Blueprint sets out how MLC will continue to work to address the inequalities that our communities face, respond to the demands of the fastest growing local authority in Scotland, and delivering our vision of being a great, green place to grow. Current Transformation Blueprint Objectives are: 1.Support the Council to address the 5-year funding gap of outlined in the Medium-Term Financial Strategy. 2.Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3.Develop an organisational workforce that is flexible, ensuring that all staff have the necessary skills to work effectively, supported by digital technologies that is fit for a 21st century workforce. 4.Design a workplace for the future delivering services in a holistic and integrated way. 5.Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which improves outcomes. The ‘Workplaces of the Future’ workstream is of particular relevance with an objective to ‘embed reducing carbon through increased remote working and incentivisation of active travel work options’. Midlothian Council Transformation Blueprint Presented to the Council meeting of 27/06/2023 Page 196 of 290
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4.Midlothians Climate Change Strategy 2020 sets out a Vision and set of objectives structured around the Council’s Climate Emergency Motion of 2019. •How MLC will reduce our greenhouse gas emissions, encourage, and work with others in our community to mitigate and adapt to changing climate. •The strategy incorporates an action plan with a number of initiatives and ongoing programmes which together are helping to reduce our emissions and carbon footprint. •It identifies existing Council plans and strategies that will make a contribution to reducing its greenhouse gas emissions. •It looks at the breadth of areas in which the Council can help mitigate and adapt to climate change, including energy efficiency, recycling and waste treatment, sustainable development, sustainable travel and business processes. o Cross-service activities – both new and ongoing – that contribute to reducing the Council’s carbon footprint in these areas are set out in an Action Plan that accompanies the Strategy. o For each of these actions, the Council service responsible is identified and a timetable and desired outcome is specified. • The Strategy was approved by Council in 2020. • Work commenced in 2022/23 to update it, determine the scope of emissions and activities included in the update and cost out a pathway for the Council to reach net zero by 2030. •In 2023 funding was secured for a Climate change lead officer post, which once filled will provide dedicated resource with Climate Strategy development as a primary priority. Strategy Vision ‘To become an earth friendly Council, resource aware and committed to working in partnership with others to achieve our net zero carbon ambition by 2030 and ensure that our actions today assist future generations to create a resilient and more sustainable future in Midlothian’. Strategy Objectives I. To make the Council's activities net carbon zero by 2030; II. To establish a Citizens Assembly and Climate Change Partnership Group to engage the wider population, business, education and scientific sectors in the climate change debate; III. To raise awareness about the impacts and risks from a changing climate; Scotland’s Changing Climate – Midlothian’s Climate Change Strategy Council’s Climate Change Web Page Page 197 of 290
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IV. To take a ‘One Council’ approach to reducing carbon emissions and putting this objective at the heart of our organisational activities, processes and decisions; V. To encourage people, businesses and communities to work alongside the Council and make their own climate change commitment; VI. To lead by example and provide climate change leadership to our partners, communities and businesses. VII. To develop our resilience and ability to adapt to the impacts and risks of a changing climate; and VIII. To monitor and publicly report our climate change progress Page 198 of 290
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5. The Capital Investment Strategy sets out the vision for capital planning in Midlothian based on the themes of the Single Midlothian Plan, which aims for sustainable growth and a reduction in the Council’s carbon emissions. • Under this theme, the Capital Investment Strategy includes various environmental objectives. The ones relevant to climate change, (particularly mitigation and adaptation) are: o 'Promote sustainable energy solutions where this can be achieved in a manner acceptable in terms of the environment'; o 'Seek to achieve a high quality of design in all new development, including measures to promote community safety, low and zero-carbon technologies and resilience to the impacts of a changing climate'; o 'Safeguard and enhance biodiversity and take full account of development impact on the water environment whilst consideration is being taken for its improvement'. 6. 2023/2024 Climate Action Planning Midlothian Council commissioned Aether (reported Feb 2024), to • Calculate their baseline emissions for their estate and to provide them with a trajectory of emissions to 2030 given a ‘business as usual’ emissions reduction scenario and an ambitious emissions reduction scenario. • Review existing policies and actions to reduce emissions identified within the Midlothian Council Climate Change Plan (and update) and engaged with key council departments to determine their progress • Undertake a review of the council estate by analysing electricity and gas consumption and identified the main emissions sources, outliers and buildings requiring further audit. Capital Investment Strategy 2018 – 2028 Capital Investment Strategy 2018 – 2028 2(d) Does the body have a climate change plan or strategy? If yes, provide the name of any such document and details of where a copy of the document may be obtained or accessed. Yes. This is referred to in question 2(c) (4) , which provides a summary of the current Climate Strategy’s Vision and Objectives . The Strategy can be found on the Council’s Climate Change Web Page. Page 199 of 290
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2(e) Does the body have any plans or strategies covering the following areas that include climate change? Provide the name of any such document and the timeframe covered. Note that documents entered below may have expired or been superseded, however they are included as they were applicable during the reporting year. Topic area Name of document & link to it Time period covered Comments Adaptation Midlothian Green Network Supplementary Guidance 2018 until the new Local Development Plan is adopted • The Midlothian Green Network Supplementary Guidance (2018) supports the maintenance and expansion of the green network in the area. This will enable the network to provide the best possible contribution to climate change mitigation and adaptation through its various functions, such as: o Ensuring habitat connectivity to allow species to adapt to climate change through movement; o Encouraging retention and expansion of plants and trees to provide opportunities for carbon trapping or sequestration; and o Providing sustainable drainage and water attenuation opportunities to reduce the impact of storm events. • Land use planning proposals are assessed in relation to whether they are compatible with the Guidance’s goals. Business Travel Business Travel & Subsistence Policy - this is available internally for staff from the Council's intranet pages 2019 onwards • One of the goals of this policy is to ensure that opportunities for reducing carbon emissions from business travel are maximised. It achieves this by: o Encouraging employees to consider whether travel is necessary; o Promoting a travel hierarchy that encourages green transport modes; and o Paying cycle mileage to promote active travel use for business purposes. Page 200 of 290
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Staff Travel School Travel Plans - These are available from individual schools, some of which publish them on their website. They are also obtainable from the Council's School Travel Plan Co-ordinator. Individual School Travel Plans each cover a two year period • Every Midlothian school has a School Travel Plan, and they are available from those individual schools. • They are traditionally updated every two years, though in recent times this cycle has been interrupted by implications of the Covid pandemic, such as schools being closed and travel modes being altered. Staff are catching up with all those delayed during this period. • School Travel Plans enable the Council to monitor travel modes and are used to ask questions relating to active travel and what would encourage it over car use. This means that barriers preventing walking and cycling to school can be identified and tackled. They apply to both staff and pupils, with parents and staff in primary schools and pupils and staff in secondary schools being involved. Energy Efficiency Place Directorate Service Plans / Place Directorate Performance Reports Updated annually • The Place Directorate Service Plan identifies ‘service priorities’ for its departments. Many of these are related to energy efficiency, including: o Delivering the Energy Efficiency Standard for Social Housing programme; o Implementing the Local Authority Carbon Management Plan; and o Managing and monitoring energy usage and costs, and developing renewable energy and heat projects. • These goals, and progress towards them, are recorded in Place Directorate Annual (and Quarterly) Performance Reports. Fleet Transport Place Directorate Service Plans / Place Directorate Performance Reports Updated annually • The Place Directorate Service Plan identifies ‘service priorities’ for its departments. Many of these are related to emissions reductions from fleet operations, these being the responsibility of the Neighbourhood Services Team. They include: o Promoting the use of environmentally friendly, low-emission vehicles; o Increasing rates of active travel; and o Supporting the delivery of the Council’s Climate Change Strategy and exploring options for funding electric vehicles and their charging infrastructure. • These goals, and progress towards them towards them, are recorded in Place Directorate Annual (and Quarterly) Performance Reports. Page 201 of 290
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ICT Digital Midlothian 2021 - 2023
• The Digital Strategy was produced in 2021, partly in response to the Coronavirus
pandemic. It proposes changes to the Council’s working practices to use technology to
deliver services more effectively and cost-efficiently.
• It recognises that digital, data and technology are fundamental to supporting us to meet
the Council’s goal of reducing our carbon emissions to net zero by 2030. To help achieve
this it has the aim that wherever possible, we should implement digital technologies that
are low carbon in themselves and seek to enable and support other green and low carbon
initiatives, activities and working practices.
• The Corporate Solutions Service Plan (presented to Council on 27/06/2023) states that a
‘key priority’ for 2023/24 is to review this document. Its replacement will incorporate the
Council’s net zero emissions aims.
Renewable
Energy
Place Directorate Service Plans
/ Place Directorate
Performance Reports
Updated annually
• The Place Directorate Service Plan identifies the following as a service priority: ‘develop
carbon reduction targets for Council properties and work with energy partners to develop
energy efficiency projects, including renewable energy, in support of sustainable low
carbon energy targets and district heating schemes’.
• Progress towards this goal is recorded in Place Directorate Annual (and Quarterly)
Performance Reports.
Sustainable /
Renewable
Heat
Midlothian Local Development
Plan 2017 onwards
• The Midlothian Local Development Plan supports renewable and low carbon heating
projects via policy NRG5 ('Heat Supply Sources and Development with High Heat Demand')
and NRG6 ('Community Heating').
• The Plan specifically identifies housing sites in the Shawfair area as locations where
community heating is presumed.
• The Plan is the framework for development across Midlothian as a whole and is not
limited to the Council’s estate/operational interests.
•Local Development Plan reporting is through the Council’s Place Directorate. The Place
Service Plan notes that the introduction of renewable technologies (including heat) is a
‘Service Priority’.
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Waste Management Waste Strategy •Waste Management covers a wide range of functions that are flexible and focused in the delivery of the service. •The Waste Strategy sets out the direction for the service to achieve the Scottish Government's target of 70% recycling and composting of household waste by 2025 and to enable compliance with the Household Recycling Charter for Scotland. •The Council’s Community Waste Officer and Trade Waste Officer provide advice and guidance to households and businesses, delivering talks and presentations to local schools and community groups and encouraging participation in the Council’s recycling services and increased awareness of the environmental impacts of waste and resource efficiency. •Other key operational services areas include the collection of household, commercial and confidential waste collections, street cleansing, household recycling centres, household bulky uplifts and abandoned vehicles. Water & Sewerage Local Flood Risk Management Plan – Forth Estuary Local Plan District 2022 - 2028 • The Local Flood Risk Management Plan helps to implement the Flood Risk Management (Scotland) Act 2009. Flood Risk Management Plans are Scotland’s route map for reducing the effects of flooding on communities. They are also important in our response to the climate emergency as flooding is increasing due to it. They are delivered over six-year cycles. This plan is for Cycle 2 (2022 and 2028). • The Plan identifies where in the area it covers is at most risk of flooding and where the benefits of investment are greatest. It specifies how and when actions will be taken. • The Flood Risk Management Plan is listed as forming part of the ‘Strategic Framework’ for Neighbourhood Services in the Place Directorate Service Plan that went to Council on 27/06/2023. Page 203 of 290
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Land Use Midlothian Local Development Plan 2017 onwards • The Midlothian Local Development Plan contains many policies that support the sustainable development of land, renewable & low carbon heating projects and the promotion of active travel. These include: o NRG5 – ‘Heat Supply Sources and Development with High Heat Demand’; o NRG6 – ‘Community Heating’; o NRG2 – ‘Wind Energy’; o ENV5 – ‘Peat and Carbon Rich Soils’, and; o TRAN1 – ‘Sustainable Travel’. • The Plan is the framework for development across Midlothian as a whole and is not limited to Midlothian Council estate/operational interests. • Council’s Service Plans identify the roles of its various departments in applying the Plan’s framework to the Council’s interests, such as its own low carbon housing or renewable energy projects. Adaptation Winter Service Policy and Operational Plan Winter 2023-2024 • The purpose of this Plan is to demonstrate that the Council has taken reasonable steps to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads. As such fulfilling its Statutory responsibilities as defined in Section 34 of the Roads (Scotland) Act 1984. • The Plan also specifically references climate change and notes that Winter Service provisions may require to be implemented at any time of year and are likely to be needed with increased frequency and intensity due to climate change. It should be read in conjunction with the Council's Severe Weather Plan (both are updated every winter). This is referenced below. Page 204 of 290
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Adaptation Severe Weather Plan & Resources Winter 2023-2024 A variety of resources on severe weather are available on the Council intranet, including: • A Scottish Environment Protection Agency (SEPA)/Met Office Flood Guidance Statement User Guide; • Transport Scotland advice on driving in bad weather; • The Council’s Severe Weather Plan, which provides: o A summary of the Met Office National Severe Weather Warning System and guidance on resulting action; and o A flexible framework for the management of a co-ordinated response by Midlothian Council and partner organisations to an emergency caused by severe weather. • The Council’s Emergency Planning Procedures for Early Learning and Childcare Settings, Schools and Children’s Services. This includes a number of key principles to assist decision- making by Head Teachers during adverse weather, as well as a communications protocol, transport procedures and information on health and safety criteria for taking the decision to close a school due to severe or hazardous weather. Adaptation Midlothian Local Biodiversity Action Plan 2019 - 2024 • The Local Biodiversity Action Plan identifies priorities and actions for improving biodiversity in Midlothian. It was produced by the Midlothian Biodiversity Partnership (which includes Midlothian Council) and was adopted by the Council in 2019. • It focuses on six priority areas and identifies actions required of each group involved in the Partnership. It also must be considered in the assessment of planning applications in Midlothian. • Most of the actions will support biodiversity in adapting to the effects of climate change, in particular- o Promoting actions to enhance wildlife corridors so that biodiversity is more resilient to its impacts. o Suggesting a variety of water management actions so that water courses and bodies adapt to climate change. Page 205 of 290
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Adaptation Biodiversity Duty Report 2017 – 2020) • The Nature Conservation (Scotland) Act 2004 requires public bodies to further the conservation of biodiversity in delivering services, having regard to the Scottish Biodiversity Strategy. The Wildlife and Natural Environment (Scotland) Act 2011 requires public bodies to publish a ‘Biodiversity Report’ every three years that sets out the actions taken by the public body in carrying out its biodiversity duty. The latest report was presented to the Council's Cabinet meeting of December 2020. The subsequent is currently in progress at time of PBCC reporting. • The report has a section which describes how the Council has integrated biodiversity into nature-based solutions to the climate emergency. Staff Travel Flexible Working Policy - this is available internally for staff from the Council's intranet pages. 2020 onwards • Midlothian Council's Flexible Working Policy includes the provision for employees to request to work from home for all or part of their role. It thereby enables the Council to decrease the emissions resulting from its staff commuting to and from work. • It has applied since 2014 and was updated in 2020. Its aims have been partly superseded by the ‘digital by default’ approach where home-working is recommended for most staff following the Coronavirus pandemic. Energy Efficiency Effective Working in Midlothian Strategy (EWiM) / Council Building Rationalisation 2007 onwards • As stated in the Council’s Place Directorate Service Plan, EWiM is part of the strategic framework for the Property & Facilities Management Service. It refers to the rationalisation of the Council’s office and depot estate. It includes the introduction of space standards complemented with the workforce’s flexible and mobile working. The pandemic accelerated the adoption of remote working and enhanced digital capability across the Midlothian estate. EWiM is now pivotal to the Council’s service redesign and recovery programmes. • It has had indirect benefits for energy efficiency and emissions. One of the intended Strategy outcomes was achieving the cost-effective use of Council property, which led to improved building occupancy levels (creating efficiencies regarding the heat and power used in them) and flexible working (that reduced staff travel and the emissions associated with it). Page 206 of 290
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Energy Efficiency Local Housing Strategy 2021 - 2026 One of the intended outcomes of the Local Housing Strategy is that “housing in all tenures will be more energy efficient and fewer households will live in, or be at risk of, fuel poverty”. It includes several “Key Actions” that the Council will pursue to achieve this: o Target energy efficiency advice at households most at risk of fuel poverty; o To achieve the highly energy efficiency 'Passivhaus' standard on all directly commissioned housing in order to meet the Scottish Government’s New Build Heat Standard; o Improve knowledge of the levels, extent and nature of fuel poverty and energy efficiency of housing, with a focus on older properties; o Promote the support available from the Scottish Government to help owners transform their properties and meet the minimum energy efficiency standards for the private and social rented sectors by 2030; and o Continue to provide/facilitate services to maximise household income and reduce fuel poverty. • A report to Council on 10/10/2023 agreed to suspend the use of Passivhaus until analysis was brought back to the Council on the cost variances and its efficiency in comparison to standard energy efficiency housing. It was agreed this would not impact current sites, only further commitments. Midlothian’s Place Performance Report Annual Summary 2023/24 highlights the following achievements for 2023/24: - •First Passivhaus developments completed, occupied and certified at Buccleuch St Dalkeith and Burnbrae, Bonnyrigg. • Largest Passivhaus development on site at former Newbattle High School, part of Scotland’s largest Passivhaus housing programme. • Replacement Highbank Intermediate Care on site with extra care housing now on site with Ogilvie in Bonnyrigg, all being built to Passivhaus standard Page 207 of 290
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Energy Efficiency Strategic Housing Investment Plan 2023/24 - 2027/28 • The purpose of the Strategic Housing Investment Plan (SHIP) is to is to set out strategic investment priorities for affordable housing over a 5 year period to achieve the outcomes set out in the Local Housing Strategy (LHS). SHIP developments help to fulfil the aims of the Local Housing Strategy, one of which is to increase the energy efficiency of homes. • Projects are scored on their environmental impact with energy efficiency and use of renewable technologies of primary consideration. This helps to ensure that projects with better environmental credentials are prioritised for development ahead of other less sustainable alternatives. • The latest SHIP details potential sites for 2,594 new affordable homes to be built between 2023/24 and 2027/28. Of these, 1,958 units are expected to receive additional funding due to them meeting the ‘greener homes’ standard – this number is likely to increase as renewable technology becomes more commonplace in new housing designs. Energy Efficiency Net Zero Housing Design Guide 2022 onwards • The Council agreed at its meeting of 29/03/2022 that all new Council houses going forward should take heedance to the Net Zero Housing Design Guide, supporting the Council’s commitment to become net zero by 2030. • Through development and housing management process, the Council has gained substantial experience and knowledge of housing provision. • Reflecting standards in national and local policies, along with Midlothian Council’s commitment to become a net zero carbon Council by 2030. • The Design Guide aims to convert this knowledge into principles and preferences for Designers and professional teams to follow. It encompasses checklists which supporting developers in demonstrating how their project meets a comprehensive range of sustainability and low carbon criteria. • The end result should be the delivery of effective solutions which introduce an element of standardisation, enhance cost effectiveness and minimise maintenance. Page 208 of 290
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Energy Efficiency Midlothian Council Building Heating Policy - this is an internal Council document 2019 onwards • The aim of this policy is to set and control building temperature ranges in the heating season (approximately mid October to late May), in order to help manage the Council’s carbon footprint. • The policy applies to all workplaces where Midlothian Council has control and sets minimum, maximum and ideal temperatures for different building types (e.g. schools, offices and leisure centres). Energy Efficiency Learning Estate Strategy Covers 2017 to 2047; updated December 2022 • The Council’s Learning Estate Strategy notes that it must align with the key priority of the Single Midlothian Plan for significant progress to be made towards net zero carbon emissions by 2030. An example of how this is being taken forward is within the new Easthouses Primary School, replacement Beeslack High School and refurbishment of Penicuik High School. These new school buildings must fulfil criteria such as: o A reduction of operational energy consumption, in line with the Learning Estate Investment Programme targets; o Strict construction embodied carbon targets being met; o Low carbon and zero waste processes to be implemented during the construction phase; and o The circular economy agenda being promoted. • The refurbishment of Penicuik High School aims to reduce its annual estimated energy consumption to a cost of £60,000 a year from £244,000 at present. It is also located in the town centre in a highly accessible location that will encourage walking and cycling to school. • The Place Directorate Report Annual Summary reports that:- The Education Learning Estate Strategy programme has been developed and is subject to regular review meetings with Education and stakeholders to ensure effective monitoring, reporting and delivery of improvement and expansion of the Education estate including Early Years provision. This currently covers approximately 30 projects at various stages of development. ICT ICT Procurement Frameworks Various, depending on equipment type. • Midlothian Council purchases almost all of its IT equipment via these Scottish Government frameworks. The Council continues rely on them to ensure that the hardware we purchase is as energy efficient as possible. As MLC continues with our rolling refresh of hardware, significant numbers of older, less energy efficient devices are replaced year-on-year. • The frameworks deliver environmental benefits, including a reduction in carbon emissions through the inclusion of latest environmental and energy efficiency certification. Page 209 of 290
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Land Use Shawfair Sustainable Growth Agreement 2019 onwards • MLCs Sustainable Growth Agreements (SGAs) with SEPA are voluntary, non-legally binding, formal agreements committing the both organisations (often alongside other parties) to exploring new and innovative ways to improve environmental performance and focus on practical actions that deliver environmental, social and economic success. • An SGA for Shawfair was agreed between the Council, Shawfair LLP and SEPA in December 2019. It identifies opportunities for increased collaboration in low carbon heating, sustainable working practices, and the promotion of active travel. o One of the SGA’s key projects is the district heating system for Shawfair town centre. This will be powered by surplus, zero carbon heat from the nearby recycling and energy recovery centre. Page 210 of 290
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Other Midlothian Climate Hub Initial priorities and actions agreed with Scottish Government Sep 2023 Initial Climate Hub priorities (Set Sep 23) ● Delivery of outreach programmes to support groups within their communities, including those not yet engaged with climate change and identifying ways to enable them to participate; ● Advice and support to help empower communities and raise their ambitions; ● The provision of sharing and learning opportunities between communities; ● Signposting to funding opportunities; and the provision of ● Technical support, project development and reporting and evaluation advice to help facilitate collaborative and large scale projects ● Act as a collective voice of the network to influence decision-making and advocate for climate-friendly policies. Initial actions identified included: - ● explore how the Hub can facilitate links between community gardeners and other food growers with the foodbanks, community fridges and pantries that so many households rely upon; ● engage with, learn from and seek to add-value to ‘Changeworks in Dalkeith’. This is the second year of a three year partnership project being delivered by Changeworks to build community awareness of the climate emergency and bring about behaviour change and direct action to tackle the issue locally. In the first year of the three year project c.600 households were reached and the project is currently being extended to Eskbank, Mayfield, Gorebridge, Easthouses and Newbattle. These, like Dalkeith, include areas of deprivation; Page 211 of 290
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● engage with Midlothian Energy Ltd, Vattenfall Heat UK (the company establishing a local heat network to 4,000 homes at the new town of Shawfair) and the Council’s Local Heat and Energy Efficiency Strategy (LHEES). The Hub could help Midlothian Energy build volunteer teams to gather data from communities on energy use and energy efficiency options and have a key role in communicating the benefits of heat networks, heat pumps and other energy efficiency improvements to the wider public. This would align with the LHEES delivery plan, helping prepare for the expansion of heat networks. ● MCAN has a seat on the Communities Go Solar partnership of six community groups developing a bid to the National Lottery Climate Action Fund to support solar powered community energy schemes within their areas. One of the community groups is Penicuik Community Development Trust. We will use the valuable experience from this project to help assess other potential opportunities for community energy schemes; ● offer support to Midlothian Financial Inclusion Network and Midlothian Council to help households living in poverty in the hope we can provide added-value to this important work. The provision of local, fresh and affordable food; encouraging re-use, repair and upcycle as less-expensive and often better alternatives to buying new; and insulation advice and energy reducing measures should provide benefit to those households. Page 212 of 290
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Other Economic Growth Strategy 2020 - 2025 (+ Midlothian Economic Renewal Strategy) 2020 - 2025 • The Economic Growth Strategy contains several ‘Strategic Priorities’, one of which is to improve the vibrancy of Midlothian’s town centres and make them more environmentally friendly. • There are several ‘key actions’ that aim to promote this goal: o Creating low carbon/energy efficient business co-working space at Shawfair; o Reducing CO2 emissions per capita; o Developing a Carbon Charter and aiming to sign up new businesses to it; and o Identifying a site for a modern, light industrial use and low carbon business park; • The Economic Renewal Strategy is an addendum to the original Strategy. It was created in response to the economic challenges resulting from Brexit and the Coronavirus pandemic. It has several environmental objectives including: o Supporting businesses in undertaking sustainable travel options appraisals; o Targeting (promoting), increased referrals to Zero Waste Scotland/Resource Efficient Scotland for free environmental audits; and o Launching the Midlothian Carbon Charter. • A replacement, called the ‘Midlothian Economic Strategy for Inclusive Growth 2024 – 2029’, is due to be published in Autumn 2024. It aligns with the Scottish Government’s objective of a transition to a wellbeing economy in line with their National Strategy for Economic Transformation. Page 213 of 290
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Other Midlothian Council Procurement Strategy 2018 - 2023 2018 - 2023 . • Midlothian Council has a duty to promote the economic growth of Midlothian and the current Procurement Strategy 2018 – 2023 aims to maximise local spend ensuring growth and job creation. • There are five strategic themes to the Procurement Strategy, one of which is 'environmental benefits'. This is detailed on page 17, in relation to the Sustainable Procurement Duty. Specific reference is made to a requirement to consider impact of procurement activities in relation to climate change. • The importance of the environmental credentials of suppliers are also emphasised elsewhere, such as the tender process web page and within the Terms and Conditions for the Purchase of Goods. The latter specifies, for example, that contracts with both suppliers to the Council and their sub-suppliers may be terminated if obligations relating to environmental law are not fulfilled. • Updating the Procurement Strategy is a key priority for Legal and Governance Services, as stated in the Corporate Solutions Service Plan for 2023/34 – 2027/28. Page 214 of 290
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Other Midlothian Council Local Procurement Strategy 2021 2021 until superseded This helps to further the aims of the Council’s overall 2018 – 2023 Procurement Strategy with a focus on enhancing support to Small and Medium sized enterprises (SMEs) , third sector and supported business: - 1. Increasing opportunities for SMEs, third sector and supported business to gain Council business 2. Providing SMEs, third sector and supported business with greater access to procurement opportunities, all contract opportunities, Key objectives of note include • Demonstrate leadership and corporate social responsibility by procuring sustainably and ethically and influencing suppliers, contractors, service providers and our collaborative partners to do the same. • The Council will use its contract and supplier relationship management processes to improve, social, economic, environmental and sustainable arrangements within current and future contract opportunities. • The Council will use its spend to actively encourage and support a growing, diverse and resilient local business base, and to support our Carbon Neutral by 2030 ambitions • The Council will consider any negative externalities of procurement, for example the impact on the environment Page 215 of 290
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Other Midlothian Compact Agreement 2020 - 2025 Topic area covered: various areas of work on climate change. • The purpose of the Midlothian Compact is to create the foundation for positive working relationships between the third sector and Midlothian Council to support better outcomes for communities. • The Midlothian Compact agreement outlines actions specifying r how the Council will work together with its third sector partners. Creating networks and opportunities to develop innovative new ways of working together, share resources and ensure they are collectively are able to meet the challenges of the new decade, including the climate emergency which will increasingly affect all of our lives. Other Midlothian Physical Activity, Sport and Health Strategy 2018 - 2023 • The Midlothian Physical Activity, Sport and Health Strategy 2018 - 2023 aims to encourage everyone in Midlothian to be more active whether that’s through work, play, sport, travel or leisure. The strategy provides direction for the Council’s approach to raising awareness of the benefits of physical activity and encouraging the people of Midlothian to be more active. • Midlothian Council employee an Active Travel Officer • Incorporated within the Strategy are priorities to: - o Encourage sustainable active travel participation across all age groups o more walking busses and park and walk zones to increase active travel to school Page 216 of 290
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Other Midlothian Active Travel Strategy 2018 - 2021 • MLCs Active Travel Strategy. The Vision committed to in the Strategy is ‘ to create a safe and convenient environment for walking and cycling in Midlothian, promoting an active travel culture where there are safe and convenient walking and cycling choices for all Midlothian residents and visitors, with active travel being the normal choice for everyday journeys’ • The Strategy has nine objectives and an accompanying action plan. Its primary aim is to increase walking and cycling and reduce motorised transport. It contains a map of the region and settlements, showing existing infrastructure and identifies routes for new infrastructure and the priority level of these projects. It contains details of cross-border routes and specifies national, regional and local policies that contributed to its development. • The action plan contains a set of actions covering topics such as infrastructure and network development and school engagement. Some of the objectives are linked to monitoring activities and targets. • Work on updating the Active Travel Strategy is underway with the replacement due in 2023/24. This will inform the new Midlothian Local Development Plan and the Council’s new Local Transport Strategy. Page 217 of 290
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2(f) What are the body’s top 5 priorities for climate change governance, management and strategy for the year ahead? Provide a brief summary of the body's areas and activities of focus for the year ahead. 1. Refresh the Council Climate Change Strategy and underling action plan, supporting the Council and wider local authority partners collective journey to net zero and impactful climate mitigation and adaptation for Midlothian. Consider recommendations in the report by the Council’s Internal Audit department from January 2023 surrounding monitoring energy usage, long term planning for improving estate energy efficiency and renewables projects. In compiling the Strategy and Action Plan : - a. Undertake awareness raising to develop understanding of the relevance of climate issues across Council, community and business and its tie across to Council response to Scotlands wider polycrises of nature, wellbeing and economy. Support relevant Council leads in realigning Service Plans to ensure efficient, effective, inclusive tie across in Council response to these interconnected crises and b. Support Council colleagues in collectively identifying tangible impactful ambitious actions and formulating these into short, medium and long term planning with clear objectives and key results (milestones set against assigned ‘responsible individuals’) 2. Ensure Midlothian’s efficient and impactful interplay with regional and national work programs on transformational regional and national climate action. For example; continuing in our work alongside Sniffer, wider Scottish Government , Lothians and Borders Councils and cross sector partners in undertaking a regional risk assessment to agree regional and local adaptation priorities for collective action. 3. Strengthen coverage on climate in the review Council policy initiatives such as the forthcoming Local Development Plan review 4. Facilitate wider Authority interplay with the Council facilitated Community Planning Climate Emergency Group (CEG) 5. Support Midlothian’s community led Climate Hub as they work towards the climate priorities they have agreed with Scottish Government C Page 218 of 290
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2(g) Has the body used the Climate Change Assessment Tool (a) or equivalent tool to self-assess its capability / performance? If yes, please provide details of the key findings and resultant action taken. (a) This refers to the tool developed by Resource Efficient Scotland for self-assessing an organisation’s capability / performance in relation to climate change. Page 219 of 290
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A 2023 assessment of climate action was undertaken by Climate Emergency UK for each UK Council 1st Jan 2019 until March 2023 as carried out by Climate Emergency. The reporting scorecards were cocreated in consultation with 90 different organisations and individuals. Councils were scored on seven areas of climate action and given a right to reply before the scores underwent a final audit. Midlothian 2023 scores are outlined below: - Midlothian Council Average Score for Similar Council Buildings and Heating 36% 49% Transport 12% 22% Planning and Land Use 27% 35% Governance and Finance 24% 27% Biodiversity 23% 27% Collaboration and Engagement 37% 53% Waste Reduction and Food 31% 37% Midlothian Council had previously used the Climate Change Assessment Tool in 2021/22. This was undertaken using a slightly different methodology to the 2023 assessment above and is therefore not directly comparable . The 2021 scores generated with the tool, (depicted below ) consider overall rating of capability/performance and ratings for five areas within an organisation. The results for Midlothian Council were: • Governance – a score of 13 out of 28 (or 46%); • Emissions – a score of 8 out of 30 (or 27%); • Adaptation – a score of 10 out of 28 (or 36%); • Behaviour – a score of 10 out of 20 (or 50%); and • Procurement – a score of 6 out of 16 (or 38%). The overall rating was a score of 47 out of 122 (or 39%). As part of its ‘Council Climate Plan Scorecard’s’ project in 2021, Climate Emergency UK also assessed the Council’s plans for its climate change work according to 28 questions across nine sections, based on an expert-approved checklist. Each council was marked against these criteria and given a right to reply before the scores underwent a final audit. The results are presented below, including a comparison to other Councils similar to Midlothian for context. Page 220 of 290
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Section Midlothian Council Score Average Score for Similar Councils Governance, development and funding 13/21 10.3/21 Mitigation and adaptation 10/18 9.0/18 Commitment and integration 5/7 4.1/7 Community engagement and communications 5/9 5.1/9 Measuring and setting emissions targets 4/5 2.9/5 Co-benefits 0/4 2.2/4 Diversity and inclusion 0/5 0.9/5 Education, skills and training 1/5 2.3/5 Ecological emergency 2/4 2.1/4 2(h) Supporting information and best practice Provide any other relevant supporting information and any examples of best practice by the body in relation to governance, management and strategy. Since 2017, the Council’s Internal Auditors have undertaken three reviews into a combination of the Authority’s Public Bodies Climate Change Duties reports and its energy consumption. This has led to recommendations in relation to governance, management and strategy for how the Council should proceed with future reports and work on sustainability and climate change matters more generally. As reflected above a successful bid has been raised to put in place a dedicated Climate Lead post supporting coordination and oversight of Council wide climate action, Page 221 of 290
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PART 3 – CORPORATE EMISSIONS, TARGETS AND PROJECT DATA 3(a) Emissions from the start of the year which the body uses as a baseline (for its carbon footprint) to the end of the report year Complete the following table using the greenhouse gas emissions total for the body calculated on the same basis as for its annual carbon footprint / management reporting or, where applicable, its sustainability reporting. Include greenhouse gas emissions from the body’s estate and operations (a) (measured and reported in accordance with Scopes 1 & 2 and, to the extent applicable, selected Scope 3 of the Greenhouse Gas Protocol (b). If data is not available for any year from the start of the baseline year to the end of the report year, provide an explanation in the comments column. (a) No information is required on the effect of the body on emissions which are not from its estate and operations. (b) This refers to the document entitled “The greenhouse gas protocol. A corporate accounting and reporting standard (revised edition)”, World Business Council for Sustainable Development, Geneva, Switzerland / World Resources Institute, Washington DC, USA (2004), ISBN: 1-56973-568-9. Year Year type Scope 1 Scope 2 Scope 3 Total Units Comments 2016/17 Financial 10,726 8,949 5,287 24,962 tCO2e This year is used as the default baseline year as it was the first year following the expiration of the Council’s last Carbon Management Plan. 2017/18 Financial 11,418 9,730 1,036 22,184 tCO2e 2018/19 Financial 10,191 5,459 641 16,290 tCO2e 2019/20 Financial 10,587 4,874 590 16,051 tCO2e 2020/21 Financial 10,904 4,085 976 15,965 tCO2e 2021/22 Financial 11,529 3,914 991 16,433 tCO2e Figures retrospectively revised (upwards, by 189 tCO2e) following an error in mileage claim data. 2022/23 Financial 11,345 3,838 1,790 16,974 tCO2e Relates to emissions detailed in table 3(b) below, which include gas and electricity consumption in estate buildings, fuel use by the Council's fleet and electricity consumption associated with street lighting. 2023/24 Financial 10, 455 4,084 403 14,943 tCO2e Page 222 of 290
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3(b) Breakdown of emission sources Complete the following table with the breakdown of emission sources from the body’s most recent carbon footprint (greenhouse gas inventory); this should correspond to the last entry in the table in 3(a) above. Use the ‘Comments’ column to explain what is included within each category of emission source entered in the first column. If there is no consumption data available for an emission source enter the emissions in kgCO2e in the ‘Consumption’ column of one of the ‘Other’ rows and assign the scope and an emission factor of 1. Emissions factors are published annually by the UK Department for Business, Energy & Industrial Strategy. ‘FTE’ = Full-Time Equivalent. Emission source Scope Consumption data Units Emission factor Units Emissions (tCO2e) Comments Electricity Scope 2 14,710,773 kWh 0.20707 kgCO2e/kWh 3046.22 This data relates to Council estate buildings for which it is responsible for the utilities cost. These include schools, offices, leisure centres and libraries. Also includes consumption from stair lighting, door entry systems and car charging points. Electricity transmission and distribution losses Scope 3 14,710,773 kWh 0.01792 kgCO2e/kWh 263.55 This data relates to network losses of power that supplies Council estate buildings for which it is responsible for the utilities cost. These include schools, offices, leisure centres and libraries. Also includes consumption from stair lighting, door entry systems and car charging points. Electricity Scope 2 5,013,652 kWh 0.20707 kgCO2e/kWh 1038.19842 Refers to power consumed by assets such as streetlights, road signs and traffic signal equipment. Electricity transmission and distribution losses Scope 3 5,013,652 kWh 0.01792 kgCO2e/kWh 89.82 Refers to network losses of power that supplies assets such as streetlights, road signs and traffic signal equipment. Natural gas Scope 1 44,671,068 kWh 0.18293 kgCO2e/kWh 8171.63050 This data relates to Council estate buildings for which it is responsible for the utilities cost. These include schools, offices, leisure centres and libraries, as well as Bonnyrigg District Heating. Gas oil Scope 1 966,732 kWh 0.25650 kgCO2e/kWh 247.96 Relates to gas oil consumption within Moorfoot Primary School, Tynewater Primary School and Vogrie Country House. Page 223 of 290
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Gas oil Scope 1 412 litres 2.75541 kgCO2e/litres 1.14 Relates to fuel consumption from the Council's vehicle fleet. Diesel (average biofuel blend) 776,813 776,813 litres 2.51206 kgCO2e/litres 1951.40 Relates to fuel consumption from the Council's vehicle fleet. Petrol (average biofuel blend) Scope 1 39,710 litres 2.09747 kgCO2e/litres 83.29 Relates to fuel consumption from the Council's vehicle fleet. Water supply Scope 3 177,552 m³ 0.10000 kgCO2e/m³ 17.75 Refers to all of the Council's estate. Water treatment Scope 3 168,674 m³ 0.19000 kgCO2e/m³ 32.05 Refers to all of the Council's estate. Average car - Unknown Scope 1 547, 567 miles 0.27465 kgCO2e/miles 150.39 Relates to staff mileage claims – using their own vehicles to fulfil their employment duties - in 2022/23. Homeworking emissions Scope 3 4102,889.82 FTE Working Hours 0.34075 kg CO2e/FTE Working Hour 1,398.06 This is an estimate based on full-time equivalent staff employed by the Council in 2022/23, observations of office occupancy and a standard working week of 36 hours per week and working 47 weeks per year. Page 224 of 290
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3(c) Generation, consumption and export of renewable energy Provide a summary of the body's annual renewable generation (if any), and whether it is used or exported by the body. Technology Renewable Electricity Renewable Heat Comments Total consumed by the body (kWh) Total exported (kWh) Total consumed by the body (kWh) Total exported (kWh) Page 225 of 290
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Solar photovoltaics 104, 036 The Council has 10 solar photovoltaic systems with a total capacity of 100kW. Most were installed during 2018/19 as part of Non Domestic Energy Efficiency projects. Ones previously installed were at Gore Glen, Bilston and Roslin primary schools. They are: • Goreglen Primary School (capacity 6.25kW, commissioned in 2016); • Bilston Primary School (capacity 3.75kW, commissioned in 2016.; • Roslin Primary School (capacity 6.24kW, commissioned in 2017); • Penicuik Pool & Library (capacity 11.55kW, commissioned in 2019); • Loanhead Centre (capacity 12.03kW, commissioned in 2018); • Bonnyrigg Primary School (capacity 11.55 kW, commissioned in 2019); • Cuiken Primary School (capacity 12.38kW, commissioned in 2019); • St Andrew's RC Primary School (capacity 12.38kW, commissioned in 2019); • Woodburn Primary School (capacity 11.55kW, commissioned in 2019); and • Lasswade Campus (capacity 12.10 kW, commissioned in 2019) • Please note: - Missing information: - Bonnyrigg PS not received since Nov 24 , Cuiken PS not received since Feb 24 & Roslin PS & St Andrews PS not received since beginning Mar 24 – MLC Energy Assistant Energy Officer is currently investigating these data gaps. Page 226 of 290
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3(d) Organisational targets List all of the body’s targets of relevance to its climate change duties. Where applicable, targets for reducing indirect emissions of greenhouse gases, overall carbon targets and any separate land use, energy efficiency, waste, water, information and communication technology, transport, travel and heat targets should be included. Where applicable, you should also provide the body’s target date for achieving zero direct emissions of greenhouse gases, or such other targets that demonstrate how the body is contributing to Scotland achieving its emissions reduction targets. Name of target Target Boundary / scope of target Target completion year Progress against target Comments Number of street lights replaced with LED lanterns. Install 752 new street lighting columns and 1164 street lights were upgraded to LED lanterns to include a central management system for dimming, Scope 2 2023/24 The Place Performance Report Annual Summary 2023/2024 highlights that 1121 tonnes of carbon emissions were saved from street lighting this year (an increased from the 1075 tonnes in 2022/23). • Each LED light replaced reduces energy consumption by a factor of five, compared with standard units. Electricity consumption (non- heat) - kWh/year/m2 Develop carbon reduction targets for Council properties and work with energy partners to develop energy efficiency projects, including renewable energy, in support of sustainable low carbon energy targets and district heating schemes Scope 2 2023/24 (& ongoing) New target for 2023/24 Introduced as a set of new ‘Key Performance Indicators’ for 2023/24 for the Property & Facilities Management Service in the Place Directorate Service Plan 2023 – 2027. Aim – to reduce carbon dioxide emissions from offices, schools, schools with pools, leisure centres and leisure centres with pools. Page 227 of 290
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Carbon dioxide emissions (all energy + water) - kgCO2e/year/m2 Develop carbon reduction targets for Council properties and work with energy partners to develop energy efficiency projects, including renewable energy, in support of sustainable low carbon energy targets and district heating schemes . Scope 2 2023/24 (& ongoing) New target for 2023/24 Introduced as a set of new ‘Key Performance Indicators’ for 2023/24 for the Property & Facilities Management Service in the Place Directorate Service Plan 2023 – 2027. Aim - to reduce carbon dioxide emissions from offices, schools, schools with pools, leisure centres and leisure centres with pools. Water consumption – m3/year Reduce water consumption from offices, schools, schools with pools, leisure centres and leisure centres with pools. Scope 3 2023/24 (& ongoing) New target for 2023/24 Introduced as a set of new ‘Key Performance Indicators’ for 2023/24 for the Property & Facilities Management Service in the Place Directorate Service Plan 2023 – 2027. Local Heat & Energy Efficiency Strategies Increase the percentage of Local Heat & Energy Efficiency Strategies complete. All energy use 2023/24 (& ongoing) New target for 2023/24 Introduced as a set of new ‘Key Performance Indicators’ for 2023/24 for the Property & Facilities Management Service in the Place Directorate Service Plan 2023 – 2027. The percentage of Council fleet which is 'Green', ‘cumulative’. 8% of vehicles Transport 2022/23 (ongoing annual target beyond) 8.2% As for 2022/23 reporting period. Progress ‘Passivhaus’ social housing projects 321 completed Energy use in buildings See ‘Comments’ Details of progression towards completions are outlined in the Housing Land Audit. Page 228 of 290
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3(d)(a) How will the body align its spending plans and use of resources to contribute to reducing emissions and delivering its emission reduction targets? Provide any relevant supporting information Midlothian Council delivers its priorities through the Single Midlothian Plan (SMP). This has several aims in relation to emissions reductions, including to increase the amount of renewable and low carbon energy generation in Midlothian and the amount of energy saved in the area’s homes, increasing carbon storage in the area and raising awareness of the climate emergency. Service Plans and Performance Reports for each Council department outline the priorities for their staff together with measurement indicators to determine progress. These documents are expected to show connections to the SMP and therefore must outline how services are using and will use their resources to meet the SMP’s climate change related objectives. The Transformation Blueprint, and supporting Medium Term Financial Strategy, have also been developed in line with the Single Midlothian Plan and are supported by the Council’s Service Plans. See question 2(c) for further details on the Blueprint. Reports presented to meetings of Midlothian’s Council and Cabinet also outline how the matters/actions they describe support sustainable development and the use of the Council’s resources in doing so. 3(d)(b) How will the body publish, or otherwise make available, it's progress towards achieving its emissions reduction targets? Provide any other relevant supporting information. In the event that the body wishes to refer to information already published, provide information about where the publication can be accessed. Given that they contain data on the Council’s current emissions volume and sources, together with data for previous years, the annual Public Bodies Climate Change Duties Return will document progress towards achieving Midlothian Council’s emissions reduction targets. These reports are presented to the Council’s Cabinet each year prior to submission and such items are publicly available through a ‘Council, Cabinet and Committees’ webpage. The Council’s ‘Sustainable Development and Climate Change’ web page will also be updated each year with the latest submission. Progress towards the Council’s emissions reduction targets will also be presented in the Council’s performance reporting, which now includes key performance indicators that will track electricity and water consumption as well as carbon dioxide emissions across various categories of premises that comprise its estate. Page 229 of 290
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3(e) Estimated total annual carbon savings from all projects implemented by the body in the report year If no projects were implemented against an emissions source, enter “0”. If the body does not have any information for an emissions source, enter “Unknown”. If the body does not include the emissions source in its carbon footprint, enter “N/A”. Emissions source Total estimated annual carbon savings (tCO2e) Comments 0 No projects were implemented 2023/24 3(f) Detail the top 10 carbon reduction projects to be carried out by the body in the report year Provide details of the 10 projects which are estimated to achieve the highest carbon savings during report year. Project name Funding source First full year of CO2e savings Capital cost (£) Project lifetime (years) Primary fuel/emission source saved Estimated carbon savings per year (tCO2e/annum) Estimated costs savings (£/annum) Comments NONE PLANNED Page 230 of 290
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3(g) Estimated decrease or increase in the body’s emissions attributed to factors (not reported elsewhere in this form) in the report year If the emissions increased or decreased due to any such factor in the report year, provide an estimate of the amount and direction. Emissions source Total estimated annual emissions (tCO2e) Increase or decrease in emissions Comments Estate changes -34 Decrease This fall in emissions is due to sites in the Council estate being leased, demolished, sold or experiencing decreased use. Service provision Staff numbers 3.5% (not tCO2e) Increase Staff numbers reported in Part 1 of this report are 4,053. The equivalent number for the previous report was 4,032. Total emissions for these respective years are 16, 974 tCO2e (2023/24) and 16,433 tCO2e (2022/23). This equates to a 3.3% year-on-year increase in emissions per member of staff. Other (specify in comments) 3(h) Anticipated annual carbon savings from all projects implemented by the body in the year ahead If no projects are expected to be implemented against an emissions source, enter “0”. If the organisation does not have any information for an emissions source, enter “Unknown”. If the organisation does not include the emissions source in its carbon footprint, enter “N/A”. Emissions source Total estimated annual carbon saving (tCO2e) Comments 0 3(i) Estimated decrease or increase in emissions from other sources in the year ahead If the body’s corporate emissions are likely to increase or decrease for any other reason in the year ahead, provide an estimate of the amount and direction. Emissions source Total estimated annual emissions (tCO2e) Increase or decrease in emissions Comments 0 Page 231 of 290
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3(j) Total carbon reduction project savings since the start of the year which the body used as a baseline for its carbon footprint If the body has data available, estimate the total emissions savings made from projects since the start of that year (‘the baseline year’). Total savings Total estimated emissions savings (tCO2e) Comments Total project savings since baseline year 901 Refers to savings made since 2016/17 from the implementation of emissions reductions projects across the Council’s estate. These are taken from the entries made for question 3e for each of those reporting years. Respectively, these are 68, 55, 407, 93, 263 and 15 tCO2e in those years. These are savings made from Salix, capital and Non Domestic Energy Efficiency Framework projects. Page 232 of 290
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3(k) Supporting information and best practice Provide any other relevant supporting information and any examples of best practice by the body in relation to corporate emissions, targets and projects. The energy consumption and emissions data in this section was provided by the Energy Assistant Development Officer from the Council’s Property & Facilities Management department. During the reporting year they continued to monitor energy consumption across the Council’s building portfolio on a monthly basis. More accurate monitoring has been enhanced by the use of Automatic Meter Readers. These are in place for all Council premises with gas supplies and most of the Council’s larger sites in the case of electricity. A Council Internal Audit report from 2022/23 examined such issues and recommended strengthening procedures in this respect further to ensure efficiency, best value and a reduction in carbon emissions. Other measures in relation to corporate emissions, targets and projects are outlined in Q5 of the ‘Other Notable Reporting Activity’ section at the end of this report. They include: • The Council’s Local Heat and Energy Efficiency Strategy (LHEES), which it is currently developing, to systematically improve the energy efficiency of buildings and decarbonise heat in Midlothian. It incorporates the Council’s past work from the ‘Green Heat in Green Spaces / Park Power’ project which investigated the possibilities for how Council-owned urban green and blue spaces can support Scotland's low carbon heat transition; • Salix carbon reduction and energy efficiency projects; and • Energy efficiency projects involving the environmental charity ‘Changeworks’. Midlothian Energy Ltd (MEL, the Council’s joint venture energy company with Vattenfall) are taking forward a number of carbon reduction projects. These include solar PV, electric vehicle charging, direct wire electricity, Non-Domestic Energy Efficiency Framework measures, hydroelectric and hydrogen. It is estimated that such schemes will lead to an investment of £90 - £100m. There is also the potential to expand their district heating project in Shawfair into neighbouring sites. Laying the 4km of pipes that this project entails started in summer 2023. This initial phase will supply 3,000 homes, education and retail properties at Shawfair, saving over 2,500 tonnes of CO2 per year (the equivalent of taking 1,200 cars off the road) and the project is benefitting from up to £7.3m from the Scottish Government’s Low Carbon Infrastructure Transformation Project. MEL also intend to engage with various departments from Councils in Edinburgh and East Lothian to scope the potential for cross-boundary emissions reductions projects too. PART 4 – ADAPTATION 4(a) Has the body assessed current and future climate-related risks? If yes, provide a reference or link to any such risk assessment(s). The Council’s exposure to risks related to climate are reported in updates of its Strategic Risk Profile presented to its Audit Committee. The risk is summarised as a score based on possible impacts and the likelihood of these impacts, together with a commentary to add context. Page 233 of 290
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During the 2021/22 reporting year, The Council’s Internal Audit department also assessed the risks to the Council of not meeting its climate change obligations. This followed a similar investigation in 2017/18 and, more recently, a report in 2022/23 to review the controls over the Council’s consumption of utilities (energy and water) and associated risks. The Council’s Planning, Sustainable Growth & Investment Service produced an updated Climate Change Risk Assessment in 2021/22 to assess its exposure in this area too. It is based on: • The categories of risk identified in the UK Climate Change Risk Assessment 2017 – Summary for Scotland, produced by the UK government’s Committee on Climate Change; • An additional criteria – ‘Compliance, Governance & Management Risks’; and • Midlothian Council’s Climate Change Strategy – the Risk Assessment examines the risk to the Council associated with the targets and actions in the Strategy, noting the impact and likelihood of failing to meet the actions in a risk assessment matrix. Current and future climate-related risks due to flooding have been assessed through the risk assessment and Strategic Environmental Assessment of the Midlothian Local Development Plan 2017. The Strategic Flood Risk Assessment identifies the area's functional flood plain and collates information on all sources of flood risk, including the Scottish Environment Protection Agency Indicative River and Coastal Flood Risk Maps. It was used to inform the development strategy of the Plan. These documents are available here and here. The Council also assessed climate-related flooding risks as part of its input to Forth Estuary Local Flood Risk Management Plan, which helps to implement the Flood Risk Management (Scotland) Act 2009 and translates it into action. Flood Risk Management Plans are Scotland’s route map for reducing the effects of flooding on communities and form an important part of the response to the climate emergency as flooding is increasing due to it. They are delivered over six- year cycles. The Plan identifies where in the area it covers is at most risk of flooding and where the benefits of investment are greatest. It specifies how and when actions will be taken. Current and future climate-related risks were also previously covered by the Midlothian Community Planning Partnership Strategic Assessment. It provided an insight into the main issues that present a threat or risk to communities within Midlothian. It did this using 'PESTEL' analysis, and environmental issues – such as climate change – were examined as part of this. The last separate Strategic Assessment was written in 2019, however elements of it are now incorporated into the Single Midlothian Plan. Climate change-related risks are also assessed when various Council policies are drafted - see question 4b below. Page 234 of 290
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4(b) What arrangements does the body have in place to manage climate-related risks? Provide details of any climate change adaptation strategies, action plans and risk management procedures, and any climate change adaptation policies which apply across the body. The Councils 2020 Climate Change Strategy ‘ Scotland’s Changing Climate’ is currently active. Early work was undertaken in 2023/24 to support a revision to this existing Strategy. Part of this review work involved the Council commissioning Aether consultants to: - 1. Calculate the baseline emissions for the Council estate and provide the Council with a trajectory of emissions to 2030 given a ‘business as usual’ emissions reduction scenario and an ambitious emissions reduction scenario. 2. Review existing policies and actions to reduce emissions identified within the Midlothian Council Climate Change Plan 3. Engage with key council departments to determine their progress. 4. Review council estate by analysing electricity and gas consumption and identified the main emissions sources, outliers and buildings requiring further audit. • The Council have had sign off on a Climate lead post ( to be put in place mid 2024), with the purpose of leading on and further coordinating impactful climate action across the Authority. • Currently climate-related risks, as they relate to any particular document or proposal, will be considered by Elected Members as part of regular Council, Cabinet and Committee meetings. Arrangements for managing risks also arise from discussions and actions following the presentation of the Council’s Strategic Risk Profile to its Audit Committee, which estimates the Council’s current exposure to climate change related risks. Further measures for managing risks relating to particular areas of Council business are referred to below. Winter Service Policy and Operational Plan: • The purpose of this Plan is to demonstrate that the Council has taken reasonable steps to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads, to fulfil its Statutory responsibilities as defined in Section 34 of the Roads (Scotland) Act 1984. • The Plan also specifically references climate change and notes that its measures may require to be put into operation at any time of year. It notes that such instances are likely to occur with increased frequency and intensity due to climate change. It should be read in conjunction with the Council's Severe Weather Plan (both are updated every winter). This is referenced below. Severe Weather Plan & Resources: • A variety of resources on severe weather are available on the Council intranet, including: o A SEPA/Met Office Flood Guidance Statement User Guide; o Transport Scotland advice on driving in bad weather; Page 235 of 290
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• The Council’s Severe Weather Plan, which provides: o A summary of the Met Office National Severe Weather Warning System and guidance on resulting action; and o A flexible framework for the management of a co-ordinated response by Midlothian Council and partner organisations to an emergency caused by severe weather. • The Council’s Emergency Planning Procedures for Early Learning and Childcare Settings, Schools and Children’s Services. This includes a number of key principles to assist decision-making by Head Teachers during adverse weather, as well as a communications protocol, transport procedures and information on health and safety criteria for taking the decision to close a school due to severe or hazardous weather. Local Flood Risk Management Plan – Forth Estuary Local Plan District: • The Local Flood Risk Management Plan helps to implement the Flood Risk Management (Scotland) Act 2009. Flood Risk Management Plans are Scotland’s route map for reducing the effects of flooding on communities. They are also important in our response to the climate emergency as flooding is increasing due to it. They are delivered over six-year cycles. The latest plan is for Cycle 2 (2022 and 2028). • The Plan identifies where in the area it covers is at most risk of flooding and where the benefits of investment are greatest. It specifies how and when actions will be taken. • The Flood Risk Management Plan is listed as forming part of the ‘Strategic Framework’ for Neighbourhood Services in the Council’s most recent Place Directorate Service Plan. Integrated Impact Assessments: • Integrated Impact Assessments are systematic, evidence-based checks to consider the risks and impacts of policies and decisions on legal duties in relation to equality, human rights, sustainability and the environment. • In relation to the environment, they require the author to identify and examine impacts of decisions on: o Reducing greenhouse gas emissions; o Planning for and adapting to climate change; o Air, water and soil pollution; o The efficient use of energy and materials; and o Enhancing biodiversity. Page 236 of 290
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4(c) What action has the body taken to adapt to climate change? Include details of work to increase awareness of the need to adapt to climate change and build the capacity of staff and stakeholders to assess risk and implement action. The body may wish to make reference to the Scottish Climate Change Adaptation Programme (‘the Programme’). Assessing risk and implementing action to adapt to climate change is enhanced by the Council’s Risk Management Policy and Strategy, which provides a systematic and formalised framework for determining and responding to risks such as those posed by climate change (see also question 4e). This outlines the proposed approach to risk management and governance arrangements for risk monitoring and accountability within the Council. It focuses on all risks that the Council may be exposed to. It is by no means focussed exclusively on climate-related risks, though an objective of it is to anticipate and respond to social, environmental and legislative requirements. It also states that, in the area of risk management, the Council seeks to safeguard and enhance the quality of Midlothian's environment. It was reviewed in mid-2021 when a Risk and Resilience Group was established with membership drawn from Chief Officers and Senior Managers across the Council and its Audit Service. Adaptation actions are promoted though the Midlothian Local Development Plan, which proposed developments must adhere to. It identifies locations for developments that require Flood Risk Assessments, watercourse buffer strips and Sustainable Urban Drainage Systems to avoid surface water flooding. The Midlothian Green Network Supplementary Guidance provides a framework to enable green networks to help climate change mitigation and adaptation through its various functions. These include: • Ensuring habitat connectivity to allow species to adapt to climate change through movement; • Encouraging the retention and expansion of plants and trees to provide opportunities for carbon sequestration; and • Providing water attenuation opportunities to reduce the impact of storm events. These aims form a list of 'Design Principles for the Green Network' that are used to assess planning applications. Raising awareness of climate change amongst staff is also done via: • A dedicated web page on the topic which includes a presentation on the science of climate change, what actions the Council is doing to mitigate and adapt to it and how staff can play their part; and • Announcements in staff communications of climate change related events such as advice sessions on saving energy and using active transport. Wider awareness raising is performed by providing guidance to Midlothian residents via the Council website. This includes: • Information on flooding, such as contact details to report surface water drainage issues and referring readers to other sources of information, including live flooding updates (via Floodline.org.uk); and Page 237 of 290
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• Information on severe weather events, including school closure updates, the Council's Winter Service Policy and a 'Frequently Asked Questions' page which includes relevant Council service contact numbers. Links to external websites are also provided, and cover issues such as advice on travel and the loss of utilities. Page 238 of 290
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4(d) Where applicable, what contribution has the body made to helping deliver the Programme? Provide any other relevant supporting information. The Second Scottish Climate Change Adaptation Programme 2019 – 2024 lists various policies that will help to achieve its outcomes, together with owners of these policies. The text below lists contributions made by Midlothian Council to the policies against which Local Authorities are marked as owners. Flood Risk Management Strategies • A Strategic Flood Risk Assessment accompanies the Midlothian Local Development Plan. It collates information on all sources of flood risk, including SEPA Indicative River and Coastal Flood Risk Flood Maps, and was used to inform the development strategy of the Plan. • Planning staff are in regular contact with SEPA to obtain and be informed about the latest flood risk data. This is being used in producing the next Local Development Plan to inform discussions with staff who specialise in flooding matters. • Policy ENV 10 (Water Environment) of the Midlothian Local Development Plan helps implement the objectives of the River Basin Management Plan: it states that development proposals that contribute to the aims of the River Basin Management Plan will be supported. • Midlothian Council took part in the development of latest the Forth Estuary Local Flood Risk Management Plan and it is listed as forming part of the ‘Strategic Framework’ for Neighbourhood Services in the Place Directorate Service Plan that went to Council on 27/06/2023. See question 4(b) above for further details on it. • Midlothian Council's Planning Team and a representative of the Roads Service regularly meet with Scottish Water to discuss matters such as the management of surface water to ensure that sewer systems are resilient to climate change. Similar meetings also take place with Scottish Natural Heritage and the Scottish Environment Protection Agency. Energy Efficient Scotland • The Council is currently developing its Local Heat and Energy Efficiency Strategy, to systematically improve the energy efficiency of buildings and decarbonise heat in Midlothian. More detail on this is included in Q5 of the ‘Other Notable Reporting Activity’ section at the end of this report. • An aim of the Council’s Local Housing Strategy is that homes will be more energy efficient. This will be achieved via means such as using the ‘Passivhaus’ low energy design standard on all directly commissioned Council housing projects, promoting support available from the Scottish Government to help owners transform their properties and meet the minimum energy efficiency standards for the private and social rented sectors by 2030, and targeted energy efficiency advice. • Midlothian Council’s Building Services department has been and continues to be involved in projects to improve the energy efficiency of buildings alongside Changeworks (an environmental charity). • The Council has a Net Zero Housing Design Guide that applies to all new Council houses. Page 239 of 290
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• The Council’s Property & Facilities Management Service progress work in this area through the development of renewable energy projects in the Council’s building estate. Tolerable Standards and Scottish Housing Quality Standards • The Council’s Building Services staff progress work towards the Scottish Housing Quality Standards and have various performance indicators that relate to it. These include the percentage of the Council housing stock meeting the criteria in general as well as specific aspects of it such as the percentage meeting the ‘modern facilities & services’, ‘free from serious disrepair’ and ‘healthy, safe and secure’ criteria. The percentage of Council dwellings that are energy efficient is also a corporate performance indicator. Water Refill Locations: Local Development Plans • This is being taken forward as part of the review of the Midlothian Local Development Plan following guidance and requirements on the topic from the Planning (Scotland) Act 2019 and the resulting Local Development Planning Regulations & Guidance Consultation. Outdoor Learning In Nature • The Midlothian Ranger Service offers a variety of educational activities based on the Curriculum for Excellence from the Early through to the Senior phase. It organises and leads free curriculum based education for schools and groups involving teaching to inspire pupils about nature, their local environment and the world around them. These include: o The Midlothian Outdoor Festival (held in October 2023) involved partnering with volunteers to produce an annual programme of walks and cycles, a wildlife recording workshop, talks & video presentations and river discovery events which looked at aquatic biota and water quality. A programme of around 30 events took place, with over 1000 participants attending over the 4 days. The 2024 programme is in preparation. o Vogrie Outdoor Early Learning & Childcare Centre, which opened in 2019, is an outdoor nursery located within the grounds of Vogrie Country Park that provides care for children up to three days a week. It aims to generate an interest in the natural world amongst children to create environmental awareness and its vision is ‘learning and growing together through nature, nurture and play’. It was rated as ‘very good’ during its last inspection (in 2021). o During the 2023/24 reporting period, the 2600 participants, leading 174 sessions of outdoor educational activities including subjects such as pond and woodland habitats, nature ID, bat watches, nature walks and maths in the outdoors. o The ‘Big Help Out’ is part of a nationwide initiative to get people involved in volunteering in their communities. The Midlothian Ranger Service arranged three activities as part of this in May 2023: tree planting and maintenance, the ‘Big Pond Dig’ (where volunteers record pond life in a citizen science project); and ‘Feed the Birds’ (where volunteers will make bird feeders). Page 240 of 290
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o There are actions in the Single Midlothian Plan to pursue outdoor learning in nature – see question 2a in the Recommended Reporting section. The Ranger Service is challenged due to an ongoing staff secondment, presently at 23 months (although initial proposal was 6 months only). Currently the service consists of a Senior Ranger and Countryside Ranger, managing 7 countryside sites: ▪ Vogrie Country Park ▪ Roslin Glen Country Park ▪ Gore Glen Woodland Park ▪ Springfield Mill Wildlife Site ▪ Straiton Pond Local Nature Reserve ▪ The Roslin to Loanhead Walkway ▪ The Penicuik to Dalkeith Walkway o The Ranger Service worked with over 2600 participants, leading 174 sessions of outdoor educational activities including subjects such as pond and woodland habitats, nature ID, bat watches, nature walks and maths in the outdoors. • As of July 2023 there were 67 schools and nurseries in Midlothian that are registered with the Eco-Schools programme (including private facilities). It is the largest sustainable schools programme in the world and is delivered in Scotland by Keep Scotland Beautiful. It involves schools forming an Eco-Committee which completes an Environmental Review, to help decide which topics to work on. This is followed by an Action Plan which needs to cover three of the ten possible topics: one of these must be climate action and the others include food & the environment or biodiversity. Actions should also be linked with the curriculum and should involve the local community. This work is recognised by the Green Flag Award, which is a visible indication of a school's commitment to learning about sustainability, and an internationally recognised accreditation. It is renewed every two years through a repeat of the process. 13 of the 67 participants in Midlothian have been awarded Green Flag status. • Doors Open Days are a range of events coordinated by the Scottish Civic Trust. They run throughout Scotland every September as part of European Heritage Days. They are primarily about celebrating heritage and the built environment by offering free access to venues across Midlothian, however some of the events are environment-themed. The 2023 Doors Open Day saw over 20 venues across Midlothian open their doors free to the public. Wider activities compassed wildlife surveying for kids at Vogrie Wildlife Information Centre, a photography exhibition in Lasswade and railway model creation in Mayfield There are other policies within the Second Scottish Climate Change Adaptation Programme 2019 – 2024 that although they do not list local authorities as owners, nevertheless overlap with their work and which Midlothian Council are therefore helping to progress. These are: • Clean Air for Scotland Strategy (progressed by the Midlothian Council’s Protective Services); • Electric Vehicle Charging Network through ChargePlace Scotland (Neighbourhood Services); • Building Regulations/Standards (Building Services); • Scottish Water Surface Water Policy (Planning, Sustainable Growth and Investment; and Projects (via the Edinburgh and Lothians Strategic Drainage Partnership)); and Page 241 of 290
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• Blue-Green Infrastructure (Planning, Sustainable Growth and Investment). 4(e) What arrangements does the body have in place to review current and future climate risks? Provide details of arrangements to review current and future climate risks, for example, what timescales are in place to review the climate change risk assessments referred to in Question 4(a) and adaptation strategies, action plans, procedures and policies in Question 4(b). The Councils 2020 Climate Change Strategy ‘ Scotland’s Changing Climate’ is currently active. Early work has been undertaken in 2023/24 to support the revision and update of the 2020 Strategy. Part of this involved the Council commissioning Aether consultants to: - o Calculate their baseline emissions for their estate and to provide them with a trajectory of emissions to 2030 given a ‘business as usual’ emissions reduction scenario and an ambitious emissions reduction scenario. o Review existing policies and actions to reduce emissions identified within the Midlothian Council Climate Change Plan o Engage with key council departments to determine their progress. o Review council estate by analysing electricity and gas consumption and identified the main emissions sources, outliers and buildings requiring further audit. • The Council have had sign off on a Climate lead post ( to be put in place mid 2024), with the purpose of leading on and further coordinating impactful climate action across the Authority. • The items discussed in questions 4a and 4b are periodically updated, often annually, and will therefore be used to review current and future climate risks. • Climate-related risks are continually reviewed as part of Integrated Impact Assessments and Strategic Environmental Assessments as these are required on policy decisions that may have consequences for the environment. The Council’s overall approach in the area of 1) risk identification and 2) Council accountability for risk, is outlined in its Risk Management Policy and Strategy. This was reviewed in 2021 by a Risk and Resilience Group that included Chief Officers, Senior Managers and its Audit Service. It focuses on all risks that the Council may be exposed to and not exclusively on climate-related risks, though an objective of it is to anticipate and respond to environmental legislative requirements. It also states that, in the area of risk management, the Council seeks to safeguard and enhance the quality of Midlothian's environment. Page 242 of 290
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4(f) What arrangements does the body have in place to monitor and evaluate the impact of the adaptation actions? Please provide details of monitoring and evaluation criteria and adaptation indicators used to assess the effectiveness of actions detailed under Question 4(c) and Question 4(d). Under the Environmental Assessment (Scotland) Act, the Council is required to monitor the significant environmental effects of the implementation of every strategic action for which it has carried out a Strategic Environmental Assessment. This is done using criteria which enables the Council to identify any unforeseen adverse effects at an early stage; and undertake appropriate remedial action. The impact of adaptation actions identified in individual workstreams are monitored and evaluated through the periodic reviews of those workstreams and the tasks they involve. For example measures to adapt to climate change as outlined in the Midlothian Local Development Plan are monitored and evaluated through meetings of the Development Plan Monitoring Group. This assesses progress being made towards the environmental goals of the Plan and lessons learned for future Plans. 4(g) What are the body’s top 5 climate change adaptation priorities for the year ahead? Provide a summary of the areas and activities of focus for the year ahead. 1. Refresh the Council Climate Change Strategy and underling action plan, supporting the Council and wider local authority partners collective journey to net zero and impactful climate mitigation and adaptation for Midlothian. Consider recommendations in the report by the Council’s Internal Audit department from January 2023 surrounding monitoring energy usage, long term planning for improving estate energy efficiency and renewables projects. In compiling the Strategy and Action Plan: - a. Undertake awareness raising to develop understanding of the relevance of climate issues across Council, community and business and its tie across to Council response to Scotlands wider polycrises of nature, wellbeing and economy. Support relevant Council leads in realigning Service Plans to ensure efficient, effective, inclusive tie across in Council response to these interconnected crises and b. Support Council colleagues in collectively identifying tangible impactful ambitious actions and formulating these into short, medium and long term planning with clear objectives and key results (milestones set against assigned ‘responsible individuals’) 2. Ensure Midlothian’s efficient and impactful interplay with regional and national work programs on transformational regional and national climate action. For example; continuing in our work alongside Sniffer, wider Scottish Government , Lothians and Borders Councils and cross sector partners in undertaking a regional risk assessment to agree regional and local adaptation priorities for collective action. 3. Strengthen coverage on climate in the review Council policy initiatives such as the forthcoming Local Development Plan review 4. Facilitate wider Authority interplay with the Council facilitated Community Planning Climate Emergency Group (CEG) 5. Support Midlothian’s community led Climate Hub as they work towards the climate priorities they have agreed with Scottish Government [ Page 243 of 290
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4(h) Supporting information and best practice Provide any other relevant supporting information and any examples of best practice by the body in relation to adaptation. The information and examples provided in questions 4(a) to 4(g) above are accompanied by links to documents which provide supporting information, if required. Page 244 of 290
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PART 5 – PROCUREMENT 5(a) How have procurement policies contributed to compliance with climate change duties? Provide information relating to how the procurement policies of the body have contributed to its compliance with climate changes duties. The Midlothian Council Procurement Strategy 2018 - 2023 and derived policy and procedures reflect European, national and local objectives, including their sustainability considerations. These are: • European objectives - Directives 2014/24/EU, 2014/23/EU and 2014/55/EU; • National objectives – the Procurement Reform (Scotland) Act 2014, Scottish Procurement Policy Notes and the Scottish Government’s Public Procurement Strategy for Scotland 2023 to 2028); and • Local objectives - Single Midlothian Plan objectives. The Council notes the importance of environmental matters prominently within its Procurement Strategy, which has five strategic themes to promote ethical standards. Whilst it encompasses social and economic matters, the Strategy also notes that environmental opportunities are of ‘equal importance’ and this includes considering the impact of purchases on, for instance, climate change, waste production or scarce materials. In practical terms, this may involve: • Collaborating with partners to share good practice and maximise opportunities when procuring from the same suppliers; • Undertaking soft market testing to understand the potential for innovation and what the market can offer in terms of sustainable solutions; • Considering environmental sustainability in the early stages of each project, identifying goods, works and services with significant impact; • Including appropriate standards, requirements and targets in contracts; • Considering environmental factors where appropriate in supplier selection and tender evaluation; and • Taking a whole lifecycle approach to costs. The above aims are also furthered by Midlothian Council’s 2021 Local Procurement Strategy, which: • Sees the Council use its spend to actively encourage and support a growing, diverse and resilient local business base, to facilitate its Carbon Neutral by 2030 ambitions; • Involves considering any negative externalities of procurement, for example the impact on the environment; and • Promotes the use of local suppliers where appropriate, to help reduce the carbon footprint of the Authority's activity, such as that associated with transport which would otherwise be higher if less local alternatives were used. To assist the aims of the Local Procurement Strategy, the Council’s Procurement Team have collaborated with their colleagues in Economic Development. This includes to launch the Midlothian Business Carbon Charter/Green Pledge. It supports businesses to operate in environmentally friendly and low-carbon ways, for example by signposting information, expert advice from partner agencies, and funds to facilitate energy efficiencies. Businesses signing up are directed to Page 245 of 290
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a range of advice on how to achieve the Charter’s aims, including by developing travel plans and energy, waste and water audits. Those adopting it will therefore be in a better position to comply with the Council’s procurement standards and the Local Procurement Strategy. The Council’s Economic Development staff support the aims of the Local Procurement Strategy by: • Encouraging businesses to sign the Council’s Carbon Charter/Midlothian Green Pledge to commit to operating in environmentally-friendly and low- carbon ways. Signatories are directed to a range of advice on how to achieve the Charter’s aims and so will be in a better position to support the Local Procurement Strategy’s objective to procure sustainably; • Encouraging and supporting businesses to register with Public Contracts Scotland to increase their access to tender opportunities within Midlothian and the wider public sector; • Encouraging registration with the Supplier Development Programme, which provides access to free training and support in public sector tendering to improve the tender readiness of local suppliers; • Working collaboratively with the Council’s Procurement Team to identify upcoming opportunities and promoting them via the Council’s digital channels and contacting businesses directly; • Attending the Supplier Development Programme’s quarterly meetings, promoting events and training and sharing of articles; • Offering guidance and support on all aspects of procurement, to aid understanding of regulations and to support bidders to submit compliant tender submissions; • Hosting ‘Meet the Buyer’ events, attended jointly by Economic Development, Midlothian Business Gateway and Council Procurement staff for relevant contracts; and • Supporting Meet the Buyer events by external organisations by promoting them via social media and contacting local businesses to raise awareness and register attendance. Recent examples include Shawfair’s Low Carbon District Heating System Supplier Engagement Event by and Balfour Beatty’s supply chain engagement event. Page 246 of 290
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5(b) How has procurement activity contributed to compliance with climate change duties? Provide information relating to how procurement activity by the body has contributed to its compliance with climate changes duties. Tender processes use the Single Procurement Document (SPD). This incorporates a standard set of questions, including on environmental compliance and policy to help ensure tenderers have an appropriate history and overall approach to environmental considerations. Invitations to Tender and associated documents issued by Midlothian Council Procurement also specify environmental considerations/requirements (including those relating to carbon emissions) that tenderers must comply with. Where proportionate to the nature of the contract, environmental considerations will go further. Examples of the application of these procedures and procurement activities contributing to compliance with climate change duties during the 2023/24 reporting year are: • An Invitation to Tender for the supply and installation of street lighting requiring bidders to describe the details of any specific steps taken in the design, manufacture and installation of this equipment to increase energy efficiency and reduce any detrimental environmental impacts; • An Additional Standards Statement for a contract for the construction of Council social housing requiring tenderers to have appropriate environmental/energy management systems in place such as UKAS (or equivalent) accredited independent third party certificate of compliance with BS EN ISO 14001 (or equivalent) or a valid EMAS (or equivalent) certificate; and • The award criteria within the Technical Questionnaire for the supply of ski slope materials to Midlothian’s snowsports centre requiring a statement on efforts by bidders to meet sustainability criteria, such as their actions to meet the Scottish Government’s target of net zero greenhouse gas emissions by 2045, with a 75% reduction by 2030. Full details on these and other Contact Notices published by Midlothian Council, including those archived from previous years, are available at the Council’s page on the Public Contracts Scotland portal. Page 247 of 290
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5(c) Supporting information and best practice Provide any other relevant supporting information and any examples of best practice by the body in relation to procurement. Midlothian Council's procurement Terms & Conditions contain provisions that allow for the termination of contacts if obligations under the European Communities Act 1972 have not been met. This includes events where the supplier has failed to comply in the performance of the Contract with legal obligations in the fields of environmental law. Suppliers themselves must include the same provision within their various sub-contracts. These requirements apply to the Council’s Terms & Conditions for the purchase of goods, for the purchase of services, for the use of consultancy services and for the supply of goods. The Council provides an overview of the tender process, which specifically emphasises the importance of environmental considerations in bids made for goods and services. The Council's Procurement Strategy and Terms & Conditions of business are available on the Council website and the former specifically references climate change matters as an influencing factor in procurement decisions. The Procurement pages on the Council’s website also direct potential suppliers to the Midlothian Business Carbon Charter (as mentioned above). Resource efficiency and carbon considerations are part of procurement decisions for i) goods & services and ii) decisions about capital and maintenance budget expenditure. In relation to the former, a whole life cost approach to contract development is included within tender documents and commodity strategies. This involves considering low carbon alternatives for selected goods and services that may have a high emissions impact. For capital and maintenance budget expenditure, larger projects that are subject to financial appraisal are also subject to carbon appraisal, including whole lifecycle costing and consideration of alternative low carbon methods. In practical terms, there are numerous services procured via various Framework Agreements such as Scotland Excel frameworks, where the framework contracts have climate related inclusions for suppliers to have carbon considerations or environmental/sustainability commitments within the commissioning. Page 248 of 290
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PART 6 – VALIDATION & DECLARATION 6(a) Internal validation process Briefly describe the body’s internal validation process, if any, of the data or information contained within this report. Much of the data within this submission was obtained from reports that were presented to Council meetings during the reporting year, including Service Plans and Performance Reports. In other cases, the relevant Council services were contacted directly to validate it. The data in part 3 was compiled and reviewed by the Council’s Energy Officer while the overall report was reviewed by the Planning Sustainable Growth and Investment Service Manager (who has departmental responsibility for the authoring officer). The Council’s Internal Audit staff have also played an indirect role in validation. They have previously scrutinised two such reports and reported on another occasion on energy use in the Council’s estate. This resulted in recommendations both on the procedural aspects of how the report is compiled and on the Council’s climate change response which underpins it. Their most recent investigation was in the 2022/23 reporting year. As per their previous instructions, this year’s proposed PBCCD report was presented to the Council’s Cabinet for scrutiny and approval prior to its submission. 6(b) Peer validation process Briefly describe the body’s peer validation process, if any, of the data or information contained within this report. No peer validation took place, resources did not allow this. 6(c) External validation process Briefly describe the body’s external validation process, if any, of the data or information contained within this report. Ernst & Young commented and made recommendations on the Council’s work towards its climate change goals, including the topics covered within this report in its Annual Audit Report to Members and the Controller of Audit for the Year Ended 31st March 2022. This was reported to Council in October 2022, along with recommendations for how to proceed. Note that this reporting was not exclusively focused on the review of the Council’s Public Bodies Climate Change Duties return, but a wider range of activities that also encompasses it. 6(d) No validation process If any information provided in this report has not been validated, identify the information in question and explain why it has not been validated. N/A - our validation process is outlined above. Page 249 of 290
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6e - Declaration I confirm that the information in this report is accurate and provides a fair representation of the body’s performance in relation to climate change. Name Role in the body Date Peter Arnsdorf Planning, Sustainable Growth and Investment Manager 15/10/2024 RECOMMENDED REPORTING: REPORTING ON WIDER INFLUENCE Q1 Historic Emissions (Local Authorities only) Please indicate emission amounts and unit of measurement (e.g. tCO2e) and years. Please provide information on the following components using data from the links provided below. Please use (1) as the default unless targets and actions relate to (2). (1) UK local and regional CO2 emissions: subset dataset (emissions within the scope of influence of local authorities): (2) UK local and regional CO2 emissions: full dataset: Local Authority (please state): Midlothian BEIS Dataset (full or sub-set): Subset Table 1a – Subset (units are ktCO2, except for *, which is tCO2 Sector 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Comments Total emissions 422.-7 456.14 445.15 401.74 399.01 382.64 370.79 366.55 353.75 311.92 352.95 332.06 Industry and commercial 99.33 124.65 120.33 102.01 97.82 88.94 77.53 78.93 69.38 60.17 72.96 67.60 Domestic 178.19 191.71 187.30 159.59 160.07 148.75 145.04 143.54 143.69 137.13 142.65 122.73 Transport total 144.54 139.78 137.32 140.14 141.12 144.95 148.22 144.08 140.67 114.62 137.34 141.73 Per capita 7.32 7.42 7.34 6.57 6.39 6.21 6.08 5.90 5.66 5.00 5.36 4.92 Page 250 of 290
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Q2a - Targets Please detail your wider influence targets Sector Description Start year Target Target / End Year Comments Other Learning for sustainability is increased 2023 • Two Council Rangers and 10 volunteers trained by 31/03/2024. • 3 schools adopting fresh water sites by 31/03/2025. • Introduction of an adaptation vision given consideration by 31/03/2025. March 2025 Included in the 2023 – 2027 Single Midlothian Plan as an outcome under the ‘Midlothian Will be Greener’ theme. Other Sustainable living is increased 2023 • Establish a ‘Midlothian Climate Hub’. • Produce and distribute info on promoting biodiversity in small scale spaces. • Mapping and promoting community/social enterprise food production. • Identify community scale climate change projects in Midlothian. • Promote active travel information and work with Sustrans, SEStrans and neighbouring Councils to do so. • Establish a shared transport scheme across Midlothian. March 2026 Included in the 2023 – 2027 Single Midlothian Plan as an outcome under the ‘Midlothian Will be Greener’ theme. Energy Increase low carbon/renewable energy developments and home energy saving 2023 • Support and promote Changework’s decarbonisation projects and signpost information on home energy saving using the ‘Midlothian Climate Hub’. • Work with Midlothian Energy Ltd on low carbon heating and renewable energy projects. • Work with Midlothian Council to delivery its Local Heat and Energy Efficiency Strategy. March 2027 Included in the 2023 – 2027 Single Midlothian Plan as an outcome under the ‘Midlothian Will be Greener’ theme. Rural land use Carbon storage is increased 2023 • Map areas of wildflowers and meadows in Midlothian and encourage their growth. • NatureScot to connect Midlothian Council with Peatland Action to explore possibilities in this area for carbon savings. • Map areas of greenspace and tree canopy cover. March 2026 Included in the 2023 – 2027 Single Midlothian Plan as an outcome under the ‘Midlothian Will be Greener’ theme. Page 251 of 290
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Q2b) Does the organisation have an overall mission statement, strategies, plans or policies outlining ambition to influence emissions beyond your corporate boundaries? If so, please detail this in the box below. Yes - see the answers to questions within the ‘Governance, Management & Strategy’ section. Many of the documents listed there for questions 2c, 2d and 2e extend beyond the Council's corporate boundary, as do many of the activities listed in the ‘Other Notable Reporting Activity’ section below. The requirements of the Council in relation to sustainable procurement also assist in influencing emissions beyond its boundaries. Midlothian Council’s declaration of a ‘climate change emergency’ in 2019 includes the aim of encouraging emissions reductions across the region – it stated that ‘the council will support and work with other agencies towards making the entire area zero carbon within the same timescale [by 2030]’. To assist in achieving this, a Climate Emergency Group started during the previous reporting year. It has seen the Council collaborate with partners in Midlothian to pursue emissions reductions and as a result, several goals for this are contained within the latest Single Midlothian Plan. These are detailed in question 2a above. Q3) Policies and Actions to Reduce Emissions Secto r Start year for policy / action imple - mentatio n Year that the policy / action will be fully imple - mente d Annual CO2 saving once fully imple - mente d (tCO2) Latest year measure d Saving in latest year measure d (tCO2) Statu s Metric / indicators for monitorin g progress Deliver y role During project / policy design and implementatio n, has ISM or an equivalent behaviour change tool been used? Please give further details of this behaviou r change activity Value of investmen t (£) Ongoin g costs (£/ year) Primary funding Source for implementatio n of policy / action Please provide any detail on data sources or limitations relating to the information provided in Table 3 The Council has not completed this question for this report year. It is hoped to do so for future reports as data and information becomes more readily available and resources allow, in particular, the review of the Council’s Climate Change Strategy. This commenced during the reporting year with initial work focussing on determining the scope of emissions and activities included in the update and costing out a pathway for the Council to reach net zero by 2030. Many entries that could go in the table above are nevertheless included in Section 3 (particularly 3d) and the ‘Other Notable Reporting Activity’ section below, while carbon reduction targets that extend beyond the Council’s own emissions are included in Q2a in this section. Page 252 of 290
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Q4) Partnership Working, Communication and Capacity Building. Please detail your Climate Change Partnership, Communication or Capacity Building Initiatives below. Key Action Type Description Organisation’s Project Role Lead Organisation (if not reporting organisation) Private Partners Public Partners 3rd Sector Partners Outputs Comments Examples of these actions are detailed throughout this report, particularly in the ‘Other Notable Reporting Activity’ table below, or in relation to Midlothian Energy Ltd. Other examples elsewhere in this report include the work of the Climate Emergency Group in Q2a above. Page 253 of 290
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OTHER NOTABLE REPORTING ACTIVITY Page 254 of 290
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Q5) Please detail key actions relating to Food and Drink, Biodiversity, Water, Procurement and Resource Use in the table below. Key Action Type Key Action Description Organisation's Project Role Impacts/Comments Air Quality Air Quality Annual Progress Reports Lead • Air Quality Annual Progress Reports set out the results of air quality monitoring carried out by Midlothian Council and consider the potential impacts from a range of sources such as road traffic and other transport emissions, industrial processes, commercial and domestic fuel use and fugitive emission sources. They also note the relevance of air quality issues to climate change, for example as covered by the Clean Air for Scotland Strategy. • Monitoring activity is performed in relation to nitrogen dioxide, which can contribute to climate change since it is a precursor of ozone (a greenhouse gas). The reports also document progress on measures to improve air quality which result in reduced emissions of greenhouse gases too, for example efforts to reduce vehicle idling, encourage public transport use and increase the uptake of electric vehicles. Air Quality East Central Scotland Vehicle Emissions Partnership Participant • Midlothian Council forms part of the East Central Scotland Vehicle Emissions Partnership, together with the Councils of West Lothian, East Lothian, Falkirk and Stirling as well as the Scottish Government. • The remit of the group is to help reduce vehicle emissions by encouraging drivers to switch off their engine whenever possible, educating the general public and by handling idling complaints. • They provide a range of services to discourage idling around schools and have information on fuel efficient driving on their website. Biodiversity Midlothian Local Biodiversity Site System Lead • The Midlothian Local Biodiversity Site System is run by The Wildlife Information Centre (TWIC), who fulfil the Council’s obligation for sites to be assessed in terms of the health of their species and habitats. • There are currently over 50 designated local biodiversity sites in Midlothian and TWIC maintain records of flora and fauna, site boundaries and survey information for both existing and proposed sites. These are assessed using a methodology overseen by the Midlothian Local Biodiversity Site Steering Group which is chaired by the Council and its members include volunteer local botanical experts, representatives of the Scottish Wildlife Trust and Botanical Society of the British Isles. Nature Scot is also corresponding member. Biodiversity Planning Application Biodiversity Screening Participant Planning applications received by the Council are assessed in respect of their impact on biodiversity and compliance with guidance on it (the Local Biodiversity Action Plan). This takes place via TWIC (the Wildlife Information Centre), who the Council have a service agreement with and who provide screening reports and views on biodiversity information submitted in support of proposals. Consultation responses from staff in the Conservation & Environment Section of the Planning department assist in this area. These sources will contain information, suggestions and requests and ensure that biodiversity issues are taken into account in determining the application. Page 255 of 290
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Biodiversity Planning Application Tree Preservation Order Lead During the 2023/24 reporting period, Council Planning Committee confirmed a Tree Preservation Order to protect eight individual trees and four groups of trees on land at the Kiln, Quarrybank, Cousland and land at Northfield Farm, Cousland. Biodiversity Midlothian Ranger Service Lead • The Midlothian Ranger Service manages the countryside in Midlothian for the benefit of people and wildlife, via work in the following three areas and accompanying objectives: o Recreation (access) - to encourage participation in Midlothian's countryside and to improve the path network through work with volunteers and in partnership with communities; o Education - to help everyone learn about Midlothian's countryside and heritage; and o Conservation (biodiversity) - to conserve and enhance Midlothian's natural environment and cultural heritage and work with volunteers and partners to effect change. • The Ranger Service produce Management Plans for the five sites they care for which include measures relating to biodiversity. • 6,990 volunteer hours (1,165 days) were spent in countryside sites. Volunteer numbers have increased significantly over the last few years, with a 25% increase in volunteer hours this year compared to last year and a 45% increase from 2021/22. Work on MLC’s Countryside sites would not be possible without close partnership working between volunteers and their coordination by our Ranger service. Other achievements this year included: •36 ranger events held with 1,557 participants and 174 school and community group events with 2,603 participants. •The completion of countryside site tree surveys to include identification of dangerous and high priority trees for treatment. •Development of links and environmental learning sessions with ‘Early Learning’ outdoor nursery at Vogrie. •Continued provision of conservation volunteering tasks and activities for an increasing number of corporate groups. •Delivery of Midlothian Outdoor Festival 2023, including 30 events and over 1,550 participants, with volunteers and partners throughout Midlothian. •Grassland management to increase pollinator species and carbon sequestration rates carried out at Vogrie, Roslin and Straiton Pond by volunteers cutting and lifting wildflower rich meadow areas. •Green Flags awarded at Straiton Pond Local nature reserve and Kings Park. •As part of a national monitoring scheme, Butterfly surveys were carried out with volunteers on a weekly basis from April to Sept. •‘Vogrie Bioblitz’ of the former golf course took place with partners and volunteer recorders to gather information on species as abenchmark for future management interventions in species diversity. •Partnership developed with Alzheimer Scotland to lead guided walks and talks. Page 256 of 290
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Biodiversity Nature Restoration Fund Projects Lead • Funded by the Scottish Government and managed by NatureScot, The Nature Restoration Fund (NRF) is a competitive fund launched in July 2021, which specifically encourages applicants with projects that restore wildlife and habitats on land and sea and address the twin crises of biodiversity loss and climate change. • Funding to Midlothian of £210,000 for 2023/24 was allocated in summer 2023. A report to Council on 21/11/2023 noted that this was going to be used for the supply and planting of bulbs and perennial wildflower seeds to support biodiversity and pollinator friendly areas across the county and was approved by the Capital Plan and Asset Management Board on 02/11/2023. • Butterfly and Bee happy mixes of Bulbs and wild flowers were planted at some of MLC’s prominent roundabouts and in our parks. 20 locations were planted with 1,184,670 bulbs. To further support the Scottish Government’s draft Scottish Biodiversity Strategy and Midlothian’s Local Biodiversity action plan, additional funding was spent on further biodiversity measures to be undertaken in the next quarter involving large areas of wild flowers on the former Golf Course at Vogrie Country Park to create pollinator friendly areas. Biodiversity Greenspace Imporovements/Greenflag Awards Lead •77 improvements or new facilities were completed this year, 28 improvement projects,12 play areas and 16 village improvements. •Green Flags awarded at Straiton Pond Local nature reserve and Kings Park • 6,990 volunteer hours (1,165 days) were spent in countryside sites. Volunteer numbers have increased significantly over the last few years, with a 25% increase in volunteer hours this year compared to last year and a 45% increase from 2021/22. Page 257 of 290
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Energy Efficiency Changeworks Housing Service Supporting • This involves various projects: o Warm and Well is funded by Midlothian Council for its tenants and involves Changeworks providing advice to help them reduce their energy bills and have warmer homes. This may involve assistance with Warm Home Discount applications, negotiating with energy suppliers to resolve billing issues, choosing energy suppliers and tariffs and understanding energy bills. This supported 18 clients in 2021/22, saving 500kg of CO2. Housing Services also commissioned Changeworks to provide a Warm and Well programme to October 2023. o Aim High is funded by the NHS and is a partnership between Changeworks, Sure Start and Midlothian Citizens Advice Buro (CAB). It aims to help prevent child poverty by supporting low income families to better manage their home budgets by tackling two of the largest household bills – energy and food. Support is provided from the CABs Income Maximisation Officer and fuel poverty advice services from Changeworks. The service is integrated into Sure Start Midlothian and is delivered through the Sure Start centres in Midlothian. This supported 75 clients in 2021/22, saving 1,160kg of CO2. o Changeworks can deliver online or in-person workshops or attend events with their energy advice stalls, and the Council refers to their services at https://www.midlothian.gov.uk/info/200296/coronavirus/645/support_coping_with_rising_living_costs • This is one of three strands of work that Changeworks do in Midlothian. These are: o Energy advice and advocacy support – provided by their Affordable Warmth Services; o Energy efficiency projects – provided by their Project Management Team; and o Changeworks in Dalkeith – provided by their Low Carbon Communities Team. Energy Efficiency Scottish Energy Officers Network Participant A member of staff from the Council's Property & Facilities department took part in this. It involves all 32 Scottish Councils and is a community for people working in or who have an interest in the Public Sector Energy Management field so as to share best practice and disseminate information. They meet every two months. Energy Efficiency IT Power Down Activities Lead • The vast majority of the Council’s desktop and laptop equipment in both corporate and school buildings is set to power down at 7.30pm each evening if not in use. There are a very few exceptions where the hardware has to be kept alive for operational reasons. • All monitors go into a low energy consumption sleep mode (.45W) if not connected and can be manually turned off by users. Page 258 of 290
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Energy efficiency Salix Energy Efficiency Projects Participant • Salix are public sector energy efficiency financiers who are working with the Scottish Government to support continued investment of former Central Energy Efficiency Fund (CEEF) money. CEEF was a Scottish Government scheme to reduce public sector carbon emissions, and when it was abolished in 2016, Councils were permitted to retain their funding. Salix are supporting the continued investment of this money via match-funding Council investment with interest-free conditional grants. • Salix projects in Midlothian have covered the installation of a range of technologies to reduce the energy consumption and carbon output of the Council’s estate. Examples include fitting Building Energy Management Systems, new boilers and LED lighting. Further information in this regard is noted in 3f of this report. Energy efficiency, renewable energy /low carbon heat Local Heat & Energy Efficiency Strategy / Local Heat & Energy Efficiency Delivery Plan Lead •Local Heat and Energy Efficiency Strategies (LHEES) are area-based plans for improving the energy efficiency of buildings and decarbonising heat. The Local Heat and Energy Efficiency Strategies (Scotland) Order 2022 required Councils to publish their first LHEES on or before 31/12/2023, then update them every five years. Midlothian submitted their draft LHEES to the Scottish Government for review in December 2023. This was approved for compliance by Scottish Government subject to Council approval 2024. •The Key Performance Indicator in the Place Directorate Service Plan presented to Council in 2023 showing ‘Percentage of LHEES complete’ is now at 100% as the document has been published. •This year work has progressed at pace to review the findings of the previously reported Stage 4 LHEES study, the outcome of which has provided a good foundation for the remaining stages. There has been positive and good engagement with internal stakeholders’ business and community representatives, and regular engagement with Joint Venture Partners Midlothian Energy who will be an essential partner in delivering an effective and viable plan. •Midlothian has worked with key stakeholders including Changeworks for analysis of our building’s fabric and Vattenfall (via MEL) for our heat network analysis. •The Delivery Plan (section 11 of the LHEES) presents the timeline of events for achieving decarbonisation of heat and energy efficiency approvements across the council. . Page 259 of 290
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Food & Drink Allotment & Food Growing Strategy 2020 - 2030 Lead • This was created in response to the Community Empowerment (Scotland) Act 2015 which places a duty on local authorities to publish a food growing strategy for their area. • The implementation of the Strategy will help to reduce the carbon footprint and food miles of Midlothian’s residents. • The Strategy also recognises the contribution that allotments make to biodiversity. It therefore includes an action to prepare a biodiversity gardening leaflet for new plot-holders so that these benefits are maximised. Raising Awareness Council E-Training Module and Climate Change Web Page Lead • The Climate Change page of the Council’s web site was given an overhaul in 2021, with it now containing an ‘e-learning’ course (primarily for staff, but also of interest to the wider public) and the Council's Climate Change Strategy amongst other things. • The ‘e-learning’ module contains details on the science of climate change, the Council’s commitments in this area and what people can do to reduce their emissions. It asks employees to take a ‘pledge’ to reduce their carbon footprint. Page 260 of 290
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Transport Electric Vehicle Charging Infrastructure Lead • With regards to Council-owned, publicly accessible EV chargers, on 31/03/24, the total number of public chargers that were live on our network was 47. This included: 37 AC Fast dual socket charging units, 6 AC Standard (Slow) charging units (all but two of our Standard units are also dual socket). 4 DC Rapid charging units located at Sheriffhall Park & Ride. • There are also non-public access (workplace) chargers at the Bonnyrigg Depot, Midlothian House and Stobhill Depot to promote the use of electric vehicles for Council business trips, which are managed by Travel & Fleet staff (part of Neighbourhood Services). • In addition to publicly accessible chargers, we also have fleet vehicle charging at our depots. According to my records, the numbers of fleet chargers are as follows: Stobhill: 8X 7kW single socket units Fushiebridge: 2X 7kW single socket units Bonnyrigg Garage: 4X 7kW single socket units Midlothian House: 8X 7kW single socket units + 1X dual socket unit. Total of 24 charging sockets • One of The Council’s Sustainable Transport Officer manages all aspects of EV charging including strategy and policy development, operations and maintenance. • Chargers were initially funded by the Local Authority Investment Programme (LAIP), under which Councils could receive 100% capital grants for chargers. Part of the Council’s 2021/22 LAIP fund (£72,777) was carried over into 22/23 and went toward installing 12 new charging points. The total costs for the work was £95,587, with this including electricity supply connections, underground cabling works and cost of all charging units, installation of the charging units, maintenance contract and commissioning costs. • Transport Scotland replaced the LAIP after 2021/22 with the Electric Vehicle Infrastructure Fund (EVIF). This will run until 2025/26 and aims to support Councils to draw in private investment across Scotland through owner/operator models in partnership with private sector. Councils have been allocated £140,000 over the 4-year period as resource funding for the purposes of developing an Electric Vehicle Charging Strategy and Infrastructure Expansion Plan. Page 261 of 290
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Transport Electric Vehicle Charging Strategy / Electric Vehicle Policy Lead • Councils have been allocated £140,000 from the Electric Vehicle Infrastructure Fund (EVIF) for developing an Electric Vehicle Charging Strategy and Infrastructure Expansion Plan. In 2022/23, Midlothian Council commissioned consultants Mott MacDonald to produce these and a final draft is due by March 2024. Work has so far has involved various tasks including: o Forecasting demand for electric vehicle charging until 2030, establishing the Council’s role in supporting infrastructure provision to meet this demand; o Providing an assessment of delivery models and developing an expansion delivery plan; and o Hosting a public consultation and workshops with various Council departments and Elected Members. • A working group has also been formed to update the Council’s 2019 Electric Vehicle Policy including minimum standards, designs for new charging facilities in general and those specific to new developments. A Planning Officer is also developing the Council’s Parking Standards and there will be some cross-over of this with the Electric Vehicle Policy. Transport Staff Cycling Facilities Lead • Lockers are available in Fairfield House and Midlothian House on a first-come, first-served basis for staff that cycle to work .8 have been added over the 2023/24 PBCC reporting period using monies the Council from a 2019 Cycle Friendly Employer award presented to the Council by ‘Cycling Scotland’. The Council now have a total of 24 bike lockers across Midlothian House and Fairfield House locations. • Cycle parking facilities include an externally funded covered cycle shelter in the car park behind Midlothian House and rails behind Fairfield House. • Upgrading the Council’s staff shower facilities was done with Cycling Scotland funding and there are now two for staff use – in Fairfield House and in the Old Fairfield building. • Because of the above initiatives, Midlothian Council was awarded “Cycle Friendly Employer” status by Cycling Scotland. It is valid until February 2024. Transport Staff Bike Loan Scheme Lead • 17 bikes are available for staff on a rolling basis for commuting. 4 the bikes having been purchased over the 2023/24 reporting period using funding arising from a 2019 Cycle Friendly Award from Cycling Scotland. People are lent a bike for free for up to two months, after which it will go to another member of staff. Bikes are reserved on a first-come basis but a waiting list is also in place. Accessories such as a lock and lights are also provided. • The bikes themselves were funded through Cycling Scotland and the ongoing operation of the scheme is supported by Smarter Choice, Smarter Places. • It is hoped that the initiative will encourage staff to buy their own bike and change their travel behaviour after the hire period. Page 262 of 290
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Transport Staff Cycling Training Events Lead •MLC were unable to run any staff cycling sessions due to reallocation of funds within the Smarter Choices budget. These have however has been scheduled to commence alongside the 2024/25 projects, •These had been delivered regularly over the last few years, both for the public and staff, and have advertised in the Wednesday Weekly All Staff Email and the Council’s social media pages. Cycling Scotland approved trainers deliver them and, where possible, bikes are provided to attendees that don’t have one. • In the past they have been tied into “Dr Bike” cycle maintenance sessions and Cycling UK’s “Shift” programme. •There was a “Dr Bike” bike maintenance event on 19/01/24 which was advertised in the Weekly All Staff Email on 21/12/2023. Transport Active/Sustainable Travel Maps Lead • The Council produces a range of mapped resources that allow people to find out about local active travel infrastructure and journey times. These encourage both staff and Midlothian’s residents to use active travel. These include an active travel map created by Spokes (a Lothian-wide cycle campaign) which the Council placed on its interactive consoles around Midlothian to support more accurate travel planning and sustainable journeys. • Walking and cycling maps are provided on a regular basis to libraries/leisure centres and health centres around Midlothian. They are also given out at active travel events. Page 263 of 290
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Transport Places for Everyone Participant Dr Bike Community events Winter Campaign • Arranging the booking of Dr Bike Mechanics to carry out detailed by checks for community members who attend for free. • These were conducted in various locations; Danderhall, Bonnyrigg and Woodburn Dalkeith, and were ran on 4 different occasions. (Bonnyrigg Nov 23, Danderhall Jan 24, Woodburn Feb and April 24). • Liaising with Police and Fire service to ensure their attendance and collaborated with other bodies with CLLE to run these in partnership and target specific community areas (Play Midlothian attending in Woodburn). • Stats for each event: Bonnyrigg Nov 23: 26 participants Danderhall Jan 24: 94 participants Woodburn Feb 24: 27 participants Woodburn April 24: 25 participants Staff Lunchtime Walks • This is a monthly activity, whereby staff participate in 30min walk during their lunchbreak and have free lunch catered for upon their return to the office. The premise here is to encourage staff to be more active during their working day if they are mainly office based, and also highlight the numerous walking routes and paths that are accessible to them in close proximity to their work location. • The free lunches made available to those walking has worked as a great incentive for those taking part. The appetite for staff lunchtime walks has been consistent throughout the year running from October 23 – April 24, gaining roughly 10 participants each time. These were advertised to staff in advance via staff weekly email, on the councils Intranet, and walking group email sent by organisers. Step Count Challenge- Midlothian Council Staff • The Step Count Challenge was agreed to take place in May 2024, but to be covered within the funding from 23/24’s SCSP projects. Staff sign up in teams of 5 and track their count accumulatively across the duration of the challenge. This year the Challenge for 4 weeks in the month May. Managed to accumulate a great number of teams participating this year across the workplace. This will have been aided by the extensive promotions internally with the comms team, and the time of year it has arranged Page 264 of 290
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for, being in a month of the year with generally improved weather conditions as opposed to taking place in Wintertime. Stats: 257 participants, 53 teams entering Transport Smarter Choices, Smarter Places (SCSP) Participant • This is administered by the walking charity Paths For All and has a Local Authority Fund which Councils can apply to to implement active and sustainable travel projects. In the 2023/24 funding period, £94,000 as awarded to Midlothian Council for: o An Active Travel Marketing Officer post, to co-ordinate all active travel initiatives and engagement in Midlothian. o An Active Travel Marketing Officer (Schools) post, to provide engagement, active travel education including Bikeabililty and promotional events for schools and implementing the School Streets project at a primary school. Transport Cycling Walking and Safer Routes Participant • Cycling and Walking Safer Routes is a Scottish Government scheme that funds Councils directly. Midlothian’s proposed projects for 2023/24 are: o Rosewell to Auchendinny (National Cycle Route 196) path resurfacing; o Edgehead village traffic calming; o Pedestrian crossing improvements on Lauder Road; o Traffic calming and pedestrian crossing improvements at Gore Glen Primary School; o Pedestrian crossing improvements at Bog Road, Penicuik; o Traffic calming and pedestrian crossing improvements at Sherwood Crescent, Bonnyrigg; and o Pedestrian crossing improvements on the A7 at the Sun Inn. Transport Promoting Other Active Travel Events Participant • The Council participated in various events in 2023/24 to promote active travel in Midlothian. These included: o Sustrans Big Walk and Wheel in March 2024. It is the UK’s largest inter-school walking, wheeling, scooting and cycling challenge and aims to get pupils active during the school run. During the two-week challenge, schools compete to record the greatest number of pupils walking, using a wheelchair, scooting and cycling to school, whilst learning about the benefits of active travel; o Promoting Bike Week on the 5th to the 11th of June 2023 with primary school interaction o The Midlothian Outdoor Festival (working with the Midlothian Ranger Service and Communities, Lifelong Learning and Education) to deliver active travel events in October 2023. Page 265 of 290
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Transport Midlothian Bus Alliance Lead • The Midlothian Bus Alliance (MBA), led by Midlothian Council, formed in 2021 and made a successful bid for £300,000 to the Bus Partnership Fund (BPF) to develop four key routes within the Midlothian area. This will help promote public transport, reducing private car use and therefore emissions too. • The BPF is a capital fund to develop and implement bus priority infrastructure. This initial award has been made to support the Midlothian Bus Alliance (MBA) through funding resources required to conduct appraisals and business cases. A report on preliminary options was put to the Council meeting of 21/02/2023. •The Council, as lead partner in the Midlothian Bus Alliance (MBA), commissioned an appraisal study into bus priority measures on four east-west routes in Midlothian to support better east-west bus connectivity, routes and service performance. The study, carried out by consultants Aecom, was completed in September 2023 and advised on physical improvements to increase bus priority. The study was funded by an award (in September 2021) of £302,000 from Transport Scotland’s Bus Partnership Fund (BPF). •The Council, as lead MBA partner also successfully attracted a further BPF award of 178,336.80 from a ‘Quick Wins’ funding round in January 2024. Twenty-four Real Time Passenger Information Signs were purchased with the award (at £7,430.70 each) and the activity was completed in March 2024. •The Council was notified on 16 January 2024 by Transport Scotland of a freeze on BPF fund following the Scottish Budget of 19 December 2023. The freeze, and updates on BPF funded activities, were reported to Council on 27 February 2024. Transport Loanhead Bike Refurbishment Project Lead • This involves staff from Communities Lifelong Learning & Education, who are also bike technicians, offering bike maintenance to feeder schools for Lasswade High School, though they have also offered their services in local parks. This is called ‘The Bike Tent’. • They are funded by Levenseat, the council’s bulky waste recycling partner who have pledged financial support for local organisations involved in reuse/recycling initiatives and sustainable/environmental activities. Transport Cycle Solutions / Cycle to Work Scheme Supporting • This started in 2019 and is a Government-backed initiative that enables people to obtain a bike and/or cycling accessories to use for riding to work whilst making tax and National Insurance savings from their gross pay. It is offered to Midlothian Council staff through Eden Red who operate an employee benefits scheme on behalf of the Council. • The Council’s Employment and Rewards staff administer the scheme. Page 266 of 290
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Transport Various Cycling Activities In Schools Lead • Bikeability Training – this is rolled out in primary schools by coordinating and managing the school bike loan service and volunteers, as well as delivering the training to school staff as part of their Continuous Professional Development. 1, 307 pupils at 23 schools in Midlothian took part in Bikeability levels 1 and 2 training in the 2023/24 school year. • The Council's Bike Loan Scheme – Midlothian Council has a fleet of bikes which are available to schools to allow cycling sessions to take place. This year over 400 pupils across 14 schools benefitted from the cycle fleet. It allows pupils who normally wouldn’t be able to take part to do so. • Led Rides – these are provided as part of school PE lessons and the Duke of Edinburgh’s Awards in high schools across Midlothian. The Active Travel Officer (Schools) provided 14 led rides at Dalkeith High School with groups of pupils from S3. The rides involve taking pupils around the school’s local area and both on and off road cycling so participants learn to cycle on different terrains. • Bike Maintenance Classes - these involve leading maintenance sessions for schools to train pupils and ensure bikes are in a working and safe condition. Maintenance classes were ran at 12 schools (with around 250 beneficiaries) within the authority to ensure bikes were safe and fit to be ridden before Bikeability sessions commenced. This also involved working with Saltersgate Primary to maintain their adapted cycle fleet this year in order to allow them to run Bikeability for disabled pupils. Transport Cycle Storage Lead • In 2023/24 by utilising the Cycling Scotland Social Housing Grant we were awarded £41,400 to install and improve cycle storage at 4 locations across the authority: • Refurbished a cycle unit that was vandalised and struck by a car at Lasswade High School. This unit holds 80 bikes and is anti-vandal proof. • Installed a 16 berth anti theft unit at Kings Park Primary School along with a 16 berth uncovered rack. • Installed a 16 berth anti theft unit at Newtongrange Primary along with a 10 berth uncovered rack. • Installed an Asguard cycle storage unit at Woodburn Primary for Play on Pedals bikes. • For 2024/25 we have identified 6 schools that require additional or refurbished storage and have allocated budget to address this from the new People and Places fund. Transport School Streets Participant This is an initiative that addresses issues with parking and traffic to support more children to walk, cycle, scoot or wheel to school – ‘School Streets’ are roads outside a school with a temporary restriction on motorised traffic at school drop-off and pick-up times. It involves providing accessible information and guidance to empower local communities who want to see such schemes implemented. The project was rolled out at St Mary Primary school, with next year’s being planned at Newtongrange Primary. Page 267 of 290
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Transport Cycle to School Week Participant Cycle to School Week • Midlothian Schools participate in the national “Cycle to School Week” where there are lots of games, initiatives and competitions that are run at schools within the authority. These include: • Bling your bike/scooter - This is a popular competition where pupils compete to see who can create the coolest bike/scooter! It can be done as a home or classroom activity. With the use of recyclables, stickers, or paper etc, they can "Bling up theirbike". Pupils should be wary of attaching anything to their bike that can impede pedals, wheels, or brakes. • Ticket to ride - Pupils who cycle to school each day receive a raffle ticket that is then put into a draw at the end of the week for a small prize at the choice of the school (More day's cycling = More raffle tickets to win!). Possible prizes are or any other ideas that a school can create. • Skills session - A simple skills session for those who have brought their bikes is a good activity to get them out riding. Cones set out to create tricky paths (zigzags, tight turns, small area) for the pupils to navigate is a fun challenge. • Bikeability training/recap - A Bikeability recap or running Bikeability sessions is a great way to link in with the week. Great opportunity to complete some Level 1 outcomes in the playground. If any school would like support to complete this, please get in touch. • Smoothie Bike - The smoothie bike is a fantastic way to teach pupils about the benefits of cycling and healthy eating. The bike is available to be brought to a school for a day during the bike to school week. This initiative had over 1200 participants in 2023/24. • Hi-Vis, High Reward - A fun competition for pupils to come to school dressed as bright as possible. Teach the children the importance of being bright and seen on the road! Rewards can be given to pupils who are dressed the best and brightest! a variation is using helmets that can be decorated to look cool and bright which pupils can do in class. • Record cycling trips - Teachers can take record of which pupils from each class have cycled to school throughout the week creating a competition between classes to see who cycled the most on average Page 268 of 290
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Transport Walk to School Week / WOW Participant • Walk to School Week is organised by Living Streets, a charity whose objective is to promote walking in the UK. It is a five-day walking challenge that ran from the 15th to the 19th of May 2023. Its purpose is to encourage children to travel to school sustainably. They track their progress each day on a wallchart, unlocking information as they go. Individual activity diaries, daily stickers and end of week pupil rewards complement the activities, reinforcing the benefits and keeping children engaged. • It is part of a larger campaign by Living Streets called WOW - a year round walk to school challenge where participating schools award badges to kids who walk to school regularly. • This entailed an inter school walk which involved taking between 6 and 8 pupils from each school within Midlothian and walking them from school to school creating a continuous chain. This meant over 100 pupils from 21 schools walked the streets promoting walking to the public. • Schools across Midlothian are provided “Walk to School Week” posters that were designed by a pupil after winning a competition. These posters are used by classes to monitor which pupils walked to school during the promotion. Once this data has been collected, class teachers are able to identify by percentage the class that walked the most. The class is then presented with a “Mini Walkers Trophy” to signify their achievement. Transport Midlothian Walking Battle Lead This is a project designed to increase the amount that pupils walk to school. They are provided with pedometers to count their steps and they compete to see which class can walk the farthest: 308 pupils participated in the walking battle across 5 different schools. Several schools have used the pedometers to conduct their own activity, such as walking up the local hills/paths and monitoring their distance. Waste Millerhill Zero Waste Parc Participant • There are two major waste processing facilities at the Millerhill Zero Waste Parc: o The Recycling and Energy Recovery Centre, which is a 25 year joint venture with the City of Edinburgh Council. All of Midlothian’s kerbside collected residual waste is processed here and is used to generate electricity at the facility. A project to use the heat from it in a district heating system is also being implemented; and o An Anaerobic Digester, where Midlothian’s food waste is broken down to produce fertiliser and biogas (which is used to generate heat and electricity). • This is part of a wider strategy to reduce waste to landfill in Midlothian. The work has assisted in lowering CO2 emissions in Midlothian from 1.17 tonnes of CO2 per person in 2011 to 1.07 tonnes in 2020, a fall of 8.5%. Page 269 of 290
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Waste Household Waste Recycling Centres Lead • • There are two Household Waste Recycling Centres in Midlothian, at Stobhill and Penicuik. These allow the public to dispose of waste recycle and recycle a wide range of materials. Local businesses can dispose of waste/recycling at Stobhill Recycling Centre upon payment of the appropriate charge. • In 2023/24 these facilities may receive as many as 145,000 individual customer visits (400 per day). •The Place Performance Report Annual Summary 2023/24 reported that: - MLC Waste Services team carry out over 5.8 million individual waste and recycling collections each year. The team completed 99.95% of all collections as scheduled. New waste service standards and waste collection policies were approved by Council this year. The development of these polices will ensure services operate transparently and fairly, encouraging householder participation, maximise the quality and quantity of materials collected for recycling and improve operational efficiencies. £2.2m was awarded from the Scottish Government’s Recycling Improvement Fund which allows the Council to fully transition existing waste and recycling collection services to meet the recommendations in the Charter for Household Waste Recycling. Waste Recycling and Greenspace voluntary pledge for front line Council teams Lead • A new service excellence model and Recycling and Green space voluntary pledge for front line teams was launched in quarter 4. The work carried out as part of the model will help to create a more positive culture with the overall aim being to deliver excellent services to our Midlothian residents. • As part of this culture change programme and ongoing service reviews, a pilot was developed to provide staff with additional support and advice on issues such as mental health and wellbeing. This will be ongoing throughout 24/25. Waste Waste Education Lead • The Waste Aware Officer is available to provide a wide range of advice, guidance and support on waste, waste minimisation and recycling. o This can be done with schools and youth groups, involving a range of online activities that can be arranged to meet the specific age group, level of awareness and number of participants. These include waste audits, recycling activities and games. o Other activities are geared towards adult groups. These include online seminars and discussion sessions to allow people to ask specific questions on all aspects of recycling and waste management. • The Waste Aware Team also has a range of educational materials, posters and literature, which can be displayed in work places or community venues. Page 270 of 290
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Waste Council Food Waste Recycling Lead • In 2019, food waste collection bins were introduced in Fairfield House and Midlothian House for staff to use. These are located around the kitchen areas in these buildings together with other recycling bins, meaning that staff have the opportunity to recycle as many as possible components of the waste they may produce. • Food waste collected is taken to a local anaerobic digester that converts the waste heat generated during the decomposition of the food to energy. The residue is used as an agricultural fertiliser. Waste Household Recycling Charter for Scotland Participant • The Scottish Government published a Household Recycling Charter and Code of Practice which set out a framework for implementing consistent recycling collections across Scotland. The Code of Practice specifies the material streams that should be collected separately and the specific items that will be accepted within each stream through standardisation of the specification for recyclable materials. • The Household Recycling Charter identifies a number of collection strategies to improve recycling performance and develop a consistent national system, whilst leaving scope for Councils to design services around their local context. • Midlothian Council agreed to sign the Charter in 2016 and it will be a key driver of the Council’s Waste Strategy, when approved. Waste Food Waste Collection in Rural Areas Lead • In November 2021, the Council’s Waste Team received £132,085 from the Scottish Government’s Recycling Improvement Fund to offer a food waste recycling service in some rural areas of Midlothian currently excluded from this service. The money will be used to buy an additional vehicle and to provide food waste caddies. • The expansion of the food waste collection service to include rural areas was finalised during quarter 4 of 2023/24 ahead of its implementation in quarter 1. This included a review of current collection routes and consultation with front line staff and trade unions. • Miscellaneous Participation in Earth Hour Participant The Council supports Earth Hour, with Midlothian residents being encouraged to follow suit in switching off lights and appliances. This is promoted via the Council’s social media channels. Page 271 of 290
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Miscellaneous Midlothian Business Carbon Charter / Midlothian Green Pledge • This aims to encourage local businesses to contribute towards Midlothian Council’s Net Zero 2030 goal and Scotland’s wider Net Zero 2045 targets. • Signing the Pledge involves businesses agreeing to undertake various commitments such as switching to a 100% renewable energy supplier, reduce their energy usage and encouraging active travel amongst their employees. Businesses signing up are directed to a range of advice on how to achieve the Charter’s aims, including developing travel plans and energy, waste and water audits. They are also signposted to support from expert partner agencies who can help them review their operations, create a Green Action Plan and help them monitor their activities. • Other benefits to signatories include being highlighted on the Locate in Midlothian website, promoting them via the Locate in Midlothian and Business Gateway Midlothian’s social media channels, dedicated adviser support and access to support through a Pledgers LinkedIn Group. • It was launched in 2021 and as of 31st March 2024, 108 businesses have signed up. Miscellaneous Net Zero Nation Collaboration Funder and Project Partner • Net Zero Nation is a social enterprise, founded in 2021 and based in Falkirk and Ayrshire but operating across Scotland to deliver their Net Zero Accelerator Programme. The Programme supports groups of businesses to actively reduce their carbon emissions and develop a Carbon Reduction Plan. One of the key outcomes of this programme is that the businesses become an advocate for Net Zero and inspire the wider business community to embrace it as a gateway to business growth. Net Zero makes their business stronger, be more competitive within the supply chains they serve and attract the future workforce to join them. • Midlothian Council, through our Business Gateway Expert Help programme has funded 13 diverse businesses to participate in the programme which is delivered over the course of one full year. Aside from the Net Zero learning and actions taken by the businesses to date we have seen collaborations between businesses, both at a local level and with businesses in other cohorts/areas that are on the programme. Net Zero Nation have now launched their Ecosystem App which all participants can access to share learning, ideas and access further collaboration opportunities via the Forum. Page 272 of 290
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Miscellaneous Climate Week Events Participant • Scotland’s Climate Week is an annual event to raise awareness of the global climate emergency and encourages climate action across the country. - An in-person climate week business coffee morning was hosted on Friday 29th September at The Energy Training Academy. 14 businesses attended and heard about the Midlothian Business Green Pledge, the steps they can take to become more environmentally friendly and received tours of The Energy Training Academy’s state-of-the-art renewable technologies training facility hearing about how the social enterprise is providing upskilling opportunities and green jobs. - This was promoted via the Locate in Midlothian website and both Locate in Midlothian and Business Gateway Midlothian Social Media. Miscellaneous Midlothian Council Grants: Large Grants Allocation 2022 - 2025 Lead • Large Grants: o The Council’s Large Grants Allocation funds projects which demonstrated how they achieved the aims of the Single Midlothian Plan. Accordingly, one of the judging criteria was projects that reduce carbon emissions. Three grants were awarded under this category covering 2022 to 2025, totalling an allocation of £134,000. These were: Create and develop a food forest with an orchard, a training and demonstration site, at the Midlothian Community Hospital (£37,000); Develop and support community climate action in the Dalkeith area to take action to address the climate emergency (£49,000), this being the Changeworks in Dalkeith project; and Deliver a range of activities centred around food growing and supporting people to grow their own and learn what to do with the produce (£48,000). Miscellaneous Shared Prosperity Investment Plan Projects Participant • The UK Shared Prosperity Fund has led to 17 projects being awarded around £2m in funding from the UK Government across 2022 to 2025. It is one strand of funding that succeeded the old EU structural funds, which were available before the UK left the European Union. The Council is responsible for approving and distributing the funds locally and an Investment Plan produced by the Council and partners setting out how the money will be spent has been approved by the UK Government. • The projects include climate change related work, such as: o Delivering ‘Green Skills’ courses at Edinburgh College; o Delivering a programme of outdoor-based skills and wellbeing in nature development at Newbattle Abbey College; and o Energy efficiency projects (solar photovoltaic installation and building refurbishment). Page 273 of 290
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Q6) Please use the text box below to detail further climate change related activity that is not noted elsewhere within this reporting template Page 274 of 290
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Cabinet Tuesday 5 November 2024 Item No 5.10 Opportunity to secure further improvement to private water supplies in Midlothian by administering additional grant funding from the Drinking Water Quality Regulator. Report by Derek Oliver, Chief Officer, Place Report for Decision 1 Recommendations Cabinet is recommended to: i. Note that Midlothian has 67 private drinking water supplies, 40 of which are ‘regulated’ (incorporating commercial activity) and 27 which are ‘type B’ (owner occupied domestic only). ii. Note the provisions of the Private Water Supplies (Grants) (Scotland) Regulations 2006, in particular Regulation No. 8, permitting Midlothian Council to approve grant assistance in respect of works likely to improve the nature or quality of a private water supply. The maximum grant is currently up to £800.00 per property. iii. Note that this level of current grant assistance has not increased since 2006 and increased costs of living over this time risks a decline in the supply maintenance, which may pose a public health risk to supply users. iv. Note that Regulation 8(2) of the Private Water Supplies (Grants) (Scotland) Regulations 2006 permits Midlothian Council to pay grant in excess of £800 where an eligible person could not, without undue hardship, finance the expense of improvement works. v. Approve the proposed criteria for approval of additional grant (appendix C) and the maximum amount of grant payable to a property eligible for additional assistance as £3,400.00 (initial £800 plus up to £2,600.00 additional discretionary grant). vi. Acknowledge that grant funds are reclaimable in full (plus any Midlothian Council administration costs) from the Drinking Water Quality Regulator (DWQR), a public body responsible for nationally monitoring Scotland’s private water supplies and advising Scottish Ministers. The approval of additional grant will be subject to the continuation of funding availability from DWQR. 2 Purpose of Report/Executive Summary Page 275 of 290
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The purpose of the report is to provide information on a proposal for additional grant criteria in order that Midlothian Council can support private water supply users in securing improvements to their supplies to protect public health. Date: 4th October 2024 Report Contact: Laura Gunning Tel No 07385 969692 laura.gunning@midlothian.gov.uk Page 276 of 290
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3 Background A private water supply is one that is not provided by Scottish Water. Responsibility for maintenance and quality rests with the owners and users of the supply. In total there are 67 private drinking water supplies within Midlothian Council, 40 regulated supplies (i.e. commercial activity or mixed commercial/domestic) and 27 ‘type B’ supplies (owner occupied domestic). These are widely distributed across Midlothian between Wards 1,4,5 and 6 (figure 1) and consist of boreholes, wells, springs and surface water sources. Figure 1: Private water supplies across Midlothian The current grant amount of £800 per property has not increased since 2006 and is often disproportionate to the cost of supply improvement. It is proposed that an additional grant is made available for: • Supply owners on qualifying benefits • Works to remove lead from the water supply. Lead is detrimental to health with the brain the most sensitive organ to lead exposure. The World Health Organisation identify lead as a priority chemical hazard requiring a proactive approach to assessing and managing lead in drinking water (Technical brief: Lead in drinking water, 2022) • Single property supplies Where the applicant is the only property on the supply and would therefore bear full cost of approved improvement works Any properties with commercial activity such as those under tenancy or operating a business will be excluded from additional grant application. Page 277 of 290
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The introduction of the proposed additional grant criteria will encourage/enable supply owners to improve their water supplies and utilise full remit of the system to secure improvements to our Midlothian supplies. The future of private water supply grants is uncertain. The DWQR have advised Midlothian Council that a review of private water supply regulation is expected within the next few years and anticipated budgetary challenges may lead to the withdrawal of these grants. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource No significant impact. The Public Health and Environmental Protection team have an appointed technical officer who is responsible for risk assessing private water supplies across Midlothian. The grant process is designed to be self-funding. The DWQR permit Local Authorities to reclaim the awarded amount (current £800 grant plus any additional amount) plus reasonable expenses including officer time and travel. 4.2 Digital No specific additional requirements. 4.3 Risk The future of private water supply grants is uncertain. There are also increasing challenges to water supply security in particular the impact of increased maintenance costs on supply maintenance and the impact of climate change increasing the likelihood of water scarcity. Water scarcity is of such national significance that the Scottish Environmental Protection Agency now publish weekly water scarcity reports during the summer months to report on rainfall, river flows and ground water levels. Their report on 26th September 2024 showed an early warning report for neighbouring authorities East Lothian and Scottish Borders and there have been scarcity concerns within Midlothian Council during Summer 2024. 4.4 Ensuring Equalities (if required a separate IIA must be completed) Not required. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Page 278 of 290
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Appendix B – Background information/Links Appendix C - Proposed private water supply grant criteria resulting in increased financial grant award Page 279 of 290
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan • Reducing the gap in economic circumstances • Reducing the gap in health outcomes • Reducing the impact of climate change A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Administering this additional grant will maximise use of DWQR funding to secure improvements to Midlothian private water supplies and public health. A.5 Involving Communities and Other Stakeholders Both internal and external (other Local Authorities, DWQR) stakeholders have been consulted during the preparation of this report. A.6 Impact on Performance and Outcomes This will support efforts to increase the number of private water supplies with satisfactory drinking water sampling results. Page 280 of 290
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A.7 Adopting a Preventative Approach The additional grant will encourage supply improvement to help mitigate the risk of water scarcity and reduce the likelihood of enforcement following supply failure. A.8 Supporting Sustainable Development Not applicable. Page 281 of 290
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APPENDIX B Background Papers/Resource Links Scottish Environmental Protection Agency Water Scarcity Reports - Water scarcity | Scottish Environment Protection Agency (SEPA) The Private Water Supplies (Grants) (Scotland) Regulations 2006 The Private Water Supplies (Grants) (Scotland) Regulations 2006 (legislation.gov.uk) World Health Organisation - Lead in drinking water; Health risks, monitoring and corrective actions – Technical brief, 2022. Lead in drinking-water: Health risks, monitoring and corrective actions (who.int) Page 282 of 290
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APPENDIX C Proposed private water supply grant criteria resulting in increased financial grant award Further financial assistance (above the statutory £800) is available at the discretion of Midlothian Council where a private water supply grant applicant can demonstrate that they meet any of the eligibility criteria listed below A. Eligibility Additional assistance will be considered for non-commercial premises only* and in the following circumstances: 1. An occupier of an individual property can demonstrate receipt of qualifying benefit at the time of application. Qualifying Benefit • Income Support • Income based job seeker's allowance • Guarantee element for Pension Credit • Income related employment and support allowance • Relevant component of Universal Credit • or their equivalents 2. Works for the removal of lead in the water supply Due to the associated negative health effects of lead in drinking water increased financial grant award will be made for works to remove all identified lead sources (pipework / tank lining etc) and in this instance the applicant does not need to demonstrate eligibility through qualifying benefits. 3. Single property supply Where the applicant is the only property on the supply and therefore bearing full cost of approved works to the supply. Note: Where a supply serves multiple properties, increased financial assistance will only be provided to those specific properties that demonstrate they meet the eligibility criteria. B. Amount of additional financial assistance The discretionary additional financial assistance is 50% of the cost of approved works between £800 and £6,000, although it is recognised that works may exceed this upper limit at cost to the applicant. The maximum amount of grant payable to a property eligible for additional grant assistance is therefore £3400 (initial £800 plus up to £2600 additional discretionary grant). Page 283 of 290
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All grant aid is subject to the submission of a valid grant application and its terms and conditions and must be adequately supported by invoices and confirmation of any additional required permissions etc. The additional financial assistance is only payable in relation to qualifying applicant(s)/property(s) and their share of any communal works. It is also subject to funds being available to Midlothian Council from the Drinking Water Quality Regulator. *Properties with commercial activity such as those under tenancy or operating a business are entitled to grant to a maximum of £800 but are excluded from increased financial grant award. Page 284 of 290
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Cabinet Tuesday 5 November 2024 Item No 5.11 Lothian Street, Bonnyrigg – Disposal of Land Report by Derek Oliver, Chief Officer – Place Report for Decision 1 Recommendations It is recommended that Cabinet: i. Note the challenges for Lothian Street resident and visitor parking since the introduction of extended double yellow lines on the grounds of pedestrian road safety and traffic flow improvement ii. Note the Local Review Body Decision (24/00062/DPP) to permit the formation of car parking and associated works on land adjacent to 103 Lothian Street, at the junction with Waverley Crescent, Bonnyrigg iii. Approve to lease on the open market the area of land adjacent to 103 Lothian Street, at the junction with Waverley Crescent. 2 Purpose of Report/Executive Summary This report details that double yellow lines were approved by Cabinet in October 2023 to be extended along the length of Lothian Street to mitigate pedestrian and road safety concerns and challenges for movement of buses and other large vehicles. Consequently, and understandably, there has been vehicle displacement into neighbouring residential streets from both residents and visitors to Lothian Street. A business owner on Lothian Street submitted a planning application to form a car park on land adjacent to 103 Lothian Street, at the junction with Waverley Crescent. The application was initially refused under delegated authority, but subsequently granted planning permission by the Council’s Local Review Body (LRB) at its meeting in October 2024. With the Council being landowner, it is in a position to offer the land for lease on the open market. Date: 17 October 2024 Report Contact: Derek Oliver, Chief Officer - Place Email: derek.oliver@midlothian.gov.uk Page 285 of 290
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3 Background 3.1 A6094 Lothian Street in Bonnyrigg is a key link in Midlothian’s road network. It forms part of the main route from Bonnyrigg to Dalkeith and the east-bound City Bypass and is an important corridor for bus services. 3.2 The character of this road, between its junctions with High Street and Eldindean Road, is such that traffic movements and especially bus services were regularly impeded. There were safety concerns for pedestrians who had to cope with cars which parked on the relatively narrow footways restricting vision when trying to cross the road. 3.3 Traffic volumes are growing, with ongoing increases in housing development in local areas, commercial activities at the A7 / A6094 junction hub, access to Midlothian Community Hospital, etc. 3.4 The carriageway was constricted in some sections due to a) the needs of residents to park their own vehicles on street since some of the properties don’t have garages or driveways, b) the location was used for customer parking and visitors to nearby retail outlets. 3.5 Following Cabinet decision of October 2023, double yellow lines were extended and has had the positive pedestrian and road safety impact as intended. However, consequently, understandably and as anticipated, there has been displacement of parked vehicles into neighbouring residential streets. It has also, anecdotally, had an impact on customer numbers at the restaurant on Lothian Street. 3.6 As per the Cabinet report of October 2023, Officers reviewed the available local land to determine if any of that can be designated for parking. Within the current financial landscape, there was no feasible proposal to form a car park. 3.7 There is an area of land adjacent to 103 Lothian Street, at the junction with Waverley Crescent, which is currently amenity space. 3.8 Restaurant owners had initially been refused planning permission under delegated authority, but subsequently granted permission by the Council’s LRB at its meeting in October 2024. Permission has been granted to form a car park on the land identified adjacent to 103 Lothian Street, at the junction with Waverley Crescent. 3.9 Midlothian Council is the landowner. 3.10 With vehicle displacement along the length of Lothian Street, it is fair and transparent to openly market the land for lease as there is no delegated authority for this category of transaction. This allows any party or parties to make an offer and utilise the land accordingly and in line with any necessary consents and permissions. Page 286 of 290
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource Other than time to prepare, publish and consider land disposal, which will be contained within existing staffing of our Estates and Legal teams, there will be no capital or revenue expenditure. With a third party having applied for and secured planning permission for a car park, the land can be marketed with planning permission (the planning permission being associated with the land not the applicant) adding value to the asset above amenity land value. 4.2 Digital The proposal in this report has no digital impact. 4.3 Risk Open marketing of the land is fair, transparent and reasonable given various interested parties. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The subject of this report does not have a significant impact on equality. 4.5 Additional Report Implications Appendices Appendix A – Additional Report Implications Appendix B – Location Plan Page 287 of 290
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan In terms of the key priorities through the Single Midlothian Plan safety, children and sustainability feature highly. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The project will deliver Best Value. A.5 Involving Communities and Other Stakeholders This proposal is in response to requests from local residents, business and elected members for action to be taken. A.6 Impact on Performance and Outcomes The proposal, dependent upon outcome, may reduce the number of parked vehicles on the neighbouring streets of Lothian Street, Bonnyrigg. Should the outcome be the formation of car park, electric vehicle charging will be a condition. A.7 Adopting a Preventative Approach The proposal, dependent upon outcome, may reduce the number of parked vehicles on the neighbouring streets of Lothian Street, Bonnyrigg. Should the outcome be the formation of car park, electric vehicle charging will be a condition. A.8 Supporting Sustainable Development Should the outcome be the formation of car park, electric vehicle charging will be a condition. The proposed car park does not detrimentally impact local bus services or active travel routes. Page 288 of 290
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N Midlothian Council Fairfield House 8 Lothian Road Dalkeith, EH22 3AA Reproduced from the Ordnance Survey map with the permission of the controller of Her Majesty's Stationary Office. Crown copyright reserved. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. Planning Service Place Directorate Midlothian Council Licence No. AC0000811376 (2024) Formation of car parking and associated works. Land adjacent to 103 Lothian Street, Bonnyrigg. File No. 24/00062/DPP Scale 1:400Page 289 of 290
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