Agenda Document Pack - Midlothian Council - 31/03/2026
Midlothian Council · 31 March 2026
Back to Midlothian Council — 31 March 2026 and its agenda
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Notice of Meeting and Agenda Midlothian Council Venue: Normandy Court/ Hybrid, Normandy Court, 20 Normandy Dr, Dalkeith, EH22 1JG Date: Tuesday, 31 March 2026 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 Deputations No items for discussion 5 Minutes 5.1 Minute of the Midlothian Council meeting of 24 February 2026 - submitted for approval 5 - 38 Private Minute Addendum of the Midlothian Council meeting of 24 February 2026 - submitted for approval 5.2 Minute Volume Index - submitted for consideration 39 - 40 5.3 Public Action Log 41 - 44 Private Action Log 6 Questions to the Council Leader No items for discussion 7 Motions 7.1 Month of the Military Child 45 - 46 7.2 Dalkeith Long Service 47 - 48 7.3 International Women’s Day 49 - 50 Page 2 of 290
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8 Public Reports 8.1 School Session Dates for the Academic Years 2027/28 and 2028/29, report by Executive Director Children, Young People and Partnerships (Acting) 51 - 58 8.2 Intake Levels for Primary and Secondary Schools Session 2026/27, report by Executive Director Children, Young People and Partnerships (Acting) 59 - 70 8.3 Midlothian Compact 2026 to 2031, report by Executive Director Children, Young People and Partnerships (Acting) 71 - 90 8.4 Health and Social Care Fees and Charges 2026/27, report by Head of Adult Services and Chief Social Work Officer 91 - 100 8.5 Midlothian Local Housing Strategy 2026/27 to 2030/31, report by Executive Director Place 101 - 244 8.6 Edinburgh and South East Scotland City Region Deal (ESESCRD) - Strengthening Regional Partnerships, report by Executive Director Place 245 - 254 8.7 Covert Surveillance, report by Executive Director Place 255 - 260 8.8 UK Town of Culture 2028 Competition - Expression of Interest (EOI) Application, report by Executive Director Place 261 - 290 Exclusion of Members of the Public (A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPHS 1, 6, 8 AND 9 OF PART 1 OF SCHEDULE 7A TO THE LOCAL GOVERNMENT (SCOTLAND) ACT 1973 - THE RELEVANT REPORTS ARE THEREFORE NOT FOR PUBLICATION; AND (B) TO NOTE THAT NOTWITHSTANDING ANY SUCH RESOLUTION, INFORMATION MAY STILL REQUIRE TO BE RELEASED UNDER THE FREEDOM OF INFORMATION (SCOTLAND) ACT 2002 OR THE ENVIRONMENTAL INFORMATION REGULATIONS 2004. 9 Private Reports 9.1 Protective Services - Antisocial Behaviour & Community Safety, report by Executive Director Children, Young People and Partnerships (Acting) 9.2 Gorebridge High School Site Appraisal, report by Executive Director Children, Young People and Partnerships (Acting) 9.3 Midlothian House Retrofit and Refurbishment, report by Executive Director Place 9.4 Appointment of the Executive Director Children, Young People and Partnerships, report by Chief Executive Page 3 of 290
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10 Date of Next Meeting The next meeting will be held on Tuesday 12 May 2026. Page 4 of 290
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INTERNAL USE ONLY DRAFT BY/DATE: REVIEW BY/DATE: 1-993 Minute of Meeting Midlothian Council Tuesday 31 March 2026 Item No 5.1 Midlothian Council Date Time Venue Tuesday 24 February 2026 11.00am Council Chambers, Normandy Court and Hybrid Present: Provost McCall (Chair) Deputy Provost Bowen (Deputy Chair) Councillor Parry (Council Leader) Councillor Cassidy (Deputy Council Leader) Councillor Alexander Councillor Curran Councillor Drummond Councillor Imrie (virtual) Councillor McEwan Councillor McKenzie Councillor McManus Councillor Milligan Councillor Russell Councillor Scott Councillor Smaill Councillor Pottinger (virtual) Councillor Virgo Councillor Winchester Religious Representatives Anne-Theresa Lawrie In attendance: Dr Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place Morag Barrow, Director of Health and Social Care: Midlothian Health and Social Care Partnership, Chief Officer to Midlothian Integrated Joint Board Derek Oliver, Executive Director Children, Young People and Partnerships (Acting) Fiona Clandillon, Head of Development Nick Clater, Head of Adult Services and Chief Social Work Officer David Gladwin, Chief Financial Officer and Section 95 Officer Rebecca Hooton, Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer Saty Kaur, Chief Officer Corporate Solutions Michelle Strong, Chief Education Officer Alan Turpie, Legal and Governance Manager and Monitoring Officer Magnus Inglis, Service Manager, Business Support – Acting Up Suzanne Ross, Principal Solicitor Nicola Thorburn, Acting Democratic Services Team Leader Louise Middleton, Democratic Services Officer Maria Perez, Democratic Services Officer Page 5 of 290
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1. Welcome and Apologies The Chair welcomed everyone to this meeting of Midlothian Council and advised that the meeting will be broadcast live and saved to the Council’s archive. Items heard in private will not be made available to the public. The Chair advised Council of the sad passing of retired Councillor Ken Brown. Ken was elected in 2012 for the Liberal Democrats, Penicuik Ward and served one term until 2017. Ken was well known to all the Penicuik and Midlothian West Councillors having served on Penicuik Community Council and the Midlothian Federation of Community Councils. Ken was also on the Board of the Penicuik Young Men’s Christian Association (YMCA) and Young Women’s Christian Association (YWCA) for many years and was integral to the Penicuik Twinning Association, enjoying trips to Penicuik’s twin town of L'Isle-sur-la-Sorgue. Ken’s widow Ann is the Vice Chair of Penicuik’s Twinning Association and a good friend of the Provost. The Chair requested Council observe a minute silence. As one of the remaining Councillors to have served alongside Ken, the Chair invited Councillor Milligan to speak. Councillor Milligan advised of the great sadness to hear of Ken’s passing and added that working with him was a pleasure. Councillor Milligan remembered Ken as a gentleman who worked hard with fellow Councillors regardless of their political affiliation. A stalwart for his Ward but a Councillor who also worked for the benefit of Midlothian as a whole. Councillor Milligan recalled the open and honest debates with Ken and their ability to agree to disagree and then meet socially afterwards. Ken will be sadly missed in his community. The Chair highlighted that Midlothian Council’s Library and Registrars Service have been nominated for an award for Every Child a Library Member Initiative. The Chair also congratulated one of Midlothian’s Librarians, Isobel Allen from Loanhead Library, for their 40 years’ service. The Chair reminded Council that today’s meeting will be watched by many residents and to ensure everyone is treated with respect as described in the Councillor Code of Conduct. The Chair advised that they intend to pause the meeting at 13:00pm for a short break, and then 15:00pm and 17:00pm if required. 2. Order of Business Democratic Services advised that a Counter Motion had been lodged within the required timescale and would be covered as part of agenda item 7.2. 3. Declarations of Interest Elected Members were invited to declare their financial or non-financial interest in items of the agenda. Page 6 of 290
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No declarations of interest were intimated at this stage of the proceedings. Elected Members were reminded that they could make further declarations of interest at relevant items of the agenda. 4. Deputations No items for discussion. 5. Minutes Report No. Report Title Presented by: 5.1 Minute of Midlothian Council Meeting of 16 December 2025 Executive Director Place The Minute of the meeting of Midlothian Council held on the 16 December 2025 was submitted for approval. Councillor Parry moved to approve the Minute of the Meeting of Midlothian Council of 16 December 2025, seconded by Councillor Cassidy. Councillor Parry moved to approve the Private Minute Addendum of the Meeting of Midlothian Council of 16 December 2025, seconded by Councillor Cassidy. Decision The Minute of the Midlothian Council Meeting of 16 December 2025, and the Private Addendum were approved as the correct record. Report No. Report Title Presented by: 5.2 Minute Volume Index Executive Director Place The Minute Volume Index was submitted for approval. The Minute Volume Index was moved by Councillor Parry and seconded by Councillor Cassidy. Decision Council approved the Minute Volume Index. Page 7 of 290
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Report No. Report Title Presented by: 5.3 Action Logs Executive Director Place Council agreed that items flagged as recommended for closure could be removed from the Action Logs. Councillor Parry provided an update on action point 7 which is recommended for closure, advising that they had sent a letter to the Scottish Government which was well received. Councillor Parry, the Chief Executive and the Chief Financial Officer and Section 95 Officer met with the Cabinet Secretary and their Officials and as a result there were several points to follow up on in terms of short- and longer-term funding opportunities for Midlothian. Decision Council agreed that items flagged as recommended for closure could be removed from the Action Logs. 6. Questions to the Leader of the Council Report No. Report Title Presented by: 6.1 Local Growth Fund Council Leader Kelly Parry The Chair invited the Council Leader to respond to the question submitted by Councillor Smaill. Councillor Parry confirmed that as the question correctly states they received a letter advising that Midlothian Council had been part of an allocation of funding, and that this had been allocated regionally to the South East Scotland Regional Economic Partnership, a body, which in terms of receiving and allocating money, does not exist. Councillor Parry reminded Council that that this does not match the City Deal geographical region. Attempting to unravel this method of allocation is apparent in the later agenda item at 8.15, and issues regarding the reduction in quantum, the revenue cut and the method of allocation is well set out, and in their personal view illustrates that Midlothian will be at a detriment following the announcement – both in monetary terms, and as an autonomous Council with the ability to make our own local spending decisions. As per the later paper this may also have a direct impact on services delivered within the Council and by the Third Sector locally, but Councillor Parry appreciated that the paper had not been published at the time of this question being submitted. In terms of representation, Councillor Parry advised that they wrote to the Secretary of State and our Local Member of Parliament, with two follow up reminders for an urgent meeting to discuss this and disappointingly, this request has been declined, from both representatives. Page 8 of 290
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Action Provide copies of the letters from the Secretary of State and our Local Member of Parliament to Democratic Services to be appended to the Minutes of this meeting – Councillor Parry. 7. Motions Report No. Report Title Presented by: 7.1 Newtongrange Welfare Park Centenary Celebrations Councillor Scott Councillor Scott presented the motion which celebrates the centenary of Newtongrange Welfare Park. This Council notes that: 1. Newtongrange Welfare Park was established on 11th September 1926 to serve the mining community of Newtongrange, providing essential, free open space for recreation, health, and well-being. 2. The park was originally funded and created through the dedication of local workers and supported by the Miners' Welfare Fund to improve life for residents. 3. For 100 years, Newtongrange Welfare Park has served as a "green lung" of the village, fostering community spirit, hosting events, and providing a sanctuary for generations of families who have a deep pride in their park. The Council believes that: 1. The 100th anniversary is a major milestone that deserves official recognition to honour the history, heritage, and ongoing contribution of the park to the local area. 2. The preservation of this park is vital to the physical and mental health of the community and acts as a living tribute to the coal mining/industrial heritage of Newtongrange. This Council resolves to: 1. Formally recognise the 100th anniversary of Newtongrange Welfare Park and celebrate its legacy. 2. Work in partnership with local community groups, residents, and the Newtongrange Community Council to plan a series of celebratory events throughout the anniversary year. 3. Approve a sum of £5,000 towards these celebrations. 4. Commit to ensuring Newtongrange Welfare Park remains protected and maintained for future generations. Councillor Scott added that the Newtongrange community are very proud of this park and highlighted all the work that has been completed on the park over the last few years, which is a testament to the commitment Midlothian Council has made to ensure the park is enjoyed now and in the future. Councillor Scott added that the community are currently planning their celebrations and looks forward to being part of that in September 2026. Page 9 of 290
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Councillor Bowen added their support and highlighted the importance of the park to the residents of Newtongrange and how it contributes to the wellbeing of the community. Councillor Drummond, as one of the local Members for the Ward, spoke in support of the motion. The park is an important part of the community and marking the centenary milestone is a lovely way for the people of Newtongrange to celebrate. The motion was moved by Councillor Scott and seconded by Councillor Bowen. Decision Council approved the motion. Report No. Report Title Presented by: 7.2 Conservative Group Motion Councillor Peter Smaill Councillor Smaill presented the Conservative Group Motion as detailed below; - Councillor David Virgo was elected to Midlothian Council’s Bonnyrigg Ward in 2022 having fought the seat as a Member of the Conservative and Unionist Party and subsequently having become Leader of the Council’s Conservative Group. On the 30 of November 2025, Councillors and Council officials received an email from Councillor David Virgo, indicating that he was resigning from the Conservative and Unionist Party and the Council Conservative Group, through whom (as Group Leader) he had secured nominations regarding cross-party bodies and a Chairmanship position under cross party working arrangements. He undertook to determine shortly thereafter what his political future would be. Councillor David Virgo suggested that his politics were still undetermined; albeit he was party to a Conservative leaflet campaign around the point of his resignation which was critical of the Scottish Nationalist Government regarding Council Tax policy. Nevertheless, the facts are that over the past year at least, Councillor Virgo has in effect been working with the SNP administration and has supported their positions on a number of issues over this period. Within a couple of days of the email being sent, his name appeared on the SNP group office door. Councillor Virgo should be upfront with Council colleagues and, more importantly, the electorate of the Bonnyrigg Ward who cast their votes for a Conservative and Unionist candidate in the 2022 Council elections. These constituents will feel seriously let down by what can only be described as political departure by Councillor Virgo. Council therefore agrees the following. i. Council calls on Councillor Virgo to respect the wishes of the people of the Bonnyrigg ward, who voted to elect a Conservative and Unionist Party Page 10 of 290
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councillor, and step down as Councillor for the ward; thereby allowing the electorate to choose a replacement ii. agree that in the spirit of cross party working, each political group should hold the Chair of at least one of the Council’s Committees. Councillor Smaill added that the purpose of this motion was to clear the air, and he also mentioned the references to “the Council” and “we” made in the counter motion. Councillor Smaill asked if this Council was a Scottish National Party (SNP) Administration, working through cross-party arrangements or if this Council is an SNP controlled Administration as this is where there are difficulties in interpreting Councillor Virgo’s position. Councillor Smaill highlighted that through his discussions with both the Leader of the Labour Group and the Leader of the SNP several items have been raised, and the item giving most concern is in relation to this motion potentially being referred to the Standards Commission for Scotland. Councillor Smaill asked that anyone considering this course of action withdraw that immediately. The motion itself seeks to clarify the control of this Council which is not a minor matter which should not be cast aside as suggested in the counter motion. Councillor Winchester seconded the motion and called on Councillor Virgo to resign and stand for re-election if they want to. The move from the Scottish Conservative and Unionist Party across to, what appears to be the SNP, is significant and the people of Bonnyrigg should be given the opportunity to vote again. The Chair invited Councillor Parry to present the SNP counter motion. Councillor Parry advised that the people of Midlothian, staff and other interested parties will be watching this meeting and expecting Council’s attention to be on budget business and wanted the records to show that is what the SNP Administration aimed to do today. Councillor Parry presented the counter motion, which was circulated to Elected Members on 23 February 2026, as detailed below: - It is proposed that the motion at 7.2 in the agenda be amended as follows: Delete all text after ‘Council note…’ and replace with the following: ‘Council note that today is budget day, and we shall now get on with the business of the day.' Councillor Cassidy seconded the motion, noting that they agreed with the sentiments of Councillor Parry. Councillor Cassidy added that to be calling for a resignation at this stage, with just over one year until elections, would not be of benefit and noted that when people have stood down from parties across the country there have been no calls for re-elections. Councillor Milligan added that Councillor Virgo was an Elected Member of the Conservative and Unionist Party, resigned and then suggested that they had not made any decisions on their future however there was ongoing speculation regarding a move to the SNP. For a long time, there has been speculation on how close Councillor Virgo was with the SNP in comparison to his own Conservative and Unionist Party and a degree of transparency is required for the public. Councillor Milligan added that changing political affiliation is not unheard of but this particular move from the Conservative and Unionist Party to the SNP is a significant difference. Page 11 of 290
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In terms of cross-party working, Councillor Virgo has taken a step back however is still the Chair of the General Purposes Committee, but this was agreed when Councillor Virgo was the Conservative and Unionist Party Group Leader so clarity will be required on whether this role will change. Councillor Milligan concluded by agreeing that the Conservative and Unionist Party are right to request an election. The Chair requested that Democratic Services conduct the vote. Democratic Services asked Elected Members to vote for the motion or for the counter motion. The result was split with 9 for the motion and 9 for the counter motion. The Chair has the casting vote for the counter motion and therefore the counter motion was passed. Councillor Milligan requested confirmation that it was appropriate for Councillor Virgo to have a vote in this matter. The Legal and Governance Manager and Monitoring Officer acknowledged that in the past, in these circumstances, the person involved would not have a vote and would leave the meeting. However in September 2024 the Standards Commission for Scotland issued new guidance, which was confirmed on 26 January 2026, that Councillors are entitled to participate in any discussions and decision making and are not required to declare an interest on the appointment of Elected Members on the roles on Committees in their Council, and any motions of no confidence or motions calling on an Elected Member to resign. Midlothian Council’s Standing Orders reflected the old guidance in the case of appointments but were silent on votes of no confidence or calls to resign. To summarise, the Legal and Governance Manager and Monitoring Officer confirmed that the position has changed in the last year. Councillor Virgo added that at no point since their resignation have any of those that voted for the motion approached them to clear the air and that this might have been the sensible approach to cross party working. Decision Council approved the counter motion. 8. Public Reports Report No. Report Title Presented by: 8.1 Financial Monitoring 2025/26 – General Fund Revenue Chief Financial Officer and Section 95 Officer The Chief Financial Officer and Section 95 Officer presented the report for information which provides Council with information on projections of performance against service revenue budgets in 2025/26 and to provide commentary on areas of Page 12 of 290
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material variance against budget. The budget performance figures, as shown in appendix 1, result in a projected net overspend of £1.826 million which represents 0.5% of the revised budget. Some areas of projected overspend relate to recurring areas of financial pressure or slower than planned delivery of savings measures. The Corporate Management Team have discussed these in depth and, where possible, put in place recovery actions. The projection of the General Fund balance on 31 March 2026 is £14.969 million, of which £8.912 million is earmarked for specific use leaving a non-earmarked General Fund balance of £6.057 million. Council was recommended to note the contents of the report. The Chair thanked the Chief Financial Officer and Section 95 Officer for their report and invited questions. No questions were submitted. Decision Council noted the report and its recommendations. Report No. Report Title Presented by: 8.2 Housing Revenue Account - Rent Setting Strategy 2026/27- 2028/29 Executive Director Place The Head of Development presented the report for decision which details the Rent Setting Strategy for Midlothian’s Council housing from April 2026 which will support the continuing investment in the Council’s existing housing stock as well as a significant programme of refurbishment and the Energy Efficiency Standard programme, while also determining the level of new build investment beyond the Council’s current social housing programme commitment. It was recommended that Council: i. Note the Rent Setting Strategy for 2026/27 – 2028/29 and ii. Approve a rent increase of 5.42% per annum for the period 2026/27 - 2028/29 The Chair thanked the Head of Development for their report and invited questions. Councillor McKenzie advised that it was the decision of the Administration not to impose a higher rent increase as they appreciate that people do not have a lot of extra money. This strategy presents the middle ground and will still allow for investments, which is not just about new build houses but also for initiatives such as the insulation programme, new windows and kitchens which make a real difference to people’s houses. Councillor Curran proposed an additional recommendation is added to the paper: iii Considering the significant response to the additional question put to Page 13 of 290
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tenants/applicants, as detailed in the Rent Setting Strategy paper (8.2), Council agrees to prioritise our Housing Allocation policy for review. Specifically, the review should focus on a strategy to prioritise Midlothian based applicants, and applicants with strong links to Midlothian, as evidenced by the question responses. Councillor Curran thanked everyone who participated and provided feedback in relation to the Rent Setting Strategy, our rent payers for their continued support and the Housing Team who are working under extreme pressure. Councillor Curran queried the number of staff in the Housing Team in relation to the Council housing stock and asked if there had been any developments in that area. The Executive Director Place advised that a service review had been carried out, and draft report has been prepared. They are working through the Managing Change Policy to remain compliant with Human Resources, and this has been highlighted to the trade unions. This report will come forward to Council in due course and is referenced in the next paper on today’s agenda regarding tenant satisfaction. The Provost asked Councillor Curran to send the details on the additional recommendation to Legal and Governance Manager and Monitoring Officer for circulation to colleagues. Councillor Curran added that they would like the Housing Allocation Policy Review, that is due in 2027, to be prioritised and brought forward to 2026. Councillor McKenzie agreed in principle, adding that this is a bi-annual review and was completed last year without any additional recommendations and deferred to the Executive Director Place. The Executive Director Place confirmed that the review is due and required in 2027 which will consider any changes in the Administration as well as the current Housing Act which is being enacted however advised that another review could be done in 2026 to include the additional recommendation. Councillor Russell added their support to ensuring Midlothian based applicants, and applicants with strong links to Midlothian, are prioritised in housing allocations. Councillor Smaill asked if Officers could share the long-term plans for Council housing in Midlothian with himself and Councillor Milligan. The Executive Director Place advised that this information is available and was included in the Elected Member Briefing in February 2026. If additional information is required, the Executive Director Place will work with Group Leaders. The report as amended, was moved by Councillor McKenzie and seconded by Councillor Curran. Decision Council approved the report as amended and its recommendations. Page 14 of 290
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Report No. Report Title Presented by: 8.3 Tenant Satisfaction Survey Results 2025 Executive Director Place The Head of Development presented the report for information which advises Council that the Tenants Satisfaction Survey (TSS) has concluded and the report indicates an improved position overall, with suggested feedback received for improvement in the repairs service. Overall satisfaction increased to 82.1%, compared to the last survey in 2022 at 81.5%. The Scottish Councils Social housing average is at 81.2%. The Housing Service shall report these results to the Scottish Housing Regulator and will publicise the findings of the Tenant Satisfaction Survey on the Council’s website, social media and Tenants groups, in line with the terms of the Tenant Participation & Customer Engagement Strategy. The Chair thanked the Head of Development for their report and invited questions. Councillor McKenzie passed their thanks to the staff in the Housing Department for their ongoing work in this area which can often be challenging. Councillor McKenzie added that the Administration has undertaken a lot of work to improve these figures and passed thanks to Councillor McEwan and Councillor Smaill for the positive Cross-Party working and thanked the Executive Director Children, Young People and Partnerships (Acting) for their contribution as part of their Chief Officer Place role. Councillor Curran added their thanks to all staff involved for the work they have undertaken and acknowledged the excellent work contractors and housing staff done in relation to the Energy Efficiency Standard for Social Housing 2 (EESSH2) standards. Decision Council noted the report and its recommendations. Report No. Report Title Presented by: 8.4 Housing Revenue Account - Revenue Budget 2025/26 - 2026/27 and Capital Plan 2025/26 - 2028/29 Chief Financial Officer and Section 95 Officer The Chief Financial Officer and Section 95 Officer presented the report for decision which provides Council with: • A summary of expenditure and income to the end of quarter 3 in 2025/26 for the Capital Plan and a projected outturn for both the Revenue Account and Capital Plan for 2025/26; Page 15 of 290
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• An update on the Capital Plan and Revenue budget 2026/27-2028/29 which reflects approval of the recommendation to increase rents by 5.42% as presented to Council today in the Housing Revenue Account – Rent Setting Strategy 2026/27 - 2028/29 paper, agenda item 8.2. The summarised financial performance for 2025/26 is: • Capital investment in the year totalling £59.999 million • A net overspend of £1.763 million on the Revenue Account • A projected HRA general reserve on 31st March 2026 of £29.655 million. The HRA Capital Plan 2026/27 – 2028/29 provides for: • £61.990 million for Phases 3-5 of New Build Social Housing • £59.781 million for a further Phase 6 of New Social Housing • £41.054 million for investment in Energy Efficiency Standards in Social Housing • (EESSH); and • £42.733 million for Housing-led Dalkeith Town Centre Regeneration, off- market purchases and other investment in existing stock . The Revenue Budget Reflects: • An update of the multi-year financial model prepared in line with the Social Housing Investment Plan (SHIP) • A 5.42% rent increase as recommended to Council today • A projected HRA Reserve of £28.387 million on 31st March 2027, which will be required to finance the majority of approved investment commitment and is projected to reduce to £2.165 million on 31st March 2041. The Chair thanked the Chief Financial Officer and Section 95 Officer for their report and invited questions. Councillor McKenzie added that this is a solid plan to ensure Council are getting things right for the people of Midlothian and thanked the Chief Financial Officer and Section 95 Officer and their team, and in particular Lisa Young, Accountant, for keeping a tight rein on the Housing Revenue Account and Capital Plan. The report was moved by Councillor McKenzie and seconded by Councillor Parry. Decision Council approved the report and its recommendations. Page 16 of 290
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Report No. Report Title Presented by: 8.5 General Services Capital Plan 2025/26 Quarter 3 Monitoring and 2026/27 to 2029/30 Budgets Chief Financial Officer and Section 95 Officer The Chief Financial Officer and Section 95 Officer presented the report for decision which provides Council with: • An update of the GSCP incorporating information on further additions to the Capital Plan for approval (Section 3) • Information on the projected performance against budget for 2025/26 (Section 4) • Forecast expenditure and income for the GSCP for 2026/27 through to 2029/30 (Section 5) • Update on the Capital Fund (Section 6) The Chair thanked the Chief Financial Officer and Section 95 Officer for their report and invited questions. No questions were submitted. The report was moved by Councillor Parry and seconded by Councillor Scott. Decision Council approved the report and its recommendations. Report No. Report Title Presented by: 8.6 Treasury Management and Investment Strategy and Prudential Indicators Chief Financial Officer and Section 95 Officer The Chief Financial Officer and Section 95 Officer presented the report for decision which provides an update on the implementation of the Council’s TMIS 2025/26, and to make recommendations to facilitate consideration of the 2026/27 Strategy, the Prudential and Treasury indicators contained therein, and the approach to the statutory repayment of loans fund advances. In accordance with the Treasury Management Code of Practice, the annual Treasury Management & Investment Strategy (TMIS) & Prudential Indicators report is required to be adequately scrutinised before being recommended to the Council. For Midlothian, this role is undertaken by the Audit Committee, with this report being presented to Audit Committee on 23 February 2026. Any revisions arising from Audit Committee consideration of the report on 23 February 2026 will be verbally updated to Council before discussing the report on 24 February 2026. Council was recommended to: Page 17 of 290
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• Approve the restriction of the Authorised Limit to the value of the Capital Financing Requirement on 31 March 2027 (£693.930 million) • Note that there is no material change proposed to the Treasury Management and Investment Strategy (TMIS) for 2026/27 from the strategy currently in place, other than to update the Prudential Indicators (Section 5 and Appendix 2) to reflect the revised capital plans • Note the continued use of the Asset Life method for the repayment of all loans fund advances as outlined in Section 6 • Accordingly approve the Treasury Management and Investment Strategy for 2026/27. The Chief Financial Officer and Section 95 Officer confirmed that Audit Committee scrutinised this report on 23 February 2026 and were content that it is presented to Council today with no revisions. The Chair thanked the Chief Financial Officer and Section 95 Officer for their report and invited questions. Councillor Parry acknowledged that this report had already been to Audit Committee and thanked the Chief Financial Officer and Section 95 Officer and team for their outstanding work. Councillor Milligan agreed and congratulated the Chief Financial Officer and Section 95 Officer and team for what has been achieved in this area. The report was moved by Councillor Parry and seconded by Councillor Milligan. Decision Council approved the report and its recommendations. Report No. Report Title Presented by: 8.7 Fees and Charges 2026/27 - Discussion Paper Chief Officer Corporate Solutions The Chief Officer Corporate Solutions presented the report for decision which provides Council with the proposed fees and charges register and associated policies for 2026/27 for approval. Council is recommended to approve: - Fees and charges for 2026/27 as set out in the fees register (Appendix B) - Associated policy changes as set out in the report and Appendices C and D - Room and hall hire for 2026/27 and 2027/28 and associated Concessionary Policy as set out at 3.34 - Annual inflationary uplift to be set at 5% for 2026/27 and subsequent years Page 18 of 290
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The Chair thanked the Chief Officer Corporate Solutions for their report and invited questions. Councillor Parry passed on their thanks to the Chief Officer Corporate Solutions and the teams involved in this significant piece of work to prepare this paper. In the main, most of our fees and charges will rise by 5% and will account for a significant contribution to delivering sustainable Council services and to ensure our commercial burdens do not fall on the responsibility of Council Tax payers. Councillor Parry was comfortable to move and approve the quantum in the paper with a minor caveat as some of those lines caused discomfort to several Elected Members. Councillor Parry deferred to Councillor Milligan to speak to those items and suggested they meet at their earliest convenience next week to agree and provide an update at March Council. Councillor Milligan agreed with Councillor Parry’s update and advised that they would like to continue this paper for one cycle to address some areas of concern and whether we are charging too much, or not enough. Councillor Milligan highlighted that for commercial waste, the benchmarking has been done against East Lothian Council but not against private companies such as Neil Williams Haulage (NWH) or Biffa. There are further benchmarking exercises that could also be done for football pitch hire and cafes for example, and it would be good to discuss the commercial outlook. Another area of concern is the increases impacting nurseries and playgroups and understanding the ramifications for businesses and communities if these are implemented, so a consultation is required. The Chief Officer Corporate Solutions responded to some of Councillor Milligan’s points, advising that they had been unable to benchmark against private contractors such as NWH and Biffa as they work on an individual quote basis and will not provide data unless we are a customer. Chief Officer Corporate Solutions provided reassurance to Council and confirmed that a review of trade waste has commenced which is aligned to Twin Streaming and will inform new proposals for trade waste either in-year or for next year's fees and charges. The Chief Officer Corporate Solutions advised that a paper was distributed to the Business Transformation Steering Group (BTSG) earlier this month and that included benchmarking against the private sector, as requested at BTSG in January 2026, for our leisure centre facilities and Tone Zone memberships. Following presentation at BTSG, the decision was to present the increase at 5% and not the 8% initially suggested. The benchmarking work on football pitches has taken place, using information from Sports Scotland and other sports providers. For awareness, the Chief Officer Corporate Solutions clarified that the monies associated with fees and charges sits alongside the Medium Term Financial Strategy which is in the meeting papers (agenda item 8.11). The concessionary policy impact has not been included in the quantum and that is due to this being an in-year change that does not commence until August 2026 and because there had not been significant feedback from Elected Members prior to today. The Chief Officer Corporate Solutions highlighted that the next meeting of Midlothian Council is 31 March 2026, which is quite late to be able to implement fees and Page 19 of 290
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charges, as a number start from 1 April 2026, and this would have a significant impact on the quantum. Councillor Parry clarified that today they would agree the paper and quantum and then review the budget lines where there are concerns. Councillor Milligan agreed if there is a cross-party commitment to review the items of concern. The report was moved by Councillor Parry and seconded by Councillor Milligan. Decision Council approved the report and its recommendations. Report No. Report Title Presented by: 8.8 Variation of Council Tax for Unoccupied Dwellings Chief Officer Corporate Solutions The Chief Officer Corporate Solutions presented the report for decision which updates Council on the removal of the cap on Council Tax charges for unoccupied dwellings and recommends Council approve a revised levy charge. Council is recommended to agree the amended Council Tax levy charges for unoccupied dwellings as set out in this report – specifically sections 3.18-3.20, effective from 1 April 2026; subject to final regulations being laid. The Chair thanked the Chief Officer Corporate Solutions for their report and invited questions. Councillor Parry highlighted that there has been no reduction in unoccupied dwellings since the increase in the levy was implemented last year and while this further increase will bring in some income, it is hoped that we will see a behavioural change so empty homes become available for sale or let given the acute waiting list challenges and the lack of supply in rentals. Councillor Parry advised that there will be some circumstances where this levy will not apply as laid out in the report and those will be considered. These exemptions must be communicated clearly, and this will form part of the work undertaken by the newly appointed Empty Homes Officer. Councillor Smaill felt that this increase was an attack on private property rights and will be an expensive policy to administer due to a lot of appeals and external factors such as Registers of Scotland maps and armed forces personnel whose houses are empty. Councillor Smaill added that some people just do not want to rent out their houses. Councillor Cassidy added that they had worked with the Chief Officer Corporate Solutions on this and fully supports the proposal. One of the things that irks the public is when they see empty shops that belong to private organisations which is detrimental to the town centres. Page 20 of 290
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Councillor Milligan added that there had been a lengthy discussion on this paper at the Business Transformation Steering Group and assurances were given that a sensible approach would be adopted to manage this. The aim of this is to identify second homeowners who are leaving properties sitting empty when there are people in Midlothian struggling to buy or let in the community. The Labour Group support this paper. The Provost agreed that it is a sin to have properties lying empty when there are homeless and people in need. The report was moved by Councillor Parry and seconded by Councillor Cassidy. Councillor Smaill requested that his objection to this paper is recorded. Decision Council approved the report and its recommendations. Report No. Report Title Presented by: 8.9 Transformation Blueprint - Theme 3 - Workplaces of the Future: Relocation of Gorebridge Library Chief Officer Corporate Solutions The Chief Officer Corporate Solutions presented the report for decision regarding the relocation of Gorebridge Library into Gorebridge Leisure Centre to create a Gorebridge Hub for Council’s consideration and approval. Council is recommended to approve: • The Business Transformation Steering Group recommendation for the relocation of Gorebridge Library to the Gorebridge Leisure Centre to create the Gorebridge Hub. • The allocation in the General Services Capital Plan of £0.983 million (capital) and the associated loan charges and changes to premises costs in 4.1 table 2 in the Medium Term Financial Strategy. The Chair thanked the Chief Officer Corporate Solutions for their report and invited questions. Councillor Scott advised that they are supportive of this update however they would have preferred that both buildings were refurbished but they are understanding of the financial constraints. Councillor Scott added that they would be keen to have further discussions in relation to the opening hours of the gym and hall, particularly at the evenings and weekends, and whether a keyholder model could be considered. Councillor Scott hopes that going forward the Gorebridge Library and Leisure Centre would not be put up for savings plans for at least 10 years. Page 21 of 290
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Councillor Drummond added that this is a proactive step to protect services in Gorebridge by moving the library and leisure centre in together. Councillor Drummond has had reassurance that the refurbishment plans are underway, and the site will not be left as an eyesore for a long time as what happened in Newtongrange. The report was moved by Councillor Scott and seconded by Councillor Drummond. Decision Council approved the report and its recommendations. Report No. Report Title Presented by: 8.10 Additional Public Holiday for Scotland in Football World Cup 2026 Executive Director Place The Executive Director Place presented the report for decision. Following the Scottish Government confirming an additional bank holiday, consideration needs to be given to whether the additional day should be recognised locally. The Convention of Scottish Local Authorities (COSLA) has advised that it is unlikely to provide guidance on this, as leave is a matter for local determination by each Council. If guidance is provided it is likely to be flexible and retain local determination, in line with previous guidance. Bank holidays or local public holidays do not have to be given as paid leave as these can be included as part of a worker’s statutory annual leave and the approach to be taken is for each local authority to determine. Consequently, options for Members to consider are: ▪ offering an additional fixed day, or ▪ offering an additional public holiday onto annual leave entitlement, or ▪ making no adjustment to holidays for the event Council was requested to; i. Consider the introduction of Monday, 15th June 2026 as a public holiday in Midlothian, in light of the national bank holiday on that date announced by the First Minister to mark Scotland’s participation in the men's World Cup finals for the first time since 1998, and, if approved; ii. Requires the Executive Director Children, Young People and Partnerships to progress the exceptional school closure request for the day from the Scottish Government. The Chair thanked the Executive Director Place for their report and invited questions. Page 22 of 290
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Councillor Parry highlighted that the cost of this additional holiday would equate to approximately 0.25% of an additional Council Tax increase or half the annual Cost of Living supports budget. Given the pressures on households, as well as the Council’s own budget, Councillor Parry was unable to justify the amount of funding required. Councillor Parry has spoken with Trade Union colleagues regarding this decision, and they were very understanding and asked that Midlothian were aligned with neighbouring authorities and consider that more than 25% of the Council’s workforce are not Midlothian residents. Councillor Parry added that Council is supportive of the World Cup and stand by the motion presented at December 2025. As a Council we already have a clear plan to support economic, social, sport and educational participation and are working closely with businesses, schools and communities to make the most of the opportunities when the games begin. Councillor Parry moved that Council do not approve the additional public holiday, seconded by Councillor Alexander. Decision Council considered the report and its recommendations and did not approve the additional public holiday. Report No. Report Title Presented by: 8.11 Medium Term Financial Strategy Chief Financial Officer and Section 95 Officer The Chief Financial Officer and Section 95 Officer presented the report which provides Council with the budget position for 2026/27 to allow discharge of their statutory duties to set a balanced budget for 2026/27. The report also provides budget projections for financial years 2027/28 through to 2028/29. Commentary is provided to Members on the latest position on Scottish Government funding for Midlothian Council in 2026/27 and government timescales to finalise this. Planning assumptions around the use of service concession retrospection partially bridge the projected budget gap over the term of the MTFS. However, the use of one-off measures to balance budgets does not contribute to the underlying financial challenge of matching recurring expenditure and income to reach a financially sustainable position for Midlothian Council. The budget position for 2026/27 is balanced after endorsement of recommendations made in this report and in items 8.7 and 8.8 on today’s agenda. A budget gap of £11.788 million is projected through to 2028/29. Council to is recommended to: Page 23 of 290
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a) Note the key messages in the Accounts Commission Local Government Financial Bulletin 2024/25 (section 3.10). b) Note the position relating to Scottish Government funding for Councils in 2026/27 and the associated grant settlement for Midlothian Council. c) Approve a 3.5% uplift in Foster Care Fees for 2026/27 and agree the principle of an automatic annual uplift in line with pay inflation (section 3.31). d) Approve the alignment of uplifts for Adopters in line with the annual movement in the Scottish Recommended Allowance (Section 3.32). e) Approve an allocation to Midlothian Integration Joint Board (MIJB) for 2026/27 of £75.122 million in respect of delegated services including additional recurring funding of £0.803 million to fund young people transitioning into Adult Services. (Sections 3.50 – 3.51). f) Approve the 2026/27 base budget as shown in table 6 (section 3.41), sections 3.28 - 3.34 and detailed at service level in appendix C. g) Note the prioritisation of Transformation Blueprint work as outlined in section 3.38 and the expectation of savings delivery in 2026/27 of £0.450 million. h) Approve a 9% increase in Council Tax rates for 2026/27 (section 3.42). Council Tax bandings are shown at appendix B. i) Approve the utilisation of £4.093 million of earmarked General Fund Reserve to balance the 2026/27 budget (section 3.45). j) Note that the projected budget gap over the life of the Medium Term Financial Strategy (MTFS) through to 2028/29, assuming Council support all recommendations in this paper, is £11.788 million. k) Note that a further MTFS report with updated financial projections with a specific focus on progress with Transformation Blueprint work will be presented to Council on 23rd June 2026. l) Otherwise, note the remainder of the report. The Chair thanked the Chief Financial Officer and Section 95 Officer for their report and invited questions. Councillor Parry thanked the Chief Financial Officer and Section 95 Officer, the Finance Officers, Staff, Trade Unions and Officers who have worked diligently, cooperatively and with the best intentions for the people of Midlothian following our settlement announcement. Councillor Parry highlighted that the budget in front of us today is a balanced budget of £340.7millon for 2026/27 made up of our share of Scottish Government grant, a modest increase in our fees and a 9% increase in Council Tax. Those combined are necessary to protect the essential services at a time of extreme and constant rising costs as well as increasing demand. Councillor Parry clarified that the recommendation to set Council Tax at 9% is not a figure Councillors choose or arrived at randomly and without thought or consideration – it is a balanced figure to make up the shortfall in our funding. Councillors have a legal obligation to set annual budgets, and the process is that we take the forecast budget which represents the cost of the services the Council must deliver and compare that to the funds available. To reduce Council Tax more income is required from other sources as Council Tax makes up approximately 24% Page 24 of 290
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of Council income. It is important to be transparent about what this means, and the new Band D figure for Midlothian, if agreed today, is £1,816.16 which is the equivalent of £12.50 extra per month, or £2.88 per week. Councillor Parry advised that to balance the budget Council must use different measures, including £4.093 million from earmarked reserves and without using those reserves the balancing Council Tax figure would be around 16%. Using the earmarked reserves will help this year but it is not sustainable going forward as reserves should be used for unplanned events, extreme weather or other unforeseen circumstances. This is a problem that should be solved by government and not Council Tax payers. We must work harder in future years to balance this. Councillor Parry added that as well as increased income from fees and charges, projects to transform how the Council works through the Transformation Blueprint will modernise services and generate new income. Current and future projects include expanding digital services, exploring building onto the community bus service, development plans for one-stop shops, reviewing client transport for children and adults and developing commercial opportunities at Vogrie Country Park and Midlothian Snowsports Centre at Hillend. Those initiatives and others are expected to save £450,000 in 2026/27 with further savings anticipated in later years. Councillor Parry highlighted the Midlothian Integrated Joint Board (IJB) and hopes that today Council will approve the £75.122 million Heath and Social Care funding package which includes money to support young people with disabilities moving into adult services. Councillor Parry stressed that the IJB funding is still an ongoing concern and that it is difficult to see how the recurring overspend will not be repeated in the next financial year without additional resources, which should come from the government. Councillor Parry mentioned other matters in the base budget and hoped that the Elected Members would welcome the planned foster care fee increase and adoption governance that will allow an automatic increase each year in line with national pay. Payments to adopters will also rise in line with the Scottish recommended allowance and carers will continue to receive holiday, birthday and Christmas payments. Investment will continue in vital cost of living supports for Midlothian’s vulnerable residents and freeze the price of primary school meals. Councillor Parry summarised to say that each time the public is consulted the same messages come back and that is to protect vital services such a libraries, invest in leisure facilities and the community bus service. With a projected budget gap of just over £11 million by 2029, and one of the fasted growing populations in Scotland, balancing the budget will become more challenging. Despite these pressures the budget does protect essential services and invests in people who are relied on the most. Through careful financial planning and a clear programme of modernisation we are doing all we can as a Council to support children, families and vulnerable residents while doing our best to keep the Council on a sustainable path. Councillor Parry noted that there were two amendments from Group Leaders and that the information is valuable. While Councillor Parry agreed with much of what was in both, they believe that the budget, as laid out in today’s papers, is the best approach. Councillor Parry moved to approve the paper with an additional recommendation to take both amendments and refer them to the Business Transformation Steering Group (BTSG) for further discussion. Any Elected Member Page 25 of 290
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suggestions to help close the budget gap should be explored. Seconded by Councillor Cassidy. Councillor Smaill advised that the Conservative Group’s amendment is to propose an 8% Council Tax increase, instead of 9%. This mainly reflects the Conservative Group’s objection to floor mechanism. Councillor Milligan agreed with much of what Councillor Parry said, however felt that there was a need to set out where Labour Group are in relation to this, and areas where they do not agree. Councillor Milligan highlighted the flooring mechanism and described what we are seeing is a settlement from the Scottish Government that is a lifting of £3.8 million of Midlothian Council’s funds to shore up other Councils that may be reducing in size and give them protection. Midlothian must continue to make representation as taking that sum of money from this Council is exactly why the Council Tax has had to increase as £3.8 million is approximately 5.5% of Council Tax. Councillor Milligan added that we cannot just blame the Scottish Government for this as all Parties have been complaining about difficult decisions and in-house failures such as paying £90,000 per year for scaffolding and spending millions of pounds refurbishing Council offices at a time where we are struggling. Councillor Milligan highlighted that there are regular discussions about leasing empty properties and some still sit empty years later so more work needs done to get better. Councillor Milligan added that the area they disagree with is that we are not protecting our most vulnerable. At a meeting of the IJB, Councillor Milligan asked IJB Officers brief the Elected Members regarding the state of play in social care and where the bar is set to receive care. That briefing did not happen, and Councillor Milligan wants to understand why not at it was agreed. Elected Members want to fully understand the impact of not raising the IJB budget. This is the budget that covers home care, nursing home places, care packages for example. The bar to get care is set at critical now, the highest level, and unless you need critical care then you would not be considered for a package. Councillor Milligan gave examples of people in the community where the elderly are having to care for their loved ones by carrying them to the bathroom, having no respite during critical illness and people who are incontinent only being showered once per week – all because care packages are being refused. The IJB across Scotland now have around 10,000 people waiting on care home places. The Council cannot just ignore the most important people in our communities and that is what this budget represents from Councillor Milligan’s perspective. Additional money must be found to put into social care. 12:28pm Due to a technical issue with the webcasting equipment the Provost paused for a short break. At this point, the Religious Representative left the meeting. 12:31pm The meeting resumed. Councillor Milligan, on behalf of the Labour Group moved to accept the overall budget that is presented in the paper but with the underlying changes as laid out in Page 26 of 290
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their amendment. This includes not funding a Compliance Team at a cost of £224,000 and asks Officers to look internally to find ways to staff this team and following Police Scotland withdrawing from the Midlothian Community Action Team (MCAT), there is £557,000 unallocated in the budget – both should be redirected to Health and Social Care packages. Councillor Milligan agrees with Councillor Parry that the Scottish Government should be providing additional funding, but they are not, and we must go back to them and reiterate the criticality, however it is likely all other local authorities are also doing this. If the Scottish Government do not allocate additional monies, Councillor Milligan added that a further £1.2 million additional funding from uncommitted reserves would be required. Councillor Milligan added that the Home to School Transport, which has been an issue for a while, is out of control and over a 4-year period there has been an increase from £2.4 million to £5 million. Councillor Milligan highlighted that this Council cannot keep funding this when there is a significant need for care. The increase does not appear to be aligned to growth and therefore something in the modelling has changed and it must be identified so Officers can work to bring that cost back down and avoid further overspends. Councillor Milligan highlighted that the IJB, and the Officers in it, have made significant steps to reduce spends but the growth and the cost of delivering care is outpacing the savings achieved. The IJB is currently sitting short of approximately £3 million. Councillor Milligan asked Elected Members to think carefully about voting for this amendment as the Council must ensure the support is put in place where it is needed most. Councillor Imrie formally seconded the Labour Group amendment and added COSLA have identified, across the 32 local authorities, that there is a significant need to fund IJBs to give people the level of care they need. Councillor Imrie added that Councillor Parry has already made representations on this and other issues with regards to funding for Midlothian. This Council has done what they were asked in terms of growing Midlothian but unfortunately the infrastructure of health and social care has not kept up with that growth and therefore Councillor Imrie urges the Council Leader and the rest of the Scottish National (SNP) group to think very carefully about including this in the budget - it is taking money from different places but those places are non-essential by comparison to the care needs of our residents. Councillor Smaill added that this problem cannot be pushed over to the BTSG and that a decision must be made here today. Councillor Smaill presented the Conservative Group’s amendment in more detail and advised that it is still a balanced budget and described the principals on which it is based. Councillor Smaill advised that it is widely acknowledged that the settlement from the Scottish Government was poor, given the demographic changes and pressures on social work. In terms of the Council Tax burden, neighbouring local authorities are only increasing by 5%. Councillor Smaill advised that the Conservative Group, without any collaboration with the Labour Group, identified that the funding for the Compliance Team and the MCAT are items that will enlarge the workforce of this Council but instead of growing the workforce, staff should be redeployed to achieve greater efficiencies. The approximate savings from that of £700,000 would equate to a 1% reduction of Council Tax. Page 27 of 290
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However, in the interest of the long-term position something more radical may be required. Councillor Smaill added that none of the other Parties have ideas on how to raise substantial monies for when the reserves are depleted. The Conservative Group believe an indicative amount of £74,000 on a report on the Hillend project in its entirety to determine if the Council would be better realising this asset with a joint venture partner or an outright auction which would result in fresh capital for that project. Councillor Smaill advised that comparable projects have been sold for £100 million. If Hillend was sold for £100 million, that would equate to a £7 million betterment to the Council’s running position and therefore the equivalent of 10% Council Tax. Having the initial report would inform any decisions. The Conservative Group are conscious of the pressure on social work and in the settlement from the Scottish Government it would appear that £409,000 was taken away from Midlothian and they propose that we keep the pressure on the Scottish Government to have a settlement across Scotland for social work but in the event that at the beginning of the financial year additional funds have not been received then this £409,000 should be considered as a downpayment on the deficits in that area. It will then become clear that negative variances based on the balanced budget being proposed these are directly attributable to the Scottish Government and the floor adjustment. Councillor Smaill closed by proposing an 8% Council Tax increase in the Council Tax rate. Councillor Winchester formally seconded the Conservative Group amendment. Democratic Services circulated paper copies of both amendments in the Chamber and shared copies via email to Councillor Imrie and Councillor Pottinger who joined today’s meeting remotely. Councillor Scott mentioned Home to School Transport which had been raised by Councillor Milligan and added that this is a difficult subject as Midlothian’s Additional Support Needs (ASN) families are under tremendous pressure and any decisions on this should be aligned with the work and discussions of the Client Transport Cross Party Working Group (CPWG). Councillor Scott highlighted that for many years these transport costs were on an actual basis rather than budgets as the systems to manage this were not in place. The increase in costs is representative of the increasing population and increasing provision for children with complex needs across the County. Councillor Milligan added that the reality is that this budget for Home to School Transport continues to rise and that they have taken suggestions to BTSG to use card readers on school buses, which the Third Sector have done, but no action has been taken on this. Evey child under the age of 22 has a bus pass and having card readers on the buses we supply would generate an income. The Provost asked the Legal and Governance Manager and Monitoring Officer to provide an overview of the items for a vote. The Legal and Governance Manager and Monitoring Officer confirmed the following motions and amendments: - 1. Motion from the Council Leader, seconded by Councillor Cassidy to approve the paper as set out in item 8.11. 2. Labour Group amendment, moved by Councillor Milligan and seconded by Councillor Imrie. Page 28 of 290
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3. Conservative Group amendment, moved by Councillor Smaill and seconded by Councillor Winchester. The Legal and Governance Manager and Monitoring Officer confirmed there are two routes that can be taken in terms of a vote. In terms of Standing Order 11.3 (viii) there can be a straight vote for or against the motion. If the motion passes, then the other two amendments will fall. If the motion does not pass, then there will be a vote between the two amendments, and the successful amendment is voted against the motion. The Provost asked Democratic Services to proceed with a vote on the motion. The result of the vote was 9 for the motion and 9 against the motion. The Provost confirmed that their casting vote was for the motion. The motion was passed. Decision Council approved the report and its recommendations. Action Refer the Medium Term Financial Strategy to the Business Transformation Steering Group (BTSG) for further discussion. 12:38pm the Chief Officer Children’s Services, Partnerships and Communities and Deputy Chief Social Work Officer left the meeting. 13:00pm - The Provost paused the meeting for a short break. The Director of Health and Social Care: Midlothian Health and Social Care Partnership, Chief Officer to Midlothian Integrated Joint Board left the meeting. Report No. Report Title Presented by: 8.12 Midlothian School Admissions Policy: Update Executive Director Children Young People and Partnerships (Acting) The Executive Director Children Young People and Partnerships (Acting) presented the report for information which provides an update to Council on the engagement with East Lothian Council contributing towards pupils of Loretto RC Primary School attending St David’s RC High School in academic year 2026/27; and, with this, that the statutory consultation on Midlothian Council’s Admission Policy for Primary and Secondary Schools as presented to Council in December 2025 will commence April 2026. Council was recommended to note: i. Positive engagement with East Lothian Council, and a notional financial contribution for pupils of Loretto RC Primary School attending St Davids RC High School in academic year 2026/27; with a commitment to work together to obtain a formalised agreement for future years admissions. ii. The statutory consultation on Midlothian Council’s Admission Policy for Primary and Secondary Schools will commence in April 2026. Page 29 of 290
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The Chair thanked the Executive Director Children Young People and Partnerships (Acting) for their report and invited questions. The Executive Director Children Young People and Partnerships (Acting) noted that the Religious Representative had left the meeting prior to this item but passed on their thanks to both Councils for their positive engagement and to achieve this outcome. Councillor Scott passed on their thanks to all Officers and highlighted the positive engagement with East Lothian Council with a commitment to obtain a formalised agreement. Councillor Scott added that there are 22 pupils from East Lothian attending a Midlothian Primary School and 129 pupils from East Lothian attending a Midlothian Secondary School. Midlothian resident pupils attending East Lothian Primary Schools is 29. Councillor Smaill also conveyed his thanks to Officers on the pragmatic solution. Councillor Smaill highlighted that it was normal policy to have education matters earlier on the Council agenda to allow the Religious Representative to participate. The Chief Officer Corporate Solutions acknowledged this was agreed at the Standing Order Working Group, however it was also highlighted that finance papers were to be added first to the Council agenda, and due the number of finance papers today it had taken longer to get to the education reports. The Chief Officer Corporate Solutions has passed on their apologies to the Religious Representative. Councillor Drummond noted they were also pleased with the progress and discussions moving forward. They extended their thanks to the team for their persistence, noting they were glad to see commitment for continued education with St David’s RC High School. Councillor Drummond highlighted that the consultation on the Admissions Policy would end in April 2026 and encouraged everyone to participate. Decision Council noted the report and its recommendations. Report No. Report Title Presented by: 8.13 Mount Esk Nursery Consultation Executive Director Children Young People and Partnerships (Acting) The Executive Director Children Young People and Partnerships (Acting) presented the report for decision which advises the outcome of the statutory consultation on the proposal to close Mount Esk Nursery School and establish a new nursery class at Hawthornden Primary School under the leadership of the Head Teacher and seeks approval for the recommendations. The statutory consultation on the proposal was undertaken in the period from Monday 20 November 2025 and ended on Sunday 21 December 2025. The statutory report on the outcome of the consultation was published on Sunday 25 Page 30 of 290
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January 2026 and provides full details of the process undertaken, representations made and His Majesty’s Inspectorate of Education in Scotland (HMIES) independent report on the proposal. Council was recommended to approve: i. The closure and redesignation of Mount Esk Nursery School to Hawthornden Primary School Nursery Class from August 2026 ii. The leadership of the new Hawthornden Primary School Nursery Class being under the Hawthornden Primary School Head Teacher. The Chair thanked the Executive Director Children Young People and Partnerships (Acting) for their report and invited questions. The report was moved by Councillor Scott and seconded by Councillor Drummond. Decision Council approved the report and its recommendations. Report No. Report Title Presented by: 8.14 Local Review Body - Nomination of Member Chief Officer Corporate Solutions The Chief Officer Corporate Solutions presented the report for decision which updates Council on a resignation from Local Review Body and seek nominations for a replacement. Council is recommended to nominate an Elected Member to the Local Review Body. The Chair thanked the Chief Officer Corporate Solutions for their report and invited nominations. Councillor Smaill nominated Councillor Winchester, seconded by Councillor Milligan. There were no other nominations. The report was moved by Councillor Smaill and seconded by Councillor Milligan. Decision Council nominated Councillor Winchester as a Member of the Local Review Body. Action Updated Committee Membership information – Democratic Services. Page 31 of 290
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Report No. Report Title Presented by: 8.15 Local Growth Fund Executive Director Place The Executive Director Place presented the report for information which provides an update on the recent UK Government UK Shared Prosperity Fund (UKSPF) and the Local Growth Fund (LGF) budget announcement and the financial implications for Midlothian and the Edinburgh and South East Scotland City Region. The UK Shared Prosperity Fund has now ended. Individual local authorities had used UKSPF to support local core employability, business support, skills, innovation and the third sector. The New Local Growth Fund has a 70/30 capital/revenue split whilst UKSPF had a 30/70 capital/revenue split. The Local Growth Fund is a new fund, and allocations have been determined at a Regional Economic Partnership (REP) level rather than individual Local Authority. £37.8 million is being allocated to the Edinburgh and South East Scotland City Region. Council was requested to note; • The New Local Growth Fund allocation for Edinburgh and South East Scotland, and • The focus of the New Local Growth Fund being on: Infrastructure Investment; Business Support; and Skills Development; and • That further details on delivery, including specific investment themes and intervention frameworks, are expected to be published later in Quarter 1 2026 as officers have been engaging with the UKG Scotland Office to establish further detail on the delivery and governance issues described. The Chair thanked the Executive Director Place for their report and invited questions. Councillor Parry felt it important to talk through some points, especially the change from revenue funding to capital funding. They highlighted there are currently 530 jobs across Scotland funded by this fund that may be at risk and that wages cannot be paid with capital. Councillor Parry felt there are ways Midlothian Council could make this fund better including changing the revenue split for the first year and to have a local allocation that would go a long way to making this fund a success. The fund is meant to start at 1 April 2026 and there is currently no mechanism to allocate this funding and Midlothian Council have no say as to how funding is split over council areas. This funding is used for employability funding and Councillor Parry noted they were deeply concerned about this. The funding was also used for third sector revenue funding, and this cannot be done any more. Councillor Parry has written to the Secretary of State and Member of Parliament three times to request a meeting, but this has been declined. Councillor Parry requested that a recommendation is added to the report to give them a lobbying mandate, supported by Elected Members, to pursue improvements to the Local Growth Fund quantum, methodology of allocation mechanisms, encourage local allocations and the restoration of the previous revenue/capital split. Page 32 of 290
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Councillor Smaill highlighted that Civil Servants create formulas nobody understands. He noted there is a political override in these funds, and the Conservative Party have made a commitment to Midlothian, and the other two parties have not done that. The amendment was moved by Councillor Parry and seconded by Councillor Scott. Decision Council noted the report and its recommendations. Report No. Report Title Presented by: 8.16 Edinburgh, the Lothians and Scottish Borders MAPPA Annual Report for 2024/2025 Head of Adult Services and Chief Social Work Officer The Head of Adult Services and Chief Social Work Officer presented the report for information which advises Council of the activities undertaken by the agencies across Edinburgh, the Lothians and Scottish Borders who work in partnership as part of Multi- Agency Public Protection Arrangements and the statistical information. Council is requested to note the information in the Edinburgh, the Lothians and Scottish Borders MAPPA Annual Report for 2024/2025. The Chair thanked the Head of Adult Services and Chief Social Work Officer for their report and invited questions. Councillor Cassidy thanked the staff and team for their great work, noting they had a very difficult job and do not always get enough recognition. Councillor Curran thanked all agencies involved, highlighting that a great deal of MAPPA work is unseen and out with the public domain. Councillor Curran did highlight that, when instances are in the public domain, there was a lack of engagement and communication with Elected Members and asked that Officers bear that in mind. Decision Council noted the report and its recommendations. Report No. Report Title Presented by: 8.17 Annual Procurement Report 2024/25 Chief Officer Corporate Solutions The Chief Officer Corporate Solutions provided the report for information which outlines the regulated procurement activity for the 2024/25 financial year and ongoing activity within the Procurement Team. Page 33 of 290
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Council was asked to note the Annual Procurement Report which details regulated procurement activity for the financial year 2024/25, and the ongoing improvement activity within the Procurement Service. The Chair thanked the Chief Officer Corporate Solutions for their report and invited questions. Councillor Cassidy thanked the Chief Officer Corporate Solutions and their team, highlighting this was a matter they had been passionate about since joining Midlothian Council and was delighted that Officers had listened, as keeping money in the local economy is essential. Councillor Imirie left meeting at 13.44pm Decision Council noted the report and its recommendations. 9. Private Reports Exclusion of Members of the Public (A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPH 9 and 13 OF PART 1 OF SCHEDULE 7A TO THE LOCAL GOVERNMENT (SCOTLAND) ACT 1973 - THE RELEVANT REPORTS ARE THEREFORE NOT FOR PUBLICATION; AND (B) TO NOTE THAT NOTWITHSTANDING ANY SUCH RESOLUTION, INFORMATION MAY STILL REQUIRE TO BE RELEASED UNDER THE FREEDOM OF INFORMATION (SCOTLAND) ACT 2002 OR THE ENVIRONMENTAL INFORMATION REGULATIONS 2004. 10. Date of next meeting The next Council meeting is scheduled for Tuesday 31 March 2026. The public section of the meeting concluded at 13.45pm. Page 34 of 290
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Midlothian Council Midlothian House Buccleuch Street Dalkeith Council Leader EH22 1DJ Councillor Kelly Parry Tel 0131 271 3002 Our Ref: www.midlothian.gov.uk Midlothian Tuesday 27 January 2026 Kirsty McNeill MP Member of Parliament House of Commons London SW1A 0AA By email: kirsty.mcneill.mp@parliament.uk Dear Kirsty McNeill IMPACT OF LOCAL GROWTH FUNDING ON MIDLOTHIAN JOBS I am writing to request an urgent meeting to discuss the UK Government’s New Local Growth Fund. While the commitment to regional growth is welcome, the current funding mechanics present an immediate threat to Midlothian’s economic stability. The primary concern is the “revenue cliff” created by the shift from the UK Shared Prosperity Fund. Under the previous model, revenue funding - which supports staff and service delivery - accounted for 73% of the allocation. The new model reduces this to just 30%. Many local employability and business support programmes are now facing a total funding vacuum. The consequences of this will mean that third-sector partners delivering vital "No One Left Behind" services will be forced to issue redundancy notices within weeks. As Scotland’s fastest-growing local authority, we cannot afford to dismantle the support systems that keep our residents in work. Nor does it make sense to build infrastructure with no staff to deliver the services on the ground. I ask that this meeting be expedited. We need to discuss how the UK Government can provide the flexibility required to protect these jobs before the new financial year. I would welcome the opportunity to brief you on the specific projects currently at risk of closure. Page 35 of 290
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Midlothian Council Midlothian House Buccleuch Street Dalkeith Council Leader EH22 1DJ Councillor Kelly Parry Midlothian Tuesday 13 January 2026 Mr Douglas Alexander MP Secretary of State for Scotland By email: douglas.alexander.mp@parliament.uk Dear Secretary of State, Local Growth Fund for Scotland I am writing to you as the Leader of Midlothian Council to express my profound concern regarding the recent announcement on 8th January of the new Local Growth Fund for Scotland. While any commitment to regional development and funding is welcomed, the structure, delivery method, and financial trajectory of this fund present significant risks to the communities and economy of Midlothian. The UK Government’s decision to bypass the Scottish Government - unlike the model used in Wales - is a disappointing departure from collaborative governance. Furthermore, the choice to allocate these funds through Regional Economic Partnerships rather than directly to local authorities is unhelpful. While Midlothian falls within the Edinburgh & South East region, the regionalised approach risks masking the specific socio-economic pockets of need within our county. Additionally, by shifting the allocation metric to Real Disposable Household Income per capita and population size, the UK Government has effectively disadvantaged the parts of Scotland that require the most support. This "one-size- fits-all" regional distribution fails to respect the local expertise of councils who best understand their own unique infrastructure and skills gaps. However, most alarming is the drastic shift from revenue to capital spending. Under the UK Shared Prosperity Fund (UKSPF), capital accounts for roughly 23 - 28% of spending; under the new Local Growth Fund, this skyrockets to 70%. This "sledgehammer" approach to revenue funded services will have a devastating impact on our local delivery partners. Page 37 of 290
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Midlothian Council Minute Volume Presented to the Meeting of Midlothian Council on Tuesday, 31 March 2026 Page 39 of 290
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1 Minutes of Meetings submitted for Approval No items for discussion 2 Minutes of Meetings submitted for Consideration 3 Minute of the Meeting of the General Purposes Committee on 4 November 2025 Minute of the Meeting of the Audit Committee on 2 December 2025 Minute of the Meeting of the Police and Fire and Rescue Board on 8 December 2025 Minute of the Meeting of Cabinet on 20 January 2026 Private Minute Addendum to the Meeting of Cabinet on 20 January 2026 Minute of the Meeting of the Planning Committee on 20 January 2026 Minute of the Meeting of the Business Transformation Steering Group on 21 January 2026 Minute of the Meeting of the Cost of Living Task Force on 26 January 2026 Minute of the Meeting of the Business Transformation Steering Group on 9 February 2026 Minutes of Meetings submitted for Information Minute of the Meeting of the MIJB Audit and Risk Committee on 27 November 2025 Minute of the Meeting of the Midlothian Integrated Joint Board on 11 December 2025 Page 40 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 5.3 Midlothian Council - Action Log No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 1 27/08/2024 8.1 Financial Monitoring 2024/25 General Fund Revenue Report on the better utilisation of expensive machinery, such as the use of large plant for potholes. Chief Officer Place May 2026 Recommended for closure Pothole Pro utilised with the additional MTFS road repairs allocation and extra carriageway works. 2 25/02/2025 Proposed Disposal of Property Asset The Chief Officer Place to provide the exact number of single units in a block of four. Chief Officer Place October 2025 Recommended for closure Property disposal completed. Under occupation of properties data circulated to councillors by email on 27 January 2026. 3 25/02/2025 Capital Plan Prioritisation Provide the respective timescales for the extension and refurbishment of Mauricewood Primary School. Executive Director Children, Young People and March 2026 Design and cost options report expected at March Capital Plan Board. Extension & Refurbishment assessment scoped into Capital Page 41 of 290
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments Partnerships (Acting) Investment Strategy (Estate & Asset Management Plan) exercise. 4 21/10/2025 8.4 Midlothian Strategic Housing Investment Plan 2026/27 - 2030/31 Provide Elected Members with a list of housing developments and the percentage of affordable housing that can be expected in each. Head of Development May 2026 Recommended for closure Data from 1 April 2020 to 31 March 2025 circulated to members on 17 March. Once the 2026 Housing Land Audit (HLS) is completed the data will be available up to 31 March 2026 and is reported to Planning Committee. 5 16/12/2025 8.2 Financial Monitoring 2025/26 – General Fund Revenue Provide a detailed cost analysis in relation to the further £937,000 overspend on Pupil Transport, including a comparison of this year versus last year. Chief Financial Officer and Section 95 Officer Complete Recommended for Closure Information circulated. 6 24/02/2026 6.1 Question to the Council Leader Provide copies of the letters from the Secretary of State and our Local Member of Parliament to Democratic Services to be appended to the Minutes of this meeting. Councillor Parry February 2026 Recommended for Closure Letters sent to Democratic Services. 7 24/02/2026 8.7 Fees and Charges Following the approval of this paper at Council, continue cross-party discussions. Elected Members / Council Officers March 2026 Recommended for closure Discussed at BTSG on 2 March – actions contained within the BTSG Action Log. Page 42 of 290
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 8 24/02/2026 8.11 Medium Term Financial Strategy Refer the Medium Term Financial Strategy to the Business Transformation Steering Group (BTSG) for further discussion. Councillor Parry February 2026 Recommended for closure Added to the agenda for the 2 March 2026 BTSG. 9 24/02/2026 8.14 Local Review Body – Nomination of Member Following the nomination of Councillor Winchester as a Member of the Local Review Body, update Committee Membership information. Democratic Services February 2026 Recommended for Closure Records updated. Page 43 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 7.1 Midlothian Council Tuesday 31 March 2026 MOTION That Midlothian Council agrees: 1. That April is the month of the military child. 2. That the special Children’s Military Flag designed by Sophie Pang will be flown at every High School site now and Mauricewood Primary School for the month of April. 3. That Friday 24th April is ‘Purple Up’ day. 4. To send best wishes to every child of veterans and armed forces throughout the U.K. but especially in Midlothian. 5. That the Dandelion is the flower of the military child. Proposed: Cllr. Pauline Winchester Seconded: Cllr. Peter Smail Page 45 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 7.2 Midlothian Council Tuesday 31 March 2026 MOTION This motion calls on the Council to congratulate Roy Johnston and his late wife Anne on 45 years of shopkeeping in Dalkeith. Roy and Anne operated two shops in the town - one in Komarom Court and one on the High Street - and for more than four decades served the people of Dalkeith with dedication and commitment. Independent local shops are the lifeblood of our communities, and it is only right that the Council formally recognises and congratulates the Johnston family for their valued contribution to Dalkeith and to Midlothian as a whole. Council also recognises, thanks and congratulates Eileen Stoddart who recently retired from the Dalkeith Oxfam shop after 40 years of dedicated service. Moved: Councillor Colin Cassidy Seconded: Councillor Margot Russell Page 47 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 7.3 MOTION TO MIDLOTHIAN COUNCIL TUESDAY 31 MARCH 2026 International Women’s Day Council notes that International Women’s Day is an opportunity to celebrate the achievements and contribution of women in all walks of life, while also recognising that women have too often had to struggle to be heard, to be safe, and to secure justice for themselves, their families and their communities. Council recognises that women across the world have played a vital role in advancing peace, justice and human dignity; including the women in Ireland who helped build peace out of conflict, women internationally who continue to speak for dignity and humanity in the face of war and suffering, and the women of Scotland who, across generations, have stood up to adversity, inequality and exclusion. Council further recognises the courage and persistence of women who have challenged injustice and unfairness, often in the face of indifference or entrenched opposition, and whose efforts have strengthened communities, widened participation in public life, and advanced the cause of equality. Council believes that women’s leadership, both formal and informal, has too often been undervalued, despite the central role women have repeatedly played in sustaining families, communities, and democratic life through times of hardship, conflict, and social change. Council agrees that it is right that local government should mark International Women’s Day by recognising the contribution of women locally, nationally, and internationally, and by affirming the importance of women’s voices in building a fairer, more peaceful, and more inclusive society. Page 49 of 290
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Council therefore resolves: 1. To mark International Women’s Day and celebrate the contribution of women to peace, justice, equality, and public life. 2. To record its appreciation for the role of women locally, nationally, and internationally in building stronger, fairer, and more compassionate communities. 3. To acknowledge the contribution of Scottish women, past and present, who have stood up to adversity and worked for equality, dignity, and social progress. 4. To reaffirm the importance of women’s voices, leadership, and experience in shaping a fairer, more peaceful, and more inclusive society. Proposed by: Cllr Dianne Alexander Seconded by: Cllr Kelly Parry Page 50 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 8.1 School Session Dates for the Academic Years 2027/28 and 2028/29 Report by Derek Oliver, Executive Director Children, Young People and Partnerships (Acting) Report for Decision 1 Recommendations Council is requested to: i. agree the school session dates proposed for the academic year 2027/28. ii. agree the school session dates proposed for the academic year 2028/29. 2 Purpose of Report/Executive Summary The authority is required to set school session dates annually, in accordance with statutory attendance requirements. Proposed session dates for Midlothian schools for the 2027/28 and 2028/29 academic years have been prepared. These dates have been aligned as closely as possible with those proposed by neighbouring local authorities. A consultation on the draft dates took place from 26 January 2026 to 9 February 2026. The proposed session dates are provided in Appendix B. Date 18 February 2026 Report Contact: Sinead Urquhart, Service Manager Sinead.Urquhart@midlothian.gov.uk Page 51 of 290
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3 Background Officers from Edinburgh, East Lothian and Midlothian Councils aim to align session dates wherever possible, taking into account differences in local holidays. Edinburgh and East Lothian have not yet undertaken consultation on their proposed dates. For the 2027/28 academic session, it is proposed that: • The session will begin on Monday 16 August 2027 • Pupils will resume on Wednesday 18 August 2027 • The final day of the session will be Friday 30 June 2028 For the 2028/29 academic session, it is proposed that: • The session will begin on Monday 14 August 2028 • Pupils will resume on Wednesday 16 August 2028 • The final day of the session will be Friday 29 June 2029 The proposed session dates are included in Appendix B of this report. 4 Consultation and Feedback A consultation was carried out from Monday 26 January until Monday 9 February. Information was disseminated to unions parents/carers, parent councils and staff. Information regarding the consultation was also put on the Council website. Stakeholders were asked to give their feedback via the Education Consultation system. There were 405 respondents to the consultation, with 68% of those agreeing with the proposed session dates for 2027/28. Agree 276 68% Disagree 58 14% No Opinion 71 18% Total 405 Respondents were asked to indicate their preference between two proposed options for the 2028/29 session dates. Option 1 proposed that Midlothian schools would close for the December holiday on Friday 22 December, with staff returning on Monday 8 January and pupils returning on Tuesday 9 January. Option 2 proposed that schools would close on Wednesday 20 December, with both staff and pupils returning on Thursday 4 January. Under this option, the in-service day normally held in January would move to Monday 19 February. A total of 73% of respondents selected Option 1 as their preferred choice. Page 52 of 290
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Option 1 296 73% Option 2 105 26% No Opinion 4 1% Total 405 Of the 405 respondents, 161 provided additional comments. The majority who favoured Option 1 highlighted benefits including improved wellbeing, greater educational continuity, and better alignment with family and work commitments. There was also strong support for retaining an in-service day in January. Option 2 has notable, but minority, support primarily from those prioritising more time before Christmas for family events or early January work commitments. Midlothian will continue to undertake consultation with neighboring authorities with the aim of maintaining alignment of school session dates for future years. Page 53 of 290
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource None 4.2 Digital None 4.3 Risk By aligning with neighbouring authorities risk implications are mitigated with regard to pupil attendance at school. 4.4 Ensuring Equalities (if required a separate IIA must be completed) This report does not recommend any change to policy or practice and therefore does not require an Equalities Impact Assessment. 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – School session dates Page 54 of 290
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan N/A 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 report does not directly impact on delivering Best Value A.5 Involving Communities and Other Stakeholders Proposed dates have been shared and feedback sought from establishments and parents and union representatives. Session dates where possible have been synchronised with the City of Edinburgh and East Lothian Councils. A.6 Impact on Performance and Outcomes Session dates have been designed to maximise attendance by minimising the number of broken weeks for staff and pupils. A.7 Adopting a Preventative Approach N/A Page 55 of 290
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A.8 Supporting Sustainable Development This proposal takes into account the need to deliver an educational service across Midlothian which anticipates and acknowledges the needs and views of stakeholders. Page 56 of 290
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APPENDIX B MIDLOTHIAN COUNCIL CHILDREN, YOUNG PEOPLE & PARTNERSHIPS School Session Dates 2027/28 TERM 1 Staff Resume Monday ** 16 August 2027 Pupils Resume Wednesday 18 August 2027 Mid Term Autumn Holiday All Break Friday Monday Friday 17 20 15 September September October 2027 2027 2027 Staff Resume Monday* 25 October 2027 Pupils Resume Term Ends Tuesday Tuesday 26 21 October December 2027 2027 TERM 2 Staff Resume All Resume Wednesday* Thursday 5 6 January January 2028 2028 Mid Term All Break Friday 11 February 2028 Pupils Resume Term Ends Good Friday Easter Monday Monday Thursday 14th April 17th April 21 30 February March 2028 2028 TERM 3 All Resume Tuesday 18 April 2028 May Day Holiday Monday 1 May 2028 Victoria Day Monday* 22 May 2028 Term Ends Friday 30 June 2028 * Staff In-Service Days: Monday 16th & Tuesday 17th August 2027 Monday 25th October 2027 Wednesday 5th January & Monday 22nd May 2028 Start date for session 2027/28 is Wednesday 18th August 2027 Page 57 of 290
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MIDLOTHIAN COUNCIL CHILDREN, YOUNG PEOPLE & PARTNERSHIPS School Session Dates 2028/29 TERM 1 Staff Resume Monday ** 14 August 2028 Pupils Resume Wednesday 16 August 2028 Mid Term Autumn Holiday All Break Friday Monday Friday 15 18 13 September September October 2028 2028 2028 Staff Resume Monday* 23 October 2028 Pupils Resume Term Ends Tuesday Friday 24 22 October December 2028 2028 TERM 2 Staff Resume Pupils Resume Monday* Tuesday 8 9 January January 2029 2029 Mid Term All Break Friday 9 February 2029 All Resume Term Ends Good Friday Easter Monday Monday Thursday 30th March 2nd April 19 29 February March 2029 2029 TERM 3 All Resume Tuesday 17 April 2029 May Day Holiday Monday 7 May 2029 Victoria Day Monday* 21 May 2029 Term Ends Friday 29 June 2029 * Staff In-Service Days: Monday 14th & Tuesday 15th August 2028 Monday 23rd October 2028 Monday 8th January & Monday 21st May 2029 Start date for session 2028/29 is Wednesday, 16th August 2028 Page 58 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 8.2 Intake Levels for Primary and Secondary Schools Session 2026/27 Report by Derek Oliver, Executive Director Children, Young People and Partnerships (Acting) Report for Approval 1 Recommendations Council is requested to: • approve the requirement to apply intake limits, as detailed in the report, at a number of schools to safeguard places for pupils to be able to attend their catchment school. • delegate authority to the Executive Director Children, Young People and Partnerships to determine the number of reserved places at each school and amend them, in consultation with the Education Convener, should the number of pupils requiring a place at a school significantly increase or decrease. Council is otherwise requested to note: • The estimated intake figures for primary and secondary schools in Section 3, tables 1 – 3. 2 Purpose of Report/Executive Summary This report provides Council with an update on the enrolment of pupils and intake for the school session 2026/27. The report identifies a number of schools where there is pressure on school capacity, and the need for intake limits to safeguard places for catchment children and to manage placing requests. Date: 31 March 2026 Report Contact: Michelle Strong, Chief Education Officer (Children, Young People and Partnerships) Michelle.Strong@midlothian.gov.uk Page 59 of 290
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3 Background 3.1 The Education (Scotland) Act 1980 (as amended by section 33 of the Education (Scotland) Act 1996) allows education authorities to reserve places for incoming pupils into catchment areas of schools. This assists education authorities in managing their schools and prevent them being at capacity at commencement of an academic year and furthermore enabling them to accommodate incoming catchment pupils at their catchment schools when they move into the area during the academic year. 3.2 Section 28A (3A) of the Education (Scotland) Act 1980 (as amended) provides a general principle that, so far as is compatible with the provision of suitable instruction and training and the avoidance of unreasonable public expenditure, pupils are to be educated in accordance with the wishes of their parents. Acceptance of a placing request for a child who is resident outwith the catchment area of a specified school could prevent the education authority from retaining reserved places at a specified school or in relation to any stage of education at the school. It is for this reason that the education authority may refuse to grant a placing request that would impact on the ability to reserve places in schools. Reserved places are not allocated to children making placing requests. The places are reserved for children who may move into the catchment area during the academic year. 3.3 Housing developments within Midlothian continue to generate growth in pupil numbers. This, combined with parental placing requests for certain schools, means that pupil intake limits are required to safeguard places for pupils to be able to attend their catchment school. 3.4 The Council’s approach to pupil placement is to provide a place for every pupil at one of their catchment schools and to grant placing requests for siblings whenever this is possible. Where catchment schools are over- subscribed the pupil placement process reserves places at neighbouring schools to ensure every pupil is afforded the opportunity to attend a local school. 3.5 The following factors are considered for both primary and secondary schools when determining the appropriate number of reserved places that are likely to be required for pupils moving into the catchment area of the school during 2026/27: • The proposed level of capping at the school and number of expected pupils • The Local Development Plan • Current and planned housing developments • Projected school rolls • Projected migration into the catchment area • Information about reserved places from previous years • School capacities • Information known to us, for example, families indicating a move into the area before/after commencement of the academic year • Future planned expansion of the Learning Estate Page 60 of 290
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3.6 Pupil enrolment for the 2026/27 school session is well underway. At the time of writing 1,429 Midlothian primary pupils and 1,251 Midlothian and Loretto secondary pupils have been registered to date for the August 2026 intake. This includes 215 primary pupils who have advised they intend to defer entry to primary school. The legislative deadline for the submission of placing requests is 15 March, and decisions on those requests will be made and communicated by letter to parents/carers at the end of April. To date, 334 placing requests have been received, including 23 from outwith Midlothian, which is an increase in the requests made last year (264). The Education Appeal Committee will be convened in May and June to consider any appeals received in respect of placing requests which have been refused. Intake limits and Reserved Places Primary Schools 3.7 At the time of writing, the deadline for placing requests had not passed. These and deferrals are still being received and the intake limits in this paper and reserved places are subject to change. Council is asked to agree a maximum intake level in P1 as set out below. Page 61 of 290
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Table 1: Primary 1 non-denominational schools’ catchment numbers, estimated intake numbers, intake limits and reserved places August 2026 Non-Denominational Primary Schools Catchment P1s P1s registered net of deferrals Estimated P1 intake August 2026 P1 intake limit August 2026 Bilston Primary School 59 58 50 50* Bonnyrigg Primary School 74 68 60 63 Burnbrae Primary School 82 70 59 66 Cornbank St James Primary School 43 38 35 40 Cuiken Primary School 52 39 32 38 Danderhall Primary School 109 109 99 99** Easthouses Primary School 46 36 22 25 Gore Glen Primary School 75 58 53 56 Gorebridge Primary School 66 53 35 40 Hawthornden Primary School 44 33 35 40 King's Park Primary School 70 69 61 66 Lasswade Primary School 51 49 43 50 Lawfield Primary School 57 36 30 40 Loanhead Primary School 21 20 25 25 Mauricewood Primary School 80 75 57 57*** Mayfield Primary School 41 27 30 33 Moorfoot Primary School 8 8 13 14 Newtongrange Primary School 42 40 39 56 Paradykes Primary School 68 68 57 63 Rosewell Primary School 50 49 37 38 Roslin Primary School 84 83 68 68**** Stobhill Primary School 27 24 28 33 Strathesk Primary School 52 34 29 33 Tynewater Primary School 15 15 17 25 Woodburn Primary School 127 101 90 100 1,443 1260 1104 1218 Catchment P1 numbers includes children who have choosen to register at their catchment non-denominational school *This is a one-year increase in intake beyond the normal intake limit of 49. **This is a one-year increase in intake beyond the normal intake limit of 93. *** This is a one-year increase in intake beyond the normal intake limit of 56. **** This is a one-year increase in intake beyond the normal intake limit of 63. Page 62 of 290
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Table 2: Primary 1 Primary 1 denominational schools’ catchment numbers, estimated intake numbers and intake limits August 2026 Denominational Primary Schools P1s registered net of deferrals etc Estimated P1 intake August 2026 P1 intake limit August 2026 Sacred Heart RC Primary School 41 26 30 St Andrew's RC Primary School 30 24 25 St David's RC Primary School 31 25 25 St Luke's RC Primary School 33 25 25 St Mary's RC Primary School 28 23 25 St Matthew's RC Primary School 1 1 10 164 124 140 3.8 When considering how to cap school rolls, Midlothian Council, as an education authority, must look at all schools and available resources. The total population of children who require places in schools is considered and, at a local level, how many are within each catchment area. Each school will manage its resources and this is balanced with other schools’ situations to ensure that resources are equitably shared throughout Midlothian, thereby avoiding unreasonable public expenditure. 3.9 The intake at denominational schools will be managed with the application of pupil intake limits and by giving first priority to those who are baptised Roman Catholic. Intake limits will be set in the context of the number of applications from pupils who are baptised Roman Catholic, the availability of suitably qualified teachers and the capacity of all schools serving each catchment area. It is not anticipated that the number of baptised pupils wishing to attend the denominational schools will exceed their intake capacities. Intake Limits and Reserved Places Secondary Schools 3.10 The table below shows the Secondary 1 intake limits and reserved places for August 2026. Table 3: Secondary 1 intake limits August 2026 School Name Catchment S1 Estimated S1 S1 intake limit Beeslack High School 131 144 150 Dalkeith High School 230 226 230* Lasswade High School 256 313 320* Newbattle High School 285 269 270* Penicuik High School 170 132 140 St David's RC High School 173 159 160 Total 1,245 1243 1270 *The intake limits for Dalkeith, Lasswade and Newbattle have been increased beyond their sustainable limits. The number of pupils will be monitored as the main placing round progresses to see whether the intake limits can be reduced. Page 63 of 290
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3.11 Rolls at the high schools need to be capped to ensure places can be reserved for pupils who may move into the catchment areas. Pupil enrolment will be managed by use of intake limits, proactive management of placing requests and early engagement with parents and schools on the optimal placement of Secondary 1 pupils for August 2026. The intake limits at Dalkeith,Lasswade and Newbattle may need to be reduced to below the sustainable limit in future years to ensure the schools operate within manageable capacity limits. The changes made to Lasswade High School Associated Schools Group, moving Loanhead and Paradykes Primary Schools to the Beeslack High School Associated Schools Group with effect from August 2026 intake, will reduce the catchment numbers at Lasswade High School in future years1. 3.12 Limiting the number of pupils that the school can admit each academic session allows schools to timetable and employ a suitable number of teachers. In general, capping will support appropriate and early organisation for schools to meet their pupils’ needs for a high level of education. Capping prevents detrimental impact on pupils’ education and ensures effective and efficient management of resources by the authority. Pupil Placement Guidelines 3.13 Current policy guidelines on Admission to Primary and Secondary Schools are included in Appendix D. Summary 3.14 As in previous years, pupil intake for August 2026 will be assessed regularly through the main placing round process, ensuring effective management of the pupil placement process by taking account of placing requests and reserving places in neighbouring schools to provide places for pupils whose catchment school is over-subscribed. Intake limits based on schools’ capacity will be applied as necessary in order to prevent schools from exceeding their capacity. 3.15 The letters confirming Primary 1 school places and the outcome of secondary placing requests will be issued to parents/carers at the end of April. Page 64 of 290
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource The Devolved School Management scheme sets out how resources are allocated to schools with reference to roll and need. There are no direct resource implications arising as a result of this report. 4.2 Digital There are no direct resource implications for Digital. 4.3 Risk The recent, ongoing, and planned house building in Midlothian is resulting in increased pupil numbers. There is a significant risk that the council will not have a place for every pupil at their catchment school and the Learning Estate Strategy considers this from a strategic perspective. In the short term this risk is mitigated by the application of limits on pupil intake, reviews of placing requests, and, in the case of denominational schools, by giving priority to those who are baptised Roman Catholic. 4.4 Ensuring Equalities (if required a separate IIA must be completed) This paper informs Council of the impact of managing pupil admissions in line with national and local policy and procedure. IIA not required. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B - Primary School Pupil Census 2025 Appendix C - Secondary School Pupil Census 2025 Appendix D - Policy Guidelines - Admission to Primary and Secondary Schools Page 65 of 290
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Key outcome: Individuals and communities have improved health and skills for learning, life and work 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 Limiting the number of pupils that schools can admit each academic session allows schools to timetable and employ a suitable number of teachers. In general, capping supports appropriate and early organisation for schools to meet their pupils’ needs for a high level of education. Capping prevents detrimental impact on pupils’ education and ensures effective and efficient management of resources by the authority, aligning with Best Value. A.5 Involving Communities and Other Stakeholders This report informs Council of the potential impact on communities arising from pressure on school places. A.6 Impact on Performance and Outcomes The aim of this paper supports the priority to reduce the inequalities in learning outcomes by improving the quality of learning and teaching, leading to raised levels of achievement and attainment, by providing every child with the opportunity to attend school in their local community. Page 66 of 290
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A.7 Adopting a Preventative Approach The Council’s approach to pupil placement adopts a preventative approach by maximising the opportunities for pupils to attend school in their local community. A.8 Supporting Sustainable Development The sustainability issues relating to this report relate to the sufficiency of schools places particularly in areas of housing development. The provision of additional capacity is being taken forward via the Learning Estate Strategy coupled with the School Catchment Review Programme. Page 67 of 290
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Appendix B – Primary Schools Pupil Census 2025 School P1 P2 P3 P4 P5 P6 P7 Roll Bilston Primary School 50 33 32 33 38 31 25 242 Bonnyrigg Primary School 51 52 57 59 61 59 64 403 Burnbrae Primary School 44 52 58 54 66 72 77 423 Cornbank St James Primary School 31 36 31 54 45 50 44 291 Cuiken Primary School 36 36 26 26 32 30 44 230 Danderhall Primary School 60 72 56 59 63 60 47 417 Easthouses Primary School 18 26 5 12 10 4 4 79 Gore Glen Primary School 51 45 50 43 56 50 47 342 Gorebridge Primary School 38 35 24 51 35 35 55 273 Hawthornden Primary School 31 37 21 43 43 36 34 245 King's Park Primary School 60 75 58 68 79 73 68 481 Lasswade Primary School 50 49 38 56 45 37 55 330 Lawfield Primary School 42 31 33 39 45 44 31 265 Loanhead Primary School 17 12 26 23 22 26 30 156 Mauricewood Primary School 52 49 48 53 48 46 45 341 Mayfield Primary School 28 37 36 34 38 35 33 241 Moorfoot Primary School 12 12 13 10 14 11 13 85 Newtongrange Primary School 45 47 49 50 52 56 50 349 Paradykes Primary School 36 54 59 52 49 53 48 351 Rosewell Primary School 31 31 24 31 29 38 24 208 Roslin Primary School 63 51 48 40 49 50 29 330 Sacred Heart RC Primary School 16 24 22 18 9 18 18 125 St Andrew's RC Primary School 26 21 17 25 15 21 22 147 St David's RC Primary School 22 26 22 25 29 24 31 179 St Luke's RC Primary School 22 18 26 22 26 28 32 174 St Mary's RC Primary School 24 22 24 29 29 30 23 181 St Matthew's RC Primary School 4 7 11 5 11 5 10 53 Stobhill Primary School 24 28 33 30 20 30 30 195 Strathesk Primary School 25 25 26 23 28 28 32 187 Tynewater Primary School 18 21 21 18 17 24 35 154 Woodburn Primary School 85 91 93 82 101 108 94 654 Total 1112 1155 1087 1167 1204 1212 1194 8131 Page 68 of 290
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Appendix C – Secondary Schools Pupil Census 2025 School S1 S2 S3 S4 S5 S6 Roll Beeslack Community High School 136 137 146 152 132 77 780 Dalkeith High School 195 214 192 197 160 99 1057 Lasswade High School 308 311 301 302 243 172 1637 Newbattle High School 264 261 251 266 190 81 1313 Penicuik High School 100 131 133 126 74 63 627 St David's RC High School 139 142 133 148 134 92 788 Total 1142 1196 1156 1191 933 584 6202 Page 69 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 8.3 Midlothian Compact 2026 to 2031 Report by Derek Oliver, Executive Director Children, Young People and Partnerships (Acting) Report for Decision 1 Recommendations Midlothian Council is invited to formally approve, endorse, and actively celebrate the strengthened partnership with the third sector, as articulated in the updated Midlothian Compact 2026–2031. This renewed commitment reflects a shared vision for collaborative working and community-focused service delivery highlighting the eight shared benefits of the Midlothian Compact. 2 Purpose of Report/Executive Summary This report outlines the joint partnership approach between Midlothian Council and the third sector, underpinned by the GAUGE approach - Give out information, Agree a partnership approach, Undertake a collaborative decision-making process, Generate shared actions, Evaluate, Reflect and Learn. It also reflects the shared commitment to the TRACK values - Togetherness, Respect, Accountability, Creativity, and Kindness, which guide the ethos and behaviours of this collaborative work. The Community Planning Partnership Board acknowledged the importance of the Compact as an enabler for effective partnership working. 20 February 2025 Report Contact: Annette Lang, Group Service Manager (CP/CLLE) Annette.Lang@midlothian.gov.uk Page 71 of 290
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3.1 Background A Compact with the third sector represents a formal agreement between Midlothian Council and voluntary, community, and third sector organisations operating within the area. It sets out shared principles, values, and codes of practice to support effective and collaborative partnership working. The Compact builds on previous national guidance and aims to strengthen mutual understanding, enhance relationships, and improve community outcomes. It provides a framework for how public bodies and third sector organisations work together on key areas such as collaborate, consultation, innovation and service design. The updated Compact (2026–2031) builds on the legacy of previous agreements from 2008 and 2020, which have contributed to significant collaborative achievements. These include the development of the Climate Change Hub, joint development of the Shared Prosperity Investment Plan, co-involvement in funding panels, maximisation of community benefit opportunities, creation of Living Well locality plans, improved shared monitoring and evaluation processes, voluntary sector summits, and positive joint outcomes in external inspections and scrutiny. 3.2 Purpose and Scope The Compact sets out the values that will underpin the relationship between the Council and the third sector, provides a clear overview of the legislative framework and current socio-economic context, and identifies a series of shared actions and outcomes to be achieved through strengthened cross-sector collaboration. The Midlothian Compact 2026 to 2031 contains the following sections: • Foreword • Executive Summary • Introduction • Values and Approaches • Compact Priority Actions • Legislative Context • Midlothian’s Third Sector • Volunteering • Information about Midlothian Council and how it interacts with the third sector. The key eight benefits of the compact are depicted below: Page 72 of 290
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource Staff time across the third sector and the council is the main resource which supports adherence to the Compact through our approach and values to partnership working, it enhances our opportunities to maximise resources and ensure efficiencies across joint working and codesign. It also enables us to respond to collaborative opportunities where we can apply for funding from out with Midlothian for the benefit of Midlothian Communities. 4.2 Digital Not applicable. 4.3 Risk Adherence to the Compact values and approaches minimises risk of duplication, maximises opportunities for collaboration, collective gain and securing improved outcomes with communities. Page 73 of 290
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4.4 Ensuring Equalities (if required a separate IIA must be completed) A separate IIA has been completed and can be found on the following link: Equality and Diversity reports | Impact Assessment 2026 - Compact 4.5 Additional Report Implications (See Appendix A) See Appendix A Page 74 of 290
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The Compact is a way of working and a statement of intent which is fundamental to delivering the joint priorities of the Single Midlothian Plan. 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 Compact reinforces a shared commitment to partnership working as a means of delivering best value for the people of Midlothian. By promoting joint planning, collaborative funding approaches and coordinated service delivery, it enables partners to make the most of available resources while reducing duplication of effort. This collective approach ensures that services are more efficient, better aligned to local needs, and capable of achieving greater impact. Through the Compact, partners are empowered to identify shared priorities, pool expertise, and maximise opportunities for innovation and improvement—enhancing outcomes for communities across the local authority area. A.5 Involving Communities and Other Stakeholders A consultation was conducted with both third sector organisations across Midlothian and Council staff. A range of comments and feedback was received from both groups. Positive feedback highlighted the value of joint partnership working, with several respondents referencing the previous Compact as a strong foundation— particularly noting the positive and resilient support it enabled. One response described the Page 75 of 290
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Compact as an excellent example of best practice in fostering commitment to partnership and communication between statutory and voluntary organisations. In addition, the Compact has been presented to the Community Planning Board who recognised the importance as an enabler of the work of the Midlothian Community Planning Partnership. The Compact has also been presented to the Elected Member Cross Party Elected Member group for the Children, Young People and Partnership Directorate. Most recently the Compact was presented jointly to a wider grouping of elected members and the third sector . A.6 Impact on Performance and Outcomes The Compact establishes a clear and collaborative framework that strengthens joint working and enhances collective accountability. By aligning shared values, priorities, and ways of working, it creates the conditions for improved performance across sectors and enables a more coordinated approach to delivering services. This shared approach maximises the potential for achieving meaningful and measurable outcomes for local communities. It supports a culture of continuous improvement, where learning, innovation, and joint impact are prioritised. Through the Compact, partners are better positioned to pool resources, align efforts, and respond more effectively to the needs and aspirations of Midlothian’s residents. A.7 Adopting a Preventative Approach Prevention lies at the heart of the values and principles underpinning the Compact. It reflects a shared commitment across sectors to proactively address the root causes of social challenges, rather than simply responding to their consequences. Building on this foundation, further work is planned through the Compact to explore and enhance opportunities for collaborative investment in preventative approaches. A.8 Supporting Sustainable Development The Compact plays a vital role in supporting sustainable development across Midlothian by fostering collaborative approaches that align with environmental, social, and economic priorities. It provides a shared framework through which statutory and third sector partners can work together to address long-term challenges, including those related to climate change and community resilience. A key success in this area has been the ability to attract new resources to support climate-focused initiatives within the third sector. Notably, the Third Sector Interface (TSI) has taken a leading role by hosting the Climate Change Hub, which has been supported through funding from the Scottish Government. This initiative exemplifies how the Compact can act as a catalyst for innovation and investment in preventative and sustainable action. By embedding sustainability into its core principles, the Compact ensures that partnership efforts contribute not only to immediate service delivery improvements but also to the long-term wellbeing of communities and the environment. Page 76 of 290
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TRACK Values – Togetherness, Respect, Accountability, Creativity, Kindness GAUGE Approach – Give out information, Agree a partnership approach, Undertake a collaborative decision-making process, Generate shared actions, Evaluate, reflect and learn Midlothian Compact 2026 - 2031 Page 77 of 290
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Foreword on behalf of Midlothian Council Midlothian has long been recognised for the strength of the working relationships that exists between the Council and the third sector. This was exemplified throughout our joined-up approach to both our Covid and Cost of Living partnership responses. Through collaboration, co-production and innovation, we are better placed to deliver the positive outcomes needed to meet our partnership priorities for Midlothian’s communities. The Compact also acts as a cornerstone of Community Planning in Midlothian. This latest version of the Midlothian Compact builds on those successes. As well as setting out the values that underpin our relationship, the Compact identifies the future actions and outcomes that we aim to achieve by further strengthening cross-sector collaboration. In the current financial climate, and with the many challenges facing the public sector, it is more important than ever that we maintain and build on our commitment to shared values and partnership working. We are proud of, and grateful for, the positive contribution our volunteers and third sector partners make to Midlothian life and remain committed to working together for the wellbeing of our communities. Cllr Ellen Scott Elected Member Midlothian Council Foreword on behalf of Midlothian third sector Forum Midlothian’s third sector, which includes its many community groups, charities and social enterprises as well as thousands of individual volunteers, contributes tremendously to the quality of life for the county’s residents. It is also a significant employer and contributor to the county’s economy. Our sector seeks to ensure that people across Midlothian, particularly those who are most vulnerable, have access to the services, activities and relationships they need. The past decade has been a difficult one for the third sector. Reductions in public budgets have had a profound knock-on impact on many third sector organisations in Midlothian. A strong and open relationship with our partners in Midlothian Council, and throughout the statutory sector, is essential to our resilience and continuing ability to meet local needs. The quality of this relationship has been recognised over many years and has been built by dedicated individuals and services in both sectors. However, like all relationships, it requires nourishment and commitment to working through challenges as they arise. This refreshed edition of the Midlothian Compact sets out the core values which will underpin this relationship: togetherness, respect, accountability, creativity and kindness. The actions will help us develop innovative new ways of working together, sharing resources and ensuring we are able to meet the challenges of the years ahead. Dr Lesley Kelly, Midlothian TSI Midlothian Community Action (MCA) is the third sector Interface (TSI) for Midlothian. TSIs provide a single point of access for support and advice for the third sector within local areas and act as an advocate for the third sector “We are committed to diversity, equality and inclusion. This means upholding people’s rights, supporting everyone to meet their responsibilities, and working with our communities to ensure fair and equitable access to services and opportunities which are supported through the COMPACT." Page 78 of 290
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INDEX Executive Summary of Midlothian Compact 2026 to 2031 ......................................................................................................................................................... 4 Introduction to the Midlothian Compact ...................................................................................................................................... Error! Bookmark not defined. Celebrating Success: 2020–2025 Compact ............................................................................................................................................................................... 6 Values and Approaches of the Midlothian Compact ................................................................................................................................................................... 7 Midlothian Compact Priority Actions 2026 to 2031 ..................................................................................................................................................................... 8 Appendix One: Legislative Context ............................................................................................................................................................................................ 9 Appendix Two: Midlothian’s Third Sector ................................................................................................................................................................................. 10 Appendix Three: About Volunteering ........................................................................................................................................................................................ 11 Appendix Four: How Midlothian Community Action/TSI connects, engages and reflects the views and needs of the third sector. ........................................... 12 Appendix Five: About Midlothian Council & HSCP ................................................................................................................................................................... 13 Page 79 of 290
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Executive Summary of Midlothian Compact 2026 to 2031 The Compact establishes a shared framework for collaboration between Midlothian Council and the third sector, aiming to strengthen partnerships and deliver better outcomes for communities. Building on previous compacts (2008 and 2020), this updated version reflects legislative duties, economic realities, and social priorities. The Compact aligns with Scotland’s Public Service Reform Strategy – Delivering for Scotland (2025), supporting priorities such as: • Prevention and early intervention • Strengthening joint working expectations • Simplifying policy landscapes • Building collaborative leadership and trust • Improving conditions for the third sector Key drivers include: • Legislative duties under the Local Government in Scotland Act 2003, Community Empowerment (Scotland) Act 2015, Freedom of Information (Scotland) Act (2002), GDPR, and the Protection of Vulnerable Groups (Scotland) Act 2007 (including Disclosure (Scotland) Act 2020 amendments) • Economic and social pressures from Covid- 19, Brexit, cost-of-living increases, rapid population growth, and demographic changes • The need for integrated responses to migration, anti-poverty work, and health and social care demands. Values: TRACK The Compact is underpinned by five core values: • Togetherness – joint design and delivery of services • Respect – mutual esteem and recognition of expertise • Accountability – openness and shared responsibility • Creativity – innovative solutions to challenges • Kindness – socially inclusive, holistic approaches Approach: GAUGE To operationalise these values, the GAUGE approach provides a structured process: • Give out information • Agree a partnership approach • Undertake collaborative decision-making • Generate shared actions • Evaluate, reflect and learn Minimising Risks Key risks include reduced resources, delays, annual rather than multi-year, inflation gaps, succession planning, and new legislation (e.g. Subsidy Control). • Apply co-researching, co-design, co-decision making, and joint evaluation in resource allocation. • Adhere to the GAUGE approach for significant decision making. • Ensure decisions are made three months prior to the start of the financial year, with joint scoring and partnership meetings where necessary. • Develop joint strategies for GDPR compliance, subsidy control, and securing grants from out with Midlothian. Impact Evaluation Success will be measured through: • Evaluation of cross-sector events and training • Staff and volunteer surveys • Case studies of good practice • Pilot outcome tracking (e.g. volunteering trends) • Mid-term questionnaire and final impact report (2030) Logic Model Inputs: Leadership, staff time, shared knowledge, infrastructure and resources. Actions: Communications strategy, awareness campaigns, joint training, collaborative models of delivery Outcomes: Stronger partnerships, improved resource use, increased resilience and effective joined up responses The Compact reinforces Midlothian’s strong tradition of partnership, ensuring resilience and innovation. Page 80 of 290
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Introduction to the Midlothian Compact 2026 to 2031 The purpose of the third Midlothian Compact is to create the foundation for positive working relationships between the third sector and Midlothian Council to support better outcomes for communities. It updates and builds upon the previous compacts, which were produced in 2008 and 2020. It sets out the values that will underpin our relationship, provides a clear overview of the legislative framework, the current social and economic environment, and identifies a series of actions and outcomes that we will seek to achieve through strengthened cross-sector collaboration. At a time of continuing financial contraction in the public sector, which has significant knock-on impacts for the third sector, we consider it to be more important than ever that we continue to maintain and strengthen our commitment to shared values and partnership. This will help us working in partnership to maximise attracting funding to Midlothian. These sentiments are echoed in the 2025, Scotland’s Public Service Reform Strategy – Delivering for Scotland. Local Integration and Strengthening Community Planning and realising the potential of the third sector is a designated workstream. It sets clear priorities for: • Preventative work • Strengthening joint working expectations • Simplifying the policy landscape • Shifting accountability mechanisms • Building collaborative leadership • Local delivery through Trusted Partners • Engaging the third sector • Improving third sector conditions. It also echoes the sentiments of the UK Government’s Covenant with the third sector. The main eight benefits are presented in the following graphic: Page 81 of 290
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Celebrating Success: 2020–2025 Compact Over the past five years, relationships between the third sector and public agencies have strengthened, enabling more effective partnership working and improved outcomes for communities. Key Achievements 1. Climate Change Hub established, hosted by the TSI, supporting local climate action in line with national ambitions for hubs in every local authority. 2. A Short Life Working Group was created to review the Council’s 3-Year Grant Programme. 3. UK Shared Prosperity Fund supported the feasibility studies for the third sector Hub and Woodburn Hub. 4. Improved resource distribution, with the TSI administering funds such as the Community Mental Health & Wellbeing Fund. 5. Third sector upskilling on community benefits, leading to a new multi-agency Community Benefits group. 6. Collaborative approaches to writing funding bids across agencies and the third sector has resulted in successful funding bids. E.g. Community Diners. 7. Partnership approach contributed to the development of the Living Well in Central Dalkeith and Woodburn Plan. 8. Volunteering impact pilot successfully tracked volunteering across sectors, including CLD partners. 9. Positive external scrutiny, recognising strong joint working and high-quality provision. 10. Third sector summits co-delivered by the TSI and Health & Social Care to build capacity through joint training. Areas for Continued Improvement • Earlier and more consistent communication across sectors. • Stronger and more consistent third sector representation in joint planning. • Timely decisions, prompt payments, and regular updates on changes. • Clear, proportionate, and consistent reporting and monitoring aligned to funder requirements. • Better use of monitoring evidence to ensure community needs are accurately represented, addressed and impact celebrated. Page 82 of 290
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Values and Approaches of the Midlothian Compact The Midlothian Compact sets out the core values that underpin the relationship between the third sector and community planning partners. These values guide strategic and everyday interactions: • Togetherness: We work jointly to design and deliver services for Midlothian. Public sector decisions affecting third sector organisations, and third sector grant applications affecting public services, will involve appropriate engagement. • Respect: We treat each other with mutual respect and value the knowledge, skills, and constraints across both sectors. • Accountability: We operate openly and hold each other mutually accountable. • Creativity: We take innovative approaches to opportunities and challenges. • Kindness: We prioritise compassionate, inclusive interactions that support meaningful connections and holistic responses to people’s needs. These TRACK values—Togetherness, Respect, Accountability, Creativity, and Kindness— support strong, effective relationships that deliver the best outcomes for Midlothian’s communities. To implement the Compact, we use the GAUGE Approach, a five-step framework for joint working: 1. Give out information 2. Agree a partnership approach 3. Undertake collaborative decision-making 4. Generate shared actions 5. Evaluate, reflect, and learn What is the third sector? The third sector includes charities, social enterprises, community groups, and other non-profit organisations established for social or environmental benefit. We use the term third sector—rather than voluntary sector—to avoid the misconception that organisations are solely led by volunteers. While governance roles are unpaid, the sector employs over 133,000 people in Scotland (around 5% of the workforce) and relies on paid, professional staff to deliver essential services. In Midlothian, third sector organisations vary widely in size and structure, but they typically share: • A governing document defining their purpose and ensuring transparent, accountable governance and independence from the public sector. • An asset lock, ensuring all income is reinvested in the organisation’s aims, with remaining assets passed to a similar organisation if it closes Page 83 of 290
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Midlothian Compact Priority Actions 2026 to 2031 1. Communications Strategy for the Compact: By December 2027, implement a communications strategy to promote the Compact across staff, volunteers, service users, community members, and Elected Members, including hosting induction sessions for new staff and leaders. 2. Third sector Key Messages: Develop and disseminate a statement of key messages about the third sector in Midlothian over the period of the plan and ensure it is shared via at least three communication channels (e.g. website, newsletter, social media). 3. Elected Members Information Session: Offer an information session for newly elected Members about the Compact within three months post-election, with a target to ensure cross party attendance of newly elected Members. 4. Promotion of Codes of Conduct and Governance: By Sept 2027, deliver a campaign promoting codes of conduct and good governance for staff for all sectors, volunteers, committee/board members and directors of third sector organisations, including one information sessions and sample policies including a code of conduct for committee members and directors. 5. Celebrating Successes: Highlight and celebrate third sector and cross-sector partnership successes through biannual case studies starting September 2027. 6. Collaborative Investment Strategy: By 2031 to have worked on key thematic partnership areas of resourcing for example Local Growth Fund, Armed Forces Covenant and other emerging funding opportunities. 7. Pre-Change Consultations: Adhere to good practice notification and early discussions and consultations on grant changes from Midlothian Council and HSCP to the third sector. 8. Community Empowerment Act Collaboration: Strengthen collaboration between the TSI and Midlothian Council to support rights under the Community Empowerment Act by hosting two joint planning workshops over the period of the plan. 9. Cross-Sector Capacity Building: Knowledge Sharing: Increase awareness of Volunteering and Governance Wikis and use by Midlothian’s third sector and other partners. Joint Training: Seek opportunities to expand joint training opportunities building on the good practice of TSI and CLLE who open the majority of their training to capacity building partners. 10. Monitor and Track the Compact: Monitor the added value of partnership working promoted by the Compact, secure impact statements, monitor implementation and adherence to the Compact, issue midterm evaluative questionnaires and produce key studies and a short impact report 2031. Page 84 of 290
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Appendix One: Legislative Context Legislative framework The Scottish legislative framework places a duty on the public sector to work in partnership with service users, communities and third sector organisations. The Local Government in Scotland Act 2003 established the legal requirement for a Community Planning Partnership in all of Scotland’s 32 Local Authority Areas. The Community Empowerment (Scotland) Act 2015 extended the responsibility for facilitation of community planning beyond local authorities to Police, Fire and Rescue, NHS and Scottish Enterprise and requires a list of other public bodies to act together with them through a community planning statutory board. The Act seeks to give local communities a stronger voice in the design and delivery of services, through a number of new rights. For example, it offers them greater opportunities to take ownership or control of public assets such as buildings or land. The Act also gives community groups the right to submit Participation Requests to take part in the planning, re-design and/or delivery of public services. The Freedom of Information (Scotland) Act (2002) gives individuals and organisations the right to access information held about them by public authorities. The General Data Protection Regulation (GDPR), which extends to all organisations including the third sector and businesses, defines how personal information must be handled. GDPR has implications for the ways in which information may be shared by organisations working in partnership and requires more formal data sharing arrangements. Protection of Vulnerable Groups (Scotland) Act 2007 (including Disclosure (Scotland) Act 2020 amendments) requires all agencies to comply with the regulatory requirements that screen the suitability of staff and volunteers working with children and vulnerable adults whether they are in the third or public sectors. Economic and political factors Midlothian’s third and public sectors have faced major challenges over the past five years, driven by Covid, Brexit, austerity, rising living costs, benefit changes and increased running costs. In response, public and third sector partners and elected members have strengthened their joint focus on anti-poverty efforts and preventative work. Rapid population growth—linked to commuter-belt housing development—has created significant financial and infrastructure pressures placing a strain on established communities. This growth, combined with increases in migration from countries such as Ukraine, Afghanistan, Hong Kong and Syria, means there is continuing demand for services, including for those with no recourse to public funds. Midlothian is also experiencing both an ageing population and a rapid rise in the number of children and young people, further intensifying pressure on health, social care and wider public services. These shifts have created a challenging environment requiring services to adapt quickly. Despite this, Midlothian has a strong record of accomplishment of cross-sector partnership working. Effective collaboration between the Council and the third sector provides a solid foundation for continued partnership, innovation and community support. Page 85 of 290
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Appendix Two: Midlothian’s Third Sector Within the third sector, the most common types of organisations are: • Scottish Charitable Incorporated Organisations (SCIOs): charitable incorporated organisations formally regulated by the Office of the Scottish Charities Regulator (OSCR) • Unincorporated Charities: organisations which have charitable status but are unincorporated, and therefore do not afford limited liability to their trustees • Charitable Companies Limited by Guarantee: a dual structure which enabled charities to benefit from limited liability status prior to the advent of the SCIO structure in 2011. These must report annually to both OSCR and Companies House • Community Interest Companies: a limited company with stated community benefits and an asset lock, formally regulated by the Office of the CIC Regulator. CICs cannot receive charitable status • Community Benefit Societies and Co- operative Societies: incorporated industrial and provident societies (IPS) that conduct business for the benefit of their community or their members/co-owners. BenComs may apply to OSCR for charitable status. Organisations wishing to issue community shares must either be BenComs or Co-operative Societies • Community Amateur Sports Clubs: community membership-based sports clubs which are not charities but benefit from many of the same tax reliefs as charitable organisations • Unincorporated community groups: informal grassroots groups which may have a constitution but do not have charitable status or another formal legal structure. About social enterprise Social enterprises are third sector organisations that seek financial sustainability through trading goods or services. There is no single legal structure for social enterprises. They can be Charities, Community Interest Companies, Companies Limited by Guarantee, Community Benefit Societies or Co-operatives. Social enterprise is part of the third sector more widely, and many more ‘traditional’ charitable bodies are exploring social enterprising activity as a way of moving on to a more financially sustainable footing. It is important to recognise that many social enterprises never reach the point of full independence from grants, and that the percentage of grant to trading income may vary over time, depending on a wide range of factors. In Midlothian, there are currently around 74 organisations (2021 Social Enterprise Census) that may be defined as social enterprises according to the Voluntary Code of Practice for Social Enterprise in Scotland. www.socialenterprise.scot/social-enterprise-in- scotland/social-enterprise-code-of-practice This means: • They are trading in the market, with the primary objective of achieving social and/or environmental benefits, and they are aspiring toward financial independence through trading. • Profits are re-invested in the business or the beneficiary community and are not distributed to private owners or shareholders • On dissolution, their assets are redistributed to another organisation with similar aims (asset lock) • SEs are constituted and managed in an accountable and transparent way – particularly regarding the community they serve • They cannot be a subsidiary of a public body. • In Midlothian, social enterprises receive support from the TSI and Business Gateway. Page 86 of 290
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Appendix Three: About Volunteering Evidence from the Scottish Household Survey shows 46% of respondents had taken part in volunteering of any kind (formal or informal). 22% said they had undertaken formal volunteering, 36% had undertaken informal volunteering and 12% had undertaken both, formal and informal volunteering. The formal volunteering figure has dropped from 26% in 2019 to 22%. Informal volunteering has increased from 22% when last monitored in 2018 to 36% (with 14% having done both formal and informal volunteering in 2018). Volunteering and Age 35–59-year-olds were most likely to volunteer during 2022 (49% of respondents had volunteered). This compares with 43% of 16–34-year-olds and 44% of 60+ year olds. Local volunteering trends Locally we have witnessed an increase in the numbers of people registering with Midlothian Community Action (MCA) to express their interest in becoming a volunteer or directly with Volunteer Involving Organisations through the MCA website. This number increased from 157 in 2021/22 to 618 in 2023/24. Similarly, there has been a significant increase in the number of young volunteers registering for Saltire Awards, 104 in 2021/22 to 352 in 2023/24. These figures highlight the importance of continuing to work in partnership to promote and celebrate volunteering. However, the scale of volunteering in Midlothian is much wider than this, with approximately one third of the population involved in activities that are unpaid and which make an essential contribution to communities, organisations and the local economy. Without volunteer input, communities in Midlothian would look quite different and many services and activities would be unsustainable in their current form. During Covid19 we witnessed an influx of additional volunteering both formally and informally in our communities but volunteering across Scotland has declined since then. Within the current financial environment there is risk that volunteers may be seen as a replacement for paid staff in the provision of essential services in both the third sector and the public sector. A further consideration is that this may lead to an increase in more complex or demanding voluntary roles, when in fact there is a need for simpler and more accessible roles that can be undertaken by individuals of all ages and abilities, who may experience barriers to participation or who may need a gentler or more graded introduction to volunteering. It is essential for partners across all sectors to recognise not only the value of volunteers but also the costs associated with recruitment, training, management and support of volunteers. Volunteering should never be looked upon as a free service. Page 87 of 290
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Appendix Four: What is the Third Sector TSI and How Midlothian Community Action connects, engages and reflects the views and needs of the third sector. Midlothian Community Action (MCA) is the third sector Interface (TSI) for Midlothian. TSIs provide a single point of access for support and advice for the third sector within local areas. There is a TSI in each local authority area in Scotland. All TSIs receive an element of core investment from the Scottish Government but are also reliant upon income from a range of other public bodies and funders, sometimes including local authorities. In Midlothian, the Council and Midlothian Health and Social Care Partnership have service level agreements with MCA. Collectively, the TSI: • Provides a comprehensive service to individuals of all ages who would like to volunteer • Provides support and advice on volunteer management to volunteer-involving organisations • Helps local organisations to recruit volunteers by promoting volunteering opportunities • Promotes and supports social enterprise locally • Provides a range of advice on grants, governance, and other support to third sector organisations • Represents the interests of the third sector in the community planning processes and in national forums • Holds regular forums including the third sector Forum, Midlothian third sector Children’s Services Network (MTSCSN) and the Volunteer Managers’ Forum • Delivers an annual training programme to third sector organisations, volunteers, and entrepreneurs • Works in partnership with a wide range of agencies. • Support participation in internal and external quality improvement. • MCA when distributing resources will also comply with the TRACK values and GAUGE approach. • As the third sector Interface in Midlothian, MCA is keen to ensure that we accurately reflect the views of the local third sector. We strive to do this by: • ensuring that the third sector is aware of local and national political, social, legislative and financial changes through our weekly briefing, which goes out to approximately 700 people. • using our Standing Networks including the Midlothian Third Sector Children’s Services Network and the Volunteer Managers’ Forum, to solicit information to feed into the community planning processes. We also attend local Networks run by others, such as Midlothian Financial Inclusion Network and the third sector Summit, for the same reasons. • consulting on specific issues that we want to discuss with the third sector through the Third Sector Forum, which is open to all third sector organisations based in Midlothian. We also use surveys to get opinions on particular issues. • assisting the third sector to respond to consultations from statutory agencies by hosting consultation meetings and producing draft responses for comments. Volunteers being recognised at the Volunteer Awards held in Newbattle Abbey College organised by Midlothian Community Action Page 88 of 290
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Appendix Five: About Midlothian Council & HSCP Midlothian Council is one of 32 unitary local authorities in Scotland. It contains six wards, each of which are multi member wards represented by three democratically elected councillors. Midlothian has been one of Scotland’s smallest mainland local authority areas but is presently the fastest growing. The population in 2025 is approximately 96,500. Although in common with the rest of Scotland the population is ageing, Midlothian is also experiencing significant population growth among the 0 -15 years age group. Councils and Health and Social Care Partnerships have a statutory duty to deliver a wide range of services, for example: • Education (including early years and schools) • Communities, Lifelong Learning and Employability • Social services for adults, children and young people • Roads and transportation • Planning, building control and environmental protection • Housing • Library services • Waste management Midlothian Council delivers services directly but also procures the services of private and third sector bodies, through commissioning and contracting relationships. Council Support to the Third Sector The third sector receives both in kind and financial support through capacity building, grants, accommodation and support to be enterprising. For example, from Economic Development, Early Years, Education, Children Services and Communities Lifelong Learning and Employability, and Health and Social Care. Midlothian Council’s Economic Development Service supports organisations to access resources, premises, promotional activity and develop collaborative relationships with other third sector organisations. Business Gateway Midlothian supports charities and social enterprises to develop income generation models to reduce reliance on grants and develop their enterprising activity through individual and collective support to the sector. Midlothian Council’s Strategy for Inclusive Economic Growth 2025- 2030 adopts the Community Wealth Building approach to develop a wellbeing economy in Midlothian. The Community Wealth Building (CWB) framework has five interconnected pillars that focus 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 of local people. The Scottish Government CWB Bill was introduced in Spring 2025 and places a responsibility on local authorities and relevant public bodies, collectively referred to in the Act as a ‘Community Wealth Building Partnership’ to produce a CWB Plan for the local authority area. The CWB Action Plan must set out measures that the CWB Partnership is taking, or intends to take, to support and facilitate the generation and retention of wealth in the Midlothian economy. Community Wealth Building Pillars: • Plural ownership of the economy • Making financial power work for local places • Fair employment and just labour markets • Progressive procurement of goods and services • Socially productive use of land and property Midlothian Council is a Buy Social Scotland Pledge member; this supports our local third sector to access tenders in the private and public sectors and realise Community benefits. Join the Buy Social Pledge - Buy Social Scotland Page 89 of 290
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Communities, Lifelong Learning and Employability offers a variety of supports including: • Capacity building to community groups • Joint applications • CLLE facilitates a grants programme for third sector organisations on behalf of the Council, which is currently under review. • Supports access to resources from other public sources • Training • Identifying opportunities for shared delivery • Supporting the community asset transfer process In addition, the Community Learning and Development Partnership Plan is a key framework, setting out partnership working in relation to youth work, adult learning, community capacity building and employability. The national review of Community Learning and Development (CLD) advocates for equity of resources for CLD activity whether it is delivered by the third or public sector. About the Midlothian Health and Social Care Partnership (HSCP) Midlothian Council and NHS Lothian deliver health and social care services though the Midlothian Health and Social Care Partnership (HSCP). Over 60 health and social care services are provided across the community and acute care in hospitals. The Midlothian Integration Joint Board commissions the work of Midlothian HSCP. This Board is made up Elected members, NHS Lothian Non-Executives, staff from Midlothian Council and NHS, professionals, people who have been supported by our services, and community groups. The HSCP aims to ensure that everyone in Midlothian has the right advice, care, and support, in the right place, at the right time, to lead longer and healthier lives. Page 90 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 8.4 Health and Social Care Fees and Charges 2026/27 Report by Nick Clater, Head of Adult Services & Chief Social Work Officer Report for Action 1 Recommendations Council is recommended to approve: 1. The recommended fees and charges for Social Care services for the financial year 2026/27, as detailed within this report. 2. That the charges approved for 2026/27 establish the baseline for future years, with charges thereafter reviewed annually and increased in line with inflation. This approach will help ensure that charges remain aligned with the cost of service provision and avoid the need for periodic step changes where charges have not kept pace with underlying costs. 2 Purpose of Report/Executive Summary The report summaries the fees and charges in place for Social Care and recommends increases as follows: 1. 20% increase in the following charges: o Care Charges o Telecare Charges 2. 10% increase in the following charges: o Day Service Charges o Day Centre Meals 3. 100% increase in transport charges (£2.68 per journey to a maximum of £15.50 per week). 4. Increase charges for self-funding residents in Highbank and Newbyres to £1,731.95 per week for residential care and £1,878.89 per week for nursing care. 5. Introduce charges for the administration of Corporate Appointeeship of up to £20 per week based on an assessment. 6. Increase the social care charging taper from 70% to 75%, applied to assessable income above the protected allowance. 7. It is proposed that, subject to Council approval, the charges approved for 2026/27 Page 91 of 290
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establish the new baseline for future years. These charges would then be reviewed annually and increased in line with inflation. 09/03/26 Report Contact: Nick Clater Nick.clater@midlothian.gov.uk Page 92 of 290
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3 Background 3.1 Midlothian charges for care in line with COSLA guidance. The guidance for care charges for 26/27 has yet to be published however as in previous years there is an expectation the charging guidance will be amended to take into account the inflationary increase in welfare benefits. The effect of applying the inflationary increase to charging guidance is to increase the charging income by approximately the same amount. 3.2 For example, in April 2025 an inflationary increase of 1.7% was applied to welfare benefits. Consequently, the COSLA guidance set out in increase in the threshold for charging of 1.7%. Since individuals’ benefit income also increased by 1.7% the net result will have been an increase of charging income of approximately 1.7%. Assuming a 3.8% uplift is applied to all benefits this will result in an increase in charging income of approx. £36.1k. (3.8% of £950k). 3.3 Care charges were not increased for a number of years in Midlothian but an uplift in charges in 25/26 brought changes into line with what the care charges would be if they were uplifted in line with benefits. The table below shows the rates for the last two years and the rates for 26/27 assuming an uplift in line with benefit increases. Charge 24/25 Rate 25/26 Rate (Current) 26/27 Rate (If uplifted as per benefits) Care Charges (Hourly) £12.40 £15.65 £16.24 Telecare £4.00 £5.05 £5.24 Transport (per journey) £1.00 £1.34 £1.39 Day Services £3.15 £4.24 £4.40 Cherry Road Meals £2.50 £3.95 £4.10 3.4 It should be noted that as charging is capped it does not necessarily follow that an increase in rates will result in proportionate increase in income and this is discussed further in this paper. 3.5 Care Charges 3.5.1 Currently 417 individuals receive non-residential chargeable services and are above the income threshold and therefore pay towards their services. The financial assessment caps the amount an individual has to pay in charges and 80% of the clients who pay charges are charged the maximum amount. This means if the hourly rate were to be increase only 20% of the users that pay charges would pay more. Any percentage increase may not also be fully realised as it would be expected that an increase in charges would draw more people into the cap of charges. Page 93 of 290
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3.5.2 The hourly charge for non-residential care provision is £15.65 per hour and if it was increased in line with benefits would increase to be £16.24 per hour. Estimated charging income FY 25/26 = £950k (£888k hourly charged, £22k day service, £40k transport). Increase in Charges Revised Rate Additional Income Notes 3.8% £16.24 £33.8k Applied to full income as caps will increase in line with benefits 5% £16.43 £35.9k Increase in excess of 3.8% only applied to uncapped income 10% £17.22 £44.8k Increase in excess of 3.8% only applied to uncapped income 20% £18.78 £56.8k Increase in excess of 3.8% applied to 80% of uncapped income to recognise more people falling within the cap on charges 3.6 Social Care Taper 3.6.1 The Midlothian Charging Policy currently sets the taper amount to 70% of excess income (the income after disregards have been applied). This means that 30% of excess income is not liable for charging (see annex 1). This taper could be increased and would result in the additional income as the maximum amount people could be charges would increase. The table below sets out the income that could be expected taking into consideration that the 20% of people paying less that the maximum amount would not see an increase in charges. Taper Amount Additional Income Notes 70% - Current taper amount 75% £51.9 k Assumes increase in overall charging income by 5.7% - (7.1% increase to 80% of client whose charges are capped) 80% £103.8 k Assumes increase in overall charging income by 11.4% (14.2% increase to 80% of client whose charges are capped) 3.6.2 Review of the taper applied within social care charging is becoming an increasing national discussion point, with variation across Scotland. A number of local authorities currently operate a higher taper rate than Midlothian, most notably Argyll and Bute, which applies a taper of 80%. The proposal to increase Midlothian’s taper to 75% would bring it broadly in line with a number of other local authorities, including East Dunbartonshire, Glasgow City, Scottish Borders, Stirling and West Dunbartonshire. 3.7 Telecare Charges 3.7.1 Currently there is a flat rate charge for Telecare Alarms of £5.05 per week. This is not financially assessed. If this rate is increased in line with benefits the new charge would be £5.24. The table below sets out the additional income that could be realised by a further increase in the weekly charge: Total charging income = £374k Page 94 of 290
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Increase in Charges Revised Rate Additional Income Notes 3.8% £5.24 £14.2 k 5% £5.30 £18.7 k 10% £5.55 £37.4 k 20% £6.06 £74.8 k 3.8 Day Service Charges 3.8.1 Currently there is a charge for attendance at Adult Day Services of £4.24 per day. This generates around £22k income per year. While the sequencing of applying maximum charges based on the financial assessment is inconsistent generally hourly paid charges are invoiced first up to the maximum. If the maximum charge is reached with hourly charged care no charges will be made for day services. 3.8.2 Consequently, the charging income assigned to day services is disproportionately lower, but a higher proportion of the clients won’t be charged the maximum amount. For this reason, uncapped charging income has been set to 75% of the charging income. Additional income that would be realised through an increase in charges is as follows: Increase in Charges Revised Rate Additional Income Notes 3.8% £4.40 £0.6k Applied to full amount of uncapped income 5% £4.45 £0.8k Applied to full amount of uncapped income 10% £4.66 £1.7k Applied to full amount of uncapped income 20% £5.09 £2.6k Applied to 80% of uncapped income to account for more people falling within the cap on charges 3.8.3 Work has been undertaken to model the cost of providing the service. A session equates to half a day, and, in 2025/26, the cost is £100.90 per session. This figure has been uplifted in line with inflation, including known pay awards for 2026/27, resulting in a projected cost of £104.43 per session. 3.9 Transport Charges 3.9.1 Currently there is a charge for transport to Adult Day Services of £1.34 per journey. The maximum charge is £11 per week which is half of standard rate PIP / DLA mobility component when the charges were introduced. Approx 110 people pay transport charges and this generates around £40k income per year. 3.9.2 Care charges are currently caped at 50% of the lower rate of DLA. The lower rate PIP (mobility) / DLA mobility component in 25/26 is £30.30 meaning the maximum charge should be increased to £15.50 per week. (Higher Rate of PIP / DLA is £80 per week). It is assumed the ADP-mobility rates paid to individuals who have migrated to Social Security Scotland will be the same as UK benefits. An increase in charges in excess of 15% would require the charging cap to be increased to realise the full additional income. Page 95 of 290
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The estimated additional income that would be realised through an increasing the charges is as follows: Total charging income = £40k (based on FY24/25) Increase in Charges Revised Rate Additional Income Notes 3.8% £1.39 £1.5k Applied to full amount of chargeable income. 5% £1.41 £2k 10% £1.47 £4k 20% £1.61 £8k Cap requires to be £16.10 per week 25% £1.68 £10k Cap requires to be £16.68 per week 50% £2.01 £20k Cap requires to be £20.01 per week 75% £2.35 £30k Cap requires to be £23.50 per week 100% £2.68 £40k Cap requires to be £26.80 per week 3.9.3 Figures provided as part of the Council’s ongoing Blueprint Transformation Programme for transport indicate that the average cost per person, per day is £53.54. However, it has been identified that using an overall average cost is not always the most accurate or fair comparator when considered in isolation. While the figure itself is correct, there is significant variation in route costs depending on several factors, including whether an attendant is required and the frequency of the journey. The analysis also highlights that the Council benefits from economies of scale where transport routes are shared. As a result, single passenger routes are inherently more costly on a per-person basis. For example: • £138.36 – Average cost per day for single-passenger routes with an attendant. • £84.19 – Average cost per day for single-passenger routes without an attendant. 3.10 Day Centre Meals (Cherry Road) 3.10.1 Currently there is a flat rate charge for meals at Cherry Road day service of £3.95 per day. This is not financially assessed. The current charge was set in 2012 and has not been increased since then. If this rate is increased in line with benefits the new charge would be £4.10. The table below sets out the additional income that could be realised by a further increase in the weekly charge: Total charging income = £6,000 Increase in Charges Additional Income Notes 3.8% £228 Daily Charge £4.10 5% £300 Daily Charge £4.15 10% £600 Daily Charge £4.35 20% £1,200 Daily Charge £4.74 3.10.2 On average, 120 meals are served per week at Cherry Road, resulting in an average cost of £15.11 per meal. This figure includes both the direct food costs and the staffing costs associated with kitchen staff preparing the meals. Page 96 of 290
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3.11 Respite Charges 3.11.1 During 23/24 Carer’s funding was used to ensure most of the respite (up to equivalent of 6 weeks residential care) was non chargeable. Consequently, only a negligible proportion of care charges be for respite care and in these cases is appropriate for the normal care charging policy to apply. 3.12 Care Home Charges 3.12.1 The Charges for self-funding residents in Midlothian Care homes has not increased since 2020. To bring charges in line with rates that would be charged had uplifts been applied it is proposed that the rates are uplifted as follows: Self-Funding Charges Residential Care Nursing Care Current Rates £992.67 £1,096.88 Proposed Rates £1,731.95 £1,878.89 Proposed Increase 74% 71% 3.12.2 Based on the current usage (Newbyres - 16 (nursing) & Highbank: - 6 (residential)) the additional annual income will be as follows. Only 75% of the additional income has been included as it is likely the increase in charges will result in individuals using capital more quicky and then becoming fully funded sooner. As this can’t be fully quantified there is a risk that the 75% is an underestimate. Income Residential Care Nursing Care Total Current Income £310,563 £800,722 £1,111,286 Income with proposed rate increase £541,852 £1,371,589 £1,913,442 Anticipated Additional Income (75% of difference) £173,466 £428,150 £601,617 3.12.3 The actual charges will be reduced by the Free Personal Care (FPC) and Free Personal and Nursing Care (FPNC) rates for self-funders (currently £254.60 and £369.15 respectively) assuming the individuals are assessed as meeting the criteria for FPC and FPNC.As this is applied to both current and proposed rates the additional income is not affected by this reduction. 3.12.4 Benchmarking work has been undertaken with both Edinburgh and East Lothian. In recent years, both local authorities have carried out significant exercises to ensure their chargeable rates accurately reflect the cost of providing care. In line with Charging for Residential Accommodation Guidance (CRAG) and the National Assistance Act charging framework, local authorities are expected to recover the full cost of care from self-funding residents in council operated care homes. Based on proposals for 2026/27, both authorities are expected to charge between £1,700 and £1,900 per week, meaning the proposed Midlothian rate sits broadly in line with neighbouring authorities. Page 97 of 290
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3.13 Corporate Appointeeship 3.13.1 Midlothian Council currently acts as Corporate Appointee for approximately 170 individuals who are unable to manage their Department for Work and Pensions (DWP) income independently. In other parts of the UK, this service is routinely provided by organisations on a charged basis. 3.13.2 It is proposed that charges are introduced for the provision of the Corporate Appointee service. Introducing a charge of up to £20 per week would generate income of approximately £177,000 per annum, while a charge of £10 per week would generate approximately £88,000 per annum. It is therefore proposed that approval is given in principle to introduce a charge of up to £20 per week, subject to further detailed assessment. 3.14 Future Charges 3.14.1 It is proposed that, subject to Council approval, the charges approved for 2026/27 establish the new baseline for future years. These charges would then be reviewed annually and increased in line with inflation. This approach will ensure that charges remain aligned with the cost of service provision and avoid the need for periodic step changes where charges have not kept pace with underlying cost of delivery. 3.14.2 Any future inflationary uplift will remain subject to annual review as part of the Council’s budget-setting process. This will ensure that proposed charges continue to reflect the cost of service provision, remain proportionate, and take account of the wider financial context for both the Council and service users. Page 98 of 290
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Report Implications (Resource, Digital and Risk) 4.1 Resource There will be resource implications for the administrative aspects of ant new fees and charges (eg. Corporate Appointeeship). 4.2 Digital There are no known digital implications. 4.3 Risk Were there not agreement to raise fees and charges by the recommended amount, there is a risk that the income not generated would have to be found from further recovery actions within the Health and Social Care Partnership. 4.4 Ensuring Equalities The service’s mission is for all care experienced children and young people to be provided with quality services. 4.5 Additional Report Implications (Appendix A) Page 99 of 290
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Appendices APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The delivery of Social Care services endorses our local approach to delivering services. 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 Staff continue to strive to support service users and carers to deliver best value. A.5 Involving Communities and Other Stakeholders Staff work with many stakeholders including service users and carers to deliver holistic, sustainable services. A.6 Impact on Performance and Outcomes It is not anticipated that increases in fees and charges will impact on performance and outcomes. A.7 Adopting a Preventative Approach Not applicable. A.8 Supporting Sustainable Development – not applicable Page 100 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 8.5 Midlothian Local Housing Strategy 2026/27 to 2030/31 Report by Kevin Anderson, Executive Director Place Report for Decision 1 Recommendations Council is recommended to approve the Midlothian Local Housing Strategy (LHS), 2026/27 to 2030/31. 2 Purpose of Report/Executive Summary This report summarises the key points set out in the final Midlothian Local Housing Strategy 2026/27 to 2030/31, which is the Council’s sole strategic document for housing in Midlothian and as such, sets out the key housing issues to be addressed across all tenures in Midlothian. Date: 25th February 2026 Report Contact: Lesley Connell, Housing Strategy Officer Page 101 of 290
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3 Background 3.1 The LHS is at the heart of arrangements for housing and planning through its links with the Council’s Development Plans and its strategic role in directing investment in housing and housing related services locally. It sets out a strategic vision for the delivery of housing and related services and the outcomes that it seeks to achieve. 3.2 The development of a LHS provides an opportunity for local authorities to identify strategic housing priorities and it enables the monitoring of progress against delivery of local and national priorities and targets. The Scottish Government expects a LHS to be prepared and submitted around every five years. Development work has been underway for some time to develop the LHS, 2026/27 to 2030/31 which is attached at Appendix B. The LHS has been developed in accordance with Scottish Government guidance https://www.gov.scot/publications/local-housing- strategy-guidance-2019/pages/2/ 3.3 The LHS includes chapters on: • Equalities • Engagement and Consultation • Local Context • Housing Demand and Delivery • Place Making and Communities • Preventing and Addressing Homelessness • Specialist Provision, Independent Living, Armed Forces, Key Workers and Gypsy/Travellers • Fuel Poverty, Energy Efficiency and Climate Change • House Condition • Housing, Health and Social Care Integration 3.4 The LHS has been informed by extensive community and stakeholder consultation and engagement undertaken over 2 phases: • Phase 1 was undertaken between 31 March and 9 May 2025 where Midlothian residents were invited to complete an online survey and/or email/text/phone with their comments. • Phase 2 commenced on 1 September 2025 and finished on 3 October 2025, as Midlothian residents were encouraged to complete an online survey, attend face to face drop-in sessions and/or Microsoft Teams virtual sessions. In accordance with the Scottish Government guidance, the draft LHS was submitted to the Scottish Government for review on 2nd December 2025. The review process was completed on 30th January 2026 with comments provided by Scottish Government Policy Teams, the More Homes Division Area Team and the peer reviewer, East Dunbartonshire Council identifying the particular strengths and areas for improvement. These comments have been incorporated into the LHS. Page 102 of 290
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3.5 A copy of the Local Housing Strategy 2026/27 - 2030/31 is attached at Appendix B for consideration. 3.6 The LHS’s strategic vision for housing in Midlothian is that all households in Midlothian will be able to access housing that is affordable and of good quality in sustainable communities. In order for this vision to be realised, the LHS must ensure that the following outcomes are realised within the five-year period of the Strategy: Outcomes Action Plan • Access to housing and the supply of new housing has increased across all tenures in Midlothian. • Improve Place Making in Midlothian. • Homeless households and those threatened with homelessness are able to access support and advice services and all unintentionally homeless households will be able to access settled accommodation. • The needs of households with particular needs will be addressed and all households will have equal access to housing and housing services. • Housing in all tenures will be more energy efficient and fewer households will live in, or be at risk of, fuel poverty. • The condition of housing across all tenures is improved. • Integration of Housing, Health and Social Care in Midlothian is improved. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications related to this report. 4.2 Digital There are no digital implications related to this report. 4.3 Risk It is a statutory requirement for the LHS to be kept under review and the Scottish Government expects all local authorities to review and report on progress annually. It is critically important to prepare a LHS document. The LHS is a key corporate Strategy that sets out a strategic vision for the delivery of housing and housing related services and the outcomes that it will seek to achieve. The Scottish Government expects a LHS to be prepared and submitted around every five years. Page 103 of 290
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4.4 Ensuring Equalities (if required a separate IIA must be completed) The Scottish Government expects to see equality issues embedded throughout a LHS including housing advice, homelessness, procurement, new build and refurbishment, specialist housing services, housing management services, allocations and private sector housing. An Integrated Impact Assessment has been completed – appendix C. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Report Implications Appendix B – Local Housing Strategy 2026/27 – 2030/31 Appendix C – Local Housing Strategy 2026/27 - 2030/31 Integrated Impact Assessment LHS IIA 2026.docx Page 104 of 290
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The LHS contributes to the Single Midlothian 2023-27 vision of ensuring that 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. 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 There are no direct implications related to this report. A.5 Involving Communities and Other Stakeholders In accordance with Scottish Government LHS Guidance, the LHS has been informed by extensive community and stakeholder consultation and engagement undertaken over 2 phases during March - May 2025 and September - October 2025. A.6 Impact on Performance and Outcomes The LHS will set out ambitious plans to deliver good quality housing and housing related services, including the outcomes that it will seek to achieve as summarised in section 3.6 of this report. Page 105 of 290
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A.7 Adopting a Preventative Approach The Scottish Government expects a preventative approach embedded throughout a LHS. A.8 Supporting Sustainable Development The Scottish Government expects sustainable development is supported throughout a LHS. Page 106 of 290
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1 Midlothian Council Local Housing Strategy 2026/27- 2030/31 Page 107 of 290
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2 Contents Midlothian Council ...................................................................................................... 1 Local Housing Strategy 2026/27-2030/31 .................................................................. 1 1 Introduction ......................................................................................................... 7 Our LHS Outcomes 2026/7-2030/31 ..................................................................... 7 Key Successes 2021/22 – 2025/26 ....................................................................... 8 2 Statutory Requirements, Links and Outcomes .................................................... 9 LHS Development Timeline ................................................................................. 9 Statutory Requirements ..................................................................................... 10 3 Equalities .......................................................................................................... 11 Integrated Impact Assessment .......................................................................... 11 4 Engagement and Consultation .......................................................................... 12 Stakeholders ....................................................................................................... 12 Engagement and Consultation Methods .......................................................... 13 Place Principle .................................................................................................... 13 Consultation ........................................................................................................ 13 Stakeholder Comments and Suggestions ........................................................ 15 Peer Review ........................................................................................................ 15 Web-links to LHS Impact Assessments ............................................................ 16 5 The County of Midlothian .................................................................................. 17 About Midlothian ................................................................................................ 17 Local Housing Context ....................................................................................... 18 Housing Tenure in Midlothian ........................................................................... 18 Midlothian Settlement Area Analysis ................................................................ 18 6 Housing Demand and Delivery.......................................................................... 21 New Build Housing Completions in Midlothian ............................................... 21 Housing Need and Demand Assessment 3 ...................................................... 21 Housing Completions in Midlothian 1999 - 2024 .............................................. 21 Affordable Housing Finance .............................................................................. 25 Affordable Housing Supply Programme ........................................................... 25 Charitable Bonds Funding ................................................................................. 25 Housing Tenures - The Current Midlothian Context ....................................... 26 Midlothian Council Housing .............................................................................. 26 Turnover of council housing ............................................................................. 27 Demand for Social Housing ............................................................................... 28 Page 108 of 290
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3 Demand for Midlothian Council Housing ......................................................... 28 Supply and Demand - Housing Associations/Registered Social Landlords (RSLs) in Midlothian ........................................................................................... 31 Other Types of Affordable Housing .................................................................. 32 Mid-Market Rent Housing ............................................................................... 32 Low Cost Initiative for First-Time Buyers (LIFT) .......................................... 33 New Supply Shared Equity (NSSE) ................................................................ 34 Open Market Shared Equity Scheme (OMSE) ............................................... 34 Owner Occupied Housing in Midlothian ........................................................... 35 Self-Build and Custom-Build ............................................................................. 37 Private Rented Sector (PRS) in Midlothian ....................................................... 37 Housing Benefit, Local Housing Allowance and Broad Rental Market Areas 40 .............................................................................................................................. 42 Houses in Multiple Occupation ......................................................................... 42 Improving The Delivery of Housing - Initial Public Consultation Results ..... 43 7 Place Making and Communities ........................................................................ 46 The National Context – What is Place? ............................................................. 46 What is Place-Making? ................................................................................... 46 The Midlothian Context ...................................................................................... 46 Midlothian Community Planning Partnership ............................................... 46 Community Planning Working Group ........................................................... 47 The Single Midlothian Plan............................................................................. 47 Midlothian Citizens Panel ............................................................................... 47 Midlothian Local Development Plan 2 ........................................................... 47 Local Place Plans ............................................................................................ 48 Local Housing Strategy 2026/27 – 2030/31 ................................................... 48 Place Standard Tool ........................................................................................ 49 Town Centre First Approach .......................................................................... 49 Compulsory Purchase Orders ........................................................................... 50 Empty Homes ...................................................................................................... 50 Improving Place-Making in Midlothian - Initial Public Consultation Results. 52 Improving Place-Making in Midlothian - Second Public Consultation ....... 52 8 Preventing and Addressing Homelessness ....................................................... 54 .............................................................................................................................. 54 Homelessness – the Midlothian Context ...................................................... 54 Page 109 of 290
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4 Statistics .......................................................................................................... 55 Temporary Accommodation........................................................................... 59 Midlothian’s Rapid Rehousing Transition Plan ............................................ 60 Housing First ................................................................................................... 63 The Scottish Social Housing Charter on homelessness ............................. 63 Youth Homelessness ...................................................................................... 64 Corporate Parenting ....................................................................................... 64 The Promise..................................................................................................... 65 Asylum seekers ............................................................................................... 65 Support Needs ................................................................................................. 65 Preventing and Addressing Homelessness in Midlothian - Initial Public Consultation Results ...................................................................................... 67 .............................................................................................................................. 68 .......................................................................................................................... 69 Preventing and Addressing Homelessness in Midlothian - Second Public Consultation Results ...................................................................................... 69 9 Specialist Provision, Independent Living, Armed Forces, Key Workers and Gypsy/Travellers ...................................................................................................... 70 National Context .............................................................................................. 70 Midlothian Context .......................................................................................... 71 Accessible, adapted and wheelchair housing .............................................. 71 Non-permanent Housing ................................................................................ 76 Supported Provision ....................................................................................... 76 Figure 9.2: Midlothian Council Extra Care Housing at Cowan Court, Penicuik ........................................................................................................... 77 Care and Repair ............................................................................................... 77 Gypsy/Traveller Site provision ....................................................................... 77 Armed Forces Communities .......................................................................... 78 Key Workers .................................................................................................... 79 Prison Leavers ................................................................................................ 80 Households with a Learning Disability and/or Complex Needs .................. 81 Housing for people with a mental health problem ....................................... 81 Improving Specialist Housing Provision - Initial Public Consultation Results ............................................................................................................. 82 .............................................................................................................................. 83 Page 110 of 290
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5 Improving Specialist Housing Provision in Midlothian - Second Public Consultation Results ...................................................................................... 83 10 Fuel Poverty, Energy Efficiency and Climate Change .................................... 85 National Context ................................................................................................. 85 Midlothian Context ............................................................................................. 86 Midlothian’s Climate Change Strategy .......................................................... 87 Passivhaus ...................................................................................................... 87 Midlothian Energy Limited ............................................................................. 88 Fuel Poverty in Midlothian ............................................................................. 89 Energy Efficiency Standard for Social Housing (EESSH) ........................... 90 Midlothian Council endeavours to adopt a place-based approach to understanding and addressing the wider inequalities that shape residents’ experience of housing, fuel costs and energy efficiency. Using fuel poverty data zones and SIMD indicators alongside local place knowledge, we prioritise investment in areas where households face the highest likelihood of fuel poverty; however, while this approach guides decision‑making, it is not always possible to target improvements exclusively to the highest risk data zones due to housing stock type, technical feasibility and programme delivery constraints. To ensure fairness and maximise impact, fuel poverty probability, SIMD deprivation levels, and fabric efficiency indicators are all used to guide EESSH planning and phasing, enabling the Council to direct energy efficiency measures to communities where they are most needed while still delivering improvements across our wider stock. This approach ensures that upgrades - such as external wall insulation, solar PV, and heat‑pump installations – contribute both to reducing the energy burden on low- income households and to improving the wellbeing and resilience of communities across Midlothian. .................................................................... 91 Local Heat & Energy Efficiency Strategy (LHEES) ....................................... 91 Warmer Homes Scotland ................................................................................ 91 Changeworks ...................................................................................................... 92 Home Energy Scotland ...................................................................................... 93 Improving levels of fuel poverty and energy efficiency and tackling climate change - Initial Public Consultation Results................................................. 94 ................................................................................................................................. 95 11 House Condition ............................................................................................. 97 The National Context .......................................................................................... 97 The Midlothian Context ...................................................................................... 97 Energy Efficiency Standard for Social Housing (EESSH) ............................... 98 Private Sector Housing Quality in Midlothian .................................................. 99 Page 111 of 290
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6 Below Tolerable Standard Policy ................................................................. 100 The Repairing Standard ................................................................................ 101 Housing Renewal Areas ............................................................................... 101 Midlothian Scheme of Assistance ............................................................... 102 Improving the Condition of Housing - Initial Public Consultation Results ........................................................................................................................ 102 12 Housing, Health and Social Care Integration ................................................ 105 National Context ............................................................................................... 105 Midlothian Context ........................................................................................... 105 Midlothian Health and Social Care Partnership.......................................... 105 Health and Homelessness Steering Group ................................................. 107 Housing / Occupational Therapist Partnership .......................................... 107 Page 112 of 290
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7 1 Introduction The Housing (Scotland) Act 2001 requires local authorities to prepare a Local Housing Strategy (LHS) that sets out its strategy, priorities and plans for the delivery of housing and related services for their area. This Local Housing Strategy 2026/27-2030/31 is the sole strategic document for housing in Midlothian and as such, sets out the key housing issues to be addressed across all tenures in Midlothian. This LHS will aim to tackle attainment, reduce inequalities, help create communities and regenerate the places we live when addressing: • Homelessness • Place making and Communities • Housing conditions • New build and refurbishment • Specialist housing provision • Fuel poverty, energy efficiency and climate change • Housing management services • Housing allocations • Private sector housing The Local Housing Strategy’s strategic vision for housing in Midlothian is that: “All households in Midlothian will be able to access housing that is affordable and of good quality in sustainable communities.” Our LHS Outcomes 2026/7-2030/31 In order that this vision is realised, the Local Housing Strategy must ensure that the following outcomes are realised within the five-year period of the Strategy. These outcomes are: • Access to housing and the supply of new housing has increased across all tenures in Midlothian • Improve place making in Midlothian • Homeless households and those threatened with homelessness are able to access support and advice services and all unintentionally homeless households will be able to access settled accommodation. • The needs of households with particular needs will be addressed and all households will have equal access to housing and housing services. • Housing in all tenures will be more energy efficient and fewer households will live in, or be at risk of, fuel poverty. • The condition of housing across all tenures is improved. • Integration of Housing, Health and Social Care in Midlothian is improved These outcomes will be enabled through the following activities that the Local Housing Strategy will monitor through the period 2026/7 – 2030/31: Page 113 of 290
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8 Partnership working with local and national organisations to ensure ownership of the local housing strategy and an ability to work together to find solutions, jointly fund initiatives and ensure the broadest reach of strategic influence. Effective communication to ensure that stakeholders are aware of the progress towards meeting outcomes and new developments that arise. Using resources most effectively to ensure that funds are prioritised to the most important strategic objectives. Monitoring, evaluation and annual updates of the strategy to address changes, such as new legislation, and to monitor performance against targets. Key Successes 2021/22 – 2025/26 Midlothian’s previous Local Housing Strategy, published in 2021 set out an ambitious Strategy for the five-year period with some key successes being: • Completion of 566 new build council homes between 2021 and 20241 • Completion of 222 new build housing association homes between 2021 and 2024 • Committing to the development of more new build council homes. • Completion of a day care centre, an intermediate care facility and an extra care housing development at Polton Street, Bonnyrigg • Completion of an amenity housing development at Newmills Road, Dalkeith • Completion of an adapted living housing development at High Street, Bonnyrigg • Completion of a redevelopment housing project at Buccleuch Street, Dalkeith • Completion of 12 amenity properties in Canmore Court, Loanhead • Completion of 182 passivhaus units • Completion of 74 wheelchair accessible housing units • All new build SHIP developments meeting greener standards since 2023 • Assisting 82 households in Midlothian to purchase their own home using Scottish Government home ownership schemes. 1 Scottish Government figures by calendar year 2021, 2022, 2023, 2024 Page 114 of 290
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9 • Assisting 26 households in Midlothian to purchase their own home using the Golden Share scheme • Increasing the energy efficiency of council homes in Midlothian through measures such as external and cavity wall insulation, loft insulation and energy advice services to local residents across Midlothian. • Energy Efficiency Standard for Social Housing (EESSH) upgrades (including wall insulation and solar panel installation) completed on 1097 council homes, 4 housing association homes, 571 owner occupied homes and 42 privately rented homes. 2 Statutory Requirements, Links and Outcomes This chapter will detail the structure aligning the public consultations, key LHS actions and the resulting Outcome Action Plan. The statutory requirements of this Local Housing Strategy are listed below. This LHS was developed in line with the latest Scottish Government Local Housing Strategy Guidance and as such, public consultation took place from the outset with the results forming the key actions and the resulting Outcome Action Plan. The timeline below illustrates the process. LHS Development Timeline Page 115 of 290
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10 The LHS 2026/7-2030/31 key actions are at the end of each chapter along with the consultation and engagement responses for each subject. Further details of our consultation process will be found in the ‘Engagement and Consultation’ chapter. The LHS Outcome Action Plan is at the end of the document – appendix 1. Outstanding actions from the previous LHS are detailed in the key action tables within each chapter. Statutory Requirements Reference will be made to housing related policy throughout this document – both national and local. Key legislative and housing policies which were influential in shaping aspects of the Local Housing Strategy are detailed here: • Housing (Scotland) Act 2001 • Equality Act 2010 and the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012, 2015, and 2016 • Housing (Scotland) Act 2006 • Climate Change (Scotland) Act 2009 – Section 44 • Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 • Fuel Poverty (Targets, Definition and Strategy) (Scotland) Act 2019 • Scottish Housing Quality Standard (SHQS) • Energy Efficiency Standard for Social Housing (EESSH) • Child Poverty (Scotland) Act 2017 • Public Bodies (Joint Working) (Scotland) Act 2014 (Section 53) • Children and Young People (Scotland) Act 2014 • Place Principle • National Planning Framework 4 • Planning (Scotland) Act 2019 • Community Empowerment (Scotland) Act 2015 • Getting It Right For Every Child (GIRFEC) • United Nations Convention on the Rights of the Child • Tenant Participation and Customer Engagement Strategy 2024-2027 • Midlothian Integration Joint Board Strategic Plan 2025-2035 • Single Midlothian Plan 2023-2027 • Housing (Scotland) Act 2025 Page 116 of 290
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11 3 Equalities The Housing (Scotland) Act 2001 states that local authorities must exercise the functions conferred on them by the Act in a manner that encourages equal opportunities and observance of the equal opportunity requirements set out in the Equality Act 2010. More information on legislation to protect the rights and welfare of disabled people in Scotland can be found by visiting: www.gov.scot/policies/disabled-people/ The Equality Act 2010 includes a statutory public sector equality duty to: • Eliminate discrimination, harassment and victimisation • Advance equality of opportunity • Foster good relations between people who share a protected characteristic and those who do not. The statutory duty requires consideration of the protected characteristics: • Age • Disability • Sex • Pregnancy and Maternity • Gender reassignment • Sexual orientation • Race • Religion and Belief and • Marriage and Civil Partnership (with regard to eliminating unlawful discrimination in employment). Integrated Impact Assessment Midlothian Council is committed to tackling and reducing inequalities. Accordingly, provisions have been made for the mainstreaming of equalities in both preparing this LHS and in all aspects of planning for housing / delivery of LHS actions. The comprehensive approach taken to equalities is set out in our Integrated Impact Assessment (appendix no.2). Midlothian Council prepares Integrated Impact Assessments during the production of certain strategies to assess the potential social, economic, and environmental effects they will have. Integrated Impact Assessments combine multiple statutory assessments—such as Equality (EqIA), Health (HIA), and Sustainability (SEA)—into one, preventing duplication and ensuring a comprehensive overview. Page 117 of 290
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12 4 Engagement and Consultation The Housing (Scotland) Act 2001 requires local authorities to consult on their Local Housing Strategies, and the statutory Public Sector Equality Duty requires the involvement, consultation and engagement of as wide a range of local residents and tenants and communities of interest as possible. Midlothian Council engaged and consulted with tenants and residents throughout the development of this LHS. The engagement and consultation: • Was undertaken early in the LHS development process, continued through its development and will continue into the annual LHS reviews • Used a range of media to ensure as wide an audience as possible within local communities and from relevant representative groups including people with or who share protected characteristics • Ensured that the make-up of the local population was accurately reflected • Recognised that some people’s views may not be readily heard through traditional engagement methods, and we have provided evidence of how those less willing or able to engage, were given the opportunity to do so • Has influenced the development of LHS priorities, outcomes and actions. Stakeholders The following stakeholders were consulted with: • Tenants • Waiting list applicants • Private Rented Sector tenants • Residents • Registered Tenants Organisations • Resident and Tenants Groups • Midlothian Tenants Panel • Registered Social Landlords • Shelter Scotland • Home Energy Scotland • Changeworks • Midlothian Council Planning Authority • Midlothian Health and Social Care Partnership • Homes for Scotland • Community Councils • Equalities and diversity groups • Forward Mid • Lothian Veterans Centre • Minority Ethnic Carers of People Project This LHS recognises that some people’s views may not be readily heard through traditional engagement methods. A range of media was used to ensure as wide an audience as possible and to ensure that relevant representative groups, including those who share protected characteristics (see below), were able to give their views. • Age • Disability • Gender reassignment • Marriage and civil partnership • Pregnancy and maternity • Race • Religion or belief • Sex • Sexual orientation Page 118 of 290
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13 Using a variety of media also ensured, in an effort to end inequality, that the make- up of the local population is accurately reflected. Engagement and Consultation Methods The following consultation methods were employed: • Social media • Online surveys • Microsoft Teams virtual consultation meetings • Face to face drop-in sessions Initially stakeholders were provided with some background information on Local Housing Strategies and the broad areas to be examined and discussed. These areas were revisited throughout the development of this strategy at different points throughout the engagement process. Stakeholders were provided with the draft document for the final consultation process along with key challenges to prioritise for the duration of the Local Housing Strategy. Place Principle The Place Principle aims to encourage community involvement, break down boundaries and improve the use of resources and investments within a local area. It is an approach the council has embraced, bringing change based upon a shared understanding of what that place is for and what it wants to become with partners and communities collaboratively agreeing the joint actions required to make that happen. The Place Principle was central to the LHS consultation; respondents were asked to use it when considering how services and local communities could work together to improve housing and housing-related services. The initial results were added to the LHS improvement plan with respondents prioritising the resulting actions during the second consultation period. Consultation The initial consultation period was held between Monday 31 March and Friday 9 May 2025 and can be found here: Local Housing Strategy 2026/27 - 2030/31 - Midlothian Council - Citizen Space Midlothian residents were encouraged to complete an online survey and/or email/text/phone with their comments. The consultation was promoted on the Midlothian Council website, Facebook, X (formerly Twitter) and the Midlothian Council staff newsletter. It was also promoted by the Scottish Housing News. Paper surveys were available to those who requested them. Page 119 of 290
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14 Scottish Housing News – 2 April 2025 Initial survey March – May 2025 The final consultation was held between Monday 1 September 2025 and Friday 3 October 2025 and can be found here: Local Housing Strategy 2026/27 - 2030/31 Final - Midlothian Council - Citizen Space Page 120 of 290
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15 Scottish Housing News – 2 September 2025 Midlothian residents were encouraged to complete an online survey, attend face to face drop-in sessions and/or Microsoft Teams virtual sessions. The consultation was promoted on the Midlothian Council website, Facebook, X (formerly Twitter), the Midlothian Council staff newsletter and Black Diamond FM. It was also promoted by the Scottish Housing News. Paper surveys were available to those who requested them. Stakeholder Comments and Suggestions The consultation process generated numerous comments of a wide-ranging nature. Comments have been incorporated into the Key Actions section within the relevant chapters. The Key Actions were then used to create the Outcomes Action Plan (appendix no.1). The Key Actions prioritisation exercise carried out during the final consultation period is reflected in the Key Actions section within the relevant chapters. Peer Review The intention of the Local Housing Strategy review process is to support continuous improvement and provide constructive feedback to Local Authorities. Comments and suggestions have been incorporated into the final document. Page 121 of 290
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16 Web-links to LHS Impact Assessments Midlothian Council prepares Integrated Impact Assessments during the production of certain strategies to assess the potential social, economic, and environmental effects they will have. Integrated Impact Assessments combine multiple statutory assessments—such as Equality (EqIA), Health (HIA), and Sustainability (SEA)—into one, preventing duplication and ensuring a comprehensive overview. Details of the Integrated Impact Assessment for this LHS can be accessed using the link below: Midlothian Local Housing Strategy 2026/27 – 2030/31 Integrated Impact Assessment Page 122 of 290
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17 5 The County of Midlothian This chapter will explore the area of Midlothian paying particular attention to population projections and the local housing context. Key Policy and Legislation in relation to Housing Supply and Affordability in Midlothian: Housing Need and Demand Assessment (HNDA) The Edinburgh and South East Scotland City Region Deal’s Housing Need and Demand Assessment 3 provides the evidence base for this LHS, providing a ‘robust and credible’ assessment of housing provision in the area. This assessment of housing need in Midlothian (together with the Place Principle) has informed the strategic direction of future housing investment. Strategic Housing Investment Plan (SHIP) The purpose of a Strategic Housing Investment Plan (SHIP) is to set out strategic investment priorities for affordable housing over a 5-year period. This document is updated annually to present up to date information on social housing projects which are both planned and on site. About Midlothian Midlothian is a small local authority area adjoining Edinburgh’s southern boundary and framed by the Pentland Hills in the west and the Moorfoot Hills of the Scottish Borders in the south. The majority of the population lives in larger towns and villages in the northern part of the county. The southern half of the authority is predominantly rural, with a small population spread between a number of villages and farm settlements. The population of Midlothian accounts for 1.8% of the total population of Scotland. The National Records of Scotland’s time series data for mid-20242 records Midlothian’s population at 99,880; a significant rise from the 96,527 reported by the 2022 census and an increase of 3.5% in two years. It is projected that by 2032 the population of Midlothian will increase by another 14.7%, the largest population increase in Scotland3. The next section provides a brief overview of the current housing context in Midlothian with a more in-depth examination of housing planning programmes in chapter 6 – Housing Demand and Delivery. 2 https://www.nrscotland.gov.uk/publications/population-estimates-time-series-data/ 3 https://www.nrscotland.gov.uk/latest-news/populations-projected-to-rise-in-23-councils/ Page 123 of 290
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18 Local Housing Context The housing market in Midlothian is divided into two sub areas: Midlothian West and Midlothian East (as shown in Table 5.1). Table 5.1: Settlements in Housing Sub Market Areas Midlothian West Auchendinny, Bilston, Loanhead, Penicuik, Roslin, Silverburn Midlothian East Bonnyrigg, Carrington, Cousland, Dalkeith, Danderhall, Gorebridge, Howgate, Mayfield, Newtongrange, Pathhead, Rosewell, Shawfair, Temple Housing Tenure in Midlothian As shown in table 5.2, the most common housing tenure in Midlothian is owner occupied housing (65%), followed by social rented housing (25%) with private rented housing accounting for 9% of properties. When compared to Scotland wide figures, there is a higher percentage of homeowners and council tenants in Midlothian whilst there is a lower proportion of privately rented and housing association properties. Table 5.2: Housing Tenure4 Midlothian Scotland Tenure % No. % No. Owner occupied 65% 27,923 61% 1,629,048 Rented privately 9% 3695 13% 340,782 Vacant private dwellings and second homes 2% 707 4% 98,798 Housing Associations 8% 3416 11% 297,497 Council Housing 17% 7121 12% 321,062 Total 100% 42,862 100% 2,687,187 Midlothian Settlement Area Analysis The following page shows the location of the main settlements in Midlothian, together with some key housing statistics for these areas. Key points include: • There are four settlements in Midlothian with a population over 10,000: Bonnyrigg, Dalkeith, Penicuik and Mayfield. • The mean average property price in Midlothian is £287,785 whilst the mean average property price in Scotland is £225,661.5 • The areas with the highest house prices are Roslin (£420,944), Rosewell (£384,742) and Bilston (£326,052). • The areas with the lowest house prices are Mayfield (£165,495) and Gorebridge (£223,314). 4 https://www.gov.scot/publications/housing-statistics-stock-by-tenure/ 5 https://www.ros.gov.uk/data-and-statistics/house-price-statistics Page 124 of 290
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19 • The variations in house prices in settlements were often due to the level of new build house sales in each area. In areas where there have been fewer new homes the average house prices are lower whilst in areas where there has been a significant number of new homes the average house prices are higher as these tend to be more expensive than older housing for sale on the open market. • Roslin has the highest percentage of owner occupation with 80% of households owning their properties followed by Bonnyrigg (74%) and Loanhead (73%) Mayfield has the lowest levels of owner occupation by household (57%)6. • The proportion of social rented housing was highest in Mayfield (36%) and lowest in Roslin (12%). In all areas demand for social rented housing was high with council turnover varying due new build allocation. 6 https://www.scotlandscensus.gov.uk/search-the-census#/topics/location Page 125 of 290
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21 6 Housing Demand and Delivery The ability to provide housing of the right type in the right place to meet the needs of the current and future population is fundamental to every Local Housing Strategy. This section will look at housing demand, how housing is currently delivered, the challenges ahead and the key actions arising. New Build Housing Completions in Midlothian Housing Need and Demand Assessment 3 According to the South East of Scotland Housing Need and Demand Assessment 3 (HNDA3), the average annual assessed housing requirement for Midlothian between 2021 and 2040 is 648 properties. Put simply, 648 new properties are required in Midlothian every year to satisfy known and estimated housing need regardless of Midlothian’s financial growth status. In February 2022, the Edinburgh & South East Scotland City Region Deal Directors’ Group agreed a general preference for a steady growth scenario which resulted in the Midlothian annual housing requirements shown in table 6.1 below. The ‘20 year per annum’ column details the number of homes by tenure which are required every year for 20 years to satisfy housing need and demand. The housing tenure in greatest need is social rent as 279 units are required. This is followed by owner occupied housing; 188 units are required per annum with 133 below market rent units and 46 private rented properties following suit. If this was to be delivered in reality, 43% of new housing units in Midlothian would need to be delivered for social rent, 29% would be owner occupied, 21% would be for below market rent and 7% would be private rented units. Table 6.1: Midlothian Steady Growth Scenario - Annual Housing Requirement 2021- 2025 2026 - 2030 2031 - 2035 2036 - 2040 20 year total 20 year per annum Social rent 351 322 223 221 5587 279 Below market 147 131 131 121 2656 133 Private rent 63 46 40 36 926 46 Owner occupied 203 181 186 183 3768 188 Total per annum 765 681 580 562 12,936 647 Affordable per annum 498 454 354 343 8243 412 Market per annum 266 227 226 219 4693 235 Housing Completions in Midlothian 1999 - 2024 Table 6.2 below, shows the number of new build housing completions in Midlothian between 1999 and 2024. It evidences that the number of local authority and housing association new build completions were at their highest between 2009/10 and Outcome: Access to housing and the supply of new housing has increased across all tenures in Midlothian. Page 127 of 290
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22 2013/14, completions for both sectors were lower between 2014/15 and 2018/19 and numbers rose again between 2019/20 and 2023/24. The number of private new build completions has continued to rise with 3348 properties built between 2019/20 and 2023/24 which equates to 82% of completions during the same period. In contrast, 13% were local authority completions and 6% were housing association completions. Table 6.2: Midlothian New Build Completions 1999/2000 – 2023/20247 99/20- 03/04 04/05- 08/09 09/10- 13/14 14/15- 18/19 19/20 – 23/24 Total 1999/2000 – 2023/2024 Housing Association new build completions 100 79 210 170 197 756 Local Authority new build completions 45 289 642 176 530 1682 Private new build completions 901 1002 1906 2917 3348 10,074 Total new build completions (all tenures) 1046 1370 2758 3263 4075 12,512 Figure 6.1 below illustrates the number of housing completions between 2021/22 and 2023/24 in greater detail to allow a comparison with the annual assessed housing requirements set in the Housing Need and Demand Assessment 3. In 2021/22 there were 728 private new build completions which was 359% more than the assessed requirement in the HNDA3 (203). The assessed number of social housing units for the same year was 351 whereas the actual number of completions was 116, 33% of the required figure. The figures for 2022/23 were broadly similar albeit there were no recorded housing association completions. In 2023/24 the number of private new build completions was 338% above assessed requirements and the number of social housing completions also exceeded requirements; 366 properties were completed which was 4% above target. The development of below market rent and private rent properties is examined later in the chapter. 7 https://www.gov.scot/publications/housing-statistics-for-scotland-new-house-building/ Page 128 of 290
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23 Figure 6.1: Midlothian new build completions and annual housing requirements 2021/22 – 2023/248 Private housing completions have exceeded the annual housing requirements set in the Housing Need and Demand Assessment 3 whereas the number of social housing units have struggled to meet the assessed target. This LHS will support the increased delivery of social housing to ensure the HNDA3 assessed housing requirements are met. The next section will examine the current delivery of affordable housing in Midlothian in more detail. Consideration of where future investment should be targeted is influenced by the level of housing need and the level of investment required in each area. The level of housing need is calculated via the Housing Needs and Demands Assessment (HNDA) and more locally, the annual Strategic Housing Investment Plan. Housing developments, tenures, numbers and localities are planned accordingly to ensure properties are built where people need them. Table 6.3 details affordable housing completions since the previous LHS and includes: • The number and location of affordable housing units built by the Council and Registered Social Landlords in Midlothian since 2020/21. • The number of ex-council properties/Open Market Purchases that Midlothian Council has purchased since 2020/21. 8 https://www.gov.scot/publications/housing-statistics-for-scotland-new-house-building/ https://esescityregiondeal.org.uk/sesregionalplanning 0 100 200 300 400 500 600 700 800 900 2021/22 2022/23 2023/24 Private new build completions LA new build completions HA new build completions All social units (LA and HA combined) HNDA 3 social units required HNDA3 owner occupied units required Page 129 of 290
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24 • The number of Mid-Market Rent (MMR) properties completed by RSLs in Midlothian since 2020/21. It shows a total of 1071 council, RSL and MMR properties have been delivered in Midlothian since 2020/21. Dalkeith and Roslin had the highest number of new units built since 2020/21, with 156 and 142 units respectively. The Open Market Purchase Scheme returned 91 properties to council stock with the highest number of purchases in Bonnyrigg (21) and Dalkeith (20). The Council’s investment in new housing has been significant in providing many households with good quality affordable homes (67% of housing completions). It should also be recognised that RSLs have delivered 33% of the total new affordable rented units in this period, 4% of which through the completion of 41 Mid-Market Rent properties. Table 6.3: Affordable Housing Completions in Midlothian, 2020/21 – 2024/259 The Open Market Shared Equity Scheme is another form of affordable housing and enables some households with low to medium incomes to buy a home without having to fund its entire cost. Between 2021/22 and 2024/25, 82 properties in Midlothian were bought via the scheme as shown in table 6.4 below. Table 6.4: Open Market Shared Equity Scheme in Midlothian 2021/22 – 2024/25 Type of affordable housing Properties bought via scheme Open Market Shared Equity 82 9 Source: Scottish Government More Homes Division Location Council Units RSL Units RSL MMR Units Open Market Purchases (purchase of ex-council properties) Total Bilston 0 88 15 1 104 Bonnyrigg 129 0 0 21 150 Dalkeith 126 18 12 20 176 Danderhall 47 0 0 1 48 Gorebridge 0 0 0 12 12 Loanhead 49 0 0 12 61 Mayfield/Easthouses 72 61 0 7 140 Newtongrange 79 0 0 3 82 Pathhead 21 0 0 0 21 Penicuik 21 57 0 14 92 Rosewell 0 25 0 0 25 Roslin 66 62 14 0 142 Shawfair 18 0 0 0 18 TOTAL 628 311 41 91 1071 Page 130 of 290
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25 Golden Share is a relatively new form of affordable housing in Midlothian and like shared equity schemes in that a buyer can purchase a percentage of a new build home if they are unable to afford the full price. Golden Share differs as the property is bought directly from a private developer. To date, 26 properties have been bought using Golden Share. Table 6.5: Golden Share properties bought in Midlothian 2020/21 – 2024/25 Town Number of properties bought via the scheme Penicuik 6 Eskbank 8 Gorebridge 12 Affordable Housing Finance Affordable Housing Supply Programme The Scottish Government’s Affordable Housing Supply Programme (AHSP) part finances many affordable housing sites in Midlothian with the remaining cost borne by developer internal reserves.e.g. the Housing Revenue Account for Midlothian Council sites. The finance available for each site depends on several factors with additional quality measures benchmarks available for new build sites which include: • Zero direct emissions heating • Electric vehicle charging points • Automatic fire suppression systems • Provision of space for home working/study Table 6.6 below details the Midlothian Resource Planning Assumption (RPA) for 2025/26. It is important to note that the RPA covers both local authority and housing association developments in the area. Table 6.6: Midlothian Resource Planning Assumption 2025/26 Local Authority Area Resource Planning Assumption 2025/26 Share of additional £40m + £40m 2025/26 Midlothian £10,534,000 £2,401,000 In 2025/26, the Midlothian area received an additional £2,401,000 from the Scottish Government towards the purchase of existing homes. In previous years this has helped part-finance the Open Market Purchase Scheme with the funds also available to other affordable housing providers in the area. Charitable Bonds Funding Additional funding is available to Housing Associations in the form of the Charitable Bonds Scheme. Several Midlothian social housing sites have benefited from the scheme, relieving some of the pressure on the Resource Planning Assumption. Page 131 of 290
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26 Housing Tenures - The Current Midlothian Context This section will examine the current supply of council housing, the demand for affordable housing and the role of other social housing providers in Midlothian. Modern mixed tenure options will be included to allow an overall picture of the housing challenges ahead and the key actions required to ensure that the supply of affordable housing in Midlothian improves. Midlothian Council Housing There are 7375 Council houses in Midlothian. Most of the stock has 2 bedrooms (3975 units), followed by 3 bedrooms (1973 units), 1 bedroom properties (1082 units) and properties with four or more bedrooms (345 units).10 Figure 6.2: Midlothian Council, Proportion of Stock by House Size 2024/25 Figure 6.3 below shows that the three largest towns in Midlothian are also the areas with the largest number of council homes: there are 1471 homes in Dalkeith (accounting for 20% of all stock), followed by Bonnyrigg with 1387 houses (19%) and Penicuik with 1105 houses (15%).The other areas with a significant proportion of council housing are Gorebridge with 836 units (11%), Mayfield/Easthouses with 749 units (10%) and Loanhead with 592 units (8%). There are a few small settlements such as North Middleton and Temple which have very low numbers of council housing. It is often difficult to increase the supply of housing in these areas as land for development is limited. 10 Midlothian Council pressure analysis April 2025 Midlothian Council stock 1 bedroom 2 bedrooms 3 bedrooms 4+ bedrooms Page 132 of 290
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27 Figure 6.3: Midlothian Council Housing Stock per area 2024/25 Turnover of council housing The level of turnover for Council properties in Midlothian is low, only a small proportion of Council properties are available for let annually and applicants must wait a long time before accessing council housing. In 2024/25, 588 properties were let representing a turnover of 8%. Of these lets, 410 (70%) were to existing, older build council homes and 178 (30%) were to new build homes. Figure 6.4 below illustrates the number of lets in each area in 2024/25. The largest number of homes were allocated in the Dalkeith area (152), Mayfield/Easthouses (128) and Bonnyrigg/Lasswade (83) whereas there were no lets in Temple, North Middleton, Cousland, Carrington and Auchendinny/Glencorse. The chart also demonstrates the areas with new build completions; the largest number of new builds were completed and let in Mayfield/Easthouses (71), Dalkeith (38) and Bonnyrigg/Lasswade (26). It should be noted that ex-local authority properties bought via the Open Market Purchase Scheme are included in the chart and are categorised under ‘new build’ allocations. 0 200 400 600 800 1000 1200 1400 1600 Dalkeith (1471) Bonnyrigg/Lasswade (1387) Penicuik (1105) Gorebridge (836) Mayfield/Easthouses (749) Loanhead (592) Danderhall (371) Newtongrange/Butlerfield (336) Pathhead (143) Bilston (120) Roslin (113) Rosewell (99) Auchendinny/Glencorse (21) Carrington (12) Cousland (9) North Middleton (6) Temple (5) Number of Midlothian Council homes Page 133 of 290
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28 Figure 6.4: Number of Midlothian Council lets to existing and new build homes It is noticeable from the chart that whilst there are new build developments across the county, in 2025 most completions were in Midlothian East (94%). Midlothian Council prioritises new build sites in areas where there is known demand. The next section will examine this in more detail. Demand for Social Housing The ability to provide housing of the right type in the right place to meet the needs of the current and future population is fundamental to every Local Housing Strategy. The previous section examined the current supply of council housing and this section will examine the demand for social housing; where people want to live and what type of housing is needed to provide for the current and future population of Midlothian. Demand for Midlothian Council Housing An analysis of Midlothian Council waiting lists highlights demand factors which must be considered when planning future housing policy. Table 6.7 below shows clearly that two-bedroom properties are most demand in Midlothian with 59% of waiting list applicants requesting one, followed by one-bedroom properties (23%), three- bedroom properties (13%) and properties with four or more bedrooms (5%). 0 20 40 60 80 100 120 140 160 Dalkeith Bonnyrigg/Lasswade Penicuik Gorebridge Mayfield/Easthouses Loanhead Danderhall/Shawfair Newtongrange/Butlerfield Pathhead Bilston Roslin Rosewell Auchendinny/Glencorse Carrington Cousland North Middleton Temple older build new build Page 134 of 290
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29 Table 6.7: Midlothian Council Waiting List Demand by Property Size– 2024/2511 No. of bedrooms in property % 1 23% 2 59% 3 13% 4+ 5% Total 100% Figure 6.5 shows that the number of households on Midlothian Council waiting lists increased by 33% between 2021/22 and 2024/25. Between 2023/24 and 2024/25 alone there was an increase of 20%. This average annual increase of 10% shows an ongoing and increasing demand for council homes however it is important to note that the number of people on the homeless list has remained stable; the increased demand stems from the general needs list. The general needs list includes people who require health related housing transfers, households who are under/overcrowded and those who are adequately housed but would like a council home. Figure 6.5: Number of Households on Midlothian Council Waiting Lists 11 Midlothian Council pressure analysis April 2025 0 1000 2000 3000 4000 5000 6000 2021/22 2022/23 2023/24 2024/25 General needs list Homeless list LHS Recommendation Midlothian Council continues new build programme to help alleviate pressure from general needs list Page 135 of 290
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30 Figure 6.6 below illustrates the areas that Midlothian Council waiting list applicants want to live in. The area in highest demand is Bonnyrigg/Lasswade with 68% of general needs applicants choosing it in when completing their housing applications. Dalkeith, Newtongrange/Butlerfield and Loanhead follow in second, third and fourth place with 57%, 52% and 51% of applicants choosing these areas respectively. Small rural villages with few council homes and few local services are far less in demand with 15% of applicants choosing Temple and 14% choosing North Middleton as the area they would like to live in. Figure 6.6: Midlothian Council Waiting List Demand by Area Midlothian Council uses these statistics to help plan future new build projects. The annual Strategic Housing Investment Plan (SHIP) reflects the areas which are in demand and the size of properties required by people on the waiting lists. The SHIP contains details of both council and housing association developments with the next section examining the role of Registered Social Landlords in the county. 0% 10% 20% 30% 40% 50% 60% 70% 80% Dalkeith Bonnyrigg/Lasswade Penicuik Gorebridge Mayfield/Easthouses Loanhead Danderhall/Shawfair Newtongrange/Butlerfield Pathhead Bilston Roslin Rosewell Auchendinny/Glencorse Carrington Cousland North Middleton Temple waiting list area preference Page 136 of 290
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31 Supply and Demand - Housing Associations/Registered Social Landlords (RSLs) in Midlothian Housing Associations are also called Registered Social Landlords. As housing providers they form an integral part of the Midlothian affordable housing sector in that they supply both social housing and Mid-Market Rent housing. There are currently 3,562 RSL properties in Midlothian (table 6.8). Melville Housing Association has the highest number of properties in Midlothian with 57% of total property stock followed by Castle Rock Edinvar Housing Association (30%). The other RSLs form the remaining 13% of RSL stock in Midlothian. Table 6.8: Stock Profile Collection by Midlothian Area12 Type of provision Total Units % Ark Housing Association 6 <1% Bield Housing Association 116 3% Blackwood Housing Association 23 <1% Castle Rock Edinvar Housing Association 1078 30% Link Housing Association 20 <1% Melville Housing Association 2033 57% Trust Housing Association 35 1% Viewpoint Housing Association 34 1% Wheatley Homes Housing Association 217 6% Total 3562 100% Figure 6.7 below shows the number of housing association properties let in Midlothian between 2021/22 and 2024/25. With little change in the overall number of lets, the supply of housing association properties has been relatively stable; in 2021/22 294 properties were let, with 283 in 2022/23, 260 in 2023/24 and 299 in 2024/25. However, the number of lets per housing association has changed over time in line with new build housing completion rates; in 2021/22 Wheatley Housing Association let just 3 properties in Midlothian but as their new build programme has progressed, the annual number of lets has increased with 41 properties allocated in 2024/25. 12 Scottish Housing Regulator April 2025 Page 137 of 290
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32 Figure 6.7: Number of Housing Association properties let in Midlothian13 The level of turnover for housing association properties in Midlothian is low, only a small proportion of properties become available for let annually and applicants must wait a long time before accessing housing. In 2024/25, 299 properties were let representing a turnover of 9%. Midlothian Council’s turnover rate is 8%. As well as providing much needed additional social housing in Midlothian, housing associations also provide alternative housing options including Mid-Market Rent and New Supply Shared Equity homes. The following section will examine other forms of affordable housing available. Other Types of Affordable Housing Mid-Market Rent Housing Mid-market rent (MMR) is a type of affordable housing with rents being lower than in the private market, but higher than in the social housing sector. MMR aims to help households on modest incomes, who are unable to afford to buy their own home or rent privately but have difficulty accessing social rented housing. Mid-market rent properties in Midlothian are currently provided by housing associations, not Midlothian Council as MMR properties must be let under a Private Residential Tenancy (PRT) Agreement. A Council or RSL cannot offer a PRT directly; the three 13 RSL data, April 2025. Link, Trust, Bield and Blackwood HAs did not provide figures and haven’t been included in letting or supply data. 0 50 100 150 200 250 300 350 2021/22 2022/23 2023/24 2024/25 Melville HA Wheatley HA Castlerock Edinvar HA Ark HA Viewpoint HA LHS Recommendation RSLs are supported to increase the number of new build social housing homes in Midlothian Page 138 of 290
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33 RSL MMR providers in Midlothian let their homes via an arms-length external organisation (ALEO): • Wheatley Homes East (formerly Dunedin Canmore Housing Association) let via Lowther Homes property management, factoring and letting services • Places for People (Castlerock Edinvar Housing Association) let via Touchstone Property Management • Melville Housing Association let via Ironmills Developments Ltd MMR properties are in very high demand and not all RSLs take local connection into consideration when they are let. The properties are often advertised and let months before they become available to live in. This LHS will continue to support the development of MMR units across Midlothian albeit with an increased focus on alleviating local housing pressure to ensure that households who are able to afford this tenure can access it with allocations going to those with local connections where possible. Build to Rent and Intermediate Rent Build to Rent (BTR) is a relatively new market in Scotland in which homes are built specifically for private rent, rather than for sale, by institutional landlords. Intermediate Rent properties are a form of housing that has been included within Build to Rent developments in Edinburgh to meet the requirement to deliver a more affordable tenure within this model. Intermediate rent does not currently meet the definition of affordable homes under current planning legislation. Build to Rent schemes aim to supply large scale developments that comprise homes for rent which are managed by on site property management teams. These developments tend to come forward in areas where there are strong public transports links to employment centres and easy access to facilities for tenants. Whilst there are currently no Build to Rent developments in Midlothian, the Council supports this model as a means of securing much needed below market rent properties. The Midlothian Mixed Tenure Strategy includes further details on Build to Rent and Intermediate Rent as new market options. Low Cost Initiative for First-Time Buyers (LIFT) Shared equity helps people on low to moderate incomes to become homeowners where it is affordable for them over the long term. The shared equity schemes in operation are New Supply Shared Equity (NSSE) and the Open Market Shared Equity Scheme (OMSE). LHS Recommendation Midlothian residents are given priority for MMR properties in Midlothian RSL MMR properties are suitably advertised to Midlothian residents to ensure the resulting lets help alleviate local housing pressure Page 139 of 290
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34 New Supply Shared Equity (NSSE) The New Supply Shared Equity Scheme is part of the Scottish Government’s Low- cost Initiative for First Time Buyers (LIFT) shared equity scheme and enables first time buyers and priority access groups to buy a new build home from a housing association or council without having to fund its entire cost. Potential buyers pay for the biggest share of equity (usually via a mortgage) and own the property in its entirety. The Scottish Government holds the remaining equity under a shared equity agreement. If the property is sold in the future, the Scottish Government receives the shared equity percentage of the sale value e.g. if the owner owns 70% of the share via mortgage and the Scottish Government holds 30% under a shared equity agreement, the Government will receive 30% of the sale value. The scheme is aimed at households on low to moderate incomes, who can demonstrate they can’t buy a new build house to suit their needs without help from the scheme. New supply shared equity homes can be built by local authorities or RSLs or purchased by local authorities or RSLs at an appropriate discount from private developers with grant support from the Scottish Government. Under the New Supply Shared Equity scheme, the Scottish Government gives grants to registered social landlords to help them build or buy new homes for sale and provide them on a shared equity basis to people on low to moderate incomes. Buyers fund 60%-80% per cent of the purchase price and the Scottish Government holds the remaining share under a shared equity agreement. Open Market Shared Equity Scheme (OMSE) The Open Market Shared Equity scheme helps first-time buyers and other priority groups get onto the property ladder by providing an interest free loan towards the cost of a home. The Scottish Government provides funding of between 10% and 40% of the sale price and gets the same percentage back when the property is sold. Table 6.9 below shows the current threshold prices in Midlothian: prospective buyers can consider properties up to these price thresholds. Table 6.9: Open Market Shared Equity, Midlothian thresholds 2025/26 2 apartment (1 bedroom) £135,000 3 apartment (2 bedroom) £150,000 4 apartment (3 bedroom) £180,000 5 apartment (4 bedroom) £205,000 6 apartment (5 bedroom) £335,000 Golden Share Golden Share is a form of affordable housing similar to New Supply Shared Equity in that a buyer can purchase a percentage (80%) of a new build home if they are unable to afford the full price. Golden Share differs from NSSE as the property is bought directly from a private developer with the Local Authority providing application assessment as there are restrictions on who can apply. Page 140 of 290
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35 Owner Occupied Housing in Midlothian This section will examine the privately owned housing sector in Midlothian and how it has developed since the last Local Housing Strategy was published in 2021. Owner occupancy is the most popular housing tenure in Midlothian with 65% of households owning their own homes. Since the last Local Housing Strategy, the sale of privately owned properties in Scotland has decreased by 16% from 117,198 in 2021 to 98,617 in 2024. During the same period, sales in Midlothian decreased by 18%; the second highest decrease of all the SESplan areas. The results for the other local authorities in the South East Scotland area vary but have all seen a decreased volume of sales as seen in table 6.10 below. Table 6.10: Annual Residential Property Sales by Local Authority 2021-2024 Local Authority 2021 2024 % Change East Lothian 2488 2186 -12% Edinburgh 13,099 11,336 -13% Fife 7618 6653 -13% Midlothian 2206 1819 -18% Scottish Borders 2501 1930 -23% West Lothian 3561 3334 -6% Scotland 117,198 98,617 -16% Source: https://www.ros.gov.uk/data-and-statistics/house-price-statistics Figure 6.8 below separates new build and existing dwelling sales for 2021 and 2024 and illustrates that whilst existing dwelling sales have decreased, the sale of new build properties has decreased to a greater extent. This is true for all South East of Scotland local authority areas except Fife. In Midlothian the sale of existing properties between 2021 and 2024 decreased by 8% whereas the sale of new build properties decreased by 41%. In Scotland the sale of new build properties decreased by 29% during the same period. LHS Recommendation Additional affordable housing options are explored in line with Mixed Tenure Strategy Increase the public’s awareness of additional affordable housing options Page 141 of 290
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36 Figure 6.8: New Build and Existing Dwelling Residential Sales by Local Authority Source: https://www.ros.gov.uk/data-and-statistics/property-market-statistics/house-price-statistics As a result of the fall in residential property sales, average property prices across the South East of Scotland have increased. Table 6.11 shows that the average Scottish house price in 2021 was £205,232 which by 2024 had risen by 9.9% to £225,641. Property prices in Midlothian rose by 12.3% during the same period. It is also of note that the average Midlothian property price in 2024 was 27.7% higher than the Scottish average. Table 6.11: Housing Market Average Price by Local Authority Area 2021-2024 Local Authority 2021 2024 % Change East Lothian £297,817 £323,845 +8.7% Edinburgh £313,644 £337,120 +7.5% Fife £184,544 £211,742 +14.7% Midlothian £256,532 £288,041 +12.3% Scottish Borders £208,763 £225,616 +8.1% West Lothian £211,062 £239,072 +13.3% Scotland £205,232 £225,641 +9.9% Source: https://www.ros.gov.uk/data-and-statistics/house-price-statistics In terms of affordability and household income, in 2022 the average weekly income for full-time workers in Midlothian (£622.90 per week) was lower than the average level for Scotland (£640.30 per week)14, this means that many Midlothian residents may not be able to afford the higher cost of private housing in the area which increases the demand for affordable housing options. 14 Office for National Statistics 2023 1,729 759 11,625 1,474 6,895 723 1,565 641 2,368 132 2,806 755 103,982 13,215 1,601 585 10,294 1,042 5,976 677 1,443 376 1,920 10 2,732 602 89,277 9,322 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% East Lothian existing dwelling East Lothian new build Edinburgh existing dwelling Edinburgh new build Fife existing dwelling Fife new build Midlothian existing dwelling Midlothian new build Scottish Borders existing dwelling Scottish Borders new build West Lothian existing dwelling West Lothian new build Scotland existing dwelling Scotland new build 2021 2024 Page 142 of 290
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37 Further analysis of the origin of buyers in Midlothian shows that 53% of homes for sale since January 2019 were sold to buyers moving from Edinburgh15. It is likely these purchasers see the close proximity to Edinburgh and lower house prices compared to Edinburgh as attractive. However, as noted earlier the cost of new build housing is more expensive and new private estates are likely to have a higher proportion of non-Midlothian buyers due to the higher cost of new housing and lower incomes amongst Midlothian households. This is a clear indication of the attractiveness of the Midlothian housing market areas to outside buyers and the pressure from external housing market areas is likely to exacerbate affordability concerns for local residents when competing with demand from buyers out with Midlothian. Self-Build and Custom-Build Midlothian Council recognises the important role that self and custom-build housing can play in providing homes, sustaining communities and supporting smaller building companies in both rural and urban areas. Self-build, or on a larger scale, custom- build can be individually driven, collective, or community led, providing viable options for a range of households. It can be an affordable option for housing delivery, with the flexibility to support the development of accessible housing. Developers of custom-build projects work with individuals or groups of individuals to provide new housing, using a range of different models and approaches. This differs from self- build, where an individual organises the development. Self-build and custom-build can be viable alongside mainstream developer activity or as a way of encouraging private sector investment in areas where developers have shown less interest. Midlothian Council maintains a Self-Build Housing Register which can be found here: Self-Build Housing Register | Self-Build Housing Register | Midlothian Council Private Rented Sector (PRS) in Midlothian This section will examine the Private Rented Sector (PRS) in Midlothian; it’s availability and affordability as a realistic housing tenure option. Private rented accommodation is available in most parts of Midlothian, from the larger towns to more rural villages. Many people find renting a property privately has a variety of benefits which include: • Being able to stay in the community of their choice • Finding a home more quickly, especially in areas with limited council housing • Properties may be fully or partially furnished. On 1 December 2017 the private residential tenancy agreement came into force; aiming to provide security, stability and predictability for tenants and appropriate safeguards for landlords, lenders and investors. Changes included: 15 Where do house buyers come from? | ESPC Page 143 of 290
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38 • An end to fixed term tenancies. A landlord cannot ask a tenant to leave after they have lived in the property for a set time. • Limited rent increases. Rent can only be increased once every 12 months (with three months’ notice). Tenants can request an independent review if they think the increase is unfair. • Longer notice periods – If a tenant has lived in the property for longer than six months the landlord must provide at least 84 days’ notice to leave Existing short assured and assured tenancies have continued if they were entered into prior to December 2017. The private rented sector in Midlothian is small. Only 9% of housing is privately rented which is less than the Scottish average (13%). The sector is also expensive with rents considerably higher than in the social sector. Table 6.12 below shows the average private rent levels in Midlothian by property size for 2021, 2022, 2023 and 2024. The figures show the monthly rent payable with the average rent for a one- bedroom property rising from £635 in 2021 to £769 in 2024 (a rise of 21%). Similarly, the average rent for a two-bedroom property has risen by 36%, a three-bedroom property by 43% and properties with four or more bedrooms rising by 35%. Table 6.12: Average PRS Rental Cost by Property Size in Midlothian (per month) Year 1 Bed 2 Bed 3 Bed 4+ Bed 2021 £635 £792 £966 £1513 2022 £705 £822 £1162 £1768 2023 £740 £964 £1286 £1783 2024 £769 £1080 £1385 £2039 Source: Zoopla The cost of private rented housing may restrict housing options for low-income households who are both unable to purchase a property and unlikely to receive an offer of social housing. In terms of demonstrating the affordability of rental charges, it is suggested that when housing costs exceed 30% - 35% of a household’s income, the cost is judged to be unaffordable. Table 6.13 below shows the affordability of three different housing tenures when tenanted by two individuals - an individual (over the age of 21) who earns a full time National Living Wage (£12.21 per hour16) and an individual who earns the average Midlothian wage (£19.40 per hour17). The first table illustrates the affordability of a three-bedroom Midlothian Council property. Midlothian Council rent levels are well below the 30%-35% affordability level with housing costs of 19% for the tenant on the National Living Wage and 13% for the tenant earning the average Midlothian wage. 16 https://www.gov.uk/national-minimum-wage-rates 17 Labour Market Profile - Nomis - Official Census and Labour Market Statistics Page 144 of 290
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39 Table 6.13: Housing Affordability in Midlothian Midlothian Council affordability National Living Wage (gross) – full time, 40 hours/week Average Midlothian full time wage (gross) Average weekly rent (3 bedrooms) £94.47 £94.47 Gross weekly wage £488.40 £741.30 Percentage of income spent on rent 19% 13% The second table illustrates the affordability of a three bedroom privately rented property. The tenant earning the National Living Wage would have to pay 71% of his/her income to live in the property with the tenant earning the average Midlothian wage spending 47% of his/her wages on rent. Private Rented Sector Affordability National Living Wage (gross) – full time, 40 hours/week Average Midlothian full time wage (gross) Average weekly rent (3 bedrooms) £346.25 £346.25 Gross weekly wage £488.40 £741.30 Percentage of income spent on rent 71% 47% The third table illustrates the affordability of a property purchased at the average Midlothian house price (£288,041 – June 2025) with a 100%, 25-year repayment mortgage with a 5.49% interest rate18. The owner occupier earning the National Living Wage would spend 90% of his/her earnings on the mortgage with the owner occupier earning the average Midlothian wage spending 60% of his/her earnings. Mortgage affordability National Living Wage (gross) – full time, 40 hours/week Average Midlothian full time wage (gross) Average weekly mortgage £441.75 £441.75 Gross weekly wage £488.40 £741.30 Percentage of income spent on mortgage 90% 60% It is clear that the Private Rented Sector in Midlothian does not meet affordability criteria to people earning the average wage or the National Living Wage. The tenure can however be accessed by those in receipt of housing benefits albeit a deposit if often still required. Details of PRS rent deposit schemes can be found here: Help to pay a deposit and first month's rent - Shelter Scotland 18 Mortgage calculator | Scotland | ESPC Mortgages Page 145 of 290
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40 Housing Benefit, Local Housing Allowance and Broad Rental Market Areas The Scottish Rent Service divided Scotland into Broad Rental Market Areas, with each area having: • a range of properties • different types of tenancies • facilities and services such as hospitals, schools and transport • a range of rents Midlothian, Edinburgh and East Lothian are in the Lothian Broad Rental Market Area. The Scottish Rent Service also sets the rates of Local Housing Allowance (LHA) for each Broad Rental Market Area at the mid-point of the range of rents in that area. The LHA is used to calculate the maximum housing benefit for tenants who rent from a private landlord. Table 6.14 illustrates the Lothian Broad Market Area Local Housing Allowance rates for 2025/26. It is important to note that the Local Housing Allowance is based on the number of bedrooms needed by a household, not the number of bedrooms in the property; if a household leases a property with a higher rent than the LHA, the tenant must pay the remaining balance. Table 6.14: Lothian Local Housing Allowance rates 2025/26 Number of bedrooms required by household 1 2 3 4+ Weekly allowance £172.60 £223.23 £316.44 £501.70 Monthly allowance £747.93 £967.33 £1371.24 £2174.03 The LHA for 2025/26 was frozen at the 2024/25 rate which means that Housing Benefit rates have remained the same despite rising PRS rent levels. This is illustrated in figure 6.9 below which details the gaps between the monthly maximum housing benefit payable and the average PRS costs in Midlothian in 2024/25. Properties with fewer bedrooms are more likely to experience a funding gap with the monthly rent for a two-bedroom property averaging at £1080 and the maximum LHA payable being £967.33 (a £112.67 gap). Page 146 of 290
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41 Figure 6.9: Monthly PRS Cost and Maximum LHA comparison Prospective PRS tenants in Midlothian who rely on housing benefit to fully cover their rent face competition from others seeking properties with below average rent levels; the competition exacerbated by Midlothian having below average numbers of PRS properties available. It could also be argued that Midlothian’s inclusion within the Lothian BRMA alongside Edinburgh allows Midlothian PRS rents to be set at city levels. 0 500 1000 1500 2000 2500 One bedroom property Two bedroom property 3 bedroom property 4+ bedroom property Local Housing Allowance Average PRS rent LHS Recommendation Increase the number of properties in the Private Rented Sector Improve affordability of the Private Rented Sector Page 147 of 290
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42 Houses in Multiple Occupation Houses in Multiple Occupation (HMOs) are properties occupied by three or more unrelated people who share bathroom and kitchen facilities. HMOs have a mandatory licensing scheme to ensure that they are kept to an appropriate standard. Table 6.15 below shows that the number remains low with 41 HMOs in 2024. Table 6.15: Houses in Multiple Occupation in Midlothian19 Flats or houses to let as a whole Student Halls of Residence Hostels (LA & Charity) Total 2021 41 1 4 46 2022 37 1 4 42 2023 37 1 4 42 2024 36 1 4 41 19 https://www.gov.scot/publications/housing-statistics-houses-in-multiple-occupation/ The Cost of Living (Tenant Protection) (Scotland) Bill 2022 included a rent freeze and moratorium on evictions and was in place from 6 September 2022 until the 31 March 2024. Any rent increase notices issued on or after 6 September 2022 were void. From 1 April 2023, rent increases were capped at 3% - although private landlords could apply to increase rents up to 6% to help cover certain costs. Between April 2024 and March 2025 there was a 12% cap to rent increases. From 1 April 2025 rent disputes are assessed based on ‘open market’ values. The rent cap was applied to all existing private residential, assured, and short-assured tenancies. Landlords could reset rents between tenancies. The average rent figures in table 6.12 were the levels set at the start of the tenancies; the rent freeze prevented rent rises during an existing tenancy, not the rent level set at the beginning. The Housing (Scotland) Act 2025 includes the creation of rent control areas which will cap rent increases for Private Residential Tenancies (PRTs) in an area if found to be necessary and proportionate. Rent increases for properties let under PRTs in rent control areas would be limited to once per year, regardless of how many tenancies are granted by the landlord in that period – one increase per property per year. The rent cap would apply to rent increases both during and between tenancies, to avoid the potential for rents to continue to rise steeply between tenancies. The Housing (Scotland) Act 2025 became an act on 6 November 2025 with secondary legislation concerning rent control measures being drafted at the time of writing. Page 148 of 290
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43 Midlothian Council has six HMOs which provide temporary supported accommodation for homeless households as an alternative to using bed and breakfast accommodation. There are 116 bed spaces in the six HMOs. The LHS will continue to support the provision of HMOs towards meeting the housing needs of relevant households. Improving The Delivery of Housing - Initial Public Consultation Results In Spring 2025 we asked the public how the delivery of housing in their area could be improved. The results were analysed with legitimate suggestions added to the other LHS recommendations found within this chapter. These form the aims to improve the delivery of housing in Midlothian. Improving the Delivery of Housing in Midlothian Aims: • Midlothian Council continues new build programme to help alleviate pressure from general needs list • RSLs are supported to increase the number of new build social housing homes in Midlothian • Midlothian residents are given priority for MMR properties in Midlothian • RSL MMR properties are suitably advertised to Midlothian residents to ensure the resulting lets help alleviate local housing pressure • Additional affordable housing options are explored in line with Mixed Tenure Strategy • Improve the public’s awareness of additional affordable housing options • Increase the number of properties in the Private Rented Sector • Improve affordability of the Private Rented Sector • The percentage of affordable homes built on private developments (currently 25%) to be in line with the Local Development Plan 2 Affordable Housing Policy • Improve housing transfer system to allow tenants to swap with tenants of other RSLs with ease • Investigate possibility of RSL transfers to reduce under-crowding and free up family homes • Investigate viability of building one-bedroom properties for single and elderly people Page 149 of 290
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44 Improving The Delivery Of Housing - Second Public Consultation In Autumn 2025 we asked the public to prioritise the housing challenges in Midlothian and 276 people responded. This section examines the results which relate to improving the delivery of housing. Figure 6.10 illustrates the responses when the public was asked to prioritise the biggest housing challenges. The top three public concerns are that there is not enough affordable homes (59%), that there is not enough smaller homes (34%) and the condition/quality of housing (33%). Figure 6.10: The biggest housing challenges in Midlothian 0 10 20 30 40 50 60 70 Not enough affordable homes Not enough larger family homes Not enough smaller homes (e.g. 1–2 bedroom) Condition/quality of housing Energy efficiency and heating costs Housing for older people Housing for disabled people or people with additional needs Homelessness Other (please specify) % Improving the Delivery of Housing in Midlothian Aims: • Reduce the number of empty privately owned homes • Introduce online housing list system to allow applicants to view position on waiting list and remain informed • Utilise buildings which can be repurposed for housing • Seek to ensure that infrastructure and facilities are developed alongside new housing developments • Increase number of ex-local authorities bought on the market and returned to council stock (Open Market Purchase Scheme) • Investigate Choice Based Letting Scheme • Encourage private developers to build homes which meet the needs of Midlothian residents • Weekly Housing News published on MC social media to advertise action points within LHS e.g. forms of affordable housing, mutual exchanges Page 150 of 290
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45 Figure 6.11 illustrates the responses when the public was asked how important it is for the Council to focus on building more affordable housing. It is clear the public think it is important with 73% choosing ‘very important’ and 18% choosing ‘quite important’. Figure 6.11: How important is it for the Council to focus on building more affordable housing? The aims of this LHS have been set using the public’s submissions received during the initial public consultation. The responses to the second public consultation have allowed Midlothian Council to prioritise actions within the Local Authority Outcomes Action Plan which can be found at the end of the document. 0 10 20 30 40 50 60 70 80 Very important Quite important Not very important Not at all important % Page 151 of 290
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46 7 Place Making and Communities The National Context – What is Place? Place can mean many things to people, but it's perhaps most easily understood as the physical environment around us, the people within that environment (the social environment) and the interaction of the two, the physical place and people. Housing and place have an important effect on our lives, health and wellbeing. Creating high quality places, whether new or existing, helps tackle inequalities, allowing communities to thrive. Quality of place has an important role to play in improving health and wellbeing and reducing health inequalities. What is Place-Making? Key to sustainable communities is the concept of ‘place-making’. Placemaking is the collaborative process of creating good quality places that people want to live and work in. Effective placemaking should improve the quality of public spaces and the lives of the people who use them. The Scottish Government’s National Planning Framework 4 (NPF4) is the national spatial strategy for Scotland and describes the six qualities of successful places as being: • Healthy • Pleasant • Distinctive • Adaptable • Connected • Sustainable Place-making recognises the role that good housing plays in promoting healthy, sustainable lifestyles, delivering our environmental ambitions and providing a sense of belonging, identity and community. This chapter will examine Midlothian housing’s role in the building of successful and sustainable places. The Midlothian Context Place-making principles are used throughout Midlothian Council’s departments and activities. This section will examine how place-making is used to support new and existing neighbourhoods. Midlothian Community Planning Partnership Midlothian’s Community Planning Partnership is an established working group comprised of key organisations, both statutory and third sector, working with communities to plan services which deliver better outcomes for people. The Community Planning Partnership is led by the Community Planning Board. Outcome: Place Making is improved in Midlothian Page 152 of 290
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47 Community Planning Working Group The Community Planning Working Group reports to the Board, and is supported by these thematic groups: • 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 The Single Midlothian Plan The Midlothian Community Planning Partnership delivers a shared plan based on evidence to improve the lives of local people. In Midlothian, the plan is called the Single Midlothian Plan. The Single Midlothian Plan 2023 – 202720 imbeds the place principle within the body of the document and its vision for Midlothian’s future: ‘We will create a connected, collaborative and ambitious environment for people ensuring that the place principle is embedded in our work to create cohesive and empowered communities.’21 Midlothian Citizens Panel Midlothian Citizens' Panel is 1,000 randomly selected local people who have agreed to take part in consultations and surveys with Midlothian Council and our community planning partners. There are two surveys each year, the results of which are used to target resources and develop services that meet local needs. Midlothian Local Development Plan 2 Midlothian Council is preparing the next Local Development Plan for the area: the Midlothian Local Development Plan 2 (MLDP2). This will shape the development and use of land in the area from 2027-2037. In MLDP2 the Council will allocate sites for development, identify places to be protected, and set out the policies that will be used when deciding planning applications. The first stage in preparing the new plan was compiling the Evidence Report. This included engaging with people living and working in Midlothian to understand their views on Midlothian as a place now and how it could develop in the future. The Evidence Report was approved by Midlothian Council on 25 June 2024 and was submitted to the Scottish Government Planning and Environmental Appeals Division (DPEA), who carried out an assessment to see if it provides a sufficient evidence base to prepare MLDP2. This process is called “Gate Check”. The Council was informed on 19 September 2024 that the Evidence Report contains sufficient information to enable the planning authority to prepare its local development plan. A Participation Report and Children and Young People Participation Report were prepared, which set out how the Council engaged with 20 Single Midlothian Plan documents | Single Midlothian Plan 2023-27, Easy-Read 21 https://www.midlothian.gov.uk/downloads/file/4894/single_midlothian_plan_2023-27 Page 153 of 290
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48 people between the start of the plan preparation process and the submission of the Evidence Report. The MLDP2 is scheduled for adoption in May 2027 with the place-making process continuing throughout. Local Place Plans The Scottish Government has introduced Local Place Plans as a way for communities to help achieve change in their local area. Local Place Plans allow community bodies to set out their own proposals for the development or use of land in their area. Local Place Plans provide an opportunity for communities to contribute to development planning in their area. They are a tool for local communities to think about how to make their 'place' better, agree priorities, and work with others to make change happen. In early 2023, Midlothian Council issued an invitation to known community bodies to prepare Local Place Plans. Eight Local Place Plans were registered by Midlothian Council at its Planning Committee on 4 June 2024. Midlothian Council continues to support community groups wishing to prepare Local Place Plans: What help can communities get with Local Place Plans? | Local Place Plans | Midlothian Council Local Housing Strategy 2026/27 – 2030/31 Place-making principles were used throughout the development of this strategy. The initial public consultation highlighted the place making principle with respondents asked to consider it when submitting responses. These responses were added to the aims and resulting actions for the strategy. The second consultation included public face to face sessions, online Zoom/Teams sessions and a survey; the results of which prioritised the Improvement Action Plan. Page 154 of 290
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49 Place Standard Tool The Place Standard Tool has been used to update neighbourhood plan consultations and support community conversations. Neighbourhood plans reflect the strengths and priorities of local communities and allow resources to be targeted to where they are most needed. The neighbourhood plans let residents inform the Council what improvements are needed. Using the framework allows structured conversations, about ‘place’ and ‘community’, from both a physical and social aspect. The tool has been used to facilitate group discussions and enables communities to identify assets as well as areas for improvement. Figure 7.1: Example of the Place Standard Tool Town Centre First Approach The Scottish Government’s Town Centre First Approach is embedded within National Planning Framework 4 and is designed to help town centres adapt positively to long-term economic, environmental and societal changes, and by encouraging town centre living. Midlothian Council is committed to a collaborative approach, utilising the Town Centre First Approach, which understands and underpins the long-term plan for each town centre. Current and future town centre planning includes: • adopting an approach to decisions that considers the vibrancy of town centres as a starting point • ensuring that the health of town centres features in decision-making processes • open, measured and transparent decision making that takes account of medium to longer-term impacts on town centres • recognising that town centre locations are not always suitable and making sure that the reasons for locating elsewhere are transparent and backed by evidence Midlothian Council has embraced the principle since its inception and is driving positive change by prioritising town centres in public investment decisions. The Page 155 of 290
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50 Dalkeith Regeneration Development Framework22 is an example of the Town Centre First Approach and the Place Standard Tool in operation providing new visions for town centres. The current Midlothian Local Development Plan incorporates the Town Centre First Approach as part of the decision-making process to determine planning applications for retail and commercial leisure development. The Local Development Plan established a network of centres, setting out the role of town centres and how they relate to each other. Policy TCR1 Town Centres23 supports development, which contributes to the vitality of town centres and allows for diversification away from retail. Through the supportive planning framework of policy TCR1 and the constraints on other locations which reflect the town centre first principle, the Council seeks to encourage investment in the town centres. The Council also carries out town centre health checks to identify how town centres are performing and identify deficiencies. The Council has led and collaborated with partners on a number of capital investment projects in recent years to improve town centres. The Penicuik Townscape Heritage and Conservation Area Regeneration Scheme24 was a partnership project which ran from 2018-2025 with the aim of regenerating the historic core of Penicuik. The multi-million pound regeneration project exceeded its original aims. Over the six years, the project repaired and restored 28 historic buildings, improved 20 shopfronts, brought 2 empty buildings back into use, improved public spaces and completed around 600 community engagement, training and education initiatives. Compulsory Purchase Orders In areas where there are plans for regeneration, Midlothian Council’s strategy is to acquire properties by voluntary acquisition failing which it will consider using its powers of compulsory acquisition where it is necessary and proportionate to do so in order to provide social housing. Empty Homes In early 2026 Midlothian Council recruited a dedicated ‘Empty Homes Officer’, prior to which the Council advocated the use of the Scottish Empty Homes Advice Service which can look at the different options and the support available for properties which have been empty for over 6 months. Table 7.1 below illustrates the number of empty properties and long-term empty properties in Midlothian. Empty properties are those which have been empty for over six months and long-term empty properties are those which have been empty for over 12 months. The table shows that whilst the number of empty homes in Midlothian is low (0.9% of the Scottish total in 2024), those which are empty after six months, are still likely to be empty 6 months later. 22 Have your say: Dalkeith Town Centre Regeneration | Creating a fresh vision for Dalkeith town centre | Midlothian Council 23 Midlothian Local Development Plan | Midlothian Local Development Plan 24 Penicuik town centre regeneration | Midlothian Council Page 156 of 290
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51 Table 7.1: Empty Homes in Midlothian and Scotland25 2021 2022 2023 2024 No. of empty homes (Midlothian) 379 359 423 386 No. of empty homes (Scotland) 43,766 44,601 46,217 43,538 No. of long term empty homes (Midlothian) 379 359 423 332 No. of long term empty homes (Scotland) 27,854 27,692 28,280 31,596 Midlothian Council wishes to bring empty homes back into use to help address local housing need. The Housing (Scotland) Act 2025 section 33 removed the cap on the levy that Local Authorities can set for unoccupied dwellings. From 1 April 2026 Midlothian Council will introduce graduated council tax charges applicable on empty and second homes. Council tax charges will increase, the longer a property remains empty: • Second homes - 200% council tax charge on properties empty between 0 and 24 months - 400% council tax charge on properties empty between 25 and 36 months - 600% council tax charge on properties empty for 37 months onwards • Empty homes - 100% council tax charge on properties empty for between 7 and 12 months - 200% council tax charge on properties empty for between 13 and 24 months - 400% council tax charge on properties empty for between 25 and 36 months - 600% council tax charge on properties empty for 37 months onwards • Long term empty homes - 200% council tax charge on properties empty for between 0 and 24 months - 400% council tax charge on properties empty for between 25 and 36 months - 600% council tax charge on properties empty for 37 months onwards Monies raised through previous additional Council Tax charges have assisted in funding an Empty Homes Officer post. Employing an Empty Homes Officer will prevent empty homes from being vacant for an extended period and bring some much-needed Midlothian properties back into use. 25 Housing statistics: Second homes and empty properties - gov.scot Page 157 of 290
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52 Improving Place-Making in Midlothian - Initial Public Consultation Results In Spring 2025 we asked the public to consider how well the homes in their area met the needs of their community and what they would change to ensure the homes meet those needs. The results were analysed with legitimate suggestions added to the other LHS recommendations found within this chapter. Improving Place-Making in Midlothian - Second Public Consultation In Autumn 2025 we asked the public to prioritise the housing challenges in Midlothian and 276 people responded. This section examines the results which relate to improving place making in Midlothian. Figure 7.2 illustrates the responses when the public was asked how important it is for the Council to focus on supporting community regeneration. It is clear that community regeneration is a priority with 94% of respondents selecting either ‘very important' or 'quite important’. Improving Place-Making in Midlothian Aims: • Hubs needed to bring communities together. These must be accessible to wheelchair users and within the 20-minute neighbourhood ethos. • Change mindsets so locals actively engage because they want to be proud of where they live and look after their patch. • Improve public amenities and investment in neighbourhoods • Improve amenities in new build areas • Improve active travel routes • Improve children’s play areas and implement measures to prevent dog fouling e.g. fencing and community ‘messmap’ • Investment in 20-minute neighbourhoods and the Place-standard, focusing in on areas with lower scores • Better understanding of neurodivergent needs in general by decision makers • Integration between traditional Midlothian communities and newer developments • Investigate converting old buildings in town centres into affordable housing Page 158 of 290
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53 Figure 7.2: How important is it for the Council to focus on supporting community regeneration? The aims of this LHS have been set using the public’s submissions received during the initial public consultation. The responses to the second public consultation have allowed Midlothian Council to prioritise actions within the Local Authority Outcomes Action Plan which can be found at the end of the document. 0 10 20 30 40 50 60 70 Very important Quite important Not very important Not at all important % Page 159 of 290
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54 8 Preventing and Addressing Homelessness Homelessness – the Midlothian Context Midlothian Council has legal duties to help people who are homeless or threatened with becoming homeless. Our duties are laid down in law by the Housing (Scotland) Act 1987 as amended. We must also consider the Homelessness Code of Guidance. The code of guidance sets out how local authorities should interpret the legislation. If a person is homeless, or about to become homeless they have the right to be: • Interviewed and have their housing situation assessed against a set of legal criteria • Offered temporary accommodation if they are 'roofless' • Offered permanent accommodation, depending on the outcome of an assessment • Given advice and information free of charge. When a request is made for a homeless interview, a meeting is arranged to discuss a person’s individual homeless situation with a trained member of staff. Following the interview, a homeless officer will be allocated. During the homeless assessment, a case officer will look at the following: Whether someone is homeless An applicant may be considered homeless for a variety of reasons including: • They are roofless and have nowhere to stay • They have no permanent housing of their own • They are experiencing domestic abuse in their own home • They have been asked to leave by their landlord, or the person they are living with • They have no right to occupy their current accommodation • They are going to lose their accommodation in the next two months. Whether someone is intentionally homeless A person is considered to be intentionally homeless if they have deliberately done, or failed to do something, resulting in them becoming homeless. Whether the applicant has a local connection to the Midlothian Council area A person has a connection to the area if they: • Have lived in the area for six out of the last 12 months, or three of the last five years • Are in permanent employment, or self-employed in the area • Have a close family member who has lived in the area for at least five years. Outcome - Homeless households and those threatened with homelessness are able to access support and advice services and all unintentionally homeless households will be able to access settled accommodation. Page 160 of 290
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55 If a person does not have a local connection to Midlothian, officers investigate whether they have a connection to another local authority in Scotland, England or Wales. Notification of decision It can take up to 28 days for a case officer to fully assess and make a decision on a homeless application. Once a decision has been made, the case officer confirms this in writing. Midlothian Council’s homeless duty If a person is found to be unintentionally homeless with a local connection to Midlothian, the Council has a legal duty to provide them with permanent housing. If a person does not have connection to Midlothian, and the only other connection is to another Scottish local authority area, the Council has a duty to provide with permanent housing. Permanent housing includes a Council or Housing Association tenancy or a Private Residential Tenancy. To secure permanent accommodation as soon as possible, homeless applicants must choose all house types (house, tenement flat and four in a block) when applying for housing. Applicants are also encouraged to choose as many letting areas as possible and must select at least two from this list: • Bonnyrigg • Dalkeith • Gorebridge • Loanhead • Mayfield • Penicuik. Temporary accommodation If an applicant is assessed as homeless, Midlothian Council will provide temporary accommodation. This is also provided whilst a homeless application is assessed. Statistics Figure 8.1 below shows the annual number of homeless applications made to Midlothian Council since 2019/20. It shows that the highest number of homeless applications were assessed in 2023/24 (742 applications) which was a 28% increase from the previous year. Between 2021/22 and 2024/25 the number of homeless applications rose by 64%. Page 161 of 290
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56 Figure 8.1: Number of Homeless Applications in Midlothian 2019/20 – 2024/2526 Further analysis of the 2024/25 homelessness assessment decisions is shown in table 8.1 below. It shows that 672 applications (92%) were assessed as unintentionally homeless, 23 applicants (3%) lost contact with the council before an assessment and 15 applicants (2%) withdrew their applications before an assessment was made. Table 8.1: Midlothian Homelessness Assessment Decisions 2024/2527 Homelessness assessment decision No. of applicants Homeless – unintentional 672 Homeless – intentional 11 Threatened with homelessness – unintentional 1 Threatened with homelessness – intentional 0 Neither homeless nor threatened with homelessness 5 Applicant resolved homelessness prior to assessment 4 Ineligible for assistance 0 Lost contact before assessment 23 Withdrew application before assessment 15 Table 8.2 below illustrates the causes of homelessness in Midlothian in 2024/25. It shows that 353 (49%) of homeless applications have been because a person has been asked to leave their previous accommodation. A violent or abusive dispute within a household resulted in 86 (12%) homeless applications. A non-violent or abusive dispute resulted in 64 (9%) homeless applications. 26 Supporting documents - Homelessness in Scotland: 2023-24 - gov.scot 27 Midlothian Council HL1 0 100 200 300 400 500 600 700 800 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Page 162 of 290
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57 Table 8.2: Reasons for Homelessness, 2024/2528 Reasons For Homelessness Number of applications Asked to leave 353 Dispute within household / relationship breakdown: non-violent 64 Dispute within household: violent or abusive 86 Other action by landlord resulting in the termination of the tenancy 20 Other reason for leaving accommodation / household 55 Overcrowding 9 Other reason for loss of accommodation 2 Discharge from prison / hospital / care / other institution 22 Termination of tenancy / mortgage due to rent arrears / default on payments 36 Applicant terminated secure accommodation 11 Forced division and sale of matrimonial home 6 Loss of service / tied accommodation 11 Harassment 15 Fleeing non-domestic violence 35 Emergency (fire, flood, storm, closing order from Environmental Health etc.) 0 Figure 8.2 below, shows the age breakdown of homeless applicants presenting to the Council in 2024/25. It shows that there was a low proportion of homeless applications from people aged between 16 and 17 (19 applicants) and those over the age of 60 (29 applicants) whilst those aged between 26 and 59 formed the largest age group of applicants (489). A significant proportion of applicants (188) were younger people aged between 16 and 25. Figure 8.2: Homeless applications by age29 28 Midlothian Council HL1 29 Midlothian Council HL1 0 100 200 300 400 500 600 16-17 18-25 26-59 60+ Page 163 of 290
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58 In 2024/25, there were 725 homeless applications in Midlothian. As shown in figure 8.3 below, a slightly higher number of females submitted homeless applications than males. Figure 8.3: Homeless applications by gender30 Figure 8.4 below shows the composition of households who presented as homeless in Midlothian between 2021/22 and 2024/25. As in the past, single person households continue to have the highest proportion of homeless households in Midlothian. In 2024/25, 49% of applications were from single person households followed by 41% from single parent households. In comparison, couples with children (6%), couples without children (4%), other with children (0.3%) and other without children (0.1%) represented a small proportion of applicants. Figure 8.4: Homelessness by Household Type in Midlothian 2021/22 – 2024/2531 30 Midlothian Council HL1 31 Midlothian Council HL1 348 377 Male Female 0 50 100 150 200 250 300 350 400 single person single parent couple (without children) couple (with children) Other (with children) Other (without children) 2021/22 2022/23 2023/24 2024/25 Page 164 of 290
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59 Temporary Accommodation Midlothian Council can provide temporary accommodation in an emergency or crisis if an individual or family has nowhere else to stay. Midlothian Council uses a variety of temporary accommodation including around 325 furnished properties and 30 shared properties. Midlothian Council also has access to several specialist accommodation projects including accommodation for young people aged 16-25 and accommodation to provide support to some of the most vulnerable homeless applicants with complex needs. Temporary accommodation is made available to those who are assessed as unintentionally homeless until they have secured permanent housing. Figure 8.5 below shows the number of households living in temporary accommodation in Midlothian in the first quarter of the year between 2021 and 2025. It shows that temporary accommodation use was at its highest in 2021 (416 households) and has varied up and down since. Figure 8.5: Number of Households living in temporary accommodation in Midlothian Q1 2021 - 202532 Figure 8.6 below, shows the average case duration (in weeks) for unintentionally homeless priority need cases between 2021/22 and 2024/25 – the time taken between homeless assessment and case closure. The time taken to close cases has reduced dramatically; in 2021/22 cases took on average 98.48 weeks to close which dropped to 60.35 weeks by 2024/25. This is in part due to the ‘flipping’ of temporary accommodation to permanent accommodation; since 2019 Midlothian Council has offered households in temporary accommodation the opportunity to have their temporary accommodation converted to a permanent tenancy, where the property is suitable to be converted in this way. 32 Midlothian Council HL1 0 50 100 150 200 250 300 350 400 450 2021 2022 2023 2024 2025 Page 165 of 290
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60 Figure 8.6 Average case duration – unintentionally homeless, priority need The homeless statistics show that whilst the number of homeless cases is rising, the number of households in temporary accommodation is declining and the time taken to close unintentionally homeless priority need cases is reducing. This is in part due to actions stemming from Midlothian’s Rapid Rehousing Transition Plan. Midlothian’s Rapid Rehousing Transition Plan The following are key objectives from the Rapid Rehousing Transition Plan 2024/25: • Outcome 1: The supply of permanent accommodation for homeless households has increased. • Outcome 2: Where temporary accommodation is required, it is of a good standard with access to effective support. • Outcome 3: Homeless households with support needs are supported to access and maintain permanent accommodation • Outcome 4: Housing options and support is in place to prevent homelessness In order for the LHS and the Rapid Rehousing Transition Plan to be a success it is vital that the outcomes are closely aligned. There are key challenges to be addressed during the lifespan of both documents: 0 20 40 60 80 100 120 2021/22 2022/23 2023/24 2024/25 Midlothian’s vision for the Rapid Rehousing Transition Plan 2024/25 is: ‘An increased number of homeless households will obtain permanent accommodation; households will be able to access support to prevent homelessness and sustain their accommodation. Households will spend a reduced amount of time in temporary accommodation, and the average time to complete its homeless duty will reduce to 52 weeks’ Page 166 of 290
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61 • The number of households seeking homeless assistance during 2023/24 increased by 28% compared to 2022/23 and reflects an increase of 68% when compared to 2021/22 when homeless applications were at the lowest rate since the start of the RRTP. • Midlothian’s 2022/23 RRTP highlighted a sizable increase in the number of homeless applications from males who are single parents (a 143% increase compared to 2021/22) was reported. During 2023/24 the number of applications from this demographic increased again by 34%. • The number of people seeking homeless assistance because of domestic violence or other violence in the household increased from 64 in 2022/23 to 79 in 2023/24. 39 of those applications were from female households, 24 of which had children. • The number of people securing a Private Residential Tenancy reduced further in 2023/24, with only six homeless cases being closed after securing a tenancy of that type, reflective of the limited availability of this type of housing with rents which are within Local Housing Allowance rates. • People being asked to leave accommodation by the person they were staying with was the primary reason for seeking assistance from Midlothian Council during 2023/24, with an additional 139 applications compared to the previous year, an increase of 77%. To address these challenges the following activities have been identified within Midlothian Councils RRTP: • Increase number of Scottish Secure Tenancies allocated to homeless households in Midlothian • Fully implement updated Housing Allocations Policy • Review nominations agreement with RSLs to ensure homeless households are housed more quickly • Provide settled accommodation to homeless households in the private rented sector • Open Market Purchase Scheme to return former council housing units which are in demand to those on homeless list • Reduce the average number of weeks taken to close a homeless case • No homeless household will spend longer than two years in temporary accommodation • Ensure no breaches of the Unsuitable Accommodation Order • Reduce the average time spent in emergency family accommodation • Review supported accommodation to make sure it provides the services and support required • Ensure full compliance with the Temporary Accommodation Standards Framework published in April 2023 • Improve tenant satisfaction with the quality of temporary accommodation • Consider the recommendations of the Supported Housing Task and Finish Group and explore feasibility/possible options in Midlothian. • Ensure accommodation and support is available to those in crisis to ensure no rough sleeping occurs in Midlothian • Support people with a history of long-term homelessness with multiple/high support needs to access and sustain permanent housing Page 167 of 290
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62 • Continue to support improved health and wellbeing outcomes for homeless households through the Health and Homelessness Steering Group • Ensure compliance with SHORE standards is maintained • Revise working practices to ensure all individuals seeking Housing Options Advice/Homelessness Assistance are provided with a Personal Housing Plan to ensure early identification of support needs • Reduce the number of open homeless cases • Ensure people effected by cost-of-living crisis and/or rising energy costs are supported to maximise income and remain in their current accommodation • Make better use of the private rented sector by increasing the number of households given assistance to access a deposit • Continue to provide housing education courses in Midlothian Secondary Schools • Ensure a person-centred approach is taken to the delivery of all housing options, homelessness and tenancy management functions by having a trauma informed workforce • Roll out of the Housing Options Training tool kit to all appropriate staff teams • Continue work with the Edinburgh, Lothian’s and Border Housing Options HUB to identify and share best practice across the region, and to ensure joint working on homeless prevention activates • Reduce the number of evictions from RSLs following receipt of a Section 11 notice. Liaise with RSLs to develop joint working protocols based on the good practice identified through the North HUB. Develop a recording and monitoring framework to measure the effectiveness of the work • Develop an improved response to Section 11 Notices received from private landlords and mortgage lenders. Develop a recording and monitoring framework to measure the effectiveness of the work • Develop processes to improve the response to those at risk of being evicted from council tenancies in Midlothian • Develop pathways to prevent homelessness for groups who are predictably at highest risk of becoming homeless including, ensuring polices reflect the needs of vulnerable groups: - Women and children experiencing domestic abuse. - Young people - Individuals up to the age of 26 who were previously looked after by the local authority - Gypsy/travellers - Individuals with a history of offending - Individuals discharged from hospital • Develop partnership working with internal teams and third sector support providers to deliver more effective responses across all services • Monitor the effectiveness of prevention activities as set out in Single Midlothian Plan • Review Housing Advice availability in the Midlothian Council area including: - Review and develop bite sized housing options leaflets - Review housing options content on Midlothian Council website - Ensure housing options advice is accessible in a variety of settings i.e. libraries, GP surgeries, local Job Centre Plus Page 168 of 290
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63 • Ensure staff from a variety of partner agencies have a basic understanding of housing options advice and availability of other services in Midlothian through the delivery of awareness sessions • Develop a Midlothian Homeless Monitor Framework to measure impact of RRTP work, pressures on homelessness/housing and to identify opportunities for prevention • Introduce a revised framework to monitor quality/consistency of decision making and housing options work undertaken to prevent homelessness • Review Mutual Exchange process to improve customer journey, reduce staff time processing applications and reduce number of unsuitable applications received. Housing First Housing First provides someone with a home as quickly as possible and gives them access to intensive support to help them keep their home. It aims to reduce harm, maximise choice and encourage positive change. The Housing First approach is proven to end homelessness for around 80% of people with high support needs. This approach is underpinned by the seven Housing First principles: • People have the right to a home • Flexible support for as long as needed • Housing and support are separated • Individuals have choice and control • An active engagement approach is taken • The service is based on peoples strengths, goals and aspirations • A harm reduction approach is taken In 2023/24,18 people were accepted for Housing First in Midlothian. A total of 68 people have been accepted for Housing First since its launch in June 2020. While 10 tenancies have ended for a range of reasons there have been no evictions from a Housing First tenancy in Midlothian. Midlothian Council has ensured a multi-agency approach is taken to the delivery of Housing First. The Scottish Social Housing Charter on homelessness The Scottish Social Housing Charter sets out the standards that homeless people can expect from social landlords. Specifically, the charter states that Councils perform their duties on homelessness so that: ‘People who are homeless or at risk of homelessness get prompt and easy access to help, advice and information; are provided with suitable, good-quality temporary or emergency accommodation when this is needed; and are offered continuing support to help them get and keep the home they are entitled to.’ Midlothian Council prepares an annual assurance statement which confirms to tenants and the Scottish Housing Regulator that it complies with its duties, obligations and responsibilities placed on landlords set out in Chapter 3 of the Regulatory Framework. This includes that the Council: Page 169 of 290
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64 • Achieves all the standards and outcomes set out in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services • Complies with our legal obligations related to housing and homelessness, equality and human rights and tenants and resident safety. Youth Homelessness Midlothian Council launched a Youth Homeless Prevention and Support service in partnership with the Rock Trust on 1st February 2024. The service is available to young people aged 16 to 25 who are homeless or at risk of becoming homeless in Midlothian. The Midlothian House Project has been operating since July 2020. The project supports young people leaving care to establish their own home and live connected, fulfilled lives within the local community. Continuing support is provided through the project the ensure longer term tenancy sustainment. The Midlothian Champions Board was established by Midlothian Council’s Corporate Parenting Strategy. The group consists of young people and children who are currently or have had experience of being in foster care, kinship care, adoption, residential houses/schools, secure units or looked after at home on a Compulsory Supervision Order. Champions Board members use this platform to talk about and share their experiences and help to participate in Corporate Parenting Board Meetings. The platform allows Corporate Parents to learn from those with lived experience of care, so we can adapt practice, policy and procedure to improve the outcomes and wellbeing of all care experienced young people, now and in the future. The main themes and focus of the Champions Board are around Education, Employment, Health and Safety, Housing and Care, Communication & Relationships. Corporate Parenting The Children and Young People (Scotland) Act 2014 places corporate parenting as a statutory duty on local authorities and other key organisations. The act makes clear that any professional or organisation that has a role in the lives of care experienced children and young people, up to the age of 26, has a responsibility to fulfil and act upon in order to promote healthy development, safeguard wellbeing needs and uphold the rights of looked after children and care leavers. Midlothian Council committed seriously to the role of being a corporate parent many years ago and has continued to work hard to embed the concept through an accompanying corporate parenting strategy and plan33. Notwithstanding the wider Promise commitments, Midlothian Council remains fully committed to making sure care-experienced children and young people continue to experience high quality services which is underpinned in the following vision: 33 https://www.midlothian.gov.uk/site_search/results/?q=corporate+parenting+plan+2023 ‘All children, young people, adults and communities in Midlothian will be the best they can be. This will be achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, safety, equity, inclusion and lifelong learning’ Page 170 of 290
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65 Midlothian Council’s corporate parents are a group of skilled professional, individuals and partners who meet on a regular basis to agree and plan how to provide the best quality services and opportunities for children, young people and their families who become part of the ‘care’ system in Midlothian. The Promise In 2017, the Scottish Government commissioned the Independent Care Review to speak to infants, children and young people in care, and care experienced adults to learn more about and review the law, the systems and rules of the care system in Scotland. On 5th February 2020, The Care Review published seven reports with ‘The Promise’ providing a narrative and vision for Scotland in order to make the necessary changes and improvements to best support anybody with care experience. The Promise sets out five foundations with 80 action points for Scotland’s statutory agencies, local authorities and third sector agencies to implement and ensure that all of Scotland’s children grow up “loved, safe and respected”. Keeping the Promise in Midlothian is governed by The Midlothian Community Planning Partnership. The Midlothian partnership's current focus is delivering on the commitments and actions identified in Our Promise to Care Experienced Children and Young People (CECYP) in Midlothian 2022-203034 as part of our implementation roadmap from 2024 to 2030. The Midlothian partnership continues to drive forward the progress required to achieve the full ambition of the Promise by 2030. Asylum seekers Midlothian Council does not have a dedicated asylum seeker housing policy. Once asylum seekers have leave to remain status granted by the Home Office they can access benefits and homeless support like any other UK resident. Asylum seekers also have the right to work without restrictions and access to funding for education as any other UK resident. Support Needs There is a proportion of homeless households with supports needs in Midlothian and it is important that they are provided with this support. As noted in the RRTP action plan, Midlothian Council will continue to support improved health and wellbeing outcomes for homeless households through the Health and Homelessness Steering Group. The group is responsible for: • Undertaking a report in which homeless clients in Midlothian have shared their experiences of homelessness and access to health services • Developing an action plan to improve health services to homeless people in Midlothian • Maximising opportunities to prevent homelessness e.g. the hospital discharge project - hospital staff at the Infirmary contact the housing services team to plan the departure of people from their services. 34 Keeping The Promise documents | Keeping The Promise Page 171 of 290
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66 • Reviewing and improving service provision to ensure it meets the needs of homeless service users’ e.g. the CHIT nurse (Community Health Inequalities Team) visits supported temporary accommodation units to meet with clients. Housing support in Midlothian complements the legal requirements of the Housing Support Duty. Page 172 of 290
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67 Preventing and Addressing Homelessness in Midlothian - Initial Public Consultation Results In Spring 2025 we asked the public to consider what should be done to address and prevent homelessness in their area. The results were analysed with legitimate suggestions added to the other LHS recommendations found within this chapter. Preventing and Addressing Homelessness in Midlothian Aims: • Continue to repurpose empty shops and buildings for use by homeless people e.g. night shelters, cafes and conversion to homes • Improve access to employment support for homeless clients via the Transferable Skills Academy and the JETS Programme (Job Entry: Targeted Support) • Consider use of Compulsory Purchase Orders as last resort to bring empty homes back into use • Improve access to financial support for potentially homeless people to prevent evictions • Early intervention programs for at risk populations, including looked after young people and individuals exiting the criminal justice system • Improve access to supportive services e.g. mental health care and addiction treatment • Continue to monitor ‘Ask and Act Duty’ within the forthcoming Housing (Scotland) Act • Improve partnership working with Midlothian Child Poverty Working Group, underlining the importance of housing and homelessness prevention as a multi- agency concern • Increase number of Scottish Secure Tenancies allocated to homeless households in Midlothian • Fully implement updated Housing Allocations Policy • Review nominations agreement with RSLs to ensure homeless households are housed more quickly • Provide settled accommodation to homeless households in the private rented sector • Open Market Purchase Scheme to return former council housing units which are in demand to those on homeless list • Reduce the average number of weeks taken to close a homeless case • No homeless household will spend longer than two years in temporary accommodation • Ensure no breaches of the Unsuitable Accommodation Order • Reduce the average time spent in emergency family accommodation and explore feasibility/possible options in Midlothian. Page 173 of 290
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68 • Review supported accommodation to make sure it provides the services and support required • Ensure full compliance with the Temporary Accommodation Standards Framework published in April 2023 • Improve tenant satisfaction with the quality of temporary accommodation • Consider the recommendations of the Supported Housing Task and Finish Group • Ensure accommodation and support is available to those in crisis to ensure no rough sleeping occurs in Midlothian • Support people with a history of long-term homelessness with multiple/high support needs to access and sustain permanent housing • Continue to support improved health and wellbeing outcomes for homeless households through the Health and Homelessness Steering Group • Ensure compliance with SHORE standards is maintained • Revise working practices to ensure all individuals seeking Housing Options Advice/Homelessness Assistance are provided with a Personal Housing Plan to ensure early identification of support needs • Reduce the number of open homeless cases • Ensure people effected by cost-of-living crisis and/or rising energy costs are supported to maximise income and remain in their current accommodation • Make better use of the private rented sector by increasing the number of households given assistance to access a deposit • Continue to provide housing education courses in Midlothian Secondary Schools • Ensure a person-centred approach is taken to the delivery of all housing options, homelessness and tenancy management functions by having a trauma informed workforce • Roll out of the Housing Options Training tool kit to all appropriate staff teams • Continue work with the Edinburgh, Lothian’s and Border Housing Options HUB to identify and share best practice across the region, and to ensure joint working on homeless prevention activates • Reduce the number of evictions from RSLs following receipt of a Section 11 notice. Liaise with RSLs to develop joint working protocols based on the good practice identified through the North HUB. Develop a recording and monitoring framework to measure the effectiveness of the work • Develop an improved response to Section 11 Notices received from private landlords and mortgage lenders. Develop a recording and monitoring framework to measure the effectiveness of the work • Develop processes to improve the response to those at risk of being evicted from council tenancies in Midlothian • Develop pathways to prevent homelessness for groups who are predictably at highest risk of becoming homeless Page 174 of 290
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69 Preventing and Addressing Homelessness in Midlothian - Second Public Consultation Results In Autumn 2025 we asked the public to prioritise the housing challenges in Midlothian and 276 people responded. This section examines the results which relate to preventing and addressing homelessness in Midlothian. Figure 8.7 illustrates the responses when the public was asked how important it is for the Council to focus on reducing homelessness. It is clear that this is a priority with 94% of respondents choosing either ‘very important' or 'quite important’. Figure 8.7: How important do you think it is for the Council to focus on reducing homelessness? The aims of this LHS have been set using the public’s submissions received during the initial public consultation. The responses to the second public consultation have allowed Midlothian Council to prioritise actions within the Local Authority Outcomes Action Plan which can be found at the end of the document. 0 10 20 30 40 50 60 70 80 Very important Quite important Not very important Not at all important % • Develop partnership working with internal teams and third sector support providers to deliver more effective responses across all services • Monitor the effectiveness of prevention activities as set out in Single Midlothian Plan • Review Housing Advice availability in the Midlothian Council area • Ensure staff from a variety of partner agencies have a basic understanding of housing options advice and availability of other services in Midlothian through the delivery of awareness sessions • Develop a Midlothian Homeless Monitor Framework to measure impact of RRTP work, pressures on homelessness/housing and to identify opportunities for prevention • Introduce a revised framework to monitor quality/consistency of decision making and housing options work undertaken to prevent homelessness • Review Mutual Exchange process to improve customer journey, reduce staff time processing applications and reduce number of unsuitable applications received. Page 175 of 290
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70 9 Specialist Provision, Independent Living, Armed Forces, Key Workers and Gypsy/Travellers National Context The Scottish Government’s National health and wellbeing outcomes framework35 contains nine national health and wellbeing outcomes which apply to integrated health and social care. Health Boards, Local Authorities and the Integration Authorities work together to ensure that these outcomes are meaningful to people in their area. Outcome 2 states that ‘People, including those with disabilities or long term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community.’ People should be enabled to live independently with freedom, choice, dignity and control through the availability of specialist provision across all tenures. Specialist provision is accommodation and services that may be appropriate when mainstream housing does not meet an individual’s needs. This chapter of the LHS will demonstrate Midlothian Council’s understanding of local need for specialist provision of all types and the agreed approach to planning strategically for this need to ensure support for independent living, wherever possible, across all tenures. Consideration has been given to the specialist provision requirements for those of all ages, in all types of household, across all tenures, including: • Disabled people • People with learning disabilities • People who are vulnerable, frail, living with dementia, needing support to remain at home/living in the community • Gypsy/Travellers • Travelling Showpeople • People with autism • People with mental health problems • People with complex needs • People leaving supported accommodation – persons with convictions, looked after children, people with high support needs currently either in long term care in hospital or out of area placement, those discharged from hospital or a similar institution • People who require supported accommodation – e.g. at risk families, people who are homeless, those who cannot live independently • Young people transitioning to independent living for the first time • Ethnic minorities, including migrants, asylum seekers and refugees • Lesbian, gay, bisexual and transgender people 35 https://www.gov.scot/publications/national-health-wellbeing-outcomes-framework/pages/5/ Outcome - The needs of households with particular needs will be addressed and all households will have equal access to housing and housing services. Page 176 of 290
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71 Midlothian Context The Midlothian Health and Social Care Partnership’s Strategic Plan 2025-2028 contains the following: ‘The aim of integrated health and social care in Midlothian is to ensure that everyone has the support they need to live well for longer in the place of their choosing’. The Local Housing Strategy naturally coordinates with the Strategic Plan and as such, the Housing Contribution Statement sits within the plan and acts as a bridge between the two documents to explain how services align. This Local Housing Strategy has utilised a strong evidence base to assess the need for specialist provision including the EQIA process, Integration Authorities within the Health and Social Care Partnership and local intelligence. The Housing Need and Demand Assessment (HNDA3) provides a robust evidence base for housing and sets out the total additional future housing estimate over a 20 year period within the six South East of Scotland Local Authorities - City of Edinburgh, East Lothian, South Fife, Midlothian, the Scottish Borders and West Lothian. The HNDA3 informs the development of the Local Housing Strategy (LHS) and the SESplan Development Plans by providing accurate and reliable data enabling local authorities to develop long term strategic and robust views of housing need and demand. This includes households requiring specialist housing provision and identified five broad categories: • Accessible, adapted and wheelchair housing • Non-permanent housing (student housing/HMOs) • Supported provision • Care and support for independent living at home • Site provision This chapter will examine each category and the current level of that provision, the current level of need for that provision, any gaps in that provision and the future need for that provision and how this will be addressed. Accessible, adapted and wheelchair housing Table 9.1 below provides a definition of accessible, adapted and wheelchair housing. Table 9.1: Definitions of accessible, adapted and wheelchair housing Accessible An accessible home is one where the design and layout is free from barriers that might limit its suitability for households. An accessible home allows people with access requirement and/or mobility issues to live without barriers to their independence. It is sufficiently flexible and convenient to meet the existing and changing requirements of most households, where the interior fabric rather than the structure can be easily adapted to accommodate aids and equipment. It might include design features such as low-level access showers or wet rooms, kitchens with lower work surfaces, wider doorways, and level or ramped access to the garden or outside spaces. Accessible homes are purpose built to accessible standard. The term ‘accessible housing’ is not universally defined and can sometimes be interchangeable with ‘ambulant disabled’. Page 177 of 290
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72 Adapted An adapted property is usually described as one that was not originally designed with accessibility for those who use a wheelchair or have other mobility needs but has since been altered to accommodate these requirements. Scottish guidance defines adaptations as ‘Any alteration or addition to the structure, access, layout or fixtures of accommodation, and any equipment or fittings installed or provided for use in accommodation, for the purpose of allowing a person to occupy, or continue to occupy, the accommodation as their sole or main residence.’36 Households living in housing that is not designed with disability in mind, can access adaptations to ensure they can manage day-to-day tasks without having to move home. Adaptations are a delegated function to Health and Social Care Partnerships via the Public Bodies (Joint Working) (Scotland) Act 2014 for most local authorities in South East Scotland, although, each local authority is at different stages of the transition. Funding for adaptations in the homes of RSL tenants are not delegated. Although adaptions may have been made to a property, these may not be a permanent feature and may be removed / lost when the property becomes vacant. Wheelchair housing The Scottish Government defined wheelchair housing as homes suitable for wheelchair users to live in which should, as a minimum, comply with the design criteria indicated as a ‘basic’ requirement for wheelchair users, as outlined in Housing for Varying Needs (HfVN). The Scottish Government encourages local authorities to include the design criteria indicated as ‘desirable’ wherever possible. HfVN states that wheelchair accessible housing “is for people who use a wheelchair most or all of the time. The home will be level access throughout, have space for a wheelchair to circulate and access all rooms, a kitchen and bathroom that suits the occupant’s particular needs and fittings and services that are within reach and easy to use. Accessible Housing Scotland's National Planning Framework 4 (NPF 4) promotes improved accessibility in new builds by requiring planning authorities to set tenure-neutral wheelchair housing targets and expecting new developments to follow the principles of the Scottish Accessible Homes Standard. While NPF 4 sets the policy context, the detailed technical requirements for accessibility in new builds are being established through a review of the existing building standards, which will underpin the new Scottish Accessible Homes Standard. The Scottish Accessible Homes Standard is a new national standard to improve the accessibility and adaptability of homes in Scotland, driven by the Scottish Government’s Housing to 2040 strategy. The standard will require new homes to meet specific criteria to be more accessible from the start, rather than relying on later adaptations. It is intended to create a single set of standards for all homes, whether owner-occupied or rented, to better meet the needs of disabled people and an aging population. Key requirements and aims: 36 Adaptations, aids and equipment: advice note - gov.scot Page 178 of 290
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73 • Mandatory standard - The standard aims to introduce a single set of national quality and accessibility standards for all new homes, which will be incorporated into building regulations. • Wheelchair accessibility - A significant part of the standard requires a proportion of the bedrooms to be accessible to a wheelchair user. • Lifetime homes principles - The standard is also based on the "Lifetime Homes" principles, which include features like a level entrance and wider doorways to ensure a home can be adapted as a person's needs change over time. • Adaptability - The goal is to improve the supply of homes that are not only accessible but also adaptable, particularly for young disabled people who currently face a shortage of suitable housing. • Focus on new builds - The new standard is part of the building regulations for new homes, which will help ensure that homes are built with accessibility in mind from the outset, as opposed to retrofitting later. The Scottish Government issued a consultation, ‘Enhancing the accessibility, adaptability and usability of Scotland’s homes’ on 29 June 2023, which closed on 21 December 2023 with a view to develop updates to building standards and guidance which is expected to be introduced in early 2026. These new accessibility standards are expected to align with Housing for Varying Needs which is an established housing requirement for all new build social housing that forms part of the Midlothian Council’s house type standards as well as those of our affordable housing partners. Once the new Building Standards technical requirements for accessibility in new builds housing is published, Midlothian Council will review our house types to ensure compliance. Adapted Housing Midlothian Council’s Occupational Therapy Service work with adults, older people and children who have a physical, mental or learning disability, are frail or unable to manage activities of daily living, and their carers. The service helps people to remain independent in the community which may be required on a temporary basis or as a more permanent solution to long-standing difficulties. The type of help provided ranges from simple requests for information, equipment, minor adaptations to more major adaptations. The service works with people regardless of tenure type e.g. owner occupiers, Midlothian Council tenants etc. If someone requires a major adaptation, their housing tenure will affect the funding procedure. If a property is owned or privately rented the occupant(s) can apply for a Home Improvement Grant if an occupational therapist formally agrees upon the work required. If a home is rented from the council or housing association the landlord will normally fund the adaptation. Maintenance, removal and making good of adaptations is the responsibility of the homeowner/landlord. Table 9.2 below illustrates that 10.3% of Midlothian residents require adaptation(s) to their homes which is slightly below the Scottish average (12%). Page 179 of 290
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74 Table 9.2: Home requires adaptation(s) to go about daily activities37 Yes 10.3% No 89.7% Figure 9.1 further breaks down household requirements by tenure and illustrates the adaptations already in place in Midlothian. It shows that the installation of handrails is the most used adaptation, followed by a designed/adapted bathroom/shower and door entry installation. It is also clear that social rented sector tenants benefit from adaptations more than owner occupiers and private rented sector tenants which could imply differing availability and ease of installation between housing tenures. Figure 9.1: Home adaptations already in place by housing tenure38 37 Scottish Household Survey 2023 38 Scottish Household Survey 2023 0 5 10 15 20 25 30 35 40 45 Owner occupied Private rented Social rented LHS Recommendation: Improve public awareness of adaptation procedure for owner occupiers and Private Rented Sector Investigate options to improve adaptations procedure for all housing tenures Page 180 of 290
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75 Wheelchair Accessible Housing In March 2022 Midlothian Council carried out a resident survey prior to setting Wheelchair Accessible Housing Targets. Survey results have enabled the local authority and RSL partners to prioritise building ‘specialist provision’ housing in areas highlighted by respondents including Bonnyrigg, Dalkeith, and Gorebridge. The survey results also illustrated that certain housing characteristics should be prioritised: • House types – bungalows and houses • Tenure – owner occupancy and social housing (LA and RSL) • Type – Midlothian Council specialist provision unit types are determined by community health specialists • Size – two and three-bedroom properties Midlothian Council set Wheelchair Accessible Housing Targets of 20 per annum between 2022/23 and 2027/28. Fifty percent of these should be provided by the private sector. Since August 2022 Midlothian Council has completed eight specially adapted properties, 52 wheelchair accessible properties, eight wheelchair homes and six ambulant disabled specialist homes with wet floor showers. In total 74 wheelchair accessible homes have been completed by the local authority. The most recent SHIP contains details of a further 37 Midlothian Council wheelchair accessible homes as shown in table 9.3 below. Table 9.3: Midlothian Council Wheelchair Accessible Homes Town No. of homes House type Easthouses 6 Bungalows Easthouses 14 Cottage flats – wet floor showers Gorebridge 13 Bungalows – extra care Gorebridge 4 Cottage flats – wet floor showers Penicuik 1 Bungalow Progress made towards meeting the private sector target is being monitored via the Local Development Plan draft process. Housing Associations/RSL wheelchair accessible homes are in demand, those with active new build programmes are required to provide regular updates on their wheelchair accessible homes programme. What is Telecare? Telecare or Midcare is a community alarm scheme which enables people to live independently in their own homes and allows a quick response if someone needs help. Telecare can be used in a variety of ways, such as raising alarm in the event of deterioration in movement, health, flooding, fire etc. and preventing wandering. Research has shown that the effective use of Telecare and other ways of support, such as Telehealth, results in a reduction in mortality rates, emergency hospital admissions and length of stays in hospitals. Midcare currently costs £5.05 per week and is available to anyone of any age who is disabled, has a medical condition that would benefit from the service or who is vulnerable or frail. LHS Recommendation Housing Associations/RSLs to include a minimum of 5% wheelchair accessible homes in annual Strategic Housing Investment returns to Midlothian Council Page 181 of 290
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76 Non-permanent Housing Non-permanent housing plays an important role in meeting a range of housing needs, including for transient populations and those in crisis requiring temporary housing until more settled accommodation can be provided. The categories of people living in non-permanent housing include homeless people, people fleeing from domestic abuse, asylum seekers / refugees, people leaving care settings or institutions and students. Midlothian’s homelessness and looked after provisions were reported in the previous chapter. Midlothian has approximately 44 student accommodation bedspaces which satisfy known demand. Supported Provision Whenever possible, specialist provision should enable a person to live independently in their own home. However, in certain circumstances, such as concern over safety, the ability to manage alone or the level of care that is required, supported accommodation may be a more appropriate environment to support an individual to live safely and achieve their personal outcomes. There are various existing sheltered housing and retirement housing complexes in Midlothian as shown in table 9.4 below. Table 9.4: Supported housing provision Type of supported provision Property Landlord No. of units Amenity Housing Dalkeith - Normandy Court Midlothian Council 38 Amenity Housing Loanhead - Canmore Court Midlothian Council 12 Amenity Housing Newtongrange - Arroll Place Midlothian Council 22 Wheelchair Housing Bonnyrigg - Chesters View Midlothian Council 14 Wheelchair Housing Danderhall - Angres Court Midlothian Council 7 Wheelchair Housing Easthouses - Easthouses Court Midlothian Council 12 Wheelchair Housing Newtongrange - Dean Park Court Midlothian Council 9 Wheelchair Housing Penicuik - Vaucluse Place Blackwood HA 10 Retirement Housing Bonnyrigg - Regal Lodge Places for People 35 Retirement Housing Bonnyrigg - Moorfoot Court Bield HA 24 Retirement Housing Dalkeith - Glenesk House Viewpoint 35 Retirement Housing Dalkeith - Whitehill Lodge Bield HA 26 Retirement Housing Gorebridge - Emily Court Bield HA 28 Retirement Housing Mayfield - Salisbury View Places for People 42 Retirement Housing Newtongrange - St Anne’s Places for People 35 Retirement Housing Penicuik - Baldwin Court Bield HA 34 Retirement Housing Penicuik - Heinsberg House Places for People 36 Retirement Housing Roslin - Ross Glen Court Places for People 24 Extra Care Housing Loanhead - Hawthorn Gardens Trust HA 35 Extra Care Housing Penicuik - Cowan Court Midlothian Council 32 Page 182 of 290
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77 Figure 9.2: Midlothian Council Extra Care Housing at Cowan Court, Penicuik Care and Repair Undertaking a feasibility study of delivering Care and Repair Services in Midlothian was a commitment in the Local Housing Strategy 2021 – 2026. This commitment will be carried forward, building on the progress made by the Gorebridge Development Trust’s Handy People project. Gypsy/Traveller Site provision In August 2024 the Strategic Needs Assessment for Gypsy/Traveller Accommodation in Midlothian39 was published. The report evaluates Gypsy/Traveller accommodation options which meet need and demand based on current guidance and stakeholder data and includes recommendations on future housing provision(s) for Gypsy/Travellers in Midlothian. Midlothian officers have historically found there is limited evidence on the experiences of Gypsy/Travellers living in the area and it is likely that the community is under-reported due to historical and current fears of discrimination and stigma. The actual number of Gypsy/Travellers is thought to be higher than reported both internally and externally. The strategic needs assessment recommended several 39 Housing strategy documents | Strategic Needs Assessment for Gypsy/Traveller Accommodation in Midlothian LHS Recommendation Undertake feasibility study of replicating Handy People business model in other Midlothian areas Page 183 of 290
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78 actions to improve communication between parties thus allowing a stable needs and demand assessment to be included during the development of the Local Development Plan 2: • Authorise Midlothian Council officers to seek an early termination of the Whitecraig site lease with Buccleuch Property Estate Office. • If demand exists, any future Gypsy/Traveller housing provision should have five or more pitches for both short- and longer-term use. • Midlothian Council to agree a formal unauthorised encampment process between colleagues from housing, education, health, social work and Police Scotland. • Midlothian Council to develop a code of conduct for those living on unauthorised sites to be highlighted and discussed as part of initial site visits. • Commence discussions between Midlothian Council, University of Edinburgh and Police Scotland to ensure future unauthorised sites are managed following Scottish Government guidance. • Any future Gypsy/Traveller site search can be undertaken through the development of the LDP2 Proposed Plan which will allow a decision to be taken on whether a site is needed through LDP2 preparation. • If evidence suggests that a site is required, touring caravan facilities should be considered. Work to implement these recommendations is underway. The Local Development Plan 2 will include details of any proposed Gypsy/Traveller provision and is due to be adopted in early 2027: Midlothian Local Development Plan 2 | Development plans and policies | Midlothian Council Travelling Showpeople There is no evidence of Travelling Showpeople households within Midlothian, and for this reason the Strategy has not provided information or actions in relation to these households. Scotland’s Census 2022 categorised Travelling Showpeople as a distinct identity for the first time however published census results have not included information on this community. If more information becomes available, this will be reported on in future Local Housing Strategy updates. Armed Forces Communities Research conducted into the housing needs of ex-personnel indicates armed forces, and their families, have specific housing needs that require support. For example, ex-service personnel are more vulnerable to homelessness than the population at large, and professional pressures can present problems for finding stable housing for soldiers and their families as they may move frequently to new postings. Glencorse Barracks is located just outside of Penicuik with the housing needs of armed forces included within the Midlothian Council Housing Policy. Applicants who are discharged from HM Armed Forces are assessed under the terms of the Homelessness etc. (Scotland) Act 2003. Appropriate points are awarded three months prior to discharge. Serving members of HM Armed Forces who have lived in Page 184 of 290
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79 Midlothian Council area prior to joining the forces, or who have a spouse or partner who have lived in Midlothian Council area prior to enlistment date, or where the applicant or family have been resident in Midlothian Council area for at least 3 years while on service will receive Forces points on their application at 1 point awarded for each 2 months from the date of enlistment. Further housing options are included in the Armed Forces service leaver guide to Midlothian: Armed Forces Community Covenant | Armed forces service leaver guide to Midlothian The Lothian’s Veterans Centre was included within the stakeholder consultation and engagement process of the LHS. Key Workers The provision of housing for key workers can assist in the employment and retention of people vital both to the delivery and improvement of essential local services. To help establish need and to understand the type/tenure and the most appropriate location for the housing, Midlothian Council will work closely with local employers across the public sector and with local employability leads to discuss the level of current and future local employment opportunities. Whilst studies indicate that there is a lack of affordable housing for key workers across Scotland and the Scottish Borders40, a Key Worker Homes in Midlothian report detailing current and future housing need and demand is required and will assist future key worker housing options. In particular Shawfair’s proximity to the Edinburgh Royal Infirmary naturally makes it an ideal settlement for key workers and Midlothian Council could consider various housing options including: • Promoting key worker mortgage schemes41 • Utilising the Scottish Government’s Rural Affordable Homes for Key Workers Fund • Future Mid-Market Rent projects let to key workers via Local Lettings Initiatives 40 Key Worker Homes in the South of Scotland 41 What is a key worker mortgage, and do you qualify? | Public Sector Mortgages What is the Midlothian Armed Forces Covenant? For Midlothian Council, NHS Lothian and partner organisations, the Community Covenant presents an opportunity to bring their knowledge, experience and expertise to bear on the provision of support services, help and advice to members of the Armed Forces Community. For the Armed Forces Community, the Covenant encourages the integration of service life into civilian life and encourages members of the Armed Forces to help their local community. The Midlothian Armed Forces Covenant Action Plan is currently being updated and will be available on the Midlothian Council website when it is completed. Page 185 of 290
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80 Prison Leavers Midlothian Council is committed to meeting the Sustaining Housing On Release for Everyone standards (SHORE). These standards aim to ensure a person’s housing needs are identified at the earliest opportunity. This helps to support successful reintegration to the community on release, not just through meeting their housing needs, but also improving their access to other public services and supporting their desistence from future offending. Midlothian Council established a multi-agency group in November 2019 to ensure all people due to be released by the Scottish Prison Service within the next three months have identified housing options available for them at the time of liberation. The working group meets on a fortnightly basis and is comprised of representatives from Housing, Justice, Substance Misuse Service as well as third sector support providers including Change Grow Live, New Routes, and the Scottish Association for the Care and Resettlement of Offenders (SACRO). Through its work with this group Homelessness Officers can contact people at the earliest opportunity prior to release to identify suitable housing solutions and any additional support needs that need to be met. This project has resulted in accommodation being provided on release for all people where prior notification of liberation has been received from the Scottish Prison Service. Ethnic Minorities Due to the consultation and engagement process carried out for this Local Housing Strategy, Midlothian Council understands and will consider any additional needs of ethnic minorities on a case-by-case basis. Officers will consider the needs of ethnic minority families for homes suitable for larger/extended family groups and will consider other specific cultural needs on a case-by-case basis. The Open Market Purchase Scheme targets homes of a particular size and location when required and in 25/26 will focus on properties for larger families who require 3+ bedrooms. The Council will consult TPAS’ Ethnic Minority Voices in Tenant Engagement Report and will refer to its recommendations when planning the next Tenant Participation Strategy. Focussed work, engaging with ethnic minority residents on housing matters will assist both residents and council staff. LHS Recommendation: Prepare a Key Worker Homes in Midlothian report detailing current and future housing need and demand to steer key worker housing options LHS Recommendation: Open Market Purchase Scheme to target homes of a certain size and location when required The Council to refer to TPAS’ Ethnic Minority Voices in Tenant Engagement Report when planning the next Tenant Participation Strategy (due in 2027) Page 186 of 290
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81 Households with a Learning Disability and/or Complex Needs The housing needs of households with specific conditions will vary according to their specific requirements. Whilst many tenants with disabilities and/or complex needs are housed in general needs accommodation, there are 58 specially built new homes in Midlothian for those who require additional support. Table 9.5: Housing Developments for those with complex needs Development Town No. of units Landlord Teviot Court Penicuik 12 Midlothian Council St. Cuthbert’s Bonnyrigg 46 Midlothian Council In March 2025, the Neurodivergency in Housing Group was established to explore the challenges faced by neurodivergent individuals, both applicants and tenants, within the housing system. The group aims to identify areas for improvement across housing services delivered by Local Authorities and Housing Associations, with a focus on enhancing the overall experience for neurodivergent people. This includes not only refining the application process but also implementing supportive measures to help individuals thrive in their homes. Following public feedback during the initial LHS consultation, it is recommended that Midlothian Council officers join this group to help improve the authority’s delivery of housing services towards people who are neurodivergent. Housing for people with a mental health problem In addressing the needs of those with a mental health problem, this LHS has made use of the Public Health Scotland’s Good Mental Health for All42, which advocates how effective multi-agency working can improve mental health and wellbeing. The document states that an environmental factor which can determine our mental health is ‘good-quality, affordable, safe housing’ and the physical housing quality can affect inequalities in: • Wellbeing • Healthy life expectancy • Morbidity • Mortality This Local Housing Strategy acknowledges that local partnerships should share knowledge and understanding of how physical environment impacts on mental health and wellbeing across a range of partners. Midlothian Council Housing is a partner member of the Midlothian Mental Health Strategic Planning Group and uses this group to share knowledge and understanding with other partner agencies including the NHS, Penumbra, Social Work colleagues and Health in Mind. 42 Resources and publications - Our approach to mental health - Public mental health - Population health - Public Health Scotland LHS Recommendation: Midlothian Council to become an active member of the Neurodivergency in Housing Group Page 187 of 290
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82 In November 2025 the Midlothian Health and Social Care Partnership updated their report ‘24/7 Supported Housing Need for Individuals with Complex Mental Health Needs’. The report examines the need for specialised housing in Midlothian for individuals with severe mental illness and complex needs, emphasising the importance of long-term, community-based solutions to support recovery. The Partnership estimates that between 15 and 20 individuals require 24/7 supported accommodation. Improving Specialist Housing Provision - Initial Public Consultation Results In Spring 2025 we asked the public to consider what would improve the specialist housing provision in their area. The results were analysed with legitimate suggestions added to the other LHS recommendations found within this chapter. Improving Specialist Housing Provision in Midlothian Aims: • Improve public’s awareness of House Exchange scheme as a potential aid to those with specific housing requirements • Deliver Mixed Tenure Strategy recommendations to expand housing provision beyond traditional council accommodation • Promote Open Market Shared Equity Scheme which helps priority access groups (including armed forces veterans, the elderly, the disabled) to buy a home without having to fund its entire cost • Implement online housing allocation portal allowing customers to view housing application status • Monitor progress of ‘No Wrong Door Scotland’ approach which is testing out how to create cross-sector, integrated services in four council areas, with local results informing a blueprint for joined-up service delivery nationwide • Relevant staff to undertake NHS Scotland ‘Good Conversations’ Learnpro modules • Improve public awareness of adaptation procedure for owner occupiers and Private Rented Sector • Investigate options to improve adaptations procedure for all housing tenures • Housing Associations/RSLs to include a minimum of 5% wheelchair accessible homes in annual Strategic Housing Investment returns to Midlothian Council • 10 wheelchair accessible homes per year to be provided by the private housing sector • Business Gateway Midlothian to help resolve Handy People’s insurance/liability hinderances • Handy People to act as pilot Care and Repair Service for Gorebridge area LHS Recommendation: Midlothian Health and Social Care Partnership to liaise with Midlothian Council officers to progress actions stemming from the 24/7 Supported Housing Needs for Individuals with Complex Housing Needs Report Page 188 of 290
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83 Improving Specialist Housing Provision in Midlothian - Second Public Consultation Results In Autumn 2025 we asked the public to prioritise the housing challenges in Midlothian and 276 people responded. This section examines the results which relate to improving specialist housing provision in Midlothian. Figure 9.3 illustrates the responses when the public was asked how important it is for the Council to focus on supporting independent living for older people. It is clear that the public find this important with 98% of respondents choosing either ‘very important’ or ‘quite important’. Figure 9.3: How important is it for the Council to focus on supporting independent living for older people? 0 10 20 30 40 50 60 70 Very important Quite important Not very important Not at all important % Improving Specialist Housing Provision in Midlothian Aims: • Undertake feasibility study of replicating Handy People business model in other Midlothian areas • Implement recommendations of Strategic Needs Assessment for Gypsy/Traveller Accommodation in Midlothian • Social housing providers to consider the provision of homes for key workers which could be let directly to employers e.g. NHS using Local Lettings Initiatives • Midlothian Council to become an active member of the Neurodivergency in Housing Group • Midlothian Health and Social Care Partnership to liaise with Midlothian Council officers to progress actions stemming from the 24/7 Supported Housing Needs for Individuals with Complex Housing Needs Report Page 189 of 290
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84 Figure 9.4 illustrates the responses when the public was asked how important it is for the Council to focus on providing suitable homes for people with disabilities or health conditions. It is clear that the public find this important with 97% of respondents choosing either ‘very important’ or ‘quite important’. Figure 9.4: How important is it for the Council to focus on providing suitable homes for people with disabilities or health conditions? The aims of this LHS have been set using the public’s submissions received during the initial public consultation. The responses to the second public consultation have allowed Midlothian Council to prioritise actions within the Local Authority Outcomes Action Plan which can be found at the end of the document. 0 10 20 30 40 50 60 70 80 Very important Quite important Not very important Not at all important % % Page 190 of 290
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85 10 Fuel Poverty, Energy Efficiency and Climate Change Climate change, fuel poverty and energy efficiency are intrinsically linked. Both climate change and fuel poverty can be tackled at the same time but whilst energy efficiency of property can affect both fuel poverty and climate change, fuel poverty is fundamentally a social issue which has more than one underlying cause. Tackling fuel poverty requires all the underlying causes to be addressed. The key link between climate change and fuel poverty is that fossil fuels are polluting the environment as well as increasing in cost, which subsequently increases energy bills. Fuel poverty and climate change are both exacerbated by housing that is not energy efficient and / or not well insulated. Making our homes more energy efficient and tackling fuel poverty, ensuring that people do not have to pay such large energy bills, will help mitigate climate change and promote health and wellbeing. Local authorities have a significant part to play in ensuring that people are able to live in warm, dry, energy efficient, low carbon homes which they can afford to heat. National Context The Fuel Poverty (Targets, Definition, and Strategy) (Scotland) Act 201943 introduced a statutory target for reducing fuel poverty, by 2040 no household in Scotland is in fuel poverty and, in any event, no more than 5% of households in any Local Authority areas in Scotland are in fuel poverty; no more than 1% of households in Scotland are in extreme fuel poverty; and the median fuel poverty gap of households in fuel poverty in Scotland is no more than £250 (2015 prices before adding inflation). The Fuel Poverty (Targets, Definition and Strategy) (Scotland) Act 2019 established a two-part definition whereby a household is considered fuel poor if: • after housing costs have been deducted, more than 10% (20% for extreme fuel poverty) of their net income is required to pay for their reasonable fuel needs; and • after further adjustments are made to deduct childcare costs and any benefits received for a disability or care need, their remaining income is insufficient to maintain an acceptable standard of living, defined as being at least 90% of the UK Minimum Income Standard (MIS). In 2023, 861,000 households (34% of all households) were estimated to be in fuel poverty, of which 491,000 (19.4% of all households) were in extreme fuel poverty. The median fuel poverty gap (adjusted for 2015 prices) for fuel poor households was £960. Overall rates of fuel poverty differed between the social (61%) and private 43 Fuel Poverty (Targets, Definition and Strategy) (Scotland) Act 2019 Outcome - Housing in all tenures will be more energy efficient and fewer households will live in, or be at risk of, fuel poverty Page 191 of 290
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86 sector (25%). Households in the social sector were more likely to be in extreme fuel poverty (32%) compared to households in the private sector (15%)44. ‘Fuel poverty and extreme fuel poverty have a strong association with income, with rates increasing as annual household income decreases. For example, 96% of households with an annual income less than £15,000 were in fuel poverty compared to 58% of households earning between £15,000 and £24,999 annually……. For both fuel poor and extreme fuel poor households, the lowest rates of fuel poverty are associated with higher energy efficiency standards’ – Scottish House Condition Survey 2023 The Scottish Government’s Energy Efficient Scotland Route Map45 sets out the journey that homes, businesses and public buildings will take to become more energy efficient. It outlines the support available from the Scottish Government to help owners transform their properties and proposes minimum energy efficiency standards for the private and social rented sectors by 2030. The Climate Change (Scotland) Act 2009 was amended by the Climate Change (Emissions Reduction Targets) (Scotland) Act 2019, setting Scotland’s emissions reduction targets to net zero by 2045. The Climate Change (Emissions Reduction Targets)(Scotland) Act 2024 introduced the framework for a carbon budget-based approach for setting emissions reduction targets with the targets scheduled to be set in 2025. Midlothian Context Midlothian Council acknowledges that a household’s greenhouse gas emissions are influenced by: • Property Condition - houses in disrepair are harder to keep warm and therefore use more energy. • Energy Efficiency - energy inefficient houses use more energy to heat than more efficient properties. Insulation of lofts/roofs, walls, floors, pipework, more efficient windows, draught proofing and better heating controls can all improve the efficiency of a property or the ability of a household to only use energy when it is needed. The age and maintenance of heating devices, such as gas boilers also affects their efficiency and emissions levels. The properties with the poorest energy efficiency ratings (EPC G & F) should be improved urgently. • Fuel - the type of fuel used in a property can affect its greenhouse gas emissions. Oil fuelled heating has higher emissions than gas, whilst low carbon or renewable heat sources, e.g. heat pumps, biomass, solar thermal, have even lower carbon emissions. To achieve net zero greenhouse gas emissions, it is likely that fossil fuels will have a severely reduced role in space and water heating in future. • Individuals Behaviour - the way people use and run their homes affects carbon emissions, e.g. inefficient use of a heating thermostat/programmer, using unnecessary lighting. 44 https://www.gov.scot/publications/scottish-house-condition-survey-2023-key-findings/pages/3-fuel- poverty/ 45 https://www.gov.scot/publications/energy-efficient-scotland-route-map/ Page 192 of 290
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87 Midlothian’s Climate Change Strategy Midlothian Council declared a climate change emergency in December 2019. The resulting strategy46 sets out a plan, including commitments and actions, to deliver the Council’s aspiration of being carbon neutral by 2030. The strategy focuses on key themes including • Energy Efficiency • Recycling & Waste • Sustainable Development • Sustainable Travel • Business Processes • Carbon Management The themes provide a framework for action and contain several commitments - some reflecting existing strategies and plans and others promoting best practice. These include a commitment to: • Establish a Climate Change Citizens' Assembly • Raising awareness of climate change and promoting individual and collective action to combat it and make Midlothian "A Great, Green Place to Grow" • Using green energy to heat and light our estate buildings, making them as energy efficient as possible • Increasing our recycling rates and reduce waste • Expanding our electric and ultra-low carbon vehicle fleet • Adopting the Passivhaus building standard and incorporating "green" and "blue" infrastructure as standard design principles for new development • Investigate the feasibility of Zero Carbon Development Zones • Delivering the Shawfair low carbon community heating system and investigating options to develop heat networks across the county • Accelerating development of the Midlothian Active Travel Network including cross-boundary connections for longer distance commuting and leisure routes • Accelerating organisational change to extend home working and reduce the need to travel to work. Passivhaus Passivhaus, literally passive house in English, refers to buildings created to rigorous energy efficient design standards so that they maintain an almost constant temperature. Passivhaus buildings are so well constructed, insulated and ventilated that they retain heat from the sun and the activities of their occupants, requiring very little additional heating or cooling. Midlothian Council adopted the Passivhaus Standard with the first Passivhaus development completed in 2023. Other completions have followed with the development details highlighted in table 10.1 below. 46 Climate Change Strategy | Midlothian's Climate Change Strategy 2020 Page 193 of 290
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88 Table 10.1: Midlothian Passivhaus Developments Town No. of units Completion Developments Completed Burnbrae, Bonnyrigg 20 2023 St Cuthberts, High St, Bonnyrigg 20 2024 Normandy Drive, Dalkeith 2 2024 Buccleuch St, Dalkeith 6 2024 Developments In Progress Morris Road, Newbattle 90 2026 Polton Street, Bonnyrigg 46 2026 The application of the passivhaus standard to Council house building has been paused as we undertake a cost/benefit analysis and the Scottish Government works to introduce a new passivhaus standard for Scotland which is to be applied through Building Standards. Midlothian Energy Limited Midlothian Energy Limited (MEL), is a 50/50 joint venture between the council and Vattenfall Heat UK (part of Swedish energy company Vattenfall AB). Established in 2020, MEL plays an important role in helping Midlothian reach its goal of net zero emissions by 2045. MEL is developing low carbon energy projects valued at £145 million, including a new flagship energy centre which opened in November 2024. The MEL Energy Centre captures low carbon heat from the Millerhill Recycling and Energy Recovery Centre and uses this to supply over 3,000 homes, education and retail properties in a district heating network in the new town at Shawfair and beyond. MEL’s updated business plan includes expanding the MEL heat network, which benefitted from a £7.3 million Scottish Government grant into existing buildings in Midlothian and into Edinburgh. By the end of 2025, 100 new homes will be connected to the network. District heating does not rely on fossil fuels and is therefore less affected by current wholesale energy cost inflation, and protects customers from market volatility, securing long-term lower prices for reliable heat supply. Collaboration between Scottish Government, Vattenfall, Midlothian Council, FCC Environment and Shawfair LLP will harness heat that would otherwise be wasted to supply the district heating network. • This initial phase of the project, supplying heat to Shawfair, is expected to save over 2,500 tonnes of CO2 per year, the equivalent of taking 1,200 cars off the road. • Vattenfall’s modelling suggests the heat networks in Midlothian could reduce emissions by up to 90% in comparison to individual gas boilers fitted in every home. • At present, 86% of Scottish households rely on fossil fuels to keep warm, highlighting the scale of the challenge for the low-carbon heat transition. • MEL’s strategy is capable of supplying heat to the equivalent of 170,000 homes in Midlothian, Edinburgh and East Lothian by 2050. Page 194 of 290
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89 • These future projects will see district heating networks grow and combine other sources of waste heat creating a network similar in scale to those delivered by Vattenfall in major European cities. • The Millerhill recycling and energy recovery centre (RERC) was developed to help Midlothian and Edinburgh City councils divert 155,000 tonnes of waste from landfill each year. The site is a key component in the councils’ commitment to helping to reach the Scottish Government’s Zero Waste target. • Economic modelling by Vattenfall estimates 900 jobs through direct employment and the wider supply chain will be created by 2050, thanks to the venture. Fuel Poverty in Midlothian As stated earlier, Scottish legislation defines a household as fuel poor if: • more than 10% (20% for extreme fuel poverty) of net income is required to pay for their reasonable fuel needs after housing costs have been deducted • the remaining household income is not enough to maintain an acceptable standard of living, defined as at least 90% of the UK Minimum Income Standard (MIS) once childcare costs and disability or care benefits are deducted This section will examine fuel poverty in Midlothian, the actions underway to help alleviate it and in doing so, uncover new aims for this Local Housing Strategy. To provide statistics for a similar sized area with a comparable population, local authorities can be broken into data zones. This is normally done with census results, and it is also used to provide fuel poverty data. There are 115 data zones in Midlothian with table 10.2 below combining the zone data for each area. Analysis of this table shows there is a 20% probability that the residents of Midlothian are living in fuel poverty. These levels range greatly from a 10% probability in Newbattle and Dalhousie data zone 7 to a 30% probability that the residents in Newtongrange data zone 5 are living in fuel poverty. The Midlothian areas with the highest probability of residents living in fuel poverty are Dalkeith (24%), Easthouses (23%), Thornybank (23%), Mayfield (23%), North Gorebridge (23%) and Gorebridge and Middleton (23%). The areas with the lowest probability of residents living in fuel poverty tend to be more affluent with low numbers of social housing. Table 10.2: Probability of fuel poverty by area47 Midlothian Area Probability of Fuel Poverty Rural South Midlothian (4 data zones) 18% Penicuik (20 data zones) 18% Pentland (3 data zones) 17% Newbattle and Dalhousie (9 data zones) 14% Eskbank (6 data zones) 12% Pathhead and Rural East Midlothian (7 data zones) 19% Roslin and Bilston (5 data zones) 21% Straiton (4 data zones) 22% Loanhead (5 data zones) 22% 47 Energy Savings Trust Home Analytics Data Page 195 of 290
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90 Bonnyrigg (14 data zones) 21% Shawfair (5 data zones) 22% Thornybank (5 data zones) 23% Dalkeith (4 data zones) 24% Easthouses (4 data zones) 23% Mayfield (6 data zones) 23% Newtongrange (6 data zones) 22% North Gorebridge (3 data zones) 23% Gorebridge and Middleton (5 data zones) 23% Midlothian average 20% Energy Efficiency Standard for Social Housing (EESSH) The Scottish Government introduced the Energy Efficiency Standard for Social Housing (EESSH) to improve the energy efficiency of social housing in Scotland and to help reduce energy consumption, fuel poverty and the emission of greenhouse gases. EESSH and EESSH2 set milestones requiring all social housing to meet Energy Performance Certification B or above by 2032 with no social housing below EPC Band D to be re-let from December 2025. These milestones have been suspended pending publication of the new Social Housing Net Zero Standard (SHNZS). Midlothian Council has continued work to improve the energy efficiency of its stock by prioritising areas on the following criteria. • Average fuel poverty (% per data zone) • SIMD (Scottish Index of Multiple Deprivation) data • Property energy cost efficiency – Energy Performance Certificate EE score • Property fabric energy efficiency - space heating demand Table 10.3 below illustrates Midlothian Council’s EESSH2 programme for 2025/26. Table 10.3: Midlothian Council EESSH2 Programme Project Name Measures Properties Cuikenburn External Wall Insulation & Solar Photovoltaic Battery 40 Auchendinny/Bilston External Wall Insulation & Solar Photovoltaic Battery 151 Area-wide Solar Photovoltaic Battery & Air Source Heat Pumps 134 Rosewell Solar Photovoltaic Battery & Air Source Heat Pumps 98 LHS Recommendation: Create a retrofit delivery roadmap Consider a local retrofit advice hub or one stop shop for residents LHS Recommendation: Increase public awareness of Income Maximisation Officers at Dalkeith and Penicuik Citizens Advice Bureaux Page 196 of 290
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91 Midlothian Council endeavours to adopt a place-based approach to understanding and addressing the wider inequalities that shape residents’ experience of housing, fuel costs and energy efficiency. Using fuel poverty data zones and SIMD indicators alongside local place knowledge, we prioritise investment in areas where households face the highest likelihood of fuel poverty; however, while this approach guides decision‑making, it is not always possible to target improvements exclusively to the highest risk data zones due to housing stock type, technical feasibility and programme delivery constraints. To ensure fairness and maximise impact, fuel poverty probability, SIMD deprivation levels, and fabric efficiency indicators are all used to guide EESSH planning and phasing, enabling the Council to direct energy efficiency measures to communities where they are most needed while still delivering improvements across our wider stock. This approach ensures that upgrades - such as external wall insulation, solar PV, and heat‑pump installations – contribute both to reducing the energy burden on low-income households and to improving the wellbeing and resilience of communities across Midlothian. Local Heat & Energy Efficiency Strategy (LHEES) Midlothian’s Local Heat and Energy Efficiency Strategy48 was published in December 2023 and set out the long-term plan for decarbonising heat in buildings and improving their energy efficiency. Midlothian’s LHEES is primarily driven by Scotland’s statutory targets for greenhouse gas emissions reduction and fuel poverty: • Net zero emissions by 2045 and a 75% reduction by 2030 • In 2040, as far as reasonably possible, no household in Scotland is in fuel poverty Midlothian’s Strategy includes: • Details of how each segment of the building stock needs to change to meet national and local objectives, including achieving zero greenhouse gas emissions in the building sector, and the removal of poor energy efficiency as a driver of fuel poverty • Identifying strategic heat decarbonisation zones and the principal measures for reducing buildings emissions within each zone • Details of possible Heat Network Zones which present a potential decarbonisation option Warmer Homes Scotland The Scottish Government’s Warmer Homes Scotland programme offers support to households who struggle to heat their homes and pay their energy bills. Private 48 Local Heat and Energy Efficiency Strategy | Local Heat and Energy Efficiency Strategy LHS Recommendation Develop business cases examining the viability of District Heat Networks in the Midlothian heat zones as a potential decarbonisation option Page 197 of 290
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92 homeowners and private rented sector tenants can receive energy-saving home improvements worth up to £10,000 or more to make their home warmer and more energy efficient. Eligibility criteria vary and include the receipt of certain benefits, a minimum six-month residency and a restriction on the size of the home (typically up to five bedrooms). Between 2022/23 and 2024/25, 300 Midlothian households benefited from having home improvements installed49. Changeworks Changeworks is a leading organisation dedicated to decarbonising Scotland’s homes and a just transition to net zero. Changeworks deliver services in energy advice, retrofit management, and decarbonisation solutions, alongside independent consultancy. In 2024, Midlothian Council commissioned Changeworks to develop a net zero retrofit strategy for the domestic properties within their stock, with the aim that retrofit plans will meet and exceed upcoming national statutory net zero targets. The identified retrofit measures have been split into key projects. The strategic retrofit programme of works for Midlothian Council has been set across a 13 year roll out period. The 13‑year net zero delivery programme consists of various retrofit measures including insulation upgrades (loft, wall, roof, floor), airtightness improvements, triple‑glazing, low‑carbon heating such as air‑source heat pumps, ventilation systems (including MVHR), and solar PV with battery storage, applied either as single measures or as part of a whole house package depending on property type and survey findings. Measures are selected using a two‑stage process: (1) desktop modelling to identify feasible fabric, heating and renewable options for each property archetype; followed by (2) property‑specific surveys to confirm suitability, constraints and required performance levels. Project sequencing is determined through an area‑based prioritisation tool that uses fuel‑poverty probability by data zone, SIMD scores and space heating demand to ensure works are targeted towards the communities with the greatest need, even though technical or practical constraints mean delivery cannot always occur exclusively in the highest‑risk areas. Table 10.4 below details the planned programme which is subject to change. 49 Warmer Homes Scotland queries: EIR release - gov.scot LHS Recommendation: Midlothian Council to promote Warmer Homes Scotland on a rolling basis using local media Page 198 of 290
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93 Table 10.4: Changeworks/Midlothian Council Net Zero Programme Year Area 2025-26 – projects in delivery or procurement. Cuikenburn, Pathhead, Auchendinny, Bilston, Rosewell, Danderhall 2026-27 Loanhead, Bonnyrigg 2027-28 Dalkeith, Bonnyrigg, Carrington 2028-29 Dalkeith, Bonnyrigg, Danderhall 2029-30 Dalkeith, Loanhead 2030-31 Dalkeith, Gorebridge, Loanhead 2031-32 Mayfield, Gorebridge 2032-33 Mayfield 2033-34 Penicuik, Pathhead 2034-35 Penicuik 2035-36 Penicuik, Newtongrange Home Energy Scotland Home Energy Scotland helps people in Scotland create warmer homes, reduce their energy bills, and lower their carbon footprint. They work with people and organisations to help tackle fuel poverty and the climate emergency through a network of regional advice centres which offer local knowledge and expert advice on: • saving energy and keeping warm at home • funding options including Scottish Government grants and interest free loans • installing renewable energy at home • greener travel including electric vehicles and ebikes • cutting water waste. Home Energy Scotland is funded by the Scottish Government and managed by the Energy Saving Trust. Midlothian Council is committed to ensuring that available resources for tackling fuel poverty, improving energy efficiency and decarbonising heat are deployed in a way that maximises the number of households who benefit from support. Alongside delivering large scale capital programmes - such as the multi‑year retrofit strategy developed with Changeworks, the roll‑out of Passivhaus developments, and the LHS Recommendation: Midlothian Council to promote Changeworks projects on a rolling basis using local media LHS Recommendation: Midlothian Council to promote Home Energy Scotland projects on a rolling basis using local media Page 199 of 290
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94 expansion of district heating through Midlothian Energy Limited, the Council will strengthen its focus on increasing uptake among individual householders and property owners. This includes enhanced promotion of national schemes such as Warmer Homes Scotland, which supported 300 Midlothian households between 2022-23 and 2024-25, and expanded use of Home Energy Scotland grants, loans and PRS landlord loans to reach more residents. The Council will take a proactive, place‑based approach to targeting communities where fuel‑poverty risk is highest, while recognising that technical feasibility, property types and programme sequencing mean that resources cannot always be directed solely to those areas. Through sustained outreach, local media promotion, income maximisation support and coordination with community partners, Midlothian Council aims to ensure that a growing number of households can access the financial assistance, retrofit measures and low carbon technologies needed to reduce energy bills and improve the warmth, comfort and sustainability of their homes. Improving levels of fuel poverty and energy efficiency and tackling climate change - Initial Public Consultation Results In Spring 2025 we asked the public to consider what would improve levels of fuel poverty and energy efficiency and help tackle the effects of climate change in their area. The results were analysed with legitimate suggestions added to the other LHS recommendations found within this chapter. Improving levels of fuel poverty and energy efficiency and tackling climate change Aims: • Increase public awareness of Income Maximisation Officers at Dalkeith and Penicuik Citizens Advice Bureaux • Midlothian Council to promote Warmer Homes Scotland on a rolling basis using local media • Midlothian Council to promote Changeworks projects on a rolling basis using local media • Midlothian Council to promote Home Energy Scotland projects on a rolling basis using local media • Midlothian Council to support community organisations to develop their own renewable energy projects, including wind and solar photovoltaic (PV) projects using The Community Energy Generation Growth Fund. • Create a retrofit delivery roadmap • Consider a local retrofit advice hub or one stop shop for residents • Maximise support available from Local Energy Scotland to help communities install low carbon or renewable technologies such as solar panels or heat pumps on community buildings, as well as with larger projects such as community wind turbines and hydro schemes. • Maximise ‘Community Benefits’ options including benefits (often in the form of funds) that renewable energy businesses provide to support communities and offer an opportunity for communities to work with renewable energy businesses for the long- term benefit of the community. • Explore solar power energy system piloted by KnightPower Hub and Scottish Borders Housing Association Page 200 of 290
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95 Improving Specialist Housing Provision in Midlothian - Second Public Consultation Results In Autumn 2025 we asked the public to prioritise the housing challenges in Midlothian and 276 people responded. This section examines the results which relate to improving levels of fuel poverty and energy efficiency and tackling climate change. Figure 10.1 illustrates the responses when the public was asked how important it is for the Council to focus on making homes more energy efficient. It is clear that the public find this important with 92% of respondents choosing either ‘very important’ or ‘quite important’. Figure 10.1: How important do you think it is for the Council to focus on making homes more energy efficient? 0 10 20 30 40 50 60 Very important Quite important Not very important Not at all important % Improving levels of fuel poverty and energy efficiency and tackling climate change Aims: • Midlothian Council to promote the Home Energy Scotland Grant and Loan Scheme which provides homeowners in Scotland a grant, interest free loan or a combination of both to install clean heating systems and energy efficiency measures. • Midlothian Council to promote Private Rented Sector Landlord Loans. Individuals or businesses that own privately rented properties can apply for the Scottish Government- funded loan. It covers improvements like insulation, home renewable systems such as heat pumps, and even connections to approved district heating schemes. • Develop business cases examining the viability of District Heat Networks in the Midlothian heat zones as a potential decarbonisation option • Develop energy efficiency workshops for residents to learn how to save energy and money in their homes. Link in with Changeworks’ community engagement on the Change Works in Dalkeith Page 201 of 290
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96 Figure 10.2 illustrates the responses when the public was asked to prioritise features for future housing developments. Affordability scored the highest with 75% of respondents choosing it as a priority. It is of note that energy efficiency/low running costs came second with 47% of respondents prioritising this feature. Figure 10.2: New housing development prioritisation The aims of this LHS have been set using the public’s submissions received during the initial public consultation. The responses to the second public consultation have allowed Midlothian Council to prioritise actions within the Local Authority Outcomes Action Plan which can be found at the end of the document. 0 10 20 30 40 50 60 70 80 Affordability Energy efficiency/low running costs Accessibility (suitable for all ages/needs Location close to services and transport Design and appearance Other (please specify) % % Page 202 of 290
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97 11 House Condition This section will look at the current quality of housing in Midlothian – the quality of private rented housing, social housing and owner-occupied housing. Midlothian Council’s aim is to ensure that the housing quality in Midlothian is improved for social and private housing tenants and that Midlothian residents can live in warm, energy efficient and low carbon homes which they can afford to heat. In Midlothian, the standard of housing quality is affected by several factors including the age of the property, tenure and the household type. The National Context The Housing (Scotland) Act 2006 introduced a repairing standard for private sector properties and amendments to the tolerable standard of properties ensuring that properties are fit for habitation. It puts legal obligations on all landlords to carry out maintenance and repair works to the interior and exterior of the property within reasonable timescales. The Act also gives Local Authorities powers to enforce repairs and maintenance works, alongside schemes to support repair works such as Scheme of Assistance and Housing Renewal Areas. The Tolerable Standard is a minimum standard and applies to all residential dwellings including social and privately rented homes and owner-occupied properties. The local authority can act where a house does not meet this standard. The Social Housing Regulator (SHR) regulates registered social landlords, including local authority landlord and homelessness services. The SHR is responsible for monitoring the performance of social landlords under the Scottish Social Housing Charter. This includes monitoring Scottish Housing Quality Standards. The Scottish Housing Quality Standard is a set of five housing criteria which must all be met if a property is to pass the required standard. It means social landlords must make sure their tenants' homes: • are energy efficient, safe and secure • are not seriously damaged • have kitchens and bathrooms that are in good condition It is important to note that the energy efficiency elements of the SHQS have been replaced by the Energy Efficiency Standard for Social Housing (EESSH). The Midlothian Context Social Housing The Scottish Housing Quality Standard (SHQS) is the Scottish Government's principal measure of social housing quality in Scotland and has been used in this chapter to assess the present condition of council housing in Midlothian. Outcome - The condition of housing across all tenures is improved. Page 203 of 290
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98 In 2024/25, 84.1% of Midlothian Council homes met the Scottish Housing Quality Standard. The national average was 87.2%. Table 11.1 below illustrates the performance of Midlothian Council and Registered Social Landlords against the SHQS. It is important to note that the RSL statistics are for overall SHQS performance and many RSLs have properties in other areas. Table 11.1: Midlothian Social Landlords’ SHQS Performance 2024/2550 Social Landlord % of stock meeting SHQS Midlothian Council 84.1% Melville Housing Association 97.5% Castle Rock Edinvar Housing Association 85.8% Bield Housing Association 72.9% Wheatley Homes East Housing Association 99.4% Trust Housing Association 89.7% Viewpoint Housing Association 99.7% Blackwood Housing Association 89.6% Ark Housing Association 74.1% Scottish average 87.2% The proposals for bringing Midlothian Council’s housing stock up to the Scottish Housing Quality Standard include: • Use of electronic portal updates which allow accurate and up to date reporting • Improved reporting of Electrical Installation Condition Reports Energy Efficiency Standard for Social Housing (EESSH) The Scottish Government introduced the Energy Efficiency Standard for Social Housing (EESSH) to improve the energy efficiency of social housing in Scotland and to help reduce energy consumption, fuel poverty and the emission of greenhouse gases. EESSH and EESSH2 set milestones requiring all social housing to meet Energy Performance Certification B or above by 2032 with no social housing below EPC Band D to be re-let from December 2025. As stated in the previous chapter, these milestones have been suspended pending publication of the new Social Housing Net Zero Standard (SHNZS). Midlothian Council has continued work to improve the energy efficiency of its stock which is shown in table 11.2 below. The table illustrates the range of ESSHH measures which have been installed across Midlothian Council housing stock with 1097 homes reaching the standard. 50 Scottish Housing Regulator Scottish Housing Quality Standard – Exempt Stock No Midlothian Council properties are either exempt or in abeyance from meeting the Scottish Housing Quality Standard. Page 204 of 290
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99 Table 11.2: EESSH measures installed in Midlothian Council homes 2016/17 – 2025/26 Private Sector Housing Quality in Midlothian Private sector housing is classified into owner-occupied and Private Rented Sector (PRS) housing. Most dwellings in Midlothian (27,923) are owner-occupied while the PRS represents a very small proportion of housing tenure (3695). Whilst data on the condition of PRS housing in Midlothian is not available, the condition of the private rented sector in Scotland overall is worse than the owner-occupied sector. Notably, the Scottish House Condition Survey 2017-201951 shows that of the 39% properties which failed the SHQS in Midlothian: • 39% were owner-occupied dwellings and whilst the failure rate for PRS in Midlothian was not available, 52% of PRS dwellings in Scotland failed to meet the standard. • The highest failure rate in PRS housing in Scotland was with respect to the Energy Efficient criterion (35%), followed by Healthy, Safe Secure (19%) and Modern Facilities (11%). Table 11.3 below highlights the lack of information available about the condition of housing within the Private Rented Sector in Midlothian and illustrates the housing condition of Private Sector Housing in both Midlothian and Scotland. If Midlothian follows national trends, it could be assumed that approximately 50% of housing within the Private Rented Sector would fail to meet the Scottish Housing Quality Standard. It is also notable that 33% of owner-occupied homes are in a state of urgent disrepair. 51 Supporting documents - Scottish House Condition Survey: Local Authority Analysis 2017-2019 - gov.scot Count of Tenure Type Column Labels Row Labels 2016-17 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25 2025-26 Grand Total LA Rent 41 44 437 11 73 7 164 283 37 1097 Air Source Heat Pump 17 17 Battery Storage 177 177 Cavity Wall Insulation 54 116 1 171 External Wall Insulation 41 44 36 11 73 7 108 143 32 495 Internal Wall Insulation 1 1 Loft Insulation - Top Up 1 1 Solar PV 195 4 199 Underfloor Insulation 12 12 Windows and doors 24 24 Grand Total 41 44 437 11 73 7 164 283 37 1097 Page 205 of 290
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100 Table 11.3: Private Sector Housing Condition Analysis Midlothian Scotland Total % Owner- occupied Private Rented Total % Owner- occupied Private Rented Percentage total dwellings that fail SHQS 39% 39% * 41% 41% 52% Below Tolerable Standard * * - 2% 1% 3% In Urgent Disrepair 38% 33% * 28% 26% 38% Fail Energy Efficient Criterion 30% 31% * 30% 31% 35% Lacking Modern Facilities/Services 8% 7% * 7% 6% 11% Not Healthy, Safe and Secure 10% 9% * 12% 11% 19% (*) indicates base sample too small to report (-) indicates no SAMPLE cases in this category Below Tolerable Standard Policy The Tolerable Standard is the minimum level of repair that a house must meet to be acceptable as living accommodation. In Scotland, local authorities have a duty to make sure that all houses in their area that do not meet the Tolerable Standard are closed, demolished or brought up to an acceptable standard. To meet the Tolerable Standard, a property must have the following: • Structural stability • Absence of damp • Satisfactory provision for natural and artificial lighting, ventilation, and heating • Satisfactory thermal insulation • Adequate piped supply of wholesome water • Sink with both hot and cold water • Toilet: (water closet or waterless) • Fixed bath or shower and wash-hand basin: with hot and cold water • Effective drainage and sewerage system • Compliance with electrical installation requirements • Satisfactory cooking facilities • Satisfactory access: to external doors and outbuildings • Working fire detection and warning equipment • Has satisfactory equipment installed for detecting and for giving warning of, carbon monoxide present in a concentration that is hazardous to health. If a property fails to meet even one of the criteria for the Tolerable Standard, it is considered Below Tolerable Standard (BTS). This can lead to Midlothian Council taking action to improve the property or the tenant can apply to the First-tier Tribunal for Scotland to have the issue addressed. Page 206 of 290
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101 The Repairing Standard Private Rented Sector tenants and landlords are directed towards the Scottish Government’s Repairing Standard and associated guidance52. The Repairing Standard includes several elements to improve the condition of properties within the Private Rented Sector: • The property must meet the Tolerable Standard • The property is wind and water tight and in all other respects reasonably fit for human habitation. • The structure and exterior of the property (including drains, gutters and external pipes) are in a reasonable state of repair and in proper working order. • The installations in the property for the supply of water, gas, electricity (including residual current devices) and any other type of fuel and for sanitation, space heating by a fixed heating system and heating water are in a reasonable state of repair and in proper working order. • Any fixtures, fittings and appliances provided by the landlord under the tenancy are in a reasonable state of repair and in proper working order. • Any furnishings provided by the landlord under the tenancy are capable of being used safely for the purpose for which they are designed. • Satisfactory provision for, and safe access to a food storage area and a food preparation space. • Common parts pertaining to the property can be safely accessed and used. • Where a property is in a tenement, common doors are secure and fitted with satisfactory emergency exit locks. A landlord in the private rented sector has a duty to ensure that the property they rent out meets the Repairing Standard. If a tenant or local authority believes that a rented house does not meet that standard, an application can be made to the First- tier Tribunal for Scotland (Housing and Property Chamber) for a decision by a tribunal on whether the landlord has complied with that duty. The tribunal can then order the landlord to carry out the necessary repairs. Various enforcement powers apply if the landlord then does not do so. Housing Renewal Areas A Housing Renewal Area (HRA) is an area that has been identified as needing improvement due to the condition and quality of housing. Local Authorities have the power to enforce housing standards when a significant number of houses in the locality are sub-standard or when their appearance is adversely affecting the appeal of that area. Midlothian Council does not have an up-to-date HRA policy, this will be updated as a key priority for the LHS. 52 Annex A: Meeting the Tolerable Standard - Repairing Standard: statutory guidance for private landlords - gov.scot LHS Recommendation Midlothian Council officers to update Housing Renewal Area Policy Page 207 of 290
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102 Midlothian Scheme of Assistance Midlothian’s Scheme of Assistance is a system of financial and non-financial help for private housing which is in disrepair or below the tolerable standard or needs to be adapted because a person is disabled. Financial help under the scheme can include grants or loans. Non-financial help can include information, advice and, in some cases, practical help to homeowners. Midlothian Council’s Scheme of Assistance Statement is in development and will detail the financial and non-financial help available. Improving the Condition of Housing - Initial Public Consultation Results In Spring 2025 we asked the public to consider what would improve the condition of housing in their area. The results were analysed with legitimate suggestions added to the other LHS recommendations found within this chapter. Improving the Condition of Housing in Midlothian - Second Public Consultation Results In Autumn 2025 we asked the public to prioritise the housing challenges in Midlothian and 276 people responded. This section examines the results which relate to improving the condition of housing in Midlothian. Figure 11.1 illustrates the responses when the public was asked how important it is for the Council to focus on improving the quality of existing homes. It is clear that this is an important area with 95% of respondents choosing either ‘very important’ or ‘quite important’. Improving the Condition of Housing Aims • Midlothian Council officers to update Housing Renewal Area Policy • Publicise Midlothian Council monthly estate walkabouts • Publicise the Repairing Standard for the benefit of private tenants and landlords • Investigate and publicise free home maintenance advice sessions for all housing tenures • Investigate Rechargeable Repairs Scheme to contribute to the Council’s commitment to preserve the future of its housing stock by ensuring that it is maintained to a good standard and to ensure that expenditure is managed effectively. • Community Justice Scheme to benefit those unable to maintain their gardens • Investigate possibility of annual inspection of council tenancies during annual gas safety checks Page 208 of 290
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103 Figure 11.1: How important is it for the Council to focus on improving the quality of existing homes? Figure 11.2 illustrates the responses when the public was asked how important it is for the Council to focus on improving private rented housing standards. Again, this is also a clear priority with 84% of respondents choosing either ‘very important’ or ‘quite important’. Figure 11.2: How important is it for the Council to focus on improving private rented housing standards? 0 10 20 30 40 50 60 70 Very important Quite important Not very important Not at all important % 0 10 20 30 40 50 60 Very important Quite important Not very important Not at all important % Page 209 of 290
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104 The aims of this LHS have been set using the public’s submissions received during the initial public consultation. The responses to the second public consultation have allowed Midlothian Council to prioritise actions within the Local Authority Outcomes Action Plan which can be found at the end of the document. Page 210 of 290
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105 12 Housing, Health and Social Care Integration Housing has an important influence on health inequalities in Scotland. Health and social care integration, community planning, and community empowerment provide an opportunity for stronger connection between public health and housing. The homes people live in are an important aspect of how they experience place and community, and everyone should have access to an affordable, safe and warm home. In this LHS, Midlothian Council recognises the contribution that good quality housing, place-making and effective housing related services has on health improvement, wellbeing and the reduction of health inequalities. Public Health Scotland’s briefing paper, ‘Healthy housing for Scotland’53 set out the fundamental link between housing and public health: ‘The right to an adequate standard of housing is therefore inextricably linked to the right to the highest attainable standard of health.’ National Context National Health and Wellbeing Outcomes The Public Bodies (Joint Working) (Scotland) Act 2014 legislates for national health and wellbeing outcomes that apply equally across health and social care services in Scotland. There are nine national health and wellbeing outcomes which apply to integrated health and social care and enable service users and carers to have a clear understanding of what they can expect in terms of improvements in their health and wellbeing. National Health and Wellbeing Outcome 254 is of greatest relevance to housing and housing related services: ‘People, including those with disabilities or long-term conditions, or who are frail, are able to live, as far as reasonably practicable, independently and at home or in a homely setting in their community.’ Midlothian Context Housing is a central determinant of health. Having affordable and suitable housing which is in good material condition and in safe and connected neighbourhoods is cornerstone to creating opportunities for good health and wellbeing. There is a commitment between the Midlothian Integration Joint Board (IJB) and Housing to strengthen collaborative working to achieve this. Midlothian Health and Social Care Partnership The Midlothian Health and Social Care Partnership is responsible for services that help Midlothian residents live well and get support when needed. This includes all 53 Healthy housing for Scotland - Publications - Public Health Scotland 54 5. National Health and Wellbeing Outcomes - National health and wellbeing outcomes framework - gov.scot Outcome: Integration of Housing, Health and Social Care in Midlothian is improved Page 211 of 290
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106 community health and social care services for adults in Midlothian and some acute hospital-based services. Aids and Adaptations are the only part of housing planning and provision delegated to Midlothian IJB. While Housing and Homelessness is not a delegated function to the Midlothian Integration Joint Board many people experiencing homelessness may also experience health and wellbeing challenges such as mental health, substance misuse or involvement in offending. Closer collaboration between Housing and Health and Care Services will enable a stronger approach to addressing homelessness and the health inequalities which arise. The Health and Social Care Strategic Plan 2025-203555 details the actions the partnership will take to help achieve the National Health and Wellbeing Outcomes. The Strategic Plan outlines the goals of the Integrated Joint Board (IJB) and how it works closely with Midlothian Council to ensure they are aligned with practical outcomes. The plan includes a Housing Contribution Statement which details the Midlothian Council led Housing Outcomes: • Information on Midlothian Council’s website detailing: - Help to remain in current home - Assistance in moving to another home - Homelessness prevention • The Service Standards Leaflet available in other formats such as large print, braille or a different language • The Housing Options Service reviews housing circumstances and advises on next steps to address housing difficulties • Specialist housing advice and independent living skills for young people is provided • Housing Services are planned and delivered inclusively to ensure equality of service provision • Projected local requirements accessible housing builds (by 2029/30): - 66 extra-care housing properties - at least 23 new amenity homes - 1 bariatric home - 8 homes for households with learning disability and or complex care needs - 108 wheelchair accessible homes - An increased number of new homes with adaptations for specialist provision • Ensure all new homes meet or exceed energy efficiency standards EPC rating C or above and develop a retrofit plan for existing stock, to support tenants to reduce the costs to heat homes and supports net zero goals • Target energy efficiency advice at households most at risk of fuel poverty. • Reduce the time taken for homeless households to secure permanent housing • Ensure new build general needs accommodation is future proofed to accommodate wheelchair users & capable of being adapted to suit a range of needs including the elderly and those with dementia 55 Midlothian Integration Joint Board Strategic Plan 2025-2035 DRAFT - Midlothian Health and Social Care Partnership Page 212 of 290
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107 • Integration of data monitors in homes to monitor moisture levels, to support early detection of condensation and dampness • Work with children services to offer homes for care experienced young people as part of the National House Project • Adopt age friendly, dementia friendly and accessible designed standards in all new housing developments • Ensure staff are able to deliver a full range of Housing Options advice regardless of tenure via the Housing Options Training Toolkit • Ensure staff have access to trauma informed approaches to support people with complex needs compassionate and effectively Health and Homelessness Steering Group The Midlothian Health and Homelessness Steering Group is a collaboration between Midlothian Council and partners, established to address health and homelessness issues in the region by working together on projects like the Rapid Rehousing Transition Plan and implementing strategies such as Housing First and Tenancy Support to provide holistic, person-centred care for individuals experiencing homelessness. It aims to prevent homelessness through a data-informed, preventative approach, learning from individuals with lived experience and collaborating with third-sector organisations to provide housing and employment opportunities. Housing / Occupational Therapist Partnership Health and Social Care staff meet with housing representatives on a quarterly basis to review the need for specialist provision and consider further provision where required to address emerging needs. Page 213 of 290
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108 Improving the collaboration between housing, health and social care services - Initial Public Consultation Results In Spring 2025 we asked the public to consider what would improve the collaboration between housing, health and social care services in their area. The results were analysed with legitimate suggestions added to the other LHS recommendations found within this chapter. The aims of this LHS have been set using the public’s submissions received during the initial public consultation. The responses to the second public consultation have allowed Midlothian Council to prioritise actions within the Local Authority Outcomes Action Plan which can be found at the end of the document. Improving the collaboration between housing, health and social care services Aims • Housing Services representative to become non-voting member of Integrated Joint Board • Improve communication between Health and Social Care Partnership and Housing Services • Improve communication between Aids and Adaptations (H&SCP) and Housing Services • Investigate data lake integration of IT systems • Ensure staff can deliver a full range of Housing Options advice regardless of tenure via the Housing Options Training Toolkit • Ensure staff have access to trauma informed approaches to support people with complex needs compassionate and effectively • Streamline information sharing between H&SCP and Housing Services • Creation of simplified flow chart to direct customers to correct service(s) • Stronger links between local policies to ensure a joined-up approach with key partners so that appropriate strategic health care, housing and other services are made jointly to meet the need of the population Page 214 of 290
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109 LOCAL AUTHORITY OUTCOMES ACTION PLAN LHS Outcome: Access to housing and the supply of new housing has increased across all tenures in Midlothian. Where the LHS Outcome supports National Priorities, Plans & Targets & links to Local Outcome Improvement Plan/Locality Plans and Local Authority Plan Outcome, please list these here: Strategic Housing Investment Plan 2026/27 – 2030/31, Midlothian Mixed Tenure Strategy, Midlothian Allocation Policy, Housing (Scotland) Act 2025, Midlothian Local Development Plan 2 (draft), Midlothian Incentive to Move Scheme, Midlothian Open Market Purchase Scheme Action(s) and Commitments for Delivery of Outcome Baseline Indicator or Measure Milestone Target/End Point Who/Co-ordinator Progress Midlothian Council continues new build programme to help alleviate pressure from general needs list Ongoing Increased number of Midlothian Council homes -Annual SHIP approved -Regular More Homes Division liaison meetings -New builds completed Ongoing throughout period of LHS -Development Team -Housing Services -More Homes Division, Scottish Government -Quarterly More Homes Division liaison meetings to monitor progress -Monthly Housing Board meetings to monitor progress RSLs are supported to increase the number of new build social housing homes in Midlothian Ongoing Increased number of RSL homes in Midlothian -Annual SHIP approved -Regular updates provided at More Homes Division liaison meetings -New builds completed Ongoing throughout period of LHS -Development Team -RSLs -More Homes Division, Scottish Government -Quarterly More Homes Division liaison meetings to monitor progress -Quarterly LHS HA Forum meetings to monitor progress Midlothian residents are given priority for MMR properties in Midlothian Differing levels of engagement from RSLs prior to allocation of MMR properties -Increased number of section 5 nominations from MC to RSLs -Increased number of MMR properties - Allocation updates provided during quarterly More Homes liaison meetings Ongoing throughout period of LHS -RSLs -Development Team -MC Housing Allocations - Regular More Homes Division liaison meetings to monitor progress Page 215 of 290
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110 are let to Midlothian residents - RSLs/third parties highlight priority status on websites RSL MMR properties are suitably advertised to Midlothian residents to ensure the resulting lets help alleviate local housing pressure Differing levels of engagement from RSLs prior to allocation of MMR properties MMR properties are advertised on MC website and social media in line with RSL/third party advertising time period - New build MMR property details (photos, rent etc) emailed to MC before properties are advertised by RSL/third party - Allocation numbers provided during annual SHIP process Ongoing throughout period of LHS -RSLs -Development Team -Communication Team - Regular More Homes Division liaison meetings to monitor progress -Regular RSL/MC contact Additional affordable housing options are explored in line with Mixed Tenure Strategy Mixed Tenure Strategy approved by Council March 2024 Additional affordable housing options in operation in Midlothian -Individual options explored -MMR Report submitted to Council 2026 -Development Team -Housing Board meetings to monitor progress Improve the public’s awareness of additional affordable housing options -MC LIFT Scheme page updated annually -MMR page on MC website -Increased public awareness -Increased number of queries -Additional affordable housing options pages on MC website -Pages are advertised regularly on social media -MC pages to be updated/created Spring 2026 -advertising throughout period of LHS -Development Team -Communication Team - Housing Board meetings to monitor progress Page 216 of 290
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111 Increase the number of properties in the Private Rented Sector -Housing (Scotland) Act 2025 received Royal Assent on 6 November 2025 -Secondary legislation for PRS pending -Build to Rent within Midlothian Mixed Tenure Strategy -Increased number of properties in the Private Rented Sector -Create guide to PRS for tenants and landlords -Secondary legislation published and integrated into MC workstreams -BTR and MMR exempt from rent control measures in secondary legislation; accelerating delivery of new BTR units Ongoing throughout period of LHS -Development Team -Environmental Health Team -Scottish Government Improve affordability of the Private Rented Sector -Housing (Scotland) Act 2025 received Royal Assent on 6 November 2025 -Secondary legislation for PRS pending -Greater affordability within the PRS -Secondary legislation is published -MC officers investigate Rent Control Areas as per secondary legislation Rent Control Areas are expected to take effect by 2027, once secondary legislation is in place. -Scottish Government -TBC -SG’s PRS Rent Control meetings to monitor progress The percentage of affordable homes built on private developments (currently 25%) to be in line with the Local Development Plan 2 -LDP2 Proposed Plan consultation scheduled -LDP2 scheduled for The percentage of affordable homes built on private developments will be in line with the Local Development -May 2027 LDP2 adopted -Section 75 developments are planned in line with LDP2 policy 2027 -Local Planning Authority -LHS HA Forum meetings to monitor progress -Regular updates provided between Page 217 of 290
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112 Affordable Housing Policy adoption before May 2027 Plan 2 Affordable Housing Policy Development and Planning Improve housing transfer system to allow tenants to swap with tenants of other RSLs with ease Detailed mutual exchange information on MC website Tenants find the mutual exchange system easier than present Mutual exchange information is advertised regularly in an easy read format Ongoing throughout period of LHS -Communication Team Investigate possibility of RSL transfers to reduce under-crowding and free up family homes -MC operates Incentive to Move Scheme -MC and RSLs use mutual exchange scheme -Reduced under- crowding and family homes are freed up to those who require them -Creation of Incentive to Move page on MC website -Regular advertising of Incentive to Move and mutual exchange schemes Creation of page early 2026 with advertising to continue throughout period of LHS -Development Team -Communication Team Investigate viability of building one-bedroom properties for single and elderly people Annual performance analysis contains waiting list statistics MC investigates demand for one- bedroom properties, associated building costs and typical lengths of tenure. Report prepared 2027 -Development Team -Housing Board meetings to monitor progress Reduce the number of empty privately owned homes MC appointed an Empty Homes Officer in early 2026 Empty Homes Officer in post and reducing number of empty homes -Officer is in post -Annual reduction in number of empty homes Ongoing throughout period of LHS -Development Team -Monitored through SG empty homes statistics Introduce online housing list system to allow applicants to view Applicants phone officers for information Online system is introduced -Online system is introduced TBC -IT Team -Housing Services Page 218 of 290
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113 position on waiting list and remain informed -Officer time is available for other duties Utilise buildings which can be repurposed for housing TBC Appropriate buildings are repurposed for housing -Production of MC Estate report -Report and recommendations passed by Council -Implementation of recommendations TBC -Development Team - Housing Board meetings to monitor progress Seek to ensure that infrastructure and facilities are developed alongside new housing developments LDP2 is in development Smoother development of infrastructure, facilities and housing TBC Ongoing throughout period of LHS -LA Planning Authority Increase number of ex- local authorities bought on the market and returned to council stock (Open Market Purchase Scheme) -MC has recruited an Empty Homes Officer to assist with OMPs -Increased share of £40m grant from SG Increased number of ex-local authorities bought on the market and returned to council stock -OMP targets agreed annually with SG based on finance available -OMP targets met Targets agreed through course of financial year based on grant availability -Development Team -More Homes Division, Scottish Government - Regular More Homes Division liaison meetings to monitor progress Investigate Choice Based Letting Scheme -CBL survey carried out in 2019 allocation policy review CBL is explored as an alternative means of house letting -Production of CBL report -Report and recommendations passed by Council TBC -Development Team -Housing Services Page 219 of 290
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114 -Implementation of recommendations Encourage private developers to build homes which meet the needs of Midlothian residents LDP2 is in development Inclusion within LDP2 -Smaller, more affordable homes recommended to private developers during planning process TBC TBC Weekly Housing News published on MC social media to advertise action points within LHS e.g. forms of affordable housing, mutual exchanges Adhoc promotions provided by Communications Team when required Weekly housing news posted on social media -News template agreed -News published on weekly basis to local FB forums Ongoing throughout period of LHS -Development Team -Housing Services -Progress monitored via public feedback -increased number of queries relating to topics within news report Investigate HUSK Garages to Homes Developments – transforming disused garages into affordable homes Scottish Borders Housing Association development TBC TBC TBC Development Team LHS Outcome: Improving Place-Making in Midlothian Where the LHS Outcome supports National Priorities, Plans & Targets & links to Local Outcome Improvement Plan/Locality Plans and Local Authority Plan Outcome, please list these here: Midlothian Local Development Plan 2 (draft), Single Midlothian Plan 2023-2027, Midlothian Active Travel Policy 2024 – 2034 Action(s) and Commitments for Delivery of Outcome Baseline Indicator or Measure Milestone Target/End Point Who/Co-ordinator Progress Page 220 of 290
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115 Hubs needed to bring communities together. These must be accessible to wheelchair users and within the 20- minute neighbourhood ethos. Warm and Well Hubs in operation at libraries across Midlothian Ongoing Increased number of library users Ongoing Midlothian Library Services Ongoing Change mindsets so locals actively engage because they want to be proud of where they live and look after their patch. 8 Local Place Plans were registered with Midlothian Council at its Planning Committee on 4 June 2024 Ongoing throughout LDP2 draft process -Increased number of Local Place Plans registered with MC -Local Place Plans active in their areas Ongoing -Third sector groups -Community Councils -Midlothian Planning Authority -Community Team Ongoing throughout LDP2 draft process Improve public amenities and investment in neighbourhoods Single Midlothian Plan 2023-2027 is in place Ongoing throughout period of the Single Midlothian Plan The Single Midlothian Plan | Community Planning in Midlothian | Midlothian Council Ongoing throughout period of Single Midlothian Plan -Community Planning Partnership Ongoing Improve amenities in new build areas LDP2 is in development Smoother development of infrastructure, facilities and housing TBC Ongoing throughout period of LHS -LA Planning Authority Improve active travel routes Midlothian Active Travel Policy 2024 – 2034 in place Ongoing throughout period of the Active Travel Policy Active Travel Strategy | Midlothian Active Travel Strategy Ongoing throughout period of the Active Travel Policy -Active Travel Team Ongoing Page 221 of 290
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116 Improve children’s play areas and implement measures to prevent dog fouling e.g. fencing and community ‘messmap’ Refurbishment of Children’s Outdoor Play Areas report passed by Council in May 2025 Scottish Government Capital Grant improves play areas across Midlothian Work ongoing throughout 2025/26 Ongoing -Place Directorate Investment in 20-minute neighbourhoods and the Place-standard, focusing in on areas with lower scores Single Midlothian Plan 2023-2027 is in place Ongoing throughout period of the Single Midlothian Plan The Single Midlothian Plan | Community Planning in Midlothian | Midlothian Council Single Midlothian Plan 2023-2027 is in place -Community Planning Partnership Better understanding of neurodivergent needs in general by decision makers The Neurodivergency in Housing Group was established in March 2025 Midlothian Council becomes active member of the group Midlothian Council becomes active member of the group Ongoing throughout period of LHS -Housing Services Integration between traditional Midlothian communities and newer developments 8 Local Place Plans were registered with Midlothian Council at its Planning Committee on 4 June 2024 Ongoing throughout LDP2 draft process -Increased number of Local Place Plans registered with MC -Local Place Plans active in their areas Ongoing -Third sector groups -Community Councils -Midlothian Planning Authority -Community Team Investigate converting old buildings in town centres into affordable housing TBC Appropriate buildings are repurposed for housing -Production of MC Estate report -Report and recommendations TBC -Development Team Page 222 of 290
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117 passed by Council -Implementation of recommendations LHS Outcome: Homeless households and those threatened with homelessness are able to access support and advice services and all unintentionally homeless households will be able to access settled accommodation. Where the LHS Outcome supports National Priorities, Plans & Targets & links to Local Outcome Improvement Plan/Locality Plans and Local Authority Plan Outcome, please list these here: Midlothian Rapid Rehousing Transition Plan 2024/25, 24/7 Supported Housing Needs for Individuals with Complex Housing Needs Report, Housing (Scotland) Act 2025, Temporary Accommodation Standards Framework, Midlothian Housing Allocation Policy, Midlothian Open Market Purchase Scheme, Single Midlothian Plan 2023-2027 Action(s) and Commitments for Delivery of Outcome Baseline Indicator or Measure Milestone Target/End Point Who/Co-ordinator Progress Continue to repurpose empty shops and buildings for use by homeless people e.g. night shelters, cafes and conversion to homes Ongoing Appropriate buildings are repurposed -Production of MC Estate report -Report and recommendations passed by Council -Implementation of recommendations TBC -Development Team -Homelessness Team Improve access to employment support for homeless clients via the Transferable Skills Academy and the JETS Programme (Job Entry: Targeted Support) Ongoing Ongoing Ongoing Ongoing -Midlothian Council -Health and Social Care Partnership -NHS Lothian Page 223 of 290
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118 Consider use of Compulsory Purchase Orders as last resort to bring empty homes back into use Ongoing CPOs used as last resort when required Ongoing Ongoing -Midlothian Council Improve access to financial support for potentially homeless people to prevent evictions Action within Rapid Rehousing Transition Plan Partnership working with internal teams and third sector support providers to deliver more effective responses across all services. Ongoing Ongoing -Midlothian Council -Health and Social Care Partnership -Third Sector Early intervention programs for at risk populations, including looked after young people and individuals exiting the criminal justice system Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Health and Social Care Partnership Improve access to supportive services e.g. mental health care and addiction treatment 24/7 Supported Housing Needs for Individuals with Complex Housing Needs Report Ongoing Ongoing Ongoing -Health and Social Care Partnership Continue to monitor ‘Ask and Act Duty’ within the forthcoming Housing (Scotland) Act -Housing (Scotland) Act 2025 received Royal Assent on 6 November 2025 Ongoing Ongoing Ongoing -Homelessness Team Page 224 of 290
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119 Improve partnership working with Midlothian Child Poverty Working Group, underlining the importance of housing and homelessness prevention as a multi- agency concern -Midlothian Council -Health and Social Care Partnership Increase number of Scottish Secure Tenancies allocated to homeless households in Midlothian Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -RSLs -Monitored by Rapid Rehousing Transition Plan Action Plan Fully implement updated Housing Allocations Policy Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Review nominations agreement with RSLs to ensure homeless households are housed more quickly Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -RSLs -Monitored by Rapid Rehousing Transition Plan Action Plan Provide settled accommodation to homeless households in the private rented sector Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Private landlords -Monitored by Rapid Rehousing Transition Plan Action Plan Open Market Purchase Scheme to return former council housing units which are in demand to those on homeless list Action within Rapid Rehousing Transition Plan Successful OMPs returned to council stock and relet Ongoing Ongoing -Development Team -Monitored by Rapid Rehousing Transition Plan Action Plan Page 225 of 290
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120 Reduce the average number of weeks taken to close a homeless case Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council RSLs -Monitored by Rapid Rehousing Transition Plan Action Plan No homeless household will spend longer than two years in temporary accommodation Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -RSLs -Monitored by Rapid Rehousing Transition Plan Action Plan Ensure no breaches of the Unsuitable Accommodation Order Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Reduce the average time spent in emergency family accommodation and explore feasibility/possible options in Midlothian. Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Review supported accommodation to make sure it provides the services and support required Action within Rapid Rehousing Transition Plan Review completed as part of the Homeless/Tenancy Support services contract. -Monitored by Rapid Rehousing Transition Plan Action Plan Ensure full compliance with the Temporary Accommodation Standards Framework published in April 2023 Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Third Sector -Health and Social Care Partnership -Monitored by Rapid Rehousing Transition Plan Action Plan Improve tenant satisfaction with the quality of temporary accommodation Action within Rapid Rehousing Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Page 226 of 290
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121 Transition Plan. 85% in 2024/25 Consider the recommendations of the Supported Housing Task and Finish Group Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Third Sector -Health and Social Care Partnership -Monitored by Rapid Rehousing Transition Plan Action Plan Ensure accommodation and support is available to those in crisis to ensure no rough sleeping occurs in Midlothian Action within Rapid Rehousing Transition Plan % of applicants who slept rough the night before applying 0% - 2024/25 Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Support people with a history of long-term homelessness with multiple/high support needs to access and sustain permanent housing Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Health and Social Care Partnership -Monitored by Rapid Rehousing Transition Plan Action Plan Continue to support improved health and wellbeing outcomes for homeless households through the Health and Homelessness Steering Group Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Health and Social Care Partnership -NHS Lothian -Monitored by Rapid Rehousing Transition Plan Action Plan Ensure compliance with SHORE standards is maintained Action within Rapid Ongoing Ongoing Ongoing -Midlothian Council -Health and Social Care Partnership -Monitored by Rapid Rehousing Page 227 of 290
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122 Rehousing Transition Plan -Scottish Prison Service Transition Plan Action Plan Revise working practices to ensure all individuals seeking Housing Options Advice/Homelessness Assistance are provided with a Personal Housing Plan to ensure early identification of support needs Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Reduce the number of open homeless cases Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -RSLs -Monitored by Rapid Rehousing Transition Plan Action Plan Ensure people effected by cost-of-living crisis and/or rising energy costs are supported to maximise income and remain in their current accommodation Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Third Sector -Monitored by Rapid Rehousing Transition Plan Action Plan Make better use of the private rented sector by increasing the number of households given assistance to access a deposit Action within Rapid Rehousing Transition Plan -45 Households provided with deposit assistance in 2024/25 Ongoing Ongoing Ongoing -Midlothian Council -Private Landlords -Monitored by Rapid Rehousing Transition Plan Action Plan Page 228 of 290
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123 Continue to provide housing education courses in Midlothian Secondary Schools Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Ensure a person-centred approach is taken to the delivery of all housing options, homelessness and tenancy management functions by having a trauma informed workforce Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Health and Social Care Partnership -NHS Lothian -Monitored by Rapid Rehousing Transition Plan Action Plan Roll out of the Housing Options Training tool kit to all appropriate staff teams Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Continue work with the Edinburgh, Lothian’s and Border Housing Options HUB to identify and share best practice across the region, and to ensure joint working on homeless prevention activates Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Housing Hub membership areas -Scottish Government -Monitored by Rapid Rehousing Transition Plan Action Plan Reduce the number of evictions from RSLs following receipt of a Section 11 notice. Liaise with RSLs to develop joint working protocols based on the good Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -RSLs -Monitored by Rapid Rehousing Transition Plan Action Plan Page 229 of 290
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124 practice identified through the North HUB. Develop a recording and monitoring framework to measure the effectiveness of the work Develop an improved response to Section 11 Notices received from private landlords and mortgage lenders. Develop a recording and monitoring framework to measure the effectiveness of the work Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Develop processes to improve the response to those at risk of being evicted from council tenancies in Midlothian Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Health and Social Care Partnership -SW Children and Families -Monitored by Rapid Rehousing Transition Plan Action Plan Develop pathways to prevent homelessness for groups who are predictably at highest risk of becoming homeless Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Develop partnership working with internal teams and third sector support providers to deliver more effective responses across all services Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Health and Social Care Partnership -RSLs -Third Sector -Monitored by Rapid Rehousing Transition Plan Action Plan Page 230 of 290
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125 Monitor the effectiveness of prevention activities as set out in Single Midlothian Plan Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Review Housing Advice availability in the Midlothian Council area Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Ensure staff from a variety of partner agencies have a basic understanding of housing options advice and availability of other services in Midlothian through the delivery of awareness sessions Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Health and Social Care Partnership -Monitored by Rapid Rehousing Transition Plan Action Plan Develop a Midlothian Homeless Monitor Framework to measure impact of RRTP work, pressures on homelessness/housing and to identify opportunities for prevention Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Introduce a revised framework to monitor quality/consistency of decision making and housing options work Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan Page 231 of 290
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126 undertaken to prevent homelessness Review Mutual Exchange process to improve customer journey, reduce staff time processing applications and reduce number of unsuitable applications received. Action within Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Council -Monitored by Rapid Rehousing Transition Plan Action Plan LHS Outcome: The needs of households with particular needs will be addressed and all households will have equal access to housing and housing services. Where the LHS Outcome supports National Priorities, Plans & Targets & links to Local Outcome Improvement Plan/Locality Plans and Local Authority Plan Outcome, please list these here: Midlothian Mixed Tenure Strategy, Midlothian Strategic Housing Investment Plan 2026/27-2030/31, Midlothian Wheelchair Accessible Housing Targets 2022/23 – 2026/27, Strategic Needs Assessment for Gypsy/Traveller Accommodation in Midlothian, 24/7 Supported Housing Needs for Individuals with Complex Housing Needs Report Action(s) and Commitments for Delivery of Outcome Baseline Indicator or Measure Milestone Target/End Point Who/Co-ordinator Progress Improve public’s awareness of House Exchange scheme as a potential aid to those with specific housing requirements Swap your home | Midlothian Council Public’s awareness of House Exchange is improved Ongoing throughout period of LHS Communication Team Deliver Mixed Tenure Strategy recommendations to expand housing provision beyond traditional council accommodation Housing strategy documents | Midlothian Mixed Tenure Strategy -Development Team Page 232 of 290
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127 Promote Open Market Shared Equity Scheme which helps priority access groups (including armed forces veterans, the elderly, the disabled) to buy a home without having to fund its entire cost Get a LIFT onto the property ladder in Midlothian | Low cost Initiative for First Time buyers (LIFT) | Midlothian Council Public’s awareness of OMSE Scheme is improved Ongoing throughout period of LHS Communication Team -Development Team Implement online housing allocation portal allowing customers to view housing application status Applicants phone officers for information Online system is introduced -IT Team -Housing Services Monitor progress of ‘No Wrong Door Scotland’ approach which is testing out how to create cross- sector, integrated services in four council areas, with local results informing a blueprint for joined-up service delivery nationwide No Wrong Door - Homeless Network Scotland: we are all in -Public Health Scotland -Health and Social Care Partnership -Housing Services Relevant staff to undertake NHS Scotland ‘Good Conversations’ Learnpro modules Module 1: Good conversations and empathy | Right Decisions Relevant staff have undertaken module TBC Improve public awareness of adaptation procedure for owner Equipment and adaptations for your home | Adapt your home Public have greater awareness of the adaptation procedure Ongoing throughout period of LHS Communication Team -Adults and Social Care SW Page 233 of 290
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128 occupiers and Private Rented Sector for disability | Midlothian Council Investigate options to improve adaptations procedure for all housing tenures Equipment and adaptations for your home | Adapt your home for disability | Midlothian Council Streamlined adaptations information available on MC website TBC TBC TBC Housing Associations/RSLs to include a minimum of 5% wheelchair accessible homes in annual Strategic Housing Investment returns to Midlothian Council RSLs not currently required to deliver a minimum number of wheelchair accessible homes 5% minimum required for SHIPs 5% minimum from SHIP 2027/28 Ongoing throughout period of LHS -Development Team -RSLs 10 wheelchair accessible homes per year to be provided by the private housing sector Included in draft LDP2 10 homes are built per year 10 homes are built Targets set until end of 2026/27 -Private Housing Sector -Planning Authority Undertake feasibility study of replicating Handy People business model in other Midlothian areas Handy People’s insurance/liability hinderances need resolved TBC TBC TBC -Handy People -Business Gateway -Midlothian Council Implement recommendations of Strategic Needs Assessment for Housing strategy documents | Strategic Needs Assessment for Recommendations are implemented TBC TBC -Development Team -Environmental Health Team -Planning Team Page 234 of 290
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129 Gypsy/Traveller Accommodation in Midlothian Gypsy/Traveller Accommodation in Midlothian -University of Edinburgh -Police Scotland Open Market Purchase Scheme to target homes of a certain size and location when required Currently targeting properties with 3+ bedrooms -Development Team The Council to refer to TPAS’ Ethnic Minority Voices in Tenant Engagement Report when planning the next Tenant Participation Strategy (due in 2027) Midlothian Tenant Participation Strategy 2023- 2027 in place -Housing Services Prepare a Key Worker Homes in Midlothian report detailing current and future housing need and demand to steer key worker housing options Key Worker Homes in the South of Scotland TBC TBC TBC -Development Team -More Homes Division Midlothian Council to become an active member of the Neurodivergency in Housing Group Neurodivergency in Housing Group established in 2025 Midlothian Council is an active member of the Neurodivergency in Housing Group Midlothian Council is an active member of the Neurodivergency in Housing Group Ongoing throughout period of LHS -Development Team Midlothian Health and Social Care Partnership to liaise with Midlothian Council officers to progress actions stemming from the 24/7 TBC TBC TBC 2026 - Midlothian Health and Social Care Partnership - Midlothian Council Page 235 of 290
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130 Supported Housing Needs for Individuals with Complex Housing Needs Report LHS Outcome: Housing in all tenures will be more energy efficient and fewer households will live in, or be at risk of, fuel poverty Where the LHS Outcome supports National Priorities, Plans & Targets & links to Local Outcome Improvement Plan/Locality Plans and Local Authority Plan Outcome, please list these here: Midlothian Local Heat and Energy Efficiency Strategy, the Energy Efficiency Standard for Social Housing (EESSH) Action(s) and Commitments for Delivery of Outcome Baseline Indicator or Measure Milestone Target/End Point Who/Co-ordinator Progress Increase public awareness of Income Maximisation Officers at Dalkeith and Penicuik Citizens Advice Bureaux Our Services | Dalkeith & District Citizens Advice Bureau Our Services | Penicuik Citizens Advice Bureau Public’s awareness of Income Maximisation Officers at Dalkeith and Penicuik Citizens Advice Bureaux is increased Ongoing Ongoing throughout period of LHS Communication Team Midlothian Council to promote Warmer Homes Scotland on a rolling basis using local media Warmer Homes Scotland | Home Energy Scotland Increased number of Midlothian residents access Warmer Homes Scotland Winter 2026/27 Ongoing throughout period of LHS Communication Team Midlothian Council to promote Changeworks projects on a rolling basis using local media Changeworks | Make Your Home Energy Efficient Increased number of Midlothian residents access Changeworks services Winter 2026/27 Ongoing throughout period of LHS Communication Team Page 236 of 290
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131 Midlothian Council to promote Home Energy Scotland projects on a rolling basis using local media Home Energy Scotland Increased number of Midlothian residents access Home Energy Scotland services Winter 2026/27 Ongoing throughout period of LHS Communication Team Midlothian Council to support community organisations to develop their own renewable energy projects, including wind and solar photovoltaic (PV) projects using The Community Energy Generation Growth Fund. Community Energy Generation Growth Fund · Local Energy Scotland TBC TBC TBC TBC Create a retrofit delivery roadmap TBC Retrofit delivery roadmap is published online TBC Ongoing throughout retrofit programme -Development Team -Changeworks Consider a local retrofit advice hub or one stop shop for residents TBC TBC TBC TBC -Development Team -Changeworks Maximise support available from Local Energy Scotland to help communities install low carbon or renewable technologies such as solar panels or heat pumps on community buildings, as well as with larger projects such as We are Local Energy Scotland · Local Energy Scotland TBC TBC TBC -Development Team -Communities Team -Local Energy Scotland -Community Councils Page 237 of 290
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132 community wind turbines and hydro schemes. Maximise ‘Community Benefits’ options including benefits (often in the form of funds) that renewable energy businesses provide to support communities and offer an opportunity for communities to work with renewable energy businesses for the long- term benefit of the community. Community benefits · Local Energy Scotland TBC TBC TBC -Development Team -Communities Team -Local Energy Scotland -Community Councils Explore home battery energy system piloted by KightPower Hub and Scottish Borders Housing Association Scotland’s Deputy First Minister, Kate Forbes, visited the home of a Galashiels pensioner who has had installed the world’s first domestic energy storage system TBC TBC TBC -Development Team Midlothian Council to promote the Home Energy Scotland Grant and Loan Scheme which provides homeowners in Scotland a grant, interest Home Energy Scotland Grant and Loan Increased number of Midlothian residents access Home Energy Scotland Grant and Loan Scheme TBC TBC -Midlothian Council -Home Energy Scotland Page 238 of 290
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133 free loan or a combination of both to install clean heating systems and energy efficiency measures. Midlothian Council to promote Private Rented Sector Landlord Loans. Individuals or businesses that own privately rented properties can apply for the Scottish Government-funded loan. It covers improvements like insulation, home renewable systems such as heat pumps, and even connections to approved district heating schemes. Private Rented Sector Landlord Loan | Home Energy Scotland Midlothian PRS properties benefit from home improvements and home renewable systems TBC TBC -Midlothian Council -Home Energy Scotland Develop business cases examining the viability of District Heat Networks in the Midlothian heat zones as a potential decarbonisation option Action within Local Heat and Energy Efficiency Strategy Business case is submitted to council TBC 2026 -Development Team -MEL -Vattenfall -Monitored by LHEES Develop energy efficiency workshops for residents to learn how to save energy and money in their homes. Link in with Changeworks’ Changeworks’ community engagement on the Change Works in Dalkeith Energy efficiency workshop(s) are available to Midlothian residents TBC TBC -Midlothian Council -Changeworks Page 239 of 290
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134 community engagement on the Change Works in Dalkeith LHS Outcome: The condition of housing across all tenures is improved. Where the LHS Outcome supports National Priorities, Plans & Targets & links to Local Outcome Improvement Plan/Locality Plans and Local Authority Plan Outcome, please list these here: Midlothian Housing Renewal Area Policy, the Repairing Standard, the Housing (Scotland) Act 2006 Action(s) and Commitments for Delivery of Outcome Baseline Indicator or Measure Milestone Target/End Point Who/Co-ordinator Progress Midlothian Council officers to update Housing Renewal Area Policy The Housing (Scotland) Act 2006, Section 10 introduced statutory requirement for local authorities to produce a Housing Renewal Area Policy Midlothian Council Housing Renewal Area Policy is updated and published on website N/A Midlothian Council Housing Renewal Area Policy is updated and published on website -Midlothian Council Publicise Midlothian Council monthly estate walkabouts Estate walkabouts are publicised on social media Increased number of queries from Midlothian residents Ongoing Ongoing throughout period of LHS -Tenant Participation Officer Communications Team Publicise the Repairing Standard for the benefit of private tenants and landlords Repairing Standard: statutory guidance for private landlords - gov.scot Increased number of queries from PRS tenants and landlords relating to Repairing Standard Ongoing Ongoing throughout period of LHS -Midlothian Council Communications Team Page 240 of 290
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135 Investigate and publicise free home maintenance advice sessions for all housing tenures None Residents are signposted to free, online home maintenance sessions Appropriate home maintenance sessions available on appropriate MC platform(s) TBC TBC Investigate Rechargeable Repairs Scheme to contribute to the Council’s commitment to preserve the future of its housing stock by ensuring that it is maintained to a good standard and to ensure that expenditure is managed effectively. None Draft Midlothian Rechargeable Repairs Policy Midlothian Rechargeable Repairs Policy is considered by Housing Board TBC -Midlothian Council Community Justice Scheme to benefit those unable to maintain their gardens Community Payback Orders - your views | Midlothian Council N/A Garden scheme report submitted to Community Justice Service TBC -Midlothian Council Investigate possibility of annual inspection of council tenancies during annual gas safety checks MC tenants receive annual gas safety check TBC TBC TBC -Housing Services LHS Outcome: Integration of Housing, Health and Social Care in Midlothian is improved Where the LHS Outcome supports National Priorities, Plans & Targets & links to Local Outcome Improvement Plan/Locality Plans and Local Authority Plan Outcome, please list these here: Midlothian Integration Joint Board Strategic Plan 2025-2035 Page 241 of 290
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136 Action(s) and Commitments for Delivery of Outcome Baseline Indicator or Measure Milestone Target/End Point Who/Co-ordinator Progress Housing Services representative to become non-voting member of Integration Joint Board Hybrid Midlothian Integration Joint Board meetings held monthly Housing Services representative is non-voting member of IJB N/A Ongoing membership of IJB -Midlothian Health and Social Care Partnership -Housing Services/Development Team -Midlothian Integration Joint Board Improve communication between Health and Social Care Partnership and Housing Services TBC TBC N/A Ongoing throughout period of LHS --Midlothian Health and Social Care Partnership -Housing Services Improve communication between Aids and Adaptations (H&SCP) and Housing Services TBC TBC N/A Ongoing throughout period of LHS -Midlothian Health and Social Care Partnership -Housing Services Investigate data lake integration of IT systems Updated required on the systems in use across different departments TBC TBC TBC -Midlothian Health and Social Care Partnership -Midlothian Council Ensure staff can deliver a full range of Housing Options advice regardless of tenure via the Housing Options Training Toolkit Action within the Rapid Rehousing Transition Plan Ongoing Ongoing Ongoing -Midlothian Health and Social Care Partnership -Housing Services Monitored via Rapid Rehousing Transition Plan Ensure staff have access to trauma informed approaches to support Action within the Rapid Ongoing Ongoing Ongoing -Midlothian Health and Social Care Partnership -Housing Services Action within the Rapid Rehousing Transition Plan Page 242 of 290
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137 people with complex needs compassionate and effectively Rehousing Transition Plan Streamline information sharing between H&SCP and Housing Services Current information sharing brief required Information sharing between services is improved and more efficient for service users Current information sharing report discussed by Health and Social Care Partnership and Housing Services TBC -Midlothian Health and Social Care Partnership -Housing Services Creation of simplified flow chart to direct customers to correct service(s) None Customers navigate to correct service without aid. Reduced queries. Flow chart on MC and IJB websites TBC -Midlothian Health and Social Care Partnership -Housing Services Stronger links between local policies to ensure a joined-up approach with key partners so that appropriate strategic health care, housing and other services are made jointly to meet the need of the population Housing Services representative to become non- voting member of Integration Joint Board Hybrid Midlothian Integration Joint Board meetings held monthly N/A Ongoing throughout period of LHS -Midlothian Health and Social Care Partnership -Housing Services Page 243 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 8.6 Edinburgh and South East Scotland City Region Deal (ESESCRD) - Strengthening Regional Partnerships Report by Kevin Anderson, Executive Director Place Report for Information 1 Recommendation Council is requested to; i. Agree to the ESESCRD Programme Management Office working collaboratively with regional partners to develop a proposition which demonstrates how the region can deliver greater inclusive economic growth with further commitment of funding, resources and powers; and ii. Agree the proposed approach for engaging with partner authorities in developing a draft proposition, and to iii. Note that the draft proposition will be developed for elected members at the ESESCRD Joint Committee consideration at a future meeting. 2 Purpose of Report/Executive Summary This is an initiation report which seeks Midlothian Council’s support for the Edinburgh and South East Scotland City Region Programme Management Office (PMO) in working collaboratively with each regional partner to develop a proposition which makes the case for greater funding, resources and powers to enable to regional partners to work collectively to accelerate inclusive economic growth whilst recognising the subsidiarity principle. The areas of exploration will respect the proper competence of Local Authorities in addressing matters of local concern, focusing on issues that cross local authority boundaries and where there is clear added value in working together to address shared challenges and opportunities. The proposition will require Scottish and UK Governments to empower local leaders to drive rapid improvements in housing, skills, innovation, transport and net zero infrastructure, to harness the unique strengths in the region. A draft proposition will be developed for consideration by the Joint Committee elected members at a future meeting and will require individual partners Page 245 of 290
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agreement to the most appropriate arrangement for reporting this work to their council. Date 27 February 2026 Report Contact: Kevin Anderson, Executive Director Place Email: kevin.anderson@midlothian.gov.uk Page 246 of 290
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3 Background On Friday 7 March 2025, the ESESCRD Joint Committee approved a proposition to engage with Scottish and UK Governments. The proposition set out the case that Edinburgh and South East Scotland is the optimal location for a next- generation City Region Deal arrangement due to its economic strengths and track record in delivery. It captures proposals for how our region can further drive economic growth, create new jobs and reduce poverty and promises even greater returns than have so far been achieved, fostering inclusive growth and unlocking vast economic potential that will benefit the region, Scotland, and the UK. Following this approval, the Convener of the Joint Committee wrote to the UKG Chancellor of the Exchequer, the Secretary of State for Scotland and the SG Deputy First Minister to highlight the proposition and opportunity for accelerating regional and national economic growth and prosperity. A roundtable discussion followed on 28 April 2025 at Dover House with the UKG Parliamentary Under- Secretary of State for Scotland and the Edinburgh and South East Scotland constituency MPs. On Friday 28 November 2025, the First Minister subsequently highlighted the Scottish Government’s intention to introduce (in the next parliament) enabling legislation, which will allow regional groupings to seek formal legal status as a “Regional Partnership”, with a range of powers and responsibilities. 4 Regional Proposition The First Minister’s speech also highlighted that Scottish Government want to develop these plans in partnership with regional partners and other key stakeholders, including deciding the range and scope of powers that should be available. There will also be some capacity funding to regional partnerships to support the development of regional structures and strategies. This report outlines an approach to develop a proposition for the ESES regional partners to respond to the First Minister’s comments, to strengthen the regional partnership, and to build on the successful track record of collaboration and delivery which has been realised through the City Region Deal and its Regional Prosperity Framework (RPF). The proposition will further develop the thinking around each area and will also set out options for the resources, governance and powers required to deliver the full economic potential of the region. ESESCRD partners’ ambitions align closely with the Scottish Government’s economic priorities to eradicate child poverty, address Scotland’s unfilled economic performance, and create a fairer and wealthier Scotland. They also fully align with the UK Government’s missions, particularly on growing the economy, opportunity for all, and making Britain a clean energy superpower. This requires a move from a project funding led model to long term strategic approach Page 247 of 290
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bound by a commitment to deliver joint outputs and outcomes across housing, transport, infrastructure, skills and innovation. 5 Strengthening Regional Collaboration There is an opportunity for ESESCRD regional partners to respond to the First Minister’s comments, to inform the development of the enabling legislation, to strengthen the regional partnership and to build on the successful track record of collaboration and delivery which has been realised through the City Region Deal and Regional Prosperity Framework. Edinburgh and South East Scotland faces unique advantages and challenges to the rest of Scotland and within the city region there are different issues and opportunities to be addressed for the benefit of all. Future arrangements need to recognise this diversity and reflect the bespoke needs and opportunities of each part of the region. The devolution of control over local transport networks, infrastructure planning, skills and housing delivery could provide for a better alignment between planning, infrastructure and growth. Such a place-based approach could enable us to respond to the unique strengths, challenges, and infrastructure needs of both our urban and rural communities and to deliver real and meaningful improvements more responsively, more quickly and in a better manner for the people and businesses of Edinburgh and South East Scotland. It is important that the competitiveness of Scottish city regions is not compromised by the enhanced powers of the new Strategic Authorities in England which will help them to align growth plans with the UK’s growth mission. There is therefore an advantage in being an early adopter within the context of the enabling legislation proposed by the First Minister. Glasgow City Region has signalled that they consider they are ready to lead the way. Options need to be developed in relation to the resources, governance and powers required to deliver the full economic potential of the region. To develop a proposition to present to the incoming Scottish Government, regional partners propose to utilise the capacity funding to procure consultancy support to best understand the range of options for strengthening and fiscally empowering regional partnerships to focus spend on what delivers the greatest prosperity locally. PMO officers will also liaise closely with Glasgow City Region counterparts as there will be much commonality in the structures, powers, mechanisms, financial arrangements and governance required to underpin a strengthened regional partnership with legal status. 6 Respecting Individual Sovereignty The areas of exploration will respect the proper competence of Local Authorities in addressing matters of local concern. This is about top-down devolution, exploring the potential to draw national powers down to the regional level. It is not about losing existing powers that sit with local authorities or impinging on their Page 248 of 290
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individual sovereignty. The focus will be on issues that cross local authority boundaries and where there is clear added value in working together to address shared challenges and opportunities, in line with the subsidiarity principle that decisions should be taken as closely as possible to the citizens or stakeholders most affected. It is essential that all constituent councils are properly engaged. 7 Regional Prosperity Framework and Delivery Plan The Regional Prosperity Framework (RPF) represents the evolution of the regional partnership from delivering the City Region Deal projects to a holistic approach to how the region can work together to deliver across key strategic policy areas including housing, planning, infrastructure, transport, climate change, skills, innovation and economic development. Meaningful delivery of the collective regional ambitions requires greater autonomy, powers, delivery mechanisms and funding certainty. • Housing - Accelerated delivery of housing across all tenures including transformational strategic housing sites. • Innovation - Delivering our Regional Innovation Action Plan. • Skills – Integrated Regional Employability & Skills (IRES) 2027+ a new approach to labour marker strategy and delivery around both economic inactivity and employer led future skills needs. • Infrastructure and Transport - Delivery of regional transport and net zero infrastructure including Heat Networks. 8 Report Implications (Resource, Digital and Risk) Resource The proposition does not commit resources from the six constituent local authorities. Work to date is being progressed through the ESES City Region Deal PMO, existing partnerships, new partnerships with Visit Scotland, Edinburgh Climate Change Institute, Verture, and others; and through utilising external funding when available. Digital There are no digital implications arising from this report. Risk Risk to an opportunity for a multi-year integrated settlement to fund local priorities across housing, regeneration, local growth, local transport, skills, retrofit, and employment, as set for the region to address housing and economic challenges and accelerate growth. Page 249 of 290
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Ensuring Equalities (if required a separate IIA must be completed) Not applicable Additional Report Implications Page 250 of 290
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Appendices APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan 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 Edinburgh and South East Scotland is the economic powerhouse of Scotland. It contributes 30% of Scotland's total economic output (approximately £44 billion annually) despite having only about 26% of Scotland's population. Edinburgh remains the sixth largest economy in the UK overall, behind London, Manchester, Birmingham, Leeds and Liverpool, but is the best performing per head of population. The ESES City Region Deal has been instrumental in promoting inclusive economic development throughout the region. To date, the Deal has contributed to £3 billion in Gross Value Added (GVA) to the City Region, Scottish and UK economy, supported over 22,000 jobs, and assisted more than 1,000 local businesses. Page 251 of 290
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A.5 Involving Communities and Other Stakeholders Edinburgh and South East Scotland is experiencing rapid economic and population growth level in contrast to most other parts of Scotland and is by some considerable distance Scotland’s fastest-growing region. A growing population and labour force drives economic growth and productivity. Successfully managing this growth and addressing our key constraints to growth is critical to Scotland’s future economic success. However, the impact of growth is uneven, with poverty and equality presenting significant challenges across the region. A.6 Impact on Performance and Outcomes The ESES City Region Deal involves joint UK and Scottish Government investment of £600m. The original £1.3 billion Deal has increased to £1.7 billion through additional leverage. The £1.1 billion generated on top of government investment is the largest of any Scottish City Region or Growth Deal. Investment in Edinburgh and South East Scotland is in the national interest, generating the greatest return on investment and delivering on both the Scottish Government and UK Government’s priority missions of driving economic growth for the benefit of all. A.7 Adopting a Preventative Approach Accommodating growth is a particular challenge. Five of the six Local Authorities in this region have declared local housing emergencies, (The City of Edinburgh Council, East Lothian Council, Fife Council, Scottish Borders Council and West Lothian Council), while Midlothian is also demonstrating unprecedented and unsustainable pressure on local housing and homelessness services. A.8 Supporting Sustainable Development Many of the projects identified in the RPF Delivery Plan can accelerate the Climate Ready South East Scotland; Net Zero Skills Accelerator Hub; Regional Energy Master Plan; Regional Delivery Alliance; Regional Transport Strategy Delivery Plan; and Strategic Sites Programme. The RPF has an ambition and vision to protect the environment and make best use of our extraordinary built and natural assets. This will ensure that our Region delivers a just transition to a net zero economy. There are three main goals of the Delivery Plan: to reduce economic exclusion; sustained and increased competitiveness; and accelerate a fair transition to a Net Zero economy. Page 252 of 290
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APPENDIX B Accelerating Economic Growth and Prosperity in Edinburgh and South East Scotland: A Second Generation City Region Deal – appendix to report to Edinburgh and South East Scotland City Region Joint Committee (7 March 2025) Regional Prosperity Framework Delivery Plan – Two Year Review - report to Edinburgh and South East Scotland City Region Joint Committee (5 September 2025) Regional Prosperity Framework (RPF) Impacts – appendix to report to Edinburgh and South East Scotland City Region Joint Committee (5 September 2025) First Minister Announcement ‘Supporting regional partnerships to drive growth’ made on 28 November 2025 (Scottish Government website) Page 253 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 8.7 Covert Surveillance Report by Executive Director Place Report for Noting 1 Recommendations Council is invited to note the terms of this report. 2 Purpose of Report/Executive Summary The purpose of this report is to advise the Council of covert surveillance actions in terms of the Regulation of Investigatory Powers (Scotland) Act 2000 (“RIPSA”) by the Council during 2024 and 2025. Date: 16 March 2026 Report Contact: Alan Turpie, Legal and Governance Manager alan.turpie@midlothian.gov.uk 0131 271 3667 Page 255 of 290
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3 Background 3.1 In some circumstances, it is necessary for Midlothian Council employees, in the course of their duties, to make observations of a person or persons in a covert manner, i.e. without that person’s knowledge, or to instruct third parties to do so on the Council’s behalf. By their nature, actions of this sort are potentially intrusive (in the ordinary sense of the word) and may give rise to legal challenge as a potential breach of Article 8 of the European Convention on Human Rights and the Human Rights Act 1998 (“the right to respect for private and family life”). The Regulation of Investigatory Powers (Scotland) Act 2000 (“RIPSA”) provides a legal framework for covert surveillance by public authorities such as Midlothian Council. Any covert surveillance by officers must be carried out in terms of the Council’s Covert Surveillance Policy. The objective of this policy is to ensure that all covert surveillance by Midlothian Council employees is carried out effectively, while remaining in accordance with the law. 3.2 It must be stressed that Midlothian Council does not engage in surveillance activities which are legally classed as “intrusive” eg phone tapping or mail interception. The Council’s covert surveillance has simply involved test purchasing, social media, noise monitoring or CCTV of anti-social behaviour. 3.3 The Council’s covert surveillance policy requires that, if an investigating officer considers it necessary, any surveillance must be approved by one of the six Authorised Officers within the Council (the Chief Executive, Executive Director, Place, Executive Director, Children, Young People and Partnerships, Chief Officer, Place, Chief Officer Corporate Solutions and the Legal and Governance Manager). These authorisations and consequent reviews and cancellations are then stored securely within legal services in line with the Council’s data retention policies. 3.4 Whilst the Council has never made prolific use of covert surveillance (peak usage being 42 cases in 2012/13 and 22 cases in 2014/15), there has been a downward trend in the Council’s surveillance activities in recent years. The number of surveillance activities in 2024 and 2025 are as follows: 2024 – 3 2025 – 2 It must be noted that none of these activities disclosed sensitive or personal data. The Council has not authorised any Covert Human Intelligence Sources during this period Page 256 of 290
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3.5 The Council not only has the Covert Surveillance Policy referred to above but also has Covert Human Intelligence Sources and Social Media policies. These Policies were all reviewed during 2026 and the updated versions were approved by the Corporate Management Team on 04 March 2026. The current versions of these policies are appended to this Report and members are requested to note the terms of the Policies. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource None 4.2 Digital None 4.3 Risk There are no risks inherent in this Report, however, if the procedures outlined in the Covert Surveillance Policy are not followed, any evidence acquired may have been acquired unlawfully. It may therefore not be admissible in court, and the Procurator Fiscal is unlikely to take proceedings on the basis of such evidence. Midlothian Council may also be exposed to legal action. 4.4 Ensuring Equalities (if required a separate IIA must be completed) This report does not recommend any change to policy or practice and therefore does not require an Equalities Impact Assessment. 4.4 Additional Report Implications See Appendix A Appendices Appendix A – Additional Report Implications Page 257 of 290
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Not applicable 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 report does not directly impact on Delivering Best Value A.5 Involving Communities and Other Stakeholders The report does not directly relate to involving communities A.6 Impact on Performance and Outcomes The report does not directly impact on Midlothian Council’s performance and outcomes A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 258 of 290
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APPENDIX B Background Papers/Resource Links (if applicable) Covert Surveillance Policies Covert Human Intelligence Source Policy and Guidance v5.0 final.pdf Covert Surveillance Policy and Guidance v5.0 final.pdf POLICY AND GUIDELINES ON SURVEILLANCE THROUGH SOCIAL MEDIA v 6.0 final.pdf Page 259 of 290
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Midlothian Council Tuesday 31 March 2026 Item No 8.8 UK Town of Culture 2028 Competition - Expression of Interest (EOI) Application Report by Kevin Anderson, Executive Director Place Report for Decision 1 Recommendations Council is recommended to: i. Approve submission of an Expression of Interest (EOI) recommending Dalkeith as UK Town of Culture 2028, and ii. Express support to the separate community- based application for Penicuik area. 2 Purpose of Report/Executive Summary This report seeks approval to submit an Expression of Interest by the council to the UK Government’s Town of Culture 2028 programme, proposing Dalkeith as Midlothian’s candidate town. Date 04/03/2026 Report Contact: Nathan Gallogley Tel No 07901864996 Nathan.gallogley@midlothian.gov.uk Page 261 of 290
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3 Background/Main Body of Report Overview of Opportunity 3.1 The UK Government’s Town of Culture 2028 programme seeks to empower towns to deliver ambitious, place-based cultural programmes that: • Tell distinctive local stories • Drive town centre regeneration • Empower communities • Improve access to culture • Create sustainable legacy beyond the funded year 3.2 The current stage is an Expression of Interest (EOI). Towns invited to the next stage will receive up to £60,000 development funding to support activity in: • Community engagement and co-design • Programme development • Governance and partnership planning • Financial modelling • Evaluation framework design • Strengthening of delivery capacity 3.3 Shortlisted towns will then be invited to submit a full application for designation as UK Town of Culture 2028. The successful town will deliver a year-long programme of cultural activity supported by strong governance, partnership, financial planning and evaluation. Culture is positioned not as a standalone arts initiative, but as a catalyst for economic renewal, civic pride and long-term place transformation. 3.4 For Midlothian, this represents a significant opportunity to leverage culture as a practical regeneration tool aligned to wider economic development and place-making priorities. Given that there are expected to be applications from across the region and nationally, it is important that Midlothian positions itself proactively at the Expression of Interest stage to remain competitive. Early engagement will allow the Council and partners to demonstrate strategic ambition, partnership strength and delivery readiness, ensuring Midlothian is not disadvantaged in a highly competitive national process. Why Dalkeith 3.5 Dalkeith is one of Midlothian’s largest and most historically significant towns. It presents the strongest strategic fit against the programme’s criteria, balancing scale, identity and deliverability. Page 262 of 290
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3.6 Dalkeith benefits from: • A clearly defined town centre and civic identity • Significant heritage assets, which includes Dalkeith Palace and Country Park and Dalkeith Museum, providing an important cultural and heritage link to the town centre and strengthens opportunities for storytelling, interpretation and community engagement • Established community and civic infrastructure • Ongoing town centre regeneration ambitions • Strong regional connectivity and transport links 3.7 Dalkeith offers the strongest balance of: • Deliverability and infrastructure capacity • Distinctiveness and heritage narrative • Regeneration potential • Community reach and partnership base 3.8 The proposed thematic framework, “Meeting Points”, reflects Dalkeith’s identity as a place where rivers, routes, markets and communities converge. This positions culture as a connector across geography, generations and sectors. Strategic Alignment 3.9 A Town of Culture bid would align directly with: • Town centre regeneration ambitions • Economic development priorities • Midlothian Tourism Strategy for Inclusive Economic Growth 2026 - 2030 • Skills and employability pathways • Place-making and community empowerment objectives 3.10 The programme would support inclusive economic growth by increasing footfall, strengthening local businesses, and enhancing Dalkeith’s profile regionally and nationally. 3.11 Culture in this context acts as a delivery mechanism for regeneration and economic resilience, rather than a standalone cultural intervention. Proposed Programme Approach 3.12 If successful, the 2028 programme would combine: • Flagship cultural commissions inspired by Dalkeith’s heritage and landscape • Outdoor and town centre activation • Community-led neighbourhood activity • Youth leadership and creative skills pathways • Digital storytelling and heritage interpretation Page 263 of 290
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3.13 Accessibility would be embedded from the outset, ensuring a balanced programme of free, low-cost and participatory opportunities. 3.14 Community co-design would underpin programme development, ensuring authenticity and local ownership. Governance and Delivery 3.15 At Expression of Interest stage, there is no requirement for direct financial contribution from Midlothian Council. 3.16 Should the Expression of Interest be shortlisted: • Midlothian Council would act as the Accountable Body • Officer time would be required to progress partnership development and community engagement • A cross-sector Programme Board would be established • Dedicated project capacity would be recruited, funded through the development grant • Community advisory mechanisms would be embedded 3.17 A further report would be submitted prior to any full application. 3.18 The Expression of Interest deadline of 31 March 2026. Financial Overview 3.19 If shortlisted, the Council would receive a £60,000 development grant to support preparation of the full bid. This would fund: • Community engagement and co-design • Partnership development • Feasibility and access audits • Governance development • Fundraising strategy • Evaluation framework design 3.20 This ensures that progression to full application remains proportionate and controlled. 3.21 Indicative total programme cost for delivery in 2028 is currently estimated at £3/4 million, informed by comparable national culture-led place programmes and scaled proportionately to the size and ambition of Midlothian’s proposed offer. 3.22 This estimate includes provision for: • Programme commissioning and artist fees • Community engagement and co-creation activity • Production, staging and technical delivery costs • Marketing, branding and audience development • Project management and core delivery staffing • Monitoring, evaluation and legacy planning • Contingency and risk management Page 264 of 290
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3.23 Should Midlothian be shortlisted, the £60,000 development grant would enable detailed financial modelling, partner contribution mapping and phased budget profiling to refine this estimate and confirm a robust, deliverable funding package. 3.24 It is anticipated that delivery funding would be secured through a blended model including external grants, public sector investment, sponsorship and business support, cultural partnerships, trust and foundation funding, and in-kind contributions, minimising direct financial exposure to the Council. 3.25 Delivery funding would be sought from a blended model including: • Public funding bodies • Trusts and foundations • Business sponsorship • Cultural partnerships • Earned income • In-kind contributions 3.26 Any financial implications associated with a full bid would be subject to further governance approval. Strategic Opportunity 3.27 The programme presents a significant opportunity to: • Position Dalkeith nationally as a confident and distinctive cultural town • Accelerate regeneration ambitions • Strengthen community pride and cohesion • Build long-term cultural and creative capacity • Increase footfall and economic activity 3.28 Progressing to EOI submission therefore represents a low-risk, high- opportunity strategic intervention aligned to Council priorities. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource At EOI stage, officer time will be required within Economic Development. If shortlisted, a development phase would require dedicated project capacity funded through the development grant. Any future financial commitments would require separate approval. 4.2 Digital The programme would incorporate digital storytelling, accessible communications and modern audience engagement methods. Digital inclusion and accessible formats would be embedded within the communications strategy. Page 265 of 290
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4.3 Risk Key risks include: • Failure to be shortlisted (low financial risk at EOI stage) • Funding gap at delivery stage • Delivery capacity pressures • Community disengagement Mitigations: • Phased programme design • Diverse income strategy • Early and meaningful community engagement • Clear governance and experienced cultural producers 4.4 Ensuring Equalities (if required a separate IIA must be completed) Design proposals will consider inclusive access and equality in line with Fair Work First principles, an IIA will be required for full application stage. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Page 266 of 290
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The proposed Expression of Interest supports the ambitions of the Single Midlothian Plan by contributing to: • Reducing inequalities through inclusive cultural participation and access to free and low-cost events. • Growing the local economy by increasing town centre footfall, supporting local businesses and strengthening the visitor economy. • Improving outcomes for children and young people through creative skills development, youth leadership opportunities and cultural pathways. • Strengthening communities by building pride of place, encouraging volunteering and fostering collaboration across sectors. • Supporting town centre regeneration by activating Dalkeith’s public spaces and enhancing its identity as a civic and cultural hub. Culture is positioned as an enabling mechanism to deliver wider economic, social and wellbeing outcomes rather than as a standalone intervention. 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 Page 267 of 290
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A.4 Delivering Best Value The EOI stage requires no financial commitment beyond officer time. If shortlisted, development funding would offset preparatory costs. Long-term legacy focus ensures investment delivers sustained benefit beyond 2028. A.5 Involving Communities and Other Stakeholders Community engagement will include: • Open listening sessions • Youth-led design workshops • Business roundtables • Community advisory representation The approach prioritises participatory design rather than top-down delivery. A.6 Impact on Performance and Outcomes Anticipated impacts include: • Increased town centre footfall • Enhanced town profile • Improved participation in cultural activity • Skills and employment pathways • Stronger community cohesion A.7 Adopting a Preventative Approach The programme builds: • Social connection • Youth skills and pathways • Local pride and belonging This supports preventative wellbeing and economic resilience outcomes. A.8 Supporting Sustainable Development The programme will: • Use existing assets and infrastructure • Encourage active travel and local participation • Embed environmental considerations in event design • Support sustainable visitor growth Page 268 of 290
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APPENDIX B UK Town of Culture 2028 Competition Expression of Interest (EOI) Page 269 of 290
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UK Town of Culture 2028 Competition Expression of Interest (EOI) Thank you for your interest in the UK Town of Culture 2028. Please ensure you have read the “UK Town of Culture 2028 Expression of Interest: Guidance for bidders” document before applying. All EOIs must be submitted using this standard template. The form comprises four sections which each require a statement response. You are provided with a series of prompts to use as a guide. You do not need to answer each prompt individually but your responses should address all prompts. The prompts draw from the competition criteria and bidding places should refer back to the criteria when completing the form to show the potential of their programme to make a contribution to the aims of the UK Town of Culture programme. The form has set formatting (e.g., font size and line spacing) which should be adhered to. Please note that the EOI form is strictly word limited and we do not expect at this stage detailed economic data, research or in depth fundraising or delivery plans. Responses should also only include text. The application deadline is 31 March 2026. Applications received after this date will not be considered. If a large number of applications are received, an initial sift will be conducted on the section, 'Section 2: Your Story', only. Contact: uktownofculture2028-competition@dcms.gov.uk Page 271 of 290
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SECTION 1: BID INFORMATION In this section, we ask for information relating to your bidding team and place. The information will not be scored but will be used to confirm your eligibility. 1.1 Contact Information Please provide contact information for the single point of contact for your bidding team. Name, Position, Team / Organisation, Telephone Number, Email Address. Name: Peter Arnsdorf / Nathan Gallogley Position: Head of Placemaking / Economic Development Officer (Tourism, Culture and Heritage) Team / Organisation: Midlothian Council Telephone Number: 07901864996 Email Address: Nathan.Gallogley@midlothian.gov.uk 1.2 The Bidder Please provide information for the bidder. With reference to the definitions of the Accountable Body and Delivery Body in “UK Town of Culture 2028 Expression of Interest: Guidance for bidders”. You should include information on who the lead bidder is and who the key partners are. Lead Bidder / Accountable Body: Midlothian Council will act as the accountable body for the bid, providing governance, financial management, procurement compliance, reporting, and assurance. Proposed Delivery Partnership: A dedicated “Dalkeith 2028” partnership (established if shortlisted), bringing together community, third sector, business, education, heritage and cultural partners. Delivery will be overseen by a Programme Board and supported by a small core team hosted by Midlothian Council. Why this delivery model meets the criteria: • Deliverability: clear accountable body and governance route. • Empowerment: shared decision-making through community advisory structures. • Legacy: partnership design strengthens local capacity beyond 2028. 1.3 The Geographical Area Please specify the geographical area that you are bidding for, with reference to the relevant geographical boundary designations. You may want to note the town categories set out in the “UK Town of Culture 2028 Expression of Interest: Guidance for bidders”. We will use your geographical area’s population size to categorise your bid. Bid Area: Dalkeith, Midlothian (defined town boundary; mapped at full application stage). Page 272 of 290
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Why Dalkeith is the right scale and place: Dalkeith is one of Midlothian’s most historic towns, with a clearly defined town centre, strong civic assets and a long-standing role as a meeting place for surrounding communities. Its compact scale and accessible town centre make it well suited to delivering a coordinated, year-long cultural programme that can animate public spaces and connect activity across both the town centre and surrounding neighbourhoods. While Dalkeith retains significant heritage assets and community infrastructure, there is an opportunity to further strengthen the town’s civic identity and reconnect cultural activity with the town centre. The Town of Culture programme would provide a catalyst to celebrate Dalkeith’s heritage, activate its cultural assets, and bring communities together through a shared programme of activity that supports town centre vitality and long-term place development. How the bid remains “town-led” while creating wider benefit: Dalkeith will be the programme’s focal place. Where activities involve wider participation (e.g., touring partnerships, schools, volunteering), this will be framed as “Dalkeith welcomes” rather than diluting town identity. Page 273 of 290
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SECTION 2: YOUR STORY In this section, we want to understand the unique story and culture of your town. [Maximum 400 words for each section] 2.1 Vision Please use the following prompts to guide your response: ● What is the story of your town (e.g., places and landscapes, people, communities, culture and heritage) and what is special about it (e.g., including, how it has contributed to a local identity - and, if relevant, how it has contributed to the national story)? ● How will your programme celebrate the story of your town, and what themes will be explored in your programme? ● How will your programme help to build knowledge of your town (e.g., improving, celebrating, raising the profile)? Dalkeith – Scotland’s Meeting Point Town Dalkeith is Scotland’s meeting point town. Shaped by the confluence of the North and South Esk rivers, it has long been a place where trade, governance and community life converge. As Midlothian’s historic county town, Dalkeith has served as a civic centre, a market hub and a gateway between Edinburgh and the Borders. Its distinctive character lies in its balance. The town combines nationally significant heritage and designed landscape with a compact, accessible centre and strong neighbourhood identity. Dalkeith Palace and Country Park sit alongside High Street civic life, while surrounding communities reflect Scotland’s wider story of industrial transition and renewal. Dalkeith represents a national story of adaptation. Like many medium sized towns across the UK, it is navigating growth, demographic change and economic transition. Dalkeith 2028 will position the town as a confident example of how culture can strengthen identity, cohesion and resilience. Programme Theme – Meeting Points Our programme is built around the theme of Meeting Points. This reflects Dalkeith’s geography, its civic heritage and its evolving identity. The programme will explore four connected strands: • Water and Nature celebrating river corridors, parkland and green routes through outdoor culture and environmental storytelling • Heritage and Future reinterpreting historic assets and civic spaces through contemporary commissions and digital storytelling • Makers and Markets celebrating everyday creativity, enterprise and local production Page 274 of 290
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within the town centre • Welcome and belonging foregrounding community voice, youth leadership and participatory neighbourhood activity These strands will combine ambitious artist led commissions with grassroots participation, ensuring that Dalkeith’s story is told at scale and with authenticity. Building Knowledge and Raising Profile Dalkeith 2028 will increase awareness and pride locally, reposition the town regionally and raise its national profile. Locally, residents will see their town differently through visible activity in everyday spaces and renewed understanding of its history. Regionally, Dalkeith will be positioned as a distinctive cultural destination within Edinburgh and South East Scotland. Nationally, flagship commissions and coordinated media activity will establish Dalkeith as a model of place based cultural renewal. Dalkeith 2028 is not a one year celebration. It is a long term investment in identity, opportunity and civic confidence. 2.2 Local Needs Please use the following prompts to guide your response: ● What local challenges and issues does your town face that your bid can help to address? What priorities, needs, groups and demographics will your programme target and why? ● How does your bid align with any other local and / or regional plans to tackle local needs? Addressing Local Challenges Through Culture Led Renewal Dalkeith is a historic county town with significant strengths, yet like many towns it faces structural, economic and social challenges. While it benefits from strong heritage assets, civic identity and natural landscape, there are pressures relating to town centre vitality, inequality, participation gaps and demographic change. Dalkeith 2028 is designed as a practical response to these issues through culture led regeneration. Local Challenges and Issues Town centre vitality remains a key challenge. Changing retail patterns and wider economic pressures have affected footfall and trading confidence. Dalkeith has the opportunity to reposition its centre as a place of experience, creativity and gathering rather than relying Page 275 of 290
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solely on traditional retail. A year long cultural programme can increase activity, extend dwell time and strengthen perception. Inequality and uneven participation in cultural life are also important local considerations. Some communities in and around Dalkeith experience higher levels of deprivation and face barriers to participation including cost, confidence, accessibility requirements and caring responsibilities. Cultural opportunity is not evenly distributed without targeted action. Young people face challenges in accessing clear local progression pathways into employment and creative industries. There is an opportunity to strengthen creative, digital and event based skills development that builds confidence and employability. Dalkeith is also a town experiencing growth and demographic change. Housing expansion has welcomed new residents and families. This growth brings vitality but also creates a need to strengthen shared identity and belonging between long standing residents and newer communities. Dalkeith remains under recognised beyond the local area despite its nationally significant heritage and landscape assets. Raising its profile will support visitor economy potential and strengthen its wider regional position. Target Groups and Priorities The programme will prioritise • Children and young people to build creative skills, leadership experience and pathways into learning and work • Low income households to reduce financial barriers through free and low cost participation • Disabled people and carers to ensure inclusive design and meaningful access from the outset • Older residents to strengthen intergenerational connection and reduce isolation • Town centre businesses and local enterprises to increase footfall and support economic resilience • New residents to strengthen belonging and shared identity in a growing town These priorities reflect the principle that culture should address social and economic challenges while building pride and opportunity. Alignment with Local and Regional Plans Dalkeith 2028 aligns directly with the Single Midlothian Plan priorities • Improved health and skills for learning, life and work through youth placements, volunteering and creative skills development Page 276 of 290
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• Reducing poverty and inequality through accessible participation and targeted engagement • Progress towards net zero through sustainable event planning and use of existing town assets The programme also supports Midlothian’s inclusive economic growth and town centre regeneration ambitions by • Increasing town centre activity and footfall • Supporting local businesses and traders • Strengthening Dalkeith’s place brand • Creating opportunities for creative enterprise It complements wider tourism and regional collaboration ambitions by positioning Dalkeith more confidently within Edinburgh and South East Scotland while retaining a clear town led identity. Summary Dalkeith faces challenges common to many growing towns including maintaining a vibrant centre, ensuring opportunity is inclusive and strengthening identity amid change. Dalkeith 2028 responds directly by • Using culture to activate and reimagine the town centre • Targeting under served groups and reducing participation barriers • Creating youth skills and leadership pathways • Strengthening belonging and pride across communities • Raising Dalkeith’s profile locally, regionally and nationally The bid is therefore not simply a cultural celebration. It is a culture led contribution to Midlothian’s wider ambitions for wellbeing, inclusive growth and sustainable development, leaving a legacy that extends beyond 2028. 2.3 Empowerment Please use the following prompts to guide your response: ● How have you developed the ideas within this bid? To what extent have you already consulted your local community and community groups (i.e., residents, businesses, institutions, creative providers, and cultural organisations) on your interest in UK Town of Culture? ● How will your local community and community groups be involved in developing and delivering the full application, programme and its legacy? How will you hold yourself accountable to community groups and members when making decisions about the programme? Page 277 of 290
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Development of the Bid The ideas within this bid have been developed through early engagement conversations and partnership discussions across Dalkeith. The concept of “Meeting Points” emerged from listening to how people describe the town, its rivers, its civic role, its markets and its growing communities. Rather than importing an external theme, the bid builds on narratives that already resonate locally. Initial engagement has included informal discussions with • Local community representatives and community council members • Town centre businesses and traders • Heritage and landscape stakeholders • Education partners and youth contacts • Third sector organisations working with under served groups • Local officers across economic development, tourism and regeneration These early conversations have tested appetite, explored potential themes and identified shared challenges such as town centre vitality, youth opportunity and inclusion. Feedback consistently highlighted the importance of ensuring that the programme is not perceived as a one off event but as something that builds long term benefit. At this Expression of Interest stage, engagement has been proportionate and exploratory. If shortlisted, consultation will move into a structured and inclusive co design phase supported by the development funding. Involvement in the Full Application and Programme If shortlisted, the first priority will be a comprehensive community engagement programme to shape the full application and programme content. This will include • Open community listening sessions across neighbourhood venues at different times of day • Youth led design workshops in partnership with schools and youth organisations • Targeted engagement sessions with groups who face barriers to participation including disabled people and carers • Town centre roundtables with businesses and traders • An open call for ideas, stories and creative collaborators • Workshops with cultural organisations and creative practitioners The purpose of this phase will be to move from concept to co designed programme, ensuring that priorities reflect lived experience and local ambition. Community involvement in delivery will be embedded through • A Community Advisory Panel with representative membership and rotating places • Participatory micro grants enabling residents and community groups to deliver elements Page 278 of 290
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of the programme • Volunteer and community host roles supporting events and neighbourhood activity • Youth leadership positions including paid placements and programming input Legacy will be developed alongside the programme rather than at its conclusion. Skills development, partnerships and equipment investment will be designed to remain within the town beyond 2028. Accountability and Decision Making Accountability to local residents and community groups will be embedded within governance and reporting structures. This will include • Clear published terms of reference for the Programme Board and Community Advisory Panel • Transparent commissioning processes and open calls for participation • Regular public updates on decisions, budgets and programme progress • Feedback mechanisms allowing residents to comment on proposals and raise concerns • A You Said We Did approach demonstrating how community feedback influences decisions The Council will act as accountable body, providing financial oversight and governance assurance. However, decision making about programming priorities will be informed by structured community input and partnership representation. Evaluation will also include community voice through surveys, focus groups and feedback sessions to ensure that learning shapes future activity. Summary This bid has been shaped by early local conversations and is grounded in Dalkeith’s lived identity. If shortlisted, engagement will move into a structured co design phase ensuring that the full application and programme reflect community priorities. Dalkeith 2028 will not be delivered to the town but with it. Community involvement will be visible in governance, commissioning, delivery and legacy planning, with transparent accountability mechanisms ensuring that decisions remain rooted in local need and ambition. Page 279 of 290
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SECTION 3: CULTURE FOR EVERYONE In this section, we want to understand how you will design a cultural programme for all which will provide visible, accessible culture that boosts the profile of your town. [Maximum 400 words for each section] 3.1 Quality and Innovation Please use the following prompts to guide your response: ● What is your cultural and heritage infrastructure, and how will you use it and build upon them in your programme? If your infrastructure is more limited, how could you leverage UK Town of Culture to develop your infrastructure on a permanent or temporary basis? ● What type of activities will your programme deliver, and how will they work together? Please refer to proposed lead artists / creatives, if they are known. You may refer to creating and / or promoting existing events that could become a returning event using the leverage generated by UK Town of Culture investment Dalkeith benefits from a distinctive combination of civic, heritage and natural infrastructure that provides a strong foundation for a high quality cultural programme. The town centre includes historic streetscape, civic buildings and accessible public space suitable for performance, markets and outdoor installations. Dalkeith Palace and Country Park offer nationally significant built heritage and landscape settings, while community venues, schools and local organisations provide distributed spaces for neighbourhood activity. Our programme will use the town itself as a stage. High Street, riverside paths, parkland and everyday civic spaces will become visible cultural platforms. Rather than creating new permanent infrastructure, the programme will activate and reinterpret existing assets through temporary staging, light and sound installations, digital interpretation and flexible production infrastructure. Where gaps are identified, UK Town of Culture investment will support temporary technical capacity, accessibility improvements and skills development that leave a lasting legacy in equipment, partnerships and local expertise. The programme will be structured around the theme of Meeting Points and delivered through interconnected strands that work together across the year. Flagship commissions will form the backbone of the programme. These will include artist led works inspired by Dalkeith’s rivers, routes, markets and civic identity. Commissions will be delivered in partnership with regional and national creatives, alongside local artists and community producers to ensure both quality and authenticity. Outdoor cultural seasons will animate river corridors and parkland through light, performance and environmental storytelling, positioning Dalkeith as a town where landscape and culture meet. Town centre takeovers will include maker trails, shopfront galleries, street performance and food collaborations that support local businesses and increase footfall. Community co creation will sit alongside major moments. Micro commissions and neighbourhood festivals will ensure visible activity beyond the town centre. Youth Culture Page 280 of 290
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Leader placements and creative apprenticeships will embed skills development within programme delivery. Existing events will be enhanced and elevated through the Town of Culture platform, creating the potential for returning annual fixtures beyond 2028. By combining flagship artistic ambition with grassroots participation, the programme will deliver quality, innovation and sustainability in equal measure, strengthening Dalkeith’s cultural infrastructure for the long term. 3.2 Opportunity Please use the following prompts to guide your response: ● How will you ensure the initiatives and opportunities (e.g., learning and skills- building, career awareness, bringing different communities together) you are planning are genuinely aligned with your community's needs and interests, especially for younger members of the community? ● What social and community impacts will these help you to achieve in your area, and why are these important to your town? Dalkeith 2028 will place opportunity at the centre of its programme, ensuring that learning, skills development and community connection are shaped by genuine local need rather than assumed benefit. If shortlisted, the development phase will begin with structured engagement to identify priority skills gaps, youth interests and barriers to participation. This will include workshops with schools and youth organisations, discussions with employability partners, and targeted engagement with community groups supporting under served residents. Young people will be directly involved in shaping opportunity pathways through youth design labs and advisory roles, ensuring initiatives reflect their aspirations and not solely institutional priorities. Opportunities will include Youth Culture Leader placements offering paid experience in production, marketing, digital content and event delivery. Short accredited and non accredited training pathways will be developed in partnership with education and skills providers, covering areas such as technical production, heritage interpretation, event management and hospitality. These pathways will connect cultural participation with real progression routes into employment and further learning. Community Connector roles will support residents to act as local hosts and ambassadors, strengthening civic confidence and ownership. Intergenerational projects will bring together schools, families and older residents through storytelling, craft and performance, reinforcing shared identity. By embedding opportunity within delivery rather than positioning it as an add on, the programme ensures that skills are developed through doing. This practical model is particularly important for younger members of the community, who benefit from applied Page 281 of 290
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learning, mentorship and visible progression routes. The social and community impacts are significant. The programme will strengthen confidence and aspiration among young people, increase social connection across generations, reduce isolation, and build a stronger sense of belonging in a growing town. It will support employability by providing real world experience and transferable skills. It will also increase civic pride by enabling residents to see themselves not just as audiences, but as creators and contributors. For Dalkeith, these impacts matter because the town is evolving. Housing growth and demographic change create both opportunity and pressure. By investing in skills, connection and belonging, Dalkeith 2028 will help ensure that growth translates into cohesion, resilience and long term community wellbeing. 3.3 Accessible Please use the following prompts to guide your response: ● How will you embed accessibility across the design and content of your programme? ● How would you aim to reach the widest possible audience? Accessibility will be embedded from the outset of Dalkeith 2028 through a design for all approach. It will not be treated as an add on but as a core principle shaping programming, commissioning, venues, communications and governance. At development stage, access audits will be undertaken for key indoor and outdoor locations to identify barriers and inform site planning. Accessible infrastructure such as step free routes, appropriate viewing areas, clear signage and sensory considerations will be integrated into event design wherever possible. Temporary infrastructure funded through the programme will prioritise accessibility improvements that can leave a lasting benefit. Accessible formats will be embedded across communications and content. This will include plain English materials, captioned digital content and accessible online platforms. British Sign Language interpretation, audio description and other inclusive practices will be incorporated into flagship events where appropriate. Programming decisions will also consider timing, location and cost to reduce practical barriers for families, carers and shift workers. Affordability is central to accessibility. The programme will include a strong free and low cost offer, ensuring that cost does not prevent participation. Activity will be distributed across neighbourhood venues as well as the town centre so that residents can engage close to home rather than needing to travel. To reach the widest possible audience, Dalkeith 2028 will combine high visibility moments with sustained local engagement. Outdoor installations, town centre takeovers and river Page 282 of 290
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corridor events will ensure culture is seen in everyday spaces. Communications will use a multi channel approach including print, local press, community newsletters, schools, health settings and digital platforms. Trusted intermediaries will play a key role in reaching under served audiences. Partnerships with community organisations, youth groups and third sector providers will ensure targeted outreach rather than relying solely on traditional marketing. By embedding inclusive design, affordability, neighbourhood delivery and targeted engagement, Dalkeith 2028 will create a programme that is visible, welcoming and accessible to the widest possible cross section of the community, strengthening participation and pride across the town. 3.4 Communication Please use the following prompts to guide your response: ● How will you build a communication plan that utilises a breadth of media formats and reaches different types of audiences? Dalkeith 2028 will deliver a communications plan that is inclusive, multi layered and audience specific, ensuring that culture is visible locally while also raising the town’s profile regionally and nationally. The communications strategy will begin with a clear and consistent brand rooted in the programme theme of Meeting Points. This identity will be co developed with local stakeholders to ensure it reflects Dalkeith’s character and resonates with residents. The brand will be applied consistently across partners, platforms and physical spaces to build recognition and pride. To reach different audiences, a breadth of media formats will be used. Digital platforms will include a dedicated website, short form video content, podcasts and social media storytelling. Digital content will be accessible and shareable, enabling younger audiences and regional visitors to engage easily. Print and physical communications will remain central. Posters, banners and shop window materials will ensure visible presence in the town centre. Information will be distributed through schools, libraries, GP surgeries, community venues and local businesses to reach residents who are less digitally connected. Local press and regional media partnerships will amplify key programme moments, while national public relations activity will focus on flagship commissions and major events to raise Dalkeith’s profile beyond Midlothian. Audience segmentation will guide messaging. Communications aimed at young people will use visual and digital first approaches. Families will be reached through schools and community networks. Older residents will be supported through printed materials and Page 283 of 290
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trusted local channels. Targeted campaigns will be developed in partnership with community organisations to reach under served groups. Two way communication will also be embedded. Regular updates, open calls and feedback mechanisms will ensure residents can see how decisions are made and how to get involved. Transparent reporting will strengthen trust and accountability. By combining hyper local visibility with regional and national storytelling, Dalkeith 2028 will not only promote events but build sustained recognition of the town as a confident, creative and welcoming place. Page 284 of 290
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SECTION 4: MAKING IT HAPPEN In this section, we want to understand how you will deliver a successful programme. [Maximum 400 words for each section] 4.1 Partnerships Please use the following prompts to guide your response: ● How will you secure and work with additional external partners (e.g., artists and creatives, cultural and heritage organisations, funders, institutions, businesses, voluntary sector and civic society partners, and residents) to deliver the programme? ● How will you ensure your partners are representative of your town population? Dalkeith 2028 will be delivered through a broad, cross sector partnership model that combines artistic quality with strong local representation. Midlothian Council will act as accountable body, but the programme will be shaped and delivered collaboratively. Additional external partners will be secured through a combination of open calls, targeted invitations and strategic relationship building. Open commissioning processes will invite artists, creatives and community producers to propose ideas aligned with the Meeting Points theme. This will ensure transparency and encourage both local and national creative talent to contribute. Strategic partnerships will be developed with regional and national cultural and heritage organisations to strengthen artistic quality, mentoring and touring potential. These relationships will support knowledge exchange and increase the programme’s reach beyond Midlothian. Businesses and town centre traders will be engaged through structured forums and collaborative event planning, ensuring economic benefit is embedded within delivery. Sponsorship and in kind support will be pursued where aligned with programme values. Voluntary sector organisations and community groups will be central partners rather than consultees. Their role will include co design, outreach and delivery support, particularly in reaching under served communities. Residents will be partners through participatory micro grants, volunteer roles and advisory structures, enabling community led elements of the programme. To ensure partners are representative of the town’s population, a partner mapping exercise will be undertaken during the development phase. This will assess representation across age, disability, socio economic background, ethnicity and geography. Where gaps are identified, targeted outreach will be conducted to strengthen inclusion. A Community Advisory Panel with rotating membership will provide ongoing challenge and scrutiny, ensuring that partnership composition reflects local diversity and that decisions Page 285 of 290
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are not dominated by a narrow group of voices. Commissioning and procurement processes will follow fair and transparent principles, encouraging participation from smaller organisations and individual creatives who may not traditionally access large scale programmes. By combining open access, strategic collaboration and structured community representation, Dalkeith 2028 will build a partnership model that is ambitious, inclusive and grounded in local reality, strengthening relationships that will endure beyond 2028. 4.2 Programme Management Please use the following prompts to guide your response: ● How will the programme be managed throughout the year, including leadership structure and delivery model? ● How will you provide clear roles and responsibilities, and ensure the team has the skills and capacity to deliver? ● What are the key risks associated with your proposed programme (i.e., risk, mitigating action, RAG rating)? Dalkeith 2028 will be delivered through a clear governance and leadership structure that combines strong accountability with collaborative delivery. Midlothian Council will act as Accountable Body, providing financial oversight, procurement compliance and governance assurance. Strategic direction will be provided by a Programme Board with cross sector representation including community, business, cultural, education and third sector partners. An independent chair will be appointed to provide external challenge and credibility. Operational delivery will be led by a dedicated core team consisting of a Programme Director, Creative Producer, Community Engagement Lead, Marketing and Communications Lead and Finance and Administration support. This team will be supported by project specific staff, freelancers and commissioned partners as required. Clear workstreams will structure delivery, including Programme and Commissions, Community and Participation, Learning and Skills, Access and Inclusion, Marketing and Audience Development, Operations and Safety, and Evaluation and Legacy. Each workstream will have defined objectives, reporting lines and delegated responsibilities. Roles and responsibilities will be formalised through job descriptions, partnership agreements and a detailed delivery plan. Regular reporting cycles to the Programme Board and Council leadership will ensure oversight. The team will be recruited to ensure strong experience in cultural production, event management, community engagement and financial control. Where specialist skills are required, these will be commissioned externally to strengthen capacity. Page 286 of 290
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Key risks have been identified and will be actively managed. Community disengagement Mitigation includes early and sustained co design, use of trusted intermediaries and participatory micro grants RAG rating Green Funding gap Mitigation includes a diversified income strategy, phased programme design and early sponsor and funder cultivation RAG rating Amber Delivery capacity pressures Mitigation includes recruitment of experienced cultural producers, clear governance structures and partner delivery agreements RAG rating Green Accessibility not achieved Mitigation includes access audits, dedicated budget allocation and ongoing monitoring RAG rating Green Weather and operational risk for outdoor activity Mitigation includes contingency venues, flexible scheduling and robust event management planning RAG rating Green Through clear governance, experienced leadership and proactive risk management, Dalkeith 2028 will deliver a high quality and well managed programme with accountability and resilience built into its structure. 4.3 Financial Management Please use the following prompts to guide your response: ● If shortlisted, how would you use a £60,000 grant to strengthen your full application? ● How much do you expect it will cost to deliver your programme? ● How much additional funding will you need to raise to deliver the programme, and where will you get that additional funding (e.g., existing / reallocated budgets, income from charitable trusts and foundations, income from public funding bodies, business investment / sponsorship, crowdfunding, cultural partnership cash contributions / joint funding applications, in-kind support)? If shortlisted, the £60,000 development grant will be used strategically to strengthen the quality, feasibility and sustainability of the full application. The funding will support Page 287 of 290
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• A structured community co design programme including facilitated engagement sessions, targeted outreach to under served groups and youth design workshops • Feasibility studies and access audits for key indoor and outdoor locations to ensure deliverability and inclusive design • Commissioning time for a Creative Producer and specialist advisors to shape flagship concepts to a developed stage • Development of a detailed fundraising and income strategy including prospect research and sponsor engagement • Governance set up including legal advice, partnership agreements and delivery planning • Baseline data gathering and development of an evaluation framework This investment will ensure that the full application is community led, financially robust and operationally credible. The indicative cost to deliver Dalkeith 2028 is projected to be in the region of £3 million to £4 million. This estimate includes programme commissioning, staffing, technical production, marketing and communications, access provision, community engagement and evaluation. The final figure will be refined during the development phase. It is anticipated that a significant proportion of this cost would be met through the Town of Culture award itself. However, additional funding of approximately £2.5 million to £3.5 million would need to be raised through a blended income model. Potential income sources include • Alignment and reallocation of existing local authority budgets where eligible, particularly those supporting regeneration, place making and events • Applications to charitable trusts and foundations supporting culture, youth, heritage and wellbeing • Public funding bodies through joint applications with cultural partners • Business investment and sponsorship from local and regional employers • Cultural partnership contributions and co commissioning arrangements • Earned income from selected ticketed activity balanced with a strong free offer • Crowdfunding and community fundraising for specific projects Page 288 of 290
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• In kind support including venue use, marketing channels, staffing time and technical resources This diversified approach reduces reliance on a single income stream and strengthens resilience. Financial oversight will be managed through Midlothian Council as accountable body, ensuring transparency, compliance and value for money throughout delivery. 4.4 Monitoring, Evaluation and Legacy Please use the following prompts to guide your response: ● What outcomes of your programme can be monitored and evaluated? Please refer to outcomes referenced throughout your bid, including those referenced in "Local Needs" and "Opportunity". ● How are you currently monitoring the impact of any culture and heritage programme(s) and how could these methods be adapted and used to evaluate UK Town of Culture? ● What baseline information is available to help assess the impact of your programme? Dalkeith 2028 will embed monitoring and evaluation from the outset, ensuring that impact is measurable, transparent and aligned to the outcomes identified throughout this bid. Outcomes to be Monitored and Evaluated The programme will monitor outcomes across five key areas • Participation and inclusion including total attendance, demographic reach and engagement of under served groups • Skills and progression including numbers of young people completing placements, training pathways and volunteering roles, and progression into employment or further learning • Community cohesion and wellbeing including measures of belonging, pride and social connection gathered through surveys and focus groups • Town centre and economic impact including footfall during key programme moments, business engagement and perception of the town • Profile and visibility including regional and national media coverage, digital reach and visitor awareness These outcomes directly relate to local challenges identified in this bid including inequality, youth opportunity, town centre vitality and strengthening identity in a growing town. Current Monitoring Approaches Page 289 of 290
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Midlothian Council and local partners already collect data on event attendance, participant numbers and stakeholder feedback for cultural and tourism activity. Town centre indicators such as footfall data and vacancy rates are monitored where available. Engagement metrics are tracked across digital platforms. For Dalkeith 2028, these existing systems will be strengthened through • A clear theory of change linking activity to intended social and economic outcomes • Consistent data collection templates across all commissioned partners • Standardised participant surveys capturing demographic and qualitative insight • Independent evaluation support to provide external challenge and credibility This will ensure that evaluation is proportionate but robust. Baseline Information Baseline data available to inform impact assessment includes • Demographic and socio economic data at local level • Existing cultural participation data from local providers • Town centre indicators including footfall where available • Skills and employment data for young people • Perception and awareness information gathered through local consultation During the development phase, a pre programme perception survey will establish baseline measures of pride, awareness and cultural engagement to allow comparison post 2028. Legacy Legacy will be measured not only in outputs but in sustained change. This includes retained skills, strengthened partnerships, returning events and improved confidence in Dalkeith’s identity. By embedding evaluation throughout, Dalkeith 2028 will leave a lasting evidence base to support continued cultural investment beyond 2028. Page 290 of 290