Agenda Document Pack - Midlothian Council - 23/06/2026
Midlothian Council · 23 June 2026
Back to Midlothian Council — 23 June 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Notice of Meeting and Agenda Midlothian Council Venue: Normandy Court/ Hybrid, Normandy Court, Normandy Drive, Dalkeith, EH22 1GJ Date: Tuesday, 23 June 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 700
Page 2
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 12 May 2026 - submitted for approval 5 - 16 Private Minute Addendum of the Midlothian Council meeting of 12 May 2026 - submitted for approval 5.2 Minute Volume Index - submitted for consideration 17 - 18 5.3 Action Log 19 - 20 Private Action Log 6 Questions to the Council Leader No items for discussion 7 Motions 7.1 Celebrating Midlothian Gala Days 21 - 22 7.2 Volunteers’ Week 2026 23 - 24 8 Public Reports 8.1 Financial Monitoring 2025/26 - General Fund Revenue, report by Chief Financial Officer and Section 95 Officer 25 - 40 Page 2 of 700
Page 3
8.2 Housing Revenue Account: Revenue and Capital Final Outturn 2025/26 and Capital Plan 2026/27 - 2028/29, report by Chief Financial Officer and Section 95 Officer 41 - 50 8.3 General Services Capital Plan 2025/26 Final Outturn, report by Chief Financial Officer and Section 95 Officer 51 - 66 8.4 Annual Treasury Management Report 2025/26, report by Chief Financial Officer and Section 95 Officer 67 - 96 8.5 Medium Term Financial Strategy - 2027/28 to 2028/29, report by Chief Financial Officer and Section 95 Officer 97 - 110 8.6 Best Value Thematic Work - Asset Management, report by Audit Scotland (to follow) 8.7 Delivering for the Future. Transformation: How Councils are redesigning and delivering more efficient services, report by Chief Financial Officer and Section 95 Officer 111 - 146 8.8 Best Value Self-Evaluation, report by Chief Executive 147 - 222 8.9 Midlothian Community Planning Annual Reporting for H2 2025/2026, report by Chief Executive 223 - 404 8.10 Midlothian’s Local Transport Strategy 2026-2035, report by Executive Director Place 405 - 672 8.11 Midlothian Local Development Plan 2 (MLDP2) Proposed Plan - Approval for Consultation, report by Executive Director Place 673 - 688 8.12 Large Grants 2027-2030, report by Education Chief Operating Officer 689 - 694 8.13 Woodburn Additional Support Needs Consultation, report by Executive Director Children Young People and Partnerships 695 - 700 Exclusion of Members of the Public (A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPHS 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 Chief Internal Auditor Arrangements, report by Chief Executive (to follow) 9.2 Enhancing Midlothian’s Residential Care Capacity: Investment in Local, Trauma Informed Provision, report by Executive Director Children Young People and Partnerships Page 3 of 700
Page 4
9.3 Zero Waste: Edinburgh and Midlothian Capital Requirement to Enable District Heating, report by Executive Director Place 9.4 A701 Corridor Programme of Improvements and Interventions, report by Executive Director Place 10 Date of Next Meeting The next meeting will be held on 22 September 2026. Page 4 of 700
Page 5
INTERNAL USE ONLY DRAFT BY/DATE: REVIEW BY/DATE: 1-993 Minute of Meeting Midlothian Council Tuesday 23 June 2026 Item No 5.1 Midlothian Council Date Time Venue Tuesday 12 May 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 Imrie Councillor McEwan Councillor McKenzie (virtual) 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 Derek Oliver, Executive Director Children, Young People and Partnerships Fiona Clandillon, Head of Development - Capital and Entrepreneurial Projects Nick Clater, Head of Adult Services and Chief Social Work Officer David Gladwin, Chief Financial Officer and Section 95 Officer Saty Kaur, Chief Officer Corporate Solutions Michelle Strong, Chief Education Officer Suzanne Ross, Principal Solicitor William Venters, Principal Solicitor (virtual) Marc Bedwell, Programme Manager - Learning Estate Magnus Inglis, Service Manager, Business Support - Acting Up Ross Irvine, Senior Project Manager Nicola Thorburn, Acting Democratic Services Team Leader Hannah Forbes, Democratic Services Officer Louise Middleton, Democratic Services Officer Maria Perez, Democratic Services Officer (Virtual) Page 5 of 700
Page 6
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 thanked Dr Grace Vickers and Mr David Robertson, the Presiding Officers for the two constituencies that Midlothian covers, the Council staff from both Midlothian Council and Scottish Borders Council and the additional staff that worked hard on election day and during the count to ensure the smooth running of the Scottish Parliamentary Election. The Chair highlighted both Gill Smith, Midlothian Council and Declan Hall, Scottish Borders Council and thanked them and their Election Teams for their hard work. The Chair welcomed the new Member of the Scottish Parliament (MSP) for Midlothian South, Calum Kerr, who has taken over from Christine Grahame and congratulated Colin Beattie MSP on their re-election in Midlothian North. The Chair shared the sad news with the Chamber that Rab Paterson sadly died on Friday 8 May 2026. Rob was a huge influence in Midlothian, particularly for his work on equality and human rights. Condolences are with Lynn and their family. The Chair was delighted to advise that Newbattle High School won the Senior Boys Shield in football on Friday 8 May 2026. It was a particularly special occasion for our Cabinet Member for Education, Councillor Ellen Scott, who was in attendance as their grandson was part of the team. Well done Newbattle High School. Apologies were received from Councillor Drummond. 2. Order of Business The Order of Business is as per the agenda. 3. Declarations of Interest Elected Members were invited to declare their financial or non-financial interest in items of the agenda. 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. Page 6 of 700
Page 7
5. Minutes Report No. Report Title Presented by: 5.1 Minute of Midlothian Council Meeting of 31 March 2026 Executive Director Place The Minute of the meeting of Midlothian Council held on the 31 March 2026 was submitted for approval. The Provost confirmed that they had now written to the new Mayor of Jarnac, Madam Anne Martron, to pass on congratulations on her election. Councillor Smaill moved to amend section 7.3 of the Minute and include the date of International Women’s Day as suggested by Councillor Pottinger, however there was no seconder to this proposal. Councillor Parry moved to approve the unamended Minute of the Meeting of Midlothian Council of 31 March 2026, seconded by Councillor Cassidy. Decision The unamended Minute of the Midlothian Council Meeting of 31 March 2026 was 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. Report No. Report Title Presented by: 5.3 Action Log Executive Director Place Council agreed that items flagged as recommended for closure could be removed from the Action Log. Councillor Milligan suggested that the review of the green bin rollout is expanded (action 7) as this still appears to be causing issues in terms of missed collections, contaminated waste and the shared bin space provision for flats. Page 7 of 700
Page 8
The Executive Director Place advised that they have committed to both Cabinet and the Performance Review and Scrutiny Committee that a Twin Streaming progress report will be provided to address those factors raised by Councillor Milligan. At this early stage, there is good anecdotal evidence in terms of the lack of contamination however actual data figures will be collated as required in the submission to Zero Waste Scotland. Decision Council agreed that items flagged as recommended for closure could be removed from the Action Log. 6. Questions to the Leader of the Council No items for discussion. 7. Motions Report No. Report Title Presented by: 7.1 Health and Social Care Services Councillor Milligan Councillor Milligan presented the motion as detailed below. Council will be aware that there is great public anger and concern at the proposed service cuts to health and social care services being made by the Midlothian Integrated Joint Board (IJB). The failure by both the Scottish Government and the Midlothian Council Scottish National Party (SNP) Administration to adequately fund care for those most desperately in need is shameful. As a direct consequence of this failure, the IJB had to agree to: Close of the Loanesk Ward in Midlothian Community Hospital. Cut travel time to care workers which will simply mean less time with those needing care. Cut the level of care to some clients already receiving care at home. Cut care packages for adults with Learning Disabilities and reduce night-time support. Care packages that were previously delivered by two care workers will now be delivered by one. In addition, Midlothian already has around 170 people who have been assessed as being in critical need awaiting a care package. That list will now grow due to the lack of adequate funding. If these cuts go ahead this will leave the most vulnerable people in our community without the care they need. Page 8 of 700
Page 9
Therefore, Council agrees to increase the offer to the IJB for the financial year 2026/2027 by an additional £4 million revenue to avoid the need for many of these cuts and to help deliver care to those assessed as in critical need. Councillor Milligan highlighted that at the time of setting the Council budget they had warned that there was a £4 million deficit in the IJB being able to set a proper budget and that this gap will grow year on year due to the ageing population in Midlothian. Councillor Milligan added that they and Councillor Winchester voted at the meeting of the Midlothian IJB not to accept the Council’s budget offer however they were outvoted. Councillor Milligan noted that during that meeting there was commentary about how Midlothian was not any worse off than other areas and added that using other areas as a comparison is not an excuse for not providing the correct level of care. It is the Council’s duty to ensure that care is available for those that need and deserve it. Councillor Milligan urged Elected Members, irrespective of their political party, to vote in favour of the additional monies. Councillor Milligan added that the Council has approximately £7 - £8 million in reserves. Of that, £2.581 million is earmarked to balance budgets next year which could be diverted to the IJB. Additionally, there could be savings realised in Client Transport, so the budget is balanced each year, the £557,000 for the Midlothian Community Action Team which, while there was agreement to use this elsewhere, this has not progressed so that that this could not be cancelled and the £224,000 for the Compliance Team is the same. Adding the £4 million to the IJB could be done without great pain to services and would allow a year to speak with the Scottish Government. In terms of the SNP amendment, Councillor Milligan noted that they want to ask the Scottish Government for more money but Midlothian Council, Convention of Scottish Local Authorities (COSLA), the Third Sector and users have already highlighted the funding gap in Adult Social Care to the Scottish Government across Scotland and have not seen any results from this. Councillor Milligan added that he was fully supportive of asking the Scottish Government, and Westminster, again but it is likely to be to no avail and therefore urged Elected Members again to put their pollical allegiances aside and accept this motion for the most vulnerable people in our society. Councillor Imrie added that it is a sad day for Midlothian when the most vulnerable in our society are not being looked after. It is our duty as a Council to ensure that the money is there to deliver this priority service to make people as comfortable as they can be. It is important that this year the Council set a marker now as if not it will be more difficult in future years. The motion was moved by Councillor Milligan and seconded by Councillor Imrie. The Chair invited Councillor Parry to present the SNP amendment. Councillor Parry noted that while she agreed with much of what Councillor Milligan and Councillor Imrie said they felt the political-natured attack of this motion on such an important topic is disappointing and noted the timely press release on polling day. Page 9 of 700
Page 10
Councillor Parry added that what they had heard from voters is that they expect politicians to put their political differences aside and come up with solutions. Councillor Parry presented the amendment as detailed below and added that this is about ensuring it is something all Elected Members could support. Council is aware < to be replaced with > and acknowledges that the IJB have accepted the offer made by Council as part of the budget setting process for the FY 26/27, and notes that they have now set their own budget accordingly. Councillors of all parties acknowledge that this leaves financial challenges ahead for the IJB, as is the case for all Council departments. Council also acknowledges that the resources of the Council are already stretched, and further, do not yet reflect the Q4 IJB position for FY 25/26. Therefore, Council agrees to request an urgent meeting with the new Scottish Government, and newly elected MSP’s, as soon as possible, to investigate additional funding for the IJB, and Midlothian Council, for both FY 25/26 and FY 26/27. Councillor Parry reminded Elected Members and anyone watching this meeting that they have publicly acknowledged the pressures in social care. However, there are pressure across many departments in the Council which sees services being challenged. Ongoing Council Tax increases are not sustainable so we must make efforts to transform services and the IJB cannot be treated any differently to another Council service or department. However, Councillor Parry does agree that the challenges in health and social care are unacceptable but also agrees that we need investment in housing, the school estate, the roads, and waste collection – all these things are important. Councillor Parry believes that the health and social care issue and funding in general is a problem that the Scottish Government must solve and suggested that we start making our case again, to the new Scottish Government, quickly. The UK Government has also made decisions that impact our ability to fund services, for example this year we will fund additional national insurance contributions which will cost us £1.8 million this year, which is the equivalent to 2.8% in Council Tax. This year the interest alone on Public Private Partnership (PPP) schools is £5.8 million, which is approximately a 9% Council Tax increase. Councillor Parry added that to imply this Council has a spare £4 million is reckless and misleading. More investment is required from the Scottish Government and less barriers for employers from the UK Government. The amendment was moved by Councillor Parry and seconded by Councillor McManus. Councillor Winchester noted she intended to support the Labour Group motion having supported Councillor Milligan at the IJB meeting and highlighted a phrase that was mentioned “it was the best of the worst options”. Councillor Winchester added that the IJB needs funding and Midlothian Council has the means to provide them. Councillor Milligan said that they had spoken with the public and believes they would take great offence to the elderly being considered as a burden to the Council. The increase in Council Tax was supported last year as there was additional funding going to the IJB to take care of the elderly and the public were sympathetic to that. Page 10 of 700
Page 11
Councillor Milligan reiterated that there is between £7 million and £8 million in reserves and £2.5 million allocated to balance budgets for next year. There are areas where the Council has not committed to spending. It may cause some difficulties and risk to use this but not as large a risk or level of difficulty for the elderly. Councillor Milligan is happy to work with Councillor Parry to approach the Scottish Government but added that this problem is not going away and waiting lists are growing. Councillor Milligan urged all Elected Members, including the Administration, to consider their loyalty to the public in Midlothian and vote for the motion. Councillor Virgo asked the Chief Finance Officer and Section 95 Officer for their view and the potential impact on using the additional money that has been mentioned today. The Chief Finance Officer and Section 95 Officer advised that the £2.5 million is the remaining element of the service concession retrospection. Council will recollect from the Medium-Term Financial Strategy (MTFS) that this was apportioned over a 5-year period. This last element was earmarked to help balance the budget in 2027/28. If this was to be used against costs in 2026/27 as Councillor Milligan has presented, then this will not be available to balance the budget in 2027/28 and will effectively increase the budget gap. In terms of the remaining elements of the £4 million, these are all budgets that have been approved by Council when setting the 2026/27 budget. The education element which relates to Home to School Transport carries more risk as there are contracts in place, and while transformation work is ongoing to develop this service, to take £1 million from there is very challenging. The Chief Finance Officer and Section 95 Officer recollected from the proposed Labour Group budget amendment in February 2026 that if the savings could not be found in that area they would be found elsewhere in the education budget. The risk mitigation would be for the Executive Director Children, Young People and Partnerships to work through the detail. In relation to the budget pertaining to the MCAT and the Compliance Team, Councillor Milligan is correct in that while we are moving forward with delivery of these as approved by Council, no commitments have been made at this point and if Council wanted to change or move that funding from those areas to support the IJB, as presented, that would be within their gift. Councillor Virgo asked for clarification on the forecasted budget deficit for 2027/28. The Chief Finance Officer and Section 95 Officer advised that it depends at what point this is picked up and whether planned use of service concession assumptions regarding the increase in Council Tax are removed. If Council decided to remove both of those and we go back to the projection on income costs it takes the deficit above £10 million. The Chief Finance Officer and Section 95 Officer added that they will be reporting to Council in June 2026 with updated figures which will include the financial pressure impacts resulting from recent world events. Councillor Virgo thanked the Chief Finance Officer and Section 95 Officer for this information and highlighted the importance of giving context to figures and the suggestion that there is spare money. If a further £4 million is added to the deficit this will be in the region of £14 million funding gap for the next budget. Councillor Scott added that, in terms of the Home to School Transport, that the Newbattle High School ASN taxi along costs £159,524. If that cost is multiplied by Page 11 of 700
Page 12
6 wards, it is evident that the transport costs are legitimate and likely to increase due to the ongoing war. Councillor Milligan thanked the Chief Finance Officer and Section 95 Officer for his comments and mentioned some of the good news that is incoming regarding pension funds. In terms of transport, the Home to School Transport budget has gone up each year, going from £2.4 million to £5.1 million in 3 years. Councillor Milligan mentioned the money included in the budget for demographic growth but that this growth has not been as high as expected, so savings could be found in that area. Councillor Milligan is asking Elected Members to take care of the neediest with the reserves. Councillor Parry was disappointed that today’s discussions suggested that the Council are providing a substandard level of care and added that they have a relative that is being provided with excellent care at home, hospital and now elderly residential accommodation. Councillor Parry reassured the public that care is being delivered in Midlothian but also acknowledged the challenges. The Provost agreed and shared high praise for the social workers and carers looking after their friend. The Chair requested that Democratic Services conduct the vote. Democratic Services asked Elected Members to vote for the motion or for the amendment. The result was 8 for the motion and 9 for the amendment. The amendment was passed. Decision Council approved the amendment. Before proceeding with the Public Reports, the Provost advised that they will not tolerate any attempts to bring private matters into the public domain and will have no hesitation in suspending filming if required. The Provost reminded the Elected Members of Section 3 of the Councillors Code of Conduct on confidentiality. 3.21 I will not disclose confidential information or information which should reasonably be regarded as being of a confidential or private nature, without the express consent of a person or body authorised to give such consent, or unless required to do so by law. I note that if I cannot obtain such express consent, I will assume it is not given. 3.22 I accept that confidential information can include discussions, documents, information which is not yet public or never intended to be public, and information deemed confidential by statute. 3.23 I will only use confidential information to undertake my duties as a councillor. I will not use it in any way for personal or party-political advantage or to discredit my council (even if my personal view is that the information should be publicly available). Page 12 of 700
Page 13
The Provost advised that should any Councillor breach these today they will have no hesitation in reporting them to the Standards Commission and trusts that the position is very clear. 8. Public Reports Report No. Report Title Presented by: 8.1 Learning Estate Strategy Update Executive Director Children, Young People and Partnerships The Executive Director Children, Young People and Partnerships presented the report for decision which provides an update and progress report on the Midlothian Learning Estate Strategy 2017-2047 with the prioritisation of projects outlined. Council is recommended to: Note the further progress made towards the delivery of the Midlothian Council Learning Estate Strategy 2017-2047, approved at full Council 26th September 2017. Approve the revised dataset of school roll projections. Agree officers undertake further work on the financial implications of the prioritised projects in order that these can be considered as part of the Council’s Capital Strategy and General Service Capital Plan. The Chair thanked the Executive Director Children, Young People and Partnerships for their report and invited questions. Councillor Scott moved the report, noting the progress made towards the delivery of the Learning Estate Strategy approved the revised dataset of school roll projections and agreed that Officers should work on the financial implications of the prioritised projects to be considered as part of the Council’s Capital Strategy and General Service Capital Plan. Councillor Scott described this as a success story, congratulated those involved over the last few years and highlighted some of the key achievements including the new Easthouses Primary School including the Additional Support Needs (ASN), the Woodburn Primary 9-class extension, Hawthornden Primary School’s bespoke ASN provision, the suitability reports and an asset management plan which take us into the future. Councillor Scott also highlighted the projects under construction and in development including the new Mayfield Learning Community Campus, adding that Mayfield was one of the first schools they visited when they became the Cabinet Member for Education. Page 13 of 700
Page 14
In terms of school roll projections, Councillor Scott compared these to a jigsaw puzzle due to the work required to fit the parts together and gave some examples such as Dalkeith High School, which is currently breached, and highlighted that the new Shawfair All Through Campus will solve that. Councillor Scott added that where there are small temporary breaches, we may be able to solve these through catchment changes, especially where there is already local capacity. Councillor Scott stressed the importance, particularly for future prospective developers, that these figures do not consider any constrained sites in the proposed Midlothian Local Development Plan 2 (MLDP2) which has yet to be agreed. Councillor Scott highlighted that the large Redheugh Development of 1300 houses may have a very significant effect on pupil numbers. These school roll figures are a snapshot in time that require updating each year. Councillor Cassidy seconded the report, adding that Councillor Scott is a force to be reckoned with and paid tribute to their tenacity to get these jobs completed for the children and the future of our society. Councillor McEwan referred to page 44 of the meeting papers in relation to Beeslack High School and asked for more information on the planning application and the land deal so they can report back to constituents. Councillor McEwan believed that this had already been agreed as this has been ongoing for approximately 3 years. The Principal Solicitor advised that discussions around contractual issues and acquisition of land should be covered in the private section of the meeting. Councillor McEwan queried why this discussion must be held in private if the question relates to part of paper in the public section of the agenda. The Provost agreed with the point but clarified that the answer to the question may lead into discussions which are private and therefore this topic can be covered in the private section of the meeting, as per the legal advice. Councillor Imrie added that this Council agreed, through a paper 3 years ago, to proceed with the land purchase and asked why the public paper in today’s meeting documents say that this has still to be concluded. The Principal Solicitor appreciated the point Councillor Imrie was making however reiterated their advice to err on the side of caution and have this discussion in private as the answer to the question could lead to discussions about the acquisition of land or contractual information which should be discussed in private. The Principal Solicitor again reiterated their advice to err on the side of caution and have this discussion in private however deferred to the Executive Director Children, Young People and Partnerships to advise whether there were any updates they could provide in the public section of the meeting. The Executive Director Children, Young People and Partnerships advised that this has progressed to the point, having worked through several legal conditions and engagements, where this can be progressed. Page 14 of 700
Page 15
Councillor Russell raised an issue that occurred in King’s Park Primary School where a young wheelchair user was unable to access the school. The Executive Director Children, Young People and Partnerships advised that there had since been a significant number of repairs and upgrades made and there were still some jobs scheduled for completion. The Programme Manager - Learning Estate added that, as part of the suitability surveys, there was a full audit completed and the schools that require work have been identified, with King’s Park Primary School being included. These will move forward when funding is available and papers will be presented to Council for agreement. The Deputy Provost thanked Officers for the progress made on the school estate and agreed with the earlier point of retaining a focus on the Redheugh Development and the number of pupils this may bring to the area. Councillor Milligan agreed that it was good to hear about all the work that has been done but noted that there are still some schools in desperate need of upgrade and repair which will require more capital investment. The report was moved by Councillor Scott and seconded by Councillor Cassidy. Decision Council approved the report and its recommendations. The Religious Representative left the meeting 12:01pm. Report No. Report Title Presented by: 8.2 Sportscotland: Summer of Sport Funding Executive Director Children, Young People and Partnerships The Executive Director Children, Young People and Partnerships presented the report which informs Council of the allocation of £229,000 from sportscotland and the key principles of the investment. Council is recommended to note the sportscotland Summer of Sport 2026 investment of £229,000, which is to provide free or low-cost, inclusive opportunities for children and young people aged from 3yrs to 26 yrs to get active, stay active and improve their lives, with a particular focus on reducing barriers to participation and addressing poverty-related inequality. The Chair thanked the Executive Director Children, Young People and Partnerships for their report and invited questions. Councillor Parry welcomed this paper and highlighted the importance of sport, physical activity and inclusivity for all young people, particularly now when there is a mental health crisis. When people become embedded in sport early in life, they are more likely to continue with it in later life which is good news in terms of preventative health spend. Page 15 of 700
Page 16
Councillor McEwan added that this was good news and asked if constituted juvenile clubs could bid for funding. The Executive Director Children, Young People and Partnerships advised they are looking at delivering the overall package in-house but also with the possibility for clubs to be able to bid for funding, the details are still being worked on. 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 PARAGRAPHS 8, 9 AND 10 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 23 June 2026. The public section of the meeting concluded at 12:05pm. Page 16 of 700
Page 17
Midlothian Council Minute Volume Presented to the Meeting of Midlothian Council on Tuesday, 23 June 2026 Midlothian Council Tuesday 23 June 2026 Item No 5.2 Page 17 of 700
Page 18
1 Minutes of Meetings submitted for Approval 2 No items for discussion Minutes of Meetings submitted for Consideration 3 Minute of the Meeting of the Police, Fire and Rescue Board on 10 February 2026 Minute of the Meeting of the General Purposes Committee on 3 March 2026 Minute of the Meeting of Cabinet on 10 March 2026 Minute of the Meeting of the Local Review Body on 23 March 2026 Minute of the Meeting of the Business Transformation Steering Group on 23 April 2026 Minute of the Meeting of the Planning Committee on 28 April 2026 Minutes of Meetings submitted for Information Minute of the Meeting of the Midlothian Joint Integration Board Audit and Risk Committee on 5 March 2026 Page 18 of 700
Page 19
Midlothian Council Tuesday 23 June 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 24/02/2026 31/03/2026 8.7 Fees and Charges 2026/27 Following the approval of this paper at Council, continue cross-party discussions Assess the impact of changes to fees and charges for After School Clubs and Nurseries. Elected Members / Council Officers Executive Director Children, Young People & Partnerships Complete June 2026 Discussed at BTSG on 2 March – actions contained within the BTSG Action Log. Work ongoing and an update will be provided to BTSG in due course. 2 31/03/2026 8.5 Midlothian Local Housing Strategy 2026/27 to 2030/31 Provide feedback on how the engagement sessions in relation to preventing and addressing homelessness are going, what are the main topics and how many pupils have these been delivered to. Chief Education Officer Complete Recommended for closure. Information circulated to Elected Members on 13 May 2026. 3 31/03/2026 8.5 Midlothian Local Housing Strategy 2026/27 to 2030/31 Review homelessness statistics presented in the Local Housing Strategy in relation to domestic violence or other violence and confirm if they are aligned to national statistics. Executive Director Place June 2026 Recommended for closure Information circulated to Elected Members on 9 June 2026. Page 19 of 700
Page 20
No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 4 31/03/2026 8.5 Midlothian Local Housing Strategy 2026/27 to 2030/31 Review housing turnover in Danderhall and confirm if the figure includes existing Council tenants moving into new build Council homes as this may skew the data. Head of Development - Capital and Entrepreneurial Projects June 2026 Recommended for closure Confirm the housing turnover number includes all categories of lets. Council tenants moving into a new build house also provides a backfill void for another let. 5 31/03/2026 8.5 Midlothian Local Housing Strategy 2026/27 to 2030/31 Following the deployment of the green bin, review the provision of bin stores for blocks of flats and confirm the locations. Executive Director Place June 2026 Green bins provided to flats have an option for pop-up bins stores in the Twin Stream Project. Some locations have had a larger 360L bin replace and remove the individual household bins. Twin Stream Progress reports to Cabinet & PRS Committee. 6 31/03/2026 8.5 Midlothian Local Housing Strategy 2026/27 to 2030/31 Provide a report detailing the findings of a comparison between a Passivhaus and a standard Council house build in terms of energy efficiency and savings. Head of Development - Capital and Entrepreneurial Projects August 2026 In Progress Page 20 of 700
Page 21
Page 21 of 700
Page 22
Page 22 of 700
Page 23
Page 23 of 700
Page 24
Page 24 of 700
Page 25
Midlothian Council Tuesday 23 June 2026 Item No 8.1 Financial Monitoring 2025/26 - General Fund Revenue Report by David Gladwin, Chief Financial Officer and Section 95 Officer Report for Decision 1 Recommendations Council is recommended to: a) Approve a supplementary estimate of £2.827 million to increase the budget for Midlothian Integration Joint Board to £74.575 million (section 4). b) Approve the application in 2025/26 of £1.759 million of Developer Contributions to fund unitary charge costs for Newbattle Community High School (section 3.4). And otherwise c) Note the contents of this report. 2 Purpose of Report / Executive Summary 2.1 The purpose of this report is to provide Council with information on performance against service revenue budgets in 2025/26 and to provide commentary on areas of material variance against budget. The budget performance figures as shown in appendix 1 result in a net overspend of £1.083 million which represents 0.3% of the revised budget. 2.2 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. 2.3 Midlothian Integration Joint Board (MIJB) spend on Adult Social Care exceeded budget by £2.827 million. 2.4 The General Fund balance at 31st March 2026 is £24.418 million, of which £17.777 million is earmarked for specific use leaving a non- earmarked General Fund balance of £6.641 million. Date: 28 May 2026 Report Contact: David Gladwin, Chief Financial Officer and Section 95 Officer David.Gladwin@midlothian.gov.uk 0131 271 3113 Page 25 of 700
Page 26
3 Background 3.1 This report encompasses all performance against revenue budget for General Fund services. 3.2 During 2024/25, in response to fiscal pressures, the Chief Executive instructed a moratorium on any spend that was not business critical and in addition, the Chief Executive has extended this directive into 2025/26 including robust and formal scrutiny arrangements to oversee Directors progress in monitoring the urgent recovery actions required. Given the ongoing financial pressures, this moratorium supported by robust and formal scrutiny arrangements has also been applied for financial year 2026/27. Performance against budget 3.3 The material areas of adverse variance against budget at quarter 4 are outlined in table 1 below which also describes mitigating measures and next steps. Narrative relating to MIJB is provided in section 4 below. Table 1: Material cost variances against budget Budget Overspend Reason Action Plan / Mitigating Measures Next Steps External Residential Placements for Children £1,924,000 A significant increase in placements during 2025/26. The number of placements continued to grow throughout the financial year. All placements are assessed through rigorous process before being approved. All externally placed children have plans reviewed under a range of processes to ensure that needs are met and plans for a safe return to family, kin or a local resource. Children’s Services is committed to early and preventative support to avoid children entering care. Investment in Family Wellbeing, Family group decision making and the pilot of RISE, as intensive support service for children at risk of accommodation, support this commitment. Consideration of options to increase capacity in Midlothian. Recognition of ongoing financial pressure is reflected in the 2026/27 budget. Page 26 of 700
Page 27
Pupil Transport £1,060,000 Volume of eligible pupils and the associated cost of service provision are higher than budgeted. Council approval to proceed with the client transport review was granted on 25th June 2024. This includes a root and branch review of practices, processes, policies and costs. A procurement exercise for contracts is now complete and these are now in operation with some efficiencies and cost reductions. Accurate baseline costs have been identified. Recognition of ongoing financial pressure is made in the 2026/27 budget. Where possible, early implementation of identified efficiencies. Work to finalise a baseline cost of service provision is complete and this will form the basis of more rigorous and effective financial management. The Member / Officer Working Group on passenger transport continues to be briefed on progress. Staff Costs £553,000 Maternity cover in schools (£549,000) and higher costs from temporary resources to cover service areas with permanent recruitment challenges (£398,000). Partially offset by vacancies across the Council. Strategic Workforce Plan is in place Continuation of enhanced level of vacancy control. Continual review of service costs. The 26/27 budget provides for recurring areas of staffing pressure including Maternity cover in schools. Insurance £707,000 Several new claims with potential for higher value settlements have been received in 2025/26. The volume of insurance claims settled remains higher than budgeted. Insurance Premiums have increased by £106,000 based on the insurance market, the Council’s claims experience and implementation of advised risk control measures. Internal processes to consider each claim are being reviewed with potential to increase repudiation rates. Officer review meeting linking in with professional insurer advice. Trend of rising costs has been provided for in the 26/27 budget. Waste Disposal £489,000 Continuing trend of reduced third party income from Millerhill Residual Waste Plant from sale of energy. Mitigated partly by reduced bulky waste tonnage. Engagement with the waste plant operator and the contract monitoring team to explore options to generate additional income and to also reduce disposal costs. Positive engagement with City of Edinburgh Council & FCC to address disparity and a Value for Money report to be provided to the Council. Waste Services £145,000 Additional operating Twin Stream Vehicle Page 27 of 700
Page 28
costs associated with the roll out of Waste Twin Streaming and additional fleet hires to maintain operations. collection now operational. requirements to be re-assessed now Twin Stream collection is operational. Commercial Properties £151,000 Shortfall in rental income at Hardengreen Business Park and at Buccleuch Street, Dalkeith. Reduce void properties and strive to ensure all available properties are let. The cross-party Income Generation Working Group is provided political scrutiny and direction in this area. Commercial agents instructed and commenced in May. A number of premises are now in the process of being let. Fleet £211,000 Ageing vehicles and higher volumes of external contracting for repairs and maintenance than planned. External vehicle hire to support service continuity. Areas of service have been re- provisioned. Cost containment measures in place. Fleet Maintenance Review underway. Multi-year Fleet Asset Management Plan being developed. Fleet replacement for ageing and costly maintenance has been accelerated as approved by Council on Tuesday 21st November 2024. As new items of fleet become operational repairs costs may reduce. Midlothian House Scaffolding £138,000 Scaffolding in place at Midlothian House in advance of commencement of the project to refurbish Midlothian House. 2025/26 actual costs exceeded quarter 3 projections due to scaffolding being in place longer than anticipated and some unexpected additional costs associated with removal. Safety scaffolding was removed during Q4. Scottish Welfare Fund £117,000 Financial support granted to eligible claimants exceeded available funding. Report to Elected Members to review demand in 25/26, eligibility criteria and available funding. There also remains £1.761 million of Medium Term Financial Strategy (MTFS) cost reductions either to be finalised or to be fully implemented. A number of these are taking longer than planned to implement with an adverse impact on the 25/26 financial position. These are detailed at appendix 2 and reported to the Business Transformation Steering Page 28 of 700
Page 29
Group (BTSG) on a half-yearly basis. Work continues to implement these as quickly as possible. Underspends Loan Charges underspent by £3.831 million in 2025/26. There are four main factors: o Deferral of borrowing to later in 2025/26 than budgeted and also to later years to match revised timing of capital expenditure; o A reduction of £35 million in the borrowing requirement for 2025/26; o Higher than forecast surplus cash related directly to timing of capital expenditure thus providing opportunity to generate some deposit income; o The immediate impact of the Public Works Loans rescheduling undertaken during 2025/26. Costs across the spectrum of learning settings for children and young people are lower than provided for in the budget mainly due to lower than budgeted pupil numbers thus giving rise to a positive variance of £0.731 million. In recognition of potential inflationary pressures across the Council Budget due to fluctuating prices, a provision of £1m was set aside of which £0.315 million was utilised. Income from the Alpine Coaster exceeds budget which was based on the approved business case. This is partly offset by additional staffing and security costs. Overall, there is a positive variance of £0.995 million. Staffing availability in the Roads Service and a prioritisation of capital works resulted in an underspend of £0.217 million on revenue repairs. In addition, the relatively mild winter contributed to Winter Maintenance costs being lower than budget by £0.069 million. Electricity prices for street lighting are lower than budgeted slightly offset by higher gas prices thus giving rise to a combined positive variance of £0.265 million. Consumption is in line with budget. Later than planned implementation of digital contracts relating to cyber security led to an underspend of £0.143 million. Contract costs are included in current and future year budgets. Income from Burials exceeds budget by £0.089 million mainly attributable to an increased level of income from lairs. Council Tax Income exceeds budget by £0.192 million due to slightly faster growth in Band D properties than budgeted for. Sport and Leisure staffing overspend of £0.534 million due to the use of casual and specialist instructors to cover vacant posts. This is offset by a continued increase in membership levels generating additional income of £0.503 million and underspends of £0.070 million in service running costs together giving a net overall service underspend of £0.039 million. The next phase of Page 29 of 700
Page 30
the Sport and Leisure staffing review is underway and will drive down the cost of temporary staffing resources. 3.4 Previously, based on a published capacity of 1,200 pupils, Developer Contributions were applied to cover an element of the ongoing unitary charge costs of Newbattle Community High School. An increase in the published capacity to 1,400 pupils provided an opportunity to make further application of Developer Contributions. In light of this, and in knowledge of the imminent expiry dates of some section 75 agreements, it is recommended that £1.759 million of Developer Contribution is applied in 2025/26 to offset unitary charge payments. If approved, this will reduce the cost of the Education service in 2025/26 and provide a favourable movement against budget. Figures in this report are presented on the basis that Council will approve this recommendation. 3.5 The Corporate Management Team met at various points during the financial year to consider the in-year financial position reiterating, alongside the continued financial discipline measures referenced in section 3.2, the requirement for services to live within available budget and the continuation of some areas of enhanced monitoring. A number of priority actions have been agreed and their delivery will be closely monitored by CMT. In addition, quarterly financial deep dives were undertaken at the weekly Executive Directors’ meeting which is chaired by the Chief Executive in order to develop and then monitor specific recovery plans. Pay and funding 3.6 Employees whose pay negotiations are covered by the Scottish Joint Council (SJC) trade unions accepted a pay offer for 2025/26 at 4% and for 2026/27 at 3.5%. Staff covered by the Scottish Negotiation Committee for Teachers (SNCT), whose current agreement ended on 31st July 2025, accepted an increase of 4% from 1st August 2025, a further 0.25% on 1st April 2026 and 3.25% on 1st August 2026. 3.7 The 2025/26 budget and MTFS assumptions contain a pay uplift of 3%. Funding for the 2025/26 and 2026/27 offer involves an assumption of 3% in council budgets with the remainder funded by the Scottish Government through a mix of re-directed revenue funding and additional capital funding flexibilities. Page 30 of 700
Page 31
4 Delegation of resources to Midlothian Integration Joint Board 4.1 The approved budget provided for the allocation of £71.087 million to the MIJB for the provision of delegated services. 4.2 In accordance with the Integration Scheme the MIJB is required to deliver delegated services within budget allocations from the Council and NHS Lothian and, where any overspend is projected, to put in place a recovery plan to address that. As a last resort the integration scheme allows for the MIJB to seek additional financial support from its partners, either by way of an additional budget allocation or by “brokerage” (provision of additional resources in a year which are repaid in the following year). 4.3 Financial Monitoring reports covering all of the MIJB activities are formally presented to the Integration Joint Board and are available on the committee management section of the Council website:- Midlothian Integration Joint Board (cmis.uk.com) 4.4 The final position for 2025/26 for MIJB will be presented to the MIJB meeting on Thursday 11th June. The financial position for Adult Social Care spend relative to budget was a £2.827 million overspend. This is a significantly worsened position from Q3 which projected an overspend of £2.284 million with deterioration principally relating to additional spend assessed by the Community Care Resource Panel. Some smaller overspends were seen in Newbyres Village Care Home and Highbank Intermediate Care Facility. Delivery of agreed financial recovery actions mitigated budget pressure to some extent, but not fully. Full delivery of recovery actions in 2026/27 is key and progress towards this is being monitored very closely. 4.5 In accordance with the Scheme of Integration, overspends need to be funded by Partners and for Adult Social Care services this falls to Midlothian Council. It was hoped, in recognition of severe financial pressures in the Social Care sector, that some additional Scottish Government funding in 2025/26 to offset immediate pressures may have been provided to Councils. However, this did not materialise. Work continues with the Scottish Government, both locally and nationally, to increase available funding to support adult social care demand pressures. 4.6 It is therefore recommended that Council approve a supplementary estimate of £2.827 million to increase the IJB requisition in 2025/26 to £74.575 million. Given the pressures in Adult Social Care and the ongoing overspends incurred by MIJB, regular monitoring and reporting will continue to be reported to BTSG to ensure that progress with MIJB financial recovery and transformation plans are being delivered at pace. Page 31 of 700
Page 32
5 General Fund Reserve 5.1 The balance on the General Fund as at 31 March 2026 is as follows: £ million £ million General Fund Reserve at 1 April 2025 32.029 Planned movements in reserves Application of Budgets carried forward from 2024/25 for use in 2025/26 (9.689) Utilisation of reserve to balance 2025/26 budget (0.163) Utilisation of retrospective service concessions to fund costs in 2025/26 (4.093) Transformation funding applied during 2025/26 (0.885) Supplementary Estimate for Gorebridge High School Land Identification (0.050) Enhancement to Business Transformation Fund 1.000 Other 0.021 (13.859) Budgets carried forward for use in 2026/27 7.331 Overspend per appendix 1 (1.083) General Fund Balance at 31 March 2026 24.418 An element of the General Fund is earmarked for specific purposes and this is shown below: £ million General Fund Balance at 31 March 2026 24.418 Earmarked for specific purposes To support delivery of the Transformation Blueprint (1.619) Planned use of Service Concession Retrospection (6.674) Planned use of Loans Fund Review Savings (2.153) Budgets carried forward for use in 2026/27 (7.331) General Reserve at 31 March 2026 6.641 5.2 The Reserves Strategy approved by Council on 12th February 2019 requires Council to maintain an adequate level of General Reserve to provide a contingency for unforeseen or unplanned costs. In the financial context at that time Council approved the adoption of 2% of the approved budgeted net expenditure (excluding resources delegated to MIJB) to be considered a minimum. This now equates to £5.2 million. Council also agreed that where projections indicate that should the 2% minimum General Reserve balance be breached an immediate recovery plan be implemented to recover the position, failing which, the next available budget would need to provide for the reinstatement of reserve position. 5.3 The General Reserve of £6.6 million is £1.4 million above the minimum set in the Reserves Strategy. It must continue to be viewed both in the context of £5.1 million of underlying service pressures in 2025/26 (Appendix 1 - General Fund Services Net Expenditure) and the latest MTFS projected gap of approximately £14.9 million through to 2028/29. 5.4 Until there is significant progress towards a balanced MTFS it remains sound financial practice to maintain a substantial buffer in the General Page 32 of 700
Page 33
Reserve to offset any further adverse performance against budget or delays in delivering savings measures. This is a key part of 2026/27 budget setting deliberations. 6 Report Implications (Resource, Digital and Risk) 6.1 Resource The performance against budget set out in this report presents the final position for the year. Work continues across the council to reduce overspends and to progress at pace delivery of approved savings. 6.2 Digital Increased reliance and investment in digital solutions and digital first solutions will be a key element of future plans. 6.3 Risk Section 95 of the Local Government (Scotland) Act 1973 requires all Local Authorities in Scotland to have adequate systems and controls in place to ensure the proper administration of their financial affairs. The assessment of performance against budgets by services is underpinned by comprehensive financial management and budgetary control arrangements. These arrangements are central to the mitigation of financial risk. Ensuring that adequate systems and controls are in place reduces the risk of significant variances arising, and where they do arise they help to ensure that they are identified and reported on and that appropriate and robust remedial action is taken. The primary purpose of this report is to provide an assessment of performance against budget for the full year. The material variances detailed in the report highlight that the financial management and budgetary control arrangements require continual review and enhancement if financial risk is to be effectively mitigated during the year. There are some areas where effective forecasting of spend against budget can be hindered due to incomplete service information which in previous years has resulted in previously unreported or significantly adjusted variances at the financial year end. CMT continues to consider these areas and supports actions to address the underlying issues and mitigate the risk associated with them. The Council recognises the potential for compensation claims deriving from Scottish Government’s Limitation (Childhood Abuse) (Scotland) Act 2017 which removes the three year time limit on claims of child abuse. Some claims will be historic and relate to Lothian Regional Council, Midlothian District Council or their predecessors and some will date post reorganisation and relate to Midlothian Council, and so presents a risk that would further reduce reserves from those currently projected. Further financial obligations may also arise as the implications associate with the The United Nations Convention on the Page 33 of 700
Page 34
Rights of the Child (Incorporation) (Scotland) Bill, which has yet to secure Royal Assent, are more fully understood. 6.4 Ensuring Equalities As changes to existing plans are developed, the assessment of the impact of these proposals in relation to their impact on equalities and human rights will be carried out. This will help to ensure wherever possible that there are no negative impacts on equality groups or potential for infringement of individuals’ human rights from the any of the proposals. 6.5 Additional Report Implications See Appendix A Page 34 of 700
Page 35
Appendices APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The existing financial plans support the delivery of the key priorities in the Single Midlothian Plan. As the impact on the Council of the pandemic and recovery continues to unfold over the financial year any changes in the availability and allocation of resources will need to be considered in parallel to the actions proposed to continue to delivery key priorities. 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 development of the Medium Term Financial Strategy reflects community consultation exercises carried out in 2019 and again in 2022 to help shape the drafting of the “Midlothian Promise” and the development of the Council’s Longer Term Financial Strategy. In addition, there is continued engagement with the recognised Trade Unions on the financial position. Page 35 of 700
Page 36
A.6 Impact on Performance and Outcomes The Financial Strategy facilitates decisions on how Council allocates and uses its available resources and as such has fundamental implications for service performance and outcomes. The lasting financial consequences of the pandemic will impact on the availability and allocation of resources in pursuit of key outcomes as set out in the Single Midlothian Plan for both the immediate and longer term and therefore the ability of the Council to continue to deliver services in a financial sustainable manner. A.7 Adopting a Preventative Approach Maintaining the effectiveness of the Financial Strategy will support the prioritisation of resources to support prevention. A.8 Supporting Sustainable Development There are no direct sustainability issues arising from this report and we will work to mitigate as far as feasible any sustainability issues which arise as a consequence of any of the changes to existing plans. Appendix 1 Performance against budget Appendix 2 Approved Savings Delivery Page 36 of 700
Page 37
MIDLOTHIAN COUNCIL Appendix 1 GENERAL FUND 2025/26 Performance against budget Revised Budget Revised Budget Revised Budget (Underspend) Function Approved Budget Expenditure Income Net Outturn / Overspend £ £ £ Management and Members 4,856,493 3,479,816 0 3,479,816 3,496,394 16,578 Place Corporate Solutions 23,746,618 46,084,585 (20,065,222) 26,019,363 27,036,686 1,017,323 Place 42,018,333 65,861,799 (21,949,716) 43,912,082 43,225,168 (686,915) Central Costs 2,368,921 550,749 0 550,749 707,169 156,420 People and Partnerships Midlothian Integration Joint Board 71,086,709 91,285,920 (19,538,158) 71,747,763 74,574,962 2,827,200 Non-Delegated Services - Community Safety and Welfare Rights 714,131 838,324 (118,757) 719,567 717,598 (1,969) Childrens Services, Partnerships and Communities 21,005,822 22,071,171 (270,379) 21,800,792 23,856,085 2,055,293 Education 153,756,358 161,571,308 (5,213,276) 156,358,032 156,156,260 (201,772) Lothian Valuation Joint Board 581,659 581,659 0 581,659 643,919 62,260 Non Distributable Costs 898,936 898,936 0 898,936 788,032 (110,904) GENERAL FUND SERVICES NET EXPENDITURE 321,033,980 393,224,267 (67,155,508) 326,068,759 331,202,272 5,133,513 Loan Charges 8,872,000 8,842,000 0 8,842,000 5,011,271 (3,830,729) NDR Discretionary Relief 70,300 70,300 0 70,300 78,387 8,087 Investment Income (110,735) 0 (110,736) (110,736) (16,973) 93,763 Allocations to HRA, Capital Account etc. (5,800,545) (5,800,545) 0 (5,800,545) (5,822,112) (21,567) 324,065,000 396,336,023 (67,266,244) 329,069,779 330,452,845 1,383,067 less Funding: Scottish Government Grant (244,974,000) 0 (247,404,818) 247,404,818 247,513,000 (108,182) Council Tax (71,830,000) 0 (72,131,000) 72,131,000 72,322,978 (191,978) Service Concessions - in-year (3,005,000) 3,005,000 0 3,005,000 3,005,297 (297) Utilisation of Reserves 4,256,000 399,341,023 (386,802,062) 6,528,961 7,611,570 1,082,609 Page 37 of 700
Page 38
Page 38 of 700
Page 39
MIDLOTHIAN COUNCIL Appendix 2 GENERAL FUND 2025/26 Delivery of Approved Savings Savings 25/26 25/26 Target Outturn Variance Narrative Place Management Review 1,256 1,256 0 Digital Transformation 257 0 257 Efficiencies from rollout of Digital Tools remain in service budgets Online Customer Engagement 235 0 235 Automation of services will generate saving. Work programme under development and savings will follow Leadership Review - Corporate Solutions 45 45 0 Reduce Net cost of Benefits by 6% 238 0 238 Open Revenues Project commenced and successful completion of actions will lead to staffing efficiencies Rationalisation of the office Estate 250 250 0 Shared on-call Service 10 10 0 Review of Temporary Accommodation 200 200 0 HRA Void Clearances 15 15 0 School and ASN Transport Review 30 30 0 School Admin Support 20 20 0 Non-delegated HSC efficiencies 45 45 0 Reduction of Specialist Instructors 35 35 0 Further review of S&L 44 44 0 Reduce Shrub Bed maintenance 36 36 0 PPP school closures during holidays 40 40 0 Public Toilets closure 81 58 23 Remaining facilities offered for sale or Community Asset Transfer Trading Standards Regional collaboration 90 90 0 Cease Night Security at Stobhill Depot 150 150 0 Safety Advisory Group 25 25 0 Remove 5 FTE Grade 1 Cleaners 125 76 49 Incremental workforce reductions are being realised Location and Vehicle Advertising 25 25 0 Wrap Around Care 75 0 75 Plan to deliver this to be developed. Land Services Review 75 75 0 Education Third Party Contracts Review 500 500 0 Admin Review 34 34 0 1% DSM Budget 400 400 0 Transformation of the School Week 2,000 2,000 0 Continuous Improvement Team 28 28 0 Internal Audit 55 55 0 Reduction in offer to MIJB 1,133 1,133 0 Communities and Lifelong Learning Review 250 250 0 Parking Fines 100 25 75 Fine income offset by running costs. Link to development of parking strategy Roads Maintenance - replace maintenance costs with £2.5m capital 267 267 0 Reduction of Dry-Side and Wet-side facilities at the weekend in Leisure Centres 177 72 105 New staffing rotas being developed but not yet implemented Reduction in Cleaning Frequency in some Council Buildings 132 62 70 Incremental workforce reductions are being realised Review of Service Contracts in CYPP Directorate 500 0 500 Review of contracts underway. Majority of saving will be delivered in 26/27 CLLE Efficiency 75 75 0 Review of CYPP Central Teams 200 200 0 Lets and Charges for After School Clubs 40 40 0 Delivery of Business Critical Spend 717 557 134 Income Generation worksteams to be worked through Total 10,010 8,223 1,761 Page 39 of 700
Page 40
Page 40 of 700
Page 41
Midlothian Council Tuesday 23 June 2026 Item No 8.2 Housing Revenue Account: Revenue and Capital Final Outturn 2025/26 and Capital Plan 2026/27 - 2028/29 Report by David Gladwin, Chief Financial Officer and Section 95 Officer Report for Information 1 Recommendations Council is recommended to note the contents of this report. 2 Purpose of Report/Executive Summary The purpose of this report is to provide Council with:- The final outturn position for 2025/26 for both the Housing Revenue Account (HRA) and Capital Plan supported by the HRA; A revised capital plan for 2026/27 to 2028/29 reflecting the cross-year budget movements and the latest capital plan delivery programmes. The summarised financial performance for 2025/26 is: Capital Investment in the year totalling £47.099 million; A net overspend of £1.729 million on the Revenue Account; An HRA reserve at 31st March 2026 of £30.242 million, the majority of which is committed to finance investment in the new build programme. Date 28th May 2026 Report Contact: Name Lisa Young Tel No 0131-271-3111 lisa.young@midlothian.gov.uk Page 41 of 700
Page 42
3 Background 3.1 Capital Plan 2025/26 The Capital Plan reported to Council on 24th February 2026 allowed for investment of £59.999 million during 2025/26. The capital plan has been updated and re-profiled in line with recent delivery programmes resulting in budget to be carried forward of £12.795 million to 2026/27, as shown in Appendix B to reflect:- The most up-to-date delivery programme for Phases 2-5 of the New Social Housing project resulting in a requirement to carry budget forward of £9.981 million to future years due to later than anticipated site start dates on phase 5 projects and later than anticipated application of developer contributions. This will continue to be monitored going forward; Due to the Energy Efficiency Standard for Social Housing (EESSH) project still being relatively new the number of properties to be upgraded in the financial year was over- estimated resulting in budget to be carried forward of £1.731 million and a reduction in grant received of £0.335 million, the profile is currently being reviewed and will be revised going forward. The profile of spend for the application of the historic developer contributions requires to be revised in line with the delivery of the current learning estate strategy resulting in slippage of £0.949 million; The number of boilers replaced was less than initially anticipated during the year. This, along with cross-over with the EESSH project, resulted in slippage in the central heating system upgrades of £0.717 million; General slippage or acceleration for the Dalkeith Town Centre- Social Housing, Open-market Purchases and Bonnyrigg District Heating Scheme Meter Replacement projects, as shown in Appendix B, of £0.076 million. Offset by: Survey works in relation to the EESHH project also highlighted a number of roofs in bad condition and needed replacing resulting in additional pressure to the Scottish Housing Quality Standard(SHQS) budget therefore £0.391 million is required to be brought forward to cover the additional cost; There were three properties where damp remediation works cost in excess of £0.070 million, putting additional pressure on the damp remediation budget therefore £0.268 million is required to be brought forward to cover the additional cost. There were no material variances reported to Council on 24th February 2026.The final outturn position as shown in Appendix B has slightly updated these figures and is now showing an underspend of £0.105 million against the revised budget of £47.204 million. Page 42 of 700
Page 43
3.2 Revenue Account 2025/26 The projected overspend reported to Council on the 24th February 2026 was £1.763 million. This has decreased by £0.034 million to £1.729 million, as shown in Appendix C, due to: Discount on early repayment of Public Works Loans Board long term loans and a reduction in the overall borrowing requirement has increased the underspend in capital financing costs by £0.539 million; The value of bad debts written off and provision required for existing debts has reduced by £0.196 million; Rents for new social housing stock has increased by £0.127 million; The number of void properties was less than budgeted for resulting in a positive variance movement of £0.198 million for void rent. This is offset by:- Changing priorities to clear the backlog of kitchens needing replaced and an increase in the average cost of a kitchen replacement have resulted in an overall increase in the overspend for responsive and void repairs of £0.359 million and £0.117 million, respectively. Work is currently underway to create an interim capital replacement programme for kitchens and bathrooms to relieve pressure on the revenue budget until the stock condition surveys have been completed to inform a full replacement programme. This will be presented to Council later in the year; Internal recharging related to backdated materials cost increases resulting in an increase in the overspend within general repairs of £0.240 million; Properties which have required to be fully refurbished as well as some high value repairs which has resulted in an increase in the overspend within general repairs of £0.176 million; Abortive costs for New Social Housing Sites not proceeding due to not these not delivering best value of £0.125 million. The HRA reserve balance at 31st March 2026 is £30.242 million. The longer-term financial projections demonstrate that this will be required to finance existing investment commitments to 2040/41. 3.3 Capital Plan 2026/27 – 2028/29 The capital plan has been updated to reflect cross year movements and current delivery programme which is detailed in Appendix D. A fuller review of the Capital Plan and other potential investment plans will be completed over the summer and reported to Council later in the year. Page 43 of 700
Page 44
4 Report Implications 4.1 Resource There are no direct resource implications arising from this report. 4.2 Digital There are no direct digital implications arising from this report. 4.3 Risk The principal risks are around the issue of affordability, ensuring that the investment in new build and the existing stock can be made without having to impose unacceptable increases on weekly rents. Whilst the HRA reserve balance is £30.242 million at 31 March 2026, the longer-term financial projections demonstrate that the majority of this will be required to finance existing investment commitments. 4.4 Ensuring Equalities There are no equality issues arising directly from this report. 4.5 Additional Resource Implications See Appendix A. Appendices Appendix A – Additional Resource Implications Appendix B - Capital Plan 2025/26 Appendix C – Revenue Account 2025/26 Appendix D – Capital Plan 2026/27-2028/29 Page 44 of 700
Page 45
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 The report does not directly relate to adopting a preventative approach. A.8 Supporting Sustainable Development The report does not directly relate to supporting sustainable development. Page 45 of 700
Page 46
Page 46 of 700
Page 47
MIDLOTHIAN COUNCIL Appendix B HOUSING REVENUE ACCOUNT CAPITAL PLAN 2025/26 Revised Budget Cross-year Budget Movement Revised Budget Final Outturn (Under)/Over Spend CAPITAL GRANTS AND RECEIPTS £'000 £'000 £'000 £'000 £'000 Scottish Government Grants -Affordable housing supply programme 8,451 2,755 11,206 11,206 0 -Off market purchases 612 0 612 612 0 -Social housing net-zero 1,046 0 1,046 711 (335) Council tax on second homes 59 0 59 54 (5) Other capital receipts 0 0 0 420 420 Borrowing requirement 49,831 (15,550) 34,281 34,096 (185) Total Capital Grants and Receipts 59,999 (12,795) 47,204 47,099 (105) APPROVED CAPITAL EXPENDITURE £'000 £'000 £'000 £'000 £'000 Investment in Additional Housing Stock -New social housing phase 3-5 41,970 (9,981) 31,989 31,989 0 -Dalkeith town centre regeneration - social housing 50 3 53 53 0 -Open market purchases 1,700 (93) 1,607 1,607 0 Capital Repairs and Enhancement of Existing Stock -Scottish Housing Quality Standards (SHQS) Repairs 4,191 391 4,582 4,582 0 -Energy Efficiency Standard for Social Housing (EESSH) 5,918 (1,731) 4,187 4,187 0 -Upgrade Central Heating Systems 2,831 (717) 2,114 2,114 0 -Damp remediation works 1,800 268 2,068 2,068 0 Other Capital Expenditure -Aids and adaptations 529 0 529 424 (105) -Backdated developer contributions 1,000 (949) 51 51 0 -Bonnyrigg District Heating Scheme (BDHS) meters 10 14 24 24 0 Total Capital Expenditure 59,999 (12,795) 47,204 47,099 (105) Page 47 of 700
Page 48
MIDLOTHIAN COUNCIL Appendix C HOUSING REVENUE ACCOUNT 2025/26 Revised Budget Final Outturn (Under)/Over Spend Average Number of Houses 7,747 7653 (94) £'000 £'000 £'000 EXPENDITURE Repairs and Maintenance -Responsive 5,513 8,090 2,577 -Planned 930 895 (35) -Void 2,678 3,197 519 -Decant/Compensation 78 34 (44) Total Repairs 9,199 12,216 3,017 Supervision and Management -Allocations to General Fund 5,801 5,822 21 -Landscaping 616 721 105 -Insurance 324 502 178 -Other Supervision and Management 275 303 28 Total Supervision and Management 7,016 7,348 332 Capital Financing Costs 18,554 17,210 (1,344) Void Rent and Council Tax 1,247 1,109 (138) Other Expenditure 1,743 1,827 84 Total Expenditure 37,759 39,710 1,951 INCOME Dwelling Rents (36,767) (36,936) (169) Garage Rents (710) (709) 1 Service Charge Income (273) (324) (51) Other Income (70) (73) (3) Total Income (37,820) (38,042) (222) Net (Income)/Expenditure for HRA Services (61) 1,668 1,729 Movement in Housing Revenue Account Reserve Housing Revenue Account Reserve Opening Balance (31,910) (Enhancement)/impairment during the year as above 1,668 Reserve earmarked to fund capital investment plans (30,242) Page 48 of 700
Page 49
MIDLOTHIAN COUNCIL Appendix D HOUSING REVENUE ACCOUNT CAPITAL PLAN 2026/27-2028/29 Revised Budget 2026/27 Indicative Budget 2027/28 Indicative Budget 2028/29 CAPITAL GRANTS AND RECEIPTS £'000 £'000 £'000 Scottish Government Grants -Affordable housing supply programme 7,128 14,901 10,507 -Off market purchases 550 550 550 -Social housing net-zero 0 0 0 Council tax on second homes 23 23 23 Borrowing requirement 69,777 62,780 37,051 Total Capital Grants and Receipts 77,478 78,254 48,131 APPROVED CAPITAL EXPENDITURE £'000 £'000 £'000 Investment in Additional Housing Stock -New social housing phase 3-5 40,521 30,291 11,418 -New social housing phase 6 11,645 23,684 24,452 -Dalkeith town centre regeneration - social housing 9,516 10,371 0 -Open market purchases 1,589 1,870 1,700 Capital Repairs and Enhancement of Existing Stock -Scottish Housing Quality Standards (SHQS) Repairs 3,474 1,788 0 -Upgrade Central Heating Systems 717 0 0 -Energy Efficiency Standard for Social Housing (EESSH) 5,000 6,700 7,000 -Damp remediation works 2,000 2,000 2,000 Other Capital Expenditure -Aids and adaptations 540 550 561 -Backdated developer contributions 1,000 1,000 1,000 -Bonnyrigg District Heating Scheme (BDHS) meters 1,476 0 0 Current Approved Capital Plan 77,478 78,254 48,131 Total Capital Expenditure 77,478 78,254 48,131 Page 49 of 700
Page 50
Page 50 of 700
Page 51
Midlothian Council Tuesday 23 June 2026 Item No 8.3 General Services Capital Plan 2025/26 Final Outturn Report by David Gladwin, Chief Financial Officer & Section 95 Officer Report for Decision 1 Recommendations It is recommended that the Council:- 1. Note the inclusion of the projects listed in Section 3.1 in the General Services Capital Plan (GSCP) 2. Approve the addition of the new projects to the GSCP, as outlined in Section 3.2 and the adjustment to project budgets, as outlined in Section 3.3; 3. Note the General Services Capital Plan outturn position for 2025/26 as set out in Section 4. 2 Purpose of Report/Executive Summary The purpose of this report is to provide Council with:- An update of the GSCP incorporating information on further additions to the Capital Plan for approval (Section 3) Information on the final outturn performance against budget for 2025/26 (Section 4.1-4.5); An update on the capital fund balance at 31 March 2026 (Section 5). Date: 9 June 2026 Report Contact: Gary Thomson, Senior Finance Business Partner gary.thomson@midlothian.gov.uk Page 51 of 700
Page 52
3. 2025/26 Final Outturn Position 3.1 Projects endorsed by Council and to be added into the Plan The plan now incorporates the projects approved by Council on 12 May 2026 in respect of the following:- Mauricewood Primary School Extension: 6 class and games hall extension to the existing Mauricewood Primary School. Capital expenditure budget of £4.487 million phased across 2025/26 to 2027/28, to be fully funded by £4.487 million of developer contribution receipts expected to be received across 2025/26 to 2032/33. 3.2 Projects presented for endorsement in the Plan The following projects are presented for endorsement to be fully adopted within the GSCP:- Capital Plan & Asset Management Board (CPAMB) 27 November 2025 Place Based Investment Plan (PBIP) 2025/26: Eight community organisations progressing projects across Midlothian. Capital expenditure budget of £0.291 million phased across 2025/26 and 2026/27, fully funded by £0.291 million Scottish Government Place Based Investment Programme funding. Capital Plan & Asset Management Board (CPAMB) 3 June 2026 Autonomous Robotic Cleaners: Robotic cleaners for Newbattle and Lasswade High Schools. Capital expenditure budget of £0.053 million, to be fully phased in 2026/27 and to be fully funded by prudential borrowing, with cost of loan charges offset by reduction in staffing overtime costs. 3.3 Adjustments to existing project budgets The following adjustments to existing project expenditure and income budgets are included in the GSCP:- Council 31 March 2026 Midlothian House RetroFit: Increase in capital expenditure budget of £2.191m, from £12.590m to £14.781m; fully offset through additional Salix Grant Funding of £2.500m, with Salix grant funding fully drawn down in 2025/26. Other Callander Park Play Equipment: Phase II refurbishment of Callander Play park area. Additional capital expenditure budget of £0.031 million, fully funded by £0.031 million of FCC Communities Foundation funding. Approved by CPAMB on 21 April 2026. Major Capital Learning Estate Projects: Adjustment to project budgets to reflect accounting treatment (revenue) of Building Information Manager costs. Minor reduction in Capital Expenditure budgets for Beeslack Community High School Replacement (£0.059m), Penicuik HS Refurbishment & Extension (£0.040m), Mayfield Learning Campus (£0.048m) and Shawfair All-Through Campus (£0.089m).Page 52 of 700
Page 53
UKSPF: Birkenside & Pathhead Pavilions: Additional project expenditure budget of £0.072m, taking total expenditure budget to £0.402m to reflect expected costs of project. Additional grant funding of £0.044m (UKSPF) and £0.028m (Salix) approved to fund additional expenditure. Costs and funding phased across 2025/26 and 2026/27. Bus Infrastructure Fund (BIF) Tier 2: Increase in the capital expenditure budget of: o £0.012m for the delivery of the Urban Traffic Control (UTC) system due to ground complexities in implementing new signals at one site (total available capital grant £0.747m); and o £0.060m for the Hillend Bus Terminus and Turning Circle project as a result of greater than expected patronage, in turn requiring greater bus stance area (total available capital grant £0.104m). Increase in expenditure on both projects fully phased in 2025/26 and fully funded by additional external BIF Tier 2 grant funding from Transport Scotland of £0.072m. Page 53 of 700
Page 54
4. 2025/26 Final Outturn Position 4.1 Expenditure The latest 2025/26 General Services Capital Plan was approved by Council on 24 February 2026, with an expenditure budget of £61.254 million. After reflecting the incorporation of new projects and the adjustment to project budgets as outlined in Section 3; and the rephasing of 2025/26 budgets to/from 2026/27 as shown in Tables 1 and 2 below, the final expenditure budget for the year is £53.527 million. Table 1: Material rephasing of budgets from 2026/27 back to 2025/26 Project 2025/26 Budget £000’s 2025/26 Actual £000’s Rephased Amount £000’s Notes CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD Shawfair All Through Campus 470 853 +383 The acceleration in spend is a result of reaching key milestones with the professional team onboarding, and design works progressing, ahead of the cashflow schedule reported to Council in the February 2026 Q3 GSCP report.. ASSET MANAGEMENT PROGRAMME BOARD Street Lighting & Traffic Signal Upgrades 969 1,088 +120 Lanterns purchased in advance in 2025/26 to secure price prior to known increase in costs post 1 April 2026 OTHERS Minor Rephasing 3,446 3,606 +160 Total 4,885 5,547 +663 Appendix 1 contains detail on rephasing of budgets on a project by project basis. Page 54 of 700
Page 55
Table 2: Material Rephasing of budgets from 2025/26 forward to 2026/27 Project 2025/26 Budget £000’s 2025/26 Actual £000’s Rephased Amount £000’s Notes CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD Easthouses Primary School 300 8 -292 Rephasing prior to final retention being released Mayfield & St. Luke’s Primary School Campus Replacement 12,223 11,968 -255 Rephasing reflects on-site progress running slightly behind cash-profile predictions. Crucially, all activities remain within the master programme tolerances with the expected final completion date remaining unchanged Bilston Primary School Extension 1,270 780 -490 Rephasing to project expenditure budget whilst value engineering exercise was undertaken to successfully bring project expenditure forecast back within budget and allowing the main contractor to be appointed A701 Beeslack Community High School Replacement 1,684 1,024 -660 Pre-Construction Services were delayed in February 2026 to allow a full review of the project scope & pupil roll. Penicuik High School Refurbishment 4,472 3,465 -1,007 Rephasing due to further revisions to the project programme with a delay to the start of the main construction works. ASSET MANAGEMENT PROGRAMME BOARD Footway & Footpath Upgrades 518 345 -174 Road Upgrades Asset Management Plan 2,136 1,673 -464 Roads: Potholes & Upgrades 2,524 2,121 -403 Rephasing of project expenditure reflecting internal resourcing pressures Vehicle & Plant Replacement Programme 4,691 4,326 -365 Vehicles ordered in 2025/26 which will be delivered in early 2026/27 Property Upgrades 2,272 1,782 -490 Local exhaust ventilation system works at Dalkeith Campus and adaptation works at Mauricewood Primary School to be carried out over 2026/27 summer holidays Property Upgrades- Learning Estate 843 699 -144 Remainder of works to be carried out over 2026/27 summer holidays Page 55 of 700
Page 56
Project 2025/26 Budget £000’s 2025/26 Actual £000’s Rephased Amount £000’s Notes TRANSPORT, ENERGY & INFRASTRUCTURE BOARD A701 Relief Road 1,137 950 -187 Rephasing of expenditure on the Bush Loan junction portion of the A701 due to the late issuance and peer review of the Ground Investigation Report which has subsequently delayed the Geotechnic Design Report which is a key input into the tender document for the works. This together with the requirement for clearing the ecological suspensive conditions in the Bush Loan planning permission has added time into the pre-contract phase of the delivery of this part of the scheme. See also separate update report on A701 Relief Road on today’s Council agenda. Active Travel Tier 1 Projects 1,045 653 -392 Rephasing of project expenditure to 2026/27 Active Travel Tier 2 Projects 1,220 741 -479 Loanhead Path project rephased as ecological survey required prior to construction can only be carried out during spring. A701/A703 projects rephased to allow for structural engineering and land ownership issues to be resolved REGENERATION & DEVELOPMENT PROGRAMME BOARD Place Based Investment Fund 2021/22-2023/24 421 262 -158 Rephasing of expenditure due to challenges with lead-in requirements (Library Bus) and contractors/statutory processes (Vogrie Changing Places toilets) Midlothian House RetroFit 4,150 3,383 -767 Delay to main contract works due to a requirement to Value Engineer project following Stage 4 cost report Midlothian Life Care Facility and Day Care 5,227 4,709 -518 Practical completion date has been delayed by 3 months. FF&E was therefore not purchased in 2025/26. OTHER Others 6,427 5,357 -1,070 Total 52,560 44,246 -8,315 Appendix 1 contains detail on rephasing of budgets on a project by project basis. Page 56 of 700
Page 57
Actual expenditure in the year was £52.660 million, giving a net underspend of £0.867 million against the rephased budget as noted in table 3 below. Table 3: Project Under/Over Spends in 2025/26 Project Rephased Project Budget 2025/26 £000’s Actual Outturn 2025/26 £000’s (Under)/ Over Spend 2025/26 £000’s Notes CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD Modular Units 2024/25 8 10 +2 Project complete. Minor project overspend with final retentions now paid ASSET MANAGEMENT PROGRAMME BOARD Digital Asset Management Plan 1,260 953 -307 Reduction in price of laptops compared to budget Digital Equipped for Learning 1,460 1,292 -168 Changes in final implemented solution of project resulted in underspend on classroom displays of £0.080m. Reduction in wi-fi network design consultancy £0.060m Vehicle & Plant Replacement Programme 4,326 3,911 -415 Vehicles purchased for less than budgeted Contaminated Land 70 107 +37 Public Sector Housing Grants 291 167 -124 Actual expenditure fully funded by General Capital Grant Tennis Court Upgrades 42 33 -9 Project complete with minor underspend Gym Refurbishments 737 748 +11 Minor overspend Flotterstone Car Park Infrastructure 16 0 -16 Work complete in 2024 and no further contributions required by Midlothian to project UK Shared Prosperity Funding (UKSPF): 2024/25 Projects 0 8 +8 Minor overspend fully funded by UKSPF grant funding UKSPF: 2025/26 Projects (Birkenside & Pathhead Pavilion Upgrades) 330 374 +44 Project complete with additional £0.044m expenditure fully covered by additional £0.044m UKSPF 2025/26 capital grant funding TRANSPORT, ENERGY AND INFRASTRUCTURE PROGRAMME BOARD Bus Infrastructure Fund (BIF) Tier 2 Projects 779 834 +55 Additional costs fully funded by additional Scottish Government BIF Tier 2 capital grant funding as noted in Section 3.3 Sustrans – People & Places Equipment Purchases 197 227 +30 Additional purchases fully funded by additional external funding contributions OTHER Council Hybrid Meetings 16 0 -16 Existing hardware was able to be utilised rather than purchasing new hardware Total 9,532 8,665 -867 Page 57 of 700
Page 58
4.2 Funding The latest 2025/26 General Services Capital Plan was approved by Council on 24 February 2026, and after adjusting for project funding budgets as outlined in Section 3, budgeted for funding of £25.438 million. Rephasing of £7.959 million of 2025/26 project expenditure budgets (as reported in Section 4.1 above) has also resulted in a rephasing of external grant funding in 2025/26 of £0.758 million, giving a rephased funding budget for the 2025/26 year of £24.680 million. Actual funding was £24.819 million. Table 4: General Services Capital Plan Funding 2025/26 2025/26 2025/26 Rephased Actual Variance Budget Outturn Item £000’s £000’s £000’s General Capital Grant 9,675 9,675 0 Specific Grants – Scottish Government 6,416 6,471 +55 Developer Contributions 5,524 5,526 +2 Capital Receipts 0 0 0 Transfer from Capital Fund 0 0 0 Other Capital Contributions 3,065 3,147 +82 Total Funding 24,680 24,819 +139 Material movements in the funding between the rephased funding budget and actual funding outturn as outlined in Table 4 above are as follows:- Specific Grants:- o UKSPF: Infrastructure Improvements: Additional £0.044 million of grant reallocated to fund this project in relation to refurbishment works at Birkenside & Pathhead Pavilion (which had to be completed by 31 March 2026 to meet the conditions of grant offer); o BIF Tier 2 Projects: Additional £0.055 million of BIF Tier 2 grant funding from Scottish Government for works to be completed by 31 March 2026; o Sustrans: People & Places Equipment: £0.030 million additional funding from external organisations. 4.3 Borrowing After adjusting for carry forwards and rephasing, the plan budgeted for in- year borrowing of £28.847 million. Actual borrowing was £27.841 million, reflecting the net underspend and movements in funding as noted in Sections 4.1 and 4.2. Page 58 of 700
Page 59
4.4 Summary A summary of the final outturn position for 2025/26 is outlined in the table below. Table 5: General Services Capital Plan Performance against Rephased Budget 2025/26 2025/26 2025/26 2025/26 2025/26 2025/26 Budget1 Rephased Actual Variance Carry Budget Outturn Forward Item £000’s £000’s £000’s £000’s £000’s Expenditure 61,179 53,527 52,660 -867 -7,652 Funding 25,438 24,680 24,819 +139 -758 Borrowing Required 35,741 28,847 27,841 -1,006 -6,894 4.5 2025/26 General Services Capital Plan Performance against 2025/26 Base Budget The original 2025/26 capital expenditure & funding budgets, and the resulting borrowing required, as reported to Council on 25 February 2025, are as noted in Table 6 below, with the final rephased budget (as per table 5) also shown in Table 6 below:- Table 6: General Services Capital Plan Outturn against Base Budget 2025/26 2025/26 2025/26 2025/26 Base Budget Actual Of Base Outturn Budget Item Budget £000’s Q4 £000’s Spent % Expenditure 91,680 52,660 57% Funding 28,780 24,819 86% Borrowing Required 62,900 27,841 44% As can be noted from the table above, only £52.660 million (57%) of the original base expenditure budget of £91.680 million has been spent in 2025/26, with the remainder rephased forward into 2026/27 or later years. Similarly, only £27.841 million (44%) of borrowing has been required, with the remainder of the borrowing requirement rephased back to later years. The resultant reduction in loan charges in 2025/26 will therefore largely be unwound in 2026/27 and 2027/28, once the capital expenditure relating to these projects is incurred. The 2025/26 position in terms of % of budget spent compared to originally budgeted (57%) is a slight improvement on the comparative 2024/25 position (54% of original budget spent). Improved measures implemented at CPAMB and Programme Boards with a greater focus on robust cashflow forecasting are expected to see this improved trend continue for the current 2026/27 financial year. 1 At Quarter 3, with addition of new projects as outlined in Section 3 Page 59 of 700
Page 60
5 Capital Fund The Capital Fund at the start of the 2025/26 financial year was £17.600 million. Capital receipts of £0.733 million were realised in 2025/26 and transferred to the Capital Fund. £7.694 million of the Capital Fund is committed to fund the City Deal project, with a further £7.061 million committed to support capital investment. The non-committed capital fund balance at 31 March 2026 is £2.974 million, as shown in table 7 below. Table 7: Capital Fund Item Amount £000’s Balance at 01 April 2025 17,600 Actual Capital Receipts received in 2025/26 733 Balance at 31 March 2026 18,333 Committed to fund City Deal Project -7,694 Committed to support Capital Investment -7,061 Developer Contributions earmarked for specific purposes -604 Non-committed balance at 31 March 2026 2,974 6 Report Implications 6.1 Resource The 2025/26 borrowing requirement has reduced from £37.979 million as reported at Quarter 3, to £27.841 million. The reduction in borrowing in 2025/26 is largely due to rephasing of several projects, with expenditure subsequently carried forward / rephased into 2026/27. As such, the movement in loan charges in 2025/26 will largely be unwound in 2026/27 and 2027/28, once the capital expenditure relating to these projects is incurred. 6.2 Digital None. 6.3 Risk The inherent risk in the Capital Plan is that projects will cost more than estimated thus resulting in additional borrowing. The monitoring procedures ensure that significant variations are reported at an early stage so that remedial action can be taken to mitigate this risk. 6.4 Ensuring Equalities There are no equalities issues arising directly from this report. 6.5 Additional Report Implications See Appendix A. Page 60 of 700
Page 61
Background Papers: Appendix A: Report Implications A.1 Key Priorities within the Single Midlothian Plan Not applicable. A.2 Key Drivers for Change 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 No external consultation has taken place on this report. A.6 Impact on Performance and Outcomes There are no issues arising directly from this report. A.7 Adopting a Preventative Approach Not applicable. A.8 Supporting Sustainable Development Not applicable. Page 61 of 700
Page 62
Appendix 1: General Services Capital Plan 2025/26 Expenditure Outturn Rephased Rephased 2025/26 2025/26 2025/26 2025/26 2025/26 2025/26 GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Actual Variance Carry Q4 Outturn Q3 Outturn to P13 Outturn Outturn Forward £000's £000's £000's £000's £000's £000's CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD Education - Primary Woodburn Primary 9 class & activity hall extension 376 376 225 225 - Easthouses Primary School 300 8 8 8 - 292 Mayfield & St. Luke's School Campus 12,223 11,968 11,968 11,968 - 255 Burnbrae Primary - Conversion of ASN to GP Space 26 26 - - - - Modular Units 2023/24 8 8 10 10 2 - Bilston Primary School Extension 1,270 780 780 780 - 490 Roslin Primary School Modular Units 538 496 496 496 - 42 Mauricewood Primary School - Extension - 84 84 84 - - Education - Secondary Beeslack CHS Replacement 1,684 1,024 1,024 1,024 - 660 Penicuik High School 4,472 3,465 3,465 3,465 - 1,007 Shawfair All-through Campus 470 853 853 853 - (383) Education - ASN Hawthornden Primary - ASN Unit 21 21 22 22 0 - ASN Provision - Social Complex Needs 212 169 169 169 - 42 Education - Early Years Mount Esk Nursery School Replacement @ Hawthornden - 6 6 6 - (6) Vogrie Outdoor Early Learning Centre 108 3 3 3 - 105 Other Outdoor Spaces 8 8 8 8 - - Education - Primary - Projects near completion Paradykes Primary Replacement 139 139 140 140 0 - New Danderhall Primary hub 64 14 14 14 - - Acoustic Upgrades 91 4 4 4 - 87 Education - General School Disabled Accessibility Works - 39 39 39 - - School Toilet Adaptations - 53 53 53 - - Gore Glen Primary - Landscaping Works 63 63 63 63 - - Learning Estate Strategy: Development Budget 100 39 39 39 - 61 TOTAL - CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD22,626 20,099 19,472 19,472 2 2,652 Page 62 of 700
Page 63
Rephased Rephased 2025/26 2025/26 2025/26 2025/26 2025/26 2025/26 GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Actual Variance Carry Q4 Outturn Q3 Outturn to P13 Outturn Outturn Forward £000's £000's £000's £000's £000's £000's ASSET MANAGEMENT PROGRAMME BOARD Digital Business Applications 38 14 14 14 - 24 Front Office - Hardware, Software & Services 688 688 794 794 106 - Back Office - Hardware, Software & Services 39 39 - - (39) - Network, Software & Services 94 94 118 118 25 - Schools - Hardware, Software & Services 440 440 40 40 (400) - Digital: Equipped for Learning 2,239 2,189 1,292 1,292 (168) 50 Roads & Street Lighting Street Lighting and Traffic Signal Upgrades - New 969 1,088 1,088 1,088 - (120) Footway & Footpath Asset Management Plan - New 518 345 345 345 - 174 Road Upgrades - Asset Management Plan 2,136 1,673 1,673 1,673 - 464 Roads: Resurface Residential Schemes 2,524 2,121 2,121 2,121 - 403 Roads Asset Management Plan-Temple Ground Stabilisation 6 - - - 6 Fleet Vehicle & Plant Replacement Programme 4,691 4,326 3,911 3,911 (415) 365 Property Property Upgrades 2,272 1,782 1,782 1,782 - 490 Property Upgrades - LES 843 699 699 699 - 144 Open Spaces / Play Areas Outdoor Play Equipment - Rosewell 43 43 43 43 - - Roslin Wheeled Sports Facility 59 59 59 59 - - Millerhill Park Asphalt Path 5 16 16 16 - - Welfare Park, Newtongrange - 44 44 44 - - Play Park Renewal 2023/24+ 80 80 80 80 - - Play Park Renewal 2024/25 142 71 71 71 - 70 Callander Park Play Equipment Nature Restoration Fund 2023/24 24 21 21 21 - 4 Contaminated Land 70 70 107 107 37 - Public Sector Housing Grants 291 291 167 167 (124) - Sport & Lesiure Tennis Court Upgrades 42 42 33 33 (9) - Gym Refurbishment & Transformation 737 737 748 748 11 - Bonnyrigg Rose Football Club: Engineering & Ground Works 101 88 88 88 - 13 Flotterstone Car Park Infrastructure & Charging 16 16 - (16) - UKSPF: 2024/25 Projects - - 8 8 8 - UKSPF: 2025/26: Birkenside & Pathhead Pavillions 330 330 374 374 44 - Adult Social Care - Assistive Technology 58 41 41 41 - 17 Analogue to Digital Transition 501 501 165 165 - - TOTAL - ASSET MANAGEMENT PROGRAMME BOARD 19,995 17,946 15,943 15,943 (938) 2,105 Page 63 of 700
Page 64
Rephased Rephased 2025/26 2025/26 2025/26 2025/26 2025/26 2025/26 GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Actual Variance Carry Q4 Outturn Q3 Outturn to P13 Outturn Outturn Forward £000's £000's £000's £000's £000's £000's TRANSPORT, ENERGY & INFRASTRUCTURE PROGRAMME BOARD Transport A701 Relief Road: Bush Loan Junction 410 393 393 393 - 17 A701 Relief Road: A701 Active Travel Corridor 219 187 187 187 - 32 A701 Relief Road: Phases 4-8 508 370 370 370 - 138 Sustainable Transport A7 Urbanisation 1,246 1,283 1,283 1,283 - (37) Active Travel Infrastructure: Tier 1 1,045 653 653 653 - 392 Active Travel Infrastructure: Tier 2 1,220 741 741 741 - 479 Bus Infrastructure Fund: Tier 1 192 170 170 170 - 22 Bus Infrastructure Fund: Tier 2 (Part 1): Destination Hillend Bus Stop 44 44 88 88 44 - Bus Infrastructure Fund: Tier 2 (Part 2): Urban Traffic Control 735 735 746 746 11 - Sustrans - People & Places Equipment Purchases 197 197 227 227 30 - Community Bus Fund 4 - - - 4 Road Safety Improvement Fund - 378 378 378 - - TOTAL - TRANSPORT, ENERGY & INFRASTRUCTURE PROGRAMME BOARD5,821 5,152 5,236 5,236 85 1,047 REGENERATION & DEVELOPMENT PROGRAMME BOARD Regeneration Place Based Investment Fund 2021/22 217 255 255 255 - (38) Place Based Investment Fund 2022/23 85 7 7 7 - 78 Place Based Investment Fund 2023/24 118 - - - 118 Place Based Investment Fund 2025/26 - 60 60 60 - - Rosewell Development Trust - The Steading Infrastructure Upgrades 55 13 13 13 - 42 Penicuik THI: Public Realm Scheme 171 73 73 73 - 98 Development - Destination Hillend 1,120 976 976 976 - 144 Midlothian House RetroFit 4,150 3,383 3,383 3,383 - 767 Midlothian Life Care Facility 4,626 4,222 4,222 4,222 - 405 Day Care Centre 494 394 394 394 - 100 General Fund Share of Extra Care Housing 107 93 93 93 - 13 Recycling Improvement Fund (Stobhill Recycling Depot) 2,200 2,323 2,323 2,323 - (123) TOTAL - REGENERATION & DEVELOPMENT PROGRAMME BOARD13,343 11,799 11,799 11,799 - 1,605 Page 64 of 700
Page 65
Rephased Rephased 2025/26 2025/26 2025/26 2025/26 2025/26 2025/26 GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Actual Variance Carry Q4 Outturn Q3 Outturn to P13 Outturn Outturn Forward £000's £000's £000's £000's £000's £000's OTHER (PROGRAMME BOARD NOT YET DEFINED) PLACE Digital Council Hybrid Meetings 16 16 - (16) - Property/Development - Midlothian & Fairfield House Shower Upgrades 5 3 3 3 - 2 Millerhill Pavilion 7 - - - 7 PEOPLE & PARTNERSHIPS - Education - Free School Meal Provision 186 - - - 186 Communities & Partnerships - Members Environmental Improvements 250 203 203 203 - 47 TOTAL NOT ALLOCATED TO PROGRAMME BOARDS 465 222 206 206 (16) 243 COST OF SALES Pathhead Primary School Disposal Costs - 3 3 3 - - TOTAL COST OF SALES - 3 3 3 - - SUBTOTAL - PRE RETURN OF CONTINGENCIES 62,373 54,721 52,660 52,660 (867) 7,652 Provision for Return of Contingencies (1,194) (1,194) GENERAL SERVICES CAPITAL PLAN TOTAL 61,179 53,527 52,660 52,660 (867) 7,652 Page 65 of 700
Page 66
Page 66 of 700
Page 67
2 Midlothian Council Tuesday 23 June 2026 Item No 8.4 Annual Treasury Management Report 2025/26 Report by David Gladwin, Chief Financial Officer & Section 95 Officer Report for Information 1 Recommendations It is recommended that Council note the Annual Treasury Management Report 2025/26. 2 Purpose of Report/Executive Summary The purpose of the report is to inform members of the Council of the Treasury Management activity undertaken in 2025/26 and the year-end position. Audit Committee will scrutinise the report on 22 June 2026 and any approved changes will be advised verbally to members of Council at the meeting on 23 June 2026. Date: 8 June 2026 Report Contact: Gary Thomson, Senior Finance Business Partner gary.thomson@midlothian.gov.uk Page 67 of 700
Page 68
3 Background The main points arising from treasury activity in 2025/26 were: The pooled internal loans fund rate for General Fund and HRA was 2.72% in 2025/26 (down 0.01% from 2024/25), which is again expected to be one of, or the lowest when benchmarked against all mainland Authorities in Scotland; Were the pooled internal loans fund rate to have equated to the Scottish weighted average of 4.12%, this would have generated loan charges in 2025/26 of £29.1 million. The Council’s actual 2025/26 loan charges for General Services and HRA were £22.2 million, representing a cash saving (compared to the Scotland weighted average) of £6.9 million in 2025/26; Total long term borrowing maturing in the year amounted to £3.721 million, comprising the following:- o £0.062 million of PWLB Annuities of various tenors and interest rates; o £0.519 million of PWLB Maturities (originally taken December 1995 at an interest rate of 7.88%) o £2.458 million of PWLB Equal Instalment of Principal (EIP) loans o £0.682 million of market Annuity and EIP loans Total new long term borrowing taken in the year amounted to £100.000m, this being the following loans from PWLB:- o 2 x £10.000 million Maturity loans drawn in April 2025, with tenors of 4 and 3 years and at interest rates of 4.18% and 4.16% respectively; o 2 x £10.000 million EIP loans drawn in April 2025, with total tenors of 8 and 6 years and at interest rates of 4.20% and 4.18% respectively; o 1 x £40.000 million EIP loan drawn in November 2025 with a total tenor of 8 years and at an interest rate of 4.21% o 1 x £20.000 million Maturity loan drawn in March 2026 with a tenor of 1.5 years and at an interest rate of 4.65%; all drawing down loan funding to fund the Council’s capital plans in line with the Treasury Management and Investment Strategies approved by Council on 25 February 2025 and 24 February 2026; The remainder of the Council’s borrowing requirement at 31 March 2026 was supported by the policy to not fully cash back the Council’s useable reserves, to allow the Council to navigate past the current interest rate plateau; Page 68 of 700
Page 69
As a result, the Council were under-borrowed by £57.247 million (11% of the borrowing Capital Financing Requirement (CFR)) at 31 March 2026. This means that the Council has funded the majority (89%) of its underlying borrowing requirement as at 31 March 2026. This position is prudent in the current economic climate (with PWLB rates forecast to drop from their prevailing rates, across the next 2-3 financial years), as it balances longer- term interest rate and refinancing risk with short-medium term budgetary implications; The average rate of interest paid on external debt was 3.32% in 2025/26, up from 3.14% in 2024/25 and reflective of the financing of the Council’s borrowing CFR in the current interest rate environment; Only instant access deposits were placed during the year, with each deposit with an approved counterparty in line with the Council’s approved creditworthiness process as outlined in the Treasury Management and Investment Strategies approved by Council on 25 February 2025 and 24 February 2026. The Council’s deposit portfolio at 31 March 2026 is outlined in Table 2 below and in detail in Table 11 in Appendix 1; The average rate of return on deposits was 4.15% in 2025/26 (exceeding the benchmark1 of 3.98% for the twenty second year in succession) with total interest earned on deposits totalling £1.971 million and reflecting the approved deposit strategy; Useable reserves at 31 March 2026 equated to £77.524 million, with cash balances partly cash backing useable reserves and partly used to support the deferral of borrowing as outlined in the TMSS for 2025/26 and 2026/27. The Council elected to reschedule (prematurely repay) PWLB debt as follows:- £12.700 million PWLB Maturity loan, original drawn date of 2 August 2027 and existing maturity date of 15 May 2053, at a fixed interest rate of 4.55% The premature repayment of this PWLB loan to the UK Debt Management Office generated a one-off discount (credit) of £1.079 million to the Council and is expected to generate further cash savings (in interest costs on external debt) to the Council of £1.064m, and so a total expected cash saving of £2.187 million, over the next 27 years. This equates to a positive NPV of 1 1 month forward uncompounded SONIA (Sterling Overnight Index Average) which reflects the weighted average duration of the Council’s portfolio for the year Page 69 of 700
Page 70
£1.787 million (at the Treasury Green Book discount rate of 3.50%). A detailed report “Annual Treasury Management Review 2025/26” on the activity during 2025/26 is attached as Appendix 1. The Treasury Portfolio at the start and end of the financial year is shown in Tables 1 and 2 below. Table 1: Loan Portfolio at 1 April 2025 and 31 March 2026 Loan Type Principal Outstanding 1 Apr 2025 £000’s Principal Outstanding 31 Mar 2026 £000’s Movement £000’s PWLB Annuity 395 333 -62 PWLB Maturity 333,502 360,283 +26,781 PWLB EIP 10,000 67,542 +57,542 LOBO 15,000 15,000 0 Other Market Loans 20,548 19,866 -682 Total Loans 379,445 463,024 +83,579 Underlying Borrowing Requirement 469,866 520,271 +50,405 Over/(Under) Borrowed -90,421 -57,247 +33,174 Table 2: Deposits at 1 April 2025 and 31 March 2026 Deposit Type Principal Outstanding 1 Apr 2025 £000’s Principal Outstanding 31 Mar 2026 £000’s Movement £000’s Bank Call Accounts 538 1,208 +670 Money Market Funds 25,946 18,507 -7,439 Bank Fixed Term Deposit Accounts 0 10,000 +10,000 Total Deposits 26,484 29,715 +3,231 Useable Reserves 85,295 77,524 -7,771 Throughout 2025/26, all counterparties that the Council placed deposits with met their obligations in respect of the return of the deposited funds and interest receivable in full and on the required dates. Page 70 of 700
Page 71
4 Elected Member Training As outlined in the Council’s approved Treasury Management Practices, Treasury Management Practice 10 – Training & Qualifications:- “The responsible officer will ensure that Elected Council and Audit Committee members tasked with treasury management responsibilities, including those responsible for scrutiny, have access to training relevant to their needs and those responsibilities.” The CIPFA Scottish Treasury Management Forum have developed a toolkit available to all member Local Authorities which is designed to provide a valuable training resources for all officers and elected members of those authorities. There are currently 4 modules available which cover a range of Treasury Management areas, with a further 6 in development. Officers will share log-in details for all elected members and audit committee members to undertake this training, and when complete will add the details to the Treasury Management Practice 10 – Training Log. It is proposed to do this following Local Government elections in 2027. 5 Report Implications (Resource, Digital and Risk) 5.1 Resource Treasury Management activity during the year, in accordance with the approved strategy, has once again been effective in minimising loan charges through minimising the cost of borrowing and maximising the return on deposits within the parameters set by the strategy for the year. Although benefits from Treasury Management activity continue to accrue there are no direct financial implications or other resource issues arising from this report. The loan charges associated with Capital Expenditure and Treasury Management activity during 2025/26 are reported in the Financial Monitoring 2025/26 – General Fund Revenue report and HRA 2025/26 Outturn report elsewhere on the Council agenda for 23 June 2026. 5.2 Digital None. Page 71 of 700
Page 72
5.3 Risk As the Council follows the requirements of the CIPFA Code of Practice and the Prudential Code this minimises the risks involved in Treasury Management activities place. For those risks that do exist there are robust and effective controls in place to further mitigate the level of risks. These include full written Treasury Management Practices, which define the responsibilities of all staff involved and reflect the provisions of the Prudential and Treasury Management Codes. 5.4 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. 5.5 Additional Report Implications See Appendix A Appendices:- Appendix 1: Annual Treasury Management Review 2025/26 Page 72 of 700
Page 73
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 Although no external consultation has taken place, cognisance has been taken of professional advice obtained from MUFG, the Council’s appointed Treasury Consultants. A.6 Impact on Performance and Outcomes The strategies adopted are an integral part of the corporate aim to achieve Best Value as they seek to minimise the cost of borrowing by exercising prudent debt management and placement of deposits. This in turn helps to ensure that the Council’s capital expenditure is sustainable in revenue terms. Page 73 of 700
Page 74
A.7 Adopting a Preventative Approach Not applicable. A.8 Supporting Sustainable Development Not applicable. Page 74 of 700
Page 75
Appendix 1 Annual Treasury Management Review 2025/26 Midlothian Council June 2025 Page 75 of 700
Page 76
Contents 1 The Council’s Capital Expenditure and Financing 2025/26 2 The Council’s overall borrowing need 3 Treasury Position as at 31 March 2026 4 The Strategy for 2025/26 5 The Economy and Interest Rates 6 Borrowing Rates in 2025/26 7 Borrowing Outturn for 2025/26 8 Deposit Rates in 2025/26 9 Deposit Outturn for 2025/26 10 Performance Measurement 11 Conclusion Page 76 of 700
Page 77
This Council is required by regulations issued under the Local Government in Scotland Act 2003 to produce an annual treasury management review of activities and the actual prudential and treasury indicators for 2025/26. This report meets the requirements of both the updated CIPFA Code of Practice on Treasury Management, (the Code), and the updated CIPFA Prudential Code for Capital Finance in Local Authorities, (the Prudential Code). During 2025/26 the minimum reporting requirements were that the full Council should receive the following reports: • an annual treasury strategy in advance of the year (Council 25 February 2025); • a mid-year, (minimum), treasury update report (Council 16 December 2025); • an annual review following the end of the year describing the activity compared to the strategy, (this report); The regulatory environment places responsibility on members for the review and scrutiny of treasury management policy and activities. This report is, therefore, important in that respect, as it provides details of the outturn position for treasury activities and highlights compliance with the Council’s policies previously approved by members. This Council confirms that it has complied with the requirement under the Code to give prior scrutiny to all of the above treasury management reports by the Audit Committee before they are reported to the full Council. Page 77 of 700
Page 78
1. The Council’s Capital Expenditure and Financing 2025/26 The Council undertakes capital expenditure on long-term assets. These activities may either be: Financed immediately through the application of capital or revenue resources (capital receipts, capital grants, revenue contributions etc.), which has no resultant impact on the Council’s borrowing need; or If insufficient financing is available, or a decision is taken not to apply resources, the capital expenditure will give rise to a borrowing need. The actual capital expenditure forms one of the required prudential indicators. The table below shows the actual capital expenditure and how this was financed. 2024/25 2025/26 2025/26 Actual Budget Actual £000 £000 £000 General Fund Capital Expenditure 48,778 91,680 52,660 Available Funding 19,155 28,780 24,819 Borrowing Required 29,623 62,900 27,841 HRA Capital Expenditure 53,175 80,242 47,099 Available Funding 9,523 7,293 13,003 Borrowing Required 43,652 72,949 34,096 General Fund and HRA Capital Expenditure 101,953 171,922 99,759 Available Funding 28,678 36,073 37,822 Borrowing Required 73,275 135,849 61,937 Table 1: Capital Expenditure + Financing Page 78 of 700
Page 79
2. The Council’s Overall Borrowing Need The Council’s underlying need to borrow for capital expenditure is termed the Capital Financing Requirement (CFR). This figure is a gauge of the Council’s indebtedness. The CFR results from the capital activity of the Council and what resources have been used to pay for the capital spend. It represents the 2025/26 unfinanced capital expenditure (see above table), plus prior years’ net or unfinanced capital expenditure which has not yet been paid for by revenue or other resources. Part of the Council’s treasury activities is to address the funding requirements for this borrowing need. Depending on the capital expenditure programme, the treasury service organises the Council’s cash position to ensure sufficient cash is available to meet the capital plans and cash flow requirements. This may be sourced through borrowing from external bodies (such as the Government, through the Public Works Loan Board [PWLB] or the money markets), or utilising temporary cash resources within the Council. Reducing the CFR – the Council’s underlying borrowing need (CFR) is not allowed to rise indefinitely. Statutory controls are in place to ensure that capital assets are broadly charged to revenue over the life of the asset. The Council is required to make an annual revenue charge, called the Scheduled Debt Amortisation (or loans repayment), to reduce the CFR. This is effectively a repayment of the borrowing need. This differs from the treasury management arrangements which ensure that cash is available to meet capital commitments. External debt can also be borrowed or repaid at any time, but this does not change the CFR. The total CFR can also be reduced by: the application of additional capital financing resources (such as unapplied capital receipts); or charging more than the minimum loan repayment each year through an additional revenue charge. The Council’s CFR for the year is shown below, and represents a key prudential indicator. 31-Mar-25 2025/26 31-Mar-26 Actual Budget Actual £000 £000 £000 Opening balance 401,845£ 479,787£ 469,866£ Add Borrowing Required 72,862£ 135,849£ 61,937£ Loans Fund Review Retrospective 5,525£ -£ -£ Less scheduled debt amortisation (10,366)£ (11,417)£ (11,532)£ Closing balance 469,866£ 604,219£ 520,271£ Table 2: Council's Underlying Borrowing Requirement CFR: Page 79 of 700
Page 80
Borrowing activity is constrained by prudential indicators for net borrowing and the CFR, and by the authorised limit. Gross borrowing and the CFR - in order to ensure that borrowing levels are prudent over the medium term and only for a capital purpose, the Council should ensure that its gross external borrowing does not, except in the short term, exceed the total of the capital financing requirement in the preceding year (2024/25) plus the estimates of any additional capital financing requirement for the current (2025/26) and next three financial years. This essentially means that the Council is not borrowing to support revenue expenditure. This indicator allows the Council some flexibility to borrow in advance of its immediate capital needs in 2025/26. The table below highlights the Council’s gross borrowing position against the CFR (excluding PFI schemes). The Council has complied with this prudential indicator. 31-Mar-25 2025/26 31-Mar-26 Actual Budget Actual £000 £000 £000 Gross Borrowing 379,445£ 528,600£ 463,024£ CFR 469,866£ 604,219£ 520,271£ Table 3: Council's Gross Borrowing Position The authorised limit – this Council has kept within its authorised external borrowing limit as shown by the table below. Once this has been set, the Council does not have the power to borrow above this level. The operational boundary – the operational boundary is the expected borrowing position of the Council during the year. Periods where the actual position is either below or over the boundary is acceptable subject to the authorised limit not being breached. 2025/26 Authorised limit - borrowing £ 604,957 Operational boundary - borrowing £ 604,957 Maximum gross borrowing position £ 463,024 Average gross borrowing position £ 426,257 Table 4: Gross Borrowing against Authorised Limit / Operational Boundary Page 80 of 700
Page 81
3. Treasury Position as at 31 March 2026 The Council’s debt and investment position is organised by the treasury management service in order to ensure adequate liquidity for revenue and capital activities, security for investments and to manage risks within all treasury management activities. Procedures and controls to achieve these objectives are well established both through Member reporting detailed in the Purpose section of this report, and through officer activity detailed in the Council’s Treasury Management Practices. At the beginning and the end of 2025/26, the Council‘s treasury (excluding borrowing by PFI and finance leases) position was as follows: 31 March 2025 Principal Rate/ Return Average Life (Yrs) 31 March 2026 Principal Rate/ Return Average Life (Yrs) Debt Fixed Rate Debt PWLB 343,897£ 3.16% 25.79 428,158£ 3.37% 20.25 Market 20,548£ 3.03% 27.68 19,866£ 3.04% 26.95 Total Fixed Rate Debt 364,445£ 3.15% 25.90 448,024£ 3.35% 20.55 Variable Rate Debt PWLB -£ n/a n/a -£ n/a n/a Market 15,000£ 4.63% 25.71 15,000£ 4.63% 25.71 Total Variable Rate Debt 15,000£ 4.63% 25.71 15,000£ 4.63% 25.71 Total debt/gross borrowing 379,445£ 3.21% 25.89 463,024£ 3.40% 20.71 CFR 469,866£ 520,271£ Over/(under) borrowing (90,421)£ (57,247)£ Deposits Fixed Rate Deposits In House -£ n/a n/a 10,000£ 4.18% 0.08 With Managers -£ n/a n/a -£ n/a n/a Total Fixed Rate Deposits -£ n/a n/a 10,000£ 4.18% 0.08 Variable Rate Deposits In House 26,484£ 4.54% 0.01 19,715£ 3.83% 0.01 With Managers -£ n/a n/a -£ n/a n/a Total Variable Rate Deposits 26,484£ 4.54% 0.01 19,715£ 3.83% 0.01 Total Deposits 26,484£ 4.54% 0.01 29,715£ 3.94% 0.03 Table 5: Treasury Position Page 81 of 700
Page 82
The maturity structure of the debt portfolio was as follows: £000 % £000 % Under 12 months 2,263£ 1% 0% to 50% 18,217£ 4% 12 months to 2 years 11,759£ 3% 0% to 50% 39,691£ 9% 2 years to 5 years 45,346£ 12% 0% to 50% 99,087£ 21% 5 years to 10 years 60,095£ 16% 0% to 50% 59,530£ 13% 10 years to 20 years 22,220£ 6% 0% to 50% 21,616£ 5% 20 years to 30 years 60,879£ 16% 0% to 50% 48,000£ 10% 30 years to 40 years 81,883£ 22% 0% to 50% 101,883£ 22% 40 years to 50 years 90,000£ 24% 0% to 50% 70,000£ 15% 50 years and above 5,000£ 1% 0% to 50% 5,000£ 1% Total 379,445£ 100% 463,024£ 100% Table 6: Maturity Structure of Debt Portfolio 31-Mar-25 2025/26 31-Mar-26 Actual Original Limits Actual % The maturity structure of the Council’s deposits was as follows: 31-Mar-25 31-Mar-26 £000 £000 Deposit Under 1 Year 26,484£ 29,715£ Over 1 Year -£ -£ Total 26,484£ 29,715£ Table 7: Maturity Structure of Deposit Portfolio The exposure to fixed and variable interest rates on debt was as follows:- £0 % £0 % Fixed Interest Rate Exposure £364,445 96% 0% to 100% 448,024£ 97% Variable Interest Rate Exposure £ 15,000 4% 0% to 30% 15,000£ 3% Total 379,445£ 100% 463,024£ 100% Table 8: Fixed/Variable Interest Rate Exposure of Debt Portfolio 31-Mar-25 2025/26 31-Mar-26 Actual Original Limits Actual % Page 82 of 700
Page 83
4. The Strategy for 2025/26 At the outset of the financial year, the Council were under borrowed by £90.421 million and holding £26.484 million in instant access accounts and fixed term deposits. Interest rate forecasts initially suggested gradual reductions in short, medium and longer-term fixed borrowing rates during 2025/26. Bank Rate did reduce to 3.75% as anticipated, but the initial expectation of significant rate reductions across the whole curve did not transpire, primarily because inflation concerns were very elevated in March 2026. At the start of April 2026, the market expected Bank Rate to increase over the coming months to 4.00% or 4.25%, from 3.75%, whilst all parts of the curve have also risen substantially through March. A significant fall in inflation will be required to underpin any material movement lower in the longer part of the curve. MUFG Interest Rate forecasts at time of TMIS 2025/26 setting (February 2025, unchanged from November 2024) MUFG Corporate Markets Interest Rate View 11.11.24 Dec-24 Mar-25 Jun-25 Sep-25 Dec-25 Mar-26 Jun-26 Sep-26 Dec-26 Mar-27 Jun-27 Sep-27 Dec-27 BANK RATE 4.75 4.50 4.25 4.00 4.00 3.75 3.75 3.75 3.50 3.50 3.50 3.50 3.50 3 month ave earnings 4.70 4.50 4.30 4.00 4.00 4.00 3.80 3.80 3.80 3.50 3.50 3.50 3.50 6 month ave earnings 4.70 4.40 4.20 3.90 3.90 3.90 3.80 3.80 3.80 3.50 3.50 3.50 3.50 12 month ave earnings 4.70 4.40 4.20 3.90 3.90 3.90 3.80 3.80 3.80 3.50 3.50 3.50 3.50 5 yr PWLB 5.00 4.90 4.80 4.60 4.50 4.50 4.40 4.30 4.20 4.10 4.00 4.00 3.90 10 yr PWLB 5.30 5.10 5.00 4.80 4.80 4.70 4.50 4.50 4.40 4.30 4.20 4.20 4.10 25 yr PWLB 5.60 5.50 5.40 5.30 5.20 5.10 5.00 4.90 4.80 4.70 4.60 4.50 4.50 50 yr PWLB 5.40 5.30 5.20 5.10 5.00 4.90 4.80 4.70 4.60 4.50 4.40 4.30 4.30 MUFG Interest Rate forecasts at end of 2025/26 Financial Year (March 2026) MUFG Corporate Markets Interest Rate View 25.03.26 Jun-26 Sep-26 Dec-26 Mar-27 Jun-27 Sep-27 Dec-27 Mar-28 Jun-28 Sep-28 Dec-28 Mar-29 BANK RATE 3.75 3.75 3.75 3.75 3.75 3.50 3.50 3.25 3.25 3.25 3.25 3.25 3 month ave earnings 4.00 3.90 3.80 3.80 3.70 3.50 3.50 3.30 3.30 3.30 3.30 3.30 6 month ave earnings 4.20 4.10 4.00 3.90 3.90 3.70 3.70 3.50 3.50 3.50 3.50 3.50 12 month ave earnings 4.60 4.50 4.40 4.20 4.20 4.00 4.00 3.80 3.80 3.80 3.80 3.80 5 yr PWLB 5.00 5.00 4.90 4.80 4.60 4.40 4.20 4.20 4.10 4.10 4.10 4.10 10 yr PWLB 5.50 5.50 5.40 5.30 5.10 4.90 4.70 4.70 4.60 4.60 4.60 4.60 25 yr PWLB 6.00 6.00 5.90 5.80 5.60 5.40 5.20 5.20 5.20 5.20 5.10 5.10 50 yr PWLB 5.80 5.80 5.70 5.50 5.40 5.20 5.00 5.00 5.00 5.00 4.90 4.90 With interest rates on new borrowing remaining elevated throughout much of 2025/26 at the medium-long end of the curve, borrowing was undertaken at the short end, in order to navigate past the expected hump in interest rates, and timed to correlate to dips in Gilt Yields. Total new long-term borrowing taken in the year amounted to £100.000m, this being the following loans from PWLB:- o 2 x £10.000 million Maturity loans drawn in April 2025, with tenors of 4 and 3 years and at interest rates of 4.18% and 4.16% respectively; o 2 x £10.000 million EIP loans drawn in April 2025, with total tenors of 8 and 6 years and at interest rates of 4.20% and 4.18% respectively; Page 83 of 700
Page 84
o 1 x £40.000 million EIP loan drawn in November 2025 with a total tenor of 8 years and at an interest rate of 4.21% o 1 x £20.000 million Maturity loan drawn in March 2026 with a tenor of 1.5 years and at an interest rate of 4.65%; all drawing down loan funding to de-risk the funding of the Council’s 2025/26 capital plans in line with the 2025/26 Treasury Management and Investment Strategy approved by Council on 25 February 2025; This position is prudent in the current economic climate (with PWLB rates forecast to drop from their prevailing rates, across the next 2 financial years), as it balances longer-term interest rate and refinancing risk with short-medium term budgetary implications. At 31 March 2026, the Council was under-borrowed by £57.247 million. This means that the majority (89%) of the capital borrowing need, (the Capital Financing Requirement), is fully funded with loan debt. Useable reserves at 31 March 2026 equated to £77.524 million, with cash balances partly used to support the deferral of borrowing as outlined in the TMSS for 2026/27. Deposits at 31 March 2026 equated to £29.715 million. Page 84 of 700
Page 85
5. The Economy and Interest Rates UK Economy As with 2024/25, UK inflation has proved somewhat stubborn throughout 2025/26. Having started the financial year at 3.5% y/y (April), the CPI measure of inflation peaked at 3.8% from July to September, before dipping to 3% in January and February. Core inflation picked up to 3.2% in February, from 3.1%, and the recent upward pressure on energy costs could see CPI inflation breach 4.5% later this year. Against this backdrop, the continued lack of progress in ending the Russian invasion of Ukraine, and the potentially negative implications for global growth as a consequence of the implementation of US tariff policies, Bank Rate reductions look limited for the remainder of 2026 (as they do in the euro-zone). Bank Rate currently stands at 3.75%. Moreover, borrowing has becoming more expensive in 2025/26. Gilt yields have risen materially in March 2026, more than reversing the falls earlier in the financial year. Additionally, the public finances have remained under pressure. The higher-than-expected public net sector borrowing of £14.3bn in February was £2.2bn above last February’s outturn. But that borrowing overshoot was mainly due to timing effects relating to the £13.0bn government debt interest payment. That came in as the highest payment since June 2025, causing a 12.3% y/y jump in spending. On the flip side, sitting at £8.1bn, tax revenues were also higher than last February, largely on the back of solid growth in self- employment incomes in 2024/25, boosting self-assessment income tax receipts and stronger capital gains tax receipts. However, the combination of some energy price support and pressures from higher inflation amid the ongoing energy price shock, higher interest rates and a weaker economy will ultimately put borrowing on an upward trend. With the rise in energy prices possibly pushing the Retail Prices Index inflation up to a peak of 5.7%, debt interest repayments will increase by about £10bn. A weaker growth profile, higher inflation, higher interest rates and gilt yields could erode about £11bn of the Chancellor’s £23.6bn headroom The loosening in the labour market continues to bear down on wage growth. The 3myy growth rate of average earnings including bonuses slowed from 4.2% in December to 3.9% in January. Meanwhile, excluding bonuses, private earnings growth continued to fall from 3.4% to 3.3%. The table overleaf provides a snapshot of the conundrum facing central banks: inflation pressures remain, labour markets are still relatively tight by historical comparisons, and central banks are also having to react to a fundamental re- ordering of economic and defence policies driven largely by the US administration. Page 85 of 700
Page 86
UK Eurozone US Bank Rate 3.75% 2.0% 3.5%-3.75% GDP 0.1%q/q Q4 (1.0%y/y) +0.2%q/q Q4 (1.2%y/y) 0.7% Q4 Annualised Inflation 3.0%y/y (Feb) 1.9%y/y (Feb) 2.4%y/y (Feb) Unemployment Rate 5.2% (Jan) 6.2% (Jan) 4.4% (Feb) The Bank of England sprung no surprises in their March meeting, leaving Bank Rate unchanged at 3.75% by a vote of 9-0, but suggesting rates may need to rise if inflation picks up markedly. The vote could best be described as moderately hawkish. The MPC stated it “stands ready to act as necessary” and “is alert to the increased risk of domestic inflationary pressures through second- round effects in wage and price-setting”. Even so, we suspect the committee is likely to put equal weight on higher inflation and weaker growth, particularly the poor macroeconomic backdrop prior to the energy shock, keeping interest rates at 3.75% this year. 10-year Gilt yields have been exceptionally volatile in the final weeks of 2025/26, troughing at around 4.23% in late February before shooting up to 5.00% (and well through that on an intraday basis). That spike was driven by the outbreak of war in the Middle East, which prompted a dramatic reassessment of investors’ Bank of England policy rate expectations. Having been pricing in rate cuts in late-February, as many as four rate hikes were discounted by late-March. The 10-year yield ended the quarter at 4.92% with around 65bp of rate hikes priced in over the coming year. In addition to more hawkish monetary policy expectations, part of this increase in yields probably reflected an increase in term premia amid concerns that the government may react by loosening the fiscal purse strings. As for equity markets, the FTSE 100 experienced another volatile quarter, surging to an all-time high of around 10,900 in late February, leaving it up 10% from the start of 2026, before giving back most of those gains in March after the outbreak of the Middle East conflict. That pullback leaves the index at around 10,176 at the end of the quarter. For context it was at 8,582 at the start of April. The £ has stayed relatively resilient also at $1.33, strengthening from $1.29 back in April. USA Economy Despite a weak finish to 2025, the USA economy has generally been the strongest among the developed economies, but with uncertainties growing surrounding President Trump’s central economic tenet of being able to apply tariffs on an ad-hoc basis, and bend the FOMC Fed Funds rate decision-making to his will, there is something of a stalemate in place at present over when, and if, rates will be cut further in 2026. Inflation is currently stuck at around 2.5%, unemployment is only a little above 4%, and tax refunds are in the process of being facilitated for many households. But will those refunds be – at least partially – offset by higher gasoline prices? Page 86 of 700
Page 87
The S&P500 started April 2025 at 5,633 and finished March 2026 at 6,528 having peaked at just over 7,000. The 10-year Treasury yield finished March at 4.30% having been 4.17% back at the start of April, and during the year has been both above 4.50% and below 4.00%. EZ Economy The Eurozone economy has run pretty much in parallel with that of the UK. A slightly stronger finish to 2025 (GDP of 0.2% q/q) than that of the UK cannot hide the fact that the economy has been negatively impacted by German economic stagnation until late in 2025. France has also struggled against a difficult political backdrop but managed to post GDP growth of 0.3% q/q for October to December. With Eurozone headline inflation close to 2%, the ECB has been able to reduce its Deposit Rate to 2%. Whether it rises from that low point will very much be driven by how energy prices trend over the coming months. The Euro has appreciated against the dollar from 1.08 at the start of April 2025 to 1.16 at the end of March. Page 87 of 700
Page 88
6. Borrowing Rates in 2025/26 PWLB rates are based on gilt (UK Government bonds) yields through HM Treasury determining a specified margin to add to gilt yields. The main influences on gilt yields are Bank Rate, inflation expectations and movements in US treasury yields. Inflation targeting by the major central banks has been successful over the last 30 years in lowering inflation and the real equilibrium rate for central rates has fallen considerably due to the high level of borrowing by consumers: this means that central banks do not need to raise rates as much now to have a major impact on consumer spending, inflation, etc. This has pulled down the overall level of interest rates and bond yields in financial markets over the last 30 years. However, since early 2022, yields have risen dramatically in all the major developed economies, first as economies opened post-Covid; then because of the inflationary impact of the war in Ukraine in respect of the supply side of many goods. In particular, rising cost pressures emanating from shortages of energy and some food categories have been central to inflation rising rapidly. More recently, the Middle East conflict is likely to see inflation spike higher from late spring 2026 through to early 2027. Gilt yields have been volatile through 2025/26. The low point for long-term rates of 25 and 50 years’ duration was reached early in April 2025 whilst the low points for short and medium dated rates were reached in early 2026, prior to the outbreak of the Middle East conflict. At the close of 31 March 2026, the 1-year PWLB Certainty rate was 5.04% whilst the 5, 10, 25 and 50 year rates were 5.28%, 5.72%, 6.29% and 6.08% respectively. Regarding PWLB borrowing rates, the various margins attributed to their pricing are as follows: - • PWLB Standard Rate is gilt plus 100 basis points (G+100bps) • PWLB Certainty Rate is gilt plus 80 basis points (G+80bps) • HRA Borrowing Rate is gilt plus 40bps (G+40bps) As a general rule, short-dated gilt yields will reflect expected movements in Bank Rate, whilst medium to long-dated yields are driven primarily by the inflation outlook. Page 88 of 700
Page 89
HIGH/LOW/AVERAGE PWLB RATES FOR 2025/26 4.00% 4.50% 5.00% 5.50% 6.00% 6.50% 7.00% PWLB Rates 01.04.25 - 31.03.26 1 Year 5 Year 10 Year 25 Year 50 Year 50 year target % 1 Year 5 Year 10 Year 25 Year 50 Year Low 4.25% 4.56% 5.13% 5.78% 5.46% Date 27/02/2026 27/02/2026 02/03/2026 04/04/2025 04/04/2025 High 5.28% 5.47% 5.88% 6.43% 6.24% Date 23/03/2026 23/03/2026 27/03/2026 27/03/2026 27/03/2026 Average 4.52% 4.82% 5.38% 6.06% 5.81% Spread 1.03% 0.91% 0.75% 0.65% 0.78% Page 89 of 700
Page 90
7. Borrowing Outturn for 2025/26 New Treasury Borrowing:- The following table gives details of new external treasury loans drawn during the year:- Lender Date Taken Principal £000's Interest Rate Fixed/ Variable Maturity Date Term (Yrs) PWLB Maturity 14 Apr 2025 £ 10,000 4.18% Fixed 13 Apr 2029 4.00 PWLB EIP 14 Apr 2025 £ 10,000 4.20% Fixed 14 Apr 2033 8.00 PWLB Maturity 29 Apr 2025 £ 10,000 4.16% Fixed 28 Apr 2028 3.00 PWLB EIP 29 Apr 2025 £ 10,000 4.18% Fixed 29 Apr 2031 6.00 PWLB EIP 18 Nov 2025 £ 40,000 4.21% Fixed 18 Nov 2033 8.00 PWLB Maturity 18 Mar 2026 £ 20,000 4.65% Fixed 17 Sep 2027 1.50 Total £100,000 Table 9: New Loans Taken in Financial Year 2025/26 Maturing Debt:- The following table gives details of treasury debt maturing during the year:- Lender Date Repaid Principal £000's Interest Rate Fixed/ Variable Date Originally Taken Original Term (Yrs) PWLB Annuities Various £ 62 7.75%-9.50% Fixed 02 Aug 1968 to 15 May 1972 56-60 years PWLB Maturity 21 Dec 2025 £ 519 7.88% Fixed 21 Dec 1995 30.00 PWLB EIP 20 Jun / 20 Dec 2025 £ 1,000 4.49% Fixed 20 Dec 2024 10.00 PWLB EIP 14-Oct-25 £ 625 4.20% Fixed 14 Apr 2025 8.00 PWLB EIP 29-Oct-25 £ 833 4.18% Fixed 29 Apr 2025 6.00 Deutsche Pfandbriefbank 15 May / 15 Nov 2025 £ 357 2.63% Fixed 29 Jun 2017 28.00 Deutsche Pfandbriefbank 29 Jun / 29 Dec 2025 £ 325 2.73% Fixed 15 Nov 2018 25.50 Total £ 3,721 Table 10: Maturing Debt in Financial Year 2024/25 Rescheduling:- No rescheduling was done during the year. Summary of debt transactions:- The average interest rate payable on external debt gradually increased during the year as a result of new external loans drawn at the prevailing PWLB rates, averaging 3.32% for the 2025/26 financial year (opening rate of 3.21% with closing rate of 3.40%). The average life of debt within the loan portfolio dropped from 25.79 years to 20.55 years. Page 90 of 700
Page 91
8. Deposit Rates in 2025/26 Investment returns decreased throughout 2025/26, reflective of the Bank of England base rate cuts during the year. Money market funds and instant access bank call accounts were utilised to manage the Council’s day to day liquidity needs. Money market fund / bank account rates started the year at 4.53%-4.56%, decreasing throughout the year in line with movements in Bank of England Base Rates, ending the year at 3.82%-3.85%. HIGH/LOW/AVERAGE BANK AND SONIA RATES FOR 2025/26 4.00 4.25 4.50 4.75 5.00 5.25 5.50 5.75 6.00 Bank Rate vs term SONIA rates % 2.4.24 - 31.03.25 Bank Rate SONIA 1 mth 3 mth 6 mth 12 mth FINANCIAL YEAR TO QUARTER ENDED 31/03/2026 Bank Rate SONIA 1 mth 3 mth 6 mth 12 mth High 4.50 4.46 4.47 4.36 4.28 4.47 High Date 01/04/2025 07/05/2025 03/04/2025 02/04/2025 02/04/2025 23/03/2026 Low 3.75 3.72 3.65 3.57 3.49 3.40 Low Date 18/12/2025 22/12/2025 27/02/2026 27/02/2026 27/02/2026 27/02/2026 Average 4.04 4.01 3.98 3.94 3.87 3.77 Spread 0.75 0.74 0.81 0.79 0.79 1.08 Investment returns remained robust throughout 2025/26 despite Bank Rate reducing steadily through the course of the financial year (three 0.25% rate cuts in total), and at the end of March the yield curve had turned positive, reflecting inflation concerns emanating from the on-going conflict in the Middle East. Bank Rate reductions of 0.25% occurred in May, August and December, bringing the headline rate down from 4.50% to 3.75%. Two of the Bank Rate Page 91 of 700
Page 92
cuts occurred in the same month as the Bank of England publishes its Quarterly Monetary Policy Report, therein providing a clarity over the timing of potential future rate cuts. As of early April 2026, market sentiment has been heavily influenced by the Middle East conflict. Commentators anticipate a growing risk of inflation, meaning interest rates will not be cut for some time, and may increase to counteract inflationary pressures arising from steepening energy costs. Growth will also be impacted in many regions of the world. UK GDP is projected by the Office for Budget Responsibility (3 March 2026) to be 1.1% in 2026 before picking up to 1.6% in 2027 and 2028. But the likelihood is that there is downside risk to this forecast given events in the Middle East through March and still on-going. Looking back through 2025/26, investors were able to achieve returns generally in a range of 4.50% - 5.00% for periods ranging from 1 month to 12 months in the spring of 2025. By the end of March 2026 deposit rates were somewhat volatile, regaining some traction as the Middle East conflict suggested energy driven inflation may lead to higher interest rates than would otherwise have been the case. Where liquidity requirements were not a drain on day-to-day investment choices, extending duration through the use of “laddered investments” paid off. Heading into 2026/27, UK inflation is likely to increase to over 4% in the coming months as oil prices, for example, remain significantly higher than before the Middle East conflict started. Page 92 of 700
Page 93
9. Funds on Deposit Outturn for 2025/26 Deposit Policy:- The Council’s policy for placing deposits is governed by Scottish Government Investment Regulations, and the requirements of the CIPFA Prudential and Treasury Management Codes, which have been implemented in the annual investment strategy approved by the Council on 25 February 2025. This policy sets out the approach to the considerations when placing deposits, specifically security, liquidity and then yield (in that order) and sets out the approach for choosing counterparties based on their credit strength, and for financial institutions is based on credit ratings provided by the three main credit rating agencies supplemented by additional market data (such as rating outlooks, credit default swaps, bank share prices etc.). The activity during the year conformed to the approved strategy, and the Council had no liquidity difficulties. The position at 31 March 2026 was as follows:- Counterparty Principal Outstanding 31 Mar 2026 £000's Security Long/Short Term Rating (Colour) Yield UK Local Authority Investment* £000's Bank of Scotland 1,187 AA-/F1+ (Orange) 3.51% 378,196 Royal Bank of Scotland 1 AA-/F1+ (Orange) 1.75% 12,948 Handelsbanken 20 AA/F1+ (Orange) 3.65% 103,416 MMF - Aberdeen Liquidity Fund 281 AAAmmf (Yellow) 3.82% 1,240,322 MMF - Federated 3,316 AAAmmf (Yellow) 3.84% 1,636,644 MMF - LGIM 14,910 AAAmmf (Yellow) 3.85% 607,308 Lloyds Banking Group - Corporate Markets 10,000 AA-/F1+ (Orange) 4.18% 128,503 Total Deposits 29,715 3.95% 4,107,337 Instant Access Money Market Fund Instant Access Call Account Instant Access Call Account Instant Access Call Account Instant Access Money Market Fund Instant Access Money Market Fund Fixed Term Deposit: Start: 29 Apr 2025 Maturity: 29 Apr 2026 Table 11: Breakdown of Deposits by Counterparty at 31 March 2026 Liquidity * As at 31 March 2026 by MUFG Clients Deposits placed by the Council:- The Council maintained an average balance of £47.458 million of instant access and fixed term deposits, earning an average rate of return of 4.15%. The comparable performance indicator2 is 3.98%. 2 1 month forward uncompounded SONIA (Sterling Overnight Index Average) which reflects the weighted average duration of the Council’s portfolio for the year Page 93 of 700
Page 94
10. Performance Measurement One of the key requirements in the Code is the formal introduction of performance measurement relating to investments, debt and capital financing activities. Loans Fund Rate Combining the interest paid (earned) on external debt (deposits) with charges for premiums written off and internal interest allowed into an average Loans Fund Rate, Midlothian’s result of 2.73% for 2024/25 was the lowest Loans Fund Rate amongst all mainland authorities in Scotland, as reported previously to Council in the 2025/26 Mid-Year Review Update report on 16 December 2025. The comparative Loans Fund Rate for 2025/26, of 2.72%, is once again expected to be one of, or the lowest when benchmarked against all mainland authorities in Scotland (note that at present, these benchmark figures are not yet available). Deposit Benchmarking The Council participates in the Scottish Investment Benchmarking Group set up by its Treasury Management Consultants, MUFG. This service provided by MUFG provides benchmarking data to authorities for reporting and monitoring purposes, by measuring the security, liquidity and yield within an individual authority portfolio. Debt Performance Whilst deposit performance criteria have been well developed and universally accepted, debt performance indicatfors continue to be a more problematic area with the traditional average portfolio rate of interest acting as the main guide. In this respect, the relevant figures for Midlothian are incorporated in the table in Section 3. Page 94 of 700
Page 95
11. Conclusion The Council’s overall cost of borrowing continues to benefit significantly from the approved strategy and the proactive Treasury Management activity undertaken. The weighted average cost of long-term borrowing has risen marginally during the year, reflective of the borrowing undertaken at prevailing Gilt Yields during the year. Tenor of borrowing has been kept short on the market expectation that the current plateau in Gilt Yields will gradually reduce over the coming 2-3 years. A better than average return on deposits has been achieved for the twenty second consecutive year and Midlothian continues to perform in line with the MUFG model benchmarks. Overall Midlothian’s Loans Fund Rate of 2.72% for the year is expected to be one of, or the lowest when benchmarked against all mainland Authorities in Scotland. Page 95 of 700
Page 96
Page 96 of 700
Page 97
Midlothian Council Tuesday 23 June 2026 Item No 8.5 Medium Term Financial Strategy - 2027/28 to 2028/29 Report by David Gladwin Chief Financial Officer and Section 95 Officer Report for Information 1 Recommendations a) Note that the Business Transformation Steering Group (BTSG) will continue to consider measures necessary to support delivery of a balanced Medium Term Financial Strategy (MTFS) before any policy measures are presented to Council. b) Note the recommendation from the best value audit report on transformation that the Council recognises that it is operating in a fiscally challenging environment and now needs to find a way to accelerate progress on the remaining projects within the Transformation Blueprint with the resources it has available and also further Accounts Commission commentary on delivering transformational change (sections 5.2 and 5.3). c) Note the MTFS planning assumptions set out in the report (sections 4.1 to 4.3). d) Note that the budget gap for 2027/28, incorporating the planned use of service concession retrospection and an indicative 8% annual Council Tax increase is projected to be £6.176 million, rising to a projected £14.895 million by 2028/29 (section 4.1). e) Note the urgent need to address the gap between recurring expenditure and recurring income (section 5). f) Note the position relating to Midlothian Integration Joint Board (section 6) and g) Otherwise note the remainder of the report. Date: 4th June 2026 Report Contact: David Gladwin Chief Financial Officer and Section 95 Officer David.gladwin@midlothian.gov.uk Page 97 of 700
Page 98
2 Purpose of Report / Executive Summary 2.1 The report sets out the outcome of a review of the Council’s financial planning assumptions which now point to a projected budget gap of £6.176 million in 2027/28 rising to £14.895 million by 2028/29. 2.2 Pressure on budgets across the public sector is severe and as the fastest growing Local Authority in Scotland the impact is intensified in Midlothian. Population projections show a continued high level of growth in Midlothian through to 2043. 2.3 There is a significant underlying funding gap before Council tax increases and planned utilisation of reserves of £15.261 million (4.2% of net expenditure) in 2027/28 rising to £25.859 million by 2028/29 (4.1% of net expenditure) that will impact on what services the Council can continue to deliver and how they are delivered. Reprioritisation and redesign are crucial to balancing the MTFS and swift action is needed. 3 Medium Term Financial Strategy 2027/28 to 2028/29 - Background 3.1 The aim of the MTFS is to provide a multiyear financial strategy aligned to the Council’s Strategic Plans. It seeks to support the Council in fulfilling its statutory duty to set a balanced budget and determine Council Tax levels annually with a key aspect being ongoing financial sustainability for the Council where recurring costs are matched by recurring income. 3.2 Council last considered the MTFS on 24th February 2026 when the 2026/27 budget was approved. To reach a balanced budget, approval was granted for a 9% increase in Council Tax levels for 2026/27 and a £4.093 million use of Reserves specifically relating to service concession retrospection. 3.3 Council and officers are reminded of a recommendation made by the external auditor that “as a matter of urgency, officers and elected members need to work together to develop and agree the medium-term financial strategy and progress the council’s transformation plans”. The auditor also observes that “The council continues to demonstrate good financial management arrangements and control of the in-year budget, including understanding of the ongoing impact of covid and other financial pressures”. Economic Commentary 3.4 Economic growth, as measured by Gross Domestic Product (GDP), shows a modest increase of around 0.6% in the first quarter of 2026 with prospects through to 2027 remaining slightly above that level ranging from 0.8% to 1.1%. 3.5 The last published inflation figures, at the time of writing this report, were for April 2026. Consumer Price Index (CPI) dropped by 0.5% from March figures to 2.8%. The reduction was largely due to reduction in the domestic energy cap. Forecasts show an increase in CPI to around 3.6% by the end of 2026 before starting to ease towards the Bank of England target of 2% in 2027. However, there remains a significant risk Page 98 of 700
Page 99
that ongoing global events could contribute to higher inflation rates for a longer period. Whilst areas of council contractual inflation are aligned to CPI there are other areas, most notably energy costs and food costs, that are trending higher than CPI and could contribute to further cost pressures than currently modelled in the MTFS. 3.6 Interest rates (Bank of England Base rate) were held at 3.75% in April. Projections for the near future have moved away from gradual reductions to either a hold on rates or small increases. This change in expectation has impacted on Public Works Loans Board (PWLB) rates which are generally around 1% higher than they were before recent hostilities with Iran. As the vast majority of external borrowing is accessed from the PWLB, increases in borrowing costs are inevitable. 3.7 Wage increases have outstripped inflation in recent times. The Scottish Government published their Public Sector Pay Policy for 2025/26 which runs through to 2027/28 with an annual pay metric of 3% per annum. 3.8 UK Government and Scottish Government budgets for future years will both be characterised by significant fiscal pressures and this is likely to include a squeeze on public sector spend and areas of public sector reform. 4 Budget Projections 4.1 MTFS Budget projections were last presented to Council in February 2026. Projections have been re-worked based on updated data and assumptions. Revised figures are shown in table 1 below. Table 1: MTFS Projected Gap to 2028/29 2027/28 £m 2028/29 £m Opening Budget Gap 0.000 6.176 Retrospective Service concessions 4.093 2.581 Revised Opening Budget Gap 4.093 8.757 Pay Inflation 6.927 7.135 Utilities and other Contractual inflation 2.044 1.888 Provision for School Roll Increases 1.000 1.000 Emissions Trading Scheme 0.000 0.500 Loan Charges 4.582 5.310 Council Tax Reduction Scheme 0.562 0.379 Council Tax Band D number increase (0.895) (1.408) Scottish Government Grant – increased share (0.949) (1.734) Scottish Government Grant – LEIP Funding (1.106) (1.815) Other (0.091) (0.307) Gross Gap 16.167 19.705 Full year impact of approved savings measures (0.463) 0.000 Transformation Blueprint Savings (0.093) 0.000 Fees and Charges increase (0.350) (0.350) Gap after savings 15.261 19.355 Council Tax Rate increase (8%, 5%) (6.504) (4.460) Gap after Council Tax increase 8.757 14.895 Utilisation of Reserves Retrospective Service Concessions (2.581) Budget Gap to be addressed 6.176 14.895 4.2 Projections are based on some key planning assumptions which will undoubtedly change due to economic factors, Scottish Government Page 99 of 700
Page 100
funding decisions, pay awards and local cost pressures. The main assumptions included in the figures above are: Council Tax increases of 8% in 2027/28 and 5% in 2028/29 with corresponding increases in Council Tax Reduction Scheme payments. Household growth in Midlothian generating additional Council Tax income. A flat cash overall Scottish Government Grant settlement to support existing services and an assumption that any new or enhanced Scottish Government policy requirement will be fully funded. An increasing share of Scottish Government Grant funding for Midlothian as population-based indicators continue to grow relative to other Councils. Pay Inflation of 3% in all years which is in line with Scottish Government public sector pay policy. This is based on the working assumption that any pay award more than 3% will be fully funded by the Scottish Government. Every 1% increase equates to a cost change of approximately £2.3 million. A continuation of existing employers superannuation contribution rates at 17.6% for Lothian Pension Fund (LPF) and 26% for the Scottish Public Pension Agency (SPPA). The next triennial revaluation for LPF is due to be completed later in 2026 and may provide opportunity to reduce contribution rates. Inflation provision of 3% for contracts where inflation uplifts are an integral part. A general provision for demographic growth in learning settings. Borrowing costs in-line with the most up to date approved version of the General Services Capital Plan with Learning Estate Infrastructure Program (LEIP) revenue funding aligned to expected delivery timescales of supported projects. Any further approvals of capital projects, unless fully funded by grant or other external funding, will result in an increase in borrowing costs and possibly also infrastructure running costs, to those figures shown in table 1 above. Full delivery of savings measures previously approved by Council. An increase in funding provided to Midlothian Integration Joint Board (MIJB) to cover pay increases and inflationary costs. Page 100 of 700
Page 101
4.3 The main areas of sensitivity are outlined in table 2 below. Table 2: Impact on MTFS of changing assumptions Budget Area Change Impact on budget gap (£m) Scottish Government Grant General Funding Quantum 1% +/- 2.4 Scottish Government Grant – movement in funding floor 0.25% +/- 0.7 Council Tax 1% +/- 0.7 Pay 1% +/- 2.3 Contractual Inflation 1% +/- 0.7 Lothian Pension Fund Employers Contributions 1% +/- 1.1 Teachers Employers Pension Contributions 1% +/- 0.7 4.4 Assumptions will all be reviewed and updated on a regular basis and Members will continue to be updated in the run up to setting the 2027/28 budget in February 2027. Scottish Government Funding 4.5 The recently elected Scottish Government have outlined key areas of priority for this term of government. The first Scottish budget is expected to take place later in 2026 and this will commence the process leading to Councils being advised of available funding as provided through the Local Government Finance Settlement. Initial figures are normally provided in December with near final figures late- January the following year. 4.6 It is clear from commentary that the Scottish Government face a very challenging public finance outlook driven by rising demand and cost pressures and also that all areas of the public sector are seeing difficult financial challenges. It is likely that areas of public sector reform will be progressed and this may have a direct impact on Local Government. 4.7 Whilst useful to understand the impact of changes in Scottish Government funding, the situation persists where detail is not known to Councils until approximately two months before future year budgets are set thus making financial planning extremely difficult. Discussions on a multi-year Scottish Government funding settlement and the use of a Fiscal Framework to deliver this are ongoing. A positive outcome to these discussions will bring much more certainty to Councils financial planning. Page 101 of 700
Page 102
Scottish Government / COSLA Partnership Agreement 4.8 On 30th June 2023 COSLA and the Scottish Government signed a new Partnership Agreement (the Verity House Agreement) setting out a vision for a more collaborative approach to delivering a number of shared priorities. The agreement includes a commitment to improved budgetary engagement and specifically agreement, by September 2023, of a principle-based fiscal framework between the Scottish Government and Local Government. 4.9 Discussions on facets of the Verity House Agreement continue with limited tangible impact to date on the levels of flexibility that Councils require to help tackle severe financial challenges in a way that fits with local priorities. Work on this will continue during the new term of parliament. 5 Measures to Balance the Medium Term Financial Strategy 5.1 Officers continue to progress work embedded in the Transformation Blueprint approved by Council on 27th June 2023. Updates on work are routinely reported to the BTSG. Delivery of transformation in this way is the key action in delivering a balanced MTFS and in turn a financially sustainable Council. 5.2 In June 2025, Audit Scotland completed their Best Value Review of Midlothian’s Transformation Programme and highlighted that the Council recognises that it is operating in a fiscally challenging environment and now needs to find a way to accelerate progress on the remaining projects within the Transformation Blueprint within the resources it has available. 5.3 More recently in May 2026, Audit Scotland published a report titled “Delivering for the future. Transformation: How councils are redesigning and delivering more efficient services. The report along with an initial self-assessment for Midlothian Council, was presented to BTSG on 9th June, to Audit Committee on 22nd June and is on todays agenda. Key messages from the report cover the need for councils to drive forwards sustainable transformational change, have clear objectives and outcomes from transformation programmes, develop cross-sector working, promote community consultation and have a consistent approach to Equality Impact Assessments. In the report, Midlothian’s good practice case studies are referred to in the areas of programme management, Multi-agency transformation and partnership working. 5.4 In response to the significant funding gap, Council on 8th October 2024 approved a consultation exercise on our budget challenge. Consultation ran until 20th November 2024 with the results presented to Council on 17th December 2024. 5.5 Alongside public consultation, and in recognition of the stark financial position, Council officers have examined a wide range of areas where spend could be reduced or additional income could be generated. Many options cut into areas that can be viewed as key or essential service delivery which serves to indicate how difficult the challenge of Page 102 of 700
Page 103
balancing the budget annually has become. 5.6 Delivery of savings through the Transformation Blueprint is the preferred route to reach financial sustainability. To contribute to cost reduction during 2026/27 and also to longer term financial sustainability the following areas will be prioritised over the remaining term of Council: Theme 1 – Follow the Money o Options to build on introduction in 2025/26 of the community bus service to complement established commercial routes – report to BTSG planned for 5th October 2026. o A continuing review of policy and practice relating to Client Transport. Efficiencies in delivery have been made and will continue to be explored. The Cross Party Working Group continues to be appraised of progress and provides political direction. Theme 2 – 21st Century Workforce o Build on developing plans for one-stop shop service provision in Gorebridge and Dalkeith – report to BTSG planned for 5th October 2026. o Continuation of a range of digital led projects that will serve to aid customer experience and drive efficiencies. o Expansion of resources and capacity in Childrens Services – paper on 23rd June Council agenda. Theme 3 – Workplaces of the Future o Reviews of the use of Council owned assets including garages, pavilions and commercial premises – reports on each to BTSG by 5th October 2026. o Exploring of opportunities to make spend to save investments in a move towards reducing carbon emissions Theme 4 – Income Generation o Identification of commercial opportunities at Vogrie Country Park – work ongoing and detailed proposal will be presented to BTSG by 5th October 2026. o Identification of options to expand Council offering for young people during school summer holidays – initial work underway with timescales for completion / reporting to be established. o Further investment in Sport and Leisure Assets including Destination Hillend – feasibility work underway and will be presented to BTSG later in 2026. o A review of Trade Waste collection – working group established. Outcomes reported to BTSG post-summer recess. o An ongoing review of opening hours and the offering at Council run cafes o Identification of options for expansion of Out of School Childcare Provision holidays – initial work underway with timescales for completion / reporting to be established. o Review of options for extending Early Learning to a 52- week provision – initial work underway with timescales for completion / reporting to be established. o Review of parking in Midlothian – Options for charging can be considered once policy has been agreed.Page 103 of 700
Page 104
5.7 At this stage identification of savings or income generation for these projects is not finalised. Individual business plans will be developed, and timing of delivery will become clear. 5.8 In response to the in-year financial challenges during 2024/25 the Chief Executive introduced enhanced financial discipline through a directive of “Business Critical Spend only” until costs are brought back in line with budget. Continuation of this into 2026/27 is expected to help contain costs or generate savings. 5.9 Based on the projected budget gap and the range of savings measures that are currently in play, it is clear that, in the absence of significant additional government funding, savings emanating from the Transformation Blueprint may not be sufficient, at least in the short- term, to plug budget gaps. 6 Next Steps 6.1 Public engagement will take place at the appropriate point on any new savings options with the outcome reported back to Council. Engagement will continue throughout with recognised Trade Unions. 6.2 The scheduled meetings of the Business Transformation Steering Group and Council will support approval of the MTFS and decisions required to finalise the 2027/28 budget at Council on 23rd February 2027. 6.3 As Council Tax funds the gap between expected income and expenditure, it is necessary to first identify the proposed expenditure to determine the resulting gap that Council Tax needs to fund. If no other action is taken to redress any shortfall, then the Council Tax has to be set at a rate that will do so, otherwise the budget will not balance. Accordingly, Council Tax decisions should not be taken in advance of other budget decisions. Midlothian Integration Joint Board 6.4 The Chief Officer and Chief Financial Officer of the MIJB will continue to be kept updated on the Council’s budget position and are engaged in the development of the Council’s MTFS whilst developing MIJB’s own aligned MTFS. 6.5 The planning assumptions for the indicative budget to be delegated to MIJB for 2027/28 together with future years indicative allocations have been prepared based on a funding increase for both pay and contractual inflation. However, it will only be possible to formulate a formal offer for the IJB once detail on the annual grant settlement is available and the quantum of any additional monies for delegated activities and any conditions attached to the settlement are known. 6.6 MIJB overspent in the previous three financial years and have benefitted from a £2.7 million, £4.1 million and £0.8 million increase in Page 104 of 700
Page 105
non-ring-fenced funding from Midlothian Council in financial years 2024/25 to 2026/27 respectively. However, containment of costs withing budget remains very challenging and MIJB continues to work through a financial recovery plan to keep costs within budget. Failure to do so brings further risk to partner budgets. 6.7 The acute financial pressure faced by IJBs across Scotland has featured frequently in recent national commentary most notably by Audit Scotland, who in March 2025, reported the sector position to the Accounts Commission. 6.8 BTSG will be asked to consider the formal offer to MIJB arising from the settlement when it meets in January 2027 and this will inform part of the final budget recommendations to Council. 7 Report Implications (Resource, Digital and Risk) 7.1 Resource Whilst this report deals with financial issues there are no financial implications arising directly from it. 7.2 Digital The adoption of digital solutions is a central strand of the Medium Term Financial Strategy. 7.3 Risk Within any financial projections there are inherent risks in making assumptions to arrive at figures and also a risk of costs changing significantly or new pressures emerging. The following key risks and issues are highlighted in the context of this report: Uncertainly over the Scottish Government’s and Council’s financial position. The economic outlook and decisions by Scottish Government on future years grant settlements and grant distribution. Impact of UK Government budget announcements and any associated policy revision. The risk to service provision and service users associated with a continued decline in available resources to fund services. Future years Public Sector pay policy and current and future year pay award settlements. Actual school rolls varying from those provided for in the budget. The impact of the wider economic climate on range of factors including inflation, interest rates, employment, tax and income levels and service demands. Cost pressures, particularly demographic demand, exceeding budget estimates. The reform of public services. Page 105 of 700
Page 106
The impact of any changes to benefits. The cost of implementing national policies varying from resources provided by Government. Potential liabilities arising from historic child abuse. The financial sustainability of MIJB. The affordability of borrowing to support capital investment; and Ability to continue to meet the expectations of communities within a period of fiscal constraint. Developing and updating a MTFS is key to support the mitigation of a number of these risks by setting out the key assumptions on which forward plans are based. The risk of not having a balanced MTFS is the potential elimination of available reserves, which in turn would severely limit the Council’s ability to deal with unforeseen or unplanned events and also the imposition of significant cuts at short notice with limited opportunity for consultation. Early agreement of the measures required to balance the 2027/28 budget is crucial. 7.4 Ensuring Equalities The MTFS together with the resource allocation measures which will support financial sustainability will, as far as the constraint on resources allow, be developed within the context of the Council’s priorities, ensuring as far as possible that resources are directed towards the key priorities of reducing inequalities in learning, health and economic circumstance outcomes. The MTFS will continue, as far as is possible, to reflect Midlothian Council’s commitment to the ethos of the Equality Act 2010 with careful consideration of the interests of the most vulnerable in our communities through the preparation of equality impact assessments. Individual Integrated Impact Assessments (IIA) will be published in respect of future policy savings measures and an overarching IIA will be published alongside the MTFS report presented to the Council meeting in February 2026. 7.5 Additional Report Implications See Appendix A Appendices APPENDIX A – Report Implications Page 106 of 700
Page 107
Appendix A A.1 Key Priorities within the Single Midlothian Plan The MTFS facilitates decisions on how Council allocates and uses its available resources and as such has fundamental implications for delivery of the key priorities in the Single Midlothian Plan. It helps ensure that resources are available to continue to delivery key priorities. 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 development of the MTFS provides for public engagement. In addition, there has been and will continue to be, engagement with the recognised Trade Unions on the Council’s financial position and the development of the MTFS. A.6 Impact on Performance and Outcomes The MTFS facilitates decisions on how the Council allocates and uses its available resources and as such has fundamental implications for service performance and outcomes. The financial consequences of the pandemic have impacted on the availability and allocation of resources in pursuit of key outcomes as set out in the Single Midlothian Plan for both the immediate and longer term and therefore the ability of the Council to continue to deliver services in a financial sustainable manner. Page 107 of 700
Page 108
A.7 Adopting a Preventative Approach An effective Strategic plan supported by a MTFS will support the prioritisation of resources to support prevention activities. A.8 Supporting Sustainable Development There are no direct sustainability issues arising from this report and work will take place to mitigate any sustainability issues which arise as a consequence of the MTFS. Page 108 of 700
Page 109
Page 109 of 700
Page 110
Page 110 of 700
Page 111
Midlothian Council Tuesday 23 June 2026 Item No 8.7 Delivering for the Future. Transformation: How Councils are redesigning and delivering more efficient services Report by David Gladwin, Chief Financial Officer and Section 95 Officer Report for Information 1 Recommendations Council is recommended to: Consider the Audit Scotland report; Note that the report draws on the findings of the Transformation Best Value Reviews of twenty-two Councils during 2024/25; and Note that the key messages continue to be considered by Council Officers and embedded in the Medium Term Financial Strategy (MTFS) Report to be considered by Council on Tuesday 23rd June 2026. 2 Purpose of Report / Executive Summary The purpose of this report is to provide Council with a summary of the Delivering for the future, Transformation: How councils are redesigning and delivering more efficient services report which was published by Audit Scotland in May 2026 and is appended to this report. Five key messages come from the report covering the need for councils to drive forwards sustainable transformational change, have clear objectives and outcomes from transformation programmes, develop cross-sector working, promote community consultation and have a consistent approach to Equality Impact Assessments. Date Friday 29th May 2026 Report Contact: David Gladwin, Chief Financial Officer and Section 95 Officer David.Gladwin@midlothian.gov.uk Page 111 of 700
Page 112
3 Background 3.1 Audit Scotland is a statutory body established in 2000, under the Public Finance and Accountability (Scotland) Act 2000. It provides services to the Auditor General for Scotland and the Accounts Commission for Scotland. 3.2 Audit Scotland has prepared the appended report “Delivering for the Future. Transformation: How Councils are redesigning services and delivering more efficient services” for the Auditor General. The Auditor General appoints auditors to Scotland’s central government and NHS bodies; examines how public bodies spend money; helps them to manage their finances to the highest standards; and checks whether they achieve value for money. 3.3 The report draws on the findings of the Transformation Best Value reviews of twenty-two councils during 2024/25 and sets out a high-level overview of progress and different approaches, across councils. 3.4 The report also sets out the need for sustainable change in response to deepening financial challenges faced by councils and provides recommendations on delivery. 4 Key Messages and Report Findings 4.1 Key messages: Whilst transformation approaches to redesign services are an important part of addressing financial challenges, understanding of the anticipated financial and non-financial benefits of transformation could be clearer. Oversight of transformation plans should be clearly articulated and supported by comprehensive reporting and adequate resource. Transformation approaches should be cross-sector with effective partnership working. Consultation with communities should be clearer; and Equality Impact Assessments are a key part of delivery and should be fully embedded in processes. Report Findings 4.2 The report covers the following areas and each of these is considered in turn with a focus on an initial self-evaluation on the Council’s position. Officers will review the good-practice case studies embedded in the Audit Scotland report and look to implement learning points from each of them. It should be noted that Midlothian’s good practice case studies are referred to in the areas of programme management and partnership working. The key areas of findings are detailed in the sections below. Transformation Planning 4.3 The report considers to what extent councils have clear plans for transformation that link to their priorities and support long-term financial sustainability. This is covered in section 2 of the appended report. Page 112 of 700
Page 113
Finding Self-evaluation Councils that have articulated their approaches to transformation well have underpinned plans with clear objectives and measurable outcomes, as well as demonstrating clear alignment with strategic priorities and wider plans. The Councils Transformation Blueprint has been approved by Council and clearly lays out five themes of focus with individual projects within each theme. The quality and availability of details about projects and their planned impact varies across Councils. The Transformation Blueprint dashboard provides detailed commentary on overall progress towards delivery of transformation, supported by detail at a project level. Some councils have not sufficiently determined the financial impacts of transformation plans. There is a clear link between the Medium Term Financial Strategy (MTFS) and the Transformation Blueprint. Financial savings are reflected in the MTFS once they are sufficiently developed. Work continues on assessing potential savings from individual projects but recognises the importance of publishing deliverable figures. Some councils have not clearly set out the financial impacts of their transformation activity in financial plans. The financial impact of transformation activity is embedded in the MTFS and deliverable savings are incorporated in future year budget setting. In-year financial monitoring reports measures delivery relative to budget. Work continues to identify achievable savings at early points in individual project development. Most councils need to improve on how they identify, monitor and report on wider benefits. Whilst a clear governance and reporting structure is in place for transformation and improvements highlighted in performance reporting, officers recognise the need to strengthen its approach to identifying, monitoring, and reporting wider benefits associated with transformation. A benefits realisation log should be embedded in every project to aid reporting and monitoring. Page 113 of 700
Page 114
Programme Management 4.4 Audit Scotland recognise that councils manage transformation in different ways but considers to what extent councils’ arrangements facilitate effective oversight of transformation plans. Finding Self-evaluation Clearer and more comprehensive reporting of planned benefits is needed to support effective management and scrutiny by councillors. The Transformation Blueprint dashboard is a living document and reported to the Business Transformation Steering Group BTSG) as a standing item. In addition, separate reports on individual projects when required, are considered by other governance forums including full Council. Open and effective collaboration across political lines, as well as with senior officers, is critical when making the difficult decisions that transformation can involve. BTSG supports delivery of this finding and is supplemented by specific elected member led working groups with cross- party representation for client transport and income generation. In addition, individual papers are considered in political forums prior to asking elected members for a decision. Audit Scotland highlight Midlothian’s effective governance arrangements for councillor engagement within the case studies. Many councils need to improve workforce capacity available to make better progress with transformation. The council has established a transformation fund to support delivery of the blueprint which includes a dedicated Project Management Office. Alignment of available project management resource to individual projects is managed on a regular basis with reporting to the Business Transformation Board. The approach in Midlothian to project resourcing is highlighted by Audit Scotland in the good practice case studies. Page 114 of 700
Page 115
Partnership working, community engagement and impacts 4.5 The report examines to what extent councils involve partners and communities in the development and delivery of councils’ plans for transformation and to what extent has the impact on vulnerable or protected groups been considered. Finding Self-evaluation Partnership working that meaningfully addresses financial sustainability challenges or significantly changes how services are delivered to communities remains difficult. The Midlothian Multi-Agency group, chaired by the Chief Executive and attended by representatives of local partners, provides a structured approach to partnership working. This is highlighted by Audit Scotland in their report. Other partnership opportunities are being explored, particularly in the context of anticipated public sector reform. Limited evidence of how community engagement has influenced project design and delivery including the use Equality Impact Assessments. The use of Equality Impact Assessments is in place, and a detailed public consultation exercise took place around transformation proposals and budget savings options. Work continues to further develop and improve engagement with communities. Reporting on progress and impacts of transformation could be clearer and more transparent. The Transformation Blueprint Dashboard provides summary and detailed information on progress. Consideration is being given to how information can be presented in a clearer and more transparent way to demonstrate how transformation is delivering changes and improvements in services. Page 115 of 700
Page 116
5 Report Implications (Resource, Digital and Risk) 5.1 Resource None 5.2 Digital None 5.3 Risk None 5.4 Ensuring Equalities (if required a separate IIA must be completed) None 5.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Delivering for the Future. Transformation: How councils are redesigning and delivering more efficient services Page 116 of 700
Page 117
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 covers a range of key areas that are essential in delivering best value. A.5 Involving Communities and Other Stakeholders The report considers how councils improve community and stakeholder involvement in transformation A.6 Impact on Performance and Outcomes Not applicable A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 117 of 700
Page 118
Page 118 of 700
Page 119
Delivering for the future Transformation: How councils are redesigning and delivering more efficient services Prepared by Audit Scotland May 2026 Page 119 of 700
Page 120
2Delivering for the future: Transformation Contents Key messages 3 Commission expectations 5 1. Introduction 7 2. Planning 13 3. Programme management 18 4. Partnership working, community engagement and impacts 22 Accessibility You can find out more and read this report using assistive technology on our website www.audit.scot/accessibility. Audit team The core audit team consisted of: Kathrine Sibbald, Emma Brown, Liam Prior and Jack Nixon under the direction of Blyth Deans. Page 120 of 700
Page 121
Key messages 3 Key messages 1 Scotland’s councils continue to face deepening financial challenges, with increasing demand, the cost of delivering services rising faster than available funding, mounting debt and falling reserves. The need for sustainable change is urgent. Transformational approaches to redesign services are an important part of the solution and delaying transformation could risk greater costs, tougher decisions and increased challenges in future years. However, our analysis highlights that the understanding of the anticipated financial and non-financial benefits of transformation projects varies across councils. Half of the councils in our sample still need to set out how transformation activity will support future financial sustainability. Integrating this information into council medium- and long-term financial plans is key to understanding whether the scale of transformation being delivered is sufficient to respond to the challenges facing local government. 2 Some councils have shown progress with articulating their approaches to transformation, but the picture is mixed across the sector. Those councils that have done this well are able to set out clear objectives and measurable outcomes, as well as clear alignment with strategic priorities and wider plans. In some councils, oversight of transformation activities is not always clear, and reporting to councillors is often not comprehensive enough to fully inform their leadership and scrutiny responsibilities. The timely and effective delivery of transformation plans requires appropriate workforce capacity and skills, in leadership, Page 121 of 700
Page 122
4Key messages management and frontline roles. While some councils manage this well, resourcing challenges have been a barrier to faster progress in others. 3 It is essential that councils work with their partners in the public, private and third sectors to deliver transformation. Although there are some positive examples of effective partnership working, challenges persist in achieving real change for service users and delivery of clear cost savings. Barriers include funding, capacity and resource constraints, governance, and IT and data-sharing issues. 4 While there are examples of consultation with communities on transformation projects, it is often not clear how this engagement has been reflected in service redesign proposals. Councils are also often unable to clearly report the financial impact and wider benefits of their transformation activities. As a result, it is difficult for communities to understand how transformation is contributing to strategic priorities, financial sustainability and service delivery. 5 Not all councils are using Equality Impact Assessments in a consistent or effective manner to identify and monitor the effects of transformation activities on vulnerable and protected groups. This inconsistency can result in gaps in understanding how changes may disadvantage certain sections of the community. Where Equality Impact Assessments are not fully embedded in the planning and monitoring processes, there is a risk that the potential impacts on those most at risk are not adequately considered or addressed. Page 122 of 700
Page 123
5Commission expectations Commission expectations In its October 2024 report, Transformation in councils, the Accounts Commission urged councils to ‘prioritise and urgently progress the delivery of their local transformation ambitions and engage effectively in sector-led transformation activity, securing political backing and committing resources’. As set out in the key messages on pages 3 and 4, the local Best Value audit work has shown mixed progress across councils with transformation. With the financial sustainability of councils becoming increasingly at risk, the Commission asks councils to reflect on the messages in the 2024 report and ensure they have effective arrangements in place to support transformation, are learning from and sharing effective practice with others and are engaging with national sector-led approaches. This report summarises learning from local work and highlights specific expectations of all councils. The Commission expects, in respect of transformation plans, that councils ensure these: • are sufficiently ambitious to respond to the financial challenges • are clearly linked and reflect wider strategic plans and priorities • clearly set out details to support effective implementation, monitoring and reporting • clearly set out planned savings from transformation programmes and plans, linking these to financial plans including medium- and long-term financial plans. In respect of programme management and resourcing, councils need to ensure: • they have clear oversight at a strategic level of all transformation activity Page 123 of 700
Page 124
Commission expectations 6 • there is effective engagement with councillors accompanied by comprehensive reporting on transformation initiatives • they regularly review whether workforce capacity (in terms of time availability and skills) is sufficient to plan, manage and deliver current and medium-term transformation plans and programmes • they strategically plan and establish the necessary workforce capacity to support transformation initiatives, ensuring adequate management and staff availability to facilitate the development and execution of transformation activities • transformation plans (at strategic and project level) set out appropriate success measures so that there is clear data to support scrutiny and demonstrate progress and impact against objectives. In respect of partnership working, community engagement and impacts, councils should ensure: • opportunities to work in partnership or to share services continue to be sought • they clearly document how community engagement, data, and equality impact assessments have influenced plans and implementation • they have arrangements in place to effectively monitor and report the impacts of transformation activities. Page 124 of 700
Page 125
1. Introduction 7 1. Introduction About the audit work and this report 1. Since 2022, auditors have undertaken thematic Best Value audit work alongside annual audit work at Scottish councils. In previous years this has focused on why leadership matters and responding to workforce challenges. Local transformation was the theme audited alongside the 2024/25 annual audit work. The findings are set out in a management report to each council. 2. This report draws on the findings of the 22 management reports available at the time of drafting. The Accounts Commission considered it important to share the messages and learning from this work as early as possible. This sample approach allows more timely reporting, while still including a representative range of councils in terms of size, location and demographics. 3. This report covers the following areas: • Transformation planning: To what extent do councils have clear plans for transformation that link to their priorities and support long- term financial sustainability? • Programme management: To what extent do councils’ programme management arrangements facilitate effective oversight of transformation plans? • Partnership working, community engagement, and impacts: To what extent are partners and communities involved in the development and delivery of councils’ plans for transformation? And to what extent have councils considered the impact of transformation activity, including on vulnerable or protected groups? 4. The report sets out a high-level view of progress across councils. It also aims to support further improvement in the sector by providing information and assessment of different arrangements for transformation in councils. A supplement to the report, Delivering for the future – Case studies, collates case studies from the management reports reviewed. These are illustrative examples of approaches that are contributing positively within the respective councils. They are intended as a resource to support councils learn from others. It is structured to set out examples against the different factors, considered in this report, that contribute to effective transformation arrangements. It is a snapshot of examples at the time of drafting and many other valid approaches exist beyond those reflected in the supplement. Case studies in the supplement are referenced but not replicated within this report. The 22 management reports in scope are for the following councils: Aberdeenshire, Angus, Dundee City, East Ayrshire, East Lothian, East Renfrewshire, City of Edinburgh, Falkirk, Fife, Highland, Midlothian, Moray, North Ayrshire, North Lanarkshire, Perth and Kinross, Renfrewshire, Scottish Borders, Shetland Islands, South Ayrshire, South Lanarkshire, West Dunbartonshire, and West Lothian. The management reports for the following ten councils were not yet published at the time of drafting (owing to a variety of factors): Aberdeen City, Argyll and Bute, Clackmannanshire, Dumfries and Galloway, East Dunbartonshire, Eilean Siar, Glasgow City, Inverclyde, Orkney Islands, and Stirling.Page 125 of 700
Page 126
1. Introduction 8 What is transformation? 5. Transformation is about radically changing how local government operates and delivers services to improve people’s lives in a financially sustainable way. There is no single, concise definition of transformation in a local government context. Individual councils must have the flexibility to transform service delivery appropriately to the needs of their communities. 6. While there will be differences in approach across councils, the Accounts Commission’s October 2024 Transformation in councils report set out five principles that must underpin transformation. This report summarises learning from local work in these areas to support councils with delivery. Transformation principle: Covered in this report under: Vision Strategic planning (paragraph 20) Planning Financial planning (paragraphs 21–24) Transformation funding (paragraphs 25–27) Project plans (paragraphs 28–29) Resourcing (paragraphs 37–39) Impacts (paragraphs 57–58) Governance Managing projects and programmes (paragraphs 33–34) Councillor engagement (paragraphs 35–36) Collaboration Partnership working (paragraphs 46–50) Joint funding (paragraphs 51–52) Community engagement (paragraphs 53–56) Innovation This has been considered across our transformation work. Examples of the different approaches councils are taking are included in our case study supplement. 7. Both local and sector-led approaches have an important role to play in driving and delivering transformation. In Transformation in councils, the Accounts Commission set out a specific expectation for individual councils to ‘prioritise and urgently progress the delivery of their local transformation ambitions and engage effectively in sector-led transformation activity, securing political backing and committing resources’. Why is transformation important? 8. The Accounts Commission underlined in its Local government in Scotland: Financial bulletin 2024/25 that the financial challenges Page 126 of 700
Page 127
1. Introduction 9 facing Scotland’s councils continue to deepen. With increasing demand, the cost of delivering services is rising faster than available funding, together with mounting debt, falling reserves and a continued reliance on non-recurring measures to close significant budget gaps. This risks the financial sustainability of councils over the next three to five years. Meanwhile, national indicators show satisfaction with council services is decreasing. 9. In this context, the need for sustainable change is urgent. Councils have made considerable savings, including those stemming from transformation, but these have been insufficient to close the gap between the funding needed and funding available. While only part of the solution, transformational approaches (in areas such as early intervention, prevention, partnership working or digital) can reduce costs while bringing meaningful improvements for those who use council services. 10. Alongside transformation, difficult decisions will be needed, which could include stopping services, reducing services, or making new or additional charges. The Accounts Commission recognises that implementing transformation is challenging and that some initiatives may not succeed. However, delaying transformation could risk greater costs, tougher decisions and increased challenges in future years. Progress with national approaches 11. The audit work and this report focus on progress at each council with their local approach to transformation, however national sector-led transformation work, alongside local approaches, has the potential to help councils achieve financial sustainability and deliver better outcomes in the medium to long term. It offers an opportunity to build consensus across the sector and with communities on what local government transformation should look like and how and when that will be achieved. 12. Councils face many of the same challenges. For example, many councils are being impacted by demographic change, including the challenges of either growing or declining populations, or a growing older population. There is an opportunity to share knowledge, data, expertise and experience around planning and delivering change, with greater efficiencies from shared learning. 13. In 2023, the Society of Local Authority Chief Executives (SOLACE) and the Improvement Service launched the local government transformation programme following the publication of Delivering a future for Scottish Local Authorities. Within the programme, a range of national approaches are being undertaken in three workstreams, as set out in Exhibit 1 (page 10). Page 127 of 700
Page 128
1. Introduction 10 Exhibit 1. SOLACE and Improvement Service Transformation Programme structure Anchor 1. Unlocking community action Anchor 2. Tackle inequality and meet the needs of all citizens Anchor 3. Enable a functioning, trusted local and central government relationship Anchor 4. Design for people’s needs Anchor 5. Create digital, design and technology- enabled transformation Anchor 6. Lead council and cross-sector partnerships Workstream 1 Officer-led conversation on public sector reform Workstream 2 Short-term local government transformation projects Workstream 3 Building capacity to lead and deliver transformation1 14. Progress reported by SOLACE and the Improvement Service against each workstream is set out at Exhibit 2 (page 11). Note 1: Including the Leadership Practitioner Forum. Source: Audit Scotland Page 128 of 700
Page 129
1. Introduction 11 Exhibit 2. Progress with the Transformation Programme Workstream 1 Officer-led conversation on public sector reform A draft report on public service reform from a local government perspective that will set out challenges and opportunities for the sector is due for publication in summer 2026. Workstream 2 Short-term local government transformation projects • Duties and powers portal – in April 2026, a portal was launched that brings together the statutory duties and powers held by councils, to ‘make the legislative landscape easier to navigate and to provide a shared, consistent foundation to support service improvement and transformation activity’. • National self-evaluation framework – in April 2026 the framework was launched with four councils due to pilot the framework over 2026/27. • Other areas of work under way including collaboration on procurement, guidance and toolkits for digital programmes, potential shared digital services and opportunities for wider shared services arrangements. Workstream 3 Building capacity to lead and deliver transformation Each council has appointed a senior leader in their organisation to be the single point of contact for the transformation programme and a network for senior officers, the Leadership Practitioner Forum, brings together officers from across the sector to discuss and contribute to the programme as it progresses. Note: Further information and progress updates are available on the Improvement Service website Source: SOLACE and Improvement Service Page 129 of 700
Page 130
1. Introduction 12 15. In Transformation in councils, the Accounts Commission was clear that both SOLACE and the Improvment Service needed to sustain the momentum of their Transformation Programme and be clear on actions needed, timescales, costs, resources, outcomes, outputs and impacts. 16. Given the major risks to financial sustainability across the sector, fast progress from this initiative is essential. Sector-led improvement activity is more important than ever, as it can be instrumental in driving meaningful change locally and improving outcomes for communities. Page 130 of 700
Page 131
132. Planning 2. Planning To what extent do councils have clear plans for transformation that link to their priorities and support long- term financial sustainability? Why it is important 17. The scale, pace and ambition of transformation must increase to meet rising demand, rising expectations and rising costs facing councils. Significant change cannot be delivered in the short term. Early intervention and preventative approaches take time to deliver benefits, and major digital transformation projects often require significant investment and lengthy implementation periods. Officers and councillors will need to work collaboratively to plan change over the longer term. The Accounts Commission recognises the challenges that councils face in planning for the long term, while managing day-to-day demands within a difficult financial context. However, proactively planning for change will reduce the need for more difficult measures and further costs in future. 18. Delivering meaningful change is complex. It can and should involve coordination across different areas of the council, across political groupings and more widely with partners. Success depends on having clear aims, realistic timescales, and a shared understanding of the expected costs, outcomes, and impacts. Clearly establishing these at the outset enables councils and their partners to better direct their limited time and resources. 19. When planning changes to how services are delivered, it is vital that councillors and officers consider and assess the impacts on service users. Decisions can have unintended consequences, particularly for the more vulnerable members of communities who often have a greater need for council services. What we found Councils that have articulated their approaches to transformation well have underpinned plans with clear objectives and measurable outcomes, as well as demonstrating clear alignment with strategic priorities and wider plans. The quality and availability of details about projects and their planned impact (both financial and non-financial) varies across councils: Page 131 of 700
Page 132
2. Planning 14 • Over a third of the councils in our sample have not sufficiently determined the financial impacts of their transformation plans. • Half of the councils in our sample have not clearly set out the anticipated financial impacts of their transformation activity in their medium- and long-term financial plans. • Most councils in our sample need to improve how they identify, monitor and report on wider benefits. Where these are lacking, councils face risks around delivery, financial planning and achieving improvements for communities. Strategic planning 20. Whether transformation plans are stand-alone or embedded in wider strategic plans, councils need to ensure there are clear links between projects and their contribution to the council’s strategic priorities and aims. In addition, there should be clear links with other corporate programmes such as financial, workforce, digital, capital and asset strategies and plans. Strategic planning Case studies: 1. East Ayrshire Council – a service embedded approach that is well linked to wider corporate strategies. 2. North Lanarkshire Council’s ‘Programme of Work’ and accompanying delivery plan – seeing transformation through a regional lens. 3. The Highland Council’s ‘Delivery Plan 2024–2027’ – a strong example of the transformation programme sitting within the corporate strategic plan. 4. West Lothian Council – an example of a stand-alone ‘Performance and Transformation Strategy’ with projects embedded in services. All case studies are provided in a separate supplement. View case studies Page 132 of 700
Page 133
2. Planning 15 Financial planning 21. Given the significant financial challenges outlined at paragraph 8, it is essential that councils establish strong links between transformation plans and medium- to long-term financial planning. 22. Auditors reported that just over half of the 22 councils in our sample identified savings from transformation initiatives. For just over a third of councils, savings were either identified for some projects or not at all. At four councils, auditors made recommendations around identifying transformation savings, while at others they noted this reflected the stage projects had reached at the time of audit work. 23. Where savings have been identified, all but two councils in our sample appropriately incorporated these into wider financial plans, such as medium-term financial strategies and budget documentation. Half of the councils in our sample still need to progress this further. This is important to give councillors and communities a clear picture of how far budget gaps are being addressed through transformation. Not doing so could undermine the level of support for transformation. 24. North Ayrshire Council is one council that demonstrates a strong and clear approach to transformation in its financial planning. The primary driver behind the council’s transformation programme is to deliver savings to address financial challenges and protect frontline services. The council has also been clear that transformation is only part of the solution to closing its budget gap, with significant further measures also needed. It has recognised that these will need to include future recurring savings through workforce changes, cuts to services, and increases to council tax and fees and charges. Financial planning Case study: 1. North Ayrshire Council – a strong approach to planning transformation to deliver savings and protect frontline services. All case studies are provided in a separate supplement. View case studies Page 133 of 700
Page 134
2. Planning 16 Transformation funding 25. Almost all councils reviewed have earmarked reserves set aside for transformation, but these vary in purpose and value. About two- thirds of the councils in our sample have a fund that supports general transformation or change activity. Meanwhile, other councils have set aside funds for more specific purposes, such as digital transformation, capital investment, adult social care or early intervention and prevention. 26. Some councils have set out timeframes for the use of transformation reserves, ranging from the medium term (three to five years) to the long term (up to 15 years). Others use spend-to-save models, allowing ongoing replenishment of funds, for example Falkirk and Scottish Borders councils. 27. It is difficult to get a clear picture of the amount set aside across the sector for transformation given ongoing movements in reserve levels and some reserves being used for a mixture of transformation and other activity. North Lanarkshire Council has used its £793.1 million Community Investment Fund to support transformation through capital investment and economic regeneration (see case studies). Other reserves referenced in local reports as being used for transformation ranged from £1.6 million to £40 million. Some examples of larger transformation reserves are set out in the case studies. Transformation funding Case studies: 1. North Lanarkshire Council Community Investment Fund – supporting capital investment and economic regeneration by setting aside council tax income. 2. Renfrewshire Council Service Modernisation and Reform Fund – supporting transformation through a combination of reserves, short- term capacity within service budgets and external funding. 3. Scottish Borders Council Change Fund – a £20 million self- replenishing reserve to support transformation projects. 4. East Ayrshire Council Early Intervention and Prevention Fund – using funding generated on a one-off basis from financial flexibilities to support early intervention and prevention. All case studies are provided in a separate supplement. View case studies Page 134 of 700
Page 135
2. Planning 17 Project plans 28. Auditors reviewed samples of councils’ project plans for transformation as part of local audit work. Those councils who have good project plans were able to set out clearly: • planned annual costs and savings • potential impact on service delivery, performance, staffing, and service users • alignment with strategic plans and priorities • timescales for delivery • risk management • consultation requirements • whether a full integrated impact assessment is required. 29. Our work has shown that some councils do not have the level of detailed project planning in place needed to support delivery of transformation. Some projects were at an early stage in the planning cycle when audit work was carried out. For others, auditors noted slow progress developing detailed project plans or project plans not consistently covering all the expected areas. This presents risks to timely delivery and brings a lack of clarity over how strategic plans will be achieved. Project plans Case study: 1. West Lothian Council – a comprehensive template for budget reduction measures, which include transformation projects. All case studies are provided in a separate supplement. View case studies What needs to happen 30. Councils need to ensure transformation plans: • are sufficiently ambitious to respond to the financial challenges • are clearly linked and reflect wider strategic plans and priorities • clearly set out details to support effective implementation, monitoring and reporting • clearly set out planned savings from transformation programmes and plans, linking these to financial plans. Page 135 of 700
Page 136
183. Programme management 3. Programme management To what extent do councils’ programme management arrangements facilitate effective oversight of transformation plans? Why it is important 31. Effective programme management and governance arrangements are vital to ensure that transformation activities are effectively coordinated, resourced, monitored and evaluated. 32. Councils will not achieve transformation at the scale needed to address current challenges if they do not have staff with the right skills and sufficient capacity to deliver it. What we found • Not all councils have clear oversight at a strategic level of all transformation activity. More broadly there is a need for better and more comprehensive reporting of the planned benefits to support effective management and scrutiny by councillors. • Councillors have a crucial role in supporting and scrutinising transformation. Open and effective collaboration across political lines, as well as with senior officers, is critical when making the difficult decisions that transformation work can involve. • Many councils need to improve the workforce capacity available to make better progress with transformation. However, there are strong examples of councils managing these challenges effectively. Managing projects and programmes 33. Councils manage transformation projects and programmes in different ways. In some councils, they are managed as a central portfolio of projects and in others they are managed within service areas. Regardless of the approach taken, it is important that there is clear oversight at a strategic level of all transformation activity so that the impact on council priorities, finances and communities can be understood. 34. Auditors found some councils do not have this central oversight, or lack a clear sense of what activity should be treated as transformation. This brings risks that transformation activity is not sufficiently focused on strategic priorities. Page 136 of 700
Page 137
3. Programme management 19 Managing projects and programmes Case studies: 1. Falkirk Council – strong arrangements for officer monitoring of transformation activity. 2. Highland Council, 3. North Lanarkshire Council and 4. Renfrewshire Council – operational governance arrangements align with arrangements for strategic and financial priorities. 5. Fife Council and 6. North Ayrshire Council – transformation/reform boards. 7. Dundee City and 8. Perth and Kinross councils – Programme Management Offices. All case studies are provided in a separate supplement. View case studies Councillor engagement 35. Auditors regularly highlight the importance of councillors collaborating well with each other, including across political lines, and with officers when making long-term strategic decisions to address financial sustainability risks. Three 2024/25 annual audit reports (out of 20 published at the time of drafting) raised concerns around a lack of collaborative leadership. 36. A common finding from audit work on transformation is the need for more comprehensive reporting to councillors about transformation initiatives, with recommendations around this at ten councils. Most formal engagement with councillors on transformation is through Full Council meetings and policy committees, but some councils have dedicated councillor forums for transformation. These have been used to allow early engagement and in-depth scrutiny of transformation plans by councillors. This supports a collaborative approach between officers and councillors, which is needed to underpin meaningful change. Councillor engagement Case studies: 1. Midlothian Council – effective governance arrangements for reporting progress to the senior leadership team and councillors. 2. Scottish Borders Council – improving transformation visibility for councillors. All case studies are provided in a separate supplement. View case studies Page 137 of 700
Page 138
3. Programme management 20 Resourcing 37. A lack of capacity (both time and skills) is a significant risk to delivery of transformation across the sector. Around a third of the reports reviewed as part of our sample made recommendations about improving workforce capacity to deliver transformation. These stemmed from risks identified around capacity across leadership, service staff, and dedicated transformation teams. 38. Councils have had varying levels of success in managing staff capacity to deliver transformation work. Some councils have handled this well through close monitoring and ongoing management of staffing arrangements. At others, a lack of capacity has led to slower than anticipated progress. 39. Councils have used different staff structures to deliver transformation. Some use a centralised management approach, finding this supports more collaborative working and sharing of learning. At other councils, staff within specific service areas lead transformation. This means implementation is owned within services and not seen as the responsibility of others. Stronger examples of this approach have ensured that there is specialist skills capacity embedded in services. There are risks and benefits for councils to manage under both approaches. In all cases, councils need to ensure that their arrangements are clear and support achieving their overall objectives. Resourcing Case studies: 1. Midlothian Council – Programme Management Office provides coordination, skills and support. 2. West Lothian Council – Service Design Champions Group embedded in the workforce. All case studies are provided in a separate supplement. View case studies Page 138 of 700
Page 139
3. Programme management 21 What needs to happen 40. Councils need to ensure: • they have clear oversight at a strategic level of all transformation activity • there is effective engagement with councillors accompanied by comprehensive reporting on transformation initiatives • they regularly review whether workforce capacity (in terms of time availability and skills) is sufficient to plan, manage and deliver current and medium-term transformation plans and programmes • they strategically plan and establish the necessary workforce capacity to support transformation initiatives, ensuring adequate management and staff availability to facilitate the development and execution of transformation activities • transformation plans (at strategic and project level) set out appropriate success measures so that there is clear data to support scrutiny and demonstrate progress and impact against objectives. Page 139 of 700
Page 140
22 1. 4. Partnership working, community engagement and impacts 4. Partnership working, community engagement and impacts To what extent are partners and communities involved in the development and delivery of councils’ plans for transformation? And to what extent have councils considered the impact of their transformation activity, including on vulnerable or protected groups? Why it is important Partnership working 41. Councils cannot deliver transformation alone and it is essential that they work with the Scottish Government, Community Planning partners, and third sector partners on the transformation of local services. 42. Councils and their partners need to radically rethink how they work together to support more sustainable models of service delivery. While there are challenges with implementation, working in partnership can create meaningful changes in how services are delivered, making best use of workforce skills and capacity, as well as contributing to addressing financial sustainability challenges. Community engagement and impacts 43. Communities must be actively involved in the difficult decisions councils make about their local services. Councils need to be clear on the need for change, the options and implications. This is vital given that changes or reductions to services can have a significant impact on people’s lives. 44. General public consultations need to be supplemented by targeted consultations with the groups most impacted by changes to specific services, with consideration given to encouraging participation. 45. Failure to engage over proposed changes exposes councils to substantial risks, including the need to withdraw proposals or defend legal challenges. Doing so also means savings and efficiencies have to be found from other services and budgets. Community Planning is led by Community Planning Partnerships within each council area. It involves councils and other public bodies working with local communities, businesses and the voluntary sector to plan and deliver services that improve people’s lives. Page 140 of 700
Page 141
4. Partnership working, community engagement and impacts 23 What we found • There are many positive examples of partnership working, but most of these are on the margins in terms of transformation. Partnership working that meaningfully addresses financial sustainability challenges or significantly changes how services are delivered to communities remains difficult. • There is limited evidence of how community engagement has influenced project design and delivery. For vulnerable and protected groups, this should be evidenced through Equality Impact Assessments, but around a quarter of the councils in our sample need to develop a more consistent, thorough process for these. • Councils are often failing to report clearly and transparently on the progress and impacts of transformation activity. This means that it is difficult for communities to understand how transformation is contributing to strategic priorities, financial sustainability, and service delivery. Partnership working 46. Councils can point to many positive examples of how they work with partners across the public, private and third sectors. However, there are varying degrees to which this work can be considered transformational. 47. Some of the most notable plans for transformation in local government involve shared services. At the time of audit work, North Ayrshire, East Ayrshire and South Ayrshire councils were exploring ‘Pan- Ayrshire’ joint working. The councils highlighted barriers (including the siloed approach to funding, governance and reporting) and referred to the vital role of national government in enabling more transformational partnership working. 48. Some councils are developing partnership or place-based approaches to support joint delivery with partners. For example, Midlothian Council established a Multi-Agency Transformation Management Group with partners to deliver whole system change. Falkirk and Clackmannanshire councils are exploring future joint transformation opportunities. 49. Councils also provided examples of partnership working on energy initiatives, property rationalisation, and digital initiatives. 50. The Improvement Service’s September 2025 report on Collaborative Working in Scottish Local Government identified a number of barriers to further partnership working in local government that were echoed in our local audit work. These included: • funding • capacity and resource constraints • variability in local requirements and loss of dedicated local capacityPage 141 of 700
Page 142
4. Partnership working, community engagement and impacts 24 • inconsistencies in service delivery • cultural, governance, legal and organisational barriers • HR and employment policies • IT and data-sharing issues • sustainability and maintaining momentum • measuring impact. Partnership working Case studies: 1. Pan-Ayrshire shared services. 2. Midlothian – Multi-Agency Transformation Management Group. All case studies are provided in a separate supplement. View case studies Joint funding 51. Joint funding arrangements can be a strong enabler to progressing transformational partnership initiatives. Funding arrangements with the UK or Scottish governments were highlighted most frequently in audit work. 52. Joint funding with wider partners is more limited. The Improvement Service’s report on Collaborative Working in Scottish Local Government, September 2025 noted that projects could be left in a financially vulnerable position if one or more partners were to pull out and withdraw their funding. This risk is heightened by the difficult financial situation facing councils. Joint funding Case studies: 1. Aberdeen City, Aberdeenshire, Highland and Moray councils – expanding electric vehicle infrastructure supported by £7.5 million of Scottish Government funding. 2. Moray Council’s m.connect project – developing a demand- responsive council-run bus service using funding provided by the Scottish Government. 3. Shetland and Orkney Islands councils – working with partners in the private and third sectors on rural energy hubs. 4. Midlothian Council’s joint venture with private sector to deliver low- carbon energy projects across the area – Midlothian Energy Limited. All case studies are provided in a separate supplement. View case studies Page 142 of 700
Page 143
4. Partnership working, community engagement and impacts 25 Community engagement 53. Auditors reported examples of effective community engagement at individual project level, but only a small number of councils were able to provide evidence this had influenced project design and delivery. Examples of project-level engagement included targeted consultation for individual projects, direct engagement with service users to inform service redesign, and engagement with vulnerable or protected groups where projects were likely to have a material impact. 54. Equality Impact Assessments provide a framework for documenting how consultation with and data on vulnerable and protected groups has influenced plans and for monitoring impacts as work progresses. However, auditors found these were not carried out consistently at three councils and not completed thoroughly at six councils. 55. Councils also consult on their budgets, taking a range of approaches. Some include engagement on specific transformation savings or wider engagement on how funding should be prioritised. For example, North Ayrshire Council carried out extensive engagement in winter 2024 on its budget, including several areas of transformation work. The council reported that consulting on specific budget options rather than generic areas of priority led to increased engagement from communities. 56. Perth and Kinross Council rolled out a structured and user-focused ‘service design’ approach to transforming services. The council uses various methods (including workshops, events, and meetings) to gather feedback and ideas from those who deliver, use and interact with services. This feedback is then used to set clear actions for progress and agree solutions for future improvement. Community engagement Case studies: 1. North Ayrshire Council – budget consultation. 2. Perth and Kinross Council – user-focused service design approach. 3. East Renfrewshire Council – use of data. All case studies are provided in a separate supplement. View case studies Page 143 of 700
Page 144
4. Partnership working, community engagement and impacts 26 Impacts 57. Once projects are under way and then implemented, councils are often failing to report clearly and transparently on progress and impacts. Councils often do not have stated measures of success in place at the outset to allow them to track progress. This limits self-evaluation, scrutiny and accountability on whether anticipated timescales, impacts and value for money have been met. Councils can also miss opportunities to review, improve and share learning. 58. Around two-thirds of the reports in our sample included recommendations about identifying and monitoring the impacts and benefits of transformation. Several councils have recognised the opportunity for further progress in this area and are developing processes to assess how far benefits have been realised. A lack of clear reporting on benefits makes it difficult for a council to communicate to councillors and the wider public on the overall impacts and value of its transformation initiatives. Impact Case studies: 1. Perth and Kinross Council – benefits realisation log. 2. Highland Council – incorporating success measures into Performance and Risk Management System. 3. Highland Council – in-house bus service delivering savings while improving service quality. 4. Angus Council – tracking the impacts of estate rationalisation. All case studies are provided in a separate supplement. View case studies What needs to happen 59. Councils should ensure: • opportunities to work in partnership or to share services continue to be sought • they clearly document how community engagement, data, and Equality Impact Assessments have influenced plans and implementation • they have arrangements in place to effectively monitor and report the impacts of transformation activities. Page 144 of 700
Page 145
Delivering for the future Transformation: How councils are redesigning and delivering more efficient services Audit Scotland, 4th Floor, 102 West Port, Edinburgh EH3 9DN Phone: 0131 625 1500 www.audit.scot ISBN 978 1 918486 07 0 Page 145 of 700
Page 146
Page 146 of 700
Page 147
Midlothian Council Tuesday 23 June 2026 Item No 8.8 Best Value Self-Evaluation Report by Dr Grace Vickers, Chief Executive Report for information 1 Recommendations Council is asked to consider the Best Value Self-evaluation report (Appendix B) which reflects the recent review of the Best Value Framework in the context of the Best Value Report due to be prepared and considered by Audit Scotland in 2026/27. 2 Purpose of Report The purpose of this report is to provide Council with a completed self- evaluation of the Council’s adherence to the Best Value framework which reflects the changes introduced to the approach to auditing Best Value in Scottish councils by Audit Scotland in 2023. Date: 09 June 2026 Report Contact: Myra Forsyth, Continuous Improvement Manager Myra.forsyth@midlothian.gov.uk Page 147 of 700
Page 148
3 Background 3.1 Local authorities in Scotland are required to comply with the Local Government in Scotland Act 2003, which introduced a statutory framework for Best Value for local authorities. In summary each council is obliged to: work with its partners to identify a clear set of priorities that respond to the needs of the local community be organised to deliver those priorities meet and clearly demonstrate that it is meeting the community’s needs operate in a way that drives continuous improvement in all of its activities. 3.2 Best Value guidance from the Scottish Government helps authorities to develop arrangements which will demonstrate continuous improvement in their performance. The previous guidance had been in place since 2004, and in March 2020, the Scottish Government published refreshed Best Value guidance to reflect the significantly changed policy and public service delivery landscape, with councils needing to demonstrate a focus on continuous improvement in performance around seven themes: 1. Vision and leadership 2. Governance and accountability 3. Effective use of resources 4. Partnerships and collaborative working 5. Working with communities 6. Sustainability 7. Fairness and equality 3.3 The revised guidance reflects that achieving Best Value is increasingly dependent upon the effectiveness of partnerships and collaborative working arrangements, in addition to how well a council manages its own activities. Since the original Best Value guidance was published in 2004, there has been an increased focus on partnership and collaborative working across the public sector, with more of a requirement to work jointly to deliver shared outcomes. The revised guidance also reflects an increased emphasis on citizens and personalised services, a focus on outcomes, and a need for innovation in designing public services for the future. 3.4 Alignment of key plans and strategies with partners, an understanding of place, a commitment to reducing inequalities, empowering communities to effect change, and being able to measure improved outcomes for people who use services have increasingly become key requirements in demonstrating the achievement of Best Value. 3.5 In 2023, Audit Scotland began a new approach to auditing Best Value, and while it continues to audit against the statutory duty, it is now fully integrated with the annual audit for each council. A programme of thematic reviews was also introduced alongside a new programme of Best Value reports covering all 32 councils which commenced in October 2023 and should conclude in August 2027. Midlothian is Page 148 of 700
Page 149
included in the final tranche of councils, and we have been advised that the Controller of Audit plans to report on Midlothian Council’s performance in meeting its Best Value duties to the Accounts Commission at its meeting on 5 November 2026. 3.6 The individual council Best Value reports published by Audit Scotland so far generally focus on the following areas: 1. Pace of continuous improvement 2. Best Value Assurance Report (BVAR) Follow-up 3. Leadership review 4. Citizen and community engagement 5. Effectiveness of performance reporting 6. Reported performance 7. Workforce planning 8. Transformation 9. Financial management and sustainability o Delivery of the capital programme o Housing revenue account 3.7 The Best Value Self-evaluation, while focusing on the evidence identified within the Best Value Framework, has been informed by the areas considered in the reports produced for other councils. The self- evaluation provides an overview for the areas noted in 3.6 above and provides detailed information for each of the 7 Best Value Framework themes. 4 Best Value Framework 4.1 As noted in the previous section the Council achieves delivery of Best Value through a framework of processes, controls and scrutiny and the introduction of the Best Value Framework set out in the self-evaluation report seeks to formalise this approach and ensure that a robust process is in place. The framework also ensures the approach in place reflects the latest Scottish Government guidance on Best Value published in 2020. 4.2 Adopting a Best Value Framework ensures compliance with the relevant legislation and statutory guidance. The Framework provides a basis for the council to demonstrate compliance with its Best Value duties as demonstrated in the self-evaluation report. 4.3 Best Value applies to all council services in all their operations and activities – it imposes corporate responsibilities. The framework covers the entirety of the council’s expenditure, including the annual revenue budget, housing revenue budget, the general services capital budget, and the housing capital budget. It applies and is relevant at the level of a service area, and at a lower level in relation to many of the individual activities undertaken by those service areas. It is therefore necessary for the council to have arrangements in place which ensures: that the chosen method of delivery of services through an in-house service or through an external provider delivers Best Value, and that the chosen method of delivery of individual activities within those service areas also delivers Best Value. Page 149 of 700
Page 150
4.4 The key requirements in demonstrating the achievement of Best Value against the seven themes previously identified are detailed in the self- evaluation report which sets out a range of detailed standards / requirements included in the statutory guidance that should be used to help assess the achievement of Best Value. Against these, evidence is provided on what is currently in place within the council in terms of achieving Best Value. 5 Report Implications (Resource, Digital and Risk) 5.1 Resource Best Value in the use of resources is a key objective of the Council and the Best Value framework put in place will help provide assurance. 5.2 Digital No digital issues arising from this report. 5.3 Risk None. 5.4 Ensuring Equalities (if required a separate IIA must be completed) The report has been assessed as having little or no relevance with regard to equality or the Public Sector Equality Duty. As a result, an equality impact assessment is not required. 5.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Best Value Self-evaluation Page 150 of 700
Page 151
APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The Best Value Framework supports the delivery of the Single Midlothian Plan and key strategic priorities and outcomes in terms of the Council delivering against its Best Value duties. This includes delivery against the key outcomes of the Single Midlothian Plan, specifically: Individuals and communities have improved health and learning outcomes No child or household live in poverty Significant progress is made towards net zero carbon emissions by 2045 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 Best Value Framework supports delivering against the required Best Value duties. A.5 Involving Communities and Other Stakeholders The framework has been developed in line with statutory requirements and will be subject to feedback from services/officers as part of the implementation exercise. Page 151 of 700
Page 152
A.6 Impact on Performance and Outcomes This Best Value Framework supports the delivery of performance and outcomes as stated in specific thematic topics. A.7 Adopting a Preventative Approach This Best Value Framework supports a preventative approach as stated in specific thematic topics. A.8 Supporting Sustainable Development This Best Value Framework supports sustainable development as stated in specific thematic topics. Page 152 of 700
Page 153
APPENDIX B 1. Best Value Self-Evaluation Page 153 of 700
Page 154
Page 154 of 700
Page 155
MIDLOTHIAN COUNCIL BEST VALUE SELF-EVALUATION Based on evidence from: 2022/23–2024/25 annual audits and thematic BV work; Midlothian corporate plans and performance reports; council Best Value Framework self- evaluation Prepared for Midlothian Council www.midlothian.gov.uk Page 155 of 700
Page 156
CONTENTS Key facts 1 Summary findings 2 Key messages 2 Best Value 4 1. Performance over time since last Best Value Review 2019 4 2. External Audit – Wider scope and Best Value 4 3. Controller of Audit Report 5 4. Best Value Framework 13 5. Best Value Framework Summary 14 Appendix A - Best Value Framework Review 17 Theme 1. Vision and Leadership 17 Theme 2. Governance and Accountability 28 Theme 3. Effective Use of Resources 37 Theme 4. Partnership and Collaborative Working 51 Theme 5. Working with Communities 54 Theme 6: Sustainable Development 58 Theme 7: Fairness and Equality 62 Page 156 of 700
Page 157
1 Key facts Figure 1: Midlothian Council Area Key facts (Midlothian) Population: Midlothian is the fastest growing Council area in Scotland and has the 22nd highest population out of the 32 local authorities at a total of 99,880 (estimate at 30 June 2024; NRS.) Area: 136.6 sq. miles (Council area) Workforce: ~4023.05 FTE Budget: Net revenue budget and capital plans as per latest Medium Term Financial Strategy City Region Deal: Midlothian is one of six Edinburgh and South East City Region Deal partners; total programme c. £1.3bn which was formally signed in 2018 Best Value (BV) Reporting: The Accounts Commission’s approach is integrated within annual audits, with a section 102 Controller of Audit report once per five-year appointment and annual thematic work (Leadership in 2022/23; Workforce Innovation in 2023/24; Transformation in 2024/25 and Asset Management in 2025/26). This document should allow Council to review the Best Value position in preparation for the council’s section 102 Controller of Audit report activity later in 2026. Page 157 of 700
Page 158
2 Summary findings Midlothian Council has appropriate arrangements for securing Best Value and continues progress in its transformation, performance reporting and medium-term financial planning. Relationships between members and officers are constructive and have improved further since the 2019 Best Value Assurance Report. The Council’s pace and depth of improvement now need to accelerate, particularly to: quantify and report the financial and non-financial benefits of transformation to elected members and the public; strengthen workforce planning and capacity (HR, recruitment and skills pipelines) to deliver the Transformation Blueprint; embed equality and poverty impact mitigation consistently within Integrated Impact Assessments (IIAs) linked to transformation; improve outcome-focused public performance reporting that evidences how activity translates to improved outcomes. These themes reflect common findings across recent Best Value reports and thematic work in other councils (e.g., North Ayrshire, East Lothian, Falkirk, Edinburgh, Highland, Angus, Scottish Borders). Key messages 1. Strategic direction and leadership The Council has articulated a clear vision - “a great, green place to grow”—through the Single Midlothian Plan (SMP) 2023–27, Medium Term Financial Strategy (MTFS), Transformation Blueprint 2023–28 and enabling strategies (Digital 2024–29; Workforce 2024–34). Engagement with citizens and partners has strengthened these priorities and improved member–officer relationships. 2. Performance and public reporting Performance reporting and public reporting has improved (Pentana dashboards; committee reporting), and with service specific and council wide results there remains scope to evidence outcomes more clearly and report transformation impacts publicly and consistently. This mirrors improvement areas highlighted widely in BV thematic work. 3. Financial sustainability Robust medium-term financial planning is in place; the Council projects cumulative gaps over the MTFS period including setting a multi-year Council tax strategy. Transformation is a critical enabler but will not alone close the gap—mirroring findings elsewhere—so choices across service redesign, workforce changes, income and reserves must be transparently considered and reported. 4. Transformation governance and benefits realisation Governance arrangements (Business Transformation Board/Steering Group; Transformation Programme Management Office; dashboards) are established. The next step is to continue to finalise project plans for priority sprints, with clear costs, savings, timescales and benefits, and routinely report these to members and the public—aligning with the 2024/25 national BV theme on transformation. Page 158 of 700
Page 159
3 5. Workforce planning and capacity The Council has an approved 10-year Workforce Strategy (2024–34) and continues to implement hybrid/digital working and staff wellbeing supports. Capacity pressures in key areas (digital, procurement, social care, education) and the need to formalise future skills pipelines were common findings across councils in the 2023/24 workforce thematic work; actions remain time-bound and measured in recruitment, retention and resilience. 6. Equality, poverty and community engagement The Council uses Integrated Impact Assessments (IIA) and engages communities via the Citizens Panel, budget engagement and Community Planning Partnership events. To align with expectations evident in recent BV work, IIAs tied to transformation consistently document mitigations and show how engagement has influenced design choices in policies and services. Page 159 of 700
Page 160
4 Best Value 1. Performance over time since last Best Value Review in 2019 The Best Value Audit in July 2019 recognised that the Council had delivered several ambitious projects since the Council’s previous Best Value report in 2012, in particular in relation to schools, community campuses, housing and transport. In response to the Best Value Assurance Report (BVAR) recommendations, an improvement action plan was created. The Annual Audit Report 2024/25 noted that during 2024/25 the council continued to progress the one remaining Best Value improvement action reported in the BVAR 2019 and were pleased to report that all actions have now been implemented. Under the Code of Audit Practice, the audit of Best Value in councils is fully integrated within the annual audit. The conclusions on Best Value noted that the council has well established and effective governance arrangements in place, with Best Value being a key aspect of the governance arrangements. 2. External Audit – Wider Scope and Best Value The council’s annual external audit report for 2024/25 summarised their conclusions on the wider scope dimensions for their audit as follows: Summary Conclusions from the 2024/25 Annual Audit Report: Financial Management: The council has appropriate budget setting and monitoring arrangements Financial Sustainability: While noting that the council is projecting a cumulative budget gap of £10 million to 2028/29, acknowledgment of the council’s awareness of the challenging fiscal environment was noted and reference was also made to the need to accelerate progress on outstanding projects within the Transformation Blueprint. Vision, Leadership and Governance: The council has effective and appropriate arrangements in place. Use of Resources to Improve Outcomes: The council has appropriate arrangements in place though there is scope to improve reporting. Key messages noted in the annual report included reference to the council continuing to have appropriate and effective arrangements in place to support its Vision, Leadership and Governance as well as appropriate arrangements in place for its use of resources to Page 160 of 700
Page 161
5 improve outcomes. The report identified scope to improve reporting to show how achievements translate to improvement in outcomes. Transforming how we work With reference to Best Value, the report noted that there is effective and appropriate arrangements in place for securing Best Value and, while stating that the Council has been innovative and demonstrated its commitment to transforming services, via the thematic report, reference was made to the need to accelerate progress on the remaining projects within the Transformation Blueprint. 3. Controller of Audit report The reporting of Best Value is undertaken through the annual audit of each council and includes detailed work focusing on a Scotland-wide theme. The Controller of Audit report is based on evidence collected as part of the 2022/23, 2023/24 and 2024/25 annual audits of the council, Midlothian Council’s report is due during 2026. The Controller of Audit reports produced for other councils provided summary reviews covering the following areas. Extracts from the audit activity previously carried out for the Council are also included below. a) Pace of continuous improvement The council has well established and effective governance arrangements in place, with Best Value being a key aspect of the governance arrangements. (24/25 Audit) Midlothian Council has demonstrated ongoing commitment to best value since our Best Value Annual Report 2019. We have noted improvements in performance reporting and medium term financial planning as well as the strengthening of officer member relationships. (Leadership Thematic) Midlothian Council is a partner with the 5 other local authorities that make up the Edinburgh and South East Scotland City region, together with regional universities, colleges and the private sector, who have all collectively signed a City Region Deal with the UK and Scottish Governments, with a value of over £1.3 billion. The City Region Deal aims to drive productivity and growth while reducing inequalities and deprivation. (Leadership Thematic) The council has successfully rolled out Microsoft 365 and has used feedback to drive continuous improvement. The council is continuing to explore how the use of digital initiatives can further improve processes. (Workforce Thematic) To help support the rapidly growing local population and growing demand a new Customer Service Platform (Channel Shift) was launched in 2022 enabling online payments 24/7, customer self-service and the automation of back-office payments. The customer services platform has generated some efficiencies and provides the Page 161 of 700
Page 162
6 council with better data to track the progress of customer requests and use this data to make improvements. The council still has a significant way to go to fully implement Channel Shift with nine modules complete and over 40 in plan, design and test phases to be launched in 2024/25. (Workforce Thematic) Overall, the council demonstrates positive progress since 2019 (BVAR actions implemented) and alignment to the new BV audit approach. To match the best- performing councils highlighted in recent reports (e.g., strong transformation governance and transparent benefits in North Ayrshire), we should accelerate benefits tracking, workforce capacity building and public outcome reporting. b) Best Value Assurance Report (BVAR) follow-up During 2024/25 the council continued to progress the one remaining Best Value improvement action reported in our Best Value Assurance Report 2019 and we are pleased to report that all actions have now been implemented. (24/25 Audit) The previous BVAR recommended that the council develop and sustain more constructive relationships between members and between members and officers. This is happening through cross party working groups and discussions with officers and members and the creation of the Cost of Living Task Force and creation of the Transformation Blueprint. Members also worked together to agree the Medium-Term Financial Strategy in February 2023. (Leadership Thematic) c) Leadership review (BV thematic 2022/23) The Council has created a clear vision for Midlothian to create “a great, green place to grow” over the next four years. Continues to have appropriate and effective arrangements to support its Vision, Leadership and Governance. (Leadership Thematic) Established effective governance arrangements for reporting progress with delivering transformation to its senior leadership team and elected members. (24/25 Audit) We have observed improved constructive relationships between members and officers which have facilitated the creation of the Cost of Living Taskforce and the Transformation Blueprint. (Leadership Thematic) Leaders should continue to demonstrate behaviours and working relationships that foster a culture of cooperation, and a commitment to continuous improvement and innovation. (Leadership Thematic) The council has taken steps to improve decision-making and encourage scrutiny. Midlothian Council has an appropriate approach to ensuring there is sufficient knowledge at a member level to support the decision making and scrutiny. (Leadership Thematic) The Council has created a clear vision through joint working with its community planning partners. (Leadership Thematic) Page 162 of 700
Page 163
7 Improvement actions noted in the Leadership thematic review related to financial sustainability and implementing the Transformation Blueprint as follows: 1. Financial sustainability - Robust financial planning will be required to make the strategic decisions and transformation necessary to deliver financially sustainable services into the longer term. 2. Implementing the Transformation Blueprint - The council needs to closely monitor progress with the Transformation Blueprint and ensure it can deliver its plans within the constrained financial context. Both actions have progressed with the financial sustainability action linked to robust financial planning being complete for the 24/25 financial year. The action relating to implementation of the Transformation Blueprint in terms of closely monitoring progress and ensuring delivery within financial constraints was noted as complete in Q4 25/26 in recognition of the robust monitoring and reporting now in place. d) Citizen and community engagement The Council works well with its community planning partners and citizens, and this has facilitated the creation of the Single Midlothian Plan and a clear vision for Midlothian to create “a great, green place to grow” over the next four years. (Leadership Thematic) The Council has engaged with citizens and staff to articulate its vision and priorities. (Leadership Thematic) The SMP was developed through joint working with community planning partners, engagement with citizens and the Citizens Panel, and following various stakeholder events throughout 2022. (Leadership Thematic) An annual community planning development day was held, with over 70 representatives from the council, community groups, and third sector organisations. This provided an inclusive forum for attendees to reflect on the previous SMP and to analyse survey results from a citizen panel to form actions for the new plan. Additional events were held in May 2023 to gain feedback on the draft plan, and the draft plan was circulated across the CPP network of over 3,500 people for comments. In recognition that some community groups are harder to reach the Midlothian Youth Platform organised events to gather the views of young people aged 12-21. (Leadership Thematic) A community planning launch event took place in November 2023 and over the next four years there is expected to be an increased profile of community planning led events, showcasing the work of the partnership. (Leadership Thematic) The Council held a consultation on the 2023/24 budget. It received over 450 responses. 12 Have Your Say emails and 84 social media comments were also considered. Most responses were from individuals but around 10% came from organisations. The results were provided as part of the budget setting meeting Page 163 of 700
Page 164
8 papers to provide transparency for members of the public. (Leadership Thematic) The SMP is a live document and is informed by consultation through the thematic groups. The work of CPP is reported to communities for feedback. In addition, key equality groups (Midlothian Peoples Equality Group and Faith Partnership Group) provide direct feedback, and the Housing Services Tenant Participation Officer liaises with the tenants group over the actions within the SMP. (Leadership Thematic) The Council will launch a consultation to help shape the new 2050 Vision as part of the new Single Midlothian Plan which, once approved, will be implemented from 2027. The council is working well with partners, and has engaged with communities, the third sector and vulnerable groups to deliver transformation in Midlothian. (Transformation Thematic) There is evidence of engagement with the third sector and vulnerable communities on specific projects, some of which pre-date the Transformation Blueprint. (Transformation Thematic) In the council’s integrated impact assessments for transformation proposals, it is not always clear how public consultation has influenced plans, nor what mitigating actions are in place to address potential negative impacts. (Transformation Thematic) e) Effectiveness of performance reporting Performance reporting is continuing to improve. (Leadership Thematic) In response to the 2019 BVAR, the council implemented a digital dashboard performance management system, Pentana Browser, where elected members can access up-to-date performance data. (Leadership Thematic) Citizens can view the scorecards and performance reports on the Council’s website. (Leadership Thematic) Improvements in performance reporting, incorporating both quantitative and qualitative data over time, are assisting the council and partners more clearly in demonstrating performance against agreed actions and targets. (Leadership Thematic) The service plans are sufficiently detailed and include the main priorities that the Council are looking to pursue. The plans are interconnected ensuring that the key priorities are being monitored and worked on. They identify each services performance and challenges well and provide good level of detail in terms of planned actions for the coming quarters. (Leadership Thematic) Performance will be monitored by senior management, and quarterly reports will be submitted to Cabinet and the Performance, Review and Scrutiny Committee. Performance improvement will be targeted towards moving the 41 low performing Local Government Benchmarking Framework indicators into the upper quartiles in order to deliver better outcomes. (Leadership Thematic) The council recognises that it should be more transparent in reporting the impacts of its transformation work and is taking steps to improve this. (Transformation Thematic) f) Reported performance The council has been successful in transforming approaches to learning, teaching and assessment and won a Learning Places Scotland national award in 2023. (Workforce Thematic) g) Workforce planning The Council is currently developing an organisational workforce strategy and plan for the three-year period 2024-2029 and is expecting to have this approved by committee in late 2024. (Workforce Thematic) The new digital strategy will be presented to Council in October 2024. The Council has already realised workforce benefits through its successful implementation of Microsoft 365 and the use of digital technology in education services. (Workforce Page 164 of 700
Page 165
9 Thematic) The council has maintained the Healthy Working Lives Gold Award for over nine years and continues to explore new ways to support employee wellbeing. A revised Wellbeing Strategy was launched in early 2024 following consultation with Trade Unions. Progress on the delivery of the themes within the Wellbeing Strategy are reported through quarterly performance reporting to Cabinet and Performance, Review and Scrutiny Committee. (Workforce Thematic) Capacity and recruitment issues are significant challenges for the council with shortages being experienced in several key services including education, digital, procurement and social care and social work. The council and the Health and Social Care Partnership have introduced a number of initiatives to improve capacity and skills for their existing and future workforce. (Workforce Thematic) The council shares services with and roles with other councils. The workforce benefits of these arrangements have still to be captured or quantified. (Workforce Thematic) Developing workforce plans to support the Transformation Blueprint is proving challenging due to resource constraints and a lack of baseline data. (Workforce Thematic) Elements of workforce planning are progressing across services. (Workforce Thematic) The council is successfully supporting its staff to work in new, digital ways with primary and secondary pupils. Equipped for Learning is a £10.5 million investment project that has enabled all 14,000 young people of school age to receive a device for learning and is transforming approaches to learning, teaching and assessment. (Workforce Thematic) The Learning and Development team across Adult and Children’s services Page 165 of 700
Page 166
10 developed some bespoke training rooms with wireless digital access to online and face to face training. Specific attention has been focused on providing digital access and support to the workforce who might struggle to operate and access digital learning. (Workforce Thematic) Work is ongoing to embed Fair Work First across the organisation. Fair Work First, is a Scottish Government policy for driving high quality and fair work, and workforce diversity. (Workforce Thematic) The Council has appropriate channels for effective workers’ voice, such as trade union recognition. (Workforce Thematic) A range of activities evidence investment in workforce development. (Workforce Thematic) A range of actions are in place to tackle the gender pay gap and create a more diverse and inclusive workplace. (Workforce Thematic) The council’s Hybrid Working Policy provides flexibility for staff and hybrid working is promoted by the council as a nonfinancial benefit for employees. (Workforce Thematic) For employees who have adopted the hybrid model, the council should assess the impact of hybrid working at an organisational level to ensure this way of working is generating organisational benefits as well as benefits for employees on an individual level. (Workforce Thematic) The council’s flexible working policy supports employees in achieving a good work-life balance. (Workforce Thematic) A number of work placement and experience initiatives are in place to support young people. (Workforce Thematic) The council needs to formalise its overall approach to recruitment and developing future skills and capacity. (Workforce Thematic) Midlothian Council’s Health and Social Care Partnership (HSCP) have introduced a number of innovative initiatives to improve the skills and capacity of their future and existing workforce. (Workforce Thematic) The council monitors a range of workforce data as part of performance reporting. As part of the development of a workforce strategy the council should consider how performance information can support the achievement of objectives. (Workforce Thematic) Improvement actions noted in the Workforce thematic review related to HR capacity, impact of hybrid working, staff survey, developing future skills and capacity, shared services and performance management framework as follows: 1. Capacity of human resources team - It is critical that the council ensures it has sufficient capacity to deliver its corporate workforce strategy and details plans within agreed timescales. Page 166 of 700
Page 167
11 2. Organisational impact of hybrid and flexible working - council should assess the impact of hybrid working at an organisational level to ensure that it is generating organisational benefits as well as benefits for employees 3. Staff survey - The council should carry out regular staff surveys to identify and monitor trends in how staff are feeling. This will enable the Council to measure the impact of any new workforce policies or initiatives. 4. Developing future skills and capacity - The council needs to formalise its overall approach to recruitment and developing future skills and capacity. 5. Shared services - The council should consider capturing the extent to which there have been workforce benefits resulting from shared services. 6. Performance management framework - The council should ensure that organisational and service level workforce strategies are supported by appropriate performance management information including quantifiable metrics. A progress update in the annual audit report 2024/25 noted action 1 as implemented and recorded a revised due date to 31 December 2026 for action 2 which is still to be progressed. Action 3 is noted as complete. A revised due date of 31 December 2026 was also noted for actions 4 and 5, and 31 October 2026 for action 6 with progress noted against 4 and 6. h) Transformation The latest five-year revenue budget strategy agreed in September 2023 is projecting a budget gap of £34.7 million to 2028/29. The council recognises that transformation is essential to ensure service delivery remains financially sustainable and has published a Transformation Blueprint for Midlothian. The Transformation Blueprint which aligns with the five-year revenue budget strategy to 2027/28 aims to create a wellbeing economy. However, detailed workforce and digital plans required to deliver transformation continue to be developed in partnership with elected members, council staff and partners. (Leadership Thematic) The Council’s Transformation Blueprint aims to bridge the Council’s projected funding gap and builds on the previous Route Map through and out of the Covid Pandemic. It aligns with the Medium Term Financial Strategy 2023/24 - 2027/28 and has an allocation of £2 million from the General Fund for delivery. (Leadership Thematic) The council has established effective governance arrangements for reporting progress with delivering transformation to its senior leadership team and elected members. (Transformation Thematic) The Council plans to deliver transformation in 19 sprints over the five year period and a three year fixed term project management office will be established to drive forward the Transformation Blueprint. Each programme will have a series of key performance indicators embedded within each sprint. (Leadership Thematic) A structured and regular reporting mechanism for the Transformation Blueprint is in place and will continue. (Leadership Thematic) The council has effective governance arrangements in place for reporting progress to the senior leadership team and elected members. It has developed Transformation Blueprint dashboard to provide an overview of progress across projects. This is supported by detailed papers on individual projects. (Leadership Thematic) The council can demonstrate the impact of previous transformation activity, including its Equipped for Learning project and No.11 Recovery Hub. It recognises the need to improve how it reports this to the public. (Transformation Thematic) Page 167 of 700
Page 168
12 The council’s Transformation Blueprint provides a clear strategic plan for transformation organised around five themes. The Transformation Blueprint aligns with its Medium Term Financial Strategy and the Single Midlothian Plan. The council’s Digital Transformation Strategy and Workforce Strategy are key enablers of the Transformation Blueprint. (Transformation Thematic) The council is carrying out a wide range of key transformation initiatives to progress the Transformation Blueprint. It has identified priority projects for 2025/26 and is developing project plans to support these. The council recognises the fiscally challenging environment it is operating in and now needs to find a way to accelerate progress further. (Transformation Thematic) The council projects an £8.9 million funding gap between 2025/26 and 2028/29 and is working to quantify projected savings from delivering transformation. (Transformation Thematic) There is evidence of jointly funded transformation activity with partners. (MEL) (Transformation Thematic) The council can demonstrate the impacts of previous transformation projects through a variety of success measures. It should continue to establish and monitor impacts and outcomes for transformation as work progresses with the Transformation Blueprint. (Transformation Thematic) Improvement actions noted in the Transformation thematic review related to planning, resources, reporting progress and impact and the use of integrated impact assessments for the programme as follows: 1. Transformation planning - The council should finalise its plans for its identified priority transformation projects, outlining savings to be achieved, costs and anticipated financial and non-financial benefits. Page 168 of 700
Page 169
13 2. Reporting progress of transformational activities - Council to consider how to incorporate consistent reporting of costs, savings, anticipated benefits and timescales to Transformation Blueprint dashboard 3. Resources for transformation - The council should consider how it will resource its transformation work after the current three-year term for its Project Management Office ends. 4. Reporting the impact of transformational activity - The council should clearly report the impact of its transformation activity to the public. 5. Integrated impact assessments - The council should consistently document how it intends to mitigate potential negative impacts from its transformation proposals within its integrated impact assessments. Actions 1 is noted as complete and while action 2 has progressed well, an extension to the due date to 31 August 2026 is being considered. Action 3 is progressing as required and has a due date of 31 August 2027. The remaining actions 4 and 5 are complete with the introduction of a transformation web page and social media reporting and, for the PMO, a focus on IIA training and continuing engagement with the Equalities and Diversity Officer. In addition to the above, Audit Scotland recently published ‘Delivering for the future – Transformation: How councils are redesigning and delivering more efficient services’ which considered the findings of the available management reports for councils relating to the transformation thematic. The report identifies case study examples of approaches that are contributing positively within the respective councils and that are intended as a resource to support councils learn from others. Midlothian is an example for a few of the case studies as follows: Programme management: o Councillor engagement - effective governance arrangements for reporting progress to the senior leadership team and councillors. o Resourcing - Programme Management Office providing co-ordination, skills and support. Partnership working – o Establishing a Multi-Agency Transformation Management Group with partners to deliver whole system change. o Joint funding - joint venture with private sector to deliver low-carbon energy projects across the area – Midlothian Energy Limited. i) Financial management and sustainability The Council’s annual budget setting arrangements appears to be well established, and officers and Finance Business Partners are very clear about their responsibilities and time frames. The process involves strong scrutiny arrangements; with the Business Transformation Steering Group and Council both having opportunities to scrutinise the budget and consider opportunities to reduce any emerging budget gap. (Leadership Thematic) The council demonstrates a strong commitment to affordability in its capital programme, which requires careful ongoing monitoring. (Asset Management Thematic) Delivery of the capital programme - The Capital Plan outlines the Council’s corporate priorities and the considerations required relating to funding, governance and assessing affordability. There is recognition through the prioritisation process engagement between officers and members that there is a need to balance investment in maintaining and enhancing existing infrastructure against the ambition for developing new assets. (Leadership Thematic) The council has established clear governance arrangements for monitoring progress with its capital programme and asset management plans through the Capital Plan and Asset Management Boards and programme boards. There are also clear governance arrangements in place for elected members to scrutinise progress with the capital plan. (Asset Management Thematic)Page 169 of 700
Page 170
14 Housing Revenue Account – Overall, the HRA is showing an overspend of £3 million against budget at 31 March 2024 (2023/24: overspend £1.5 million) due to additional spend on repairs and maintenance costs and increased levels of outstanding rent debt and historic write-offs, some of which were offset by savings of £1 million from lower loan charges due to the re-phasing of capital projects. 4. Best Value Framework Corporate Management Team previously approved the introduction of a Best Value Framework that would form part of the annual compliance process. The framework applies to all council services and sets out key requirements in demonstrating the achievement of Best Value against the seven themes detailed in the 2020 revised statutory guidance as follows: 1. Vision and leadership 2. Governance and accountability 3. Effective use of resources 4. Partnerships and collaborative working 5. Working with communities 6. Sustainability 7. Fairness and equality While the following section provides an overview of the council’s delivery of the framework, appendix A presents the detailed outcome of the latest review of the framework as part of the Annual Governance Statement exercise. 5. Best Value Framework Summary Strategic direction, leadership and governance Vision and priorities are clearly articulated and developed with partners and communities, consistent with the statutory BV guidance themes. Governance and scrutiny are established (Audit Committee; PRS; webcasting; Standing Orders; Scheme of Administration; Pentana access for members). Performance reporting continues to improve; scope remains to strengthen outcome focus and increase transparency on transformation impacts—an area commonly highlighted in other councils’ BV reports and thematic work. Risk and resilience arrangements are in place (policy; Risk & Resilience Group; quarterly strategic risk reporting). Information governance strategy and training are in place; continued investment in cyber and records management aligns with expectations seen in recent BV reports. Performance, outcomes and public reporting Planning & Performance Management Framework refreshed (2023) with balanced indicators; regular committee reporting; Pentana browser access for elected members. Public reporting: quarterly/annual reports published; potential to improve accessibility and provide clear outcomes. Benchmarking: LGBF family groups and trend analysis are used. Use of resources (people, assets, information, finance) Workforce - Workforce Strategy 2024–34 approved; wellbeing supports; hybrid working policy; capacity pressures noted in priority areas. National BV workforce work emphasises capacity, pipelines, and measurement framework. Assets and capital - Capital Plan and Asset Management Strategy in place; governance through Capital & Asset Board; balance between maintenance/ enhancement and new assets—consistent with good practice in other councils. Page 170 of 700
Page 171
15 Information & digital - Digital Transformation Strategy 2024–29 approved; governance and PSN compliance targets. Records management and publication scheme operate in line with national expectations. Financial management & sustainability - Quarterly monitoring; MTFS projects cumulative gap; risk-based monitoring and prudent reserves policy. Consistent with recent BV reports elsewhere, the council cannot rely solely on transformation and one-off measures, and must take difficult decisions on service models, prevention and prioritisation. Procurement & commissioning - Standing Orders and sustainable procurement duty reporting; capacity challenges in procurement reflected in many councils’ BV findings; continue strengthening strategic commissioning in line with BV guidance. Partnership and collaborative working Active CPP governance; City Region Deal participation (innovation, skills, transport, culture, housing), with clear programme governance and leverage of national and partner funding. Examples of co-funded transformation and shared services. Working with communities, equality and poverty Budget consultation; Citizens Panel; locality planning; equalities groups; tenant participation. IIAs used on decisions; strengthen documentation of mitigations and how engagement shaped proposals—an audit ask in the transformation thematic work. Alignment with revised statutory BV guidance (2020) themes of working with communities, fairness and equality. Sustainability and climate Climate Emergency declared; Climate Change Strategy and annual reporting; Page 171 of 700
Page 172
16 participation in regional net-zero initiatives (including City Region Deal housing/energy elements). Regional Net Zero Accelerator project and Local Heat Networks. Continue to integrate sustainability metrics within performance reporting and transformation benefits. Page 172 of 700
Page 173
17 Appendix A – Best Value Framework Review Theme 1 - Vision and Leadership Effective political and managerial leadership is central to delivering Best Value, through setting clear priorities and working effectively in partnership to achieve improved outcomes. Leaders should demonstrate behaviours and working relationships that foster a culture of cooperation, and a commitment to continuous improvement and innovation. In achieving Best Value, a local authority will be able to demonstrate: The local authority’s vision for its area is developed in partnership with its citizens, employees, key partners and other stakeholders The Single Midlothian Plan 2023-27, Medium Term Financial Strategy 2025/26 to 2028/29 and associated strategies and plans such as: Transformation Blueprint 2023-28 Digital Transformation Strategy 2024-29 Workforce Strategy 2024-34 Midlothian Strategy for Inclusive Economic Growth 2025-2030 Capital Investment Strategy 2018-2028/Strategic Infrastructure Investment Framework Learning Estate Strategy Climate Change Strategy City Region Deal Plan Sets Midlothian Council’s strategic direction and our priorities moving forward. These plans set out key priorities and provide a focus for council resources to deliver positive change. The priorities contained in the Single Midlothian Plan reflect the areas that are most important for the community to improve the quality of life for all living, working and visiting Midlothian. The vision set out in the plan states. By working together as a Community Planning Partnership, individuals and communities will be able to lead healthier, safer and greener lives by 2030. No child or household need live in poverty. Midlothian will be a Great Green Place to Grow by achieving our net zero carbon ambitions and supporting local people to strengthen the skills they need for learning, life and work. Priorities set with the local community, partners and stakeholders through the annual Page 173 of 700
Page 174
18 Community Planning development day, and public consultation are as follows: 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 Council’s priorities reflect the focus and priorities of its partners and the community as set out in the Single Midlothian Plan; this continues to be reflected in the Medium Term Financial Strategy and Transformation Blueprint and associated Service Plans. We have the shared overarching vision of Midlothian being ‘a great green place to grow’ and a focus on the following outcomes: Individuals and communities have improved health and skills for learning, life and work No child or household living in poverty Significant progress is made towards net zero carbon emissions by 2045 Budget consultation exercises provide feedback opportunities. The Council uses Citizens Space, a secure web-based engagement platform, to manage consultations and surveys. The platform allows officers to create, publish and analyse surveys used for public consultation, community/client engagement and staff surveys. A robust complaint handling procedure provides the opportunity to learn from feedback and improve services as a result. Feedback from stakeholder/user consultation for fees and charges harmonisation of lets policy in 2025/26. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o The Council works well with its community planning partners and citizens, and this has facilitated the creation of the Single Midlothian Plan and a clear vision for Midlothian to create “a great, green place to grow” over the next four years. Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes (June 2025) o The council is working well with partners, and has engaged with communities, the third sector and vulnerable groups to deliver transformation in Midlothian. Asset Management: How well councils are managing assets to achieve their corporate objectives and respond to challenges around financial sustainability and climate change (May 2026) o The council is working with partners to explore collaborative ways of using assets. The council has engaged with communities in relation to its assets and can demonstrate how it has used feedback to inform decisions. Members set strategic priorities that contribute to achieving the local authority’s vision, reflect the needs of communities and individual citizens, and are aligned with the priorities of partners. They take decisions that contribute to the achievement of those priorities, in particular when allocating resources and in setting monitoring performance targets. As noted above several key plans sets Midlothian Council’s strategic direction and our Page 174 of 700
Page 175
19 priorities moving forward. These plans set out key priorities and provide a focus for council resources to deliver positive change. The council’s planning and governance frameworks promote effective engagement with elected members, ensuring that they are involved in the development, scrutiny and improvement of council performance. Budget Setting discussions / decisions for General Fund / Housing Revenue Account and Capital Plans. The development of the council’s strategies and plans and subsequent prioritisation of resources were produced following public consultation, with the main stakeholders influencing both the strategic direction of the council and informing the Medium Term Financial Strategy. The consultation was considered at Business Transformation Steering Group and full Council. Performance dashboards are produced for key plans and strategies, including for each service plan, which describe corporate performance against the key outcomes and indicators. Dashboards support the council’s priorities and the Single Midlothian Plan and demonstrate ongoing performance and achievement in the strategic outcomes for Midlothian. Quarterly and annual updates are reported to the relevant committees and published in an accessible format on the council’s website. The Single Midlothian Plan is reported half-yearly and annually. A summary of corporate performance for the outcomes (priorities) is also contained within the council’s annual public performance report. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o The Council works well with its community planning partners and citizens, and this has facilitated the creation of the Single Midlothian Plan and a clear vision for Midlothian to create “a great, green place to grow” over the next four years. o The council and its partners are actively working to address inequalities. o We have observed improved constructive relationships between members and officers……. o We have noted improvements in performance reporting and medium term financial planning as well as the strengthening of officer member relationships. o The council has taken steps to improve decision-making and encourage scrutiny. Midlothian Council has an appropriate approach to ensuring there is sufficient knowledge at a member level to support the decision making and scrutiny. Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes (June 2025) o The council is working well with partners, and has engaged with communities, the third sector and vulnerable groups to deliver transformation in Midlothian. o The council has established effective governance arrangements for reporting progress with delivering transformation to its senior leadership team and elected members. o There are challenges in recruitment and capacity across the public sector including Midlothian Council. In particular, the council is experiencing challenges recruiting into procurement and digital, among other service areas. The council is using its Transformation Fund to help alleviate some of these pressures, including the establishment of a fixed-term Programme Management Office. Workforce Innovation: How councils are responding to workforce challenges (November 2024) o The Council is currently developing an organisational workforce strategy and plan for the three-year period 2024-29 and is expecting to have this approved by committee in late 2024. Work is ongoing to ensure the strategy and plan support delivery of the council’s priorities which are set out in the Transformation Blueprint. (workforce strategy and plan now Page 175 of 700
Page 176
20 complete/approved) The local authority’s vision and strategic priorities are clearly communicated to its citizens, staff and other partners. Strategies and plans for council services are available on the council’s website and intranet and are regularly signposted through council communications (across a range of media). Performance dashboards are in place for key plans and strategies that describe performance in the key outcomes and indicators. These dashboards support the council’s priorities and demonstrate ongoing performance and achievement against the strategic outcomes for Midlothian. The quarterly and annual updates are reported to the relevant committees and published in an accessible format on the council’s website. A summary of corporate performance for the outcomes (priorities) is also contained within the council’s annual public performance report. Strategic plans reflect a pace and depth of improvement that will lead to the realisation of the local authority’s priorities and the long-term sustainability of services. The council strategies and plans support its contribution to the Single Midlothian Plan. The revenue budget and planned transformation activity are key factors in the development of council strategies, to modernise services and achieve balanced budgets during a challenging period for public finances. Strategies, including the Transformation Blueprint, Digital Transformation Strategy 2024-2029 and Workforce Strategy 2024-2034 have been aligned and provide specific support towards, transformation, digital services and workforce across the council. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o The Council works well with its community planning partners and citizens, and this has facilitated the creation of the Single Midlothian Plan and a clear vision for Midlothian to create “a great, green place to grow” over the next four years. Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes (June 2025) o Midlothian Council recognises that transformation is essential to ensure service delivery remains financially sustainable and has published a Transformation Blueprint for Midlothian. o The council is working well with partners, and has engaged with communities, the third sector and vulnerable groups to deliver transformation in Midlothian. Workforce Innovation: How councils are responding to workforce challenges (November 2024) o The Council is currently developing an organisational workforce strategy and plan for the three-year period 2024-29 and is expecting to have this approved by committee in late 2024. Work is ongoing to ensure the strategy and plan support delivery of the council’s priorities which are set out in the Transformation Blueprint. (workforce strategy and plan now complete/approved) Service plans are clearly linked to the local authority’s priorities and strategic plans. They reflect the priorities identified through community planning and show how the local authority is working with partners to provide services that meet community needs. Page 176 of 700
Page 177
21 The council has agreed challenging outcomes and priorities for Midlothian with its Community Planning Partners via the Single Midlothian Plan. Services’ contribution to achieving those outcomes and the corporate priorities is determined by measurement of the key activities and processes that they deliver. The outcomes a service achieves are assessed through a set of measures developed in line with the council’s planning and performance management framework. Service performance measures demonstrate performance across a range of areas. The council is an active partner in the Community Planning Partnership and has established a strong link between the Single Midlothian Plan, Medium Term Financial Strategy and Service Plan priorities. These priorities cascade down through each level of the council’s planning and performance management framework to ensure a meaningful contribution from all services and teams to the strategic outcomes for Midlothian. This means that the performance of council services and processes is aligned to the strategic outcomes, and through effective performance management, outcomes are achieved, and resources prioritised. Priority outcomes are clearly defined, and performance targets are set that drive continuous improvement in achieving those outcomes. Midlothian Council has instituted a strong approach to performance management. The Planning and Performance Management Framework (PPMF) approach was refreshed in 2023 and provides the framework for a range of management and public data about corporate and service performance and critically, has a performance framework aligned to our priorities. The performance management approach is comprehensive and consistently applied across all services. Key principles help identify the measures of performance that inform decision making, operational planning and support evaluations of the services provided. In addition, a balanced scorecard approach reflects the Council’s contribution to the Single Midlothian Plan. A clear performance management framework requires a balanced set of indicators for services to track the overall impact and quality of services. The planning and performance management framework approach defines robust tracking and monitoring processes to manage performance effectively. It allows for target setting and benchmarking that identifies timely, appropriate interventions. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o We have noted improvements in performance reporting and medium-term financial planning as well as the strengthening of officer member relationships. o The council has taken steps to improve decision-making and encourage scrutiny. Midlothian Council has an appropriate approach to ensuring there is sufficient knowledge at a member level to support the decision making and scrutiny. There are clear and effective mechanisms for scrutinising performance that enable the taking of informed decisions and the measuring of impacts and service outcomes. A framework for managing and improving performance is implemented in each service in the council, with adaptations for specific service or regulatory requirements. Service Planning has clear standards for performance reporting and management to ensure that relevant stakeholders and the public receive clear information about the quality and value of council services. Lead Officers provide regular advice, guidance and support to elected members. Officers foster a positive working relationship, ensuring transparency in information provided to members and consistently demonstrate the need to ensure compliance with the law, Council policies and promote good governance. Page 177 of 700
Page 178
22 Effective internal scrutiny provides performance challenge and helps ensure a proportional approach to internal and external scrutiny activity, based on a strong understanding of current performance and the capacity to improve. A key tool for internal scrutiny is the Midlothian Excellence Framework (MEF), which engages senior officers in the improvement and performance process and instils rigour in self- evaluation activity. Each council service is encouraged to participate. Services with identified performance challenges will be asked to attend and provide updates to a performance focused CMT, until the required level of improvement is achieved. Robust challenge from elected members in driving improvement of council performance is key to a culture of continuous improvement and the challenge from a range of sources, including Cabinet, helps ensure that council services represent Best Value. As well as the established groups that scrutinise performance in specific areas of service provision, the council has two committees dedicated to the scrutiny and improvement of corporate performance. The Audit Committee covers areas of corporate responsibility, for example risk, audit and corporate governance. The Committee provides an independent and high-level focus on the audit, assurance and reporting arrangements that underpin good governance and financial standards. It provides independent review of the Council’s governance, risk management and control frameworks and overseas the financial reporting and annual governance processes. The Performance Review and Scrutiny Committee (PRS) covers matters relating to the performance of the Council’s services, Council policies and Council Improvement Plans. The Committee is responsible for review of performance against policy objectives and comments on decisions and policies and their impact. PRS also considers the outcomes of reports from His Majesty’s Chief Inspector of Education (HMIe) and the Care Inspectorate for reviews carried out by external agencies such as those related to Education, and Adult and Children’s services. Benchmarking is a measurement process that allows the council to compare our performance with other organisations, such as other Scottish Local Authorities. Benchmarking is used to identify how the council is doing in relation to others, and what the council can learn from the high performance and good practice elsewhere. The council uses Integrated Impact Assessments (IIAs) to ensure compliance with the law, taking account of equality, human rights and socioeconomic disadvantage (poverty) implications and the environment when making decisions. The IIA process was also updated to reflect the UN Convention on the Rights of the Child (UNCRC) requirements. It also ensures decision makers are fully informed, at a formative stage in the decision-making process. This process allows the council to critically assess whether a policy, strategy and service has wider impacts beyond its intended outcomes and if it impacts in different ways on different groups in our communities. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o We have noted improvements in performance reporting and medium-term financial planning as well as the strengthening of officer member relationships. o The council has taken steps to improve decision-making and encourage scrutiny. Midlothian Council has an appropriate approach to ensuring there is sufficient knowledge at a member level to support the decision making and scrutiny. There is a corporate approach to continuous improvement, with regular Page 178 of 700
Page 179
23 updating and monitoring of improvement plans. The Transformation Blueprint is designed to support transformation and change. It reaffirms the organisation’s commitment to building a culture of continuous improvement that is shared and demonstrated by every member of staff and council partners. It supports the council’s development and implementation of improvement approaches to plan, design and deliver services that are valued by the community. The strategy also recognises that the council must harness the full potential of all our assets to become a more agile and effective organisation. The Cross Party Business Transformation Steering Group receives regular updates from the senior officer Business Transformation Board, informed by the transformation programme management office. This structure provides the forum for focussed discussion on improvement and transformation projects, policy development and service changes. This is complemented by specific Cross Party Steering Groups for specific thematic areas, led by Executive Directors and Chief Officers. There are multiple forums for Cross Party Working Groups including Education Cross Party Group and Transport and Income Generation. Chief Executive and Council Leader meet weekly, and Corporate Management Team officers meet Cabinet Members and Elected Members regularly to discuss policy changes, proposals and issues. Internally, cross Directorate working forums include Corporate Management Team, Business Transformation Board, project and programme boards, weekly Directors meetings and informal issue specific groups/meetings. A well established Performance Management Framework ensures regular monitoring and updating of service/improvement plans. Service specific ‘Listen and Learn’ exercises have also informed areas for improvement. Self-assessment processes also contribute to the council’s Best Value Framework, ensuring that there is rigorous challenge of performance and continuous improvement throughout the organisation. A programme of self-assessment is also an integral part of improvement planning and preparation for external inspection. The Midlothian Excellence Framework (MEF) is the recognised corporate programme of self- assessment and is based on the Public Sector Improvement Framework (PSIF). The Education sector use Validated Self Evaluation (VSE) and other services use the Midlothian Excellence Framework (MEF). Midlothian Excellence Framework (MEF) The MEF is used to assess the quality and cost effectiveness of council services provided to the community and provides a consistent structure around which performance and improvement in council services can be supported. Using a rigorous framework of statements – taken from good practice standards and models – MEF helps encourage a strong sense of self-awareness and understanding amongst services of their capability to respond to change and achieve long-term outcomes and targets. Over a three-year cycle every service should complete at least one MEF assessment and report to a Performance focused CMT on the outcome and findings. A regular update and overview of the programme should also be shared with the Performance Review and Scrutiny (PRS) committee. This ensures Elected Members are appropriately engaged in improvement processes and provided with information about service performance and progress in key outcomes on a scheduled basis. It also allows members to influence the direction and pace of improvement in services. Validated Self Evaluation - Midlothian schools, in partnership with the inspection body Education Scotland, use a combination of external inspection, validated self-evaluation (VSE) and self-evaluation with How Good Is Our School (HGIOS) to assess and evaluate the effectiveness of the school and the Quality Improvement Framework for Early Learning and Page 179 of 700
Page 180
24 Childcare Sectors. VSE is a process which aims to build the capacity of schools to evaluate their own performance and improve the quality of outcomes for learners. The local authority and its partners agree on how the key elements of Best Value will contribute to achieving the commonly agreed local priorities and outcomes. These key elements include the need to: secure continuous improvement, in particular for those services aligned to the local authority’s priorities provide customer- and citizen-focused public services, which meet the needs of diverse communities achieve the best balance of cost and quality in delivering services (having regard to economy, efficiency, effectiveness and equalities) contribute to sustainable development encourage and support innovation and creativity. The Council’s Best Value Framework and improvement and scrutiny arrangements form the basis for reviewing the performance and contribution of all council services, partners and suppliers. Council officers and members are supported to apply corporate approaches and standards to performance and scrutiny and there are robust governance arrangements (officer-led governance and the committee structure) that support scrutiny and challenge of services and partner agencies. There are joint arrangements for reporting and scrutinising performance in the local outcomes through the Community Planning Partnership governance structure. This includes scrutiny of progress in the Single Midlothian Plan, and strategies and action plans of the Partnership. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o The Council works well with its community planning partners and citizens, and this has facilitated the creation of the Single Midlothian Plan and a clear vision for Midlothian to create “a great, green place to grow” over the next four years. o The council and its partners are actively working to address inequalities. o We have observed improved constructive relationships between members and officers. o We have noted improvements in performance reporting and medium term financial planning as well as the strengthening of officer member relationships. o The council has taken steps to improve decision-making and encourage scrutiny. Midlothian Council has an appropriate approach to ensuring there is sufficient knowledge at a member level to support the decision making and scrutiny. Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes (June 2025) o The council is working well with partners, and has engaged with communities, the third sector and vulnerable groups to deliver transformation in Midlothian. o The council has established effective governance arrangements for reporting progress with delivering transformation to its senior leadership team and elected members. o There are challenges in recruitment and capacity across the public sector including Midlothian Council. In particular, the council is experiencing challenges recruiting into procurement and digital, among other service areas. The council is using its Transformation Fund to help alleviate some of these pressures, including the establishment of a fixed-term Programme Management Office. Workforce Innovation: How councils are responding to workforce challenges (November 2024) o The Council is currently developing an organisational workforce strategy and Page 180 of 700
Page 181
25 plan for the three-year period 2024-29 and is expecting to have this approved by committee in late 2024. Work is ongoing to ensure the strategy and plan support delivery of the council’s priorities which are set out in the Transformation Blueprint. (workforce strategy and plan now complete/approved) o Asset Management: How well councils are managing assets to achieve their corporate objectives and respond to challenges around financial sustainability and climate change (May 2026) o The council is working with partners to explore collaborative ways of using assets. Members and senior managers communicate the approach to Best Value methodically throughout the local authority in terms that are relevant to its staff and set out clear expectations of them. The local authority has a positive culture in which its people understand its vision and objectives and how their efforts contribute to their achievement, and they are engaged with and committed to improvement. Strategies and plans are underpinned by a culture where continuous improvement is everyone’s responsibility and approaches are inclusive and encourage leaders, employees, partners, stakeholders and customers to participate. The council’s planning and performance management framework translates those outcomes into corporate priorities in Service Plans and then into activities and actions in the service management plans. Combined with employee work plans, we can identify the key results and objectives that are critical to success in the strategic outcomes and priorities. This also makes sure there are sufficient resources allocated to achieve our priorities with shared responsibility and accountability. A Workforce Strategy was approved in December 2024. Annual performance reviews take place with staff and regular 1-1 discussions. Objectives for employees are framed around the Council’s strategic objectives and the values of the organisation. Employee performance is measured and managed through this framework and appropriate action taken in line with People Policies when required. The weekly Chief Executive’s message and Directorate Drop-ins provide targeted messaging and updates supporting the vision and strategic direction at both a Council and Directorate level. Audit Scotland Thematic Reports – Key messages noted Workforce Innovation: How councils are responding to workforce challenges (November 2024) o The Council is currently developing an organisational workforce strategy and plan for the three-year period 2024-29 and is expecting to have this approved by committee in late 2024. Work is ongoing to ensure the strategy and plan support delivery of the council’s priorities which are set out in the Transformation Blueprint. (workforce strategy and plan now complete/approved) Members and senior managers are self-aware. They commit to training and personal development to update and enhance their knowledge, skills, capacity and capabilities to deliver Best Value and perform their leadership roles, and they receive sufficient support to do so. Elected members are provided with an induction programme at the start of each new administration. Elements of this are bespoke to the roles being undertaken by members. Page 181 of 700
Page 182
26 Members are provided with a Personal Development Plan template to support the identification of ongoing learning and development needs. Training dates are agreed and published for members, and these are used to provide seminars/ workshops on current and relevant topics. A summary of the topics delivered, training evaluation and attendance are held centrally, and feedback is sought to review the effectiveness of the process and the sessions. This involves seeking feedback from members to inform forward planning. There is a Members’ Development resource on the intranet to help signpost and host relevant information. Members are also made aware of and attend external events as relevant. Appropriate links to external support from the Improvement Service can also be captured on the Personal Development Plan template. An Executive Coaching programme was undertaken by the Corporate Management Team in 2024/25. Annual performance reviews take place with staff and regular 1-1 discussions. Objectives for employees are framed around the Council’s strategic objectives and the values of the organisation. Employee performance is measured and managed through this framework and appropriate action taken in line with People Policies when required. All employees are subject to the annual Making Performance Matter (MPM) process which generates a Personal Development Plan. The process has bespoke reference materials for different management levels and employees to ensure its relevance to employee roles and includes specific competencies for senior managers to support their development. Corporate Management Team approved a Leadership and Management Framework, with development underway. The council also supports leaders via a planned Leadership Forum programme of events and a Management Development Programme. The council offers a significant amount of mandatory and bespoke online e-learning on its LearnPro platform which is available to employees at any time. There is a wide range of leadership and management e-learning modules/materials on a variety of subjects. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o The council has taken steps to improve decision-making and encourage scrutiny. Midlothian Council has an appropriate approach to ensuring there is sufficient knowledge at a member level to support the decision making and scrutiny. Leadership is effective and there is good collaborative working. Members and senior managers have a culture of cooperation and working constructively in partnership, informed by a clear understanding of their respective roles and responsibilities and characterised by mutual respect, trust, honesty and openness and by appropriate behaviours. The Business Transformation Steering Group and Business Transformation Board is a well- established approach which demonstrates effective leadership and good collaborative working between officers and members. A number of Elected Member/Officer Working Groups, Cross-Party Working Groups etc. are in place and support collaborative working (e.g. Cost of Living Task Force, Income Generation. CYPP and Client Transport). Employee Code of Conduct. Page 182 of 700
Page 183
27 Details of a Members role and responsibility are included within the Elected Members Handbook. Training sessions are delivered to members on Code of Conduct as part of their induction with appropriate refreshers as necessary. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o The Council works well with its community planning partners and citizens and this has facilitated the creation of the Single Midlothian Plan and a clear vision for Midlothian to create “a great, green place to grow” over the next four years. o We have observed improved constructive relationships between members and officers. o We have noted improvements in performance reporting and medium term financial planning as well as the strengthening of officer member relationships. o The council has taken steps to improve decision-making and encourage scrutiny. Midlothian Council has an appropriate approach to ensuring there is sufficient knowledge at a member level to support the decision making and scrutiny. Page 183 of 700
Page 184
28 Theme 2 - Governance and Accountability Effective governance and accountability arrangements, with openness and transparency in decision-making, schemes of delegation and effective reporting of performance, are essential for taking informed decisions, effective scrutiny of performance and stewardship of resources. In achieving Best Value, a local authority will be able to demonstrate: Members and senior managers ensure accountability and transparency through effective internal and external performance reporting, using robust data to demonstrate continuous improvement in the local authority’s priority outcome measures. The Council produces an annual report which details performance against the key outcomes (priorities) for Midlothian. This is published on the council’s website. As part of the council’s planning and performance management framework, each service develops a service/improvement plan. The plan sets out the key objectives and activities that the service will deliver, as linked to the outcomes, and reports both current and targeted performance in the key indicators of performance on a quarterly basis to Cabinet and Performance Review and Scrutiny Committee. Service plans are considered by Council and progress against delivery is achieved via the quarterly performance management officer and committee arrangements. Elected Members and Corporate Management Team have direct access to performance data, including trend data via Pentana Browser. In 2022, Council agreed to webcast all its governance meetings that are held in public, providing additional transparency in its decision making. All report templates request information on stakeholder engagement and the consideration of equality integrated impact assessments. The council produces service budgets which link outputs/outcomes, activities and resources (financial and people). Financial monitoring is a key part of the council’s financial strategy. Quarterly financial monitoring helps to maintain the links between activities, resources and outcomes. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o The Council works well with its community planning partners and citizens, and this has facilitated the creation of the Single Midlothian Plan and a clear vision for Midlothian to create “a great, green place to grow” over the next four years. o We have observed improved constructive relationships between members and officers……. o We have noted improvements in performance reporting and medium term financial planning as well as the strengthening of officer member relationships. o The council has taken steps to improve decision-making and encourage scrutiny. Midlothian Council has an appropriate approach to ensuring there is sufficient knowledge at a member level to support the decision making and scrutiny. Page 184 of 700
Page 185
29 Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes (June 2025) o The council has established effective governance arrangements for reporting progress with delivering transformation to its senior leadership team and elected members. Asset Management: How well councils are managing assets to achieve their corporate objectives and respond to challenges around financial sustainability and climate change (May 2026) o The council has established clear governance arrangements for monitoring progress with its capital programme and asset management plans. Management information and indicators that allow performance to be assessed are widely and consistently used by the local authority. Senior management regularly receives information that is used to inform members about performance. It is important to ensure that the right people are provided with accurate and sufficient information to support them in timely decision making. This requires the council to continue to develop systems and procedures that ensure that data is captured, managed, utilised and secured effectively. Pentana is the council’s performance management system which allows online ‘browser’ access to a range of users to the various performance dashboards, as well as generating the associated quarterly and annual performance reports. Performance dashboards have been developed for key plans and strategies, including for each service plan, which identify corporate performance in the key outcomes and indicators. These dashboards are aligned with the council’s priorities, and associated Service Plans, and demonstrate ongoing performance and achievement in the strategic outcomes for Midlothian. The quarterly and annual updates are reported to Cabinet and Performance Review and Scrutiny Committee and published on the council’s website in an accessible format. Elected Members and Corporate Management Team have direct access to performance data, including trend data via Pentana Browser. A summary of corporate performance for the outcomes (priorities) is contained within the council’s annual performance report. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o We have noted improvements in performance reporting and medium-term financial planning as well as the strengthening of officer member relationships. o The council has taken steps to improve decision-making and encourage scrutiny. Midlothian Council has an appropriate approach to ensuring there is sufficient knowledge at a member level to support the decision making and scrutiny. Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes (June 2025) o The council has established effective governance arrangements for reporting progress with delivering transformation to its senior leadership team and elected members. Asset Management: How well councils are managing assets to achieve their corporate objectives and respond to challenges around financial sustainability and climate change (May 2026) o The council’s performance has declined over time in relation to three out of the four relevant LGBF asset management indicators. Performance is reported to the public, to ensure that citizens are well informed about the quality of services being delivered and what they can expect in future. The council has extensive and detailed performance reporting to the public via a range of Page 185 of 700
Page 186
30 platforms, principally through the quarterly and annual reports being published on the council’s website following consideration by Cabinet and Performance Review and Scrutiny Committee. Annual Accounts contain comprehensive coverage of financial performance coupled with some non-financial data. The accuracy of performance information is assured through robust performance monitoring and information management procedures. The Council has an accessible website where all Council papers and decisions are published, supported by an active social media presence to promote decision making, service changes and provide a platform for feedback and engagement. This is complemented by the introduction of a new digital consultation tool which is fully accessible across a range of devices and facilitates engaging citizen consultation Learning from previous performance, and from the performance of other local authorities, informs the review and development of strategies and plans to address areas of underperformance. Performance dashboards have been developed for key plans and strategies, including for each service plan, which identify corporate performance in the key outcomes and indicators. The quarterly and annual updates are considered by members and officers and are reported to the Performance Review and Scrutiny committee and published on the council’s website in an accessible format. Plans developed consider the priorities of the council’s main stakeholders as well as the major opportunities and risks in the medium and long-term future. The council promotes corporate and service engagement in benchmarking activities that challenges the performance of services against the top performing organisations in Scotland and where possible, the UK and wider. The most reliable comparators will be with other Scottish local authorities through the Specified Performance Indicators (SPIs), but the depth, quality and relevance of comparator data is improved by national data sharing through benchmarking, professional organisations and service-level benchmarking. Learning from others is also achieved through officers across the council being engaged in a variety of professional national network groups, an example being participation in Improvement Service Peer Collaborative Work on Scottish Welfare Fund in 25/26. Learning reviews are a core example of this in social work practice. Key organisational processes are linked to, or integrated with, the planning cycle; these include strategic analyses, stakeholder consultations, fundamental reviews, performance management, staff appraisal and development schemes, and public performance reporting. A key focus for 2025/26, as part of the Workforce Strategy 2024-2034, is the alignment of workforce planning with service planning. The Planning and Performance Management Framework and Service Planning Guidance link key organisational processes. The performance of key processes is managed, reported and scrutinised through the corporate arrangements for planning and performance management. Indicators that relate to key processes are subject to robust and detailed performance reporting to the public. A range of community engagement activity takes place to inform Council decision making such as the budget engagement prior to budget setting and the Medium Term Financial Strategy. The Page 186 of 700
Page 187
31 Council welcomes feedback from service users. A ‘Contact Us’ platform was introduced in early 2023, providing an easier way for citizens to feedback to the Council through submitting comments, compliments and complaints. The Council’s Citizen Panel is used as a forum to engage on service and policy changes and decision making and regular tenant participation surveys also inform service/policy changes. The Council formally engages with Trade Unions through the Joint Consultative Group (meets 6- 8 weeks, chaired by the Council Leader), the Corporate Joint Working Group (meets 6-8 weeks, chaired by the Chief Officer Corporate Solutions) and the Directorate Consultative Group (meets 6-8 weeks, chaired by the Executive Director Place). This provides a forum for Trade Unions to be consulted on policy changes, service change proposals, service reviews and Council decisions. The Council has an accessible website where all Council papers and decisions are published, supported by an active social media presence to promote decision making, service changes and provide a platform for feedback and engagement. This is complemented by the introduction of a new digital consultation tool which is fully accessible across a range of devices and facilitates engaging citizen consultation. The local authority has a responsible attitude to managing risk, and business continuity plans (including civil contingencies and emergency plans) are in place to allow an effective and appropriate response to planned and unplanned events and circumstances. The council revised its Risk Management Policy and Strategy in 2025 and has a Strategic Risk and Resilience Group with membership drawn from Chief Officers and Senior Managers across the Council. Midlothian Council acknowledges that risk can never be eliminated in its entirety. Business continuity plans are required for all services. A series of workshops and Business Continuity planning away days have taken place in 2025/26 by Corporate Solutions focused on cyber security. Midlothian HSCP has an integrated management system due to partnership working. The Council recognises that managing risk can also identify positive opportunities, which, with the appropriate level of control, may lead to service improvements. Therefore, the measures, which the Council adopts, are principles of good management practice, which seek to control and balance risk and opportunity. The Policy and Strategy ensures that risk management is an integral part of the Council's corporate and service management, forms part of the Council's governance, planning and service delivery operations and allows for monitoring and reporting on the effectiveness of the strategy. By demonstrating good governance through effective management of risks and opportunities, the Council is in a stronger position to deliver our objectives, provide improved services to the public, work better as a partner with other organisations and achieve value for money. The Strategic Risk Profile is reviewed quarterly, or where a new significant risk is identified. A quarterly risk management report is presented to the Audit Committee. In addition, the Corporate Management Team is provided with a regular risk management report on strategic and organisational risks. The Risk Management & Resilience Group provides recommendations to the Corporate Management Team on the escalation, de-escalation and closure of strategic level risks. Directorates and services undertake quarterly review, monitoring and reporting on their risk registers (supported by the risk management function) in order to ensure that risks are identified and escalated to the appropriate level at an early stage. In the area of risk management, the Council seeks to: Page 187 of 700
Page 188
32 Always meet its statutory obligations, and to act within the law. Safeguard the public at large, the Council's members, employees, pupils, tenants and all persons to whom the Council has a duty of care. Protect its property, including buildings, equipment, vehicles or any other assets and resources. Preserve and enhance service delivery. Maintain effective control of public funds. Maintain and enhance the Council's reputation. Safeguard and enhance the quality of Midlothian’s environment. The Council promotes these objectives by systematically identifying, evaluating, and thereafter seeking to control and monitor all risks which would potentially endanger, or which could have a detrimental effect upon the aims and objectives stated above. The Council supports its members and officers in developing the necessary skills and competencies to enable the provision of good quality risk management to the Council. Risk Management enhances strategic planning and prioritisation, assists in achieving objectives and strengthens the ability to be agile to respond to the challenges faced. To meet objectives, improve service delivery and achieve value for money for the residents of Midlothian, risk management is an essential and integral part of planning and decision-making. Service specific Business Continuity plans are reviewed regularly with the support of new business continuity software to support ease of access in case of an emergency. Corporate Management Teams regularly participate in Organisational Readiness and Resilience exercises. Key discussions and decision-making take place in public meetings, and reasonable measures are taken to make meeting agendas, reports and minutes accessible to the public, except when there are clear reasons why this would be inappropriate. Standing Orders require meetings and agendas to be open to the public except were permitted by statute. Procedures are in place for pre-meeting decisions and advice. Key meetings are webcast, and papers are published in advance. Agendas show items recommended for private sessions and their legal basis. Decision to proceed in private is made by members in public session at meetings and minuted. Papers recommended for private sessions are circulated separately. The minutes include a summary of the proceedings on the private item, informing the public without disclosing the exempt information. All Committee meetings are webcast. Note that for part of 2025/26 and 2026/27 due to interim arrangements for the hosting of Committee meetings it is not possible for members of the public to attend meetings in person however all are webcast. This is communicated on the Council website. The local authority’s political structures support members in making informed decisions. Remits and powers of committees and other bodies are defined in the Scheme of Administration. The Scheme of Administration is subject to termly review. Senior councillor positions are identified, and appointments are made post-elections. Appropriate senior councillor payments are allocated and remits clearly defined. A number of cross-party working groups are in place and there are access/liaison arrangements in place for councillors and Chief Officers and Lead Officers. Committee report template used to ensure consistent and adequate information to produce sound and informed decisions. Committee papers are issued in line with agreed timescales before each meeting. Chairs of formal Council Committees are from different parties which supports a cross-party approach to governance. Page 188 of 700
Page 189
33 Supported by an ongoing Review of Standing Orders through the Elected Member Cross Party and Officer Working Group. The scrutiny structures in the local authority support members in reviewing and challenging its performance. Performance Review and Scrutiny Committee and Audit Committee remits are defined and set out in the Scheme of Administration. The Scheme of Administration is subject to termly review. Powers are given to ensure the availability of officers and documents and information. Requirement for all services to be represented by a senior manager. The chair of the Audit Committee and the Performance Review and Scrutiny Committee must be from outside the administration group. Annual self-assessments by the Audit Committee include questions around administration of and support for the committees and members. Induction and periodic training for members on scrutiny techniques and processes. An annual programme of Internal and External Audit takes place and actions from these are monitored through quarterly performance reporting. Monthly meetings take place between Chief Officers and Internal Audit to address issues and inform the programme delivery. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o We have noted improvements in performance reporting and medium-term financial planning as well as the strengthening of officer member relationships. o The council has taken steps to improve decision-making and encourage scrutiny. Midlothian Council has an appropriate approach to ensuring there is sufficient knowledge at a member level to support the decision making and scrutiny. Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes (June 2025) o The council has established effective governance arrangements for reporting progress with delivering transformation to its senior leadership team and elected members. Asset Management: How well councils are managing assets to achieve their corporate objectives and respond to challenges around financial sustainability and climate change (May 2026) o There is clear governance arrangements in place for elected members to scrutinize progress with the capital plan. Members and senior managers promote the highest standards of integrity and responsibility, establishing shared values, mutual trust and sound ethics across all activities. Effective procedures are in place to ensure that members and staff comply with relevant codes of conduct and policies. This includes ensuring that appropriate policies on fraud prevention, investigation and whistleblowing are established and implemented. The council has a Code of Conduct for all employees, and a separate Councillors’ Code of Conduct. Periodic updates and training are provided to members on significant changes or developments in ethical standards regime and Code of Conduct from the Standards Commission. The council offers officers a significant amount of bespoke online e-learning on its LearnPro platform which is available to employees at any time. There are a wide range of leadership and management e-learning modules on a variety of subjects, including mandatory courses, and all officers participate in the Making Performance Matter process which includes a review and feedback regarding performance and also contains all relevant policies to be reviewed by staff. A Council wide policy review is underway led by the Continuous Improvement Manager and Page 189 of 700
Page 190
34 progress overseen by the Council’s Management Team. The Council’s Integrity Group meets bi-monthly and is chaired by the Executive Director Place and informed by the work of the Fraud Team, Internal Audit and learning from investigations and complaints. New corporate induction programme will launch in 2026/27 to support this for new starts. Members and senior managers understand and effectively communicate their respective and collective roles and responsibilities to members and staff. They understand that effective delegation enables and supports the local authority’s ability to achieve Best Value. The Scheme of Delegation distinguishes between decisions by members and decisions by officers. This is maintained in accordance with statute, updated regularly, and changes are agreed by members. All councillor appointments are internally determined by full council, and appointments to outside bodies determined at full council. The Standards Commission guidance and advice note to members distinguishes strategic and operational work. Job descriptions for officers include clear roles and remits. There are well established procedures for staff briefings, Making Performance Matter (MPM), one-to-ones, and other methods of staff engagement and development. Midlothian Council is responsible for ensuring that its business is conducted in accordance with the law and proper standards, and that public money is safeguarded and properly accounted for, and used economically, efficiently and effectively. Fundamentally corporate governance is about openness, integrity and accountability and comprises the systems and processes, and cultures and values by which the Council is directed and controlled and through which it accounts to, engages with and, where appropriate, leads its communities. The Council operates through a governance framework for the conduct of its affairs which brings together an underlying set of legislative requirements, governance principles and management processes. The Local Code of Corporate Governance is consistent with the principles and requirements of the CIPFA/SOLACE ‘Delivering Good Governance in Local Government: Framework’ (the ‘Framework’) published in 2016 which helps to ensure proper arrangements continue to be in place to meet the Council’s responsibilities with Senior Officers providing an Annual Assurance Statement in terms of the Local Code of Corporate Governance and Annual Assurance Process. The Annual Governance Statement process was revised to incorporate explicit reference to Best Value activities and the associated Best Value Framework checklist integrated as part of the required service submissions. An information governance framework is in place that ensures proper recording of information, appropriate access to that information including by the public, and legislative compliance. The Information Governance Strategy sets out the strategic direction for enhancing Information Governance capabilities and embedding a strong Information Governance culture across Midlothian Council. The revised strategy supports the goal to create an environment where information is efficiently managed, protected from risks, and available for decision-making and service delivery. The Strategic Information Governance Group (SIGG) use the strategy and implement it through the annual SIGG action plan. The implementation of the strategy is dependent on the support of senior management ensuring that adequate time and resources are allocated to the task. This includes ensuring that Directorate SIGG members are able to fulfil their commitments when Page 190 of 700
Page 191
35 supporting their services to complete the SIGG action plan. The work of the SIGG is overseen by the Council's Senior Information Risk Owner (SIRO) who reports progress and issues to the Corporate Management Team. In addition, the council have in place a Records Management Policy which sets out Midlothian Council's commitment to consistently and securely create, keep and dispose of high-quality records documenting its business and activities. The policy also defines the characteristics of high-quality records, and describes the mechanisms of planning, governance and training that support compliance with the policy. The council are required to regularly assess compliance arrangements and submit a Progress Update Review (PUR), with evidence of improvements, to the Scottish Government agent, the Keeper of the Records of Scotland. The plan and policy are supported by underlying guidance which focus on the creation, security, sharing and disposal of information and records, among others. In addition, the council has an Information Asset Register in place to keep a record of the systems that the council utilises to manage and process information. All arrangements are subject to regular review. In addition, online training has been developed and rolled out across the council covering the topics of Records Management, Data Protection, Cyber Security and Information Security. Regular communications relating to the management of information and records are distributed to staff utilising the email management system. Regular communications further reinforce key messages, such as, importance of information security, online training, reporting incidents etc. To enable the council to dispose of information when required to do so, the council have Records Retention Schedules in place. These detail the types of records held and how long the records should be maintained before disposal. The schedules are subject to regular review. Midlothian HSCP is developing their record management plan. Technological innovation and digital transformation are promoted and used to ensure accessibility of performance information and public accountability. Council agreed the council’s Digital Transformation Strategy 2024-2029 in November 2024. This set out a focus on 4 Strategic Pillars (Automate, Reimagine, Data and Secure and Sustain) and working collaboratively with our communities, partners and workforce to unlock the full potential of digital, data and technology. The strategy includes a 5 year roadmap set against each of the four pillars. The Digital Transformation Strategy Board, established in October 2025, chaired by the Chief Officer Corporate Solutions, reports to the Corporate Management Team. Progress against strategic digital transformation is reported to Business Transformation Board (BTB), and performance against the strategic outcomes is reported to the Business Transformation Steering Group. The council uses the Pentana risk management system to track and monitor progress against both performance indicators and actions against key priorities and plans. Pentana provides an online browser facility to review data dashboards and further detailed performance data information. Members and employees across the local authority understand and implement their responsibilities in relation to its Standing Orders and Financial Regulations. Post-election, members receive an induction programme with separate training sessions on Standing Orders and related governance arrangements. Updated/current versions of all Standing Orders documents are available on the intranet. Regular subject of discussion both at corporate forums and during detailed financial management. Page 191 of 700
Page 192
36 The standard report template requires information on significant implications, including Resource (financial and human), Digital, Risk and Equalities as well as information clarifying links to key priorities and areas of focus including Best Value and Community involvement. Finance and budget reports and briefings stress requirements of Financial Regulations in relation to budget- setting and reserves. Changes to Standing Orders and the Scheme of Administration can only be made at full council, and Financial, Treasury Management and Capital Strategy reports are made to full council. Reference is made to CIPFA Financial Management Code where appropriate. Political group briefings and liaisons are arranged in the pre-budget setting period. Governance arrangements are regularly reviewed to ensure compliance with statutory obligations. Specific examples include the current review of Standing Orders and associated Scheme(s), with a cross party working group established to oversee delivery of the review. Governance Framework for employees in draft and will be launched in 2026/27 There are clear governance and lines of accountability when delivering services via a third party, and there is evidence of the application of the principles within the ‘Following the Public Pound’ guidance when funding is provided to external bodies. Working in partnership with a wide range of other organisations is a key policy and priority of the council. The council’s Financial Regulations set out the requirements in terms of appropriate accounting and control arrangements in place to regulate the operation of all third-party arrangements. Chief Officers are responsible for ensuring that appropriate approvals are obtained in relation to work with external bodies and must consult with the Chief Financial Officer in respect of any financial matters. In relation to funding of external organisations, the council complies with the ‘Code of Guidance on Funding External Bodies and Following the Public Pound’ issued by the Accounts Commission and the Convention of Scottish Local Authorities (COSLA). Page 192 of 700
Page 193
37 Theme 3 - Effective Use of Resources Making the best use of public resources is at the heart of delivering Best Value. With clear plans and strategies in place, and with sound governance and strong leadership, a local authority will be well placed to ensure that all of its resources are deployed to achieve its strategic priorities, meet the needs of its communities and deliver continuous improvement. In achieving Best Value, a local authority will be able to demonstrate: EFFECTIVE USE OF RESOURCES – STAFF A workforce strategy is in place that sets out expectations on how the local authority’s staff will deliver its vision, priorities and values. The Council’s revised Workforce Strategy 2024-2034, which sets out the ten year strategy and associated Action Plan was approved and accepted by the Council as its strategic framework for workforce planning in December 2024. To achieve the Council’s strategic priorities, the strategy recognises that people are our most important asset and highlights the need to: - attract the best talent, grow our own talent ensuring there are clear progression pathways, ensure our workforce feel engaged, valued and motivated and importantly, empower our staff to enable them to reach their full potential. The strategy is focussed on the delivery of the Midlothian Transformation Blueprint which has five key themes designed to transform services to meet the growing demand within the financial resources available. One of the key themes within the Transformation Blueprint is the creation of a 21st Century Workforce with the overall purpose being to continue to transform the culture of the Council in line with the ethos of the 21st Century Public Servant and our people values. The strategy is translated into workforce plans, covering employee numbers, skills, knowledge, competencies and organisational structures, that demonstrate how staff will be deployed to deliver the services planned for the future. Plans are regularly reviewed at appropriate intervals according to a clear review cycle. The Workforce Strategy 2024-2034 and associated Action Plan is the strategic framework for workforce planning which is being rolled out across services and includes a development for senior officers. Workforce planning commenced as a programme of work in 2025 with the Local Government Association facilitating sessions with HR, CMT and the leadership forum, to develop workforce plans. Service Plans are annually updated and set out what council services will deliver and how it will be delivered within the year. These plans are utilised by the service management team, elected members and stakeholders to assess achievement and the quality and success of the management approach within a planning year. They provide detail of the resources required, the delivery arrangements, the activities undertaken, performance indicators, and engagement with customer and employees to ensure effective communication. Service Plans are agreed by Elected Members at Council and are published on the Council website. Page 193 of 700
Page 194
38 People Policies are subject to a rolling programme of review, with cross Service and Trade Union involvement. A number of Senior Leadership and Service level restructures have been implemented since 2022. These have been informed by performance, resource planning and service redesign to achieve sustainability and efficiencies. Leadership Forums take place quarterly involving all third and fourth tier managers across the organisation. Workforce is a standing item for Corporate Management Team, and the Strategic Risk and Service Level Risk Registers include workforce related risks. Workforce planning training rolled out by Local Government Association to HR/OD team, Corporate Management Team, line managers. Work continues to develop workforce plans for all services for 2026/27. All employees are managed effectively and efficiently and know what is expected of them. Employee performance is regularly assessed through performance appraisal, with individuals and teams being supported to improve, where appropriate. All employees are annually subject to the Making Performance Matter (MPM) process which generates a Personal Development Plan, the current MPM process is being reviewed as part of the new Workforce Strategy. MPM currently has bespoke reference materials for different management levels and employees to ensure its relevance to employee roles, this includes specific competencies to inform employee development. Objectives for employees are framed around the Council’s strategic objectives and the values of the organisation. Employee performance is measured and managed through the MPM framework and appropriate action taken in line with People Policies when required. Training and development needs are identified through this objective setting process. The council has a range of policies and procedures which support managers in dealing fairly and effectively with performance. Members and senior managers understand and demonstrate that effective delegation is an important contribution to the local authority’s ability to achieve Best Value. Members: The Councillors’ Code of Conduct, guidance and advice notes stress the difference between making policy decisions and operational management. Requirement to provide reports to members at full council covering Standards Commission cases. Committee recommendations make clear when decisions will be required by council or committee or are delegated. The Scheme of Delegation is maintained publicly and updated to reflect decisions by council and committees. Annual Governance reporting confirms the proven link between good governance and good decisions and gives an assurance to members and to the public. Officers have clear and detailed job descriptions for all roles. All services have organisational structures that identify how roles are connected identifying accountability for service delivery and the allocation of resources. Both the Executive Management Team and the Corporate Management Team meet on a regular basis to review performance and the effective deployment of resources. The contribution of staff to ensuring continuous improvement is supported, managed, reviewed and acknowledged. Page 194 of 700
Page 195
39 All services are required to participate in the Midlothian Excellence Framework (MEF), or similar self-evaluation tool, and engage with employees. At team meetings managers share performance information such as complaints, performance indicator outcomes and survey information/ customer feedback. This supports collective review of service delivery and improvement planning. At employee one-to-ones employees are encouraged to discuss any issues that have arisen, and feedback is provided by managers on positive contributions and effort. Individual Personal Development Plans are updated as a result of one-to-one discussions, so they continue to reflect current development priorities and needs. Services apply the Midlothian Excellence Framework (MEF) or similar service specific self- evaluation tool. MEF involves bringing together a cross section of employees from across a functional area (e.g. HR) to gather evidence and review the service performance against established criteria, resulting in identifying improvement actions. Service outcomes following a MEF exercise may be reported to CMT Performance meetings to ensure challenge and peer review and the opportunity to share best practice while supporting a focus on continuous improvement. HSCP Staff are engaged with on all levels and contribute to submit feedback for continuous improvement through NHS iMatter and MLC staff questionnaires. The local authority demonstrates a commitment to fairness, equity and safety in the workplace; it adopts relevant statutory guidance through progressive workplace policies and a commitment to best practice in workplace relationships. The Fair Work First approach approved by Council in 2024 looks to ensure that all employees are treated fairly, free from inequality and that the Council advances opportunities for all. The council has a wide range of employment policies which are readily accessible on the People Policies page on the intranet. Statutory requirements are built into policies to ensure organisational compliance. There is a corporate Health and Safety Team which provide policy and advice on issues; monitor compliance; investigate incidents and provide regular reports to the Corporate Management Team. The Chief Officer Corporate Solutions chairs CJWG every 6/8 weeks with all trade unions to ensure there is ongoing dialogue that helps in establishing an effective and positive employee relations climate. The council supports and promotes trade union membership among the workforce as it values collective consultation as an effective way of developing effective employment policies and practices. The Chief Education Officer chairs the Midlothian Negotiating Committee for Teachers (MNCT) which serves a similar purpose of providing a constructive forum for employee relations. The Council promotes access to a range of health and wellbeing supports for employees and elected members. This includes an Occupational Health service, counselling, physiotherapy and mental health and wellbeing advice and guidance. The Council also offers staff discounted fees for sport and leisure facilities and cycle to work schemes to promote positive physical and mental wellbeing and launched new staff benefits platform last year. The Staff Equality Group has been refreshed in 2025 to the Equalities Working Group and has begun to meet regularly to implement and progress actions to work towards developing as inclusive a workplace culture as possible, embracing the diverse nature of the workforce and the customer base. There are employee representatives from across services on the working group who are expected to work with their service management teams to progress actions. Leaders ensure that there is the organisational capacity to deliver services Page 195 of 700
Page 196
40 through effective use of all employees and other resources. They communicate well with all staff and stakeholders and ensure that the organisation promotes a citizen- and improvement-focused culture that delivers meaningful actions and outcomes. Financial and workforce planning; budget monitoring and service plans are all activities that ensure that the organisational capacity is available to deliver services as necessary. These processes inform the deployment of resources by leaders, restructuring services as necessary to ensure the most effective use of employees. The change process is informed by agreed policies and procedures and enabled by HR and the relevant Business Partners. There is a well-established process for undertaking service changes that ensures there is both formal and informal dialogue with employees and other stakeholders. Information on the Organisational Change Policy that supports the change process is available on the intranet. Changes require a fully costed rationale report which is considered by the appropriate decision makers, a period of engagement with staff in scope and wider stakeholders that may be potentially impacted by change and outcomes reported back to decision makers prior to final agreement and implementation. Feedback from citizens and service users inform service policy or delivery and change is gathered through a range of means. Complaints are analysed to identify improvements; feedback is promoted through social media channels and when appropriate consultation is actively applied. The Council has appropriate channels for effective workers’ voice, such as trade union recognition, collective consultation and employee surveys. The Council has implemented Microsoft 365 to support more efficient and collaborative working and provided staff with bespoke equipment and accessibility software. Digital Services have been pivotal in supporting Hybrid Working. Customer Service Platform (Channel Shift) launched in 2022 and has generated efficiencies. EFFECTIVE USE OF RESOURCES – ASSET MANAGEMENT There is a corporate approach to asset management that is reflected in asset management strategies and plans, which are subject to regular review. The council has a Capital Plan and Asset Management Strategy that establishes a strategic framework for the management of all assets (Property, ICT, Open Space, Roads, Housing and Fleet). The strategy reflects corporate priorities and establishes the outcomes for individual asset management plans. The strategy is reviewed regularly as are individual asset management plans with performance against the outcomes and delivery of actions also reported. The Capital Plan and Asset Management Board is the forum which engages with and influences the Council’s Capital Plan, they also scrutinise the programme delivery against agreed measures and direct how Capital funding is allocated. Asset Management Plan, for buildings, approved by Council in 2025. There is a systematic and evidence-based approach to identifying and managing risks in relation to land, buildings, plant, equipment, vehicles, materials and digital infrastructure. The council has an established corporate risk and resilience framework and in relation to physical assets there are various statutory compliance policies, procedures and protocols for the Page 196 of 700
Page 197
41 management of risks associated with property assets. A risk-based monitoring exercise is carried out on property programmes and projects with budgets also evaluated as part of established monitoring exercises. This strategic and corporate approach to monitoring ensures that risks are identified at an early stage and areas are identified for management action. The Asset Management Board is chaired by Head of Development - Capital and Entrepreneurial Projects which reports to the Capital Plan and Asset Management Board. The Quarterly Strategic Risk Profile is presented to Audit Committee. Asset Management Plan approved by Council in 2025 The local authority actively manages its asset base to contribute to its objectives and priorities. The council has an established capital plan and asset management strategy that clearly outlines the links to key priorities for each asset category (not just physical buildings) and aligns performance measures for asset management. Asset Management Plans are aligned to service objectives and priorities. The Council’s Asset Management Plan was approved in 2025. Fixed assets are managed efficiently and effectively, taking account of availability, accessibility, safety, utilisation, cost, condition and depreciation. Asset Management Plans aims and objectives focus on managing assets efficiently and effectively with a range of actions and activity areas to ensure this can be clearly demonstrated. Project costs and the resources deployed in assets are regularly reviewed as part of monitoring arrangements. Asset depreciation is calculated regularly as part of asset register updated. EFFECTIVE USE OF RESOURCES – INFORMATION Information is regarded as a strategic resource and is managed accordingly. The Information Governance Strategy sets out the strategic direction for enhancing Information Governance capabilities and embedding a strong Information Governance culture across Midlothian Council. The revised strategy supports the goal to create an environment where information is efficiently managed, protected from risks, and available for decision-making and service delivery. The Strategic Information Governance Group (SIGG) use the strategy and implement it through the annual SIGG action plan. The implementation of the strategy is dependent on the support of senior management ensuring that adequate time and resources are allocated to the task. This includes ensuring that Directorate SIGG members can fulfil their commitments when supporting their services to complete the SIGG action plan. The work of the SIGG is overseen by the Council's Senior Information Risk Owner (SIRO) who reports progress and issues to the Corporate Management Team. In addition, the council have in place a Records Management Policy which sets out Midlothian Council's commitment to consistently and securely create, keep and dispose of high-quality records documenting its business and activities. The policy also defines the characteristics of high-quality records, and describes the mechanisms of planning, governance and training that support compliance with the policy. The council are required to regularly assess compliance arrangements and submit a Progress Update Review (PUR), with evidence of improvements, to the Scottish Government agent, the Keeper of the Records of Scotland. The council has a Privacy Policy that establishes information as an important asset that supports the business of the council. Performance indicators are in place for monitoring the targets for the handling of information Page 197 of 700
Page 198
42 requests. Statistics are also reported to the Office of the Scottish Information Commissioner on a quarterly basis. Information Management and compliance progress is also monitored by the Corporate Management Team. Risks relating to the processing of personal information are assessed using the council’s Data Protection Impact Assessment (DPIA). This assessment follows the Information Commissioner’s model. The sharing of personal information with third parties is registered in the council’s Data Sharing Register. Data Sharing or Processing Agreements are required for each data sharing arrangement. The council have templates in place to assist services in developing agreements. The council also has in place a guide to the council’s Publication Scheme. This provides a comprehensive guide to the information that is regularly published by the council and made available to the public. There are regular staff communications on the requirements of IT Security and Data Protection requirements. Regular mandatory training is required of all employees and regular audits of completion of mandatory training take place and compliance is reported to Directorate Management Team and Corporate Management Team. Action in response to non-compliance is taken when required. The Council has appointed a Cyber Security, Information Governance and Compliance Manager and invested additional resource in the team. A communications plan is produced for the year and includes phishing exercises, external PSN testing and regular reviews of policies and procedures to ensure the Council remains compliant. A ‘Compliance’ Teams channel was launched with additional e-learning resources and videos to provide an engaging platform to enforce employees’ obligations for Information Governance and IT Security. The Council’s Data Protection Officer (DPO) monitors data breaches and ensures that these are reported in a timely manner to the Information Commissioner’s Office and the appropriate remedial action is taken. The DPO provides advice and guidance on Data Protection Impact Assessments and the requirements to undertake these for service changes and reviews these to ensure compliance. There is a clear digital strategy in place, which includes resilience plans for information systems. Council agreed the council’s Digital Transformation Strategy 2024-2029 in November 2024. This set out a focus on 4 Strategic Pillars (Automate, Reimagine, Data and Secure and Sustain) and working collaboratively with our communities, partners and workforce to unlock the full potential of digital, data and technology. The strategy includes a 5 year roadmap set against each of the four pillars. Progress/delivery is overseen by the Digital Transformation Strategy Board, chaired by the Chief Officer Corporate Solutions. Progress against strategic digital transformation is reported to Business Transformation Board (BTB), and performance against the strategic outcomes is reported to the Business Transformation Steering Group. The council also deploys the latest antivirus, malware, and email filtering and encryption software to protect the council’s systems and data across the corporate and Education networks. The achievement of the Public Services Network (PSN) Code of Compliance is an annual objective. Information is shared appropriately, and the local authority seeks to develop data compatibility with its partners.Page 198 of 700
Page 199
43 The council makes use of the following processes and procedures to ensure info is shared appropriately and to develop data compatibility: Pan Lothian & Borders Partners Information Sharing Protocol Service Specific Data Sharing/Processing & Privacy Agreements MAPPA Midlothian Council & Registered Social Landlords Information Sharing Protocol Keep Safe Information Sharing Protocol Information Asset Register Standard Contractual terms and conditions Data Protection Impact Assessments Intranet Site Email Newsletters The Chief Officer Corporate Solutions is the Council’s Senior Information Risk Officer (SIRO) EFFECTIVE USE OF RESOURCES – FINANCIAL MANAGEMENT AND PLANNING There is clear alignment between the local authority’s budgets and its strategic priorities. The council strategies and plans support its contribution to the Single Midlothian Plan. The revenue budget and planned transformation activity are key factors in the development of council strategies, to modernise services and achieve balanced budgets during a challenging period for public finances. Strategies have been aligned and provide specific support towards, transformation, digital services and workforce across the council. The members Business Transformation Board and officers Business Transformation Board review and influence the Council’s Medium Term Financial Strategy, monitor progress against savings targets and assess proposals and service changes against corporate priorities. Regular monitoring and reporting of financial outturns compared with budgets is carried out, and corrective action taken where necessary to ensure the alignment of budgets and outturns. The monitoring of the council’s budgets is undertaken on a quarterly basis and reported to Council, BTSG and the wider Corporate Management Team. This provides an update on the forecast position including material pressures and any management action required to ensure spending is contained within budget, progress made on the delivery of approved budget savings, and implementation of the approved programme of one-off investment. Out with quarterly monitoring meetings take place between Finance and Service Managers over every period. Regular period monitoring meetings take place between the Chief Officers and Senior Managers and Finance to ensure effective control of revenue expenditure. Further monitoring takes place though Directorate Budget Boards, Financial Monitoring Corporate Management Team and Business Transformation Steering Group. A risk-based monitoring exercise is carried out on budgets and approved budget savings out with the quarterly monitoring exercises. This strategic approach to monitoring ensures due diligence and that risks are identified at an early stage and areas are identified for management action. A draft outturn report is provided to Council in June to confirm the outturn position and the impact on the council’s General Fund Balance. Financial plans show how the local authority will fund its services in the future. Long-term financial plans that include scenario planning for a range of funding Page 199 of 700
Page 200
44 levels are prepared and linked to strategic priorities. The Medium Term Financial Strategy (MTFS) approach covering a period of years i.e. 2025/26 to 2028/29 for the current strategy, provides the Council with the budget position for the year in question and allows discharge of their statutory duties to set a balanced budget. It also provides budget projections for the coming years and planning assumptions for Council Tax increases. This allows the council to comply with Audit Scotland, CIPFA and the Accounts Commission best practice which states that public bodies should focus on their medium to long term financial sustainability through having a financial strategy covering a minimum of five years, supported by detailed plans covering a minimum of three years. The approval of the financial plan means Midlothian Council has a solid base to address the challenges faced in delivering key priorities. The MTFS is subject to ongoing development. An appropriate range of options is considered when taking decisions, and robust processes of option appraisal and self-assessment are applied. The utilisation of business cases is an essential element of capital planning. Strategic Outline Business Case (SOBCs) are developed for the initial stages of investment prioritisation with a number of potential options set out. SOBCs are required for all capital investment, including existing projects, asset maintenance and potential new projects. The council has a well organised and documented approach to corporate and financial planning and part of the process includes the option appraisal of potential savings measures. A range of scenarios are used for revenue financial planning. The introduction of the Business Transformation Programme Management Office also ensures a disciplined approach for transformation activities. The local authority has clear plans for how it will change services and realise efficiencies to close future budget gaps. The council’s budget planning seeks to align resources across services which contribute to particular outcomes over a set term. This provides a sufficient lead in time for fundamental and significant changes to deliver future savings. A medium-term view, informed by Business Transformation Steering Group, which is embedded in the council’s approach, is essential for implementing effective service and workforce planning, allowing changes to be made in a proactive manner to ensure that the council continues to have a balanced budget. The alignment of the Single Midlothian Plan, Transformation Blueprint and Medium Term Financial Strategy ensures future planning and transformation are focused on realising key objectives within future financial constraints and resources. Context of annual Scottish Government Budget setting and resource allocation to Councils is a key point recognising that approximately 80% of Council funding is provided through this route. Members and senior managers have a clear understanding of likely future pressures on services and of how investment in preventative approaches can help alleviate those pressures, and they use that understanding to inform decisions. The Medium Term Financial Strategy includes a range of scenarios, outlining anticipated risks and potential pressure areas. All budget and financial planning reports to elected members also include detailed information on risks and financial pressures and Business Transformation Steering Group plays a key role in the development of the plans. Quarterly reporting of the council’s financial monitoring includes horizon scanning and covers Page 200 of 700
Page 201
45 everything from UK wide inflation to local housebuilding. The council’s financial monitoring framework focuses on risk areas and outlines recurring pressures and preventative actions that should be taken to manage pressures. For HSCP oversight is managed by Midlothian HSCP Finance Performance. Financial performance is systematically measured across all areas of activity and regularly scrutinised by managers and members. In consideration with Business Transformation Steering Group, budgets are prepared annually and monitored quarterly and link activities, resources and outcomes via Service Plans prepared for each Service and published on the council’s website following consideration by Council. Performance is monitored and reported using the council’s performance management system, Pentana which includes Local Government Benchmarking Framework (LGBF) indicators. Financial monitoring reports are provided to the Corporate Management Team and Council each quarter. There is a robust system of financial controls in place that provides clear accountability, stakeholder assurance, and compliance with statutory requirements and recognised accounting standards. The governance structure of the council demonstrates the actions and internal controls in place. This includes the council’s Financial Regulations and Financial Directives, Standing Orders, the Code of Corporate Governance and the Scheme of Delegation. The council complies with all statutory requirements and recognised accounting standards, including codes of practice such as CIPFA/SOLACE Delivering Good Governance in Local Government Framework 2016 and CIPFA Financial Management Code of Practice. All officers that are approved Authorised Signatories are aware of the regulations and directives that apply to their authorisation. The Council’s Chief Finance Officer (S95) is a member of the Council’s decision-making boards including Corporate Management Team, Business Transformation Board, Capital Plan and Asset Management Board. The S95 officer provides advice and assurance on decisions that have a financial implication and monitors compliance against the relevant Regulations and Directives. Financial monitoring is a cyclical audit on the Council’s annual audit plan to provide assurance that compliance is being achieved. The local authority complies with legal and best practice requirements in the procurement and strategic commissioning of goods, services and works, including the Scottish Model of Procurement. There is clear accountability within procurement and commissioning arrangements. Public Procurement Legislation is implemented through the Standing Orders for the Regulation of Contracts. Standing Orders are regularly reviewed by council officers. Annual reports to the Scottish Government and Council to confirm that the council is delivering on its Sustainable Procurement duty. For HSCP services – local contract and commissioning group in place to monitor and manage, There are clear and effective governance and accountability arrangements in place covering partnerships between the local authority and its arm’s-length Page 201 of 700
Page 202
46 external organisations (ALEOs), including for performance monitoring and the early identification of any significant financial and service risks; there is evidence of the application of the principles of ‘Following the Public Pound.’ The council shows proper accountability for public funds used in delivering services, in line with the principles of 'Following the public pound', through various measures. These include formal contractual documentation, ongoing relationship, and reporting on risk where required to members. Midlothian Energy Limited is the only significant arrangement in this area. The local authority has a reserves policy that supports its future financial sustainability, and its reserves are held in accordance with that policy. The Medium Term Financial Strategy (MTFS) provides information on the robustness of estimates and assumptions for the annual budget and future financial planning. Officers continue to closely monitor the economic position, funding announcements and budget assumptions to identify any potential impact to the budget model, with updates provided to Business Transformation Board and Steering Group on financial planning assumptions. The MTFS contains a statement on the appropriate level of financial reserves to be held within the section on the General Fund Balance and Reserves and a specific statement from the Chief Finance Officer setting out the robustness of estimates and assumptions. Policy approved by Council with delivery included in regular reporting regime. EFFECTIVE USE OF RESOURCES – PERFORMANCE MANAGEMENT Effective performance management arrangements are in place to promote the effective use of the local authority’s resources. Performance is systematically measured across all areas of activity, and performance reports are regularly scrutinised by managers and elected members. The performance management system is effective in addressing areas of underperformance, identifying the scope for improvement and agreeing remedial action. Service plans are regularly reviewed, informed by services, resources and work force capabilities and aligned to the Council’s strategic priorities and the Single Midlothian Plan. Quarterly, bi- annual and annual performance against key performance indicators for services is reported to Cabinet and Performance, Review and Scrutiny Committee and published online. This includes performance against the Local Government Benchmarking Framework and the Balanced Scorecard. Midlothian Council has a robust approach to performance management, with clear standards for reporting meaningful performance information. This approach provides a range of management and public data about corporate and service performance and has a performance framework which is aligned to the priorities in the Medium Term Financial Strategy. Transformation Blueprint and the Single Midlothian Plan. This tracks the performance of council services for the agreed outcomes for Midlothian. The performance management approach identified in the Planning and Performance Management Framework is comprehensive and consistently applied across all services. Key principles help identify the measures of performance that will inform decision making and operational planning, and support evaluations of the services provided. A clear performance framework requires a balanced set of indicators for services and processes to track the overall impact and quality of services through measures of efficiency, effectiveness and satisfaction with the service. Moreover, the performance management approach defines robust tracking and monitoring processes to manage performance effectively and, target setting and benchmarking that enables timely, appropriate interventions. Page 202 of 700
Page 203
47 There is a corporate approach to identifying, monitoring and reporting on improvement actions that will lead to continuous improvement in priority areas. Improvement actions are clearly articulated and include identifying responsible officers and target timelines. Performance dashboards have been developed for key plans and strategies, including for each service plan, which identify corporate performance against the key outcomes and indicators. These dashboards are aligned with the council’s priorities and demonstrate ongoing performance and achievement. In addition to the dashboards, the corporate strategies, service and management plans identify actions which will improve council service and/or deliver transformation ambitions. The dashboards and actions are reported to Corporate Management Team and/or the relevant Board, member’s working group and/or scrutiny committee. Internal and external audit actions are also recorded in Pentana and reviewed quarterly. The local authority uses self-evaluation to identify areas for improvement. This includes the use of comparative analyses to benchmark, monitor and improve performance. Service performance and improvement progress is reviewed through the delivery or service plan and the application of the Midlothian Excellence Framework (MEF) self-evaluation process. MEF provides a consistent framework for improvement against ambitious and transformative criteria, linked to best practice. Benchmarking is a key component of Midlothian Council’s performance management framework. It is embedded in both the council’s performance management approach and the self- assessment model used to scrutinise and challenge service performance. In these systems, services are challenged on the quality and depth of the comparative data that is used to benchmark their performance. The Local Government Benchmarking Framework (LGBF) dataset is key benchmarking information for Midlothian Council as it extends over a range of services and key activities delivered by local authorities in Scotland and provides validated data. Comparative analysis of the whole LGBF dataset is undertaken with the publication of the national report and the data refresh and targeted improvement areas identified. LGBF data is also provided to elected members as part of performance reporting and financial monitoring and reporting arrangements, providing elected members with meaningful comparisons on the quality and cost of council services. In addition to the Improvement Service publication for LGBF, officers provide supplementary analysis of the LGBF information, explaining the trends – in the context of local priorities and challenges and operational matters – and also offer comparative analysis of performance in relation to the national average, best in class performers and family group comparators. The local authority takes an innovative approach when considering how services will be delivered in the future. It looks at the activities of other organisations, beyond its area, to consider new ways of doing things. A full range of options is considered, and self-assessment activity and options appraisal can be demonstrated to be rigorous and transparent. All council services are tasked with maintaining standards whilst developing and implementing new improved ways of service delivery. We do this by focusing on the following: Page 203 of 700
Page 204
48 Ensuring that service provision is designed and delivered to meet local needs and that service improvements are customer-led and outcome focused. Developing our Digital Transformation and Workforce strategies to ensure that new technology supports new, digital, more efficient, sustainable, flexible and customer focused ways of working New technology provides the council with an opportunity to deliver services in more effective ways, and the council seeks to maximise new ways of working and different models of service delivery in a wide-reaching change and transformation programme. This is currently managed through the governance structure in place for the Transformation Blueprint thematic areas of: Follow the Money 21st Century Workforce Workplaces for the Future Income Generation and Commercialisation Multi-agency Transformation A Programme Management Office is in place to support and report on the Transformation Blueprint activities. The council’s approach to developing future ways of working is centred around identifying a range of options for service delivery, which focus on service efficiency and prioritisation. An outline business case process is undertaken as part of the initial stages of developing officer service delivery options. All options for service modernisation or efficiency are assessed against the potential impacts they will have on delivery of the council’s priorities, the Single Midlothian plan, performance, staffing, and service users. Service managers frequently look to best practice and benchmarking across local government and the public sector when developing service delivery options. Officers work closely across several networks such as the Improvement Service and the Digital Office to gather information and research into emerging new ways of working across the public sector. Evaluation tools are in place to link inputs, activities and outputs to the outcomes that they are designed to achieve. There is evidence to demonstrate that improvement actions lead to continuous improvement and better outcomes in priority service areas. The Council’s corporate evaluation tool is the Midlothian Excellence Framework (MEF) which was developed using the Public Sector Improvement Framework (PSIF) and the European Foundation for Quality Management (EFQM). In addition, services are encouraged to consider the Customer Service Excellence model as a tool for improvement. The output from either of these exercises undertaken demonstrates a focus on continuous improvement. Evaluation also takes place as part of the Service Planning exercise undertaken which demonstrates clear links via the activities identified to delivering against outcomes and the subsequent quarterly performance management framework in place. Education services use Validated Self Evaluation (VSE) External scrutiny is also used to improve service performance and challenge practice as noted in external scrutiny bodies reports presented to Cabinet and Performance Review and Scrutiny. Customer Service Excellence (CSE), as an external assessment tool, is available to all services for consideration. Page 204 of 700
Page 205
49 The local authority seeks and takes account of feedback from citizens and service users on performance when developing improvement plans. The Council delivers its priorities through the Community Planning Partnership (CPP) and the Single Midlothian Plan (SMP). In line with the SMP, our strategies and service plans reflect the thematic priorities within the SMP which are identified following a range of consultation and engagement activities with communities and stakeholders including the use of our Citizens Panel and an annual CPP development day. Our ‘Contact Us’ module, as part of the wider Customer E-platform programme, allows citizens and service users to provide a range of feedback which can then be used to support improvement activities across services. Service specific activities to gather feedback to support effective participation and scrutiny are also in place such as the Tenant Participation Strategy, Annual Tenant Day and recurring Tenant Survey process. Services use a range of engagement and feedback activities to better inform service provision including, for example, working alongside people and communities through Expert Panels to deliver the change that matters most to them, adopting Good Conversations to help service redesign. The council’s consultation approaches and customer results are also validated and improved through assessment processes such as the self-evaluation tools available. Improvement plans reflect a pace and depth of improvement that will lead to the realisation of the local authority’s priorities and the long-term sustainability of services. Corporate strategies and management plans have identified actions that will improve council service and/or deliver transformation ambitions. The dashboards and actions are reported to the relevant council Board, Corporate Management Team and to the relevant members’ group and scrutiny committee. The Transformation Blueprint 2023-2028 sets out a programme of transformation and improvement across key priorities that reflect the required pace of change and the degree of improvement expected. Performance information reporting to stakeholders is regular and gives a balanced view of the local authority’s performance, linked to its priority service areas. The information provided is relevant to its audience and clearly demonstrates whether or not strategic and operational objectives and targets are being met. Midlothian Council has a robust approach to performance management, with clear standards for reporting meaningful performance information. This approach provides a range of management and public data about corporate and service performance and has a performance framework which is aligned to the priorities in the Single Midlothian Plan. This tracks the performance of council services for the agreed outcomes for Midlothian which is subject to public performance reporting standards with a quarterly schedule of performance updates being presented on the Council’s web pages. The local authority demonstrates a trend of improvement over time in delivering its strategic priorities. The priorities in place reflect the areas that are the most important for the community and Page 205 of 700
Page 206
50 improving the quality of life for all living, working, learning and visiting Midlothian. To support achievement during the period of the plan, a performance dashboard and targeted outcomes have been identified. A dashboard monitors progress of agreed plans and contains key indicators of performance that are managed in Pentana, the performance management system. This system allows the council (and relevant stakeholders) to track performance over time and to prioritise the council’s management information for key audiences. Most performance indicators have consistently been at Green status, which means that they either meet the current target or are within a tolerable range of that target, or are on track to improve. Targets and thresholds are set and reviewed on an annual basis by the responsible officer and Chief Officers/Head of Service. Page 206 of 700
Page 207
51 Theme 4 - Partnership and Collaborative Working A local authority should be able to demonstrate how it, in partnership with all relevant stakeholders, provides effective leadership to meet local needs and deliver desired outcomes. It should demonstrate commitment to and understanding of the benefits gained by effective collaborative working and how this facilitates the achievement of strategic objectives. In achieving Best Value, a local authority will be able to demonstrate: Members and senior managers actively encourage opportunities for formal and informal joint/integrated working, joint use of resources and joint funding arrangements, where these will offer scope for service improvement and better outcomes. Business Transformation Steering Group and several cross-party working groups demonstrate support for joint working within the Council. CMT/Service Managers consider opportunities for collaboration, modernisation and new ways of working in partnership and as a result: Seek opportunities for wider opportunities for shared services and collaborative working across local authority boundaries, with a focus on specialist support for regulatory services. Develop a model of working with voluntary organisations, including co-location of services, to provide for more effective use of properties and other assets. Consider local models of partnership working, developing themes around community empowerment and preventative interventions, to provide for more streamlined models of service delivery. Examples include: ESES City Region Deal – projects The Edinburgh & South East Home Demonstrator Project is a new business model for the delivery of Net Zero affordable homes at scale. The region needs financial support to both deliver the Energy Efficiency Standards for Social Housing 2 (EESH2) programme of retrofitting existing homes and continue to build new affordable homes. Transport priorities are co- ordinated to deliver the aspirations of the: Regional Transport Strategy; Strategic Transport Projects Review 2 and National Strategy for Economic Transformation. This will best ensure that we can: Effect Modal Shift; Promote Mass Transit; Decarbonise Transport (support transition to net zero); and Tackle Transport poverty. IJB – extra care housing Public Protection Office Page 207 of 700
Page 208
52 Energy from Waste – district heating scheme An innovative and unique initiative, a joint venture partner, Vattenfall, the leading Swedish state owned energy company, to create an Energy Services Company (ESCO) and deliver the initial network connection to homes, businesses and schools planned for Shawfair new town. This supports a green charter signed up for by the community. The 50/50 joint venture focusses on delivering a wide range of energy projects across the area. The EfW is fuelled by waste collected by the local councils of Midlothian, East Lothian and Edinburgh that would otherwise go to landfill. The local authority is committed to working with partner organisations to ensure a coordinated approach to meeting the needs of its stakeholders and communities. This includes: scenario planning with partners to identify opportunities to achieve Best Value collaborative leadership to identify Best Value partnership solutions to achieve better outcomes for local people proactively identifying opportunities to invest in and commit to shared services integrated management of resources where appropriate effective monitoring of collective performance, including self-assessment and reviews of the partnership strategy, to ensure the achievement of objectives developing a joint understanding of all place-based capital and revenue expenditure. Formal mechanisms exist through the Midlothian Community Planning Partnership (CPP), Midlothian Health and Social Care Partnership, and City Deal to co-ordinate service delivery to best meet the needs of stakeholders and communities. The Council has a strong foundation of partnership working with organisations focused on ‘adding value’ and addressing issues through strong leadership and collective action to significantly benefit the communities of Midlothian. An example being Newbattle CHS; Centre of Digital Excellence, Beeslack CHS – University & Education outcomes. A well-defined approach to community engagement has been embedded in associated planning and decision-making processes. To support the Transformation Blueprint workstreams, a Multi-Agency Transformation Group, chaired by the Chief Executive, is in place. Midlothian and East Lothian Council have a shared Public Protection Office and joint Equally Safe Policy. Members and senior managers identify and address any impediments that inhibit collaborative working. The local authority and its partners develop a shared approach to evaluating the effectiveness of collaborative and integrated working. Ensuring and demonstrating that we meet core values in being open and accountable, making best use of our resources and working in partnership. Through the Community Planning Partnership (CPP), a set of performance indicators have been developed to monitor the impacts and outcomes raised through the CPP and the Single Midlothian Plan. These are scrutinised with the relevant lead officers from across the partnership required to feed back on the performance on a half-yearly basis. Midlothian Compact 2020-2025: The purpose of the Midlothian Compact is to create the foundation for positive working relationships between the third sector and Midlothian Council to support better outcomes for communities. 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 Page 208 of 700
Page 209
53 achieve through strengthened cross-sector collaboration. In undertaking its community planning duties, the local authority works constructively with partners to agree a joint vision for the Community Planning Partnership and integrates shared priorities and objectives into its planning, performance management and public reporting mechanisms. Service plans clearly reflect the priorities identified through community planning and show how the local authority is working with partners to provide services that meet stakeholder and community needs. All reports refer to the relevance of the Single Midlothian Plan. All service plans from partners are shared and consulted upon to ensure that this shared vision is being met. The Community Planning Partnership (CPP) has thematic working groups with officers from relevant community planning partners to ensure that the priorities are being met operationally. Regular reports from each theme are reported to the CPP. Page 209 of 700
Page 210
54 Theme 5 - Working with Communities Local authorities, both individually and with their community planning partners, have a responsibility to ensure that people and communities are able to be fully involved in the decisions that affect their everyday lives. Community bodies – as defined in the Community Empowerment Act 2015 (section 4(9)) – must be at the heart of decision making processes that agree strategic priorities and direction. In achieving Best Value, a local authority will be able to demonstrate: Members and senior managers ensure that meaningful consultation and engagement in relation to strategic planning take place at an early stage and that the process of consultation and engagement is open, fair and inclusive. We set out our strategic direction and priorities that we believe will help our community to grow and succeed and provide a focus for council resources as we strive to deliver positive change in each one. The public consultation, including input from the Citizens Panel, was undertaken as part of the budget setting process for the Medium Term Financial Strategy 2023/24 to 2027/28. More than 1,800 people commented on Midlothian Council savings proposals to help bridge a budget gap of £13.87million in 2023/24 rising to £25.94million by 2027/28. Section 20B of the Planning etc. (Scotland) Act 2006 requires planning authorities to prepare a development plan scheme (DPS) at least annually for the Local Development Plan (LDP). A plan in place sets out the programme for preparing and reviewing the LDP and explains what is involved at each of the key stages. It creates an awareness of the LDP preparation process and how and when people can engage with the process. Midlothian HSCP has a local community planning group and actively engages with the community. The Midlothian Community Planning Partnership Board have agreed to commence a consultation on the Midlothian 2050 vision which will commence in May 2026 to seek views to shape the new 2050 vision which, if approved, will be adopted from 2027 onwards. Members and senior managers are proactive in identifying the needs of communities, citizens, customers, staff and other stakeholders; plans, priorities and actions are demonstrably informed by an understanding of those needs. In Midlothian, partners work together through the Midlothian Community Planning Partnership (MCPP) which is the overarching partnership for this local authority area. MCPP brings together public services, the third sector, the business community and community organisations that are based or working in Midlothian. Activities include: Introduction of new Place Plans under planning legislation. Page 210 of 700
Page 211
55 Community Planning Annual Planning Day event gives local communities the opportunity to hear more about and get involved in broader community planning work. Development of the plan is underpinned by the Midlothian Profile which presents information on the make-up of Midlothian’s communities across a range of category, including some protected characteristics. Support for Midlothian Community Councils Midlothian Citizen’s Panel as a mechanism to gather the views of local people on key issues. ‘The Champions' Board’ whose remit is to provide a platform for looked after children to engage with their corporate parent and make their needs known. Successful working relationships with regional and national equality groups to provide information/ evidence about particular groups that have no local representation Cost of Living Task Force Veterans Covenant Tenant Panel Midlothian HSCP has a local community planning group and actively engages with the community. Communities are involved in making decisions about local services and are empowered to identify and help deliver the services that they need. Suitable techniques are in place to gather the views of citizens, and to assess and measure change in communities as a result of service interventions. Community Planning approach provides a conduit for local groups to discuss local issues, provide a local action plan and feedback through Community Planning Officers. Place based tools are used to ensure that feedback is captured and reported back. Community engagement is being furthered developed to ensure that communities are further involved in the decision-making process. Communities are supported to produce a Local Place Plan, under the new National Planning Framework. Local Place Plans are community led plans that set out desires for future land use in a local area. There is varying input depending on service area outside of the established community planning approach. Midlothian HSCP has a local community planning group and actively engages with the community. Active steps are taken to encourage the participation of hard-to-reach communities. The Corporate Communications Team works with service areas to help them communicate messages and ensure they are both available to customers in formats that are accessible and that they are widely available via a variety of channels. An example of community representation is Dalkeith Town Centre Regeneration: extensive stakeholder and community engagement that has been undertaken for this project. Development of the British Sign Language Plan and Gaelic Language Plan provide further examples of steps taken to engage with and support hard-to-reach communities. Midlothian HSCP has a local community planning group and actively engages with the community. Page 211 of 700
Page 212
56 The local authority and its Community Planning Partnership work effectively with communities to improve outcomes and address inequalities. The Single Midlothian Plan sets out the agreed priorities which are monitored and evaluated through the Community Planning Board. Each priority has a thematic working group to ensure effective delivery of these priorities and targeted activities include: Local community groups set up in the most deprived communities, bringing together local organisations and partners to see how issues can best be addressed. Communities, Lifelong Learning and Employability provide a variety of employability support for Midlothian residents Employability and Learning Directory Employability Strategy Communities are supported to produce a Local Place Plan, under the new National Planning Framework. Local Place Plans are community led plans that set out desires for future land use in a local area. Midlothian HSCP has a local community planning group and actively engages with the community. A locality-based approach to community planning has a positive impact on service delivery within communities and demonstrates the capacity for change and for reducing inequality in local communities by focusing on early intervention and prevention. The Single Midlothian Plan sets out the agreed priorities which are monitored and evaluated through the Community Planning Board. Each priority has a thematic working group to ensure effective delivery of these priorities. Communities are supported to produce a Local Place Plan, under the new National Planning Framework. Local Place Plans are community led plans that set out desires for future land use in a local area. Members and senior managers work effectively with partners and stakeholders to identify a clear set of priorities that respond to the needs of communities in both the short and the longer term. The local authority and its partners are organised to deliver on those priorities and clearly demonstrate that their approach ensures that the needs of their communities are being met. The Single Midlothian Plan sets out the agreed priorities, which are monitored and evaluated through the Community Planning Board. Each priority has a thematic working group to ensure effective delivery of these priorities and targeted activities include: 1. Local development plan and supplementary guidance on developer contributions. 2. Services planning future service provision on the basis of anticipated service demands 3. The Transformation Blueprint strategy 4. Learning Estate Strategy 5. Capital Plan Prioritisation 6. Strategic Housing Investment Plan 7. Joint needs assessment used to develop - IJB Strategic Plan 8. Capital Plan and Asset Management Board will scrutinise and challenge slippage on capital programmes recognising that slippage can have an adverse impact on financial sustainability and the delivery on assets required to support capital growth. 9. ESES City Deal provides the opportunity to support inclusive growth Page 212 of 700
Page 213
57 Communities are supported to produce a Local Place Plan, under the new National Planning Framework. Local Place Plans are community led plans that set out desires for future land use in a local area. Establishment of the Cost of Living Working Group with Council and Third Sector partners which meets monthly and hosts an annual in person event. This is chaired by the Customer Engagement Manager and output reported to Cost of Living Task Force where appropriate. The local authority engages effectively with customers and communities by offering a range of communication channels, including innovative digital solutions and social media. The Corporate Communications Team works with service areas to help them communicate messages and ensure they are both available to customers in formats that are accessible and that they are widely available via a variety of channels. Emphasis is placed on maintaining and building the organisation’s social media platforms. A focus on digital solutions supports the channel shift agenda with several services transitioning to online delivery methods via the Granicus platform such as FOIs, Registrars and Contact Us feedback module. Customers and communities can engage via a range of methods provided by the Council including face to face, email, phone calls, online forms and active social media platforms. Midlothian HSCP are supported by the Council in this matter. The local authority plays an active role in civic life and supports community leadership. The council plays a significant role in civic life and supporting communities including the following: Support for Community Councils Support for resident and area based groups/trusts (successful community asset transfer in 2024) Support for groups celebrating significant local and national anniversaries, commemorations and events (e.g., Holocaust Day, Armed Services Day) Support for celebration of Royal Jubilees Provision of staffing support across the council for local and national elections and referendums Engagement with Chamber of Commerce and support for small businesses Support for voluntary sector Community Planning and Local Outcome Improvement Plans in the form of the Single Midlothian Plan Citizens Panel Policies on supporting local businesses in procurement and contracts, and securing community benefits from Engagement with volunteer groups Councillors’ Environmental Fund Councillor appointments to outside bodies (e.g., charitable trusts) Page 213 of 700
Page 214
58 Theme 6 - Sustainable Development Sustainable development is a fundamental part of Best Value. It should be reflected in a local authority’s vision and strategic priorities, highlighted in all plans at corporate and service level, and a guiding principle for all of its activities. Every aspect of activity in a local authority, from planning to delivery and review, should contribute to achieving sustainable development. In achieving Best Value, a local authority will be able to demonstrate: Leaders create a culture throughout the local authority that focuses on sustainable development, with clear accountability for its delivery across the leadership and management team. The council declared a Climate Emergency in September 2019, recognising that the world is in the midst of a climate emergency which requires urgent and meaningful action at international, national and local level, and that having more environmentally progressive policies can lead to improved health, high quality jobs and more sustainable communities. The council’s Climate Change Strategy sets out a clear governance and reporting structure relating to climate change and sustainability as well as a wide range of actions across a range of key themes. Membership of the Climate Change Working Group comprises of Senior Officers to ensure that climate change & sustainability is considered at a sufficiently senior level for each council service. Training on Climate Change and Net Zero issues has been delivered to elected members with the potential for additional ad-hoc sessions to be carried out as required. The Council reports annually on the progress against the Climate Change Action Plan. Midlothian Council's ambitious Passivhaus social housing programme has delivered the largest Passivhaus programme of affordable housing in Scotland. In addition, the programme of upgrades to the Council’s existing housing stock to enhance energy efficiency has advanced. In 2024/25, 119 Council homes and 30 private homes had energy efficiency measures implemented, with a focus on external wall insulation and window and door replacement on homes in Midlothian where there is a high incidence of poor energy efficiency in homes and fuel poverty. In total, Midlothian Council spent £2.05m on energy efficiency measures through our EESSH2 programme and received £1.819m in grant. The programme will continue to expand in 2025/26, with a total of 423 homes (384 Council homes and 39 homes in private ownership) to be upgraded with further grant support valued at 1,193,573m (ABS) and £1,045,527m (SHNZHF), this is in addition the Midlothian Council’s £5.918m funding from the HRA towards the energy efficiency retro fit programme. The Council have also installed environmental monitors in homes to address any dampness Page 214 of 700
Page 215
59 issues identified by the monitors. There is a clear framework in place that facilitates the integration of sustainable development into all of the local authority’s policies, financial plans, decision-making, services and activities through strategic-, corporate- and service level action. In doing so, the local authority will be able to demonstrate that it is making a strategic and operational contribution to sustainable development. The council implemented an approach to corporate and financial strategy incorporating priorities and an integrated approach to corporate and financial planning. These priorities, which are used to underpin council strategies and plans, include consideration of sustainability and the environment. Sustainable development noted in all Council reports The council’s Climate Change Strategy provides a framework for the council’s actions as a public sector organisation aimed at reducing greenhouse gas emissions and preparing for the unavoidable impacts of our changing climate. The council’s Local Housing Strategy includes a specific priority for fuel poverty and climate change with a range of associated actions. The Midlothian Local Development Plan (LDP) takes significant cognisance of sustainable development and sustainability factors have been integral to determining the LDP spatial strategy. The revised Economic Renewal Strategy will be heavily focused around supporting sustainable development within all economic development activities. The local authority has set out clear guiding principles that demonstrate its, and its partners’, commitment to sustainable development. Sustainability and sustainable development are embedded in the culture of the council. The Single Midlothian Plan and supporting strategies and plans sets out in priorities, the councils aim to develop a strong, inclusive and sustainable Midlothian by building communities and services that are well designed and protecting the built and natural environment for current residents and future generations. The Single Midlothian Plan commits the council and its partners to making the most efficient and effective use of resources by minimising our impact on the built and natural environment. The council’s Climate Emergency Declaration and Climate Change Strategy include commitments to report on progress against agreed indicators, partnership working and actions and achievements through the CPP, engagement and partnership with local businesses, third sector organisations and local communities. The Midlothian Strategy for Inclusive Economic Growth 2025-2030 outlines our Partnership approach to our vision of a wellbeing economy for Midlothian that will support our communities, our local businesses and town centres to thrive, ensuring opportunity and fair work for all with collaboration, inclusivity, innovation and ambition at the heart of what we do. The council is adopting a Community Wealth Building Approach, and its action plan will see this embedded into the actions which partners will agree to through the CPP. There is a broad range of qualitative and quantitative measures and indicators in place to demonstrate the impact of sustainable development in relation to key economic, social and environmental issues. Performance against a wide range of sustainability related indicators is monitored and reported using the council’s performance management system, Pentana. Individual indicators Page 215 of 700
Page 216
60 are included in relevant corporate strategies and action plans as well as the Single Midlothian Plan. The council also participates in national benchmarking exercises which include sustainability and resource efficiency as part of their criteria. The Midlothian Strategy for Inclusive Economic Growth 2025-2030 outlines our Partnership approach to our vision of a wellbeing economy for Midlothian that will support our communities, our local businesses and town centres to thrive, ensuring opportunity and fair work for all with collaboration, inclusivity, innovation and ambition at the heart of what we do. The Business Gateway team continue to promote localised procurement with clients, encouraging registration with the Supplier Development Programme and Public Contracts Scotland (PCS). We actively encourage businesses to register with the Supplier Development Programme which provides access to free training and support in all aspects of public sector tendering to improve the tender readiness of local suppliers. Working with our Procurement Team, we identify upcoming procurement opportunities, promoting local procurement opportunities via our digital channels and for those that we know suit a specific business we contact the client directly. Support via the teams Procurement Mentor is available to clients via the Business Gateway Adviser. We also proactively identify regional and national opportunities that suit our client base on Public Contracts Scotland. Events, mainly those by the Supplier Development Programme, are also shared with local businesses and across our social media channels to support local businesses to become “tender ready”. The Business Gateway service continue to promote the social enterprise model to clients where their plans, objectives and values align to the model. Contributing to Community Wealth Building objectives, the team continue to support the projects from Social Enterprise Conversation sessions as they develop. Performance in relation to sustainable development is evaluated, publicly reported and scrutinised. Reporting on performance is included within the Single Midlothian Plan annual report. Relevant SMP indicators are reviewed and regularly reported and are also presented to Performance Review and Scrutiny. The Midlothian Strategy for Inclusive Economic Growth 2025-2030 outlines our Partnership approach to our vision of a wellbeing economy for Midlothian that will support our communities, our local businesses and town centres to thrive, ensuring opportunity and fair work for all with collaboration, inclusivity, innovation and ambition at the heart of what we do. The council reports annually to the Scottish Government on Climate Change & Sustainability through the Public Bodies Duties Climate Change Report, including information on initiatives taken forward with the Community Planning Partnership and other organisations. The Climate Change Report is presented to Council for approval. Issues relating to sustainability, climate change and the environment are included in a range of other public reports. 1. Statutory requirement to report on compliance with climate change duties. 2. Council Carbon Management Plan 3. Biodiversity Strategy 4. Allotment Strategy 5. Greenspace Plan 6. Shawfair Sustainability Strategy Page 216 of 700
Page 217
61 E.G. Passivhaus homes Page 217 of 700
Page 218
62 Theme 7 - Fairness and Equality Tackling poverty, reducing inequality and promoting fairness, respect and dignity for all citizens should be key priorities for local authorities and all of their partners, including local communities. In achieving Best Value, a local authority will be able to demonstrate: The local authority demonstrates compliance with all statutory duties in relation to equalities and human rights. The Midlothian Equality Outcomes 2025-2029 plan sets out our commitment to tackling inequality and promoting inclusion and clearly states the Council’s commitment to equality and diversity and to demonstrate how we are meeting the requirements of the Equality Act 2010. It also frames this work in the context of the Council and Community Planning Partnership’s overarching commitment to make ‘Midlothian – a Great Green Place to Grow,’ and connects all work which is aimed at reducing the impact of poverty and inequality. The council completes its statutory Equality Mainstreaming Outcomes Progress Report every 2 years as required. Currently gathering clear evidence about how we are realising children’s rights and a UNCRC report will be created by summer 2026. The council uses Integrated Impact Assessments (IIA) to ensure that it complies with the law, taking account of equality, human rights and socioeconomic disadvantage (poverty) implications when making decisions. It also ensures decision makers are fully informed, at a formative stage in the decision-making process. This process allows the council to critically assess whether a policy, strategy or service has wider impact beyond its intended outcomes and if it impacts differentially on different groups in our communities. The local authority is taking active steps to tackle inequalities and promote fairness across the organisation and its wider partnerships, including work and living conditions, education and community participation. The Fair Work First approach approved by Council in 2024 looks to ensure that all employees are treated fairly, free from inequality and that the Council advances opportunities for all. The council has developed its current set of Equality Outcomes 2025-2029, which, together with the Mainstreaming report confirms the council’s commitment to tackling discrimination, advancing equality of opportunity and promoting good relations both within the council workforce and the wider community. Mainstreaming equality is the process by which we will work towards achieving this as an organisation. The objective in mainstreaming equality is to integrate an equality perspective into the everyday work of the council, involving managers and policy makers across all council services, as well as equality specialists and community planning partners to ensure that ‘Equality, Diversity and Inclusion is at the heart of everything we do’. Equality mainstreaming is a long-term approach that aims to make sure that policy making Page 218 of 700
Page 219
63 within the council is fully sensitive to the diverse needs and experiences of everyone affected. The approach will help to provide better information, transparency and openness in the way the council makes decisions about our services and resources. Policy and planning is subject to Integrated Impact Assessments which include consideration of the socio-economic impact of proposals on the citizens of Midlothian. The Education authority Equality Outcomes and Mainstreaming actions are included in the council reports. The local authority and its partners have an agreed action plan aimed at tackling inequality, poverty and addressing fairness issues identified in local communities. The Single Midlothian Plan is our shared plan of how we will meet the needs of our local communities and brings together all the priorities for Midlothian into one place. It shows how the Public, Private and Voluntary sectors and local communities will work together to make improvements in people’s lives, by improving outcomes with individuals and communities, promoting preventative approaches that reduce demand for public services, and working with communities to increase their influence in decision making. Outcomes for the next 4 years are: Individuals and communities have improved health and learning outcomes No child or household living in poverty Significant progress is made towards net zero carbon emissions by 2045 Community Planning Partners are committed to ensuring that legislative requirements to equalities are met and monitor the impact of any changes in service through Integrated Impact Assessments. A more focused approach to reducing poverty and working with communities to increase community wealth, reflecting the wellbeing and circular economy principles. Working with the Midlothian Financial Inclusion Network and a new strategic poverty prevention group, ‘Cost of Living Task Force’ made up of elected members from across the different parties, public health and representatives from partners and communities, our intention to create supports around reducing poverty and increasing community wealth that all communities would benefit from. Communities are supported to produce a Local Place Plan, under the new National Planning Framework. Local Place Plans are community led plans that set out desires for future land use in a local area. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o The council and its partners are actively working to address inequalities. There is a cross party cost of living task force which has moved from taking a crisis intervention approach to a preventive approach and a child poverty strategy and plan has been produced. The local authority engages in open, fair and inclusive dialogue to ensure that information on services and performance is accessible to all, and that every effort has been made to reach hard-to-reach groups and individuals. The Midlothian Equality Plan 2025-2029 identifies a number of outcomes to ensure services and information are inclusive and accessible including: Page 219 of 700
Page 220
64 Outcome 1: We will raise attainment for disadvantaged pupils Outcome 2: We will increase the proportion of disadvantaged pupils entering into positive destinations such as work, training or further education Outcome 3: We will continue to create and maintain inclusive learning environments in which all pupils, regardless of their background or protected characteristics, feel increasingly safe, valued and supported to fulfil their potential Outcome 4: We will better support people in Midlothian to gain qualifications, learn key skills and enter positive destinations such as further education, work and training Outcome 5: We will foster a more inclusive workplace culture in which all employees, regardless of their background or protected characteristics, feel increasingly valued and supported Outcome 6: We will increase the proportion of homeless households resettled in permanent accommodation, and reduce the average time taken to resolve homelessness cases Outcome 7: We will improve our provision of accessible information to people who face communication barriers due to sensory impairment, disability, neurodivergence, language differences and digital exclusion Outcome 8: We will make the licensing process more accessible to all members of the Community Outcome 9: We will ensure that staff have a greater awareness and understanding of hate crime and discrimination against people with protected characteristics Outcome 10: We will ensure that staff have a greater awareness and understanding of gender-based discrimination and violence against women and girls (VAWG) Services actively engage with customers in the delivery and redesign of services to ensure that they are accessible and focussed on their needs and preferences, engagement is undertaken in a variety of ways, such as the Citizens Panel and including use of engagement models such as the Neighbourhood Services model. Audit Scotland Thematic Reports – Key messages noted Leadership in the development of new local strategic priorities (December 2023) o The Council works well with its community planning partners and citizens and this has facilitated the creation of the Single Midlothian Plan and a clear vision for Midlothian to create “a great, green place to grow” over the next four years. o The council and its partners are actively working to address inequalities. o We have noted improvements in performance reporting and medium term financial planning as well as the strengthening of officer member relationships. The local authority ensures that all employees are engaged in its commitment to equality and fairness outcomes, and that its contribution to the achievement of equality outcomes is reflected throughout its corporate processes. The council has developed a set of Equality Outcomes, which, together with the Mainstreaming report confirms the council’s commitment to tackling discrimination, advancing equality of opportunity and promoting good relations both within the council workforce and the wider community. Mainstreaming equality is the process by which the council will work towards achieving this as an organisation. The objective in mainstreaming equality is to integrate an equality perspective into the everyday work of the council, involving managers and policy makers across all council services, as well as equality specialists and community planning partners to ensure that ‘Equality, Diversity and Inclusion is at the heart of everything we do’, this is evident in the Integrate Impact Assessment (IIA) process and training provided to staff and members. Equality mainstreaming is a long-term approach that aims to make sure that policy making within the council is fully sensitive to the diverse needs and experiences of everyone affected. Page 220 of 700
Page 221
65 The approach will help to provide better information, transparency and openness in the way the council makes decisions about our services and resources. All proposals to introduce, change or review policies or processes must be accompanied by an Integrated Impact Assessment. All council employees must complete regular mandatory equalities awareness training. Establishment of the employee equalities working group in 2025 with cross service representation, chaired by the Chief Officer Corporate Solutions. The local authority engages with and involves equality groups to improve and inform the development of relevant policies and practices and takes account of socio-economic disadvantage when making strategic decisions. The council has developed a set of Equality Outcomes, which, together with the Mainstreaming report confirms the council’s commitment to tackling discrimination, advancing equality of opportunity and promoting good relations both within the council workforce and the wider community. The council carried out consultation with all relevant groups and stakeholders on the development of the equality Outcomes and Mainstreaming actions. All proposals to introduce, change or review policies or processes must be accompanied by an Integrated Impact Assessment, which includes assessment of socio-economic impact. The council consults with relevant stakeholders and equalities groups when developing or reviewing equalities policies. For example, the development of the council’s British Sign Language Plan and comments received and reviewed before the final draft documents presented to elected members for approval. The equality impact of policies and practices delivered through partnerships is always considered. Equality impact information and data is analysed when planning the delivery of services and measuring performance. All proposals to introduce, change or review policies or processes must be accompanied by an Integrated Impact Assessment (IIA) which are published hon the Council’s website. The IIA process has also been updated to reflect UNCRC requirements. The approach to IIAs in relation to Transformation activities is being considered further following a recommendation noted as follows: Audit Scotland Thematic Reports – Key messages noted Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes (June 2025) o The council should consistently document how it intends to mitigate potential negative impacts from its transformation proposals within its integrated impact assessments. The local authority’s approach to securing continuous improvement in delivering on fairness and equality priorities and actions is regularly scrutinised and well evidenced. The council has developed a set of Equality Outcomes, which, together with the Mainstreaming report confirms the council’s commitment to tackling discrimination, advancing equality of opportunity and promoting good relations both within the council workforce and the wider community. Mainstreaming equality is the process by which we will work towards achieving this as an organisation. Page 221 of 700
Page 222
66 The council is required to report on progress towards achieving the equality outcomes every 2 years. Children’s rights have been core to our ICSP and supported this to be monitored Page 222 of 700
Page 223
Midlothian Council Tuesday 23 June 2026 Item No 8.9 Midlothian Community Planning Annual Reporting for H2 2025/2026 Report by Dr Grace Vickers, Chief Executive Report for Decision 1 Recommendations Council is asked to: Note the achievements set out in the Midlothian Community Planning Partnership Monitoring Report for H2 2025/2026. Acknowledge and celebrate the strong partnership ethos, leadership, and commitment demonstrated by public and third sector partners, who have worked collaboratively with local communities to improve outcomes across Midlothian. Note plans to produce a public facing accessible annual report summarising the achievements of the Single Midlothian Plan 2025/26. 2 Purpose of Report/Executive Summary The purpose of this report is to provide Midlothian Council with an update on the progress the Community Planning Partnership in Midlothian has made during 2025/2026. Detailing progress on the outcomes and targets as set out in the four-year Single Midlothian Plan. The Community Planning Board receive 6 monthly detailed reports for scrutiny, challenge, celebrating success and feedback. In addition, the full Midlothian Community Planning Partnership has undertaken a robust scrutiny of progress during 2025/2026 at both operational and strategic thematic level, culminating at the Community Planning Board Scrutiny meeting held on 4th June 2026 where they analysed the latest 6-month monitoring and tracking report (Appendix B). 5th June 2026 Report Contact: Annette Lang, Group Service Manager (CP/CLLE) annette.lang@midlothian.gov.uk Page 223 of 700
Page 224
3 Background 3.1 Midlothian Council’s statutory duties in relation to community planning are primarily set out in the Community Empowerment (Scotland) Act 2015, which requires the Council to act as a core partner in a Community Planning Partnership (CPP) and to work collaboratively with other public bodies and communities to improve local outcomes. This includes a duty to cooperate with partner organisations, jointly plan and resource services, and focus on reducing inequalities and improving outcomes for residents. The Council and its partners must prepare and publish a Local Outcomes Improvement Plan (LOIP) for the area and develop targeted locality plans for communities experiencing the greatest disadvantage, while ensuring these align with national outcomes. In Midlothian this is called the Single Midlothian Plan. A key statutory requirement is to secure and support meaningful community participation in the planning, design and delivery of services, going beyond consultation to active involvement. The Council must also review, report on, and continuously improve progress against agreed outcomes, using shared data and resources, and ensure that community planning is embedded in how services are delivered locally. 3.2 The annual reporting for the Single Midlothian Plan 2023 – 2027, focuses on year three 2025/2026. The Single Midlothian Plan outlines how we will meet the needs of our local communities and brings together all the priorities for Midlothian into one place. It shows how the Public, Private, Voluntary sectors and local communities will work together to make improvements. They will do this by improving outcomes with individuals and communities, promoting preventative approaches that reduce demand for public services and working with communities to increase their influence in decision making. Our priority outcomes for the 4-year period are: Individuals and communities have improved health and learning outcomes No child or household should live in poverty Significant progress is made towards net zero carbon emissions by 2045 The purpose of this annual reporting to Council is to provide our wider governance groups, communities and stakeholders with an update on our progress towards the actions in the Single Midlothian Plan. The reporting period for this document is from April 2025 until the end of March 2026. This report shows the actions for each outcome with targets and updates on progress. We have reported on the actions underway or due to take place in year 3 of the Single Midlothian Plan. A proportion of the Single Midlothian Plan Actions only take place in years 3 and 4. We will produce a public facing annual report and an accessible summary. 3.3 Current Vision and Future Consultation Work 2050 The vision for the Single Midlothian Plan 2030 is: By working together as a Community Planning Partnership, individuals and communities will be able to lead healthier, safer, greener and successful 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. Page 224 of 700
Page 225
We are currently consulting on a new Single Midlothian Plan vision for 2050, with associated outcomes and actions for 2027 to 2030 to create the next Single Midlothian Plan. The consultation vision is: By 2050, Midlothian will be a place where people feel they belong, have chances to succeed, and can enjoy a good quality of life. Fewer people will be living in poverty, the local economy will offer fair opportunities, and a resilient natural environment. 3.4 Scrutiny, Monitoring and Progress The report demonstrates that positive progress is being made across all seven themes of community planning with the majority of outcomes and actions being on target. There are some key areas which have not progressed at the pace envisaged or others which have been realigned due to the changing context and resources available. The key strengths of the Midlothian Community Planning partnership were self-assessed as being: Shared Leadership of Community Planning in Midlothian Community Engagement and Capacity Building Governance and Accountability Reporting of Performance Management and Outcomes The Impact that Community Planning is having in Midlothian by working together to improve outcomes with Communities. Single Midlothian Plan reporting gives us time to reflect on the good work undertaken by all partners, stakeholders, the third sector and community members. Continuous improvement in how we work as a partnership is crucial and invaluable therefore going forward as a partnership. Finally, we would like to extend our genuine and sincere thanks to local people, stakeholders, partners, the third sector, community activists and researchers who have worked tirelessly to create a strong vision for Midlothian. We have set challenging improvement outcomes, and we work together to deliver on these shared endeavours alongside our communities. The Midlothian Community Planning Partnership is looking forward to continuing to develop and expand our partnership over the next year while simultaneously consulting on the new Single Midlothian Plan 2050 vision and Single Midlothian Plan for 2027 to 2030. The performance report is presented in Appendix B. 3.5 Below is a highlight summary of the key achievements: Midlothian is Healthier Key successes include the development of a Falls Prevention Programme with new tools, pathways and community engagement events, alongside strong participation (over 200 attendees at the recent community prevention event). There has also been progress in frailty services, early intervention, and multidisciplinary collaboration, supported by strategic planning and improved data use. A new Carers Strategy is also in development to strengthen support for unpaid carers. Page 225 of 700
Page 226
Midlothian will be Safer The partnership has strengthened work on violence prevention through the Equally Safe strategy, including improved data collection and service mapping. There have been improvements in throughcare support for people leaving custody, stronger partnership working with Police Scotland, and development of arrest referral pathways to support early intervention and reduce reoffending. GIRFEC (Children and Families) Significant progress includes the development of a Children and Families Joint Strategic Needs Assessment, and strong implementation of UNCRC children’s rights principles. There has been investment in traumainformed practice, with extensive workforce training, and progress in whole family wellbeing services, supporting hundreds of families. The Plan also demonstrates success in child poverty action, inclusive education approaches, and improved partnership working across services. CLD Partnership Plus - Employability and Community Outcomes There has been strong performance in employability programmes, with high numbers of residents supported into training, education and work, and results often exceeding targets. Successes include new sectorbased training opportunities, sustained school leaver destinations, and increased youth engagement, with over 800 young people influencing service design. Midlothian will be Greener The Climate Emergency Group has strengthened partnership working and shared understanding of climate challenges, with increased collaboration across organisations. Community engagement has been enhanced through climate interviews and consultation activity, helping shape future priorities. There has also been progress in active travel initiatives, climate education, and development of a Climate Hub. Wellbeing Economy and Connectivity Key achievements include the development of a Community Wealth Building action plan and progress in embedding its principles across partners. There are also improvements in enterprise support, including creation of a dedicated digital resource for social enterprises and establishment of a BASE enterprise hub to support local business development. Midlothian will reduce Poverty The partnership has delivered strong outcomes in income maximisation, with over £6 million secured for residents through advice services over the last year primarily through citizen advice services. There has been continued investment from Midlothian Council through the costofliving task force support, expansion of community food initiatives, and development of data tools and engagement approaches to better understand and address poverty. Work has also strengthened support networks and financial resilience for lowincome households through preventative work. Page 226 of 700
Page 227
Data Insight Achievements at a Glance: 4 Report Implications (Resource, Digital and Risk) 4.1 Resource The community planning partnership has an improvement action to review resource sharing arrangements for 2026/2027. The Council provides the Community Planning Partnership with £10,000 annual budget and the staff time of 1.5 FTE council officer time. 4.2 Digital None 4.3 Risk The capacity of partners and the council to deliver on the Single Midlothian Plan continues to be challenged by the current financial climate and short- term external funding arrangements. However, partners continue to strive to deliver on the outcomes and actions to the best of their ability. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The Single Midlothian Plan promotes equality by making sure that reducing inequality and improving fairness are central to all of its work. It focuses on supporting those most in need, including people living in poverty, individuals with health challenges, and vulnerable children and families, with targeted actions to improve access to services and increase income. The Plan also ensures that people’s rights and voices are at the heart of decisionmaking, particularly through its commitment to children’s rights, community participation, and involving people with lived experience in shaping. Page 227 of 700
Page 228
In addition, it promotes inclusive practice by delivering services in ways that are accessible, traumainformed, and responsive to different needs, and by focusing resources on communities experiencing the greatest. Overall, equality is treated as a core principle across all areas of the Plan, ensuring that services are fair, inclusive and meet the needs of all residents. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Single Midlothian Plan H1 and H2 Report Monitoring Page 228 of 700
Page 229
APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The Single Midlothian Plan aims to reduce poverty, inequality and mitigate against the cost-of-living crisis. 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 Single Midlothian Plan has best value as one of its core principles, is enshrined in legislation through the Community Empowerment Act (2015) and sets out how partners must work together to achieve best value and improve outcomes with communities. A.5 Involving Communities and Other Stakeholders We have utilised feedback from a variety of consultations including with the Citizens Panel, the Midlothian Youth Hackathon, Community Planning Conference attendees and a variety of stakeholders to produce the Single Midlothian Plan for 2024 to 2027. The annual report reflects the work achieved to meet the outcomes as influenced by communities and stakeholders. We are currently consulting on a vison for 2050 for Midlothian with associated outcomes and actions for the 2027 to 30 Single Midlothian Plan. A.6 Impact on Performance and Outcomes Robust tracking is in place across the range of outcomes and actions, and this will continue for the duration of the Single Midlothian Plan. Page 229 of 700
Page 230
A.7 Adopting a Preventative Approach Prevention is at the heart of the work the Single Midlothian Plan sets out to do and is evident through the outcomes and targets as illustrated in the annual report. A.8 Supporting Sustainable Development Sustainable development is also a foundation of the Single Midlothian Plan with one of the seven themes dedicated to the environment, other themes where appropriate are also contributing to sustainable development. Page 230 of 700
Page 231
1 Single Midlothian Plan H1 Reporting April 2025 – September 2025 Page 231 of 700
Page 232
2 Midlothian is Healthier Midlothian will be healthier - Summary of successes H1 25/26: New Carers Strategy in development. Draft presented at Strategic Planning Group and final version expected in November to enable presentation to IJB for final approval in December. This supports our Directions and aims to improve the support provided to carers. Falls programme now reflect the evidence-base with wider input from across the multi-disciplinary team The implementation plan has now been drafted to enable the NHS Lothian Falls Prevention and Management Framework. To showcase this and create opportunity for collaboration, a Falls Conference was facilitated system wide, creating opportunity for each HSCP to provide updates on Falls developments. A Falls Prevention Community Day was held on 24/9/25 creating opportunity for Midlothian citizens to have access to a range of professionals, third and voluntary sector organisations to support self-management. Designed to support falls, bone health and frailty and creating a space for conversation over consultation, our early analysis tells us • In total 221 people attended the Midlothian Community Falls CAD (NB an extensive communications plan supported this work). • 208 were attending as falls participants (M59:F149) • 13 people attended as carers • 34 of the falls participants also recorded themselves as carers for others. • The main age ranges were 70 – 79 years old (n = 91) and 80 – 89 years old (n = 63) • Overall, there was high satisfaction from people attending the event, and the people running and taking part • Participants could access anyone of their choice on the day. Ageing well recorded their highest number of functional fitness testing MOT’s – 103. • A falls passport was developed and tested based on the findings of the 24/5 MHSCP Frailty Programme • 90 feedback surveys completed following the event (to be analysed). • Focus groups will be held within October and November to gain context to people’s perceptions, expectations and influences for attending the community day for falls prevention. • Professions and organisations contributing to the event are also being invited to feedback on the experience. • A debrief has been facilitated to capture immediate lessons learned and considerations for the future. • The full evaluation report will be completed by January 2026. Recent Directions reporting has concluded enabling mapping activity associated with Direction 4.2. This has demonstrated • Progress around developing frameworks and resources relating to falls and frailty, Community Justice, Mental Health and Substance Use. • Positive developments around ALISS (A Local Information System for Scotland) in Community Justice. • Health Visiting focus on early interventions using the Universal Health Visiting Pathway as the platform for targeted interventions. • Adults with Complex and Exceptional Needs Service approach to Care Planning and Future Care Planning is aligned to this ambition. Page 232 of 700
Page 233
3 • GP Cluster group to undertake improvement activities related to Diabetes monitoring and early intervention, by March 2026. Improvements are noted in both foot checks and uACR testing. Planning is required to maximise opportunities associated with self-management framework and is dependent on the outcome of the CAD evaluation and stakeholder engagement in Be healthier thematic group. Preparatory work has identified a suite of resource which could be linked to our current HSCP offerings (e.g Actify, Adam etc.) Resourcing and digital resource remain a challenge. System-wide focus on Frailty continues including OUR AMBITION: Older adults in Lothian will lead healthier lives for longer. Where frailty or pre-frailty are present, we want people to have access to care appropriate to their needs which is responsive, equitable, evidence-informed and person-centred. OUR PLAN: Supported by a newly established Patient and Carer’s Advisory Group, four workstreams will guide our work through 2025-26. These workstreams support the Frailty Programme Board in their system wide transformation goals and each workstream will further develop their areas of focus in alignment with existing initiatives across the health and social care system. 1. PROACTIVE CARE IN COMMUNITY SETTINGS 2. RESPONSIVE CARE INTO AND OUT OF SECONDARY AND ACUTE SETTINGS 3. SYSTEM INTEGRATION 4. LEARNING AND KNOWLEDGE TRANSFER Learning from Be Healthier Southeast Scotland Network Facilitated discussion with a broad range of stakeholders to consider wider potential for Be Healthier thematic groups in the context of Place Based Approaches and wider determinants of health. Midlothian will be healthier - Challenges H1 25/26: Pause to Digital Self-Management Platform action and following initial scoping Midlothian IJB took the decision to focus on other aspects of the carer’s agenda and revoked the Direction to undertake this work on 27th March 2025. Page 233 of 700
Page 234
4 1. Midlothian is Healthier Outcome 1: Midlothian Care and Support Community Cooperative (Delivery model for a community care and support co-operative is established and expanded, evaluation, and targets set) Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/ 27.H1.01 Explore and define the demand for and the benefit of a Midlothian Care and Support Co- operative by January 2024 through a process of co-design H1 25/26: Target Paused Following initial scoping Midlothian IJB took the decision to focus on other aspects of the carer’s agenda and revoked the Direction to undertake this work on 27th March 2025. 100% Midlothian Health and Social Care Partnership (MHSCP); Planning Officer Carers; Grace Cowan; Service Manager Disabilities SMP.23/ 27.H1.02 Support the implementation and growth of the Midlothian Care and Support Co- operative across 2025 H1 25/26: Following initial scoping Midlothian IJB took the decision to focus on other aspects of the carer’s agenda and revoked the Direction to undertake this work on 27th March 2025. 0% Midlothian Health and Social Care Partnership (MHSCP); Planning Officer Carers; Grace Cowan; Service Manager Disabilities Page 234 of 700
Page 235
5 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/ 27.H1.03 Complete an evaluation of delivery and impact to inform future development H1 25/26: Following initial scoping Midlothian IJB took the decision to focus on other aspects of the carer’s agenda and revoked the Direction to undertake this work on 27th March 2025. 0% Midlothian Health and Social Care Partnership (MHSCP); Planning Officer Carers; Grace Cowan; Service Manager Disabilities SMP.23/ 27.H1.04 Develop and support a sustainable model across 2026-27 H1 25/26: Following initial scoping Midlothian IJB took the decision to focus on other aspects of the carer’s agenda and revoked the Direction to undertake this work on 27th March 2025. 0% Midlothian Health and Social Care Partnership (MHSCP); Planning Officer Carers; Grace Cowan; Service Manager Disabilities Page 235 of 700
Page 236
6 1. Midlothian is Healthier Outcome 2: Falls Prevention and Support Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/ 27.H2.01 Define the future Midlothian Falls Pathway Complete 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/ 27.H2.02 Establish an emergency falls phone line Emergency Falls Phoneline is fully operational, offering a 24/7 service. Complete 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/ 27.H2.03 Establish urgent falls referral routes and processes Complete 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/ 27.H2.04 Design falls prevention and Complete Wider participation from all relevant professions secured 100% Midlothian Health and Social Care Page 236 of 700
Page 237
7 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By management training as per evidence base. Input to augment the falls prevention and management training. Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/ 27.H2.05 Deliver falls prevention and management training to 100 people at risk of falling Complete 296 Pathway between MSK service and MAC continues to improve with direct referral now in place. 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/ 27.H2.06 Evaluate progress and develop an improvement plan to inform required progress in relation to available data intelligence H1 25/26: Complete Falls dashboard now live and being promoted across the system. New NHS Lothian Falls Prevention and Management Framework has enabled a draft Implementation Plan. MHSCP plan to review current performance against framework. Gap analysis will inform future developments. 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/ 27.H2.07 Evaluate progress and develop an improvement plan to inform required progress in relation to proactive identification and H1 25/26: This work has been incorporated in the Frailty Programme using frailty scores in addition to assessment data. Early work is underway to consider the use of Risk stratification. This 80% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Page 237 of 700
Page 238
8 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By engagement with people at risk of falls will enable us to build on the Frailty Scale work and define the resources from supported self-management to multifactorial assessment as care bundles aligned to the risk stratification Exploratory work is underway around what good would look like to support citizens explore use of digital technologies. Team; Grace Cowan SMP.23/ 27.H2.08 Evaluate progress and develop an improvement plan to inform required progress in relation to access to service offers and supports H1 25/26: Programme resource not currently available. Services mapped to frailty scale and early directory in development. Community Appointment days evaluation report will help inform next steps. 70% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/ 27.H2.09 Evaluate progress and develop an improvement plan to inform required progress in relation to cross-system preventative approaches H1 25/26: This action will be progressed under our new direction to develop an integrated self-management framework to clarify expectation of how services will work with people to be more informed about their condition(s), be better prepared for when they feel less well, and describes how to access the right support when it is needed by December 2025. 50% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan Page 238 of 700
Page 239
9 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By The Fall Prevention and Management Framework and specifically the implementation activities associated with Prevention will be led by the Community Falls Network. Associated actions will feed into thematic group. SMP.23/ 27.H2.10 Evaluate progress and develop an improvement plan to inform required progress in relation to promoting self- management H1 25/26:This action will be progressed under our new direction to develop an integrated self-management framework to clarify expectation of how services will work with people to be more informed about their condition(s), be better prepared for when they feel less well, and describes how to access the right support when it is needed by December 2025. CAD evaluation report will inform next steps. 50% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/ 27.H2.11 Embed the Midlothian Integrated Falls Pathway aligned to national and local strategy. H1 25/26: A Lothian-wide falls prevention and management framework has been ratified. MHSCP will engage in the implementation group. 50% Midlothian Health and Social Care Partnership (MHSCP); Grace Cowan Page 239 of 700
Page 240
10 1. Midlothian is Healthier Outcome 3: Digital Self-Management Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/ 27.H3.01 Collaboratively develop a minimum viable Digital Self- Management product in 2023-24 H1 25/26: Off Target This work has been paused as per IJB paper 18/6/24. 30% Midlothian Health and Social Care Partnership (MHSCP); Public Health (NHS); *Chief AHP; Grace Cowan SMP.23/ 27.H3.02 Using insight from the early development and testing, continue to build and connect the range of resources available in 2024- 2025 H1 25/26: Off Target This work has been paused as per IJB paper 18/6/24. 0% Midlothian Health and Social Care Partnership (MHSCP); Public Health (NHS); *Chief AHP; Grace Cowan SMP.23/ 27.H3.03 Upscale engagement and use of platform in 2026-27 H1 25/26: Off Target This work has been paused as per IJB paper 18/6/24. 0% Midlothian Health and Social Care Partnership (MHSCP); Public Health (NHS); *Chief AHP; Grace Cowan SMP.23/ 27.H3.04 Further develop functionality based H1 25/26: Off Target This work has been paused as 0% Midlothian Health and Social Care Page 240 of 700
Page 241
11 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By on evaluation and feedback per IJB paper 18/6/24. Partnership (MHSCP); Public Health (NHS); *Chief AHP; Grace Cowan 1. Midlothian is Healthier Outcome 4: Early Identification and Support for People Living with Frailty Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/ 27.H4.01 Provide training for people/staff/volunt eers within the Community Planning Partners on the signs of Frailty H1 25/26: Complete Workshop 14/11/24 enabled peer learning session for 27 staff across the system the target was 25. Asynchronous learning resources in development to create opportunity for those unable to attend. 100% Midlothian Health and Social Care Partnership (MHSCP); Primary Care *Service Manager; *Chief AHP; Grace Cowan; *Service Manager Red Cross SMP.23/ 27.H4.02 Increase the identification of people living with frailty using an As of August 2023, SPIRE EFI data is no longer available. This indicator is now closed. 100% Midlothian Health and Social Care Partnership (MHSCP); Page 241 of 700
Page 242
12 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Electronic Frailty Index (EFI) Primary Care *Service Manager; *Chief AHP; Grace Cowan; *Service Manager Red Cross SMP.23/ 27.H4.03 Increase the number of people living with frailty who have a completed holistic assessment Complete The British Red Cross have delivered 93 holistic assessments April 2024 to June 2024. 100% Midlothian Health and Social Care Partnership (MHSCP); Primary Care *Service Manager; *Chief AHP; Grace Cowan; *Service Manager Red Cross SMP.23/ 27.H4.04 Expand the use of Rockwood Frailty Index to identify the most vulnerable people living with frailty in the community and connect them with support to live healthy lives for longer H1 25/26: Modified Dalhousie Frailty Score co-created. Training session facilitated with team- based sessions negotiated. Resource pack developed Frailty is everyone's business – all services and teams to use frailty scale in every intervention. 70% Midlothian Health and Social Care Partnership (MHSCP); Primary Care *Service Manager; *Chief AHP; Grace Cowan; *Service Manager Red Cross Page 242 of 700
Page 243
13 Page 243 of 700
Page 244
14 Midlothian will be Safer Midlothian will be Safer - Summary of successes H1 25/26: Enhancing Community Justice: Pathways to Positive Outcomes The Community Justice Partnership successfully delivered the “Enhancing Community Justice: Pathways to Positive Outcomes” event on 25 September 2025. The event aimed to strengthen local understanding of community justice, promote collaboration across sectors, and identify shared actions to support early intervention and prevention in Midlothian. Attendance and Participation: The event attracted 65 attendees, including representatives from statutory and third-sector organisations as well as members of the public. Speakers and Thematic Contributions: Speakers included representatives from Public Health, Justice Services, Health in Mind, Families Outside, the Procurator Fiscal Depute, Access to Industry (lived experience), Children and Families, Scottish Fire and Rescue Service, the Y2K 180 Project, CLLE, and Police Scotland. Networking and Engagement: Stalls were provided by Women’s Aid, DWP, Access to Industry, Health in Mind, and Families Outside, supporting networking and partnership development. Interactive Session: An interactive activity focused on early intervention and prevention and generated actions to be taken forward collectively. Data and Evaluation: Feedback gathered at the event is being analysed and will inform the Community Justice Outcome Improvement Plan (CJOIP) and contribute to the “Midlothian will be safer” priority within the Single Midlothian Plan. Public Consultation on Community Justice Perceptions A public consultation attracted 295 responses, exploring public perception of community justice as a route to reduced reoffending and improved access to services across Midlothian. Initial analysis suggests a need to strengthen communication about what community justice is and how it benefits communities. The final report is pending and will shape future engagement and communications work. Page 244 of 700
Page 245
15 Strengthened Partnerships with Further and Higher Education • New links were made with Edinburgh College, Queen Margaret University, and Napier University to ensure that public events, consultations, and community justice messages are shared more widely, increasing reach and participation. • These links also open up opportunities for joint activity with students, including consultation, research, and co-production. 16 Days of Activism – Views of Young People • Views gathered from the earlier Hackathon were analysed and used to shape the 2025 16 Days of Activism theme, with a specific focus on children and young people’s views on violence against women and girls. • Partners participated in the planning group and will support activity through pledge days in individual offices and services, ensuring visibility across agencies. Men’s Group – STRIDE Programme Development • The STRIDE men’s group continues to run and has been enhanced with two additional modules specifically exploring masculinity and its links to behaviour, relationships, and offending. • Early feedback has been positive, with participants reporting that the new content feels relevant, practical, and reflective of their experiences. • All men subject to justice social work involvement are offered group work at the start of their order and again at review, ensuring repeated opportunities for engagement and change. • This development strengthens the partnership’s targeted interventions for men and supports wider outcomes around reducing reoffending, healthy relationships, and public protection. Arrest Referral Development and Innovation A review of arrest referral resources provided in St Leonard's custody suite in collaboration with Public Health, Edinburgh and East Lothian Partnerships aims to provide up to date and accessible support information for individuals within St Leonards Custody Suite, connecting them to health, wellbeing and social support services early in the justice process. A review of digital resource formats that can be utilised by partners for example, in the form of an app. review of the use and impact of ALLIS. Local improvement and innovation groups are being established to support operational delivery of arrest referral activity, ensuring learning from front line staff and lived experience can be channelled upwards to national strategic groups. This work aims to strengthen early intervention and diversion pathways and local learning. Midlothian will be Safer - Challenges H1 25/26: Funding Constraints and Sustainability • The Community Justice Partnership currently has no dedicated budget for the facilitation of Lived Experience Advisory Groups, limiting the ability to ensure regular participation. • Lack of resourcing restricts how far lived experience can be embedded in planning, delivery, and evaluation. Page 245 of 700
Page 246
16 Reduced Engagement and Event Capacity • Limited funding also reduces the ability to promote public events and consultations widely, leading to lower engagement than anticipated in some areas Restorative Justice Development • Restorative justice (RJ) remains a developing area locally and nationally. • The partnership is awaiting learning from the test case project undertaken by Community Justice Scotland and the Children and Young People’s Centre for Justice (CYCJ) to help shape local delivery models. • Funding and delivery arrangements still require further work; current progress is supported through engagement with the Restorative Justice Forum to learn from other areas. • At present, RJ in Midlothian is mainly delivered in school settings when issues are identified and is often facilitated by Police School Officers — meaning provision is issue-based rather than systematically embedded. • There is a clear need to identify, resource, and deliver training for staff across services to enable long-term, sustainable RJ provision that aligns with national principles and local community justice priorities. Midlothian Will be Safer actions As the Community Planning Partnership near the period of public consultation in preparation for the new Single Midlothian Plan, the partnership will prioritise review of 'Midlothian Will be Safer' actions to ensure they are relevant to community need and support a reduction in offending and reoffending. Some actions are not fully achievable under the current wording/ structure, limiting the partnerships progress. More robust and evidence-based action planning will be prioritised in the coming year. Page 246 of 700
Page 247
17 2. Midlothian will be safer Outcome: Midlothian communities will be safer Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. SAFER.01 Partnership delivery of restorative café programme to support the development of Restorative Justice delivery in Midlothian. H1 25/26: Restorative Justice remains a developing area across local areas and nationally. Funding streams and delivery remain a focus. The Scottish Government has provided funding to Community Justice Scotland (CJS) and Children and Young People’s Centre for Justice (CYCJ) to deliver the Restorative Justice Test Case Project. Through this project, learning from existing RJ services will enable the partnership to better understand how RJ is currently operating in other areas informing service development in Midlothian. The partnership continues to be represented at the Restorative Justice Development Forum, and we await findings in report due in H2. 50% Community Safety and Justice Partnership; Deklan Clelland; Rhea Dornan; Caroline Griffiths SMP.23/27. SAFER.02 Conduct a bi-annual public consultation with the community to gather views and perspectives on Safety & Justice within Midlothian H1 25/26: 2025 Public Consultation was launched on 18 June 2025. The consultation asked questions to gather perspectives about Community Justice in Midlothian by way of survey on Citizen Space and printed out on paper form. The public consultation was open to all who lived, worked and studied in Midlothian aged 12 years and above. 50% Community Safety and Justice Partnership; Deklan Clelland; Rhea Dornan; Caroline Griffiths Page 247 of 700
Page 248
18 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By 289 responses have been gathered thus far. A decision to extend the consultation was made to ensure young people could be approached. The Community Justice Partnership will engage with young people during a partnership event on 10th Oct 2025 to ensure all community voices are captured. Analysis of the consultation will take place in H2 and will inform partnership actions for priority going forward. The consultation also aims to raise awareness of Community Justice across Midlothian and strengthen community engagement. SMP.23/27. SAFER.03 Complete an annual project with Edinburgh College media department and students with a focus on Community Justice and the wider partnership. H1 25/26: Partners, Families Outside launched their film in collaboration with Edinburgh College media students at the Community Justice: Enhancing Positive Pathways event on 25th September 2025. The event was well attended by a mix of professionals, public and those with lived experience. The film supported awareness raising of the impact of parental imprisonment and showcased the work of Families Outside across social media channels. Following the film project, further work around support for families and children impacted by the justice system is ongoing. led by Justice Services, with input from partners work will focus on identifying relevant touchpoints where children and families can be supported and where appropriate, where the needs of the family can be considered during sentencing. The partnership will maintain connections with Edinburgh College and begin planning for 2025/2026 project to highlight Community Justice development. 100% Community Safety and Justice Partnership; Deklan Clelland; Rhea Dornan; Caroline Griffiths Page 248 of 700
Page 249
19 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. SAFER.04 Support the implementation of Equally Safe Policy H1 25/26: Justice service continues to run STRIDE, a men’s group which supports improved understanding of emotional regulation. STRIDE have rolled out the extended 6- week programme which includes two additional modules on masculinity. It is too early to gather data regarding the impact of additional modules; however, early feedback is positive with men in attendance engaging with the topic. 60% Community Safety and Justice Partnership; Deklan Clelland; Rhea Dornan; Caroline Griffiths; Thematic Leads SMP.23/27. SAFER.05 Support the facilitation of Public Protection Office (PPO) Training Briefs to support and promote the prevention agenda H1 25/26: Progression of this action has not been achievable in H1 25/26 as its successful competition was reliant on facilitation of a previous Community Justice Coordinator. The Community Justice Partnership have agreed that the action should be amended to ensure it is SMART and impact can be measured. Public Protection Office continue to facilitate Safe and Together training for professionals. 70% Community Safety and Justice Partnership; Deklan Clelland; Rhea Dornan; Caroline Griffiths SMP.23/27. SAFER.06 Promote and support individuals in the justice system to access timely and person-centred support services for mental health and substance use. H1 25/26: Police Scotland have confirmed that they no longer prioritise the use of ALISS. A review of support information provided to those in St Leonards custody suit and development of wider arrest referral pathways is underway. 100% Community Safety and Justice Partnership; Deklan Clelland; Rhea Dornan; Caroline Griffiths SMP.23/27. SAFER.07 Ensure buildings are trauma informed and meet the needs of those accessing a range of supports within, and that their H1 25/26: Services within No 11 are now progressing the recommendations within the report. Individuals accessing the services within No 11 have a number of opportunities to help shape service design and delivery. 100% Community Safety and Justice Partnership; Deklan Clelland; Page 249 of 700
Page 250
20 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By voice shapes joint service delivery. Justice Services held consultation with BOUND advisory group to review appointment letters, Justice social work report letters and warning letter templates sent out by JSW. Recommendations were made and changes to correspondence have now been implemented ensuring a trauma informed approach. The letter templates have been shared and have been adapted for use in Fife Council. Rhea Dornan; Caroline Griffiths SMP.23/27. SAFER.08 Engage with further and higher education establishments on a range of projects that promote the work of community justice H1 25/26: The partnership maintains links with higher education establishments and Edinburgh college by promotion of Community Justice Events and Public Consultation. As the Community Planning Partnership near the period of public consultation in preparation for the new Single Midlothian Plan, the partnership will prioritise review of this action to ensure it is achievable and impactful. 70% Community Safety and Justice Partnership; Deklan Clelland; Rhea Dornan; Caroline Griffiths SMP.23/27. SAFER.09 Raise public awareness of the work and responsibilities of public protection among the general public H1 25/26: Progress on this action has stalled to ensure personal information disclosed by participant with lived experience is protected. Transcripts of the podcast have been reviewed, and the Podcast will require editing to ensure only relevant information is shared. This has been completed with the full participation of the lived experience interviewee and has been guided by training provided by Community Justice Scotland. 25% Community Safety and Justice Partnership; Deklan Clelland; Rhea Dornan; Caroline Griffiths Page 250 of 700
Page 251
21 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By The partnership has been unable to engage the Procurator Fiscal due to their capacity which has also stalled completion. Work is under way, supported by a lived experience participant, to explore potential use of the podcast as training material to enhance the reach of this project and ensure its longevity, achieving maximum impact. SMP.23/27. SAFER.10 Set out our view of including Boys and Men describing the essential features for services based on the Equally Safe gender framework. H1 25/26: Views gathered from the Hackathon attended by 63 young people from S1 - S6 across various schools have been analysed and have informed planning for 16 Days of Activism which will focus on the views of young people. A mapping exercise is underway to identify current interventions in place across Midlothian which support boys and men to challenge unhealthy attitudes impacting gender inequality. The partnership continues to support the development of the Equally Safe Strategic Group and have begun collating and analysing local crime statistics relating to violence against women and girls to inform development of action planning under Priority Action 4 of Equally Safe (Supporting boys and men to desist from all violence against women and girls). 60% Community Safety and Justice Partnership; Deklan Clelland; Rhea Dornan; Caroline Griffiths Page 251 of 700
Page 252
22 GIRFEC GIRFEC - Summary of Successes H1 25/26: Overview 12 Priority Outcomes guide the work of the Midlothian GIRFEC Board. Multi-agency collaboration is central, with partners contributing across thematic subgroups. Priority 1: Children’s Rights UNCRC principles embedded across partnership programmes: partners share regular updates on their progress towards embedding children's and young people’s rights into their culture, policies and practice. A Knowledge Exchange and Networking Event is planned in November to celebrate progress made. Priority 2: The Promise and Corporate Parenting Actions from The Promise and Corporate Parenting plans are being progressed as planned. Subgroup partners have shared how they are threading the 5 foundations of The Promise and corporate parenting duties into their everyday practice. Ongoing engagement ensures care-experienced children’s and young people’s voices are central. Priority 3: Improved Access to Safe and Healthy Spaces Midlothian Play Strategy 2025–2028 developed with focus on home, community, and education settings. UNCRC principles and inclusive play are golden threads. 386 children and young people consulted during LDP-2 development. Future consultations and policy development planned for 2026. Priority 4: Mental Health and Wellbeing Single Point of Access (SPA) pilot referral system begins across 9 schools in Nov/Dec 2025. Refocused scope due to funding constraints; emphasis on existing resources. Partners have successfully secured funding to enhance the MidSpace website, integrating youth-specific mental health resources and referral pathways. SHINE survey engaged 3,737 pupils; results will inform future strategy. Priority 5: Neurodevelopmental Support 1,582 children on ND assessment waiting list (Aug 2025). Pan-Lothian ND Steering Group established with 5 workstreams. Midlothian working group continues advancing early-stage inclusion and support within schools and communities, with planning informed by lived experience research. Professional learning promotes neuro-affirming practice. Priority 6: Trauma-Informed Practice Circa 1,500 staff trained; education programme reached 1,000+. Draft relationships policy in development. Page 252 of 700
Page 253
23 Professional Support Structures: Nurture Leads Community of Practice focuses on reflective supervision and skill-building. Priority 7: Whole Family Wellbeing Whole Family Wellbeing (WFW) approach informed by families. Third sector supports in place. Family Learning strategy launched. Priority 8: Transitions Transitions Framework and ASN forum established. Transition passports and ARC training delivered. Web resources and Futures Fairs launched. Priority 9: Maternal and Infant Support Breastfeeding group funded to Oct 2026; more friendly spaces created. Circle of Security parenting programme delivered Infant MH training now part of training pathway for Health Visiting staff Priority 10: Child Poverty Referral routes to income maximisation established. Emergency food insecurity pathway developed. Awareness campaigns launched (e.g., 'Worrying about money?' leaflet). Focus on reducing stigma and developing universal preventative approaches. Priority 11: Joint Commissioning Draft Joint Commissioning (JC) Framework developed. Joint Commissioning was recognised as a corporate transformation project, so the work paused within GIRFEC subgroup. GIRFEC Joint Strategic Needs Assessment underway. Priority 12: GIRFEC Practice Pan-Lothian Info Sharing Protocol refreshed and signed off. Revised templates and DPIA processes in place. Remaining actions include project oversight and addressing resource gaps. Next steps The Statutory Integrated Children’s Services Plan (ICSP) is nearing the end of its 3-year cycle. We are taking time to reflect on progress made, celebrate our achievements, learn from our experience and prepare for the next plan which commences in April 2026. GIRFEC - Challenges H1 25/26: Priority 4: Mental Health and Wellbeing Single Point of Access (SPA) pilot has no additional funding, which limits the positive impact we could have. We will speed up the time between requests for support and support being identified, but a young person may still have to wait for supports to become available (i.e. waiting lists). Page 253 of 700
Page 254
24 Priority 7: Whole Family Wellbeing Meeting demand when services have been saturated – waiting well. Increasing demand and complexity of need. Funding beyond 26/27 to be identified. Early and preventative help at an earlier universal level needed. Understanding medium to longer-term outcomes/impact remains a gap in data. Priority 8: Transitions Funding for Transitions Development Worker ends in March 2026. Priority 9: Maternal and Infant Support Breastfeeding group funded to Oct 2026; Funding uncertain beyond this. Priority 12: GIRFEC Practice Information sharing across partners continues to be an issue (e.g. SPA pilot). Page 254 of 700
Page 255
25 Outcome 01: The rights of children and young people in Midlothian are respected in everything we do Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Produce a map of organisational readiness exists (a snapshot in time) High levels of knowledge exchanged via presentation sessions. The mapping exercise is now complete and offers a snapshot of work completed and work remaining that will progress through time. SMP.23/27 .G1.01 Understand the readiness for incorporation of UNCRC into Scots law across partners' organisations and teams High levels of knowledge exchanged via presentation sessions. The mapping exercise is now complete and offers a snapshot of work completed and work remaining that will progress through time. 100% Areas of focus for baselining are identified We have identified 2 areas for collective focus. Multi agency learning and self- assessment. Channels of participation are established and evidenced between this CPP subgroup and children and young people A working group is mapping all known participation groups. Feedback is collated and analysed from children and young people N/A Ways in which to capture multi agency feedback from children and young people is being considered by the working group. Planned participation which might be of broader benefit/interest is shared routinely by subgroup members via the subgroup. SMP.23/27 .G1.02 Baseline children and young people’s perspectives on how they feel their rights are respected, focussing on priority areas as identified from ‘understanding the readiness for incorporation’ G2 Priority areas identified for collective focus are multi agency learning and self-assessment. The working group has mapped all known participation groups. The next steps will be capturing multi agency feedback from children and young people during 2025/26. 100% An action plan exists to support the incorporation of UNCRC principles in partnership programmes 1 x action plan produced N/A Not yet started - dependent on completion of previous actions. SMP.23/27 .G1.03 Support the implementation of the action plan to incorporate UNCRC principles in partnership programmes H1 25/26: The subgroup supports partners to incorporate UNCRC principles in partnership programmes and across their service areas. 0% Support the implementation of the action plan to incorporate UNCRC principles in partnership programmes - 80% of actions are progressing (green status) The subgroup supports partners to incorporate UNCRC principles in partnership programmes and across their service areas. Page 255 of 700
Page 256
26 Outcome 02: Families are supported to stay together at home Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress The progress reporting template is routinely completed by subgroup members for the Promise and Corporate Parenting work Progress reporting in place for the Promise and Corporate Parenting strands. Aim to extend to wider stakeholders and increase return rate. Actions are RAG rated, and progress is compiled to provide an overview (1 progress report provided) RAG rating in place for CP and Promise Plans. Process automated, improving efficiency of process. SMP.23/27 .G2.01 Gain and maintain an overview of progress across Community Planning Partnership organisations to meet their obligations under Plan 21-24 outcomes RAG rating in place for CP and Promise Plans. Process automated, improving efficiency of process. This action relates to the 2021-2024 Plans. 100% Successes and challenges are reported to the GIRFEC board and guidance is taken forward Mechanism in place (reporting template & others) to capture & report successes and challenges. Good progress being made. SMP.23/27 .G2.02 Review the mechanisms that exist to share key achievements and challenges between partner organisations Review completed. Children and Young People's Rights Subgroup is being trialled as the single reporting group. 100% A review of existing reporting/working groups is completed, and an agreement is reached on the best structure Review is complete and recommendations were presented to GIRFEC Board. SMP.23/27 .G2.03 Identify challenges, successes and opportunities for collaborative action and agree areas of focus H1 25/26: Working group has identified areas of collective focus, and challenges and successes fed this back to the Board. 100% Areas of collective focus are identified, and challenges and successes are fed back to the Board Yes N/A To be presented to the GIRFEC Board in November Page 256 of 700
Page 257
27 Outcome 03: Children and young people have improved access to a variety of safe and health promoting places and spaces Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress The LDP2 Evidence Report has incorporated the representative views of children and young people H1: 25/26 - We have supported the development of the LDP-2, focusing on the creation and protection of places that help improve the health and wellbeing of children and young people. We have promoted children and young people’s involvement in spatial planning, and we have helped consult with 386 children and young people during initial engagement stage. The draft Evidence Report has been reviewed by members of the GIRFEC Children and Young People's Rights Subgroup H1:25/26 - Completed. Comments made by Public Health & Play Midlothian. LDP2 Evidence Report going to Scottish Ministers in July 2024. SMP.23/27 .G3.01 Work together to provide a child- inclusive approach to the Midlothian Local Development Plan 2 H1 25/26: Data gathered on an ongoing basis. This was co- ordinated by Council Planning Officers, with GIRFEC Subgroup contribution. 100% The Integrated Impact Assessment is completed with representation from GIRFEC members H1:25/26 - Data is being gathered on an ongoing basis. This is being co-ordinated by Council Planning Officers, with GIRFEC Subgroup contribution. Expected completion before 31/03/26. There is evidence that the play sufficiency assessment and open space strategy have been informed by GIRFEC stakeholders Completed. Comments made by Public Health & Play Midlothian. LDP2 Evidence Report went to Scottish Ministers in July 2024. SMP.23/27 .G3.02 Contribute to the Play sufficiency assessment and open space strategy Comments made by Public Health & Play Midlothian and both documents are almost finalised. Further work emerging as a result e.g. via the Play strategy. Documents were shared with relevant partners for comment. Improved connections through this work. 100% There is evidence that the play sufficiency assessment and open space strategy have listened to and incorporated the representative views of children and young people. We have supported the development of the LDP-2, focusing on the creation and protection of places that help improve the health and wellbeing of children and young people. We have promoted children and young people’s involvement in spatial planning, and we have helped consult with 386 children and young people during initial engagement stage. 100% Page 257 of 700
Page 258
28 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Review is complete and recommendations are presented to GIRFEC Board Confirmation at February 2024 GIRFEC Board meeting that a play strategy is required. This will dovetail with the physical activity strategy. SMP.23/27 .G3.03 Review the need for a Midlothian play/recreation strategy or statement incorporating (safe & healthy spaces) Short-life working group progressing, with 10 of 10 meetings completed. Actions for 24/25 have been completed. Play strategy or alternative exists, the actions have been implemented and there is a mechanism in place to review progress GIRFEC Subgroup has led the creation of the Midlothian Play Strategy and Action Plan 2025-2028. Outcome 04: Midlothian's children and young people have timely access to appropriate emotional, mental health, and wellbeing support Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SPA project lead recruited, and scoping exercise completed Yes Yes SPA project lead recruited, and scoping exercise completed. Data sets analysed Yes Yes Working Group developing baseline dataset and plans in place to address gaps in dataset. All 6 High Schools to participated in SHiNE survey in Feb 2025. SPA Delivery plan in place Yes Yes Plan in place.SMP.23/27 .G4.01 Understand service demand, capacity, impact and what's important to children and young people H2 24/25: Actions complete. Baseline dataset gathered and gaps identified, and joint strategic needs assessment planned for 25/26. 6 High Schools participated in SHiNE survey in Feb 2025, adding to the data available. TAtC have been gathering data about demand for various supports funded via WFWF and CMHF using their activity tracker and will use this to inform funding decisions for WFWF and CMHF in 2025/26. 100% Strengths and gaps established Yes Yes The activity tracking information being gathered from TAtC - the gateway to access most of the CMHT and WFWF funded services/supports - helps to identify gaps in local provision which can be addressed in future funding rounds. Funding amount and duration confirmed Yes Yes Completed Programme Sponsors in place, leaders recruited, and steering group established Yes Yes Programme Sponsors in place, leaders recruited, and steering group established SMP.23/27 .G4.02 Mobilise programme H1 25/26: Actions complete. Funding amount and duration confirmed. Project Sponsors in place, lead recruited and steering and working groups established. 100% Yes Yes Page 258 of 700
Page 259
29 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Comms and Engagement Plan in place for Phase 1 and 2 Completion date moved in response to Council discussions on what is in scope and timescales for pilot in schools. High level model blueprint signed off and quality assurance framework in place Yes Yes High level blueprint signed off, based on revised scope of SPA pilot. Recruitment for operational post(s) is complete Yes Yes Reduced funding and change in scope means we are no longer recruiting additional posts. Costing exercise undertaken for full implementation of SPA and presented to GIRFEC Board for approval Yes Yes Scale of implementation impacted by limited funding available and need to maximise early supports through CMHF and WFWF. SPA providers and referrers consulted and engaged for Phase 1 along with TOR and partner/provider agreements N/A This action is no longer valid as pilot is using current partner/provider agreements and quality assurance framework. Referral process, triage system and safeguarding system in place Yes Yes Online referral process, triage system and safeguarding system in place for pilot. Data sharing protocols in place and IT system changes completed Yes Yes Work in progress. DPIA drafted and conversations with NHSL to ensure data sharing protocols are in place. Granicus online form and case management flow developed. SMP.23/27 .G4.03 Develop Single Point of Access (SPA) model for Midlothian (Phase 1) H1 25/26: Actions complete. SPA model developed for Pilot within one Associated School Group, involving one high school and eight primary schools feeding into the high school. Extended to education resource requests in addition to mental health and wellbeing support requests. 100% High level model blueprint signed off and quality assurance framework in place Yes Yes Pilot involves using current partner/provider agreements and quality assurance framework. SPA Provider and Referrer workshop(s) training delivered Yes N/A Action for December 2025. Activity monitoring process confirmed, and timetable reviewed Yes N/A In progress Service launch with first referrals received triage and assessment meetings begin (1 service launched) Yes Yes SPA model developed for Pilot within one Associated School Group, involving one high school and eight primary schools feeding into the high school. Extended to education resource requests in addition to mental health and wellbeing support SMP.23/27 .G4.04 Launch Single Point of Access (SPA) (Phase 2) H1 25/26: Associated Schools Group (ASG) confirmed in early September. Work underway on refining online Single Point of Access process and preparing for launch with ASG. This has taken longer than anticipated due to education priorities and importance of getting this right. Launch date to be confirmed imminently - expected to be January 2026 at the latest. 0% Page 259 of 700
Page 260
30 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress requests. Revised launch date January 2026. Service review meetings to assess activity and levels of need in place Yes N/A Action for 2026 once new process is operational Continuous improvement plan produced and in place Yes N/A Action for 2026 once new process is operational Programme Delivery Plan reviewed, and Phase 3 plans approved Yes N/A Action for 2026 once new process is operational Outcome 05: Children and young people receive the appropriate needs-based support whilst they are assessed for neurodevelopmental concerns Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Assessment and planning approaches are informed by views of children, young people and families Yes Yes ND Peer support toolkit launched in June 2024. Children, young people and family’s reference/strategy group established Yes Yes Engagement interviews/focus groups undertaken involving young people currently on ND assessment wait list and their parents/carers. Data analysed and actions agreed to continue engagement and feedback process. SMP.23/27 .G5.01 Engagement with children, young people, families and partners ND Peer support toolkit launched in June 2024. Engagement interviews/focus groups undertaken involving young people currently on ND assessment wait list and their parents/carers. Data analysed. 100% Learning gained from tests of change in East Lothian and Fife Yes Yes Action complete Training plan established for inclusive classrooms and neuro- affirming practice Yes Yes Action complete SMP.23/27 .G5.02 Inclusive, neuro- affirming practice and effective support for cyp on ND Waiting List (Phase 1) Training plan established for inclusive classrooms and neuro- affirming practice. Professional learning offer being established to school staff in Midlothian. Further roll out of SCERTS training to school and central team. Project plan established to 100% Demographics of waitlist understood, and support options identified. Project cohort identified and Multi-Disciplinary Yes Yes On Target - Challenges in gaining understanding of demographics of waitlist. This is a Lothian-wide issue that is out with Page 260 of 700
Page 261
31 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress map level and effectiveness of current support arrangements - participation information and consent forms in development. Team (MDT) working group membership and duration identified the control of the ND working group. Pam Murray taking forward. Potential supports identified. Impact analysis undertaken to identify way to progress, commissioning options etc. Yes Yes Action complete. Initial scoping completed; phase 2 to be designed by the MD working group. Mapping activity complete for current neurodevelopmental assessment pathways for under and over 7s Yes Yes Action complete Review of Requests for Assistance processes, thresholds for specialist assessment, triage processes Yes N/A H1 2025/26: Not Available Not started. See action update. SMP.23/27 .G5.03 Scope elements within pathway implementation (Phase 2) H1 25/26: Pan-Lothian ND pathway transformation programme now underway. The actions outlined in the GIRFEC Plan are still valid, they will just progress in a different way and at a different pace. 100% Review of post-assessment and post-diagnostic support Yes N/A H1 2025/26: Not Available Not started. See action update. Referral responsibilities agreed amongst key professionals (GPs, schools, Health Visitors) (Referral responsibilities agreed) Yes N/A H1 2025/26: Not Available Not started. See action update. Communications on neurodevelopmental assessment pathway and training workshops delivered to support use of tools/new Requests for Assistance (Training workshops delivered) Yes N/A H1 2025/26: Not Available Not started. See action update. Data capture points introduced along the pathway to monitor improvements (Data capture points introduced) Yes N/A H1 2025/26: Not Available Not started. See action update. SMP.23/27 .G5.04 Develop pre-clinical assessment element of the pathway (Phase 3) H1 25/26: Pan-Lothian ND pathway transformation programme will inform how these actions will be progressed locally. 0% Quality assurance processes are implemented and capacity issues amongst partners (Quality assurance processes are implemented) Yes N/A H1 2025/26: Not Available Not started. See action update. Yes N/A H1 2025/26: Not Available 0% Page 261 of 700
Page 262
32 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Rollout including training in use of confirmed post diagnostic tools and supports in schools and communities for children, young people and families (Training on post diagnostic tools completed) Not started. See action update. SMP.23/27 .G5.05 Develop post- diagnostic support element of the pathway (Phase 4) H1 25/26: Pan-Lothian ND pathway transformation programme will inform how these actions will be progressed locally. Data capture points introduced along the pathway to monitor improvements (Data capture points introduced) Yes N/A H1 2025/26: Not Available Not started. See action update. SMP.23/27 .G5.06 Evaluation of pathway implementation H1 25/26: Pan-Lothian ND pathway transformation programme will inform how these actions will be progressed locally. 0% Stakeholder engagement period complete - sense checking improvements in referrals and pre- and post-diagnosis supports (Stakeholder engagement period complete) Yes N/A H1 2025/26: Not Available Not started. See action update. Outcome 06: All professionals are appropriately trained and equipped to deliver services in a trauma-informed way Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Professional learning delivered across informed, skilled and enhanced levels (Learning is delivered) Yes Yes H1 2025/26: On Target. In progress. Communications, resources, and implementation support is established Yes Yes H1 2025/26: On Target. In progress.SMP.23/27 .G6.01 Implement and strengthen trauma- informed practice across workforce H1 25/26: Over 1,400 staff across Midlothian Council and third sector have completed trauma-informed training (Levels 1 or 2). Training is supported by the Trauma-Informed Practice Steering Group and Relationships Wellbeing Care Group. 100% Baseline established for trauma- informed practice across the partnership workforce and measures of ongoing progress Yes Yes H1 2025/26: On Target. In progress. Baselines have been established in relation to attendance numbers, with the ambition of 5% increase yearly until 2026. In relation to knowledge, skills, and confidence levels, Page 262 of 700
Page 263
33 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress baselines are gathered pre-training and post training as part of the evaluation process. Definition of trauma-informed leadership agreed and clear commitment visible (Definition of trauma-informed leadership agreed) Yes Yes H1 2025/26: On Target. Action complete. A defined leadership pledge of support to Trauma Informed Practice approaches to council services has been agreed by the Trauma Steering Group Professional learning delivered on trauma-informed leadership (1 x learning delivered) Yes Yes H1 2025/26: On Target. In progress. Trauma informed practice training has been delivered to the council's leadership and managers forums, as well as a TIP session for Elected Members. Leadership training is promoted via the Scottish Trauma Informed Leaders Training (STILT) sessions, which are regularly promoted to council leaders. Values and principles of TIP are evident across leadership Yes Yes H1 2025/26: On Target. In progress. A logic model of evaluation has been established in relation to Trauma Informed Leadership by the Trauma Steering Group. This work is ongoing currently as part of the steering group's action plan for 2025. SMP.23/27 .G6.02 Define and strengthen trauma-informed leadership and systems A defined leadership pledge of support to Trauma Informed Practice approaches to council services has been agreed by the Trauma Steering Group, with a launch event planned for later in 2025. 100% Systems established that support and challenge leadership across the system Yes Yes H1 2025/26: On Target. In progress. Systems of support and challenge are a key consideration of Trauma informed leadership work ongoing as part of the TIP steering group work. Needs of staff in meeting needs of children and young people presenting with distress and mental health needs identified Yes Yes H1 2025/26: On Target. Action complete. Staff wellbeing and support are a key component of TIP training, with focus on the impact of supporting others in stress or distress. All training attendees are provided with a copy of the Staff Wellbeing Directory following all training sessions. Appreciative enquiry completed with school staff with findings informing policy and practice. SMP.23/27 .G6.03 Strengthen workforce care, support and wellbeing H1 25/26: Work continues in enabling all staff to feel confident in offering peer support and signposting colleagues to further support. Reflective spaces are valued and prioritised. 80% Development plan in place for professional support and supervision in schools and with partners Yes Yes H1 2025/26: On Target. In progress. A staff participation group has been established in Feb 2025 for staff impacted by trauma with a focus on staff wellbeing, support and supervision. Page 263 of 700
Page 264
34 Page 264 of 700
Page 265
35 Outcome 07: Families receive holistic support to help to deliver improved outcomes for children, young people and families Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Whole Family Wellbeing Working Group established Yes Yes H2 2023/24: On Target Action complete Whole Family Wellbeing approach/Framework defined Yes Yes H1 2025/26: On Target. In progress - The Whole Family Wellbeing Approach has been circulated to GIRFEC Board members for consideration at the May meeting. The document includes the group’s refreshed action plan to account for completed work and direction of travel now the approach is principally agreed. Families’ views are gathered and are informing the Family Wellbeing Service approach Yes Yes H1 2025/26: On Target. Action complete. Views shared in WG and have been to inform the WFWA. Family learning strategy signed off by GIRFEC Board (1 x family learning strategy complete) Yes Yes Action complete. Approved GIRFEC Board in February 2024 Existing family support services mapped (1 x map of family support services) Yes Yes Action complete Existing family learning opportunities mapped Yes Yes Target Action complete. Mapping completed SMP.23/27 .G7.01 Phase 1: Develop Midlothian's Whole Family Wellbeing Approach Whole Family Wellbeing Approach defined, informed by families' views. Family learning strategy approved, and existing family support services mapped. Data about the need for the support and interventions provided is being gathered and analysed. 100% Data about the need for the support and interventions provided is being gathered and analysed (Data on support and interventions is gathered and analysed) Yes Yes Action complete. This will inform funding plans SLA and contracts for third sector support via WFWF are in place Yes Yes H1 2024/25: On Target Action complete. Funding awarded to 8 organisations to deliver a programme of supports to CYP and families. Remaining budget to be used for additional commissioned services. Outcome measures for WFWA have been agreed Yes Yes Action complete. Criteria set by Scot Gov for WFWF usage provide the outcome measures to be achieved. SMP.23/27 .G7.02 Phase 2: Implement Midlothian's WFWA including partnership funding SLA and contracts for third sector support via Whole Family Wellbeing Approach are in place. Outcome measures for Whole Family Wellbeing Approach have been agreed. Family learning and parenting support programme is established to offer opportunities 100% Page 265 of 700
Page 266
36 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress across Midlothian for families with children of all ages. Family learning and parenting support programme is established to offer opportunities across Midlothian for families with children of all ages (1 x programme established) Yes Yes Action complete. 6 of the 8 organisations funded will be delivering elements of family learning and parenting support via their funded activities/supports. Further developments will come from mapping exercise. Data analysis of WFWF fund and outcomes Yes Yes Will inform funding plans SMP.23/27 .G7.03 Phase 3: review and enhance Whole family wellbeing approach Annual report complete and shared with planning partners. New measures and data set created for 24/25 will enable more robust data. CMHF has been identified as additional funding stream to support WFWA and complements the aims of the WFWA. Decision- making for the next financial year is being informed by the data regarding services, supports and needs. 100% Additional funding steams identified to support WFWA Yes Yes Action complete. CMHF has been identified and complements the aims of the WFWA. Decision-making for the next financial year is being informed by the data regarding services, supports and needs. Page 266 of 700
Page 267
37 Outcome 08: Young people transition into services in a planned, safe, and seamless manner Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Template developed for a transition passport that travels with the YP that can be updated easily Yes Yes H1 2025/26: On Target. In progress. Work continues with education which will inform future plans for a transition’s passport. A new referral to the ASN forum has been developed. This will improve the information travelling with the young person during transition. The referral has been completed. ARC Transitions training carried out for all key education, social work and third sector staff (1 x ARC transitions training carried out) Yes Yes H1 2025/26: On Target. In progress. Four ARC training sessions have been completed. Most staff have been trained but this will continue as staffing does change, and we want all new staff aware of our values and practices around transition. Leigh’s post has moved to Children’s Services (CS) and is supporting the newly formed disability team to up- skill them up regarding transitions. Transition assessment process in place for young people at 14 years (Transition assessment process in place) Yes Yes Action complete. Complete for all S3+ receiving Stage 3/4 supports are discussed, tracked and monitored throughout transition at the Transition Forum. Eligibility criteria clearly defined for all services Yes Yes H1 2025/26: On Target. In progress. Eligibility policy is in draft form and has been consulted with parents and carers, and young people. The working group are currently reviewing the document. Benchmarking exercise undertaken to map practices and processes in line with National recommendations Yes Yes Action complete - ongoing benchmarking will help to inform future practice. Young people, parents and carers have access to the information they need, when they need it (measurement to be defined) Yes Yes H1 2025/26: On Target. In progress. Parent/Carer Group and YPG set up, looking at what information is helpful at transition. Website pages are live and a good source of reference for parents and SMP.23/27 .G8 Take actions to ensure transitions planning and decision-making is carried out in a person-centred way with effective multi- agency co-ordination across all services H1 25/26: 5 remaining actions are progressing to plan. 95% Page 267 of 700
Page 268
38 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress young people around transitions. Coupled with the Compass app it gives a digital option to help people navigate and inform around transitions. Young people, parents and carers are supported to be involved in making decisions about services they receive (measurement to be defined) Yes Yes H1 2025/26: On Target. In progress. Leigh continues to meet with a carers group and a young person’s group and ensure their involvement in service development. Outcome 09: Families are supported in a way that demonstrably improves outcomes for mothers and babies Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress A local breastfeeding working group is co-ordinated in the Mayfield and Easthouses area. 1 x workshop established Yes Yes Action complete. 12-month evaluation shows good results RE contribution analysis. Longer term aim for this work to sit as part of 'healthier' CPP group with a focus on child health weight. 12-month project evals show that 90% of funded projects can continue all/some of their activities going forward. Peer support is provided for pregnant women and parents for breastfeeding/infant feeding Yes Yes H1 2025/26: On Target. In progress. Pilot underway, 14 women engaged with the 'Bump Buddies' sessions and 1:1 telephone support so far, 50% of those are from our property post codes. A decision on further funding was made, taking project duration up to March 2026, with a possible location change due to need identified in other area. Increase the awareness and familiarity of breastfeeding support in the local area during pregnancy and at birth. Yes Yes H1 2025/26: On Target. In progress. Pilot as above, if successful, will support this. Good engagement from all stakeholders including third sector. SMP.23/27 .G9.01 Take actions to improve the breastfeeding rate in Mayfield and Easthouses A local breastfeeding working group is set up and running well in the Mayfield and Easthouses area. Now with a focus on the promotion and evaluation of the pilot project. 12-month evaluation shows good results RE contribution analysis. Longer term aim for this work to sit as part of 'healthier' CPP group with a focus on child health weight. 12-month project evals show that 90% of funded projects can continue all/some of their activities going forward. 100% Page 268 of 700
Page 269
39 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress The number of ‘Breastfeeding Friendly’ spaces in Midlothian has been increased, including private businesses with a focus on Mayfield and Easthouses and Pathhead Yes Yes Action complete. Breastfeeding Welcome Scheme complete. Appropriate NHS and Council premises have breastfeeding- friendly accreditation Yes Yes Action complete. Appropriate premises defined, BFW Scheme complete. Pilot project undertaken in Midlothian providing 1:1 support to pregnant women Yes Yes Action complete. 3-year project was successful and is now complete. 30% of women identified as smoking have an appointment to make a quit attempt date through Quit Your Way programme Yes Yes H1 2025/26: On Target. In progress.SMP.23/27 .G9.02 Increase the number of women who quit smoking during pregnancy Pilot project undertaken in Midlothian providing 1:1 support to pregnant women. 30% of women identified as smoking at booking appointment have an appointment to make a quit attempt date through Quit Your Way programme. Engagement rate – 32.1% six month rolling average back from April 2025. An improving picture. 100% A successful 12 week quit rate (above national average) is achieved and maintained Yes Yes Action complete. Engagement rate – 32.1% six month rolling average back from April 2025 (NHS Lothian 11%). The Circle Up, Up and Away approach is embedded across the Partnership Yes Yes Action complete SMP.23/27 .G9.03 Support children in their early years who are at risk of language and communication delay, to meet their developmental potential The Circle Up, Up and Away approach is embedded across the Partnership. Complete, training is ongoing to include new starts. 100% Speech and Language Therapy Teams receive appropriate referrals into S&L service Yes Yes H1 2025/26: On Target. In progress. Linzi Fowler leading on this work with input from Southeast Region Speech and Language SERSLCL. Page 269 of 700
Page 270
40 Outcome 10: Lower numbers of children and young people live in relative poverty Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SMP.23/27 .G10 Implement and deliver on the actions set out in the Local Child Poverty Action Plan Amie Wilson and Catherine Dunn are leads for this. Three areas of focus linked with GIRFEC action plan are 1) Uptake of Best Start Grants and Best Start Foods; 2) Referral pathway; 3) Crisis Support/Infant Food Insecurity. Work is progressing to plan. 60% Deliver on the actions set out in the Local Child Poverty Action Plan Amie Wilson and Catherine Dunn are leads for this. Three areas of focus linked with GIRFEC action plan are 1) Uptake of Best Start Grants and Best Start Foods; 2) Referral pathway; 3) Crisis Support/Infant Food Insecurity. Work is progressing. Outcome 11: Joint commissioning is in place, to better support our Partnership to identify local needs, resources and priorities to improve outcomes for children, young people and families Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress DPIAs in place for Council and NHS Yes Yes Completed Final draft of Joint Commissioning Framework complete Yes Yes Completed Stakeholder consultation period complete Yes Yes In progress Final version of Joint Commissioning Framework document complete N/A H1 25/26: Action paused - Confirmation received that this work is being taken forward via Midlothian Council Transformation Programme. SN will be on the working group so will be able to keep GIRFEC Board updated with plans and progress once the work commences. NHS and Council authorisations in place Yes N/A Not started. Confirmation received that this work is being taken forward via Midlothian Council Transformation Programme. SMP.23/27 .G11 Develop and implement Joint Commissioning Framework Confirmation received that this work is being taken forward via Midlothian Council Transformation Programme. The Subgroup Chair will be on the working group so will be able to keep GIRFEC Board updated with plans and progress once the work commences. 100% Page 270 of 700
Page 271
41 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Governance structure agreed by GIRFEC Board Yes N/A Not started. Confirmation received that this work is being taken forward via Midlothian Council Transformation Programme. Training/workshops in place on use of Joint Commissioning Framework Yes N/A Not started. Confirmation received that this work is being taken forward via Midlothian Council Transformation Programme. Communications messages shared Yes N/A Not started. Confirmation received that this work is being taken forward via Midlothian Council Transformation Programme. Scoping exercise to identify commissioning projects/budgets underway Yes N/A Not started. Confirmation received that this work is being taken forward via Midlothian Council Transformation Programme. Outcome 12: Strengthened GIRFEC practice ensures information is shared proactively to aid prevention and early intervention Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Scoping exercise to identify commissioning projects/budgets underway Yes Yes Completed Delivery plan in place Yes Yes Action no longer required as no additional issues identified by GIRFEC partners SMP.23/27 .G12.01 Establish Information Sharing Protocol across GIRFEC partnership Updated local Information Sharing Agreement back with DPO. Finalised version will be shared with GIRFEC members for circulation within their departments/organisations. Each department/organisation has responsibility to create their own local agreements along with their DPO. Once agreements created then they should be held centrally (available for inspection as required). 100% Next steps confirmed following update on current position Yes Yes Action no longer required as no additional issues identified by GIRFEC partners SMP.23/27 .G12.02 Identify and resolve any other information sharing issues - outside Protocol sphere - impacting on GIRFEC Partners Action complete. No issues were identified by GIRFEC partners. This will be monitored, and actions taken, if any issue is highlighted. 100% Consultation with GIRFEC Partners complete Yes Yes Completed Page 271 of 700
Page 272
42Page 272 of 700
Page 273
43 Midlothian will have a Community Learning and Development Partnership Midlothian will support residents to improve employability and outcomes in our Communities - Summary of Successes H1 25/26: Annual participation measure for 2025 is 93.9%, the biggest cohort size to date at 4,157. 2025 data nationally was 93.3% so Midlothian slightly above Scottish average. Earnings by place of residence is above Scottish and GB average with gap for females narrowing. Latest figures for qualifications (Dec 24) for 16- to 64-year-olds show Midlothian is above Scottish and GB averages at levels 1 to 3 and above GB level at level 4 but below Scottish average. Those with no qualifications are now below both GB and Scottish averages. NOLB support – - All Age Employability team has continued to provide support to 281 people, with 47 new starts in Q2. - PES has continued to support 236 parents with a further 58 new parents started in Q2. 15 parents are awaiting initial assessments. - A concerted effort over last 2 years in developing college pathways has resulted in college/FE outcomes increasing to 32, the largest number so far. - NOLB partners reaching economically inactive people through UKSPF. - Employer engagement improving with a greater number of local employers offering opportunities for clients to meet them to discuss opportunities in their businesses - Newtongrange Development Trust Online charity shop is made up of NOLB parent volunteers and has won ' Volunteer Team of the Year' for their innovative and inspiring model to reduce waste, combat climate change and strengthen local communities. CLLE Foundation Apprenticeships had 85% completion rate, well above initial baseline set of 57.3% in areas including construction, automotive, hospitality, accountancy, business skills, IT, social services and scientific technologies. Modern Apprenticeships completion rate of 80% is above overall SDS achievement rate for MA’s - 70% for 16-19 years and 75% for 20+. Midlothian Libraries were successful in a bid to SLIC for funding for the digital portal for those who wish to use the library for self-directed learning on digital skills. Work is underway with CLLE to develop this portal and train library staff. Third sector successes include well attended training session on using AI in the third sector and the continuing partnership with third sector organisations through the Community Mental Health and Wellbeing Fund Midlothian will support residents to improve employability and outcomes in our Communities - Challenges H1 25/26: Major concerns around continuation of funding after March 2026 with some funding streams ending and no replacements yet in place, e.g. UKSP. UKSP funding this year has seen some projects reducing the number of new clients taken on due to the uncertainty of being able to continue long term support post 2026. This is also reflecting on the number of volunteering opportunities available. Year on year funding remains an issue for long term planning. Earnings by place of work is below the Scottish and GB averages. Females weekly pay is still below both Scottish and GB average with hourly pay remaining below both Scottish and GB averages for women. Page 273 of 700
Page 274
44 Gross weekly pay and hourly pay rates for males is above average but below for females, though gap is narrowing. PES has seen a rise in DWP referrals but a rising number of those referrals not engaging with service. Recruitment of parents for the LTU paid work placements has been very challenging this year with keyworkers working hard to motivate some of their clients to take up these opportunities. The team are working on a promotional video on LTU placements to raise awareness of the opportunity and will highlight real lived examples from previous year applicants. SLDR 23/24 is 1,035 leavers in Midlothian (95.3%), slightly below Scottish average (95.7%). SLDR interim data shows 91.5% compared to Scottish average of 93.1% so bigger drop in numbers at this point, with 6% drop in FE and an increase in number of young people unemployed and not seeking due to ill health. New positive destination governance structure is in place and 16+ network across all high schools focusing on SLDR as priority. Lack of take up of adult learning classes offering qualifications especially at Nat 5 and Higher levels despite new tutors recruited and new subjects offered in response to requests/survey results. Currently undertaking questionnaire to determine why take up is low and how we can adapt programme to be more flexible and create more robust pathways through qualification levels. The complexity of the digital world is increasing, and we are seeing higher levels of anxiety from people who feel they are unable to keep up with increasing digital demands. CLLE did not secure funding from Regeneration Capital Grant Fund to develop/rebuild Woodburn Community Hub (former MARC building) leaving gap in available premises for local people. Page 274 of 700
Page 275
45 Outcome 1: Improve employability outcomes for Midlothian residents Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Midlothian residents earn above the national average (NOMIS – tracking only) Baseline: Midlothian full-time workers gross weekly pay (£622.90) is below Scottish average (£640.30) H1 25/26: NOMIS shows earnings by place of residence is £741.30 gross weekly pay in Midlothian, above the Scottish average of £740 and GB average of £729.80. Males are earning £783.40 above the Scottish (767.70) and GB average (777.50) with the gap for females narrowing - 692.80 (Midlothian), below Scottish (£701) and above GB average (£673.20). Earnings by place of work in Midlothian is £695.70, below the Scottish average of £739.70 and GB average of £729.60). Gross weekly pay for males is £805.60, above Scottish (£766.60) and GB averages (£766.80). Females weekly pay is still below both Scottish and GB average at £651.60, compared to £701 Scotland and £673.40 GB. Hourly pay in Midlothian remains below both Scottish and GB averages at £18.20 (Scotland £19.17 and GB £18.72) with males earning above the average at £19.62 (Scotland £19.38 and GB (£19.36). Women are still below average hourly rate Midlothian £17.68, Scotland £18.96 and GB £17.92. The number of people supported through employability programmes: NOLB – baseline 624 Target 430 H1 25/26: NOLB All Age Employability team have continued to provide support to 281 people, with 47 new starts in Q2. PES has continued to support 236 existing parents on our caseloads and a further 58 new parents started in Q2. 15 parents are awaiting initial assessments The number of people supported through employability programmes: Fair Start – baseline 216 Target 289 H1 25/26: figures not available as not taking on new clients SMP.23/27 .LEP.01.01 Target employability support to those in the following groups: Priority families highlighted in Child Poverty Action Report; People with longer term health conditions; Young people underage of 25; Those aged over 50; Those in low paid or insecure work H1 25/26: 37 economically inactive people engaged with keyworker support through UKSP funding this quarter, higher than target set of 25, despite working with a very difficult client group who often do not engage. PES team supported a total number of 342 parents (106 new and 236 existing from 24/25) - 48 parents have secured or progressed in employment, 7 parents have started HE/FE, 104 accredited qualifications have been achieved by 47 parents. 18 parents have started a long term unemployed paid work placement within Public and Third sector organisations. With one parent securing sustainable employment. All age employability - working with 281 people, 94 new starts since April 2025. 13 moved into employment mainly in customer services and construction, 5 into MA's (mainly trades), 19 qualifications delivered in CSCS, 32 moved on to FE/HE. Fair Start working with legacy clients only, no new referrals - no data available on current numbers 85% Number of economically inactive people engaging with keyworker support services H1 25/26: unable to gather figures as no longer measuring this Page 275 of 700
Page 276
46 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress through UKSPF - S31.1 New measure 23/24 target 130, 24/25 target 121 SMP.23/27 .LEP.01.02 Anchor organisations create pathways into better paid, secure and local employment H1 25/26: 4 paid work placements successfully piloted with NHS Lothian for Midlothian residents secured jobs within NHS Lothian. Funding has been secured for 3 more paid work placements which start in October 2025 85% 2 tests of change are completed and impact evaluated – years 1 and 2 target 1 1.5 SMP.23/27 .LEP.01.03 Identify opportunities to establish collaborative practices between NHS Lothian, Midlothian Council and colleges that support HSCP and LEP members to create more opportunities for local people to enter HSC work H1 25/26: A small Midlothian pilot to make it easier for employability partners to find entry level NHS Lothian vacancies and to support people to apply for them. Feedback has been positive and next steps being considered. 50% 1 opportunity identified years 2- 4 4 3 H1 25/26: On target as 4-year target SMP.23/27 .LEP.01.04 Anchor organisations deploy their influence and resources to support fairer work and create opportunities through procurement and community benefits H1 25/26: For Midlothian during the period 01/04/25 – 30/09/25, there were 11 applications via the NHL Community Benefits Gateway. All were approved. Examples of requests include play equipment, Website, IT Support, /Equipment, pressure washer, bird boxes, dining Table and chairs & hall hire. CLLE involved in 9 community benefit projects 60% SMP.23/27 .LEP.01.05 Sustain level of Modern Apprenticeships (MA) / Foundation Apprenticeships (FA) H1 25/26: CLLE FAs offered in range of areas in 2024/25 including construction, automotive, hospitality, accountancy, business skills, IT, social services and scientific 75% 70% completing or moving into positive destination new measure Baseline completion rates: MA 85%; FA 57.3% MA - 70% FA – 70% 85% 85.5% H1 25/26: FA target 57.3% achieved 85.5%, MA target 85% achieved 80% but above SDS overall achievement rate of 70% for 16-19 years and 75% for 20+ Page 276 of 700
Page 277
47 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress technologies. Total number of starts 215 with 184 registered on FIPS, 81 completed NPA (Level 6 only) and 141 completed full FA certificate. 85.5% completion rate, above baseline of 57.3% 118 MAs offered, 48 achieved, 80% completion rate. Overall SDS achievement rate for MA's 16-19 years is 70% and 20+ is 75%. SMP.23/27 .LEP.01.06 Focus on labour market gaps and new opportunities to create learning and employability pathways into new and growing occupations (green technologies, data driven innovation, health and social care and childhood practices) H1 25/26: This has been reviewed as part of NOLB Operating Plan 2025 taking into account available data including SDS Regional Skills Assessment presented to the LEP. Course offered in Fibre Communications for PES resulted in 4 people attaining qualification. Econ Dev supporting development of the Heat Network Suite and planning to host green career events after October. 65% Labour market analysis (SDS) data reviewed twice year to identify priorities 8 reviews 6 5 H1 25/26: 5 reviews (2 annually) completed to date resulting in changes to priorities and identifying gaps. Opportunities offered in Telecommunications, care and security industry SMP.23/27 .LEP.01.07 Identify and develop links with employers, colleges / universities and social enterprises H1 25/26: NOLB developing new courses and opportunities for PES and AAE clients to achieve qualifications in SIA door supervision and Telecoms training CTTS. Links made with employers including Seton Sands Holiday Park and Farm: Food to Table/Rural Skills with Borders College. 18 LTU work placements offered across the public and third sector in variety of posts. NOLB dedicated Employer Liaison keyworker acts as the 60% 1 new partnership opportunity offered each year to address gaps 4 1 1 Page 277 of 700
Page 278
48 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress key contact for employers has also linked in with Business Gateway attending their networking coffee mornings with local employers. The new Child Poverty Employability Co-ordinator started in September and is networking with LEP partners and other employers and attended the Chamber of Commerce Expo event SMP.23/27 .LEP.01.08 Maintain school leaver destinations (SLDR) and annual participation measures (APM) at 1% above Scottish average through partnership supported transitions and direct individual support H1 25/26: SLDR 23/24 is 1,035 leavers (95.3%) compared to Scottish average of 95.7%. SLDR interim data shows 91.5% compared to Scottish average of 93.1% so bigger drop in numbers but snapshot methodology used. 6% drop in FE, increase in number of young people unemployed and not seeking due to ill health. Annual participation measure for 2025 is 93.9%, the biggest cohort size to date at 4,157. 2025 data nationally was APM 93.3% so Midlothian slightly above Scottish average. New positive destination governance structure in place and 16+ network across all high schools focusing on SLDR as priority. 60% Tracking: 1% above Scottish average 1% 1% On Target APM 16 to 19’s annual 2023: 94.3% National 95.4% Midlothian 2022: 92.4% National 93.4% Midlothian SLDR 21/22 Midlothian 95.5% National 95.7% 22/23: Midlothian 95.3% National 95.9 SMP.23/27 .LEP.01.09 Curriculum review of school’s education with partners H1 25/26: Curriculum leads across all schools working with LA colleagues to develop MACO timetable further. FA's now being embedded into schools’ 100% New measure – actions identified year 1, implement recommendations years 2-4 N/A H1 25/26: MACO now operational across all schools and increase in FA's offered by schools including new FAs at level 6 Page 278 of 700
Page 279
49 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress delivery and wider range of level 6 FAs offered SMP.23/27 .LEP.01.10 Support young people to build skills for life and work through CLLE provision H1 25/26: 1,779 people engaged with CLLE services across 258 opportunities. 302 home visits were carried out to help young people engage with the service and support those not in a positive destination. 155 people accessing our services live in SIMD 20% and 727 in SIMD 40%.761 young people accessed CLLE youth services over 113 different opportunities, 38 from SIMD 20% and 206 from 40% SIMD. 48 received one to one youth work support/positive destinations support. 75% Target 3200 young people supported each year 3,200 1,779 SMP.23/27 .LEP.01.11 Identify key priorities, develop and deliver LEP/NOLB action plan H1 25/26: On track although satisfaction survey completion remains low and is a focused area of priority for new Child Poverty Employability Co- ordinator. 85% Outcome 2: Local people will have increased opportunities to influence decisions through work with public sector, Third Sector and community capacity building Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SMP.23/27 .LEP.02.01 Create opportunities for those with direct experience to H1 25/26: Individuals who access employability support across partners are surveyed to 60% 1 for each anchor organisation annually Baseline: Midlothian score card shows satisfaction 1 1 Page 279 of 700
Page 280
50 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress co-create and continually enhance employability services assess how well partners meet the Customer Service Standard and what support has had the most impact. This is used to improve services and identify staff training needs. Responses have been low to date, and this is now being prioritised by the new Child Poverty Employability Coordinator CLLE are continuing to support the lived experience researchers through a learning programme to develop critical thinking skills and prioritise actions from the research report, that Midlothian Council and NHS Lothian have provided feedback to PHS on the data dashboard. The Community Planning Strategic Welfare Rights Group has its first meeting in June 2025, and the Welfare Rights Forum has its first meeting in April 2025 to support the equitable access to income maximisation rates on 12 standards with all above 50% but only 1 above 85% Target: 12 above 85% by year 4 2 annually SMP.23/27 .LEP.02.02 Use Customer Charter for Employment Support Services and Employability Shared Measurement Framework to benchmark services and identify improvements H1 25/26: Priority for 2025/26 being taken forward by Child Poverty Employability Co- ordinator as numbers remain low. 50% Minimum 8 service users engaged in Forum Twice yearly questionnaire to users 8 0 H1 25/26: Off target, Forum not yet set up but priority task for new CP Emp Co- ordinator Number of volunteering opportunities created through UKSP New measure: 23/24 target – 996 24/25 target – 520 Interventions S8.3 and S33.2 4,599 4,352 H1 25/26: On target for yearSMP.23/27 .LEP.02.03 Create and support volunteering programmes that engage local people in community capacity building activities H1 25/26: Now measuring in different way - measuring no of volunteering opportunities created and supported. 1,687 volunteering opportunities supported, and 2,665 opportunities created through 80% Number of people engaged in community capacity activities 25 37 Page 280 of 700
Page 281
51 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress UKSP. The number of volunteering opportunities created has already exceeded the target for 25/26 and the number of opportunities is on track to reach target by H2. No longer able to report on people engaged in CCB activities as no longer a UKSP measure. through UKSP 23/24 target: 122 23/24 target 73 Intervention S9 H1 25/26: This is no longer a measure for UKSP so unable to report on this from 2025/26 onwards. Number of people attending volunteer recruitment fair Baseline 2022/23: 26 VIO and 140 visitors Target 2023/24: 20 VIO and 100 + visitors 0 0 H1 25/26: One volunteer fair a year planned for February 2026 Number of nominations to Volunteer Awards Baseline 2022/23: 44 nominations Target 2023/24: 40 nominations 40 43 Number of organisations advertising volunteer vacancies with THIRD SECTOR INTERFACE Baseline 2022/23: 59 Target 2023/24: 60 60 82 Number of THIRD SECTOR INTERFACE registrations for Saltire Awards Baseline 2022/23: 248 Target 2023/24: 250 228 106 H1 25/26 - slightly lower at same time last year but still on target SMP.23/27 .LEP.02.04 Maximise opportunities for volunteering to be promoted and celebrated through partnership working H1 25/26: Recruitment Fair planned for February 2026. 43 nominations received for Volunteer Awards. 82 organisations advertising 160 volunteering opportunities and an increase in organisations advertising opportunities. 106 registrations for Saltire Awards, slightly lower than last year at same stage. 117 Saltire Awards achieved ranging from 10 hours to Summit awards. 75% Number of THIRD SECTOR INTERFACE Saltire Awards achieved Baseline 2022/23: 223 Target 2023/24: 228 228 117 H1 25/26: On target though slightly below at same point last year Number of THIRD SECTOR INTERFACE training courses Baseline 2022/23: 10 Target 2023/24: 10 8 4 H1 25/26: On target for year Number of THIRD SECTOR INTERFACE funding events Baseline 2022/23: 4 (due to UKSPF) Target 2023/24: 2 2 1 H1 25/26: On target for year SMP.23/27 .LEP.02.05 Support Third Sector organisations to manage their organisations effectively and access funding H1 25/26: 4 events run (VSDS Regulated Roles, Innovation Morning on AI, PVG Don't Panic and Attract and retain volunteers). Communities Mental Health and Wellbeing Info session held. 31 80% Page 281 of 700
Page 282
52 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress H1 25/26: 4 events run (VSDS Regulated Roles, Innovation Morning on AI, PVG Don't Panic and Attract and retain volunteers). Communities Mental Health and Wellbeing Info session held. 31 organisations received 1:1 support Number of organisations receiving 1-2-1 support from THIRD SECTOR INTERFACE Baseline 2022/23: 56 Target 2023/24: 30 30 31 Number of coordinated partnership outreach sessions. New measure 1 per year in identified areas 4 2 H1 25/26: On target - new LOIP proposal going to Council to approve approach for 6 areas in total until 2027 SMP.23/27 .LEP.02.06 Work in partnership with local communities and organisations to coordinate outreach services in areas where residents have to travel to access services (Loanhead, Bilston, Danderhall and rural areas) H1 25/26: Report going to CP Board for approval on local plans to follow Living Well approach in Woodburn. Areas proposed are Bilston/Roslin 2025/26, Loanhead 2027/28, Danderhall/Shawfair 2027/28, Mayfield and Easthouses 2025/26 and Gorebridge 2025/26 (desk top exercises) 40% Number of people attending outreach sessions – new measure to establish baseline N/A Outcome 3: Improve the breadth, quality and impact of informal and formal lifelong learning including access to qualifications Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SMP.23/27 .LEP.03.01 Further develop adult learning and capacity building opportunities for local residents to remain active and involved in their local communities H1 25/26: A total of 974 people were engaged in adult and family learning with137opportunities offered. Overall, 311 adults from 40% SIMD have taken part in adult learning programmes and 67 from 20% SIMD. 137 people were enrolled in the paid for programme. Q2 saw the start of a new qualification a PDA in Sociology and Psychology. Take up of qualifications are low with 73% Number of people participating in CLLE adult and family learning programmes Baseline 22/23: 1,581 Target 23/24 – 1,600 1,600 974 H1 25/26: Target if for full year but unlikely to meet overall target by March Page 282 of 700
Page 283
53 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress several classes cancelled due to lack of numbers. An adult learning partnership meeting in September also saw early discussions around new learning pathways for care, nursing and early education and childcare. 131 qualifications have been secured by CLLE adult learning participants and 5 qualifications secured through UKSP funding this quarter including Emergency First Aid at work and REHIS Elementary Food Hygiene. 57 families engaged in the summer family learning programme with 146 children participating and learning alongside parents and carers. 15 families attending follow up family cooking sessions. ESOL currently runs classes from 0-Beginners all the way to intermediate (National 5). There are 55 learners engaging in the programme with individual support also being offered to 2 Afghan families. ALN supports 16 individuals, and a creative writing programme is running with 3 ALN learners joining. CLLE supported Midlothian Council and the Midlothian Twinning Association to facilitate a twinning visit from Kreis Heinsberg over the summer. The development of the Woodburn Hub has continued with a Centre Co-ordinator appointed through UKSPF. CLLE supporting work to reduce poverty through in person COL workshop for partners and plans Page 283 of 700
Page 284
54 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress underway for Challenge Poverty Week. Work with poverty community researchers ongoing, delivering 8-week programme on critical thinking skills. Supporting Pantry Network to trial collaborative buying across 6 member pantries and continuing Cash First Trusted Partners model. Funding for 5 VERA's successful for pantries and Woodburn Hub. 37 community groups supported by CLLE Review completed and priorities and actions identified by 2024 3 3 SMP.23/27 .LEP.03.02 Review paid adult learning programmes to identify priorities and gaps and produce action plan H1 25/26: New qualifications offered in September but low take up at Nat 5 and Higher levels so will be reviewed. Questionnaire /survey underway 70% % of recommendations implemented in years 2-4 3 3 Number of Midlothian residents accessing Data Skills Gateway (Data Education in Colleges) Baseline 2020: 186 Target 2024: 204 Target 2025: 224 Target 2026: 246 224 348 H1 25/26: 348 residents accessed Data Skills, exceeding the 2025 target of 224 and showing strong growth from the 2020 baseline of 186. The target for 2026 is 398. Number of Midlothian learners participating in digital skills via anchor organisations and THIRD SECTOR INTERFACE Review targets annually CLLE Baseline 22/23: 57 CLLE Target 23/24: 70 70 118 H1 25/26: 102 learners across 7 groups including home visits and 18 active volunteers supporting Connect Online Project. SMP.23/27 .LEP.03.03 Increase opportunities for Midlothian residents to be digitally included H1 25/26: 348 Midlothian residents have accessed the Data Skills Gateway in 2025, exceeding the 2025 target of 224 and showing strong growth from the 2020 baseline of 186. The target for 2026 has been increased to 398. The college has developed a model that embeds data skills within Core and Meta Skills delivery for non-advanced full- time courses accessed by Midlothian residents. This approach ensures data literacy is integrated across learning, enabling students to apply data confidently in real world decision making and problem solving. By designing this forward-looking model, the college is equipping learners with the future skills 95% Midlothian Volunteer Action Connect Online baseline -74 learners, 22 volunteers Target: 74 learners, 22 volunteers 74 102 Page 284 of 700
Page 285
55 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress needed to thrive in an increasingly digital workforce. MCA session on AI had 31 attendees Connect Online engaged with 102 learners across seven groups and including home visits. 18 active volunteers delivering sessions. CLLE engaged with 24 learners in specific digital skills programmes including PC Passport and ESOL focused digital programme. Using Google Classroom for delivery of wide range of courses and qualifications online. CLLE and Libraries jointly producing self- directed resources for those unable to attend classes and will be hosted on Council website with library staff trained to access these with visitors. Midlothian libraries successful in bid for SLIC funding to develop digital portal for self-directed learning. SMP.23/27 .LEP.03.04 Sustain qualification levels for adults at National Vocational Qualifications (NVQ) at all levels H1 25/26: NOMIS has changed the way they measure qualifications by using Regional Qualifications Framework rather than NVQ (SVQ). This means data is more difficult to align with levels in Scotland as there are 12 points on SQQF framework and 8 on RQF. Latest figures (Dec 24) for 16- to 64-year-olds show Midlothian above Scottish and GB at levels 1 to 3 and above GB level at level 4 but 75% Tracking only – maintain above Scottish average levels 1 to 4; below Scottish average no qualifications N/A Page 285 of 700
Page 286
56 Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress below Scottish average. Those with no qualifications are below both GB and Scottish average. Data: Level 4 and above is 52.1% Midlothian (53.7 Scotland and 47.2% GB); level 3 and above 73.2% Midlothian (71.9% Scotland, 67.6% GB), Level 2 and above 88.9% Midlothian (87.1% Scotland 86.5% GB); level 1 and above 89.9% (88.2% Scotland and 88.9% GB). Midlothian are below Scottish and GB averages for those with no qualifications 7.1% (8.2% Scotland and 6.8% GB). This only measures vocational qualifications. SMP.23/27 .LEP.03.05 Deliver CLD Plan on annual basis and prepare annual report on performance and impact H1 25/26: Annual report being drafted for Sep 2024 to Sep 2025 period 85% Report published Number of 3- year plan actions on target Baseline 21/22: 20 on target, 13 requiring some action, 1 requiring focused attention 100% 80% H1 25/26 - Annual report being written for approval by November 2025 Outcome 4: Enhance the impact of Police Scotland’s priorities to support communities through the work of the Police Scotland Local Authority Liaison Officer Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SMP.2327. LEP.04 The Police Scotland Local Authority Liaison Officer will act as a single point of contact to support partnership working: H1 25/26: The LALO continues to provide support to all partner agencies working on several projects to achieve shared goals and outcomes. 80% New post no baseline Number of requests for support 100% H1 25/26: Not being measured in this way so cannot report data Page 286 of 700
Page 287
57Page 287 of 700
Page 288
58 Midlothian will be Greener Midlothian will be Greener - Summary of Successes H1 25/26: 1. A valuable ’deep dive’ into the direct support and key connections the Chamber of Commerce can provide to the wider Community Planning Climate Emergency Group meeting formed part of the groups in person May 2025 meeting. These opportunities are something we intend to build on and into our wider work programmes. 2. The group was delighted with Buglife’s successful in bidding to deliver the innovative Riverwoods restoration programme across Midlothian. The Riverwoods programme takes a holistic catchment approach to riparian management delivering impactful benefits for wildlife and people. The Esk was one of four catchments in Scotland chosen for the next phase of the project alongside the Spey, Tay and Kyle of Sutherland. 3.Local Development Plan 2 is currently being developed within the Council. Council planning staff continue to endeavour to take on the views of the Community Planning Climate Emergency Group across policy areas such as loss of greenspace, nature networks, prime agricultural land, avoidance of development on functional floodplain, the protection & improvement of riparian habitat and wider biodiversity protection and enhancement. Midlothian will be Greener - Challenges H1 25/26: 1. Discrete ‘group-initiated task’ are not at possible with the resourcing levels and priorities set in individual roles. For now, the group focus on ‘adding value to each other’s day job’ whilst collectively and individually raising awareness and understanding of what can be done as points of support within our individual organisations and communities. 2. Midlothian Council has insufficient resource to support both strategic and operational consideration of climate matters. Whilst climate consideration does permeate across a range of Council services, there remains only one temporary member of staff with a dedicated focus on climate matters which by necessity is likely to be remain very strategic. Whilst critical this means, MLC has very little resource to service project/programme level interaction. This continues to result in hard decisions & significant lost opportunity. Page 288 of 700
Page 289
59 5. Midlothian will be Greener Outcome 1: Learning for Sustainability is increased Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. GREEN.01. 01 Train Midlothian Council Ranger Service and Volunteers in river fly monitoring H1 25/26: Complete 100% Two Council Rangers and 10 volunteers trained by 31 March 2024 100% H1 25/26: Complete Both targets reached and undertaken. N/A 100% Climate Emergency Group 3 schools adopting freshwater sites by 31 March 2025 0 H1 25/26: Off Target Target missed due to insufficient resourcing. N/A 3 SMP.23/27. GREEN.01. 02 Engage with Midlothian Council education service and encourage Midlothian schools to adopt freshwater sites, in the context of the Scottish Government’s Learning for Sustainability Action Plan for Vision 2030+. H1 25/26: In progress 60% Education delivery package produced 60% H1 25/26: On Target The Council’s STEM lead has left MLC, and the post was not backfilled. Buglife have also faced significant resourcing capacity issues. Recently Learning for Sustainability has been led on by an MLC Education Support Officer who has made the following progress in support of the action: 1) An audit was completed (academic year 24/25) to ensure compliance with Target 2030 action point that all children receive their entitlement to LfS. 50% Climate Emergency Group Page 289 of 700
Page 290
60 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By 2) A network has begun to be established to allow a cohesive, future focused approach across all schools - but this is still very much in its infancy. 3) A small sample of schools (chosen via the network) conducted a LfS self- evaluation using the draft toolkit created by Education Scotland pertaining to the Target 2030 action point that all schools be sustainable settings by 2030. SMP.23/27. GREEN.01. 03 Consideration given to Midlothian Council having a Climate Adaptation Vision, signed off across Council departments with Councillor support. H1 25/26: Complete 100% Introduction of an adaptation vision given consideration by 31 March 2025 100% H1 25/26: Complete A ‘Climate Ready Midlothian’ Vision focusing on the 3 primary public duties of climate adaptation, climate mitigation and wider sustainability will form part of the Climate Strategy refresh directed by 12 Nov 24 Council. The Climate Strategy with an action programme embedded has been prepared by MLC’s Climate Change Lead Officer with input across service and is expected to be tabled at Council early 2026 with the request for cross service and Council sign off. The N/A 100% Climate Emergency Group Page 290 of 700
Page 291
61 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By high-level outcomes, objectives and actions embedded within the Strategy will be taken forward across Council services with individual Key Performance Indicators set against post holders. SMP.23/27. GREEN.01. 04 Work with Midlothian Energy (MEL Ltd) on targeted education of low carbon heating and renewable energy solutions in Midlothian H1 25/26: Complete Interaction with MEL continues on an ongoing basis. 100% Delivery of actions by 31 March 2027 100% H1 25/26: Complete Midlothian Energy Limited (MEL) is progressing with its education programme. The cross-sector Community Planning Climate Emergency Group is interacting with the wider work program with MEL represented on this group. N/A 100% Climate Emergency Group Page 291 of 700
Page 292
62 5. Midlothian will be Greener Outcome 2: Sustainable Living is increased Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. GREEN.02. 01 Establish a Midlothian Climate Hub - to act as an information and sign posting point for climate information and projects H1 25/26: Complete 100% Midlothian Climate “Hub” established by 31 March 2025 100% H1 25/26: Complete Climate Hub is now in place. The Climate Hub manager attends CEG and is in regular contact with Councils Climate Lead Officer. N/A 100% Climate Emergency Group SMP.23/27. GREEN.02. 02 Produce and distribute electronic information on how to promote biodiversity in small scale spaces to householders, community groups, businesses and developers H1 25/26: In progress New work in support of this action has not commenced, but previous work exists. 20% Information produced and distributed by 31 March 2025 20% H1 25/26: Target missed due to resourcing. Work has not commenced. Previous related work exists providing a useful baseline. However, the Mar 25 target has been missed due to conflicting workload pressures within the Council land use planning team (who do not have a designated biodiversity lead post) with similar workload conflicts in play for wider Climate Emergency Group members. N/A 100% Climate Emergency Group SMP.23/27. GREEN.02. 03 Community/Social Enterprise food production in Midlothian (a Midlothian Growing Network) is mapped, and a Midlothian Growing Network is hosted and promoted H1 25/26: In progress 30% Information mapped and hosted by 31 March 2025 15% H1 25/26: Target missed Climate Action Hub faced significant uncertainty in respect of funding during late 2024 which resulted in unavoidable lost N/A 100% Climate Emergency Group Page 292 of 700
Page 293
63 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By on an accessible website time progressing actions. A ‘Food Circle’ facilitated by the Climate Action Hub was initiated May 25 and set new priorities in respect of climate action round food, as a result MCAN will now focus on supporting: - - Community Meal Creation - with MCAN’s first pilot meal held in Rosewell at the end of September 2025. - Community Gardens Creation – with the aim of linking up community gardeners and other food growers with the foodbanks, community fridges and pantries that so many households rely upon. SMP.23/27. GREEN.02. 04 Identify current community scale Climate Change projects in Midlothian and have them hosted on an accessible website H1 25/26: In progress No chance to progress in earnest as yet within Midlothian Climate Action Hub. 50% Climate projects identified and hosted on accessible website by 31 March 2025 50% H1 25/26: Target missed The Midlothian Climate Action Hub faced significant uncertainty in respect of funding during late 2024 which resulted in unavoidable lost time progressing actions. N/A 100% Climate Emergency Group SMP.23/27. GREEN.02. 05 Use Climate Emergency Group and Midlothian Climate Hub to help promote H1 25/26: Complete Ongoing action. 100% Promotion of active travel information and events complete 100% H1 25/26: Complete Events distributed when they occur. N/A 100% Climate Emergency Group Page 293 of 700
Page 294
64 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By available active travel information and events e.g. Walk to School events, Sustrans Big Walk and Wheel, Cycle to Workdays, and wider walk and cycle promotion events SMP.23/27. GREEN.02. 06 Work with Sustrans, SEStran, and neighbouring local authorities to identify opportunities for bike/ebike hire projects and promote active travel H1 25/26: Complete 100% Identify 3 opportunities for bike/ebike hire projects 3 H1 25/26: Complete SUSTRANS funding has enabled provision of a Brompton Bike Hire locker at Sheriffhall Park and Ride. The locker contains eight bikes available for public hire. The bikes are managed and maintained by Brompton. The Active travel team are working with SUSTRANS funding project planning the introduction of electric Cargo or e-bikes to be incorporated into the staff fleet. Active travel strategy was consulted on and will form a useful basis for the draw in of external funding. N/A 3 Climate Emergency Group SMP.23/27. GREEN.02. 07 Work with public transport providers, community councils and ComoUK and others to increase the number and availability of bike storage spaces, H1 25/26: Complete 100% 3 bike storage areas are created by 31 March 2025 3 H1 25/26: Complete Active travels are currently preparing surveys to inform the location of wider storage facilities and make the case for N/A 3 Climate Emergency Group Page 294 of 700
Page 295
65 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By mobility hubs, and encourage multi-modal journeys funding to this purpose. MLC Active Travel colleagues are utilising funding from SEStrans to improve, upgrade and install cycle storage at schools across the authority. Seven schools were identified as requiring such storage and these are - St Davids Primary, Woodburn Primary, Cornbank Primary, Bilston Primary, Burnbrae Primary, St Mary's Primary and Roslin Primary. To be considered for the funding schools had to participate in the Bikeability programme. Bikeabiliy has increased the ‘reach’ of individuals An increase in cycle storage within schools will also help encourage an increased number to participate in active travel. The active travel team are also looking to install other types of storage for scooters, prams and staff bikes to encourage other Page 295 of 700
Page 296
66 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By modes of active travel. Tool stations are being implemented in the major towns across the authority. These tool stations will provide an area for members of the public to be able to do minor repairs to their bike with the stations having simple tools and a track pump for blowing up tyres to encourage cycling. SMP.23/27. GREEN.02. 08 Engage with shared transport and car club providers to establish a shared transport scheme across Midlothian H1 25/26: In progress There has been no resource within the Climate Emergency Group to enable this action to be progressed this year. 0% Shared Transport scheme established by 31 March 2026 0% H1 25/26: On Target There has been no resource within the Climate Emergency Group to enable this action to be progressed this year. Given the deadline is not until 2026 this action is currently taken as being on target. N/A 0% Climate Emergency Group SMP.23/27. GREEN.02. 09 The 2023-27 Single Midlothian Plan, in principle, will support and encourage climate and climate adaptation/resilience projects that come forward in its lifetime that help deliver its Vision H1 25/26: Complete This action is ongoing. 100% Supported and encouraged climate and climate adaptation/resilience projects 100% H1 25/26: Complete This is ongoing work for the Climate Emergency Group and the Midlothian Climate Action Hub. The Local Development Plan 2 Evidence report reflects climate as a key consideration and the final LDP2 plan (currently in preparation) will N/A 100% Climate Emergency Group Page 296 of 700
Page 297
67 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By reflect climate as a primary focus. 5. Midlothian will be Greener Outcome 3: Low Carbon/Renewable Energy Development and Home Energy Saving is Increased Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. GREEN.03. 01 Support and promote Changeworks household decarbonisation project in Midlothian – and Information on home energy savings and funding sources are signposted from a Midlothian Climate Hub H1 25/26: Complete This action is ongoing. 100% Promotion of Changeworks events in Midlothian and funding sources signposted from Midlothian Climate hub 100% H1 25/26: Complete This is ongoing work for the Climate Emergency Group and the Midlothian Climate Action Hub. N/A 100% Climate Emergency Group SMP.23/27. GREEN.03. 02 Work with Midlothian Council on delivery of its Local Heat and Energy Efficiency Strategy (LHEES) H1 25/26: Complete This action is ongoing. 100% Climate Emergency Group; Midlothian *Energy (MEL) Page 297 of 700
Page 298
68 5. Midlothian will be Greener Outcome 4: Carbon Storage is increased Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. GREEN.04. 01 Map areas of existing wildflower and meadow in Midlothian, encourage Midlothian Wildflowers, and seek to increase number of partners on wildflower meadows, hedgerows and roadside verges projects H1 25/26: Off Target Action not started by the Climate Emergency Group yet. Assistance/Input from the Midlothian Climate Action Hub likely to be required to discharge. 0% Information mapped and two new partners by 31 March 2024 N/A H1 25/26: Off Target Action not started due to lack of resourcing. Assistance/Input from the Midlothian Climate Action Hub likely to be needed to discharge this action. N/A 100% Climate Emergency Group SMP.23/27. GREEN.04. 02 NatureScot to connect Midlothian Council with Peatland Action team to explore peatland issues and the potential for support on assessment and future project delivery H1 25/26: Complete 100% Advice provided from NatureScot by 31 March 2024 Yes H1 25/26: Complete N/A Yes Climate Emergency Group SMP.23/27. GREEN.04. 03 Engage with landowners of peatland- on-peatland matters identified by NatureScot H1 25/26: Complete 100% Engagement undertaken to connect NatureScot/Midlothian Council with landowners by 31 March 2025 100% H1 25/26: Complete N/A 100% Climate Emergency Group SMP.23/27. GREEN.04. 04 Investigate undertaking a natural capital audit of Midlothian, in part to help determine which areas have the most carbon sequestration potential via nature restoration - H1 25/26: Off Target There is currently no resource to progress this. 10% Investigation undertaken by 31 March 2025 10% H1 25/26: Off Target Target missed, currently no resource available that can be directed towards pursuing this. Climate Lead Officer has been given other priorities. N/A 100% Climate Emergency Group SMP.23/27. GREEN.04. 05 Map areas of greenspace and tree canopy cover in Midlothian to identify missing links H1 25/26: In progress In line with Local Development Plan 2 deadlines. 85% Mapping and identification work complete by 31 March 2025 85% H1 25/26: Off Target Target missed but in progress with current LDP2 timelines 25/26. N/A 100% Climate Emergency Group Page 298 of 700
Page 299
69 Page 299 of 700
Page 300
70 OFFICIAL Economic Development Economic Development - Successes H1 25/26: Economic Development: Procurement: The ED service continues to work collaboratively with the Procurement Service with regular meetings between Officers to progress activity. Key areas developing this quarter are: Buy Social Pledge – calculation of spend with Social Enterprise/Supported firms is in progress. The current catalogue of social enterprise suppliers is being updated in November and the opportunity for organisations to be listed on the catalogue has been publicised through social media channels. Local Supply Chain – the ED service continues to work with the Procurement service to identify local suppliers and support CWB Procurement Pillar to increase local spend. Tender opportunities are shared across Business Gateway Midlothian social media channels and with local businesses via Business Gateway Advisers. The Economic Development Procurement Mentor has supported 2 businesses in the last month of this quarter, with a further support meeting booked for the first week of Q3, this evidences a proactive approach by BG Advisers and an increasing appetite in the local supply base to access public sector contracts. Economic Development has been working on 4 procurement tenders in Quarter 2: 2 Business Gateway Expert Help Consultancy tenders – Environmental Energy Audits & Digital Marketing due on PCS October 2025. 1 Economic Development tender - Tourism Infrastructure Consultancy which will deliver an audit of Midlothian’s tourism infrastructure focussing on pressure points to create a priority list of projects for funding applications, this work is funded by Visit Scotland ‘s Strategic Tourism Infrastructure Design (STID) grant – published September 2025. 1 Retail Study and Town Centre Health Checks awarded July 2025. Social Enterprise: The service supported 6 Social Enterprise organisations in Quarter 2: 1 X Start up 1 x PR activity 3 x Business support 1 x Crisis support Business Associations: No change to the previous quarterly report, there are 3 active geographic Business Associations in Midlothian covering Dalkeith, Penicuik and Pathhead. Midlothian Carbon Pledge: At the end of Q2 2025/26 the current total of Carbon Pledgers had reached 201 with 9 businesses signing up in Q2. Land & Property: 24 property and land enquiries in Q2, 21 are existing Midlothian businesses and 3 are currently located in Scotland but registered outside of Midlothian. Page 300 of 700
Page 301
71 OFFICIAL Inward Investment: We haven’t received any Inward Investment Enquiries this quarter through the Locate in Midlothian website or property enquiries form. We supported an Edinburgh based business to relocate to Bonnyrigg that was under threat of closure due to unsustainable premises costs, the business has 28 staff the majority of which live in Midlothian, so the move meets CWB objectives reducing travel time, cost and carbon emissions for their commute, promotional article to follow in Q3. Business Gateway Service As well as ‘Planning to Start (PTS) and ‘Strengthen Your Business’ enquiries, the BG Service responds to CRM and local enquiries including pre-start and existing businesses across Midlothian. Pre-start activity and existing Business Activity: 65 Planning to Start (PTS) enquiries in Q2, 13 more than Q2 LY and 20 more than Q1 8 Strengthen Your Business enquiries in Q2, 5 fewer than Q2 LY, and 9 fewer than Q1 In Q2 we also received an additional 64 incoming Local Enquiries to the CRM, 6 more than Q1. (Local enquiries relate to any incoming enquiry on the CRM that is distinct from a PTS or SYB; for example, if a client emails or calls the BG inbox or leaves an enquiry on the BG National Website which is then allocated to Midlothian based on postcode) Start-ups: 22 businesses were claimed as starts in Q2, creating a total of 24 jobs and an estimated contribution of £710,000 to the Midlothian Economy in the first year of trading. There were 20 starts recorded in the same period last year. BASE Hub We continue to host the weekly BASE Enterprise Hub at Edinburgh College Dalkeith; in Q2 we have hosted 17 client meetings, 1 more than in Q1, taking us up to 33 since April. Master Ecommerce Following our partnership with ‘Learn Ecommerce’ last year, 5 client organisations have benefitted from accessing the ‘Master Ecommerce’ programme in Q2. The course is designed to take the client’s ecommerce businesses to the next level, in terms of growth and international markets. Feedback has been positive; as well as the set coursework, clients have been able to join interactive sessions weekly, as well as booking one-to-one consultancy support with ecommerce experts. Business Gateway Expert Help Programme: A new programme of Expert Help inputs is in development in conjunction with our Procurement Service and the tender is expected to be issued in October 2025. Expert Help topics are: Digital Marketing Support Environmental Energy Audits These contract opportunities will be advertised as a framework with 2 lots, via Public Contracts Scotland. Business Gateway Midlothian Events: Business Gateway Coffee Morning Glencourse Centre on 5th September. Guest speakers from the Fair Work Convention presenting on how to deliver the Fair Work Agenda as an employer. 24 local businesses attended. Workshop at The Original Rosslyn Inn on the 25th of September for Midlothian Tourism businesses. This focused on the opportunity AI can bring businesses in the sector and how they can use it to their advantage. 23 tourism businesses attended. This was hosted in partnership with Midlothian Tourism Forum. Business Gateway Midlothian feedback via Business Gateway National provider for support provided in Quarter 2: “Annie Watt is excellent very go ahead and positive, Diane Pride very helpful” “Annie Watt and Diane Pryde have been excellent in helping our Social Enterprise and look forward to working with them going forward” Page 301 of 700
Page 302
72 OFFICIAL “I reached out to find out about local networking events as I had just launched a business, I was invited to a really great networking event, had a 1-to-1 with Ali who offered a lot of really useful resources as well as introducing me to Diane in procurement. Both extremely helpful”. “Ali was super helpful” “I received good advice in relation to HMRC” Tourism, Culture and Heritage: The Midlothian Tourism Strategy for Inclusive Economic Growth 2025 - 2030 remains on track for publication in Quarter 3 2025 and is now at the final draft and design stage. During Q2, Midlothian provided active support to the Edinburgh and Southeast Scotland City Region Deal – Integrated Regional Employability and Skills Partnership, contributing to 3 key workstreams: Customer Experience Pathway Supervisory, Management and Leadership Pathway Tourism and Hospitality Skills Midlothian continues to play an active role in the ESES Regional Visitor Economy Partnership (RVEP), with contributions to destination development, low-carbon tourism, and visitor management. In Q2, engagement expanded to include on-site in-person meetings, strengthening regional collaboration. At the national level, Midlothian continues to monitor discussions around the introduction of a Visitor Levy, assessing potential implications for the area. All five UK Shared Prosperity Funded marketing videos were published on council social media channels throughout Q2, supported by a coordinated marketing plan to grow destination awareness and regional engagement. A successful application to VisitScotland’s Strategic Tourism Infrastructure Design (STID) grant secured £35,000 in Q2. This funding will deliver an audit of rural tourism pressure points and opportunities across Midlothian. The project is currently out for tender. In collaboration with the Midlothian Tourism Forum and Business Gateway Midlothian, a tourism business event was delivered on “Using AI to Power Your Tourism Business”. This session highlighted the practical benefits of AI adoption, supporting innovation and competitiveness in the tourism sector. Locate in Midlothian & Business Gateway Midlothian Digital Engagement: Social media & website statistic reports are included as appendices. During the summer months the Explore Midlothian campaign was published on Locate in Midlothian, encouraging locals and visitors to get out and discover the rich culture, stunning landscapes, and thriving businesses that make Midlothian a must visit destination. Five videos were created and hosted on the Locate in Midlothian website, shining a spotlight on the area’s heritage, outdoor adventures, artistic spirit, and hidden gems. The campaign increased social media follower numbers, engagement, and drove traffic to the Locate in Midlothian website, bringing visibility to a range of unique tourist attractions and allowed us to increase engagement with these attractions to bring Midlothian’s unique offering to life. Locate in Midlothian Business Directory: Launched on 1st December 2023, at the end of Q2 2025/26 a total of 159 businesses are listed on the Midlothian Business Directory, 12 of these added a listing in Q2. 95 of the businesses on the directory have also registered to support Midlothian Schools to provide work experience, talks and opportunities for learning to pupils. Economic Development - Challenges H1 25/26: Vacant post: The Senior Economic Development Officer post remains vacant; this reduces the service’s capacity to progress projects. Since June the Business Gateway service has been operating minus one full time adviser, this has meant that additional support has been required for clients from Economic Development Officers which has put an unavoidable strain on the team at a time when staff were taking annual leave, however as you can see from client feedback we Page 302 of 700
Page 303
73 OFFICIAL have ensured that clients have been prioritised even though this has meant it has taken longer to progress projects in the ED service. We have now successfully recruited a replacement Adviser and expect them to be onboarded by the end of November. Page 303 of 700
Page 304
74 OFFICIAL 6. Midlothian will have a wellbeing economy and be better connected Outcome 1: Develop a Midlothian Community Wealth Building Action Plan to guide future economic activity across the partnership Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. ECON.01.0 1 Work with Council services and local anchor organisations to develop a shared action plan to embed the CWB principles into our work with individuals, businesses and communities H1 25/26: In progress Internal action plan completed, H2 25/26 focus on further internal action development and external anchor org actions through implementation groups. 90% Shared action plan completed 90% H1 25/26: On Target 4-year plan. N/A 90% Economic Development SMP.23/27. ECON.01.0 2 Partnership delivery of actions identified in the CWB Action Plan against the 5 pillars H1 25/26: Complete Links to the strategy delivery plan for development, actions being delivered internally and with partners. 100% Action plan delivered Yes H1 25/26: On Target To be complete in year 2. N/A Yes Economic Development Page 304 of 700
Page 305
75 OFFICIAL 6. Midlothian will have a wellbeing economy and be better connected Outcome 2: Increase economic opportunity to maximise income, empowering individuals and communities Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. ECON.02.0 1 Deliver sessions in community settings to raise awareness and understanding of Self Employment and Social Enterprise as career pathways H1 25/26: In progress No sessions delivered, due to staff shortage we have been unable to proactively develop and no partner demand. Community Connections developed, landing page on LIM, no demand as yet. 0% Number of sessions delivered by September 2025 0 H1 25/26: Off target Efforts being made to increase uptake. N/A 3 Economic Development SMP.23/27. ECON.02.0 2 Referrals for continued to support from Business Gateway and Midlothian Voluntary Action H1 25/26: Off Target 0 referrals from sessions delivered in H1. Sessions are embedded with clear sign posting to next steps but yet to see this resulting in referrals. 0% Number of referrals from the sessions to Business Gateway/Midlothian Voluntary Action for support 0 H1 25/26: Off Target Output is dependent on session delivery with each session increasing the likelihood of referrals. N/A 12 Economic Development SMP.23/27. ECON.02.0 3 Develop case studies to highlight success stories H1 25/26: In progress Case studies are dependent on referrals and can be expected once referrals come through. 0% Number of case studies developed by September 2025 0 H1 25/26: Off target N/A 6 Economic Development SMP.23/27. ECON.02.0 4 1:1 support for self- employment and social enterprise development H1 25/26: In progress One to One Support is dependent on referrals from sessions. 0 referrals from sessions delivered so far. 0% Economic Development SMP.23/27. ECON.02.0 5 Create a dedicated space on Locate in Midlothian for Social Enterprise to include learning materials, tools, case studies and signposts to funding providers. H1 25/26: Complete This page is now live and accessible on Locate in Midlothian. 100% Progress against completion on the development of a dedicated space on Locate in Midlothian site by August 2027 100% H1 25/26: On Target Webpage is now published but it will be continually updated to ensure content is current and relevant to the audience. N/A 100% Economic Development Page 305 of 700
Page 306
76 OFFICIAL Page 306 of 700
Page 307
77 OFFICIAL 6. Midlothian will have a wellbeing economy and be better connected Outcome 3: Develop a culture of entrepreneurship, increasing business knowledge, for current and future generations Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. ECON.03.0 1 Creation of Enterprise Hubs in educational and community settings to reach and support students, pupils and those in our communities that aspire to be financially independent. H1 25/26: Complete 2 Enterprise support hubs delivered fortnightly since November 2024 in Gorebridge & Woodburn both identified as key SIMD areas. 100% Establish a hub in Edinburgh in year one and in SIMD area year two (by August 2026) 2 H1 25/26: Exceeded Target. N/A 1 Economic Development SMP.23/27. ECON.03.0 2 Outreach sessions for enterprise support in community and educational settings across Midlothian. H1 25/26: In progress No delivery in H1 due to lack of staff resource. 0% Number of community/education sessions held 0 H1 25/26: Off Target N/A 1 Economic Development Page 307 of 700
Page 308
78 OFFICIAL Midlothian will reduce poverty Midlothian will reduce poverty - Summary of Successes H1 25/26: • Penicuik and Dalkeith Income Maximisation and Financial Gain: April to 30 September 2025 Midlothian CAB Total Number of clients 2970 Number of advice sessions 9488 Client financial gain £3,630,982 • Strategic Income Maximisation Partnership Group • Reducing Poverty Peer Research Continuation of Work • Revised Positive Destination Governance Partnership Structure and associate partnership work Midlothian will reduce poverty - Challenges H1 25/26: • Awaiting national child poverty scored with local data • CPOP change to child poverty data methodology • Number of funding streams coming to a hard stop in March 2026 • Delays to new funding streams and Midlothian not being allocated funding from UK Government for some strands of funding • For recent funds such as fairer futures and CPAF the limited time to spend funding and short deadlines for applications. • Take up rates for some Social Security Scotland Benefits Page 308 of 700
Page 309
79 OFFICIAL Outcome 1: Poverty and child poverty is reduced through use of partnership levers and resources Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SMP.23/27 .POV.01.0 1 A single Midlothian data profile produced including information from Hopkins report, Public Health Scotland and Education H1 25/26: Off Target: Midlothian's work to produce a data poverty profile was paused due to national work taking place. Nationally this work has progressed but has not been made publicly available as yet. A draft of the data dashboard has been viewed, and feedback has been submitted to Public Health Scotland. The Community Planning Outcomes tracking methodology has been updated for Child Poverty and changes significantly the percentages. 50% A poverty data profile produced Initial mapping completed and improvements identified Template for poverty data set produced and updated annually by CPP 1 data profile Mapping completed 1 template completed 75% 50% H1 25/26; Off Target Delay due to national work taking place Number of residents on the Panel N/A 7.5 8 H1 25/26: On Target Number of residents trained as citizen assessors N/A 5 0 H1 25/26: Off Target Number of processes reviewed over the 4 years N/A 1.5 1 H1 25/26: Off Target only one process reviewed to date this should have been 1.5 processes requires to be a priority for 2026. Consideration to be given to reviewing free school meal and clothing grant application process.SMP.23/27 .POV.01.0 2 Develop a range of ways to establish relationships and gather views of those with direct experience of poverty: online forum, citizen’s panel, citizen assessors, focus groups and appraisal project. H1 25/26 On Target The majority of the related work is on target. The Poverty Peer Researchers have published their report with recommendations. A new group has formed to take these forward liaising with service providers and supported by CLLE through a learning programme to develop critical thinking skills and prioritise actions from the research report. The citizen panel has been recommissioned with the addition of a youth citizen panel. Education have established a youth leadership group. The Living in Midlothian Panel advisory group has increased its membership up to 8 members. They have provided advice and 75% Number of staff trained to support direct experience work N/A 7 7 H1 2025/26 On Target Page 309 of 700
Page 310
80 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress guidance on producing the new Community Planning Participation Charter which is in a draft form currently. The model of using citizen assessors to review process in order to improve them has not commenced as yet which is an element which is off target. It is proposed to consider requesting some volunteer assessors to undertake a review of free school meal/clothing grant application process. The new child poverty employability co- ordinator has taken up post and will also focus on lived experience engagement training, employer engagement and building the capacity of the Local Employability Partnership Number of actions on target in the child poverty plan 22 22 H1 2025/26: On Target: On target overall although unfortunately the Regeneration Capital Fund bid to Scottish Government was unsuccessful School, child and parent impact statements of the difference the actions have made 3 2 H1 2025/2026 Off Target: Further work is required to track the impact of the cost of the school day interventionsSMP.23/27 .POV.01.0 3 Agree strategy and action plan for reducing the cost of the school day through the child poverty action plan H1 25/26 On Target: Reducing the Cost of the School Day remains a priority within schools and a variety of supports have been put in place with supportive guidance. 50% Number of staff completed COSD training 100 N/A H1 25/26 Off Target: Information on the cost of the school day module has been issued to schools. However, tracking is not in place to record the number of school staff who have completed the training. A dedicated session was planned for Oct/Nov 2025 but postponed due to level of uptake. Number of tenants and applicants with children who access tenancy support. 182 H1 25/26: Tracking Measure, a total of 205 new referrals in H1, 182 families and 65 single persons. SMP.23/27 .POV.01.0 4 Prioritise access to Tenancy Support for tenants and housing applicants with children who are living in or at risk of living in poverty. H1 25/26: On Target, From April to September 2025, there has been a total of 205 new referrals in H1, 182 families and 65 single persons. 50% Number of households with children in temporary accommodation Baseline: March 2021 - 198, March 2022 – 150 153 H1 25/26: Off Target Page 310 of 700
Page 311
81 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress 170, March 2023 TBA SMP.23/27 .POV.01.0 5 Reduce the number of households with children in Temporary Accommodation H1 25/26: Off Target. There were 153 households with children in temporary accommodation on 30th September 2025. A year ago, in September 2024 there were 205 households with children in temporary accommodation. 50% SMP.23/27 .POV.01.0 6 Reduce the average time taken to close a homeless case H1 25/26: On Target 50.73 weeks at the end of September 2025. 50% Average number of weeks to close a homeless case 55 50.73 H1 25/26: On Target SMP.23/27 .POV.01.0 7 Review local childcare needs against provisions available and implement recommendations H1 25/26: Off Target Currently seeking a suitably qualified person to take the project forward. 30% No baseline Review of local childcare needs completed 1 0.5 H1 2025/2026 Off Target The initial review was completed but implementation has been paused. SMP.23/27 .POV.01.0 8 Identify, influence and review Midlothian Council Service Plans to ensure reducing poverty is embedded into them – e.g. Housing, Travel and Transport. H1 25/26: On Target Housing representatives sit on the Reducing Poverty Thematic Group of Community Planning and are informing housing approaches to reducing poverty on an ongoing basis including supporting the trusted partner model in homeless accommodation. Transport has been a key theme in H1 with key presentations at the Community Planning Board, Community Planning Working Group and a focused presentation and discussion at the Local Employability Partnership led by the City Deal Regional Transport led to influence transport provision to enable effective transport links for work and studying at further and higher education institutes. 80% 3 plans reviewed over 4 years 3 3 H1 2025/2026 On Target Page 311 of 700
Page 312
82 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SMP.23/27 .POV.01.0 9 Deliver the living well in Central Dalkeith and Woodburn placed based approach H1 25/26: On Target The majority of the actions are on target. The Scottish Government Regeneration Capital Fund application was submitted in conjunction with Midlothian Council Place Directorate, unfortunately the application was not successful. We are continuing to implement and monitor the plan and respond to emerging needs. 60% Evaluate improved outcomes completed Approach delivered and evaluated 1 1 H1 25/26 On Target Living Well Monitoring Group evaluating plan and progress SMP.23/27 .POV.01.1 0 Create joint strategic planning sessions with employability, childcare, jobcentre plus, economic development, transport leads to improve income from employability and ensure flexible, affordable childcare which supports employment. H1 25/26: On Target: In H1 the Poverty Thematic Group of Community Planning held a session with Social Security Scotland and DWP on support for those with disabilities. In addition, the Cost-of-Living Task Force has held focused inputs on the private rental market and also support those in work seeking higher paid work or additional hours. As previously stated, the Local Employability Partnership, Community Planning Working Group and Board have had focused sessions on transport. Further work is taking place on supporting young people who are not in a positive destination with a revised joint approach. 50% Target: 2 sessions per year No of recommendations implemented 3 3 H1 25/26 On Target: In H1 the Poverty Thematic Group of Community Planning held a session with Social Security Scotland and DWP on support for those with disabilities. In addition, the Cost-of- Living Task Force has held focused inputs on the private rental market and also support those in work seeking higher paid work or additional hours. As previously stated, the Local Employability Partnership, Community Planning Working Group and Board have had focused sessions on transport. Further work is taking place on supporting young people who are not in a positive destination with a revised joint approach. Page 312 of 700
Page 313
83 OFFICIAL Outcome 2: Benefit income maximised for individuals and families, and financial resilience is improved for low-income households Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SMP.23/27 .POV.02.0 1 Ensure equitable access to income maximisation and debt advice across Midlothian, including financial referral pathways H1 2025/2026 On Target: Strategic Partnership Group to implement the income maximisation review are meeting regularly with shared ownership across the partnership, part of its remit is to identify income maximisation gaps. VERAs funded by the Cost-of-Living Task Force in Place. In addition, the Cost-of- Living Task Force have continued to fund two additional income maximisation officers. CABs Income Maximisation: 1 April to 30 September 2025 Midlothian CAB Total Number of clients 2970 Number of advice sessions 9488 Client financial gain £3,630,982 Profile of clients (not all clients consent to profile information being recorded) Age range prefer not to answer 286. 15 yrs old and under 3, 16-17 yrs old 11, 18-24 yrs old 164 25-34 yrs old 429 35-44 yrs old 526 45-59 yrs old 717 60-64 yrs old 273 65-79 yrs old 443 90% Review carried out and report with recommendations disseminated to key stakeholders Implementation plan developed and actioned Page 313 of 700
Page 314
84 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress 80 yrs old + 118 Clients by Ward Bonnyrigg 380 Dalkeith 471 Midlothian East 385 Midlothian South 353 Midlothian West 377 Penicuik 380 In addition: clients -Family with a mother 24 years and under 38 clients -Family with a child under one year old 70 clients had 3 or more children 18 -single parent families 372 households assisted had at least one pensioner or consisted of a single pensioner 314 of clients stated they had a disability 918 As part of our effort to reduce child poverty Children’s Services fund three income maximisation projects. These projects support families engaged with our services including Hawthorn Family Learning centre, the Family Wellbeing Service and those involved in child protection processes. The three projects continue to support families to access their entitled benefits, grants and reduce debts. To date (30/09/25) the projects have collectively generated £1,479,264.66 income for 438 families. Page 314 of 700
Page 315
85 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SMP.23/27 .POV.02.0 2 Manage benefits effectively and deal with lifestyle changes through a variety of support measures H1 2025/2026 On Target: The Poverty Thematic Group has via presentations from DWP and Social Security Scotland increased knowledge with regards to changing disability benefits and support available. The ICT-funded Woodburn and Central Dalkeith project is a partnership between MCA and Dalkeith CAB. Between Ap-Sept it supported 66 older people with access to low cost, nutritious food, supported 28 older people with technology support, supported 165 people with advice, resulting in £158,476.92 client financial gain. MFIN recognises that the Funeral Support Payment is under-claimed so commissioned an information leaflet which was distributed to its members Funeral-Support-Payment- MFIN-2025-26.pdf 50% Anti-poverty measures will be targeted at people over 50 Midlothian – 755 CWHP payments issued (2.49%) 23/24 Midlothian - 6285 WHP payments issued (1.5%) 100% 100% H1 25/26 On Target. CABx in Midlothian have supported 834 over 60s as set out below over the 6-month period. 60-64 yrs old 273 65-79 yrs old 443 80+ years old 118 Best Start Grants – baseline 790; target 830 830 195 H1 2025/26 Off Target For the first 3 months of the financial year there have been 195 applications for best start grants and food. 225 were processed including from the previous financial year and 145 were approved. Note if we assume there would be equal applications over the financial year then it is likely this area would be off target 780 (217 each quarter to achieve target 195) applications not approvals. Educational Maintenance Allowance – baseline 3.2% 5.5% H1 2025/2026 On Target SMP.23/27 .POV.02.0 3 Increase the uptake of children, young people and family benefits H1 2025/2026: Tracking Indicator Only Best Start Grant Midlothian (since inception: 10,420 app received, processed 10,355, authorised 6940, declined 3,045, percentage approval 67%, average Scotland 66%, highest 69% and lowest 62%). Best Start Grant Midlothian (2025/2016 (3 months): 195 app received, processed 225, 50% Page 315 of 700
Page 316
86 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Bus Passes – 11,486 (65.9%) baselines 66.13% H1 2025/2026 Tracking Measure 66.13% previously, 84%, 62%, 72% Free school meals 17.1% H1 2025/2026 On Target: please note: There is a bigger difference between FSM and Clothing Grants now as the Scottish Child Payment pupils in P6 & P7 are eligible for FSM but not CG approved 145, declined 75, percentage approval 64%, average Scotland 67%, highest 72% and lowest 60%). Scottish Child Payment (since inception: 7940 app received, processed 7885, authorised 6345, declined 1415, percentage approval 80%, average Scotland 82%, highest 84% and lowest 76%). SCP (2025/2016 (3 months): 170 app received, processed 195, approved 120, declined 65, percentage approval 62%, average Scotland 71%, highest 80% and lowest 61%) – second lowest LA Job Start Payment (since inception: 180 app received, processed 175, authorised 55, declined 110, percentage approval 32%, average Scotland 39%, highest 48% and lowest 32%). – lowest LA JSP (2024/25): 15 app received, processed 15, approved 5, declined 15, percentage approval 24%, average Scotland 39%, highest 57% and lowest 16%). – 3rd lowest LA School Clothing Grants – baseline 16.1%; Scottish Child Payment 14.4% H1 2025/2026: Please note There is a bigger difference between FSM and Clothing Grants now as the Scottish Child Payment pupils in P6 & P7 are eligible for FSM but not CG. However, clothing grants have reduced to 14.4%, from 15.2%% and 16.1% respectively. Page 316 of 700
Page 317
87 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SMP.23/27 .POV.02.0 4 Increase access to affordable credit and savings amongst lower income Midlothian residents through increasing local membership of Capital Credit Union H1 25/26 There are 3,852 members in Midlothian of Capital Credit Union this is an increase of 46 from the last reporting period 50% Increase the number of Capital Credit Union members from the 2022-23 figures Target – increase members by 5% 5% H1 25/26: On Target There were 3,852 members in Midlothian as at the end of September. This represents an increase of 46 in the reporting period. SMP.23/27 .POV.02.0 5 Review the changing needs of those experiencing debt and those accessing the Scottish Welfare Fund to consider additional supports or sign post to existing services better H1 25/26 On Target: Revenue services continue to operate drop-in outreach services across Midlothian. Numbers attending the drop in can vary significantly. The most successful ones are those linked to food pantries or CAB outreach sessions. Staff were thanked for spotting that an individual did not have the housing costs included within their universal credit, they were referred to the housing association welfare rights who were able to help the client secure this. Other queries included: council tax set, housing queries, housing benefit applications, domestic violence, pension credit, heating and fuel. 60% 1 review completed with recommendations 1% 1% H1 25/26 On Target: Revenue outreach clinics are being piloted SMP.23/27 .POV.02.0 6 Increase poverty awareness amongst Midlothian based workers through training programmes H1 2025/2026 On Target: The MFIN Cost of Living leaflet continues to be updated and expanded. A range of information leaflets are available on the website Midlothian Financial Inclusion Network (MFIN) - Midlothian Community Action (MCA) 70% New measure Target – 4 training sessions per year 4 8 12 (cumulative) August 25 August 26 August 27 4 4 CLLE, in partnership with the Welfare Rights Team and Dalkeith CAB, have been delivering training on promoting use of the “Worrying About Money” leaflet to ensure consistency in signposting across the council and to highlight other community- based cost of living supports. Frontline council departments have been prioritised – CLLE, Housing, Libraries, Contact Centre, Revenues and Arrears and Registrars. Page 317 of 700
Page 318
88 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress 20 MFIN newsletters have been distributed In person cost of living crisis working group meeting at STNC on 27th August – inputs from HomeLink, Dalkeith CAB – Housing and Debt Advice, PESF and Community researchers. Attendees from Midlothian Council, NHS and Third Sector to raise awareness of additional supports available. SMP.23/27 .POV.02.0 7 Support Employees on low income H1 2025/2026 On Target: Human Resources in Midlothian Council have been signposting employees on low income to support services, from Midlothian Council and partner agencies, who offer benefits advice, budgeting, debt support, energy bills, welfare, and carer rights, for the period from Apr 25 to Sept 2025. Raising awareness of health and wellbeing including financial wellbeing, is achieved through the Midlothian Council intranet and through employee personal emails provided to the organisation. The intranet has been updated with an HR mini- hub, and this provides details of pay, pension, and wellbeing information. Details from Money Advice Scotland, Vocal Carer Centre Midlothian, Affinity Connect, Macmillan Cancer support, DWP and Social security Scotland, Money helper and the Midlothian “Worrying 70% Page 318 of 700
Page 319
89 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress about money” leaflet and staff wellbeing directory, were provided to staff. Additionally, a new employee discount service was launched in September 2025, from Vivup, which will be further promoted to staff in 2025-2026 Individuals on low incomes are most at risk from climate change. MFIN and Midlothian Climate Action Hub have undertaken a joint piece of work on adaptations that can be taken to mitigate this. Is Midlothian Climate-Ready? – Midlothian Climate Action Network and Hub Outcome 3: The most significant impacts of poverty on individuals and families are reduced Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress Target: Funding secured Baseline 3 pantries 3 3 H1 25/26 On Target: Midlothian Food Pantry Network support 3 Plus pantries SMP.23/27 .POV.03.0 1 Exploring funding to increase access to affordable and nutritious food for low- income Midlothian residents through extending the pantry network. Review action after 2 years H1 2025/2026: On Target The Pantry Network has supported a variety of pantries to increase access to food from local food drive events. Preparation took place in this time period for a funding event involving The National Lottery and the Robertson Trust, which 90% Baseline – 2110 (2022/23) Target maintain levels of financial supports Collate impact statements and feedback N/A H1 25/26 On Target: Cost of Living Task Force funding for Midlothian Council to support trusted partners and other key cost of living measures are in place until end of March 2026. Page 319 of 700
Page 320
90 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress took place during Challenge Poverty Week. Funders are asking increasing numbers of questions about applicants’ environmental credentials, and MFIN and Midlothian Climate Hub undertook some joint work about improving the ability of third sector organisations to improve their answer to environmental questions Getting Started: Funding Tips and Insights – Midlothian Climate Action Network and Hub SMP.23/27 .POV.03.0 2 Maintain networks of trusted partners to provide a cash first and dignified support for food and fuel H1 25/26 on Target: The trusted partner network is working well with funding in place until end of March 2026. The extension to key schools becoming trusted cash first partners is also working well. Midlothian Food Bank have food vouchers to issue over the festive holiday period. 5 VERAs have been purchased, and the majority are now in community venues. 100% Page 320 of 700
Page 321
91 OFFICIAL Outcome 4: Challenge Poverty Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress SMP2327 POV04.01 Undertake campaigns or demonstrations or influence decision makers through evidence and joint action to fundamentally challenge poverty H1 2025/2026 On Target: Midlothian Council has formally written as part of the City Deal Partnership to express disappointment and concern in relation to the Local Innovation Partnership Fund. Midlothian Council has also formally written to express its concern about receiving no allocation from the Pride in Place Investment Fund and raised concerns about the formula for distributing the funding to 16 out of the 32 local authorities in Scotland. A number of local organisations have signed up to the ‘Scotland Demands Better’ campaign run by the Poverty Alliance, which has the following aims: We are demanding that politicians make the changes we need for a society where every household can thrive and prosper. • We demand better jobs for everyone who needs one, with fair conditions and wages that pay the bills. • We demand better investment for life's essentials - like affordable homes, good public transport, a thriving natural 100% Reduce Poverty by influencing decision makers Baseline: March 2021 - 198, March 2022 – 170, March 2023 TBA Page 321 of 700
Page 322
92 OFFICIAL Action Code Action Action update Action Progress Indicator Baseline Indicator Target Status Indicator Value Indicator Progress environment, and strong public services. • We demand better social security so that all of us have a foundation for the future. Page 322 of 700
Page 323
1 Single Midlothian Plan 2023 to 2027 Midlothian Community Planning Partnership 6 month reporting period October 2025 to March 2026 (referred to as H2 – half year reporting.) Page 323 of 700
Page 324
2 Midlothian is Healthier Front Page Midlothian will be healthier - Summary of successes H2 25/26: Main Successes • Falls Tech Pathfinder • Supported self management digital platform • Self and professional falls assessment tools • Prevention resources • Community Engagement – Falls Prevention and Bone Health • Ethical Approval • Strategic Planning Discussions • Local and national briefings • Carers Strategy • Preparation for Community Planning Citizen Panel Survey New Carers Strategy in development. Draft presented at Strategic Planning Group and final version expected in November to enable presentation to IJB for final approval in December. This supports our Directions and aims to improve the support provided to carers. Falls programme now reflect the evidence-base with wider input from across the Mutli-disciplinary team The implementation plan has now been drafted to enable the NHS Lothian Falls Prevention and Management Framework. To showcase this and create opportunity for collaboration, a Falls Conference was facilitated system wide; creating opportunity for each HSCP to provide updates on Falls developments. A Falls Prevention Community Day was held on 24/9/25 creating opportunity for Midlothian citizens to have access to a range of professionals, third and voluntary sector organisations to support self-management. Designed to support falls, bone health and frailty and creating a space for conversation over consultation, our early analysis tell us • In total 221 people attended the Midlothian Community Falls CAD (NB an extensive communications plan supported this work). • 208 were attending as falls participants (M59:F149) • 13 people attended as carers • 34 of the falls participants also recorded themselves as carers for others. • The main age ranges were 70 – 79 years old (n = 91) and 80 – 89 years old (n = 63) • Overall, there was high satisfaction from people attending the event, and the people running and taking part • Participants could access anyone of their choice on the day. Ageing well recorded their highest number of functional fitness testing MOT’s – 103. • A falls passport was developed and tested based on the findings of the 24/5 MHSCP Frailty Programme • 90 feedback surveys completed following the event (to be analysed). • Focus groups will be held within October and November to gain context to people’s perceptions, expectations and influences for attending the community day for falls prevention. • Professions and organisations contributing to the event are also being invited to feedback on the experience. • A debrief has been facilitated to capture immediate lessons learned and considerations for the future. • The full evaluation report will be completed by January 2026. Recent Directions reporting has concluded enabling mapping activity associated with Direction 4.2. This has demonstrated Page 324 of 700
Page 325
3 • Progress around developing frameworks and resources relating to falls and frailty, Community Justice, Mental Health and Substance Use. • Positive developments around ALISS (A Local Information System for Scotland) in Community Justice. • Health Visiting focus on early interventions using the Universal Health Visiting Pathway as the platform for targeted interventions. • Adults with Complex and Exceptional Needs Service approach to Care Planning and Future Care Planning is aligned to this ambition. • GP Cluster group to undertake improvement activities related to Diabetes monitoring and early intervention, by March 2026. Improvements are noted in both foot checks and UACR testing. Planning is required to maximise opportunities associated with self-management framework and is dependent on the outcome of the CAD evaluation and stakeholder engagement in Be healthier thematic group. Preparatory work has identified a suite of resource which could be linked to our current HSCP offerings (e.g Actify, Adam etc.) Resourcing and digital resource remain a challenge. System-wide focus on Frailty continues including OUR AMBITION: Older adults in Lothian will lead healthier lives for longer. Where frailty or pre-frailty are present, we want people to have access to care appropriate to their needs which is responsive, equitable, evidence-informed and person-centred. OUR PLAN: Supported by a newly established Patient and Carer’s Advisory Group, four workstreams will guide our work through 2025-26. These workstreams support the Frailty Programme Board in their system wide transformation goals and each workstream will further develop their areas of focus in alignment with existing initiatives across the health and social care system. 1. PROACTIVE CARE IN COMMUNITY SETTINGS 2. RESPONSIVE CARE INTO AND OUT OF SECONDARY AND ACUTE SETTINGS 3. SYSTEM INTEGRATION 4. LEARNING AND KNOWLEDGE TRANSFER Learning from Be Healthier South East Scotland Network Facilitated discussion with a broad range of stakeholders to consider wider potential for Be Healthier thematic groups in the context of Place Based Approaches and wider determinants of health. Midlothian will be healthier - Challenges H2 25/26: Creating capacity for Community Engagement/prevention alongside BAU Technical capacity for Tech Pathfinder Pause to Digital Self-Management Platform action and following initial scoping Midlothian IJB took the decision to focus on other aspects of the carers agenda and revoked the Direction to undertake this work on 27th March 2025. Page 325 of 700
Page 326
4 1. Midlothian is Healthier 1. Midlothian is Healthier Outcome 1: Midlothian Care and Support Community Cooperative (Delivery model for a community care and support co-operative is established and expanded , evaluation, and targets set) Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. H1.01 Explore and define the demand for and the benefit of a Midlothian Care and Support Co- operative by January 2024 through a process of co-design H2 25/26: Target not being progressed - Following initial scoping Midlothian IJB took the decision to focus on other aspects of the carers agenda and revoked the Direction to undertake this work on 27th March 2025. 100% Midlothian Health and Social Care Partnership (MHSCP); Planning Officer Carers; Grace Cowan; Service Manager Disabilities SMP.23/27. H1.02 Support the implementation and growth of the Midlothian Care and Support Co- operative across 2025 H2 25/26: H2 25/26: Target not being progressed - Following initial scoping Midlothian IJB took the decision to focus on other aspects of the carers agenda and revoked the Direction to undertake this work on 27th March 2025 100% Midlothian Health and Social Care Partnership (MHSCP); Planning Officer Carers; Grace Cowan; Service Manager Disabilities SMP.23/27. H1.03 Complete an evaluation of delivery and impact to inform future development H2 25/26: Target not being progressed - Following initial scoping Midlothian IJB took the decision to focus on other aspects of the carer’s agenda and revoked the Direction to undertake this work on 27th March 2025 100% Midlothian Health and Social Care Partnership (MHSCP); Planning Officer Carers; Grace Cowan; Service Manager Disabilities SMP.23/27. H1.04 Develop and support a sustainable model across 2026-27 H2 25/26: Target not being progressed - Following initial scoping Midlothian IJB took the 100% Midlothian Health and Social Care Partnership (MHSCP); Page 326 of 700
Page 327
5 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By decision to focus on other aspects of the carers agenda and revoked the Direction to undertake this work on 27th March 2025 Planning Officer Carers; Grace Cowan; Service Manager Disabilities Page 327 of 700
Page 328
6 1. Midlothian is Healthier Outcome 2: Falls Prevention and Support Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. H2.01 Define the future Midlothian Falls Pathway H2 25/26: On Target Complete 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/27. H2.02 Establish an emergency falls phone line H2 25/26: On Target Emergency Falls Phoneline was fully operational offering a 24/7 service 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/27. H2.03 Establish urgent falls referral routes and processes H2 25/26: On Target Completed 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/27. H2.04 Design falls prevention and management training H2 25/26: On Target Complete 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/27. H2.05 Deliver falls prevention and management training to 100 people at risk of falling H2 25/26: On Target Complete 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/27. H2.06 Evaluate progress and develop an H2 25/26 Completed in H1 100% Midlothian Health and Social Care Page 328 of 700
Page 329
7 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By improvement plan to inform required progress in relation to available data intelligence Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/27. H2.07 Evaluate progress and develop an improvement plan to inform required progress in relation to proactive identification and engagement with people at risk of falls H2 25/26: Target complete Early identification of falls via use of Clinical frailty scale in primary care, Community engagement Days and testing supported self- management platform (falls). 100% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/27. H2.08 Evaluate progress and develop an improvement plan to inform required progress in relation to access to service offers and supports H2 25/26: On Target This is a year two target. This work is developmental. Work has begun to define the evaluation process. Good progress has been made care bundles and risk stratification to support service mapping for the tech pathway. 50% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/27. H2.09 Evaluate progress and develop an improvement plan to inform required progress in relation to cross-system preventative approaches H2 25/26: On Target Prevention work is progressed via Community Engagement Days. 75% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan SMP.23/27. H2.10 Evaluate progress and develop an improvement plan to inform required progress in relation to promoting self- management H2 25/26: On Target Learning from EHSCP Falls tech pathfinder work underway. 75% Midlothian Health and Social Care Partnership (MHSCP); P3 Manager *Project Team; Grace Cowan Page 329 of 700
Page 330
8 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. H2.11 Embed the Midlothian Integrated Falls Pathway aligned to national and local strategy. H2 25/26: On Target Lothian Falls Prevention and Management Framework providing strategic opportunity around prevention and collaboration. 50% Midlothian Health and Social Care Partnership (MHSCP); Grace Cowan Page 330 of 700
Page 331
9 1. Midlothian is Healthier Outcome 3: Digital Self-Management Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. H3.01 Collaboratively develop a minimum viable Digital Self- Management product in 2023-24 H2 25/26: On Target Falls techpathfinder work in R&D space (MVP). Collaboration with EHSCP, DHI and Day 6 Midlothian specific signposting build required. 75% Midlothian Health and Social Care Partnership (MHSCP); Public Health (NHS); *Chief AHP; Grace Cowan SMP.23/27. H3.02 Using insight from the early development and testing, continue to build and connect the range of resources available in 2024-2025 H2 25/26: On Target Validation work progressing User testing informing adjustments. 35% Midlothian Health and Social Care Partnership (MHSCP); Public Health (NHS); *Chief AHP; Grace Cowan SMP.23/27. H3.03 Upscale engagement and use of platform in 2026-27 H2 25/26: On Target Testing in April 30% Midlothian Health and Social Care Partnership (MHSCP); Public Health (NHS); *Chief AHP; Grace Cowan SMP.23/27. H3.04 Further develop functionality based on evaluation and feedback H2 25/26: Off target Dependant on H3.03 activity/progress 0% Midlothian Health and Social Care Partnership (MHSCP); Public Health (NHS); *Chief AHP; Grace Cowan Page 331 of 700
Page 332
10 1. Midlothian is Healthier Outcome 4: Early Identification and Support for People Living with Frailty Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. H4.01 Provide training for people/staff/volunteers wtihin the Community Planning Partners on the signs of Frailty H2 25/26: On Target Series of 4 Workshops facilitate from Feb 2024 to Feb 2025. Engaged community and informed the series of workshops to meet identified need. These included collaborative development of a Frailty Scale, progress towards a Midlothian Directory of services mapped to the Frailty Scale. Specific learning facilitated on Power of Attorney and Future Care Planning. 100% Midlothian Health and Social Care Partnership (MHSCP); Primary Care *Service Manager; *Chief AHP; Grace Cowan; *Service Manager Red Cross SMP.23/27. H4.02 Increase the identification of people living with frailty using an Electronic Frailty Index (EFI) H2 25/26: On TargetAs of August 2023, SPIRE EFI data is no longer available. This indicator is now closed. 100% Midlothian Health and Social Care Partnership (MHSCP); Primary Care *Service Manager; *Chief AHP; Grace Cowan; *Service Manager Red Cross SMP.23/27. H4.03 Increase the number of people living with frailty who have a compelted holistic assessment H2 24/25: On Target The British Red Cross have delivered 93 holistic assessments April 2024 to June 2024. 100% Midlothian Health and Social Care Partnership (MHSCP); Primary Care *Service Manager; *Chief AHP; Grace Cowan; *Service Manager Red Page 332 of 700
Page 333
11 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Cross SMP.23/27. H4.04 Expand the use of Rockwood Frailty Index to identify the most vulnerable people living with frailty in the community and connect them with support to live healthy lives for longer H2 25/26: Off target MHSCP are committed to using the modified rockwood at every intervention. This allows for a shared language across MHSCP as the score is added to the documentation. Self- identification testing via CED and will include techpathfinder. There has been significant work on this across the system. System capability issues prevent visualisation of this data which is why we can't reflect this as on target and the access to this data is out with our control. (NB we are not able to access the GP system which is recording this information) 75% Midlothian Health and Social Care Partnership (MHSCP); Primary Care *Service Manager; *Chief AHP; Grace Cowan; *Service Manager Red Cross Page 333 of 700
Page 334
12 Midlothian will be Safer - Front page Midlothian will be Safer - Summary of successes H2 25/26:Strengthened partnership working with Equally Safe leads Community Justice has collaborated with Equally Safe leads to support the development of an action plan for the Midlothian Equally Safe Strategy. A data collection document has been developed to ensure that agreed actions are measurable and can be monitored effectively. A mapping exercise is currently underway to identify services that support men and boys to desist from violence against women and girls, supporting improved understanding of existing provision and potential gaps relating to Priority 4 of Equally Safe. Participation in the Health and Justice Nexus Study Midlothian Community Justice Partnership is participating in the Health and Justice Nexus Study with the University of Strathclyde, funded by Scottish Government. The focus will be on diversion activity in Midlothian, contributing to wider learning on the relationship between health, justice and diversion from prosecution. Improved performance reporting for voluntary throughcare Data capture for the No11 allocations meeting has been improved to support more accurate performance reporting for Midlothian. This will enable information relating to voluntary throughcare delivery and activity to be collated and reported annually in a more consistent and reliable way. Coordination of voluntary throughcare and emergency release planning/ STP30 The No11 allocation service has continued to coordinate voluntary throughcare support for individuals leaving custody. The service supported the emergency release of short-term prisoners, ensuring individuals were linked with appropriate support such as Support has assistance with housing, substance use, mental health, and benefits maximisation, contributing to improved reintegration and reduced risk. Preparations are also underway to coordinate the forthcoming STP30 arrangements, linked to new Scottish Government legislation enabling certain prisoners to be released after serving 30% of their sentence. Development of arrest referral pathways Progress has been made in establishing local Arrest Referral strategic groups, facilitated by Police Scotland. A new referral pathway is in development at St Leonard’s Custody Suite. The proposed pathway will utilise an email referral system to enable individuals in custody to be referred directly to justice services for onward support. This development will strengthen early intervention opportunities and improve links between police custody and community-based services and enable accurate data collection for future performance reporting. Midlothian will be Safer - Challenges H2 25/26: Community justice funding and capacity pressures Community justice remains underfunded nationally, despite being central to reducing reoffending and providing alternatives to custody. Page 334 of 700
Page 335
13 The pressure on the prison estate continues to highlight the importance of robust community-based alternatives. Scotland’s prison population reached a new recorded high and Scottish Government projections indicate that the population is likely to increase further, with an average daily prison population projected between 8,200 and 8,800 by July 2026. This has triggered more emergency release tranches and STP30 which will likely have an impact on local services and housing. Development of a robust throughcare service will support this with improved data capture helping to illustrate the importance of well-funded community justice partnerships. While there is strong partnership commitment and a wealth of experience across Midlothian, the scale and pace of local development work is restricted by limited and funding. The partnership continues to maximise available expertise and pursue external funding opportunities to support innovation and service development. However, reliance on funding bids can delay the implementation of pilot activity and test of change work, including areas such as PVGs Don’t Panic (employbility) and Restorative Justice. This creates a challenge in moving from planning to delivery, particularly where partners have identified clear need and have local buy in, but do not have sustainable resource to progress work. Changing national strategic context The National Strategy for Community Justice continue to shape local community justice activity.The National Strategy is due to be reviewed in June 2026 with Community Justice Scotland leading on consultation. Any review or refresh of national community justice priorities may impact local action planning, reporting requirements, and the alignment between national and local outcomes, creating a period of uncertainty for local partnerships, particularly where existing actions may need to be revised to reflect new national expectations, updated performance measures. In the interim, Midlothian Community Justice Partnership will progress a local restructure and develop a renewed action plan to support partners, maintain momentum, and prioritise actions that are achievable and meaningful for Midlothian. Community Planning actions requiring review As identified in previous reporting, a number of current Community Planning actions require review. Some actions are not achievable in their current wording, while others do not fully capture the breadth and value of work undertaken by the Community Justice Partnership. There is a need to ensure that actions are realistic, evidence- based , and supported by measurable indicators. The partnership will utilise the Citizens Panel consultation to support the renewal of actions and outcomes, ensuring that future priorities better reflect local need, partner activity, and performance. Page 335 of 700
Page 336
14 2. Midlothian will be safer 2. Midlothian will be safer Outcome: Midlothian communities will be safer Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. SAFER.01 Partnership delivery of restorative café programme to support the development of Restorative Justice delivery in Midlothian. H2 25/26: Off target Restorative Justice is currently being developed on a national level. The publication of Community Justice Scotland Restorative Justice Test Case Project has identified recommendations, some of which are out with the Partnerships gift such as, funding the development and delivery of Restorative Justice. It is acknowledged that the training required to deliver restorative justice is essential to ensure its sustained and effective use. At present, Community Justice Partnerships are underfunded and do not hold budget authority. This requires review to enable partnerships to progress with developing the required infrastructure that supports the delivery of resotative jusitce. The partnership remain invested in the promotion and use of Restorative 50% Community Safety and Justice Partnership; Deklan Clelland ; Rhea Dornan; Caroline Griffiths Page 336 of 700
Page 337
15 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Justice and continue to attend the national Restorative Justice Forum. The Task Action Co-ordination group continues to meet fortnightly to assess anti- social behaviour trends to identify urgent cases and is chaired by Police and Fire. All community officers within Midlothian, including the school link officers, are trained in restorative justice and use it within daily practice across 6 schools in Midlothian. (data to be input) SMP.23/27. SAFER.02 Conduct a bi-annual public consultation with the community to gather views and perspectives on Safety & Justice within Midlothian H2 25/26: On Target Our 2025 public consultation has been analysed and used to inform the development of citizens panel questions ahead of the renewed Single Midlothian Plan. A report has been produced and shared with partners. Community Planning will go to consultation across 2026 in which, community justice will be represented. To avoid consultation fatigue, our next Community Justice public consultation will be planned for 2027/28 and will support the development and performance evaluation of our Community Justice 50% Community Safety and Justice Partnership; Deklan Clelland ; Rhea Dornan; Caroline Griffiths Page 337 of 700
Page 338
16 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Outcome Improvement Plan. SMP.23/27. SAFER.03 Complete an annual project with Edinburgh College media department and students with a focus on Community Justice and the wider partnership. H2 25/26: On target completed This project was completed in H1 25/26 and was launched at Enhancing Positive Pathways Community Justice Event in September 2025. The partnership maintain relationships with higher education institutions and are in the planning stages of a new project which tracks the journey through the justice system from the perspective of an individual with lived experience. It is anticipated that this project will feature an animation that can be utilised in future training and events to raise the profile of community justice and share the experience of those impacted by the justice system. 100% Community Safety and Justice Partnership; Deklan Clelland ; Rhea Dornan; Caroline Griffiths SMP.23/27. SAFER.04 Support the implementation of Equally Safe Policy H2 25/26: On Target The Equally Safe Leadership Group has been re-established and a new action plan produced. Community Justice Partnership have supported the formations 100% Community Safety and Justice Partnership; Deklan Clelland ; Rhea Dornan; Caroline Griffiths; Thematic Leads Page 338 of 700
Page 339
17 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By of the action plan in relation to Priority action 4 (Supporting men and boys to desist from all forms of violence against women and girls) and the Equally Safe Leadership Group is attended by the Community Justice Partnership Chair and Violence against Women and Girls Coordinator who feeds directly into the Community Justice Partnership. A mapping exercise has commenced to identify support services targeted at boys and men across Midlothian to highlight gaps. Following this, a referral pathway document will be produced to better understand how individuals are referred into services and create a more seamless referral process. It is identified that Equally Safe priority actions are cross cutting and continued partnership / collaborative working will be essential to ensure the successful implementation of Equally Safe. 16 Days of Activism - Community Justice Partnership Coordinator was engaged in the planning of 16 days of activism events and Page 339 of 700
Page 340
18 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By attending the regular planning meetings. Speakers were contacted and obtained to deliver content around the impact of toxic masculinity young men and boys and voices of lived experience were captured via a short film produced by the Woman's Aid Young Persons Shadow Board. Community Justice Partners also engaged Midlothian Council staff withing Fairfield House to raise awareness of 16 days of activism and collect staff pledges. International Women's Day 2026 - The Community Justice Partnership, supported by Communications Officer, created a short film based around the 'Give to Gain' theme which celebrated the dedication of local Midlothian women who run various local services and positively impact the outcomes of those impacted by the justice system. The Unpaid Work team were fundamental in the planning and execution of this project and utilised their close community connections to interview participants. The video was shared along with photographs ahead of, Page 340 of 700
Page 341
19 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By and on International women's day across external and internal platforms. Stride Men's Group - Stride continues to run and additional 'masculinity modules' have been embedded. Evaluation is on-going as individuals progress through the programme. SMP.23/27. SAFER.05 Support the facilitation of Public Protection Office (PPO) Training Briefs to support and promote the prevention agenda H2 25/26: off target/ Not achievable Progression of this action has not been achievable in H2 25/26 as its successful competition was reliant on facilitation of a previous Community Justice Coordinator. The Community Justice Partnership have agreed that the action should be amended to ensure it is SMART and impact can be measured. Public Protection Office continue to facilitate Safe and Together training for professionals. 70% Community Safety and Justice Partnership; Deklan Clelland ; Rhea Dornan; Caroline Griffiths SMP.23/27. SAFER.06 Promote and support individuals in the justice system to access timely and person-centred support services for mental health and substance use. H2 25/26: Outcome complete. Arrest referral under national review. St leonards custody suite are 100% Community Safety and Justice Partnership; Deklan Clelland ; Rhea Dornan; Caroline Griffiths Page 341 of 700
Page 342
20 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By currently developing a local strategic group which will review the sharing of support information and onward referral to support services for individuals in custody suite. No11 allocation service continues to delivery voluntary throughcare for individuals leaving prison returning to Midlothian after a short term sentence. This includes strong links with Substance Use Service and new partner, Substance Support Scotland. ALLIS continues to be a source of information that individuals can be signposted to and the Community Justice Scotland Directory is widely used across Police Scotland. SMP.23/27. SAFER.07 Ensure buildings are trauma informed and meet the needs of those accessing a range of supports within, and that their voice shapes joint service delivery. H2 24/25: On Target Services within No 11 are now progressing the recommendations within the report. Individuals accessing the services within No 11 have a number of opportunities to help shape service design and delivery. Justice Services held consultation with BOUND advisory group to review appointment letters, Justice social work report 100% Community Safety and Justice Partnership; Deklan Clelland ; Rhea Dornan; Caroline Griffiths Page 342 of 700
Page 343
21 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By letters and warning letter templates sent out by JSW. Recommendations were made and changes to correspondence have now been implemented ensuring a trauma informed approach. The letter templates have been shared and have been adapted for use in Fife Council. SMP.23/27. SAFER.08 Engage with further and higher education establishments on a range of projects that promote the work of community justice H2 25/26: On target The partnership maintains links with higher education establishments and Edinburgh college by promotion of Community Justice Events and Public Consultation. Recent links have been formed with Strathclyde University to participate in the Health and Justice Nexus study funded by Scottish Government. Our area of focus within this study is diversion and in particular, the collaboration between Police Scotland, Health and other Justice partners. The study aims to showcase and promote effective initiatives delivered in Midlothian and learning will be shared nationally. The Community Justice Coordinator has attended 70% Community Safety and Justice Partnership; Deklan Clelland ; Rhea Dornan; Caroline Griffiths Page 343 of 700
Page 344
22 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By seminars run by The University of Edinburgh and formed links with PHD students which has potential opportunity for collaboration in future research studies. As the Community Planning Partnership near the period of public consultation in preparation for the new Single Midlothian Plan, the Community Justice Partnership will prioritise review of this action to ensure it is achievable and impactful. SMP.23/27. SAFER.09 Raise public awareness of the work and responsibilities of public protection among the general public H2 25/26: On target Discussion underway across to adapt transcripts to produce an animation highlighting the roles of professionals and journey of lived experience participant through the justice system. This will allow the utilisation of the piece across training platforms and awareness raising whilst protecting the privacy of the individual with lived experience. Links to be made with Media students taking into consideration semester dates. 50% Community Safety and Justice Partnership; Deklan Clelland ; Rhea Dornan; Caroline Griffiths SMP.23/27. SAFER.10 Set out our view of including Boys and Men describing the essential features for services H2 25/26: On Target The Equally Safe Leadership Group has 100% Community Safety and Justice Partnership; Page 344 of 700
Page 345
23 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By based on the Equally Safe gender framework. been re-established and a new action plan produced. Community Justice Partnership have supported the formations of the action plan in relation to Priority action 4 (Supporting men and boys to desist from all forms of violence against women and girls) and the Equally Safe Leadership Group is attended by the Community Justice Partnership Chair and Violence against Women and Girls Coordinator who feeds directly into the Community Justice Partnership. A mapping exercise has commenced to identify support services targeted at boys and men across Midlothian to highlight gaps. Following this, a referral pathway document will be produced to better understand how individuals are referred into services and create a more seamless referral process. It is identified that Equally Safe priority actions are cross cutting and continued partnership / collaborative working will be essential to ensure the successful implementation of Equally Safe. 16 Days of Activism - Deklan Clelland ; Rhea Dornan; Caroline Griffiths Page 345 of 700
Page 346
24 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Community Justice Partnership Coordinator was engaged in the planning of 16 days of activism events and attending the regular planning meetings. Speakers were contacted and obtained to deliver content around the impact of toxic masculinity young men and boys and voices of lived experience were captured via a short film produced by the Woman's Aid Young Persons Shadow Board. Community Justice Partners also engaged Midlothian Council staff withing Fairfield House to raise awareness of 16 days of activism and collect staff pledges. Page 346 of 700
Page 347
25 GIRFEC - Front Page GIRFEC - Summary of Successes H2 25/26: GIRFEC Integrated Children’s Services – Progress Summary The GIRFEC Integrated Children’s Services Plan (2023–26) is a statutory plan, with actions aligned to March 2026. Work is underway to develop the next Integrated Children’s Services Plan (2026–2029), informed by the new Children and Families Joint Strategic Needs Assessment (JSNA), partner engagement sessions, and consultation with children and families. Children and Families Joint Strategic Needs Assessment A comprehensive JSNA was produced in 2025/26, bringing together data across the life course (pregnancy to early adulthood), including wellbeing and support for vulnerable families. This evidence base, alongside stakeholder engagement, is informing priorities and outcomes for the next plan. Key Progress Across Priority Areas Rights, Participation and Place • Strong progress embedding UNCRC principles, including multi-agency learning (notably a well-attended UNCRC event). • Ongoing delivery of The Promise and Corporate Parenting, with increasing participation from children and young people. • Continued implementation of the Play Strategy (2025–2028) and engagement on safe, inclusive spaces. • Input to the Local Development Plan, ensuring a child-focused approach to community planning. Next steps: LDP consultation (Apr–Jul 2026); further embedding participation and accountability. Mental Health and Wellbeing • Development of a Single Point of Access (SPA) to streamline support for children and families (pilot in Newbattle ASG due to start in May). • Creation of Midspace, an online wellbeing resource (launch in development). • Progress on neurodevelopmental pathways, despite increasing waiting lists (1875 as of March 2026), with focus on: 1. Improving family support while waiting 2. Building inclusive, neuro-affirming environments 3. Strengthening GIRFEC-based planning processes • Ongoing trauma-informed workforce development, with over 2,260 staff trained and strong impact reported across education and services. Next steps: SPA pilot launch; continued local ND improvements; further workforce development. Whole Family Wellbeing • Implementation of the Whole Family Wellbeing approach, supported by third sector delivery. Page 347 of 700
Page 348
26 • Launch of the Family Learning Strategy and online information hub. • Expansion of the Family Wellbeing Service, supporting 172 children with complex needs. • Over 435 beneficiaries supported through funded projects (e.g. therapy, parenting, youth support). • Increasing demand, complexity, and waiting lists across services. Next steps: Finalise shared outcomes framework to measure partnership outcomes; sustain services amid funding pressures (WFWF to end March 2027). Transitions and Early Years Support • Publication of a Transitions Policy and improved planning from age 14. • Successful delivery of inclusive events such as the Futures Fair. • Early years interventions show progress: • Improved smoking cessation rates in pregnancy (from 10% in 2021 to 35% ) • Breastfeeding and antenatal support pilots underway • PAIRS service demonstrating improved parental confidence, relationships, and mental health Commissioning and Information Sharing • Joint commissioning work paused; services progressing local commissioning aligned to priorities. • Development of a new Information Sharing Agreement (ISA) underway to strengthen prevention and early intervention. Overall Position Strong partnership working continues across Midlothian, with notable progress in rights-based practice, mental health support, whole family wellbeing, and early intervention. However, key challenges remain around rising demand, workforce capacity, waiting lists (particularly neurodevelopmental services), and future funding sustainability. Priorities for 2026–2029 will build on current progress, with a sharper focus on measurable outcomes, early intervention, and reducing inequalities GIRFEC - Challenges H2 25/26:Play Strategy Resource and capacity to fulfil commitments of the Play Strategy Action are tight and some actions may need to be delayed or removed. This is particularly the case for actions led by third sector partners where attention of senior management is needing to be redirected to operational and funding needs. Also less funding has been noted (anecdotally) coming onstream for preventative work and initiatives and funds which had previously funded preventative work appears to be redirecting funds to mitigation. If this is the case, this has implications for broader ICSP focus on prevention and reducing inequalities. Implement a neurodevelopmental pathway in line with the Scottish Government service specification, linking with the single point of access The local actions for implementing a neurodevelopmental pathway in line with the Scottish Government service specification were aligned with the pan-Lothian programme. There continues to be ongoing challenge in defining the purpose and function of clinical structured assessment and diagnosis as part of a neurodevelopmental pathway of support and intervention, recognising that the current model is unsustainable. The number of children and young people on the waiting list for ND assessment continues to arise. The progress in developing a clear strategy to address this has been slow. A key challenge within the ND family supports is the capacity and resource across agencies to provide in-person support to families. Ongoing concerns remain regarding transitions for neurodivergent young people. Page 348 of 700
Page 349
27 3. GIRFEC 3. GIRFEC Outcome 01: The rights of children and young people in Midlothian are respected in everything we do Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Produce a map of organisational readiness exists (a snapshot in time) Yes Complete H1 25/26 Yes SMP.23/27. G1.01 Understand the readiness for incorporation of UNCRC into Scots law across partners' organisations and teams H2 25/26: On Target Complete 100% Areas of focus for baselining are identified Yes Complete H1 25/26 Yes GIRFEC Channels of participation are established and evidenced between this CPP subgroup and children and young people Yes Complete H2 25/26 Yes Feedback is collated and analysed from children and young people Yes Complete H2 25/26 YesSMP.23/27. G1.02 Baseline children and young people’s perspectives on how they feel their rights are respected, focussing on priority areas as identified from ‘understanding the readiness for incorporation’ G2 H2 25/26: Complete 100% An action plan exists to support the incorporation of UNCRC principles in partnership programmes 1 x action plan produced Yes Complete H2 25/26 This became our areas of shared focus: 1) Multi-agency learning, 2) self- assessment. Yes GIRFEC SMP.23/27. G1.03 Support the implementation of the action plan to incorporate UNCRC principles in partnership programmes H2 25/26: Complete 100% Support the implementation of the action plan to incorporate UNCRC principles in partnership programmes - 80% of actions are progressing (green status) Yes Complete H2 25/26 Yes GIRFEC Page 349 of 700
Page 350
28 3. GIRFEC Outcome 02: Families are supported to stay together at home Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By The progress reporting template is routinely completed by subgroup members for the Promise and Corporate Parenting work Yes Complete H1 25/26 Yes Actions are RAG rated and progress is compiled to provide an overview (1 progress report provided) Yes Complete H1 25/26 Yes SMP.23/27. G2.01 Gain and maintain an overview of progress across Community Planning Partnership organisations to meet their obligations under Plan 21-24 outcomes H2 25/26: On Target Complete 100% Successes and challenges are reported to the GIRFEC board and guidance is taken forward Yes Complete H1 25/26 Yes GIRFEC SMP.23/27. G2.02 Review the mechanisms that exist to share key achievements and challenges between partner organisations H2 25/26: On Target Complete 100% A review of existing reporting/working groups is completed, and an agreement is reached on the best structure Yes Complete H1 25/26 Yes GIRFEC SMP.23/27. G2.03 Identify challenges, successes and opportunities for collaborative action and agree areas of focus H2 25/26: On Target Complete 100% Areas of collective focus are identified, and challenges and successes are fed back to the Board Yes Complete H1 25/26 Yes GIRFEC Page 350 of 700
Page 351
29 3. GIRFEC Outcome 03: Children and young people have improved access to a variety of safe and health promoting places and spaces Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By The LDP2 Evidence Report has incorporated the representative views of children and young people Yes Complete H2 25/26 Yes The draft Evidence Report has been reviewed by members of the GIRFEC Children and Young People's Rights Subgroup Yes Complete H2 25/26 YesSMP.23/27. G3.01 Work together to provide a child-inclusive approach to the Midlothian Local Development Plan 2 H2 25/26: Complete 100% The Integrated Impact Assessment is completed with representation from GIRFEC members Yes Complete H2 25/26 Yes GIRFEC There is evidence that the play sufficiency assessment and open space strategy have been informed by GIRFEC stakeholders Yes Complete H1 25/26 Yes SMP.23/27. G3.02 Contribute to the Play sufficiency assessment and open space strategy H2 25/26: On Target Complete 100% There is evidence that the play sufficiency assessment and open space strategy have listened to and incorporated the representative views of children and young people. Yes Complete H1 25/26 Yes GIRFEC Review is complete and recommendations are presented to GIRFEC Board Yes Complete H1 25/26 Yes SMP.23/27. G3.03 Review the need for a Midlothian play/recreation strategy or statement incorporating (safe & healthy spaces) H2 25/26: On target Complete 100% Play strategy or alternative exists, the actions have been implemented and there is a mechanism in place to review progress Yes Complete H1 25/26 Yes GIRFEC Page 351 of 700
Page 352
30 3. GIRFEC Outcome 04: Midlothian's children and young people have timely access to appropriate emotional, mental health, and wellbeing support Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SPA project lead recruited and scoping exercise completed Yes Complete H1 25/26 Yes Data sets analysed Yes Complete H1 25/26 Yes SPA Delivery plan in place Yes Complete H1 25/26 Yes SMP.23/27. G4.01 Understand service demand, capacity, impact and what's important to children and young people H2 25/26: On Target Complete 100% Strengths and gaps established Yes Complete H1 25/26 Yes GIRFEC Funding amount and duration confirmed Yes Complete H1 25/26 Yes Programme Sponsors in place, leaders recruited and steering group established Yes Complete H1 25/26 YesSMP.23/27. G4.02 Mobilise programme H2 25/26: On target Complete 100% Comms and Engagement Plan in place for Phase 1 and 2 Yes Complete H1 25/26 Yes GIRFEC High level model blueprint signed off and quality assurance framework in place Yes Complete H2 25/26 Yes Recruitment for operational post(s) is complete Yes Complete H2 25/26 Yes Costing exercise undertaken for full implementation of SPA and presented to GIRFEC Board for approval Yes Complete H2 25/26 This was completed in Jan 2025. Scale of implementation impacted by limited funding available and need to maximise early supports through CMHF and WFWF. Yes SPA providers and referrers consulted and engaged for Yes Complete H2 25/26 Yes SMP.23/27. G4.03 Develop Single Point of Access (SPA) model for Midlothian (Phase 1) H2 25/26: Complete 100% GIRFEC Page 352 of 700
Page 353
31 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Phase 1 along with TOR and partner/provider agreements Referral process, triage system and safeguarding system in place Yes Complete H2 25/26 Yes Data sharing protocols in place and IT system changes completed Yes Complete H2 25/26 Yes High level model blueprint signed off and quality assurance framework in place Yes Complete H2 25/26 Yes SPA Provider and Referrer workshop(s) training delivered Activity monitoring process confirmed, and timetable reviewed H2 25/26: No started - dependent on go- live. Yes Service launch with first referrals received, triage and assessment meetings begin (1 service launched) H2 25/26: Go-live dependent on ASG testing and sign-off of online form. This has not happened yet due to resource constraints within schools. Due circa May 2026. Yes Service review meetings to assess activity and levels of need in place H2 25/26: Not started - dependent on go- live. Yes Continuous improvement plan produced and in place H2 25/26: Not started - dependent on go- live. Yes SMP.23/27. G4.04 Launch Single Point of Access (SPA) (Phase 2) H2 25/26: Off Target Significant staffing shortages meant testing was delayed in schools as other priorities arose. Go- live changed to May to allow time for testing to be completed and schools to prepare for go-live. 0% Programme Delivery Plan reviewed and Phase 3 plans approved GIRFEC Page 353 of 700
Page 354
32 3. GIRFEC Outcome 05: Children and young people receive the appropriate needs-based support whilst they are assessed for neurodevelopmental concerns Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Assessment and planning approaches are informed by views of children, young people and families Yes Complete H1 25/26 Yes Children, young people and families reference/strategy group established Yes Complete H1 25/26 Yes SMP.23/27. G5.01 Engagement with children, young people, families and partners H2 25/26: On Target Complete 100% Learning gained from tests of change in East Lothian and Fife Yes Complete H1 25/26 Yes GIRFEC Training plan established for inclusive classrooms and neuro-affirming practice Yes Complete H1 25/26 Yes SMP.23/27. G5.02 Inclusive, neuro- affirming practice and effective support for cyp on ND Waiting List (Phase 1) H2 25/26: on target complete 100% Demographics of waitlist understood and support options identified. Project cohort identified and Multi- Disciplinary Team (MDT) working group membership and duration identified Yes Complete H1 25/26 Yes GIRFEC Potential supports identified. Impact analysis undertaken to identify way to progress, commissioning options etc. Yes Complete H1 25/26 Yes Mapping activity complete for current neurodevelopmental assessment pathways for under and over 7s Yes Complete H1 25/26 Yes Review of Requests for Assistance processes, thresholds for specialist assessment, triage processes Yes Complete H1 25/26 Yes SMP.23/27. G5.03 Scope elements within pathway implementation (Phase 2) H2 25/26: On Target Complete 100% Review of post-assessment and post-diagnostic support Yes Complete H1 25/26 Yes GIRFEC Communications on N/A H2 25/26: Not yet YesSMP.23/27. Develop pre-clinical H2 25/26: On Target 0% GIRFEC Page 354 of 700
Page 355
33 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By neurodevelopmental assessment pathway and training workshops delivered to support use of tools/new Requests for Assistance (Training workshops delivered) started. Data capture points introduced along the pathway to monitor improvements (Data capture points introduced) N/A H2 25/26: Not yet started. Yes Quality assurance processes are implemented and capacity issues amongst partners (Quality assurance processes are implemented) N/A H2 2023/24: Not Available Not started. Due to be completed by 31 October 2024. Yes G5.04 assessment element of the pathway (Phase 3) This work is dependent on Pan-Lothian ND pathway transformation programme. Update November 2025: Work has paused on the Pan- Lothian ND pathway transformation programme. At ‘taking stock’ stage. Discussions underway to determine whether funds are available to progress activities. Referral responsibilities agreed amongst key professionals (GPs, schools, Health Visitors) (Referral responsibilities agreed) Yes H2 25/26: Complete. Yes Rollout including training in use of confirmed post diagnostic tools and supports in schools and communities for children, young people and families (Training on post diagnostic tools completed) N/A H2 25/26: Not yet started. Yes SMP.23/27. G5.05 Develop post-diagnostic support element of the pathway (Phase 4) H2 25/26: Pan-Lothian ND pathway transformation programme now underway. The actions outlined in the GIRFEC Plan are still valid, they will just progress in a different way and at a different pace. Update November 2025: Work has paused on the Pan- Lothian ND pathway transformation programme. At ‘taking stock’ stage. Discussions underway to determine whether funds are available to progress activities. 0% Data capture points introduced along the pathway to monitor improvements (Data capture points introduced) N/A H2 25/26: Not yet started. Yes GIRFEC Page 355 of 700
Page 356
34 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. G5.06 Evaluation of pathway implementation H2 25/26: Dependent on Pan-Lothian ND pathway transformation programme. Update November 2025: Work has paused on the Pan- Lothian ND pathway transformation programme. At ‘taking stock’ stage. Discussions underway to determine whether funds are available to progress activities. 0% Stakeholder engagement period complete - sense checking improvements in referrals and pre- and post- diagnosis supports (Stakeholder engagement period complete) N/A H2 25/26: Not yet started. Yes GIRFEC 3. GIRFEC Outcome 06: All professionals are appropriately trained and equipped to deliver services in a trauma-informed way Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Professional learning delivered across informed, skilled and enhanced levels (Learning is delivered) Yes Complete H1 25/26 Yes Communications, resources, and implementation support is established Yes Complete H1 25/26 YesSMP.23/27. G6.01 Implement and strengthen trauma- informed practice across workforce H2 25/26: On Target Complete 100% Baseline established for trauma-informed practice across the partnership workforce and measures of ongoing progress Yes Complete H1 25/26 Yes GIRFEC Definition of trauma-informed leadership agreed and clear commitment visible (Definition of trauma-informed leadership agreed) Yes Complete H2 24/25 Yes Professional learning delivered on trauma-informed leadership (1 x learning Yes Complete H2 24/25 Yes SMP.23/27. G6.02 Define and strengthen trauma-informed leadership and systems H2 24/25: Target Completed A defined leadership pledge of support to Trauma Informed Practice approaches to council services has been agreed 100% GIRFEC Page 356 of 700
Page 357
35 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By delivered) Values and principles of TIP are evident across leadership Yes Complete H2 24/25 Yesby the Trauma Steering Group, with a launch event planned for later in 2025. Systems established that support and challenge leadership across the system Yes Complete H2 24/25 Yes Needs of staff in meeting needs of children and young people presenting with distress and mental health needs identified Yes Yes SMP.23/27. G6.03 Strengthen workforce care, support and wellbeing H2 25/26: Complete 100% Development plan in place for professional support and supervision in schools and with partners Yes Yes GIRFEC 3. GIRFEC Outcome 07: Families receive holistic support to help to deliver improved outcomes for children, young people and families Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Whole Family Wellbeing Working Group established Yes Complete H1 25/26 Yes Whole Family Wellbeing approach/Framework defined Yes Complete H1 25/26 Yes Families’ views are gathered and are informing the Family Wellbeing Service approach Yes Complete H1 25/26 Yes Family learning strategy signed off by GIRFEC Board (1 x family learning strategy complete) Yes Complete H1 25/26 Yes Existing family support services mapped (1 x map of family support services) Yes Complete H1 25/26 Yes Existing family learning opportunities mapped Yes Complete H1 25/26 Yes SMP.23/27. G7.01 Phase 1: Develop Midlothian's Whole Family Wellbeing Approach H2 25/26: On Target Complete 100% GIRFEC Page 357 of 700
Page 358
36 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Data about the need for the support and interventions provided is being gathered and analysed (Data on support and interventions is gathered and analysed) Yes Complete H1 25/26 Yes SLA and contracts for third sector support via WFWF are in place Yes Complete H2 25/26 Yes Outcome measures for WFWA have been agreed Yes Complete H2 25/26 Yes SMP.23/27. G7.02 Phase 2: Implement Midlothian's WFWA including partnership funding H2 25/26: Complete 100% Family learning and parenting support programme is established to offer opportunities across Midlothian for families with children of all ages (1 x programme established) Yes Complete H2 25/26 Yes GIRFEC Data analysis of WFWF fund and outcomes Yes Complete H1 25/26 YesSMP.23/27. G7.03 Phase 3: review and enhance Whole family wellbeing approach H2 25/26: On Target Complete 100% Additional funding steams identified to support WFWA Yes Complete H1 25/26 Yes GIRFEC 3. GIRFEC Outcome 08: Young people transition into services in a planned, safe, and seamless manner Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Template developed for a transition passport that travels with the YP that can be updated easily Yes Complete H2 25/26 Yes ARC Transitions training carried out for all key education, social work and third sector staff (1 x ARC transitions training carried out) Yes Complete H2 25/26 Yes Transition assessment Yes Complete H2 25/26 Yes SMP.23/27. G8 Take actions to ensure transitions planning and decision-making is carried out in a person- centred way with effective multi-agency co-ordination across all services H2 25/26: Complete 100% GIRFEC Page 358 of 700
Page 359
37 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By process in place for young people at 14 years (Transition assessment process in place) Eligibility criteria clearly defined for all services Yes Complete H2 25/26 Yes Benchmarking exercise undertaken to map practices and processes in line with National recommendations Yes Complete H2 25/26 Yes Young people, parents and carers have access to the information they need, when they need it (measurement to be defined) Yes Complete H2 25/26 Yes Young people, parents and carers are supported to be involved in making decisions about services they receive (measurement to be defined) Yes Complete H2 25/26 Yes 3. GIRFEC Outcome 09: Families are supported in a way that demonstrably improves outcomes for mothers and babies Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By A local breastfeeding working group is co-ordinated in the Mayfield and Easthouses area. 1 x workshop established Yes Complete H1 25/26 Yes Peer support is provided for pregnant women and parents for breastfeeding/infant feeding Yes Complete H1 25/26 Yes Increase the awareness and familiarity of breastfeeding support in the local area during pregnancy and at birth. Yes Complete H1 25/26 Yes SMP.23/27. G9.01 Take actions to improve the breastfeeding rate in Mayfield and Easthouses H2 25/26: On Target Complete 100% GIRFEC Page 359 of 700
Page 360
38 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By The number of ‘Breastfeeding Friendly’ spaces in Midlothian has been increased, including private businesses with a focus on Mayfield and Easthouses and Pathhead Yes Complete H1 25/26 Yes Appropriate NHS and Council premises have breastfeeding- friendly accreditation Yes Complete H1 25/26 Yes Pilot project undertaken in Midlothian providing 1:1 support to pregnant women Yes Complete H1 25/26 Yes 30% of women identified as smoking have an appointment to make a quit attempt date through Quit Your Way programme Yes Complete H1 25/26 YesSMP.23/27. G9.02 Increase the number of women who quit smoking during pregnancy H2 25/26: On Target Complete 100% A successful 12 week quit rate (above national average) is achieved and maintained Yes Complete H1 25/26 Yes GIRFEC The Circle Up, Up and Away approach is embedded across the Partnership Yes Complete H1 25/26 Yes SMP.23/27. G9.03 Support children in their early years who are at risk of language and communication delay, to meet their developmental potential H2 25/26: on target complete 100% Speech and Language Therapy Teams receive appropriate referrals into S&L service Yes Yes GIRFEC 3. GIRFEC Outcome 10: Lower numbers of children and young people live in relative poverty Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. G10 Implement and deliver on the actions set out in the Local Child Poverty Action Plan H2 25/26: Complete 100% Deliver on the actions set out in the Local Child Poverty Action Plan Yes Complete H2 25/26 Yes GIRFEC Page 360 of 700
Page 361
39 3. GIRFEC Outcome 11: Joint commissioning is in place, to better support our Partnership to identify local needs, resources and priorities to improve outcomes for children, young people and families Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. G11 Develop and implement Joint Commissioning Framework H2 25/26: Off Target Not started as Joint Commissioning Framework being taken forward via Transformation Programme. 0% GIRFEC 3. GIRFEC Outcome 12: Strengthened GIRFEC practice ensures information is shared proactively to aid prevention and early intervention Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Scoping exercise to identify commissioning projects/budgets underway Yes Complete H2 24/25 Yes Delivery plan in place Yes Complete H2 24/25 Yes SMP.23/27. G12.01 Establish Information Sharing Protocol across GIRFEC partnership H2 24/25: Target Completed Updated local Information Sharing Agreement back with DPO. Finalised version will be shared with GIRFEC members for circulation within their departments/organisation s. Each department/organisation has responsibility to create their own local agreements along with their DPO. Once agreements created then they should be held centrally (available for inspection as required). 100% Next steps confirmed following update on current position Yes Complete H2 24/25 Yes GIRFEC SMP.23/27. G12.02 Identify and resolve any other information H2 25/26: On Target Completed 100% Consultation with GIRFEC Partners complete Yes Complete H1 25/26 Yes GIRFEC Page 361 of 700
Page 362
40 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By sharing issues-outside Protocol sphere - impacting on GIRFEC Partners Page 362 of 700
Page 363
41 Midlothian will support residents to improve employability and outcomes in our communities - Front Page Midlothian will support residents to improve employability and outcomes in our Communities - Summary of Successes H2 25/26: Transition year secured for UKSP Skills and employability theme. Annual Performance Measures for Positive destinations consistently above Scottish average for last 2 years. New sector based training for parents in rural skills and security industries leading to more employment opportunities for women in particular. 1,000 young people participated in youth survey influencing and shaping provision. Young people showing strong commitment to volunteering through increase in number of young people gaining Saltire Awards with higher levels of hours completed. Positive progress on gaining Community benefits monitoring 9 projects this year and NHSL agreed 6. Midlothian will support residents to improve employability and outcomes in our Communities - Challenges H2 25/26: Loss of UKSP at local level as moving towards Local Growth Fund regionally. Change in allocations to capital from revenue but opportunity to influence regional approach from 2027. Recruiting paid work placements for long term unemployed more problematic so changing approach to funding employment recruitment incentives. Need to focus on improving initial school leaver destination with new governance and partnerships in place. Capacity for staff and volunteers attending training stretched due to need to deliver. Lack of clarity about future funding streams are impacting on delivery, forward planning and job security for many projects. Increase in the number of 3rd sector organisations needing more complex governance support such as changing from unincorporated to incorporated bodies. Page 363 of 700
Page 364
42 4. Midlothian will support residents to improve employability and outcomes in our communities 4. Midlothian will support residents to improve employability and outcomes in our communities Outcome 1: Improve employability outcomes for Midlothian residents Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Midlothian residents earn above the national average (NOMIS – tracking only) Baseline: Midlothian full time workers gross weekly pay (£622.90) is below Scottish average (£640.30) H2 25/26: Scottish average £775.60, Midlothian average £762.20 The number of people supported through employability programmes: NOLB – baseline 624 Target 430 H2 25/26: NOLB AAE engaged with total of 416 participants (target 17 ) , PES engaged with 457 (target 425) The number of people supported through employability programmes: Fair Start – baseline 216 Target 289 H2 25/26: Fair Start was government programme which has now ceased. SMP.23/27. LEP.01.01 Target employability support to those in the following groups: Priority families highlighted in Child Poverty Action Report; People with longer term health conditions; Young people underage of 25; Those aged over 50; Those in low paid or insecure work H2 25/26: target complete 111 new referrals to AAE (192 for year) plus 224 people carried forward. 24 gained employment, 1 self-employed and 2 on MA with 35 gaining work accredited qualifications. Biggest success this year is 34 entering FE/HE with 34 successfully progressing. (Target 170, actual 416) PES had 130 new referrals (231 for year) plus 226 carried forward. 47 parents secured employment or progressed into higher paid employment, 3 entered HE/FE with 185 work related accreditations achieved. Key success is sector- based programmes in farming, rural skills, security industries. 20 parents started LTU's, 11 secured employment, 2 left Midlothian, 2 left due to ill health and 5 are still 100% Number of economically inactive people engaging with keyworker support services through UKSPF - S31.1 New measure 23/24 target 130, 24/25 target 121 H2 25/26: No longer recorded in this way as UKSP does not track this. Local Employability Partnership Page 364 of 700
Page 365
43 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By on their journey. Target 425, actual 457). UKSP no longer records data on specific target groups but 25 economically inactive people engaged with keyworker, above target set SMP.23/27. LEP.01.02 Anchor organisations create pathways into better paid, secure and local employment H2 25/26: Target completed 2 further 26-week placements successfully completed with positives evaluations. Funding parameters may dictate focus moving forward. 100% 2 tests of change are completed and impact evaluated – years 1 and 2 target 2 2 Local Employability Partnership SMP.23/27. LEP.01.03 Identify opportunities to establish collaborative practices between NHS Lothian, Midlothian Council and colleges that support HSCP and LEP members to create more opportunities for local people to enter HSC work H2 25/26: Target complete Job Alert Pilot for NHS vacancies have increased visibility of entry level vacancies to LEP partners. Guide created to be uploaded to NHSL website and circulate twice annually via the LEP 75% 1 opportunity identified years 2-4 2 2 Local Employability Partnership SMP.23/27. LEP.01.04 Anchor organisations deploy their influence and resources to support fairer work and create opportunities through procurement and community benefits H2 25/26: Target complete CLLE monitoring 9 projects this year to date - two complete with contractors, exceeding targets set. Newer projects include high schools in Penicuik and 75% Local Employability Partnership Page 365 of 700
Page 366
44 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Shawfair, Mayfield Primary school and refurbishment of Mid House. No mechanism in place to measure value secured. 6 NHSL benefits agreed including gardening support and community centre improvements. SMP.23/27. LEP.01.05 Sustain level of Modern Apprenticeships (MA) / Foundation Apprenticeships (FA) H2 25/26: Target completed 90 MA's in 25/26 contract year, 34 successfully completed, 7 negative leavers and 2 apprentices on hold for personal reasons. Achievement rate 79% (82.9% if on hold counted). Targets sets are too high - should be under 20's at start date, not less than 70%, 20+ at start date not less than 75%) 252 pupils registered for FA's at levels 4, 5 and 6 (192 registered with SDS as maximum contract allows). Completion date July 2026, currently projected at 80% across all frameworks. 80% 70% completing or moving into positive destination New measure Baseline completion rates : MA 85%; FA 57.3% MA - 70% FA – 70% 85.5% H2 25/26: 90 MA's on programme, completion rate 79%, 7 negative leavers, 2 on hold for personal reasons. MA targets set too high (should be 70% for under 20's at start date and 75% for over 20's. FA's not resulted until July but projected successful completion at 80% above target set. 85% Local Employability Partnership SMP.23/27. LEP.01.06 Focus on labour market gaps and new opportunities to create learning and employability pathways into new and growing occupations (green technologies, data H2 25/26: Target complete Labour market data only released once year now and presented to LEP. Increase in work on rural skills (tractor driving, 75% Labour market analysis (SDS) data reviewed twice year to identify priorities 8 reviews 6 6 Business Gateway Page 366 of 700
Page 367
45 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By driven innovation, health and social care and childhood practices) lambing) and security industry particularly encouraging female entrants successful in addressing labour market gaps. SMP.23/27. LEP.01.07 Identify and develop links with employers, colleges / universities and social enterprises H2 25/26: Target Complete New rural skills and other work accredited learning in place. Employer survey now live to gather data on how employers can be supported by services with areas such as recruitment to fill gaps, making people job ready etc. 75% 1 new partnership opportunity offered each year to address gaps 4 2 2 Local Employability Partnership SMP.23/27. LEP.01.08 Maintain school leaver destinations (SLDR) and annual participation measures (APM) at 1% above Scottish average through partnership supported transitions and direct individual support H2 25/26: Off target APM consistently above Scottish figure though gap has narrowed to 0.6%. Very low numbers of unknowns in this cohort due to door knocking approach. Community venue delivery now embedded. SLDR is within 0.5% of national return for past 2 years so needs further work. Post school case management includes closer focus on those who are economically inactive, working to implement the positive designations governance structure to work in closer partnership with young people, schools and partners. 70% Tracking: 1% above Scottish average 1% H2 25/26: Slightly off target as gap dropped to 0.6% this half. 0.9% Local Employability Partnership; CLLE Management *Team Page 367 of 700
Page 368
46 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. LEP.01.09 Curriculum review of schools education with partners H2 25/26: Target complete Curriculum review completed and embedded in schools with FA's now part of school curriculum. 100% New measure – actions identified year 1, implement recommendations years 2-4 3 H2 25/26 MACO Curriculum embedded in schools with Foundation Apprenticeships 3 Childrens Services, Partnership and Communities; Local Employability Partnership; Skills *Development Scotland; CLLE Management *Team SMP.23/27. LEP.01.10 Support young people to build skills for life and work through CLLE provision H2 25/26: Target complete 1,961 young people engaged with youth work and employability services (3,280 over year, exceeding target set). Youth work within Midlothian offers cluster approach, with issue- based work delivered across authority. Annual youth work survey has engaged over 1,000 young people and their feedback is being used to adapt the offer for the following 12 months. 80% Target 3200 young people supported each year 3,680 H2 25/26: Exceeded target 3,200 Childrens Services, Partnership and Communities; Local Employability Partnership; Skills *Development Scotland; CLLE Management *Team; Thematic Leads SMP.23/27. LEP.01.11 Identify key priorities, develop and deliver LEP/NOLB action plan H2 25/26: On target With none showing as red, though still work required on satisfaction survey completion by users and employers survey live. 85% Thematic Leads Page 368 of 700
Page 369
47 4. Midlothian will support residents to improve employability and outcomes in our communities Outcome 2: Local people will have increased opportunities to influence decisions through work with public sector, Third Sector and community capacity building Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. LEP.02.01 Create opportunities for those with direct experience to co-create and continually enhance employability services H2 25/26: On target Developing a lived experience group to support the co-design of employability services. Focusing on customer service charter for LEP 70% 1 for each anchor organisation annually Baseline: Midlothian score card shows satisfaction rates on 12 standards with all above 50% but only 1 above 85% Target: 12 above 85% by year 4 2 annually 1 1 Local Employability Partnership SMP.23/27. LEP.02.02 Use Customer Charter for Employment Support Services and Employability Shared Measurement Framework to benchmark services and identify improvements H2 25/26: off target Returns currently 57 across all partners, CPEC focusing on this as area of attention. Forum not yet in operation but being developed. 60% Minimum 8 service users engaged in Forum Twice yearly questionnaire to users 1 H2 25/26: Off target but lived experience panel in development, no forum meetings yet. 8 Local Employability Partnership; Gill Main; Sankafio Martei; Jake Murray; Rebekah Sullivan Number of people engaged in community capacity activities through UKSP 23/24 target: 122 23/24 target 73 Intervention S9 73 H2 25/26: Target met 73 SMP.23/27. LEP.02.03 Create and support volunteering programmes that engage local people in community capacity building activities H2 25/26: On target Number of vol Opps created through UKSP vastly exceeding targets due to work by Dev Trusts in main. Target 550 (achieved 2,456 created, 2,134 supported) 90% Number of volunteering opportunities created through UKSP New measure: 23/24 target – 996 24/25 target – 520 Interventions S8.3 and S33.2 4,352 Q4 25/26: Vastly exceeded target due to work of development trusts and pantries 130 Local Employability Partnership Number of nominations to Volunteer Awards Baseline 2022/23: 44 nominations Target 2023/24: 40 nominations 43 H2 25/26: Votes still live so can't report till next half year 40 Number of organisations advertising volunteer vacancies with THIRD SECTOR INTERFACE 76 Target exceeded 60 SMP.23/27. LEP.02.04 Maximise opportunities for volunteering to be promoted and celebrated through partnership working H2 25/26: On target Target is 40 nominations, still live but on target. 78 organisations advertising 160 volunteering opportunities at end March 2026. This continually fluctuates but 75% TSi *TSi Page 369 of 700
Page 370
48 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Baseline 2022/23: 59 Target 2023/24: 60 Number of THIRD SECTOR INTERFACE Saltire Awards achieved Baseline 2022/23: 223 Target 2023/24: 228 86 H2 25/26: Off target but increased numbers of young people gaining higher level of awards (100, 200 and 500 hours) 117 Number of people attending volunteer recruitment fair Baseline 2022/23: 26 VIO and 140 visitors Target 2023/24: 20 VIO and 100 + visitors 106 105 an increase in new organisations registering with MCA Number of THIRD SECTOR INTERFACE registrations for Saltire Awards Baseline 2022/23: 248 Target 2023/24: 250 206 H2 25/26: Registrations this half below target largely due to promotion and change over in school staff who actively encourage young people to register. 149 Number of THIRD SECTOR INTERFACE funding events Baseline 2022/23: 4 (due to UKSPF) Target 2023/24: 2 2 3 Number of THIRD SECTOR INTERFACE training courses Baseline 2022/23: 10 Target 2023/24: 10 6 H2 25/26: 6 events held 11SMP.23/27. LEP.02.05 Support Third Sector organisations to manage their organisations effectively and access funding H2 25/26: On Target 100% Number of organisations receiving 1-2-1 support from THIRD SECTOR INTERFACE Baseline 2022/23: 56 Target 2023/24: 30 20 50 TSi *TSi Number of people attending outreach sessions – new measure to establish baseline N/A H2 25/26: Not yet in place SMP.23/27. LEP.02.06 Work in partnership with local communities and organisations to coordinate outreach services in areas where residents have to travel to access services H2 25/26: off target Report approved by CP Board on developing/implementing local plans to follow Living Well approach in 40% Number of coordinated partnership outreach sessions. New measure 1 per 3 H2 25/26: Targets extended to 4 year plan, 3 in process 3 Thematic Leads Page 370 of 700
Page 371
49 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By (Loanhead, Bilston, Danderhall and rural areas) Woodburn. Areas proposed are Bilston/Roslin 2025/26, Loanhead 2027/28, Danderhall/Shawfair 2027/28, Mayfield and Easthouses 2025/26 and Gorebridge 2025/26 (desk top exercises) year in identified areas 4. Midlothian will support residents to improve employability and outcomes in our communities Outcome 3: Improve the breadth, quality and impact of informal and formal lifelong learning including access to qualifications Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. LEP.03.01 Further develop adult learning and capacity building opportunities for local residents to remain active and involved in their local communities H2 25/26: Off target 610 adults participated this half (996 for year). Although below target set, showing some improvement. 130 adults and children participated in family learning (466 for year, exceeding target) 73% Number of people participating in CLLE adult and family learning programmes Baseline 22/23: 1,581 Target 23/24 – 1,600 996 H2 25/26: Off target for adult learning but steadily increasing, new target to be set. Family learning numbers increasing, mainly during holiday periods but some joint work with CLLE and schools. 1,200 Thematic Leads Review completed and priorities and actions identified by 2024 3 3 SMP.23/27. LEP.03.02 Review paid adult learning programmes to identify priorities and gaps and produce action plan H2 25/26: Target complete New courses being developed e.g., PDA for Learning Assistants, to be launched later in year, course materials developed and awaiting SQA approval. Taster/come and try courses to be offered in advance of qualifications e.g. Nat 5 Maths. 75% % of recommendations implemented in years 2-4 3 3 Thematic Leads Midlothian Volunteer Action 68 Slightly off target 74SMP.23/27. Increase opportunities H2 25/26: On target 95% Thematic Leads Page 371 of 700
Page 372
50 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Connect Online baseline -74 learners, 22 volunteers Target: 74 learners, 22 volunteers Number of Midlothian learners participating in digital skills via anchor organisations and THIRD SECTOR INTERFACE Review targets annually CLLE Baseline 22/23: 57 CLLE Target 23/24: 70 90 H2 25/26: Off target for full year 109 LEP.03.03 for Midlothian residents to be digitally included The Data Education in Colleges programme is driving inclusive growth through SCQF Level 4–8 courses.. Total participation in 2025/26 is at 408 learners, exceeding the 2025/26 target of 246. This reflects progress in supporting young people, career returners, the unemployed, and others in developing critical digital, data skills and AI. Professional Learning Programme: delivered an ‘Introduction to AI using Co-pilot’ workshop to 20 staff members from Midlothian Council. 22 learners participated in CLLE digital classes (41 for year) and 68 in Connect Online including home visits and device loans with 15 active volunteers. Number of Midlothian residents accessing Data Skills Gateway (Data Education in Colleges) Baseline 2020: 186 Target 2024: 204 Target 2025: 224 Target 2026: 246 408 H2 25/26: Exceeding target. Total participation 2025/26 is 408 learners. 246 SMP.23/27. LEP.03.04 Sustain qualification levels for adults at National Vocational Qualifications (NVQ) at all levels H2 25/26: On target Midlothian has 29,400 (52.1%) people aged 16 to 64 (on Dec 24) with qualifications' at RQF4 and above, below Scottish average of 53.7%. Above Scottish average for RQF1 to 3 and below for those with no qualifications (4,000 people Midlothian 7.1%, 75% Tracking only – maintain above Scottish average levels 1 to 4; below Scottish average no qualifications N/A Thematic Leads Page 372 of 700
Page 373
51 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Scotland 8.2%. SMP.23/27. LEP.03.05 Deliver CLD Plan on annual basis and prepare annual report on performance and impact H2 25/26: Target Completed As at end September 2025 23 targets are green, 11 amber and 0 red, showing good progress, annual report completed 85% Report published Number of 3 year plan actions on target Baseline 21/22: 20 on target, 13 requiring some action, 1 requiring focused attention 34% 34% CLLE Management *Team 4. Midlothian will support residents to improve employability and outcomes in our communities Outcome 4: Enhance the impact of Police Scotland’s priorities to support communities through the work of the Police Scotland Local Authority Liason Officer Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.2327. LEP.04 The Police Scotland Local Authority Liaison Officer will act as a single point of contact to support partnership working: H2 25/26: On target 3 school liaison officers and a positive behaviour and youth engagement officer in post, delivering internet safety and NKBL initiative. Other workshops to schools included domestic violence awareness. Reducing violent crime and ABS initiatives include high visibility and plain clothes patrols where there are issues with off-road vehicles etc and ASB patrols, joint initiative to tackle youth disorder on buses. Other initiatives include work on licenced premises and illegal sales of tobacco/alcohol, shoplifting and retail crime and road crime. 80% New post no baseline Number of requests for support 100% H1 25/26: Not being measured in this way so cannot report data Police *Scotland Liaison Officer Page 373 of 700
Page 374
52 Midlothian will be Greener Front Page Midlothian will be Greener - Summary of Successes H2 25/26: Members of the Community Planning Climate Emergency Group (CEG) involved in the Community Planning working group and Board members are directly involved in proposing a refresh of outcomes, actions and indicators supporting climate resilience as part of the rewrite of the Single Midlothian Plan. Wider members of the Climate Emergency Group will be directly involved in shaping these further as we moved towards community consultation (May-June 26) and October 26 Community Planning conference. CEG continue to build a deep understanding of each others day jobs through our bimonthly meetings (a mix of online and in person) . This is enhancing our ability to implement ‘value add’ cross connections that strengthen individual and collective impact in respect of climate resilience. For example, at our November 2025 meeting William Callander of Prestonhall estate gave members an insight into the operational and financial challenges of adapting farm operations to a future fit climate . Ben Carter also presented feedback on community interests and fears relating to proposals for the replacement of gas boilers with connection to low carbon district heat networks. The Council , Buglife and Climate Action Hub are joining forces to commission a series of community interviews reflecting on ‘Where we are with climate action in Midlothian’ .Key Community voices (short listed from Climate Emergency Group suggestions) will be asked to reflect on are 1) what is happening currently in ‘their space’ in support of climate resilience 2) what people need and aspire to 3) what other actions they consider tangible through extended and deeper collaboration. Interviews are to be conducted by an independent consultant and outputs summarised. The work will fed into our Annual Community Planning Conference in October 2026 informing the outcomes agreed there in respect of the ‘Midlothian will be greener’ theme of the Single Midlothian Plan. The exercise will support onward direction of travel for the Community Planning Climate Emergency Group as they seek to build efficiencies and impact through collaboration and co-creation. Midlothian will be Greener - Challenges H2 25/26: There is further work to be done in embedding community led climate resilience at a local level as part of a wider regional and national future fit climate transition. This is something that needs to be supported and facilitated across organisational hierarchies and cross-sector to ensure community needs and aspirations are an integral part of Scotland’s climate transition. Discrete ‘Climate-Emergency Group initiated task’ are not currently possible with the resourcing levels and priorities set in individual roles. For now the group focus on ‘adding value to each other’s day job’ whilst collectively and individually raising awareness and understanding of what can be done as points of support within our individual organisations and communities. Midlothian Council current has one dedicated member of staff leading on strategic change in support climate resilience. Whilst a ‘climate lens’ has been developed across a number of Services informing their forward planning and operations there is little resource to directly service project/programme level interaction. To help reduce the impact of this gap , the Climate Action Hub manager and Council Climate Lead work to impactfully tie community facing resource within the Hub to critical ‘touch points’ within Council services. Page 374 of 700
Page 375
53 5. Midlothian will be Greener 5. Midlothian will be Greener Outcome 1: Learning for Sustainability is increased Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. GREEN.01. 01 Train Midlothian Council Ranger Service and Volunteers in river fly monitoring H2 25/26: Complete 100% Two Council Rangers and 10 volunteers trained by 31 March 2024 100% H2 25/26: Complete Both targets reached and undertaken. N/A 100% Climate Emergency Group 3 schools adopting fresh water sites by 31 March 2025 0 H2 25/26: Off Target Revised Scope adopted under Learning for Sustainability after STEM resource was not backfilled. N/A 3 SMP.23/27. GREEN.01. 02 Engage with Midlothian Council education service and encourage Midlothian schools to adopt freshwater sites, in the context of the Scottish Government’s Learning for Sustainability Action Plan for Vision 2030+. H2 25/26: Complete Albeit scope of action had to be amended slightly due to original STEM resource not being backfilled. 70% Education delivery package produced 70% H2 25/26: Complete During 2025 - The Council’s STEM lead left MLC and the post was not backfilled. Buglife also faced significant resourcing capacity issues. Thereafter work in support of the curriculum’s ‘Learning for Sustainability’ outcome has been lead on by MLC teachers and Education Support Officers. Significant progress has been made with input from the Council’s Climate Lead Officer : - 1) An audit was 50% Climate Emergency Group Page 375 of 700
Page 376
54 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By completed (academic year 24/25) to ensure compliance with Target 2030 action point that all children receive their entitlement to LfS. 2) A network has begun to be established to allow a cohesive, future focused approach across all schools - but this is still very much in its infancy. 3) A small sample of schools (chosen via the network) conducted a LfS self- evaluation using the draft toolkit created by Education Scotland pertaining to the Target 2030 action point that all schools be sustainable settings by 2030. 4)Link made with Buglife and their new project rolled out to all Primary Headteachers. Their Riverwoods project which is running free workshops to schools across the region and is based around educating people on how to look after our rivers. They met their target of 6 schools for the pilot and have a further 7 schools on their waiting list. 5) Art Competition Page 376 of 700
Page 377
55 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By held across Primary Schools to create an image for Learning for Sustainability in Midlothian. Winner to be decided soon. 6) Jack Knott (Education who will creating a page on the Primary Learning website on Learning for Sustainability going forward so that updates regarding funding opportunities/ CPD learning etc can be made available to all. SMP.23/27. GREEN.01. 03 Consideration given to Midlothian Council having a Climate Adaptation Vision, signed off across Council departments with Councillor support. H2 25/26: Complete 100% Introduction of an adaptation vision given consideration by 31 March 2025 100% H2 25/26: Complete A ‘Climate Ready Midlothian’ Vision focusing on the three primary public duties of climate adaptation, climate mitigation and wider sustainability will form part of the Climate Strategy refresh directed by 12 Nov 24 Council. The Climate Strategy with an action programme embedded has been prepared by MLC’s Climate Change Lead Officer with input across service and is expected to be tabled at Council in 2026 with the request for cross service and Council sign off. The high level outcomes, N/A 100% Climate Emergency Group Page 377 of 700
Page 378
56 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By objectives and actions embedded within the Strategy will be taken forward across Council services with individual Key Performance Indicators set against post holders. SMP.23/27. GREEN.01. 04 Work with Midlothian Energy (MEL Ltd) on targeted education of low carbon heating and renewable energy solutions in Midlothian H2 25/26: Complete Interaction with MEL continues on an ongoing basis. 100% Delivery of actions by 31 March 2027 100% H2 25/26: Complete Midlothian Energy Limited (MEL) is progressing with its education programme. The cross sector Community Planning Climate Emergency Group is interacting with the wider work program with MEL represented on this group. N/A 100% Climate Emergency Group 5. Midlothian will be Greener Outcome 2: Sustainable Living is increased Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. GREEN.02. 01 Establish a Midlothian Climate Hub - to act as an information and sign posting point for climate information and projects H2 25/26: Complete 100% Midlothian Climate “Hub” established by 31 March 2025 100% H2 25/26: Complete Climate Hub is now in place. The Climate Hub manager attends CEG and is in regular contact with Councils Climate Lead Officer. N/A 100% Climate Emergency Group SMP.23/27. GREEN.02. 02 Produce and distribute electronic information on how to promote biodiversity in small scale spaces to householders, H2 25/26: In progress New work in support of this action has not commenced, but previous work exists. 20% Information produced and distributed by 31 March 2025 20% H2 25/26: Target missed due to resourcing. Work has not commenced. Previous related work N/A 100% Climate Emergency Group Page 378 of 700
Page 379
57 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By community groups, businesses and developers exists providing a useful baseline . However the Mar 2025 target has been missed due to conflicting workload pressures within the Council land use planning team (who do not have a designated biodiversity lead post) with similar workload conflicts in play for wider Climate Emergency Group members. SMP.23/27. GREEN.02. 03 Community/Social Enterprise food production in Midlothian (a Midlothian Growing Network) is mapped and a Midlothian Growing Network is hosted and promoted on an accessible website H2 25/26: In progress 30% Information mapped and hosted by 31 March 2025 15% H2 25/26: Target missed on funding grounds. Climate Action Hub faced significant uncertainty in respect of funding during late 2024 which resulted in unavoidable lost time progressing actions. A ‘Food Circle’ facilitated by the Climate Action Hub was initiated May 25 and set new priorities in respect of climate action round food, As a result MCAN are now focused on supporting : - - Community Meal Creation - with MCAN’s first pilot meal held in Rosewell at the end of N/A 100% Climate Emergency Group Page 379 of 700
Page 380
58 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By September 2025. - Community Gardens Creation – with the aim of linking up community gardeners and other food growers with the foodbanks, community fridges and pantries that so many households rely upon. SMP.23/27. GREEN.02. 04 Identify current community scale Climate Change projects in Midlothian and have them hosted on an accessible website H2 25/26: In progress No chance to progress in earnest as yet within Midlothian Climate Action Hub. 50% Climate projects identified and hosted on accessible website by 31 March 2025 50% H2 25/26: Target missed on funding grounds. The Midlothian Climate Action Hub faced significant uncertainty in respect of funding during late 2024 which resulted in unavoidable lost time progressing actions. N/A 100% Climate Emergency Group SMP.23/27. GREEN.02. 05 Use Climate Emergency Group and Midlothian Climate Hub to help promote available active travel information and events e.g. Walk to School events, Sustrans Big Walk and Wheel, Cycle to Workdays, and wider walk and cycle promotion events H2 25/26: Complete Ongoing action. 100% Promotion of active travel information and events complete 100% H2 25/26: Complete Events distributed when they occur. N/A 100% Climate Emergency Group SMP.23/27. GREEN.02. 06 Work with Sustrans, SEStran, and neighbouring local authorities to identify opportunities for bike/ebike hire projects and promote active H2 25/26: Complete 100% Identify 3 opportunities for bike/ebike hire projects 3 H2 25/26: Complete SUSTRANS funding has enabled provision of a Brompton Bike Hire locker at Sheriffhall Park and Ride. The locker N/A 3 Climate Emergency Group Page 380 of 700
Page 381
59 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By travel contains eight bikes available for public hire. The bikes are managed and maintained by Brompton. The Active travel team are working with SUSTRANS funding project planning the introduction of electric Cargo or e-bikes to be incorporated into the staff fleet. Active travel strategy was consulted on and will form a useful basis for the draw in of external funding. SMP.23/27. GREEN.02. 07 Work with public transport providers, community councils and ComoUK and others to increase the number and availability of bike storage spaces, mobility hubs, and encourage multi-modal journeys H2 25/26: Complete 100% 3 bike storage areas are created by 31 March 2025 3 H2 25/26: Complete Active travel are currently preparing surveys to inform the location of wider storage facilities and make the case for funding to this purpose. MLC Active Travel colleagues are utilising funding from SEStrans to improve, upgrade and install cycle storage at schools across the authority. Seven schools were identified as requiring such storage and these are - St Davids N/A 3 Climate Emergency Group Page 381 of 700
Page 382
60 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Primary, Woodburn Primary, Cornbank Primary, Bilston Primary, Burnbrae Primary, St Mary's Primary and Roslin Primary. To be considered for the funding schools had to participate in the Bikeability programme. Bikeabiliy has increased the ‘reach’ of individuals An increase in cycle storage within schools will also help encourage an increased number to participate in active travel. The active travel team are also looking to install other types of storage for scooters, prams and staff bikes to encourage other modes of active travel. Tool stations are being implemented in the major towns across the authority. These tool stations will provide an area for members of the public to be able to do minor repairs to their bike with the stations having simple tools and a track pump for blowing up tyres to Page 382 of 700
Page 383
61 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By encourage cycling. SMP.23/27. GREEN.02. 08 Engage with shared transport and car club providers to establish a shared transport scheme across Midlothian H2 25/26: Not yet initiated There has been no resource within the Climate Emergency Group to enable this action to be progressed this year. 0% Shared Transport scheme established by 31 March 2026 0% H2 25/26: Target missed on resource grounds There has been no resource within the Climate Emergency Group to enable this action to be progressed. N/A 100% Climate Emergency Group SMP.23/27. GREEN.02. 09 The 2023-27 Single Midlothian Plan, in principle, will support and encourage climate and climate adaptation/resilience projects that come forward in its lifetime that help deliver its Vision H2 25/26: Complete This action is ongoing. 100% Supported and encouraged climate and climate adaptation/resilience projects 100% H2 25/26: Complete This is ongoing work for the Climate Emergency Group and the Midlothian Climate Action Hub. The Local Development Plan 2 Evidence report reflects climate as a key consideration and the final LDP2 plan (currently in preparation) will reflect climate as a primary focus. N/A 100% Climate Emergency Group 5. Midlothian will be Greener Outcome 3: Low Carbon/Renewable Energy Development and Home Energy Saving is Increased Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. GREEN.03. 01 Support and promote Changeworks household decarbonisation project in Midlothian – and Information on home energy savings and funding sources are signposted from a Midlothian Climate Hub H2 25/26: Complete This action is ongoing. 100% Promotion of Changeworks events in Midlothian and funding sources signposted from Midlothian Climate hub 100% H2 25/26: Complete This is ongoing work for the Climate Emergency Group and the Midlothian Climate Action Hub. N/A 100% Climate Emergency Group Page 383 of 700
Page 384
62 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. GREEN.03. 02 Work with Midlothian Council on delivery of its Local Heat and Energy Efficiency Strategy (LHEES) H2 25/26: Complete This action is ongoing. 100% Climate Emergency Group; Midlothian *Energy (MEL) 5. Midlothian will be Greener Outcome 4: Carbon Storage is increased Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. GREEN.04. 01 Map areas of existing wildflower and meadow in Midlothian, encourage Midlothian Wildflowers, and seek to increase number of partners on wildflower meadows, hedgerows and roadside verges projects H2 25/26: Off Target Action not started by the Climate Emergency Group yet. Assistance/Input from the Midlothian Climate Action Hub likely to be required to discharge. 0% Information mapped and two new partners by 31 March 2024 N/A H2 25/26: Off Target Action not started due to lack of resourcing. Assistance/Input from the Midlothian Climate Action Hub likely to be needed to discharge this action. N/A 100% Climate Emergency Group SMP.23/27. GREEN.04. 02 NatureScot to connect Midlothian Council with Peatland Action team to explore peatland issues and the potential for support on assessment and future project delivery H2 25/26: Complete 100% Advice provided from NatureScot by 31 March 2024 Yes H2 25/26: Complete N/A Yes Climate Emergency Group SMP.23/27. GREEN.04. 03 Engage with landowners of peatland on peatland matters identified by NatureScot H2 25/26: Complete 100% Engagement undertaken to connect NatureScot/Midlothian Council with landowners by 31 March 2025 100% H2 25/26: Complete N/A 100% Climate Emergency Group SMP.23/27. GREEN.04. 04 Investigate undertaking a natural capital audit of Midlothian, in part to help determine which areas have the most carbon sequestration potential via nature H2 25/26: Off Target There is currently no resource to progress this. 10% Investigation undertaken by 31 March 2025 10% H2 25/26: Off Target Target missed, currently no resource available that can be directed towards pursuing this. Climate Lead Officer has been N/A 100% Climate Emergency Group Page 384 of 700
Page 385
63 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By restoration - given other priorities. SMP.23/27. GREEN.04. 05 Map areas of greenspace and tree canopy cover in Midlothian to identify missing links H2 25/26: In progress In line with Local Development Plan 2 deadlines. 85% Mapping and identification work complete by 31 March 2025 85% H2 25/26: Off Target Target missed but in progress with current LDP2 timelines 25/26. N/A 100% Climate Emergency Group Page 385 of 700
Page 386
64 Midlothian will have a wellbeing economy and be better connected - Front Page Midlothian will have a wellbeing economy and be better connected - Summary of Successes H2 25/26 Success Summary: For information: Community Wealth Building (Scotland) Act 2026 along with guidance which is underdevelopment (due for publication Sept 2027) will provide direction for forthcoming CWB priorities. Main Successes 1. Continued delivery of Community Wealth Building priorities Economic Development, Procurement and partner organisations continued collaborative delivery of the Community Wealth Building Action Plan, including increasing local supplier engagement, promoting procurement opportunities and supporting local business growth through Business Gateway and Locate in Midlothian. 2. Strong entrepreneurship and business support activity Business Gateway Midlothian continued to provide one-to-one support, networking events, coffee mornings and delivery of the Women in Business “Spark & Scale” programme, supporting start-up activity and local entrepreneurship across Midlothian. 3. The Internal Action Plan for community wealth building has been completed. Support information is now available for social enterprises on Locate in Midlothian. Https://locateinmidlothian.co.uk A permanent BASE Hub is now located at Edinburgh College, Business Gateway delivery weekly with demand led for in person support as required. There is planned Loanhead Community and Business Event with over 100 people registered for 22nd April 2026. Midlothian will have a wellbeing economy and be better connected - Challenges H2 25/26: Challenges 1. Staffing and resource pressures Staff shortages continued to significantly impact proactive outreach delivery, limiting the ability to deliver structured community and educational enterprise sessions at the intended scale. Page 386 of 700
Page 387
65 6. Midlothian will have a wellbeing economy and be better connected 6. Midlothian will have a wellbeing economy and be better connected Outcome 1: Develop a Midlothian Community Wealth Building Action Plan to guide future economic activity across the partnership Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. ECON.01.0 1 Work with Council services and local anchor organisations to develop a shared action plan to embed the CWB principles into our work with individuals, businesses and communities H2 25/26: In progress Internal action plan completed, H2 25/26 focus on further internal action development and external anchor org actions through implementation groups. 90% Shared action plan completed 90% H2 25/26: On Target 4 year plan. N/A 90% Economic Development Manager SMP.23/27. ECON.01.0 2 Partnership delivery of actions identified in the CWB Action Plan against the 5 pillars H2 25/26: Complete Links to the strategy delivery plan for development, actions being delivered internally and with partners. 100% Action plan delivered Yes H2 25/26: On Target To be complete in year 2. N/A Yes Economic Development Manager 6. Midlothian will have a wellbeing economy and be better connected Outcome 2: Increase economic opportunity to maximise income, empowering individuals and communities Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. ECON.02.0 1 Deliver sessions in community settings to raise awareness and understanding of Self Employment and Social Enterprise as career pathways H2 25/26: Off Target Efforts being made to increase uptake Business support activity continued through Community Connections, Business Gateway advisory support and networking activity during 66% Number of sessions delivered by September 2025 1 H2 25/26: Off target Efforts being made to increase uptake. N/A 3 Economic Development Manager Page 387 of 700
Page 388
66 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By H2. This includes planned delivery of the Loanhead business/community event (April 2026), which provided engagement opportunities with local residents and businesses to promote enterprise support, self-employment pathways and available Business Gateway services. Business Gateway coffee mornings and networking sessions also continued alongside delivery of the Women in Business “Spark & Scale” programme. However, staffing shortages and limited partner demand continued to impact the delivery of structured community outreach sessions. SMP.23/27. ECON.02.0 2 Referrals for continued to support from Business Gateway and Midlothian Voluntary Action H2 25/26: Off Target 1 referral received from LEP partner for Community Connections. Business Gateway continued to provide one- to-one advisory support to start-up and growth businesses throughout H2, including support for planning-to-start enquiries and business development. Networking and signposting activity remained active through Community Connections, the Loanhead event and business networking 25% Number of referrals from the sessions to Business Gateway/Midlothian Voluntary Action for support 1 H2 25/26: Off Target Output is dependent on session delivery with each session increasing the likelihood of referrals. N/A 12 Economic Development Manager Page 388 of 700
Page 389
67 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By activity. Referral activity from structured community outreach activity remained limited during the period. SMP.23/27. ECON.02.0 3 Develop case studies to highlight success stories H2 25/26: In progress Case studies are dependent on referrals and can be expected once referrals come through. Although additional business case studies were developed during H2 to highlight entrepreneurship and business support success stories. Case studies including Laura Cockram, Taskforce, Midlothian Decorating Centre and Colorprinz demonstrated the ongoing support provided through Economic Development and Business Gateway Midlothian. Development of further case studies remained dependent on sustained referrals and business progression. 66% Number of case studies developed by September 2025 0 H2 25/26: Off target N/A 6 Economic Development Manager SMP.23/27. ECON.02.0 4 1:1 support for self- employment and social enterprise development H2 25/26: In progress One to One Support is dependent on referrals from sessions. 0% Economic Development Manager SMP.23/27. ECON.02.0 5 Create a dedicated space on Locate in Midlothian for Social Enterprise to include learning materials, tools, case studies and signposts to funding H2 25/26: Complete This page is now live and accessible on Locate in Midlothian. The Social Enterprise and Community Connections 100% Progress against completion on the development of a dedicated space on Locate in Midlothian site by August 2027 100% H2 25/26: On Target Webpage is now published but it will be continually updated to ensure content is current and relevant to the audience. N/A 100% Economic Development Manager Page 389 of 700
Page 390
68 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By providers. sections on Locate in Midlothian remained live and actively maintained throughout H2. Content continued to be updated with signposting to funding, business support resources and Community Wealth Building activity to ensure information remained current and accessible. 6. Midlothian will have a wellbeing economy and be better connected Outcome 3: Develop a culture of entreprenuership, increasing business knowledge, for current and future generations Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. ECON.03.0 1 Creation of Enterprise Hubs in educational and community settings to reach and support students, pupils and those in our communities that aspire to be financially independent. H2 25/26: Complete Permanent BASE Hub located at Edinburgh College, BG delivery weekly with demand led for in person support as required. Drop-in sessions in SIMD areas ceased in 2025-26 due to lack of staff resource, low volume activity recorded in year one. 100% Establish a hub in Edinburgh in year one and in SIMD area year two (by August 2026) 2 H2 25/26: Exceeded Target. N/A 1 Economic Development Manager SMP.23/27. ECON.03.0 2 Outreach sessions for enterprise support in community and educational settings across Midlothian. H2 25/26: In progress limited delivery in H2 due to lack of staff resource. Business Gateway networking events, workshops and coffee mornings continued during H2 alongside delivery of the Women in Business “Spark & Scale” programme. The Loanhead 100% Number of community/education sessions held 0 H2 25/26: Off Target N/A 1 Economic Development Manager Page 390 of 700
Page 391
69 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By business/community event will support enterprise outreach and engagement with local residents and businesses (100 registered people to date). Digital outreach through Locate in Midlothian and Community Connections continued throughout the period. Staffing resource pressures continued to impact the ability to deliver structured outreach sessions within community and educational settings at the scale originally intended. Page 391 of 700
Page 392
70 Midlothian will reduce poverty - Front Pag Midlothian will reduce poverty - Summary of Successes H2 25/26: Successes Overall, most activity is on target and has delivered direct, measurable support to people on low incomes. Income maximisation has delivered strong outcomes, with 2,979 clients supported, 9,231 advice sessions, and £3.8m in financial gains, significantly increasing household income and reducing hardship provided through both Dalkeith and Penicuik CABx Sustained cost-of-living funding to March 2027 has ensured continued delivery of advice, food, and financial support services, providing stability and enabling longer-term planning due to funding provided by Midlothian Council Cost of Living Force ad Scottish Government. The Cash First Trusted Partner network provided 443 payments totalling £62,275, supporting residents quickly and in a dignified way while reducing reliance on food aid again funded through the Cost of Living Task Force, Midlothian Council. Community food initiatives have expanded, with 10 community diners piloted and the pantry network growing, combining affordable food with access to advice and wider support. Funded through Scottish Government. Preventative and place-based approaches are showing impact, including tenancy support for 179 families, reduced use of temporary accommodation (149 households), and local delivery through Living Well initiatives. Partnership working and system alignment has improved access to services, strengthened referral pathways, and supported more coordinated responses to poverty. Midlothian will reduce poverty - Challenges H2 25/26: Challenges • Take up rates for some Social Security Scotland Benefits • Funding Page 392 of 700
Page 393
71 7. Midlothian will reduce poverty 7. Midlothian will reduce poverty Outcome 1: Poverty and child poverty is reduced through use of partnership levers and resources Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. POV.01.01 A single Midlothian data profile produced including information from Hopkins report, Public Health Scotland and Education H2 25/26: On Target The national Child Poverty Scorecard was enabled in December 2025. It has been presented at a variety of community planning meetings 100% A poverty data profile produced Initial mapping completed and improvements identified Template for poverty data set produced and updated annually by CPP 1 data profile Mapping completed 1 template completed 100% 100% Catherine *Duns; Poverty *Thematic Group; Gill Main; Sankafio Martei; Rebekah Sullivan Number of residents trained as citizen assessors 0 N/A 5 Number of processes reviewed over the 4 years 1 N/A 1.5 Number of staff trained to support direct experience work 7 N/A 7 SMP.23/27. POV.01.02 Develop a range of ways to establish relationships and gather views of those with direct experience of poverty: online forum, citizen’s panel, citizen assessors, focus groups and appraisal project. H2 25/26: Off Target. The majority of the work is on target. The peer researchers are continuing to meet and influence a range of issues including poverty. However, the work on citizen assessors has not progressed as there have not been any processes been put forward for review by the council or partners for assessors to be recruited for. A decision is required if to continue to target or put on hold. 75% Number of residents on the Panel 8 N/A 7.5 Catherine *Duns; Gill Main; Sankafio Martei; Rebekah Sullivan Number of staff completed COSD training N/A 100 School, child and parent impact statements of the difference the actions have made 2 3 SMP.23/27. POV.01.03 Agree strategy and action plan for reducing the cost of the school day through the child poverty action plan H2 24/25: Off Target School have been actively working on Cost of the School Day over the last few years. A survey is being issued to identify cost of school day priority actions for 26/27 and 100% Number of actions on target 22 22 Young People and Partnerships, Executive Director *Children Page 393 of 700
Page 394
72 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By beyond and impact of current work in the child poverty plan Number of households with children in temporary accommodation 149 H2 25/26: On Target Baseline: March 2021 - 198, March 2022 – 170, March 2023 TBA 150 SMP.23/27. POV.01.04 Prioritise access to Tenancy Support for tenants and housing applicants with children who are living in or at risk of living in poverty. H2 25/26: On Target Tenancy support has been provided to 179 tenants with children living at risk of poverty. 100% Number of tenants and applicants with children who access tenancy support. 179 H2 25/26: Data Only Housing *Housing; Housing Services Manager SMP.23/27. POV.01.05 Reduce the number of households with children in Temporary Accommodation H2 25/26: On Target The number of households with children at 31st March was 149 and the number of dependent children was 235. (The target was to retain or reduce below 150) 100% Housing *Housing; Housing Services Manager SMP.23/27. POV.01.06 Reduce the average time taken to close a homeless case H2 25/26: Off Target 62.21 is the mean case duration May 2026 100% Average number of weeks to close a homeless case 62.21 H2 25/26: Off Target. 55 Housing *Housing; Housing Services Manager SMP.23/27. POV.01.07 Review local childcare needs against provisions available and implement recommendations H2 25/26: Off Target Recruitment of project manager to take the action forward is in progress 30% No baseline Review of local childcare needs completed 0.5 1 Poverty *Thematic Group; Annette Lang SMP.23/27. POV.01.08 Identify, influence and review Midlothian Council Service Plans to ensure reducing poverty is embedded into them – e.g. Housing, Travel and Transport. H2 25/26: On Target The Local Housing Strategy which the Council has approved and published contributes to this outcome. It has a number of anti-poverty measures related to 100% 3 plans reviewed over 4 years 3 3 Poverty *Thematic Group Page 394 of 700
Page 395
73 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By housing in its delivery plan. Housing strategy and performance | Midlothian Council. In addition, there has been recent joint work on Transport linked to NOLB Scottish Government with key transport leads. SMP.23/27. POV.01.09 Deliver the living well in Central Dalkeith and Woodburn placed based approach H2 25/26: On Target The majority of actions are on target. PBIP funding secured to make the improvements to the flooring and bathroom in Woodburn Community Hub to improve the space for all users. One Dalkeith delivered a Community Diner offer for local families for 8 weeks. 100% Evaluate improved outcomes completed Approach delivered and evaluated 1 1 Catherine *Duns; Poverty *Thematic Group SMP.23/27. POV.01.10 Create joint strategic planning sessions with employability, childcare, jobcentre plus, economic development, transport leads to improve income from employability and ensure flexible, affordable childcare which supports employment. H2 25/26: On Target In H2 work has been undertaken to jointly influence transport linked to PESF employability funding for transport and associated joint sessions. 50% Target: 2 sessions per year No of recommendations implemented 3 3 Poverty *Thematic Group Page 395 of 700
Page 396
74 7. Midlothian will reduce poverty Outcome 2: Benefit income maximised for individuals and families and financial resilience is improved for low income households Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP.23/27. POV.02.01 Ensure equitable access to income maximisation and debt advice across Midlothian, including financial referral pathways H2 25/26: On Track Strategic and operational income maximisation groups established. Benchmarking and analysis of providers completed. CAB Oct 25 to March 26 secured combined £3,812,044 client financial gain 100% Review carried out and report with recommendations disseminated to key stakeholders Implementation plan developed and actioned Catherine *Duns; Poverty *Thematic Group SMP.23/27. POV.02.02 Manage benefits effectively and deal with lifestyle changes through a variety of support measures H2 25/26: On Target Partnership working continues on income maximisation to support those of all ages to access benefits. Including promotion of key benefits to the over 50s. Dalkeith CAB has a dedicated over 50s project. 400 people benefited from data sharing from Social Security Scotland. 10 Community Diners embedded advice and support into their model including those who can give income maximisation advice. 100% Anti poverty measures will be targeted at people over 50 100% H1 25/26 On Target. CABx in Midlothian have supported 834 over 60s as set out below over the 6 month period. 60-64 yrs old 273 65-79 yrs old 443 80+ years old 118 Midlothian – 755 CWHP payments issued (2.49%) 23/24 Midlothian- 6285 WHP payments issued (1.5%) 100% Child Poverty Working Group; Poverty *Thematic Group Best Start Grants – baseline 790; target 830 565 H2 25/26 Off Target: Best Start Grant Midlothian (2025/2026 (10 months): 565 app received, processed 560, approved 365 , 830SMP.23/27. POV.02.03 Increase the uptake of children, young people and family benefits H2 25/26: Tracking Indicator Social Security Scotland – Local Service continue to promote benefit take up and provide local support, 100% Child Poverty Working Group Page 396 of 700
Page 397
75 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By declined 180, percentage approval 65%, highest 73% and lowest 58%) Educational Maintenace Allowance – baseline 3.2% 5.3% School Clothing Grants – baseline 16.1%; 14.9% Free school meals 17.1% H1 2025/2026 On Target: please note: There is a bigger difference between FSM and Clothing Grants now as the Scottish Child Payment pupils in P6 & P7 are eligible for FSM but not CG information and updates within the Community and amongst Local Partners. Regularly provide updates to include Outreach opening times and appointment waiting times Data indicates however clients prefer to self-serve for low income benefits with most referrals to the local team being for information gather (Appointee provision or Disability Benefits) Appointment requests for low income benefit pre claim support remain low Best Start Grant Midlothian up to 31st December 2025 ( since inception: 10,830 app received, processed 10,730, authorised 7180, declined 3,175, percentage approval 67%, highest 69% and lowest 62%). Best Start Grant Midlothian (2025/2026 (10 months): 565 app received, processed 560, approved 365 , declined 180, percentage approval 65%, highest 73% and lowest 58%). Scottish Child Payment up to 31st December 2025 ( since inception: 8295 app received, processed 8220, Bus Passes – 11,486 (65.9%) baseline 71.9% Bus Passes - 71.9% (85.4 Secondary, 62.1 Primary) 70% Page 397 of 700
Page 398
76 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By authorised 6575, declined 1515, percentage approval 80%, average highest 84% and lowest 75%). SCP (2025/2016 (10 months): 515 app received, processed 515, approved 355 , declined 155, percentage approval 68%, highest 78% and lowest 68%) – lowest LA approval rate in Scotland next LA 70% Job Start Payment up to September 2025 ( since inception: 185 app received, processed 185, authorised 55, declined 120, percentage approval 31%, average Scotland 38%, highest 46% and lowest 31%). – lowest LA JSP (30th Sept 2025/26 ): 10 app received, declined 5, percentage approval 24%, average Scotland 39%, highest 57% and lowest 16%). – one of the lower local authorities SMP.23/27. POV.02.04 Increase access to affordable credit and savings amongst lower income Midlothian H2 25/26: On Target There were 3,812 members in Midlothian of Capital Credit Union this 100% Increase the number of Captial Credit Union members from the 2022-23 figures Target – increase 5% 5% Poverty *Thematic Group Page 398 of 700
Page 399
77 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By residents through increasing local membership of Capital Credit Union is a decrease of 40 from the last reporting period. This is due to the Credit Union's dormancy process, where members have not held funds or conducted any activity in a 12 month period. members by 5% SMP.23/27. POV.02.05 Review the changing needs of those experiencing debt and those accessing the Scottish Welfare Fund to consider additional supports or sign post to existing services better H2 25/26: On Target The revenues service drop in continue to operate across the county. Child poverty lead is analysing welfare fund statistics. Revenues are regularly reviewing what they do to support local people, this is also reviewed at the Cost of Living Task Force and through dedicated sessions in libraries through challenge poverty week as well as having information on Welfare Fund Decision letters including information on Warm and Well Hubs. 60% 1 review completed With recommendations 1% H1 25/26 On Target: Revenue outreach clinics are being piloted 1% Poverty *Thematic Group SMP.23/27. POV.02.06 Increase poverty awareness amongst Midlothian based workers through training programmes H2 25/26: On Target MFIN continues to update its Cost of Living Leaflet and the 13 individual information leaflets are currently being reviewed. 19 MFIN newsletters have been distributed during the time period 100% New measure Target – 4 training sessions per year 4 8 12 (cumulative)August 25 August 26 August 27 4 4 Child Poverty Working Group SMP.23/27. Support Employees on H2 25/26: On Target 100% Welfare Rights Page 399 of 700
Page 400
78 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By POV.02.07 low income Human Resources in Midlothian Council have been signposting employees on low incomes to support services offering debt and benefits advice. This allows employees to seek assistance available to them with cost-of-living pressures. In the period Oct 25 – Mar 26 - Midlothian Council have used their links with local and national organisations including Citizen Advice, Vocal Carer Centre, Alzheimer Scotland, Home Energy Scotland, Money helper and Social Security Scotland.to promote the services available. We promote these services widely to our employees through our comms channels, manager meetings, health and wellbeing intranet site and health and wellbeing booklets. Manager Forum webinar meetings from Kevin Duffy Partnership Manager Money helper, Vocal Carer Centre and DWP Access to Work, were held in this period to provide information and signposting information, So far, over 650 employees have attended carer awareness training with the Vocal Carer Centre Training Officer. The awareness training has provided information Team; Annette Lang Page 400 of 700
Page 401
79 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By related to carer supports, welfare checks, Power of Attorney, benefits entitlement such as attendance allowance, housing benefit, and pension credits. Social Security Scotland Family Benefits were also promoted to staff. The Midlothian Council Housing Officer and Welfare Rights team have also assisted employees facing various difficulties. Additionally, HR have arranged on site visits from Capital Credit Union in Oct 2025 to 7 different sites in Midlothian including Libraries, Care home and Depots to provide information on savings and loan products payable through salary deductions at source. There has been a strong uptake from employees on the Employee Discount Programme provision called VIVUP with most spend on food and DIY shopping being reported. Staff engagement exercises in Oct 25 to Mar 26 have allowed more health and wellbeing discussions with a wide range of staff in schools including our Learning assistant staff to raise awareness of financial wellbeing supports. Copies of the Midlothian “Worrying about money” Page 401 of 700
Page 402
80 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By leaflet and staff wellbeing directory, were provided to staff too. HR are happy to promote partner information helpful for staff, family, friends, and clients to help support them. 7. Midlothian will reduce poverty Outcome 3: The most significant impacts of poverty on individuals and families are reduced Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By Baseline – 2110 (2022/23) Target maintain levels of financial supports Collate impact statements and feedback N/A H2 25/26: On Target funding successful secured from Cost of Living Taskforce and Scottish Government until March 2027 SMP.23/27. POV.03.01 Exploring funding to increase access to affordable and nutritious food for low income Midlothian residents through extending the pantry network. Review action after 2 years H2 25/26: On Target Funding has been secured from Midlothian Cost of Living Taskforce and Scottish Government to extend the duration of the pantry network. Danderhall has been supported to transition to the Midlothian Food Pantry points model. Exploring with Bonnyrigg Mosque access to dignified food model and they have also become a Community Diner. 100% Target: Funding secured Baseline 3 pantries 7 3 Third Sector Interface SMP.23/27. POV.03.02 Maintain networks of trusted partners to provide a cash first and dignified support for food and fuel H2 25/26: On Target The trust partner network of 15 agencies and projects continues to operate well meeting the needs of those most in need in our communities. There have been 443 allocations of support from October 2025 to March 2026 100% Third Sector Interface; Catherine *Duns; Annette Lang Page 402 of 700
Page 403
81 Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By totalling £62,275 7. Midlothian will reduce poverty Outcome 4: Challenge Poverty Action Code Action Action update Progress Indicator Result PI update Baseline Target Indicator Status Managed By SMP2327P OV04.01 Undertake campaigns or demonstrations or influence decision makers through evidence and joint action to fundamentally challenge poverty H2 25/26: On Target A number of Midlothian organisations attended the Scotland Demands Better March on 25 October 2025, highlighting the need for jobs, investment and social security. Midlothian Community Action, through its Network body TSI Scotland Network, has continued to campaign for funding to allow the third sector to deliver anti- poverty activity. It successfully obtained an extension to the Investing in Communities Fund. 100% Reduce Poverty by influencing decision makers Yes Baseline: March 2021 - 198, March 2022 – 170, March 2023 TBA Yes Annette Lang Page 403 of 700
Page 404
Page 404 of 700
Page 405
Midlothian Council Tuesday 23 June 2026 Item No 8.10 Midlothian’s Local Transport Strategy 2026-2035 Report by Executive Director Place Report for Decision 1.Recommendations Council is recommended to: 1.1 Adopt the Local Transport Strategy (LTS) and also the summary versions (Appendices B & C respectively), which have been prepared to provide a policy framework to guide transport decisions and prioritise investment over the ten-year period to 2035, and 1.2 Agree to the development of a Prospectus for Midlothian Strategic Transport Projects, to be reported back to Council after the Summer recess 2027, which, as set out in section 3.will incorporate identified transport interventions from the Midlothian Local Development Plan 2 Transport Appraisal, and priority and committed transport schemes for delivery in the next decade. 1.3 Note the requirement to publish the Strategic Environmental Assessment (SEA) at Appendix E, and Integrated Impact Assessment (IIA) at Appendix F on the Council’s website. 2 Purpose of Report/Executive Summary 2.1 This report presents Midlothian’s draft LTS 2026-2035 (Appendix C), and LTS Executive Summary (Appendix B) for adoption. Once adopted the LTS policies will provide the required policy framework for decisions and investment relating to transport in and affecting Midlothian. The LTS seeks to support the policies of Midlothian’s Local Development Plan (MLPD2), also presented separately on the Council agenda at this meeting. Date 5 May 2026 Report Contact: Anna Herriman, Strategic Transport Manager anna.herriman@midlothian.gov.uk Page 405 of 700
Page 406
3 Background/Main Body of Report Uses / relevance of LTS 3.1 Strong, liveable and resilient communities benefit from thorough integration between land use (spatial) planning and transport planning, and a clear transport policy helps deliver economic inclusion. It is particularly important for Midlothian, as the fastest growing Scottish local authority and fastest house-building authority in the UK, that transport infrastructure is not an afterthought, and that decisions around transport are backed by a strong and evidenced policy framework. The LTS therefore presents a set of transport policies that recognises future transport demands, industry changes and projects, whilst simultaneously taking on board the immediate needs of communities experiencing the rapid changes already underway. 3.2 Within Midlothian’s policy context, the LTS is incorporated under the new (draft) Local Development Plan (MLDP2), aligning to the MLDP2 policies and proposed land uses, and this relationship between the strategies is intended to help deliver closer integration between land use, economic development and transport planning. In turn, ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’, which was approved in 2025, sits within the policy context of the LTS, providing a focussed strategy for the development of an active travel network. 3.3 This LTS has been prepared in the context of Midlothian’s sustained pace of housing and land development. Already, growth from new development has increased demands for all types of transport journeys, while cost-of- living pressures are adding to the demand for accessible, affordable and reliable transport choices. The LTS takes account of the accumulated impacts of development and trip making into and from Midlothian and reflects that local growth also exists within a wider growth context in the south east of Scotland. The LTS therefore aims to provide a policy framework to guide transport interventions, investment and design of sustainable solutions in, and affecting, Midlothian, until 2035. Development stages, and structure of the LTS 3.4 Whilst the LTS is not a statutory requirement, the value of a clear policy framework at a local level is recognised. Transport Scotland published guidelines help structure the development of the LTS, which essentially follows a ‘transport planning approach’, a process that begins by first examining all evidence of issues and problems (and opportunities), then identifying objectives/outcomes, before identifying all potential options to address issues and meet agreed objectives. Consultants, Stantec, were procured to deliver Midlothian’s LTS on behalf of the Council, and the timeline of delivery of the LTS is set out below: Page 406 of 700
Page 407
3.5 Public and stakeholder consultation was undertaken by Stantec at two key points. Firstly, in May - June 2024, at the ‘Case for Change’ stage, online and printed surveys were made available online and in libraries, seeking views on transport issues / problems and opportunities from a user perspective. 254 responses were received, with respondents also reviewing the draft LTS outcomes. The outputs of the Case for Change stage survey is included at Appendix G. Draft policy options were next developed, and appraised against the LTS outcomes to create the draft final LTS which was subject to a twelve week consultation process between June and October 2025. Again, surveys were available online and in each library. At this stage, 249 responses were received, with the findings from the consultation at Appendix G further influencing the final LTS presentation here for adoption. 3.6 The LTS is structured by the following elements: i. Policy and Socio-economic context, ii. Existing Transport Network and User Problems iii. LTS Vision and Outcomes iv. LTS Policies (56 policies, grouped under nine themes) v. LTS Priorities for Change vi. Monitoring and Evaluation approach. April 2023 February 2024 April 2024 July 2024 Jul/Aug/Sep 2025 March 2026 June 2026 Strategic Environmental Assessment and Integrated Impact Assessment Page 407 of 700
Page 408
3.7 The LTS includes ten identified ‘Priorities for Change’, which provide insight and indicate the direction of energy towards major infrastructure project delivery. - A bus-ready network that extends to support new development and growth - A step change in bus priority on key north - south corridors in Midlothian - Closing missing links and extend the reach of the active travel network - Improving the attractiveness and ease of accessing bus and rail transport for residents - Deliver improved active travel options to cross the A720 - Improve east-west bus connectivity - Improve the management of traffic and parking within towns and settlements - Review and deliver improved park and ride / journey hub / interchange options to improve access to bus and rail travel - Deliver new developments which are better connected by active travel and public transport - Work with Transport Scotland and regional partners to develop and deliver STPR2 Recommendations 2 (active travel freeways) and 12 (a mass transit system) in particular, and progress committed transport schemes Next Steps 3.8 Following the adoption of the LTS, a Midlothian Strategic Transport Projects Prospectus will be developed internally, to set out a range of transport initiatives informed by the LTS policies and ten priorities for change. One of the common pitfalls of strategic transport delivery programmes or plans, is the over-inclusion of aspirational projects without identifying key steps towards their delivery which can impact on the perceived value of a delivery plan. For this reason, the Prospectus will provide part of the evidence basis for bids for capital project funding, to aid the Council in delivering interventions during the lifetime of the LTS and the MLDP2, but also support any Midlothian specific, or wider regional bids for future funding. Included within the Prospectus will be: - Clear development stages for major infrastructure projects or schemes Page 408 of 700
Page 409
- Public realm schemes with transport components - Committed infrastructure schemes - Specific interventions identified in MLDP2 Transport Appraisal as necessary to meet growing demands 4 Report Implications (Resource, Digital and Risk) 4.1 Resource - Revenue There are no immediate resource implications from approval of the LTS or arising from this report. The LTS development, including completion of all stages, consultation, data analysis, and preparation of the SEA was delivered within the original agreed contact value as previously reported to Council in March 2024. Resource – Future Capital and/or Revenue Future monitoring and review of the LTS in year five is proposed to be undertaken internally by existing staff, subject to resource availability. Development and delivery of any specific (capital) projects, and early- stage development of feasibility studies (revenue) and will be the subject of discrete governance approvals. 4.2 Digital None 4.3 Risk To ensure the continued relevance of the LTS over its ten-year lifetime, it will be necessary to monitor performance and update any data analysed or gathered in the production of the LTS through a mid-point (five year) review of the LTS. An outline monitoring plan is included within the LTS that sets out a framework for measuring movement against LTS objectives. Maintaining a strong policy alignment between the LTS, MLDP2 and relevant regional and national strategies, supported by up-to-date information. The process of review provides an opportunity for the LTS to absorb new information or respond to any major changes in policy. Additionally, as the MLDP2 transport appraisal is subject to review every two years and will highlight any significant planning related policy or data variance, as well as any new or acute transport problems arising from development and growth, and highlighting potential intervention options for including in the midway review. 4.4 Ensuring Equalities (if required a separate IIA must be completed) Page 409 of 700
Page 410
Midlothian has a diverse population, spread across quite distinct settlements and villages. Consistent with Midlothian’s Single Plan, the LTS acknowledges that a lack of access to transport, or the way transport is provided, can disproportionately affect people with one or more protected characteristic, and, or those living in differing geographic areas. Whilst communities will benefit from policies that have sought to understand and account for a range of transport user issues and needs; the impacts and benefits of transport can differ markedly for varying user groups. The Integrated Impact Assessment (IIA) produced for the LTS will be published on the Council’s website and is appended to this report for inspection. 4.4 Additional Report Implications See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – LTS Executive Summary (draft for adoption) Appendix C – LTS Full Strategy document (draft for adoption) Appendix D – LTS Consultation Report Appendix E – LTS Strategic Environmental Assessment Report Appendix F – LTS Integrated Impact Assessment Form (Document downloads - Equality and diversity | Midlothian Council) Appendix G – LTS Case for Change (Technical Stages One and Two) Consultation report. Page 410 of 700
Page 411
APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Through its policies, the LTS supports the delivery and development of priority projects that can firstly attract funding to Midlothian and in turn deliver improved transport that improves access to employment and training and provides for development of safe paths that support physical activity – supporting a preventative approach to healthy individuals and a well-being economy. The LTS focusses on access for all transport users, helping improve access to work for those that can’t afford a car, supporting employability, connectivity and reducing poverty. Increasing sustainable travel options for individuals and communities reduces levels of car dependency and road congestion, this has significant health and environmental benefits and supports a greener Midlothian. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Insert text here A.5 Involving Communities and Other Stakeholders Open public consultation, widely advertised, has been carried out at two stages of the LTS development. In addition, key stakeholders have been offered the opportunity to input views, including groups and communities of interest. Two appendices provide detail of consultation findings. It is worth noting that Midlothian comprises a very diverse set of profiles of transport users, and it is important to stress that public opinion on matters of transport tend to be very strongly held and inflexible, therefore care has Page 411 of 700
Page 412
been taken to accurately represent the wide range of identified and evidenced issues and impacts on users as well as views. The IIA is critical in this regard. A.6 Impact on Performance and Outcomes Officers will seek to deliver appraised projects and activities that will achieve the LTS outcomes and seek to utilis external funding sources where possible and as appropriate, to minimise the impact on the Council’s General Capital Plan budget. Specific projects and funding agreements will be governed through appropriate approvals processes within the Council. A realistic (but still ambitious) delivery programme will be developed within Place to ensure that a programme of interventions can be implemented to make significant inroads towards LTS objectives. The LTS includes a structured monitoring plan that identifies how progress against the LTS outcomes can be tracked and evidenced and a five-year and final (ten-year) monitoring report will require to be produced and presented to Council to evidence the extent of delivery achieved. A.7 Adopting a Preventative Approach Implementation of a range of affordable and sustainable transport solutions, appropriate to location or user group, is key in preserving access to learning/education and employment, to ensuring a healthy lifestyle and to preventing households impacted by transport poverty. A.8 Supporting Sustainable Development The LTS is intrinsically linked with the development of MLDP2, thus its themes, policies and actions are all focussed on the delivery of sustainable communities, through prioritising sustainable places, transport opportunities, and access. Planned transport and connectivity is an intrinsic consideration within Sustainable Development, and Transport activity itself (such as use of internal combustion engine vehicles), as well as the physical delivery of infrastructure, can have serious environmental impacts which must be reduced through careful planning and mitigation wherever possible. The LTS sets out a framework for these complex considerations. Page 412 of 700
Page 413
1 Midlothian Local Transport Strategy 2026-2035 Executive Summary Draft for adoption This Executive Summary has been produced by Midlothian Council in 2026, to accompany the full Local Transport Strategy which was prepared by Stantec on behalf of the Council in 2025. Page 413 of 700
Page 414
2 Midlothian Local Transport Strategy - Executive Summary Contents 1 Introduction and Purpose of the LTS.................................................................................................3 2 Policy and Socio-economic Context..................................................................................................3 3 Existing Transport Network and User Problems..................................................................................5 4 LTS Vision and LTS Outcomes.........................................................................................................7 5 LTS Policies, Grouped by Themes....................................................................................................7 5.1 Sustainably accommodating new development..........................................................................8 5.2 Making transport network accessible and affordable for all ...........................................................8 5.3 Making transport safer for all .................................................................................................9 5.4 New and improved facilities for active travel..............................................................................9 5.5 Improving the coverage, journey times and reliability of public transport ..........................................9 5.6 Improved integration across transport networks .......................................................................10 5.7 Improving the quality of public transport .................................................................................11 5.8 Reducing transport’s local environmental impact, decarbonising and adapting to climate change........11 5.9 Making the existing transport network more efficient .................................................................12 6 LTS Priorities for Change..............................................................................................................12 7 Monitoring and Evaluation.............................................................................................................13 Page 414 of 700
Page 415
3 1 Introduction and Purpose of the LTS Midlothian’s Local Transport Strategy 2026-2035 provides a framework for the delivery of transport improvements over the next ten years to 2035. Midlothian is the fastest growing local authority in Scotland, with the number of homes set to increase by around 29% by 2037. This has substantial implications for transport demand and presents a significant challenge for transport delivery. Although the LTS is not a statutory requirement, it provides overarching long-term framework to guide future transport decision making and investment. Midlothian’s LTS includes policies that set out the approach to transport delivery, and identifies priorities for change in the next decade. The LTS has been developed following Transport Scotland's Local Transport Strategy Guidance and the revised Scottish Transport Appraisal Guidance (STAG) . It is supported by a Stage 1 and 2 Technical Report (Case for Change), a public consultation report, a Strategic Environmental Assessment (SEA) and Integrated Impact Assessment (IIA). These plus the full LTS can be found on Midlothian Council’s website. 2 Policy and Socio-economic Context Policy context 2.1 The LTS aligns with the following national policies, strategies and legislation: o National Transport Strategy 2 (NTS2) o National Planning Framework 4 (NPF4) o Scotland’s Road Safety Framework to 2030 o Climate Change Emissions Reduction Targets (Scotland) Act 2019 and Climate Change Plan Update 2020 o Strategic Transport Projects Review 2 (STPR2) o Sustainable Travel to Stations (2023) 2.2 The LTS is in alignment with the following regional policies and strategies: o SEStran Regional Transport Strategy 2023 o South of Scotland EV Charging Policy 2025 o SEStran Regional Bus Strategy 2025 2.3 The LTS closely aligns with the objectives of Midlothian’s policies and strategies: o Midlothian Local Development Plan (MLDP2) 2026-35 (draft) and Midlothian Local Development Plan (2017) o Single Midlothian Plan 2023-2027 o On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034 o Midlothian Strategy for Inclusive Economic Growth 2025-2030 2.4 Two cross-boundary projects identified in STPR2 are relevant to Midlothian and require ongoing collaboration with Transport Scotland, regional partnerships and neighbouring councils to ensure transport delivery is fully coordinated. These include: o Recommendation 12 - a ‘mass transit’ system, is also identified in NPF4 and is being developed as ‘SEStransit’, to improve region wide connectivity and options for cross boundary travel, utilising train, tram and bus as and where appropriate. Page 415 of 700
Page 416
4 o Recommendation 2 - active travel ‘freeways’, cross-boundary active travel links – this is also identified in NPF4 and the SEStran Regional Transport Strategy. 2.5 Two committed projects are identified in the City Region Deal, namely the grade separation of Sheriffhall Junction and delivery of a link road between the A702, A703 and Straiton junction and both projects require ongoing collaboration with Transport Scotland, regional partnerships and neighbouring councils. Socio-economic context 2.6 In 2024, the estimated population of Midlothian was 99,8001, with over 50% living in Bonnyrigg, Penicuik, or Dalkeith. Shawfair will deliver over 4,000 new homes, business / industrial unit, education and leisure facilities. The rural south of Midlothian has a lower population density which presents distinct challenges for transport provision. 2.7 Employment is concentrated around the Midlothian Science Zone (MSZ) the University of Edinburgh Easter Bush Campus and Straiton Retail Park. The area attracts growth in food and drink, retail, business services, tourism, energy and renewables, life sciences, and the space industries bringing transport demand. 2.8 Midlothian’s population grew by an estimated 16% between 2011 and 2022, and National Records of Scotland (NRS) estimates growth of 31% between 2018 and 2043, far higher than other Scottish local authorities. This will place increased demand on the transport network, with more acute capacity constraints and connectivity problems likely. 2.9 NRS projections suggest greater increase in those aged 15 and below, and aged 65 and above. More demand for public transport and access to healthcare can be expected from these age groups, with an increasing need to ensure public transport is accessible to the widest range of users. 2.10 Only 8% of Midlothian households do not have access to a vehicle, and Midlothian has the highest number of households with access to two vehicles in Scotland2. This presents a challenge for the LTS, as national policies aim to reduce car dependency. 2.11 Midlothian’s working age population exceeds the number of jobs available locally.3 Many people travel to Edinburgh or outside the county for work at least part of the week. A high proportion of ‘out-commuting’ trips are made by car and peak time road congestion to and from Edinburgh is a key transport issue. 2.12 The number of houses and households in Midlothian is set to increase significantly, with important implications for travel patterns over the lifetime of the LTS. Midlothian Local Development Plan 2 (MLDP2) sets out a local housing land requirement (LHLR) of 8,851 homes to be delivered during its 10- year lifespan. Neighbouring Councils of City of Edinburgh and East Lothian are also required to deliver significant growth over a similar time frame. 2.13 Most land identified for housing in Midlothian is on greenfield locations, leading to spatial expansion and reduced density, which makes sustainable transport more challenging to provide. Mid and lower density development has the potential to result in high volumes of car traffic and increased congestion. Thus, it is vital that new developments are connected to the wider area through excellent public transport and high-quality active travel links. 1 National Records of Scotland Mid-Year Population Estimates 2024. 2 Transport and Travel in Scotland 2021: Results from the Scottish Household Survey | Transport Scotland 3Jobs density data (2021) shows 0.64 jobs in Midlothian for every resident of employment age, (fewer jobs than people), indicating a proportion of workers’ employment is based outside of Midlothian. Page 416 of 700
Page 417
5 3 Existing Transport Network and User Problems Existing Transport Network (Baseline 2025) 3.1 Midlothian’s existing transport network has five strategic ‘A’ roads that run north-south; A702, A701 / A703, A7, and A68. These connect cars and freight vehicles to the A720 City of Edinburgh Bypass (A720) with onward connections to Edinburgh, Edinburgh Airport, Glasgow and the A1 corridor. East- west road connections within Midlothian are limited, with the bypass providing the primary east-west link for vehicles. 3.2 Sheriffhall Park and Ride (P&R) located to the north of the A720 Sheriffhall junction at Danderhall is served by several bus routes. Straiton P&R, which is not a Council owned site, is no longer served internally by buses. Both sites are historically underutilised for a variety of reasons including location. 3.3 The Borders Railway operates on a single-track line, serving stations at Gorebridge, Newtongrange, Eskbank, and Shawfair. Unstaffed P&R facilities are provided at each station. The service operates two trains per hour each way, Monday to Saturday, and one per hour on Sundays. Journey times into Edinburgh are quicker than by car, particularly during peak times however trains are often crowded on peak services or on major sporting or event days. The rail line has passive provision for electrification, which is due to be delivered during the period of the LTS. 3.4 The SEStran RTS defines two ‘regional corridors’ in Midlothian: Midlothian East, running through Bonnyrigg / Dalkeith / Gorebridge and Midlothian West running through Penicuik / Loanhead, including the A702 and A701 / A703. 3.5 Commercial bus operators’ services4 mostly link to the city centre of Edinburgh, with services from the Borders and East Lothian traversing Midlothian. Most bus services filter onto the A701 through Bilston and Penicuik, the A7 via Danderhall or the A772 towards Gilmerton Road. 3.6 Several Council funded local community transport services offer door-to-door transport for those with mobility challenges or provide connections in areas which are less well served by the commercial network. 3.7 Midlothian has four existing cross boundary cycle routes5 connecting to Edinburgh and East Lothian, which combine on and off-road provision. Several longer, shared use and on-road routes and shorter connections within Midlothian form the basis for network development. 3.8 One Council supported car club scheme operates in Midlothian, with vehicles available to rent by the hour or day at Loanhead and Dalkeith. A folding bike hire point operates at Sheriffhall, with twelve bikes available to rent by the day. Transport Problems 3.9 The ‘Case for Change’ gathered detailed information on the transport problems in Midlothian from the perspective of a wide range of transport users. 3.10 The A720 creates a severance for active travel, bus and road journeys. Four grade separated junctions experience high and increasing traffic volumes, with routine congestion in peak hours. The fifth junction, Sheriffhall, is ‘at-grade’; very long queues are evident during and beyond peak hours, impacting bus, car 4 Services by Lothian Buses, Borders Buses, Prentice of Haddington, East Coast Buses, Houston’s Coaches 5 NCN route 196 runs between Penicuik and Dalkeith, and onwards to Haddington in East Lothian, whilst another well-used major route form Roslin to Shawfair provides onwards links to Gilmerton from Lasswade. Page 417 of 700
Page 418
6 and freight journey times. A720 congestion creates long and unpredictable bus and car journey times from Midlothian and regularly impact the local road network. 3.11 Car journey times are routinely unpredictable within Midlothian, suggesting many local roads are operating beyond capacity. Additional traffic from the projected growth can be expected to have considerable impact on wider regional economic productivity, stemming from significant traffic delays. 3.12 Bus journey times are currently long relative to car travel. Incidents and queues on the A720 impact on bus journey time reliability. Bus capacity on peak and express services is a concern for passengers. Many Midlothian residents, even in the larger settlements, live some distance from their nearest bus stop and some newer developments are distant from the public transport network. Beyond the main bus route corridors, services can be less frequent and finish early. 3.13 There are few east-west bus connections across Midlothian, or regionally. This contributes to a lack of public transport connectivity for residents to local employment centres and visitor locations within Midlothian. 3.14 While the Borders Rail Line provides direct links to Edinburgh and Tweedbank from Shawfair, Eskbank, Newtongrange and Gorebridge, relatively few bus services connect directly to the rail stations. Journey times by rail are long in comparison to rail services serving Edinburgh and there are issues with a lack of capacity at peak times and poor reliability of rail journey times6. 3.15 Bus fares vary by operator; regional services apply longer fare staging zones, unlike the flat-fare offered by more local services. Rail fares are considerably higher than bus fares. The up-front costs of rail season tickets and flexi-passes, even with a discount, can be prohibitive, requiring some passengers to purchase higher cost single journey tickets. 3.16 While some cross-boundary cycle routes exist, few routes efficiently and safely connect Midlothian communities. The A720 creates severance issues for communities either side, with walking or cycling journeys particularly tricky, and longer distance, cross boundary commuter cycling impacted. Apart from Gilmerton Junction, the A720 junctions lack dedicated cycle facilities, discouraging new or less confident cycle users. 3.17 High traffic volumes, speeds and HGV traffic can cause walking and cycling to be unappealing. In more rural areas, a lack of segregated, accessible and appealing facilities for active travel users is an issue. Many walking routes lack lighting, have poor surfacing, are affected by street clutter or barriers, and are less accessible for those with mobility needs; this is a concern as the population profile changes, and the proportions of both children and young people, and older people increase. 3.18 Transport accounted for an estimated 36% of Midlothian’s carbon dioxide emissions in 2022, with almost all (98%) from road transport.7 Other environment impacts of road traffic include noise, air quality8, vibration, degradation, whilst community and liveability impacts include accidents, poor visual amenity, intimidation, community severance. 3.19 Midlothian’s continued and rapid population growth offers opportunities for infrastructure development and transport improvements, as well as improved retail and leisure ‘offer’ in towns, economic growth and local employment opportunities which can reduce the need to travel. These all require a well-planned, sustainable, accessible, safe and efficient transport network, providing connections between local settlements, as well as from and to Edinburgh and the wider region. 6 At time of writing (2025) data suggests Borders Railway is not meeting ScotRail’s Public Performance Measure. 7 UK local authority and regional greenhouse gas emissions statistics, 2005 to 2022, 8 Midlothian Council air quality targets reported annually (no exceedance reported). Page 418 of 700
Page 419
7 4 LTS Vision and Outcomes LTS vision 4.1 Midlothian’s LTS vision is that, by 2035: Our transport system enhances the life opportunities of all residents, enabling people to travel more sustainably and businesses to thrive. allows our businesses to thrive. LTS Outcomes 4.2 By applying the policies of the LTS, the LTS is intended to deliver five Outcomes: Outcome 1: Transport planning is integrated into land use planning and new developments, delivering high-quality active travel and public transport connections. Outcome 2: Our towns provide more space for people walking, wheeling, and cycling. Outcome 3: Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4: Our settlements are connected to key locations in Midlothian, Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Outcome 5: Transport in our area produces less pollution and is decarbonised through a mix of new technology and behaviour change. 5 LTS Policies, grouped by themes The LTS has 56 policies, grouped for ease into nine topics: o Sustainably accommodating new development o Making the transport network accessible and affordable for all o Making transport safer for all o New and improved facilities for active travel o Improving the coverage, journey times and reliability of our public transport o Improved integration across our transport networks o Improving the quality of our public transport o Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change Page 419 of 700
Page 420
8 o Making the existing transport network more efficient 5.1 Sustainably accommodating new development Policies 1 to 6 focus on transport considerations that help deliver the planning outcomes within MLDP2. The coordination and integration of transport considerations into land use planning is essential, to help minimise the need for car dependency and costly travel. This group of policies describes the approaches needed alongside new development, to provide sustainable transport mode choices, adopt an Infrastructure first approach, facilitate liveable places, and where possible deliver transit-oriented development. Policy 1: Major development must be well connected to our existing communities and local centres by providing facilities for high-quality active travel routes and public transport services Policy 2: The LTS outcomes require measures to minimise car dependency to be planned by developers, for all sizes of development Policy 3: The LTS requires the concept of ‘infrastructure first’ to be implemented in relation to major developments in, and affecting Midlothian Policy 4: New active travel routes and infrastructure which meets national standards must be available for the first residents moving into a development, both within the site boundary and connecting the site to local centres, amenities, and transport interchanges Policy 5: Access roads within new developments and connecting new developments to the wider area must be of an adoptable standard and designed and delivered such that the development to be served by bus services as soon as the first residents move in – including the provision of necessary infrastructure such as bus stops and shelters Policy 6: The LTS outcomes require parking provision at all new developments to fully comply with Midlothian Council’s Parking Standards 5.2 Making transport networks accessible and affordable for all Policies 7 to 13 focus on addressing the barriers which can prevent some people making trips by active travel and by public transport. It covers issues that make travel by these modes a stressful experience, as well as issues associated with physical accessibility, personal security, and cost. 7 Policy 7: The LTS supports measures to improve the range and quality of fully accessible travel information Policy 8: The LTS recognises that the physical environment and streetscape can be a barrier to travel and independence for some, and supports measures to address this Policy 9: The LTS recognises that crime, the fear of crime and anti-social behaviour is a barrier to travel for some and supports measures to address this Policy 10: The LTS supports initiatives that give Midlothian residents more affordable access to cycling Page 420 of 700
Page 421
9 Policy 11: The LTS recognises that the availability of accessible taxis and provision of community transport form a key element of the transport system across Midlothian, helping those who most need support to undertake everyday journeys and activities. Policy 12: The LTS recognises that the cost of bus travel can be a barrier to travel, especially where more than one bus is needed from different operators, and supports measures to reduce the cost of bus travel and make the cost of bus travel more equitable for Midlothian residents Policy 13: The LTS recognises that the cost of rail travel is a barrier to travel and supports measures to reduce the cost of rail travels to 5.3 Making transport safer for all Policies 14 to 17 support a combination of actions that are required to ensure transport continually becomes safer for all users, ranging from maintaining and making physical improvements to the road network and transport infrastructure, to managing traffic speeds, to behaviour change initiatives. Policy 14: The LTS supports the Scottish Government's target of a 50% reduction in people killed and seriously injured by 2030 Policy 15: The LTS supports the principle of reducing speed limits and use of transitional speeds on our rural roads to promote road safety Policy 16: The LTS supports a programme of 20mph zones implementations, monitoring and review around and within our settlements Policy 17: The LTS supports appropriate maintenance of our roads to provide a safer environment for all road users 5.4 New and improved facilities for active travel Policy 18 reflects that Midlothian Council is committed to improving and expanding our active travel network and supporting more people to travel actively. The policies recognise that the aims, objectives and actions set out in ‘On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034’ (ATS) are comprehensive and require to be reflected and supported within the LTS, in order to ensure adequate focus on investment in new active travel routes, provision of more cycle parking and facilities, improved maintenance of active travel infrastructure and routes, and promotion of walking, wheeling and cycling as a means of travel. Policy 18: The LTS supports the improvement of walking, wheeling and cycling infrastructure as set out in the ATS, to make it easier for people to make every-day journeys by active travel modes and to support health and wellbeing. 5.5 Improving the coverage, journey times and reliability of public transport Policies 19 to 29 focus on enhancing public transport services in Midlothian and between Midlothian and the wider city region. The policies cover a wide range of issues including improving or extending the coverage of the existing bus network, increasing bus capacity, reducing bus journey times and improving reliability, providing new Page 421 of 700
Page 422
10 bus connections, reducing rail journey times and reliability, enhancing capacity, extending the rail network and providing new direct connections. Policy 19: The LTS supports measures to reduce journey times and improve the reliability and punctuality of public transport Policy 20: The LTS supports the development of direct bus services to parts of the city-region where interchange in Edinburgh is currently required Policy 21: The LTS supports improved east-west bus connectivity in Midlothian Policy 22: In keeping with the SEStran Regional Bus Strategy, the LTS supports working towards an equitable and proportionate level of bus service for Midlothian communities Policy 23: Where appropriate, the bus network supports young people making journeys to school and learning Policy 24: The LTS supports the principle of mass or rapid transit connections between Midlothian, Edinburgh and the wider region, developed as part of a region-wide approach to connectivity Policy 25: The LTS supports increased bus service frequencies on main corridors to reduce wait time, improve capacity and provide more travel options for those wheeling supported by a range of corridor improvements Policy 26: The LTS supports targeted infrastructure improvements along the Borders Railway that can increase the capacity of the line at key rail sections, junctions and platforms to improve service frequency, journey times and journey time reliability Policy 27: The LTS supports through rail services to destinations beyond Edinburgh Waverley Policy 28: The LTS supports extending the Borders Railway to Carlisle, accompanied by any necessary infrastructure improvements to the existing line Policy 29: The LTS supports opportunities to improve the collection, sharing, monitoring and analysis of transport data, to strengthen decision making and improve the performance and quality of the public transport network 5.6 Improved integration across transport networks Policies 30 to 36 collectively deal with the challenge to facilitate more complex journeys that are typical for many commuters, which may include a combination of active travel and public transport, bus to rail, car travel to access public transport, or other combinations. The policies here focus on supporting opportunities to change travel mode easily, relating to physical infrastructure, ticketing and promotion. Policy 30: Walking, wheeling and cycling routes to bus stops and railway stations should be clear, safe and attractive for all users Policy 31: The LTS supports measures to make it easier to routinely take a bicycle onto a bus or train or securely leave a bicycle at a key location Policy 32: A combination of bus and rail travel can provide faster journey times to Edinburgh than bus alone. The LTS supports tackling timetabling, ticketing and fare barriers which make this an unattractive option for passengers at present Page 422 of 700
Page 423
11 Policy 33: The LTS supports the integration of ticketing across all bus and train operators Policy 34: The LTS supports technology-based solutions to develop ‘MaaS’-style operations in Midlothian and the wider region Policy 35: The LTS supports measures to improve the strategic bus and rail park and ride offer. Policy 36: The LTS supports the concept of multi-modal interchange hubs to support interchange between bike, bus, train, car and car share 5.7 Improving the quality of public transport Policies 37 to 44 focus on improving the overall quality of experience of accessing and using public transport services to make public transport more attractive to both current and prospective users, covering improving the quality of journeys to and facilities at bus stops and railway stations, including real time information. Policy 37: The LTS supports measures to address overcrowding on Midlothian's train services during routine peaks and events Policy 38: Bus stops and routes to bus stops should be high quality and well maintained Policy 39: The LTS supports exploring partnership and other initiatives to improve the way bus services are delivered across Midlothian’s settlements, where this will provide a benefit to passengers Policy 40: The LTS supports partnership working between local authorities and operators to deliver improvements for existing bus users and encourage new bus users Policy 41: The LTS supports the ongoing roll out of real time information at bus stops across Midlothian Policy 42: The LTS recognises that more flexible floorspace arrangements would benefit bus users dependent on wheeling Policy 43: The LTS supports measures to bring together all public transport information into a single source / app Policy 44: Public transport information should be accessible, readily understandable and up to date 5.8 Reducing transport’s local environmental impact, decarbonising and adapting to climate change Policies 45 to 52 focus on reducing the negative impacts of transport on the local environment and transitioning to alternative fuel sources and set a basis for encouraging electric vehicle uptake and use, zero-emission buses, management of parking, vehicle sharing, decarbonising the railway, and improving road and rail network resilience. Policy 45: The LTS supports a roll out of publicly available and affordable network of EV charging infrastructure to support households who cannot charge at home and serve through traffic Page 423 of 700
Page 424
12 Policy 46: The LTS supports the full decarbonisation of bus services in Midlothian and the provision of facilities to support this Policy 47: The LTS supports suitable and equitable taxation measures for ICEs, EVs and other alternative-fuel vehicles that ensure their usage is managed in line with the NTS2’s Sustainable Travel Hierarchy and which also accords with the ‘polluter pays’ principles Policy 48: The LTS supports the principle of improving the management and enforcement of traffic and parking, including within town and commercial centres, key transport interchanges and near schools Policy 49: The LTS supports initiatives to reduce the requirement to own a car but still have occasional, affordable access to a car Policy 50: The LTS supports the full decarbonisation of the Borders Railway Policy 51: The LTS supports infrastructure and maintenance measures to reduce the impact of severe weather on road networks Policy 52: The LTS supports infrastructure and maintenance measures to reduce the impact of severe weather on the Borders Railway 5.9 Making the existing transport network more efficient Policies 53 to 56 provide a guiding approach to the adoption and move towards more intelligent transport systems, for example through use of traffic control systems and targeted road infrastructure improvements. Policy 53: The LTS supports technology-based measures to improve the efficiency and safety of transport networks Policy 54: The LTS supports the provision of appropriate facilities to support the movement of freight through Midlothian and within Midlothian including last mile deliveries Policy 55: Opportunities for the more widespread usage of connected autonomous vehicles for the provision of bus services should be kept under review Policy 56: The LTS supports targeted infrastructure improvements in selected locations alongside a wider package of sustainable transport improvements to sustain network efficiency and enhance safety 6 LTS Priorities for Change The LTS considers a wide range of transport relevant policies, data, problems and opportunities, which contribute to its 56 Policies. Some policies in the previous section correspond to required business-as-usual activities, some relate to new legislation, behaviour change or service improvements, and some to new infrastructure investment and delivery. During the development of the LTS, ten ‘Priorities for Change’ emerged for priority action to ensure the transport network can change quickly and keep up with fast paced development. The priorities below will be further developed into a ten-year delivery plan managed and reported on by Midlothian Council. 1. A bus-ready network that extends to support new development and growth Page 424 of 700
Page 425
13 2. A step change in bus priority on key north - south corridors in Midlothian 3. Closing missing links and extend the reach of the active travel network 4. Improving the attractiveness and ease of accessing bus and rail transport for residents 5. Deliver improved active travel options to cross the A720 Bypass 6. Improve east-west bus connectivity within Midlothian 7. Improve the management of traffic and parking within towns and settlements 8. Review and deliver improved park and ride / journey hub / interchange options to improve access to bus and rail travel 9. Deliver new developments which are better connected by active travel and public transport 10. Work with Transport Scotland and regional partners to develop and deliver STPR2 Recommendations, especially 2 and 12 and progress committed schemes 7 Monitoring and Evaluation Monitoring is necessary to determine the extent to which the five LTS Outcomes are being achieved. Four types of indicators will be used to monitor progress; published data, such as Scottish Transport Statistics, published primary research, indicators developed through bespoke analysis and a Midlothian Travel and Transport Survey, undertaken 2030 and 2035. Outcome 1: Transport planning is integrated into land use planning and new developments to deliver high-quality active travel and public transport connections Type Indicators Bespoke analysis assessment of convenient access to bus stops in new developments Midlothian Travel and Transport Survey travel by mode for those in new developments cycle / car ownership for those in new developments satisfaction with different travel modes / barriers to use for those in new developments Outcome 2: Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Type Indicators Published data annual average daily traffic within settlements (Transport Scotland automatic traffic counts) travel to school mode for primary / secondary school children (Hands Up Survey) road casualties by severity – with a focus on collisions occurring within settlements (Scottish Transport Statistics) cycle count data from locations within towns / villages (where available) Bespoke analysis Workplace Mobility Data showing Pedestrian Density (where applicable) Workforce travel analysis to inform location of active travel investments Page 425 of 700
Page 426
14 Midlothian Travel and Transport Survey travel by mode frequency of travel to Midlothian destinations cycle / car ownership satisfaction with different travel modes / barriers to use views on impact of transport in, and ‘liveability’ of towns Outcome 3: Our settlements are connected by safe, attractive and accessible public transport and active travel routes Type Indicators Published data average annual daily traffic on key strategic routes between towns and villages (Transport Scotland automatic traffic counts) rail passengers by station (ORR estimates of station usage) congestion delays experienced by drivers (SHS) road casualties by severity (Scottish Transport Statistics) cycle count data from routes connecting towns / villages (where available and substantive) Bespoke analysis public transport journey times from and to Midlothian postcodes, including comparison of public transport and car journey time differentials public transport connectivity to employment, education and key services from origins in Midlothian to destinations in Midlothian assessment of public transport connectivity and deprivation across Midlothian assessment of convenient access to bus stops Workforce travel analysis Midlothian Travel and Transport Survey travel by mode within Midlothian frequency of travel to Midlothian destinations cycle / car ownership satisfaction with different travel modes / barriers to use perception of quality, safety and accessibility of active travel and public transport Outcome 4: Our settlements are connected to key locations in Midlothian, Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Type Indicators Published data rail passengers by station (ORR estimates of station usage) cycle count data from key strategic cross boundary routes (where available) Bespoke analysis public transport journey times from Midlothian postcodes to destinations in Edinburgh, including comparison of public transport and car journey times public transport connectivity to employment, education and key services originating and to destinations in Midlothian, Edinburgh and SEStran region assessment of public transport connectivity and deprivation across Midlothian assessment of convenient access to bus stops affordability of bus and rail travel between key origins and destinations analysis of other bus data available to the public sector Midlothian Travel and Transport Survey travel by mode outwith Midlothian satisfaction with different travel modes / barriers to use views on how transport in Midlothian affects local and global environment perception of quality, safety, security and accessibility of active travel and public transport Page 426 of 700
Page 427
15 Outcome 5: Transport in Midlothian produces less pollution and is decarbonised through a mix of new technology and behaviour change Type Indicators Published data transport related CO2 emissions in Midlothian (Department for Business, Energy and Industrial Strategy) annual Midlothian air quality statistics (Midlothian Air Quality Progress Reports) licensed vehicle statistics by fuel type and body type in Midlothian (Department for Transport) roll-out of zero emission buses in Midlothian / rail network decarbonisation number of public EV charging devices (DfT EV charging infrastructure statistics) Midlothian Travel and Transport Survey car ownership by fuel type travel by mode, including breakdown of car travel by fuel type satisfaction with different travel modes / barriers to use, including zero emission vehicles satisfaction with public EV charging infrastructure views on how transport in Midlothian affects local and global environment Page 427 of 700
Page 428
Page 428 of 700
Page 429
Prepared by Stantec on behalf of Midlothian Council Project Ref: 332610018| Rev: 04 | Date: December 2025 Registered Office: Buckingham Court Kingsmead Business Park, London Road, High Wycombe, Buckinghamshire, HP11 1JU Office Address: 3rd Floor, Capital Square, 58 Morrison Street, Edinburgh, EH3 8BP T: +44 (0)131 335 4200 E: info.Edinburgh@stantec.com Midlothian Local Transport Strategy Draft for adoption Page 429 of 700
Page 430
Midlothian Local Transport Strategy Document Control Sheet Project Name: Midlothian Local Transport Strategy Project Ref: 332610018 Report Title: Midlothian Local Transport Strategy: Working Draft Doc Ref: v4.1 Date: December 2025 Name Position Signatur e Date Prepared by: Rachel Thomas Associate RMT 04/11/202 4 Reviewed by: Scott Leitham Director SL 04/11/202 4 Approved by: Scott Leitham Director SL 04/11/202 4 Final review: Anna Herriman Strategic Transport Planning Manager ACH 03/03/202 6 For and on behalf of Stantec UK Limited Revision Date Description Prepared Reviewed Approved v2.0 09/01/2025 Update following comments RMT RMT SL v3.0 28/05/2025 Update following comments RMT RMT SL v4.0 11/12/2025 Update following public consultation RMT RMT SL This report has been prepared by Stantec UK Limited (‘Stantec’) on behalf of its client to whom this report is addressed (‘Client’) in connection with the project described in this report and takes into account the Client's particular instructions and requirements. This report was prepared in accordance with the professional services appointment under which Stantec was appointed by its Client. This report is not intended for and should not be relied on by any third party (i.e. parties other than the Client). Stantec accepts no duty or responsibility (including in negligence) to any party other than the Client and disclaims all liability of any nature whatsoever to any such party in respect of this report. Page 430 of 700
Page 431
Contents 1 Introduction ............................................................................................................................... 7 1.1 Purpose of the LTS........................................................................................................ 7 1.2 Structure of the LTS ...................................................................................................... 7 2 Policy and Socio-economic Context ...................................................................................... 8 2.1 Overview ........................................................................................................................ 8 2.2 Policy Context ................................................................................................................ 8 2.3 Demographic and Socio-economic Profile of Midlothian ............................................. 11 2.4 Future Development .................................................................................................... 12 3 Existing Transport Network and User Problems ................................................................ 16 3.1 Overview ...................................................................................................................... 16 3.2 Existing transport network ........................................................................................... 16 3.3 Key trends in travel ...................................................................................................... 19 3.4 Transport Problems ..................................................................................................... 20 4 Vision and Outcomes ............................................................................................................. 23 4.1 Strategy Vision ............................................................................................................ 23 4.2 LTS Outcomes ............................................................................................................. 23 4.3 LTS Policies ................................................................................................................. 25 5 Sustainably accommodating new development ................................................................. 26 5.1 Overview ...................................................................................................................... 26 5.2 Prioritising sustainable transport ................................................................................. 26 5.3 Adopting an ‘Infrastructure First’ approach ................................................................. 26 5.4 Facilitating local living and liveable places .................................................................. 27 5.5 Providing appropriate parking provision ...................................................................... 27 5.6 Policies (Sustainably accommodating our new development) .................................... 28 6 Making our transport networks accessible and affordable for all .................................... 29 6.1 Overview ...................................................................................................................... 29 6.2 Providing accessible travel information ....................................................................... 29 6.3 Providing physical accessibility improvements ........................................................... 29 6.4 Implementing measures to facilitate independent travel ............................................. 30 6.5 Implementing measures to enhance personal security ............................................... 31 6.6 Widening the availability of cycling .............................................................................. 32 6.7 Improving wheeling access to our bus services .......................................................... 33 6.8 Reducing bus fares / providing greater consistency in bus fares across Midlothian .. 34 6.9 Reduce rail fares in Midlothian .................................................................................... 34 6.10 Improving the quality, accessibility and safety of taxi travel ........................................ 35 6.11 Policies (Making our transport network accessible and affordable for all) .................. 35 7 Making our transport networks safer for all ........................................................................ 36 7.1 Overview ...................................................................................................................... 36 7.2 Physical improvements to the road network ............................................................... 36 7.3 Reducing traffic speeds ............................................................................................... 37 Page 431 of 700
Page 432
7.4 Behaviour change measures ....................................................................................... 37 7.5 Maintaining the transport network ............................................................................... 37 7.6 Policies (Making our transport networks safer for all) ................................................. 38 8 New and improved facilities for active travel ...................................................................... 39 8.1 Overview ...................................................................................................................... 39 8.2 Improving existing active travel routes ........................................................................ 40 8.3 Investing in new active travel routes ........................................................................... 41 8.4 Providing more cycle parking / facilities ...................................................................... 42 8.5 Maintaining our active travel infrastructure and routes ............................................... 43 8.6 Promoting walking, wheeling and cycling as a means of travel .................................. 43 8.7 Policies (New and improved facilities for active travel) ............................................... 44 9 Improving the coverage, journey times and reliability of public transport ...................... 45 9.1 Overview ...................................................................................................................... 45 Bus services 45 9.2 Improving the bus network coverage .......................................................................... 45 9.3 Increasing bus capacity ............................................................................................... 46 9.4 Reducing bus journey times / improving reliability ...................................................... 47 9.5 Providing new direct bus connections ......................................................................... 47 9.6 Reducing rail journey times and improving reliability .................................................. 48 9.7 Enhancing rail capacity ............................................................................................... 48 9.8 Providing new direct rail connections .......................................................................... 49 9.9 Extending the rail network ........................................................................................... 49 9.10 Policies (Improving the coverage, journey times and reliability of public transport) ... 50 10 Improved integration across transport networks ............................................................... 51 10.1 Overview ...................................................................................................................... 51 10.2 Improving active travel-public transport integration ..................................................... 51 10.3 Journey hubs and opportunities for interchange ......................................................... 52 10.4 Improving bus-rail integration ...................................................................................... 52 10.5 Providing integrated public transport ticketing ............................................................ 52 10.6 Improving the Park and Ride offer ............................................................................... 53 10.7 Policies (Improved integration across transport networks) ......................................... 54 11 Improving the quality of public transport ............................................................................ 55 11.1 Overview ...................................................................................................................... 55 11.2 Improving the quality of journeys to and facilities at bus stops ................................... 55 11.3 Improving the quality of the onboard bus experience ................................................. 56 11.4 Improving the quality of facilities at railway stations .................................................... 56 11.5 Policies (Improving the quality of public transport) ...................................................... 57 12 Reducing the impact of transport on local environment, decarbonising transport and adapting to climate change ................................................................................................................ 58 12.1 Overview ...................................................................................................................... 58 12.2 Encouraging electric vehicle uptake and use .............................................................. 58 12.3 Zero emission buses ................................................................................................... 59 12.4 Management of parking demand through parking restrictions and enforcement ........ 59 Page 432 of 700
Page 433
12.5 Vehicle pooling or vehicle sharing ............................................................................... 59 12.6 Decarbonisation of the railway network....................................................................... 60 12.7 Improving road network resilience ............................................................................... 60 12.8 Improving rail network resilience ................................................................................. 60 12.9 Policies (Reducing the impact of transport on the local environment, decarbonising transport in Midlothian and adapting to climate change) ............................... 61 13 Making transport networks more efficient ........................................................................... 62 13.1 Overview ...................................................................................................................... 62 13.2 Intelligent transport systems ........................................................................................ 62 13.3 Connected and autonomous vehicles ......................................................................... 63 13.4 Targeted road infrastructure improvements ................................................................ 63 13.5 Policies (Making transport networks more efficient) .................................................... 63 14 Priorities for Change .............................................................................................................. 64 14.1 Overview ...................................................................................................................... 64 14.2 Priorities for Change .................................................................................................... 64 15 Monitoring and Evaluation .................................................................................................... 65 15.1 Overview ...................................................................................................................... 65 15.2 Key Performance Indicators ........................................................................................ 65 Figures Figure 2-1: Key national level policy documents which have informed the LTS ..................................... 9 Figure 2-2: Key Regional and Local Policy Documents which have informed this LTS........................ 10 Figure 5-2: Location of Midlothian’s housing sites (Source: Midlothian Housing Land Audit 2024) ..... 13 Figure 5-3: Location of Midlothian’s employment sites (Source: Midlothian Employment Land Audit 2024)………. .......................................................................................................................................... 15 Figure 3-1: Primary road corridors, park and ride sites and the Borders Railway ................................ 17 Figure 3-2: Cumulative number of buses (all services) on our roads between 0500 and 2359 on a typical weekday (with thicker lines indicating higher frequencies) (Oct 2023) ...................................... 18 Figure 3-3: Our cross boundary active travel connections .................................................................... 19 FError! Bookmark not defined. Tables Table 2-1: Minimum All-Tenure Housing Land Requirement for Midlothian and the other local authorities in the SEStran region (Source National Planning Framework 4) ........................................ 12 Table 14-1: Employment land supply breakdown by settlement (Source: Midlothian Employment Land Audit 2024) 14 Table 4-1: Anticipated travel responses and benefits for society .......................................................... 23 Page 433 of 700
Page 434
Page 434 of 700
Page 435
1 Introduction 1.1 Purpose of the LTS 1.1.1 This Local Transport Strategy (LTS) provides a framework for the delivery of transport improvements in Midlothian over the next 10-year period (2026-2035). 1.1.2 Midlothian is the fastest growing local authority in Scotland, with the number of homes set to increase by approximately 29% by 2037. This rate of growth will have substantial implications for transport demand and presents a significant challenge in terms of transport delivery. 1.1.3 While an LTS is not a statutory requirement, given this extraordinary rate of growth, it is recognised that there is a need for an overarching long-term framework to guide future transport decision making and investment. This document provides this framework, setting out a comprehensive picture of our approach to transport delivery and identifying our key priorities for change over the coming decade. 1.1.4 The LTS has been developed in line with Transport Scotland's Local Transport Strategy Guidance and the revised (2022) Scottish Transport Appraisal Guidance (STAG) . In 2024/25, we consulted on a draft Stage 1 and 2 Technical Report (Case for Change) seeking local views on the transport problems which should be considered in the LTS and the Outcomes the LTS is seeking to achieve. We then carried out an options generation and appraisal exercise, to test a range of options that could address the transport problems and achieve the Outcomes. The findings from these two stages have been incorporated into this LTS document. A Strategic Environmental Assessment (SEA) and Integrated Impact Assessment (IIA) undertaken as part of the LTS development process accompany this document. 1.2 Structure of the LTS 1.2.1 The remainder of the LTS is structured as follows: Chapter 2 sets out the policy, demographic, socio-economic and development context in Midlothian Chapter 3 provides an overview of the existing transport network and summarises the main transport problems, informed by the Stage 1 and 2 Technical Report (Case for Change) Chapter 4 sets out the LTS Vision and Strategy Outcomes Chapters 5 to 13 sets out a narrative covering different transport aspects, and the accompanying policies that will be pursued and applied throughout the lifetime of the LTS Chapter 14 sets out our 10 Priorities for Change and outlines our emerging spatial strategy Chapter 15 outlines how we will monitor the performance of our LTS and evaluate its success Page 435 of 700
Page 436
2 Policy and Socio-economic Context 2.1 Overview 2.1.1 This chapter sets out the policy context in which this LTS has been delivered and provides a summary of the demographic and socio-economic profile of Midlothian in 2024 and a snapshot of the scale of future development and change underway. 2.2 Policy Context 2.2.1 To inform the LTS a review of national, regional, and local policy was undertaken. A summary of the key documents explored in this review is provided in Figures 2-1 and 2-2. 2.2.2 Several themes are identified, which are relevant to and have informed the development of this LTS, including: reducing transport-based carbon emissions supporting health and wellbeing reducing the need to make unsustainable journeys, reducing unnecessary car use, and prioritising investment in active travel and public transport supporting the vibrancy of town centres developing liveable communities from which it is possible to reach employment, education, key services, greenspace, and leisure opportunities via active travel or public transport modes improving safety on the transport network encouraging the transition to low and zero emission vehicles making better use of existing infrastructure and transport assets ensuring the transition to net zero is fair and inclusive supporting access for all in our society in line with our requirements under the Equalities Act supporting economic growth, including through increasing economic participation and building on the growth of our sectors 2.2.3 Several specific cross boundary projects with relevance to Midlothian are also identified in the wider literature. These include: an Edinburgh and South East Scotland Mass Transit system, linking tram and bus-based transit modes, and possibly including bus rapid transit (BRT) – this is identified in the Strategic Transport Projects Review 2 (STPR2) and National Planning Framework 4 (NPF4) and is intended to improve region wide connectivity by providing more options for cross boundary travel. cross boundary active travel links – this is referenced in STPR2, NP4F, and the SEStran Regional Transport Strategy. 2.2.4 Improving cross boundary transport connections will require collaborative work with regional partnerships and neighbouring councils to ensure transport delivery is fully co- ordinated. Page 436 of 700
Page 437
Figure 2-1: Key national level policy documents which have informed this Local Transport Strategy 2.2.5 Page 437 of 700
Page 438
Figure 2-2: Key Regional and Local Policy Documents which have informed this Local Transport Strategy Page 438 of 700
Page 439
2.3 Demographic and Socio-economic Profile of Midlothian Midlothian is strategically located immediately south of the City of Edinburgh. In 2024, the estimated population was 99,8001. Over half the population is concentrated within Bonnyrigg, Penicuik, and Dalkeith (the county town). The south and east of Midlothian is rural in nature with a lower population density which presents some additional challenges in terms of transport provision. To the north of the Edinburgh City Bypass, a new town, Shawfair, is currently being developed alongside Danderhall and Millerhill with over 4,000 new homes planned as well as business / industrial units and leisure facilities. Employment is more concentrated in the northern part of the county, with a particular focus around the Midlothian Science Zone (MSZ) and Straiton Retail Park. MSZ is a world-leading centre for research in animal science and food security and is home to the University of Edinburgh Easter Bush Campus. Our strategic location and proximity to Edinburgh is a major draw for inward investment and business sectors and key growth areas include food and drink, retail, business services, and tourism as well as energy (including renewables), life sciences, and the space industry. The rate of growth in Midlothian is sustained. The population grew by an estimated 16% between 2011 and 2022, faster than any other local authority and considerably higher than the 3% growth seen at the Scottish level. The growth in population is reflected in significant housing development in the recent period, with new build completion rates in Midlothian consistently higher than other local authority areas on a per capita basis. Our population is projected to further increase, with National Records of Scotland (NRS) projections estimating a substantial growth of 31% between 2018 and 2043 – the highest figure of any local authority in Scotland. This increase will provide new opportunities for growth and development and bring significant opportunities for inward investment as well as greater potential for a more commercially viable public transport network. However, it will also place increased demand on our transport network, with potential for more acute capacity constraints and connectivity problems. Available projections suggest that, as the population grows, our current demographic profile – which includes a high proportion of people in the youngest (15 and below) and oldest age categories (65 and above) - will become more pronounced. This profile results in a high dependency ratio2 and has the potential to create pressures on services such as public transport. Given the relationship between old age and health issues, our growing older demographic highlights an increasing need to ensure public transport is accessible to the widest range of users. A large proportion of our residents own a car, with just 8% of households without access to a vehicle. This compares to 20% at the Scottish level, 10% in East Lothian and 15% in West Lothian3. Midlothian has the joint second highest number of households with access to two vehicles in Scotland. This reflects a high degree of car dependence and underlines a particular challenge for the LTS given the prevailing national policy context which is focused on reducing car dependency. Despite changes in travel since COVID-19 (a reflection of increased home-working), a high proportion of our residents still travel outside of Midlothian for work at least for some of their working week. Out commuting is significant, with our workforce larger than the 1 National Records of Scotland Mid-Year Population Estimates most recent data suggest the population was in 99.800 in 2004. Mid-2024 population estimates - National Records of Scotland (NRS) 2 When he ratio between the number of dependents (aged 15 and under and 65 and over) and the working age population (aged 15-64) is high, it indicates the working population faces a greater burden supporting the dependent population. 3 Transport and Travel in Scotland 2021: Results from the Scottish Household Survey | Transport Scotland Page 439 of 700
Page 440
number of jobs available in Midlothian.4 A large proportion of people travel into the city of Edinburgh. There are also flows through Midlothian to the capital from the Scottish Borders. Available data, while limited, suggests that a high proportion of trips to locations outside of Midlothian are currently made by car, with peak time congestion into and out of Edinburgh a key issue, now more so Tuesday-Thursday. 2.4 Future Development 2.4.1 As noted in Chapter 1, Midlothian is the fastest growing local authority in Scotland with the number of houses set to increase significantly over the lifetime of this strategy. The level and the location of both new housing and employment land will have important implications on travel patterns. This section discusses the quantum and potential locations of the development which will be delivered over the lifetime of this LTS. Housing Development 2.4.2 NPF4 sets out the minimum number of housing units to be provided (known as the minimum all-tenure housing land requirement or MATHLR) in each planning authority in Scotland. The MATHLR is designed to run concurrently with the lifespan of each planning authority’s new LDP and is a minimum value with the new LDPs required to set out a Local Housing Land Requirement (LHLR) (the total amount of land needed for housing) which exceeds the MATHLR. 2.4.3 As shown in Table 2-1, as a proportion of existing dwellings, the MATHLR for Midlothian is considerably higher than that of all other local authorities in the SEStran region, equating to a 20% increase in the number of homes from 2022 levels. 2.4.4 Midlothian’s next local development plan, Midlothian Local Development Plan 2 (MLDP2), is timetabled for adoption in 2027 and will cover the 10-year period following its adoption (i.e. 2027-2037). The LHLR for MLDP2 is 8,851 homes. MLDP2 will therefore need to identify land capable of delivering 8,851 homes during its 10-year lifespan. Table 2-1: Minimum All-Tenure Housing Land Requirement for Midlothian and the other local authorities in the SEStran region (Source National Planning Framework 4) Local authority MATHLR Total dwellings (2022) MATHLR as a percentage of 2022 dwellings City of Edinburgh 36,750 261,000 14% East Lothian 6,500 51,409 13% Fife 7,300 181,405 4% Midlothian 8,850 43,213 20% Scottish Borders 4,800 59,557 8% West Lothian 9,850 83,624 12% 2.4.5 Between 1 April 2022 and 31 March 2026, there are projected to have been approximately 3,500 new housing completions. This is separate to and is not included within the 8,851-unit LHLR for MLDP2. In total, when taking into account the sites to be delivered prior to adoption of MLDP2 and those which need to be delivered over the 10-year LDP period to achieve the LHLR, Midlothian will therefore see a minimum growth in housing units of almost 12,500 (nearly 29% of the total dwellings in Midlothian in 2022) by 2037. 4 The most recent jobs density data (2021) which suggests a job density figure of 0.64 – i.e., there are 0.64 jobs in Midlothian for every Midlothian resident of employment age, so fewer jobs than people. This implies that the place of employment for a proportion of workers is based outside of the local authority area. Page 440 of 700
Page 441
Where will new housing development go? 2.4.6 The large majority of the LHLR for MLDP2 is already identified in the 2024 Midlothian Housing Land Audit (HLA)5. The location of the sites identified in the HLA is shown in Figure 2-3, with concentrations around Shawfair and on the outskirts of our existing settlements in the north of the local authority area. By 1 April 2026, following estimated completion of new housing, the 2024 HLA projects an effective housing land supply of 8,008 units and an effective housing supply of 7,271 by 1 April 2027. These later figures exclude the further 1,080 of constrained units6 and 600 of long-term safeguarded units7. Figure 2-3: Location of Midlothian’s housing sites (Source: Midlothian Housing Land Audit 2024) 2.4.7 Due to the shortage of brownfield land in Midlothian, the majority of the sites are on greenfield locations, with greenfield sites accounting for 62 of the 85 sites (73%) and 90% of the total area.8 The dominance of greenfield sites has implications for transport delivery with development in greenfield locations leading to spatial expansion and reduced density, which can in turn make sustainable transport provision more challenging. 2.4.8 The rate of planned housing growth in Midlothian is considerable and there will be significant impacts on both travel demand and travel patterns as a result. High rates of development have the potential to result in high volumes of car traffic and increased congestion – with the dominance of greenfield locations further increasing this risk. To overcome this issue, it is https://www.midlothian.gov.uk/downloads/download/409/housing_land_audit 6 Constrained sites are sites in the supply which are not effective and have obstacles preventing their development 6 Constrained sites are sites in the supply which are not effective and have obstacles preventing their development 7 Safeguard sites are sites associated with housing allocations which have potential for further expansion in the medium to longer term and which could be brought forward through the next development plan, if required 8 A greenfield site is an undeveloped land that has never previously had buildings on it or been used for industry – in total, 62 of the 82 sites (73%) are in greenfield locations equating to 90% of the total area Page 441 of 700
Page 442
vital to ensure that new developments are adequately served by public transport and connected to the wider area via high quality active travel links. Employment Land 2.4.9 Midlothian Council produces an Employment Land Audit (ELA) which sets out the supply and availability of employment land. The most recent ELA (2024) identifies 48 employment sites, equating to a total area of 593 hectares (ha). 2.4.10 Figure 2-4 shows the location of these sites across Midlothian and Table 2-2 provides a breakdown of the sites and vacant land (ha) available by settlement. Overall, the most significant areas of employment land are around Loanhead (10 sites, 152ha), the MSZ (11 sites, 124ha), and Shawfair / Danderhall (5 sites, 147ha). 2.4.11 As noted above, there are currently insufficient jobs in Midlothian for our population and a key aim of MLDP 2017 was to promote local opportunities in order to reduce the reliance on commuting outside of Midlothian. If we are to achieve this aim, it is important that there are good public transport links from our communities to both our existing and future employment sites. Table 2-2: Employment land supply breakdown by settlement (Source: Midlothian Employment Land Audit 2024)9 Settlement Number of sites Gross Site Area (ha) Bonnyrigg* 4 20.6 Dalkeith 7 68.7 Easthouses 1 1.8 Gorebridge 1 9.8 Loanhead* 10 152.4 Mayfield 1 23.8 Newtongrange 3 25.8 Penicuik 2 7.0 MSZ 11 124.2 Rosewell 1 1.8 Roslin 2 10.3 Shawfair/Danderhall 5 147 Total 48 593.2 9 Note: *indicates that this settlement’s figures include both committed/allocated sites and also other economic sites with planning support Page 442 of 700
Page 443
Figure 2-4: Location of Midlothian’s employment sites (Source: Midlothian Employment Land Audit 2024) Page 443 of 700
Page 444
3 Existing Transport Network and User Problems 3.1 Overview 3.1.1 This chapter briefly profiles the transport network in Midlothian and key recent trends. It thereafter summarises the transport problems experienced by users which underpin the LTS. 3.2 Existing transport network 3.2.1 The bullet points below summarise our existing transport network and services: There are five strategic A roads which route north-south through Midlothian, including the A702, A701 / A703, A7, and the A68. All of these north south links connect to the A720 City of Edinburgh Bypass (A720) from which there are onward connections to Edinburgh, Edinburgh Airport, Glasgow and the A1 corridor. In contrast to the north-south connections, direct east-west road connections within Midlothian are more limited with the bypass providing the primary east-west link for vehicles only. It is noted that the A68, A702, and A720 are all trunk roads. Sheriffhall Park and Ride (P&R) site is located to the north of the Sheriffhall junction and the A720 at Danderhall and served by two bus services with others stopping nearby on the A7. The Straiton P&R is no longer served internally by any buses, with services stopping on the A701. Both sites have been underutilised. The Borders Rail Line provides direct rail connections from Midlothian to the capital. The line opened in September 2015 and provides connections to Edinburgh City Centre and Tweedbank in the Scottish Borders for the communities of Gorebridge, Newtongrange, Eskbank, and Shawfair. There are unstaffed rail P&R facilities at each station. The service has long operating hours, with two trains per hour in each direction during the week and Saturdays, and an hourly service on Sundays. Journey times into Edinburgh are quicker than by car, particularly during the morning and evening peaks. While currently diesel powered, the rail line was built with passive provision for electrification and is due to be decarbonised in the next decade. The SEStran RTS defined two ‘regional corridors’ in Midlothian: i) Midlothian East: connecting the Bonnyrigg / Dalkeith / Gorebridge triangle to Edinburgh and beyond including the A7, A68 and the Borders Railway and ii) Midlothian West connecting Penicuik/Loanhead to Edinburgh and beyond and including the A702 and A701 / A703. These two corridors are also broadly defined by the River North Esk and this topography and the north south transport corridors have played a large part in defining Midlothian’s economic geography. Page 444 of 700
Page 445
Figure 3-1: Primary road corridors, park and ride sites and the Borders Railway Page 445 of 700
Page 446
There are five local bus operators in Midlothian. The majority of bus services link to Edinburgh City Centre with services from the Borders traversing Midlothian. As shown in Figure 3-3, bus services mostly converge on three of the five north south road corridors: the A701 through Bilston and Penicuik, the A7 via Danderhall and Lasswade Road through to Bonnyrigg; the A772 Gilmerton Road and the A7. Nearly all local bus services operate on a commercial basis. Midlothian Council contributes to the cost of services that run through Midlothian from some neighbouring authorities. A small number of community transport services receive Council funding and offer door-to-door transport for those with mobility challenges or provide connections in areas which are less well served by the commercial network. Midlothian has four existing cross boundary cycle routes10 connecting Midlothian to Edinburgh and East Lothian, with most of these made up of a combination of on road and off-road provision. There are also several longer shared use and on-road routes as well as a number of shorter connections within Midlothian. At the time of writing there is one council supported car club scheme in Midlothian with two vehicles available to rent by the hour or day at Loanhead and Dalkeith.11 Figure 3-2: Cumulative number of buses (all services) on our roads between 0500 and 2359 on a typical weekday (with thicker lines indicating higher frequencies) (Oct 2023) 10 National Cycle Network (NCN) route 1 (Newcastle to Edinburgh) which routes on the B7007 past Middleton, Temple, Carrington, Bonnyrigg, Dalkeith and onward into East Lothian; NCN route 196 between Penicuik and Dalkeith; Eskbank to Gilmerton; and Roslin to Shawfair with links to Gilmerton and for onwards journeys into East Lothian’. 11 Council launches new affordable car club scheme | Midlothian Council Page 446 of 700
Page 447
Figure 3-3: Our cross boundary active travel connections 3.3 Key trends in travel 3.3.1 As with all locations, COVID-19 resulted in a significant shift in travel behaviour in Scotland. The Scottish Household Survey (SHS) publish a range of statistics about travel in Scotland. Analysis of this data between 2019 (pre-pandemic) and 2022 (the most recent data available) broadly suggests the following trends with respect to different aspects of travel: Commuting to work: an increase in car use, and a reduction in bus, rail, and active travel Place of work: an increase in working from home Travel to school: a reduction in walking and an increase in car-based travel with bus use remaining broadly consistent Main mode of travel: an increase in car use and walking and a reduction across all other modes Car availability: an increase in the proportion of households with two or more cars and a reduction in zero-car households Car use: a reduction in the proportion of people using their car every day and a slight reduction in the proportion holding a driving licence Bicycles: a small increase in rates of bicycle ownership Walking: a reduction in walking as a means of transport but an increase in walking for leisure Use of buses and trains: a reduction in bus and train use Page 447 of 700
Page 448
Satisfaction with public transport: a reduction in levels of satisfaction with public transport Concessionary fares: the proportion of people with a National Entitlement Card remained fairly consistent but some reduction in usage amongst holders Distance travelled: a reduction in the distance travelled per person 3.3.2 The above data on mode use is also supported by available road and rail traffic count data at Midlothian level, which indicates that: traffic levels are increasing following the lows during COVID-19 and by 2022, had almost returned to pre-COVID levels use of the Midlothian Borders Railway stations had not at time of writing returned to levels of the pre-COVID period. 3.3.3 Overall, whilst data at the Midlothian level is limited, the above post-Covid trends more generally appear to be diverging from many policy aims as outlined in Section 2.2. This clearly presents a range of challenges which this LTS will seek to address. 3.4 Transport Problems 3.4.1 The LTS ‘Case for Change’ gathered detailed information on the transport problems in Midlothian from the perspectives of transport users. Key issues identified include: the A720 creates a significant severance across the north of Midlothian which impacts on safety for active travel, and on bus and road-based connectivity. There are five crossing points by road, four of which are grade-separated. All are experiencing increasingly high traffic volumes and routine congestion is evident particularly during peak hours, resulting in long and unpredictable car and bus journey times from Midlothian into the capital. Long queues on the trunk road at Sheriffhall roundabout are evident during and well beyond peak hours, which impacts bus, car and freight journey times. Accidents and other incidents on the bypass can cause north-south traffic accessing the bypass to queue back and block north-south travel, impacting the local road network in Midlothian and further reducing network performance. Related to the above, there are issues with both routine and less predictable congestion on many of the local roads in Midlothian resulting in long and unpredictable journey times. The level of routine congestion in Midlothian suggests that many local roads are currently operating beyond capacity. Given this, the additional traffic expected to result from the projected population growth and forecast new development can be expected to have considerable impact on congestion and economic productivity in Midlothian and for the region, with even small increases having the potential to lead to significant delays. Bus journey times are generally long relative to car travel at present. Incidents on the network and blocking back from the City of Edinburgh Bypass impacts bus journey time reliability. Passengers have also raised issues with bus capacity, particularly on some of our peak time express services. A relatively high proportion of our residents also live some distance away from their nearest bus stop which further adds to overall door-to-door journey times. This includes residents in some of our largest existing settlements as well as our more recent developments, with some of the latter relatively poorly served by public transport. Bus service frequency can also be low beyond the main route corridors and in some areas operates over a shorter day (e.g. finishing early evening). Current bus timetables and routeing options are heavily radially focussed, with most connecting to Edinburgh City Centre. There are relatively few bus services to other locations in Edinburgh and there are very few east-west bus connections across Midlothian, or regionally. The latter can act to reduce public transport connectivity for Midlothian residents to key Midlothian employment centres such as Straiton and the MSZ Page 448 of 700
Page 449
as well as centres in the western parts of Edinburgh such as the Gyle, and nearer, such as the BioQuarter. There is also a lack of regular bus connections to some of our key visitor locations such as Hillend. While central Midlothian benefits from the Borders Rail Line, providing direct links to Edinburgh from Shawfair, Eskbank, Newtongrange and Gorebridge, there are no rail links in the west and relatively few bus services connect passengers directly to the rail stations. Journey times by rail are also long in comparison to other rail services serving Edinburgh and there have been issues with both a lack of capacity at peak times and poor reliability of rail journey times, with, in terms of the latter, the most recent data suggesting that the Borders Railway is not currently meeting ScotRail’s Public Performance Measure (PPM). Currently, bus fares vary by operator with some providing flat fares equal to those in City of Edinburgh and other more regional operators applying longer fare staging zones. This leads to a level of inconsistency across the network, with some communities paying a higher fare than elsewhere for broadly comparable journeys.12Rail fares are considerably higher than bus travel and rail travel is not included in the National or Under-22s Concessionary Travel Schemes. While rail season tickets and ‘flexi-passes’ are available for regular rail travellers, the up-front cost of these can be prohibitively high, meaning that some groups are forced to purchase higher cost single or return tickets. At present, integrated ticketing options are limited to OneTicket and PlusBus Schemes, which need to be planned and purchased in advance and can be relatively complicated to understand and arrange. While there are a number of cross-boundary cycle routes, there are relatively few routes which efficiently and safely connect our communities and there is a general lack of segregated cycle connections. As with the road network, the Edinburgh Bypass creates severance issues for long distance cycling. Dedicated provision for cyclists only exists at the Gilmerton junction, and otherwise crossing the bypass with a bike can be very challenging and can act as a barrier to active travel uptake, particularly amongst new and less confident users. Traffic intimidation as a result of high traffic volumes, speeds and / or a large number of HGVs can be an issue in some of our communities. This can make walking and cycling unappealing and is compounded by a lack of safe, accessible and appealing facilities for active travel users, including a lack of segregated cycleways and a lack of footways / poor footway provision, with the latter a particular issue in our more rural communities. There are also more general issues with walking routes, including a lack of lighting, poor surfacing, street clutter and barriers, all of which can restrict access, particularly for those with mobility needs; this is a key concern as our demographic profile changes. Scotland has a target to achieve net zero carbon emissions by 2045 and has committed to phasing out the need for new petrol and diesel cars and vans by 2030. Transport is a major contributor of carbon emissions. Emissions from transport accounted for an estimated 36% of Midlothian’s carbon dioxide emissions in 2022, with the overwhelming majority of this (98%) stemming from road transport.13 Roads and road traffic also has a wide range of negative impacts on our communities including traffic intimidation, noise pollution, air quality14, vibration, road traffic accidents, environmental degradation, poor 12 For example, residents of Pathhead / Tynewater and residents of the Scottish Borders have to pay the same amount for either a single (£5.80) or a day (£10.15) ticket for travel across the Borders Bus network, an area which includes Carlisle, Scottish Borders, Berwick, Lothian and Edinburgh. This means, for example, that someone travelling from Jedburgh to Edinburgh only pays £0.21 per mile whereas someone travelling from Pathhead to Edinburgh pays £0.83 per mile. 13 UK local authority and regional greenhouse gas emissions statistics, 2005 to 2022, https://www.gov.uk/government/statistics/uk-local-authority-and-regional-greenhouse-gas-emissions-statistics- 2005-to-2022 14 Midlothian Council regularly assess air quality and report annually on air quality targets. Currently, there are no locations in Midlothian where there is an exceedance of an air quality objective, known as an air quality management area (AQMA). Further information on air quality can be found at https://www.midlothian.gov.uk/info/200272/pollution/419/air_quality/1 Page 449 of 700
Page 450
visual amenity, community severance, and reductions in the ‘liveability’ of our communities. 3.4.2 Despite these challenges, a period of rapid growth offers significant opportunities for infrastructure development and transport improvements. Midlothian has a growing and highly skilled workforce and our strategic location and proximity to Edinburgh is a major draw in terms of inward investment. Population growth also provides an opportunity to grow the retail and leisure ‘offer’ in our towns and promote more local employment opportunities, helping to reduce ‘leakage’ to Edinburgh and grow the local economy. Continued development and growth do however require the provision of well planned, sustainable, accessible, safe and efficient transport network, which provides connections within our settlements and between our communities and Edinburgh and the wider region. Identifying and supporting the delivery of these connections is the focus of this LTS. Page 450 of 700
Page 451
4 LTS Vision and Outcomes 4.1 LTS Vision 4.1.1 Midlothian’s LTS Vision is that: Our transport system enhances the life opportunities of all residents, enabling people to travel more affordably and sustainably and allowing businesses to thrive. 4.2 LTS Outcomes 4.2.1 The LTS is intended to deliver five Outcomes: Outcome 1: Transport planning is integrated into land use planning and new development, delivering high-quality active travel and public transport connections Outcome 2: Our towns are less vehicle dominated and provide more space for people, and are more attractive for walking, wheeling, and cycling Outcome 3: Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4: Our settlements are connected to key locations in Midlothian, Edinburgh and the wider region by fast, accessible and affordable public transport and high-quality active travel routes Outcome 5: Transport in Midlothian produces less pollution and is decarbonised through a mix of new technology and behaviour change 4.2.2 The rationale for the above outcomes and the impact on travel and consequent benefits for society which achieving the outcome would provide are set out in the table below. Table 4-1: Anticipated travel responses and benefits for society LTS Outcome Why? Travel response Benefits for society Outcome 1: Transport planning is integrated into land use planning and new developments, delivering high- quality active travel and public transport connections If transport planning is not integral to planning new developments, there is a risk that they will generate high levels of car use. The LTS seeks to integrate transport and land use planning and ensure development is well connected by active travel and public transport to neighbouring towns and villages and travel hubs. More journeys made locally within the settlement and to transport hubs (stations and interchanges) More journeys made by active and public transport Fewer journeys need to be made by car Increased footfall brings regeneration and a wider range of services available locally and boosting economic growth Greater integration of new communities in Midlothian Increased physical activity brings health benefits Fewer car kilometres improves air quality and reduces accidents, congestion, noise, vibration and global emissions Outcome 2: Our towns are less vehicle dominated and provide more space for people and are more attractive for Walking, wheeling and cycling is unappealing in many of our towns due to a combination of traffic intimidation and a lack of safe, accessible and appealing facilities for active travel users. By More journeys made locally There may be less of a requirement to travel into Edinburgh Increased footfall brings regeneration and a wider range of services available locally and boosting economic growth, further increasing footfall Page 451 of 700
Page 452
LTS Outcome Why? Travel response Benefits for society walking, wheeling, and cycling prioritising space for people, the LTS seeks to make our towns more attractive, accessible, and inclusive places to live, work, and socialise, enabling people to make healthier and more sustainable travel choices, and encouraging more people to spend time and money on our high streets. More journeys made by healthier modes Fewer local journeys need to be made by car Improved public realm reduces crime and fear of crime Increased physical activity brings health benefits Fewer car kms improves air quality and reduces accidents, congestion, noise, vibration and global emissions Outcome 3: Our settlements are connected by safe, attractive and accessible public transport and active travel routes Public transport services between some of our settlements are poor and opportunities for safe walking / cycling are limited. Bus services tend to be focussed on north-south travel with poorer east-west connections and this limits opportunities for those without access to a car. Improving the ease of travelling between our settlements by active and public transport will support those without access to a car or those who would rather not use a car, including our growing younger and older demographics. More journeys are made between our towns and villages There may be less of a requirement to travel into Edinburgh More journeys are made by healthier modes Fewer local journeys need to be made by car People can take up new opportunities for employment, educational, training, and leisure in Midlothian without the requirement for a car, and social exclusion and inequity due to transport exclusion is reduced Increased footfall brings regeneration and a wider range of services available locally and boosting economic growth Greater community coherence in Midlothian Increased physical activity brings health benefits Fewer car kms improves air quality and reduces accidents, congestion, noise, vibration and global emissions Outcome 4: Our settlements are connected to key locations in Midlothian, Edinburgh and the wider region by fast, accessible and affordable public transport and high-quality active travel routes Midlothian’s proximity to Edinburgh inevitably means that many residents travel frequently to locations across Edinburgh and beyond, for work, education and training, healthcare, business and leisure. Travel time by bus currently tends to be long, and some localities are less well served by bus than others, thus many trips are made by car. Overall, those most poorly served by public transport and those without access to a car are less able to access opportunities. New journeys are made into Edinburgh by those for whom current transport provision represents a barrier to travel More journeys to Edinburgh are made by public transport and active modes Fewer journeys to / from Edinburgh need to be made by car People can take up new opportunities for employment, educational, training and leisure in Edinburgh without the requirement for a car, and social exclusion and inequity due to transport exclusion is reduced Improved labour market efficiency brings productivity benefits Increased physical activity brings health benefits Fewer car kms improves air quality and reduces accidents, congestion, noise, vibration and global emissions Outcome 5: Transport in Midlothian produces less Scotland has a target to achieve net zero carbon emissions by 2045. Transport is a major Fewer journeys need to be made by car leading to reductions in per Decarbonisation is achieved in a fair and equitable way reducing inequalities Page 452 of 700
Page 453
LTS Outcome Why? Travel response Benefits for society pollution and is decarbonised through a mix of new technology and behaviour change contributor to carbon emissions and roads and road traffic can have a negative impact on our communities. Our transport networks and services must adapt to meet national targets. The process must also recognise the needs of all groups and deliver a ‘Just Transition’. capita car- kilometres travelled Zero emission transport will improve air quality and reduces global emissions Fewer car kms improves air quality and reduces accidents, global emissions, energy use and also community severance Health benefits of improved air quality 4.3 LTS Policies 4.3.1 The next section of this LTS focus on the LTS policies. These are grouped into nine themes, listed below, Each theme forms one of the nine following chapters: Sustainably accommodating new development Making the transport network accessible and affordable for all Making transport safer for all New and improved facilities for active travel Improving the coverage, journey times and reliability of public transport Improving integration across our transport networks Improving the quality of our public transport Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change Making the existing transport network more efficient 4.3.2 Each of the following nine chapters includes a short overview and explanation of the theme, and then a set of Policies which set out a statement of intent or provide guidance around actions which we need to undertake to achieve the LTS Outcomes. In some instances, they also articulate the LTS position in relation to key strategic issues. Page 453 of 700
Page 454
5 Sustainably accommodating new development 5.1 Overview 5.1.1 This chapter is focused on integrating transport and land use planning to minimise the need for car travel, and on policies that support the planning outcomes within MLDP2. The figure below sets out the topic areas discussed in this chapter. 5.2 Prioritising sustainable transport 5.2.1 To minimise the dependency on car use and prevent car travel and costly car ownership from becoming entrenched, our new development must be well connected to our communities and local centres by both high-quality active travel (walking, wheeling and cycling) routes and public transport services. 5.2.2 In developing our land use approach and responding to development proposals, the Council will seek to maximise active travel connectivity to local centres, key amenities and transport interchange points public transport connectivity to more distant destinations, helping to facilitate longer distance sustainable travel. 5.2.3 The planning system will be used to secure the necessary developer contributions towards active travel and public transport provision. 5.2.4 To help embed sustainable travel practices at the outset, the Council will continue to work with developers to ensure ‘sustainable transport welcome packs’ are provided to all new residents in new build estates, setting out the sustainable transport connections in the area. 5.3 Adopting an ‘Infrastructure First’ approach 5.3.1 An ‘infrastructure first’15 approach for transport involves ensuring that interventions that positively reduce the impacts of development on transport infrastructure needs, including provision of transport services, are considered early in the development planning process and delivered hand-in-hand with the development. 15 Infrastructure First is defined in NPF4 as “putting infrastructure considerations at the heart of placemaking” where infrastructure includes existing and planned transport infrastructure and services, water management, communications, energy supplies / energy generation, health and social care services, education, green and blue infrastructure, and spaces for play and recreation. Prioritising sustainable transport Adopting an 'Infrastructure First' approach Facilitating 'local living' and liveable places Providing appropriate parking provision Page 454 of 700
Page 455
5.3.2 With respect to public transport, the LTS requires developers to evidence their early engagement with bus operators who run services near the development site with the aim of ensuring that new developments incorporate appropriate bus infrastructure and are designed in a way to enable financially sustainable public transport services. 5.3.3 To ensure residents can use sustainable transport from the outset and prevent car use from becoming entrenched: active travel routes and infrastructure which meet national standards must be provided and ready for use prior to the very first residents moving in – this includes provision within the site boundary and connecting infrastructure from the site to local centres, key amenities, and transport interchanges access roads within new developments and connecting new developments to the wider area must be of an adoptable standard and designed and delivered in a manner which enables the development to be served by bus as soon as the first residents move into the development – this includes the provision of any required infrastructure such as bus stops. 5.3.4 The MLDP2 includes a Transport Appraisal and Delivery Programme which identifies some of the essential infrastructure required to support new developments. Phasing of new developments must allow for early adoption of essential sustainable transport infrastructure. Sites that are built out in many phases and by a number of developers must provide active travel routes across the entire site as well as external connections to the wider community. 5.4 Facilitating local living and liveable places 5.4.1 Local living is the ability of residents to meet the majority of their daily needs within a reasonable distance of their home, preferably by active travel or using more sustainable transport options. Over the lifetime of this LTS and beyond, it is our aspiration to support and improve opportunities for local living and, in so doing, reduce the need to travel unsustainably. Ensuring our new development is connected to our communities and local centres by both high-quality active travel routes and public transport services will be a vital component to delivering this aspiration. 5.4.2 It is also essential to develop high-quality public realm and spaces where people want to spend time. The Council will promote the Place Principle16 and encourage and facilitate a design-led approach with the aim of delivering successful places which are healthy, pleasant, distinctive, connected, sustainable and adaptable.17 Place-based measures will be encouraged to help reduce car dominance such as low traffic schemes, designing-in speed reduction measures, bus/cycle priority, and pedestrianisation. 5.5 Providing appropriate parking provision 5.5.1 Parking Standards and Building Standards set out requirements for different categories of development, including minimum and maximum parking provision. The Council will work with developers to ensure the delivery of appropriate facilities in line with these standards, including appropriate EV and cycle parking at all new developments. 5.5.2 Where deliverable, the principles of Transit Orientated Development (TOD)18 will be applied, whereby major trip generating developments are concentrated around public transport corridors, stops and stations so as to provide sufficient density to make high quality and regular public transport services viable. The application of TOD and local living principles may make it possible to explore the implementation of low or zero car developments. These could be supported by shared mobility solutions which allow people to access transport on an 16 See Place Principle: introduction - gov.scot 17 National Planning Framework 4, p59 18 Transit-oriented development is a type of urban development that maximises the amount of residential, business and leisure space within walking distance of public transport. Page 455 of 700
Page 456
on-demand basis, helping to reduce the need for vehicle ownership. The principles of TOD are already evident in the design and delivery of the new settlement at Shawfair and similar approaches will be replicated elsewhere, where appropriate. 5.6 Policies (Sustainably accommodating our new development) Policy 1: Major development must be well connected to our existing communities and local centres by providing facilities for high-quality active travel routes and public transport services Policy 2: The LTS requires measures to minimise car dependency to be planned by developers, for all sizes of development Policy 3: The LTS requires the concept of ‘infrastructure first’ to be implemented in relation to major developments in, and affecting Midlothian Policy 4: New active travel routes and infrastructure which meet national standards must be available the first residents moving into a development, both within the site boundary and connecting the site to local centres, amenities, and transport interchanges Policy 5: Access roads within new developments and connecting new developments to the wider area must be of an adoptable standard and designed and delivered in a manner which enables the development to be served by bus services as soon as the first residents move in including the provision of necessary infrastructure such as bus stops and shelters Policy 6: The LTS outcomes require parking provision at all new developments to fully comply with Midlothian Council’s Parking Standards Page 456 of 700
Page 457
6 Making transport networks accessible and affordable for all 6.1 Overview 6.1.1 This chapter is focused on addressing the barriers which either prevent some people making active travel and public transport trips or make travel by these modes a stressful experience, including issues associated with accessibility, personal security, and cost. The figure below sets out the topic areas discussed in this chapter. 6.2 Providing accessible travel information 6.2.1 To ensure everyone in our society can plan and make active travel and public transport trips, travel information needs to be accessible and available at a range of locations, including in hard copy formats. The means to access this information also needs to be widely shared to ensure people know the information exists. 6.2.2 To help improve access, it is also important to ensure that any resources produced include information on the location of key barriers to accessibility (such as the location of stairs, narrow paths etc.) and the availability of key services (e.g. accessible seating, help points and toilets). 6.2.3 Reliable and up-to-date hard copy information on timetables and fares should be provided at bus stops and railway stations as well as other community facilities. This is vital for those without access to the internet or who prefer not to use it 6.2.4 The significant accessibility and wider benefits of providing real time passenger information (RTPI) at bus stops are recognised, and the ongoing roll out of RTPI across Midlothian is supported. This is discussed further under in Chapter 12. 6.3 Providing physical accessibility improvements 6.3.1 A lack of accessible infrastructure and / or physical barriers can prevent those with impaired mobility from using the transport network. This can result in a range of negative Providing bespoke / accessible travel information for all Providing physical accessibility improvements Implementing measures to facilitate independent travel Implementing measures to enhance personal security Widening the availability of cycling Improving wheeling access to buses Reducing bus fares / providing greater consistency in fares across Midlothian Reducing rail fares Improve the quality, accessibility and safety of taxi travel Page 457 of 700
Page 458
impacts including reduced participation in the workforce, an inability to access key services and social opportunities and resulting loneliness and social isolation with the associated negative health impacts. 6.3.2 To provide access for all, the transport environment must be fully accessible to all users. Potential improvements could include: the provision of new sections of pavement or widening of existing pavements in line with accessibility guidelines rationalisation of street furniture and other obstructions / physical barriers which prevent access for all using street furniture to minimise the impact of high-speed motorised bikes on walking, wheeling and cycling paths the implementation of physical accessibility improvements, including provision of dropped kerbs, other accessible infrastructure, and the enforcement of pavement parking delivery of improved and accessible bus shelters at bus stops / journey hubs, including the provision of accessible seating and up-to-date and accessible travel information as referenced above improvements to the on-board experience when travelling by public transport – this is discussed further in Chapter 12. 6.3.3 The Council will follow the most up-to-date accessibility and equalities design guidance. Currently, this includes Inclusive Mobility19, the Department for Transport’s (DfT) best practice design guidance on access to pedestrian and transport infrastructure ‘Cycling by Design’20, ‘Walking for Everyone’21, Wheels for Wellbeing’s ‘Guide to Inclusive Cycling’22 and Sustainable Travel to Stations23. 6.3.4 Engagement with the local community will be required on proposals for improving access for those with disabilities, as well as other users of the transport environment, so that the day-to-day needs and experiences of all members of our society are considered and incorporated. 6.4 Implementing measures to facilitate independent travel 6.4.1 The tasks and experiences that form part of independent travel (such as locating the correct bus service, paying for bus travel, and getting off at the correct stop) can pose challenges for some people, including those with learning disabilities, neurodivergence or cognitive impairments, such as dementia. These issues can result in people either choosing to travel by car or not travelling at all which in turn can limit access to employment, education, key services, and social opportunities. 6.4.2 To support all residents in Midlothian to participate fully in society, the LTS supports: the provision of accessible travel information 19 https://www.gov.uk/government/publications/inclusive-mobility-making-transport-accessible-for-passengers-and-pedestrians 20 https://www.transport.gov.scot/publication/cycling-by-design/, 2021 21 https://www.sustrans.org.uk/media/11493/sustrans-arup-walking-for-everyone-inclusive-walking-report.pdf 22 https://wheelsforwellbeing.org.uk/wp-content/uploads/2020/12/FC_WfW-Inclusive- Guide_FINAL_V03.pdf#:~:text=A%20Guide%20to%20Inclusive%20Cycling.%20Contents.%20Foreword.%2001% 20What%20is 23 https://scotlandsrailway.com/assets/site/Sustainable-Travel-to-Stations-FINAL.pdf Page 458 of 700
Page 459
encouraging transport operators to ensure all staff receive accessibility / disability awareness training advocating for chaperoning services for the most vulnerable users 6.4.3 Several more flexible, community transport style services are available in Midlothian that are operated by third sector providers. Community transport is often seen as a less daunting travel option for passengers who benefit from assistance, however services can also complement and potentially even extend mainstream bus services. 6.5 Implementing measures to enhance personal security 6.5.1 In designing and delivering transport infrastructure and services, it is also important to consider feelings of personal safety and security. This is particularly important for ensuring certain groups in our society, including women, disabled users, young people, old people, ethnic minorities and LGBTQI+ people have full access to our transport system and can benefit from the connectivity it provides. 6.5.2 Research with women and girls undertaken by Transport Scotland found that concerns over personal security when using public transport resulted in women and girls being forced to adapt and curtail their behaviour with resultant impacts on equality of access and the cost of travel.24 Numerous self-protection strategies were identified in the research, including not travelling alone; not travelling at night; restricting travel to only familiar routes; extending or reducing journeys; being selective in the type of public transport chosen; and using taxis or private transport, especially late at night. The research also found that age, ethnicity, and disability intersected with gender to make certain groups feel more vulnerable. 6.5.3 The design of our transport network and how transport services are delivered therefore has an important bearing on the extent to which all users can access services fairly and equitably and therefore the level of equality in our society. Personal safety and security will be considered in the design of all new transport infrastructure and advocate for improvements in how our existing transport services are delivered where appropriate. Interventions could include: ensuring new transport infrastructure (such as bus stops and walking, wheeling and cycling routes) are designed with personal security in mind – e.g., locating bus stops in areas which are not secluded, and where there is higher footfall, sufficient lighting and CCTV reviewing our monitoring processes and ensuring that there is a system for monitoring, reporting, and upgrading lighting / communication systems, with processes in place for immediate repair and redress where faults are noted exploring with operators and wider partners, the feasibility of increasing the presence and visibility of staff across our transport network, particularly at times when people feel most vulnerable (evenings and weekends) – this is a particular issue with respect to our P&R sites and railway stations which are currently unstaffed and less visible to passing traffic and footfall working with operators to help reduce the number of delays and cancellations – in the above Transport Scotland research, the risk of delays and cancellations to buses and trains was identified as a key deterrent for using public transport at night due to the risk of waiting alone in the dark. Concerns around the conditions when waiting for connections can also deter people interchanging between services. 24 Women and girls’ safety on public transport, Transport Scotland, March 2023, Women and girls’ safety on public transport | Transport Scotland Page 459 of 700
Page 460
working with operators to provide information on how people can report incidents working with transport operators to ensure all staff receive appropriate training on how to protect and support passengers 6.6 Widening the availability of cycling 6.6.1 Rates of cycling vary significantly across different groups in our society, with rates of uptake lower amongst women, older people, those with disabilities, those on low incomes and those from ethnic minority groups. There are a wide range of complex reasons for this, including: social / cultural issues differential perceptions of cycling safety and security – with for example women, and disabled people generally feeling less safe25 higher levels of car traffic, or traffic impact in disadvantaged communities a lack of available cycle storage options cycling infrastructure that is not fully inclusive, which then restricts access for those requiring adaptive bicycles the cost of owning a bicycle being prohibitive for those on low incomes - this is particularly the case for electric bicycles (e-bikes) and adaptive bikes which can cost significantly more 6.6.2 While uptake is lower amongst certain groups, data that is available suggests the potential for growth is significant, with results from a 2023 survey of residents in Edinburgh26 indicating that 27% of women, 42% of ethnic minority groups, and 32% of disabled people do not currently cycle but would like to, similar to findings from surveys elsewhere.27 6.6.3 The Council is committed to widening access to cycling and have produced a new Active Travel Strategy for Midlothian entitled ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’28 which aims to encourage behaviour change across all groups in our society. As set out in the ATS, to widen access, a range of measures could be implemented, including: promoting the benefits of cycling for all groups – efforts to promote cycling should use inclusive language and imagery, emphasising the diversity of users and the benefits for all groups offering free cycle training for children and adults- such as our Bikeability sessions with schools, Cycling Scotland cycle training and led rides for adults and families (see Theme 4, Chapter 9) ensuring cycling infrastructure is inclusive and designed in line with best practice (this is discussed further in Chapter 9) improving access to bicycles and reducing cost barriers – this could be achieved through providing support towards the cost of purchasing / maintaining a bicycle; providing a bike 25 See https://www.sustrans.org.uk/media/13315/walking-and-cycling-index-2023-edinburgh.pdf 26 See Walking and Cycling Index 2023: Edinburgh, p16 27 See https://www.sustrans.org.uk/bike-life/ 28 On the Move Midlothian: Our Active Travel Strategy for Everyone, 2024 Page 460 of 700
Page 461
loan service whereby bikes can be rented for longer periods; and / or implementing cycle hire / share schemes which include adaptive bike options. 6.6.4 In recent years, there has been a growth in cycle hire / share schemes in Scotland and evidence from the 2023 Scottish Bike Share Survey29 suggests that such schemes can encourage cycle uptake and provide a range of benefits: 48% of bike share users said that bike share had been a catalyst for them to start cycling again 93% reported exercise / physical health benefits from using their bike share scheme 84% reported mental health benefits as a reason why they choose to use bike share schemes 23% said they used their cars less often as a result of bike share 6.6.5 Cycle hire / share schemes could be integrated into our wider transport network, with facilities provided at key interchange points / journey hubs and opportunities for integrated ticketing options with public transport explored. 6.7 Improving wheeling access to our bus services 6.7.1 Under the Public Service Vehicles Accessibility Regulations (PSVAR), buses or coaches with a capacity of 22 passengers or more must be accessible to disabled users and be able to accommodate wheelchairs that meet the reference wheelchair standard.30 Currently, all bus vehicles which are part of the commercial network in Midlothian, and which fall under PSVAR meet these regulations. However, access for disabled users is still restricted. For example: those travelling in wheelchairs which are larger than standard are sometimes unable to access services where only one wheelchair space is available, only one wheelchair user can travel on the service – this creates uncertainty and restricts access potentially leading to long wait times in sometimes poor-quality environments, and can prevent disabled users travelling together 6.7.2 In addition, currently other users are required to free-up the wheelchair space on the vehicle if it is required by a wheelchair user. Where vehicles are at capacity, those travelling with a pram or pushchair may be required to fold the pram / pushchair away, or get off the vehicle and board the next service. 6.7.3 While it is acknowledged that there may be practical and other challenges in doing so, there would be benefits in providing additional and more flexible space for wheeling on some services. This could be achieved through the provision of vehicles specifically designed to exceed the current regulations and / or more frequent services. With regard to the former, it is notable that Lothian Buses’ new fully electric double deck buses introduced in Edinburgh in September 2024 each include two wheelchair spaces (see Chapter 13). 6.7.4 The Council will liaise with bus operators to continually encourage improvements in the accessibility of the bus fleet used in Midlothian network to reflect the changing needs of a chancing population and any updates to PSVAR and / or wider relevant legislation. 29 https://www.como.org.uk/documents/bike-share-annual-report-scotland-2023 30 The reference wheelchair standard is defined as a wheelchair designed to the International Organisation for Standardisation specifications – see Bus and coach accessibility and the Public Service Vehicles Accessibility Regulations 2000 - GOV.UK (www.gov.uk) Page 461 of 700
Page 462
6.8 Reducing bus fares / providing greater consistency in bus fares across Midlothian 6.8.1 The absolute level of public transport fares can be a barrier to travel and can result in: spend on transport accounting for a disproportionate amount of household income, leaving households in financial hardship people choosing not to travel with resultant impacts on their ability to fully participate in society people choosing to travel by car due to perceived lower costs and / or greater benefits relative to the cost differential, with resultant negative impacts on levels of congestion, carbon emissions, and the liveability of our communities 6.8.2 As well as considering the absolute level of fares, greater fare consistency across Midlothian would lead to more equitable travel. Currently, bus fares vary by operator and multi-operator ticketing is limited. This leads to a level of inconsistency across the network; some fares are higher than other broadly comparable journeys.31 6.8.3 It is recognised that the cost of bus transport is a barrier to travel for some. However, bus fares are currently set commercially by bus operators and any reduction in bus fares would be dependent on either (i) a resultant increase in patronage sufficient to compensate the lost revenue associated with reducing the fare and / or (ii) the provision of additional public funding, whether via an expansion of subsidised or free fares or a reform of how bus services are delivered in accordance with the provisions of the Transport (Scotland) Act 2019. 6.9 Reduce rail fares in Midlothian 6.9.1 For communities living near the Borders Railway stations, rail travel to / from Edinburgh and beyond, and the Scottish Borders is an option. With rail journey times considerably faster than road-based modes, particularly during peak times. 6.9.2 Rail fares are determined by the Scottish Government and are considerably higher than bus travel, particularly at peak times. Rail travel is also not included in the National or Under-22s Concessionary Travel Schemes although there are a range of paid railcards and discounted tickets available.32 6.9.3 For regular travellers, season tickets and ‘flexi passes’ are an option, although the up- front cost of these can be prohibitively high for some groups, meaning that they are forced to purchase higher cost single or return tickets. 6.9.4 As with bus services, any reduction in rail fares would be dependent on i) a resultant increase in patronage sufficient to compensate the lost revenue associated with reducing the fare and / or ii) the provision of additional public funding from the Scottish Government as the ultimate owner and funder of Scotland’s railway. 31 For example, residents of Pathhead / Tynewater and residents of the Scottish Borders have to pay the same amount for either a single (£5.80) or a day (£10.15) ticket for travel across the Borders Bus network, an area which includes Carlisle, Scottish Borders, Berwick, Lothian and Edinburgh. This means, for example, that someone travelling from Jedburgh to Edinburgh only pays £0.21 per mile whereas someone travelling from Pathhead to Edinburgh pays £0.83 per mile. 32 See Railcards | Railcard Discounts | ScotRail Page 462 of 700
Page 463
6.10 Improving the quality, accessibility and safety of taxi travel 6.10.1 The taxi industry in Midlothian provides additional connectivity where public transport is limited or non-existent. The accessible taxi fleet can be increased and taxi licenses to operate in Midlothian are available. 6.10.2 Taxis play a key role in facilitating essential journeys and filling connectivity gaps. The taxi and private hire industry is recognised as a vital component of the transport network. 6.10.3 To ensure access for all, the LTS supports increasing the number of fully accessible taxis and other measures to help widen access, including for example, the availability of text booking services for deaf / hearing impaired people, training in customer care for drivers, and increased in-vehicle CCTV coverage. 6.11 Policies (Making transport networks accessible and affordable for all) Policy 7: The LTS supports measures to improve the range and quality of fully accessible travel information Policy 8: The LTS recognises that the physical environment and streetscape can be a barrier to travel and independence for some, and supports measures to address this Policy 9: The LTS recognises that crime, the fear of crime and anti-social behaviour is a barrier to travel for some and supports measures to address this Policy 10: The LTS supports initiatives that give Midlothian residents more affordable access to cycling Policy 11: The LTS recognises that the availability of accessible taxis, and provision of community transport form a key element of the transport system across Midlothian, supporting people’s everyday journeys and activities. Policy 12: The LTS recognises that the cost of bus travel can be a barrier to travel, especially where more than one bus is needed from different operators, and supports measures to reduce the cost of bus travel and make the cost of bus travel more equitable for Midlothian residents Policy 13: The LTS recognises that the cost of rail travel is a barrier to travel and supports measures to reduce the cost of rail travel Page 463 of 700
Page 464
7 Making transport safer for all 7.1 Overview 7.1.1 This chapter is focused on enhancing the safety of our transport networks, including working towards delivering the Scottish Government Road Safety Framework vision and goals (see Chapter 2). The figure below sets out the topic areas discussed in this chapter. 7.2 Physical improvements to the road network 7.2.1 There are three trunk roads within or bordering Midlothian for which the Scottish Government is responsible. These are: A68: from A720 City of Edinburgh Bypass to Scottish Borders Council boundary A702: from Edinburgh City boundary to Scottish Borders Council boundary A720: Edinburgh City Bypass including Sheriffhall Roundabout 7.2.2 As the local highway authority, Midlothian Council is responsible for all remaining ‘adopted’ roads33, as well as all walking, wheeling, and cycling routes. 7.2.3 In keeping with national guidelines, Midlothian monitors road traffic accidents which occur on the adopted road network as recorded via DfT statistics and use this information to implement infrastructure improvements aimed at reducing the number of accidents where appropriate. The infrastructure improvements may include: greater segregation between different types of road user, including between i) walking / wheeling and cycling and ii) active travel and motor traffic changes to junction layout and / or junction types provision of protected right-hand turns / ghost islands changes to the existing road carriageway, including realignment to improve sightlines 33 An ‘adopted’ road is a road which has been adopted by Midlothian Council. This excludes private roads, including some roads on new estates which have not been adopted by the Council and remain the responsibility of the housing developer or factor. Physical Improvements to the road network Reducing traffic speeds Behaviour change measures Maintaining our transport network Page 464 of 700
Page 465
improved road surfacing, including anti-skid measures increased advisory signage to highlight specific dangers 7.2.4 Where there are a high number of accidents on a route, there may be a need for a Route Action Plan that considers both the current and future needs of the network. 7.2.5 The above infrastructure improvements may be complemented by the implementation of Intelligent Transport Systems (ITS) that manage the transport network to help improve network efficiency and safety. The implementation of ITS is discussed further in Chapter 13. 7.3 Reducing traffic speeds 7.3.1 In some locations, it may be appropriate to introduce measures which are specifically aimed at reducing traffic speeds as well as reviewing and amending speed limits to reflect the characteristics of the road network and the nature of the environment. 7.3.2 High traffic volumes and excessive speeds are issues in some of our communities, particularly those on our strategic routes, and that this can result in a range of negative impacts such as accidents, a poor perception of safety, noise, vibration, traffic intimidation, and community severance. 7.3.3 These issues could be targeted through a range of measures, including: reducing speed limits in and around our settlements introducing speed reduction or design measures to help slow down traffic and improve the liveability of our communities introducing speed enforcement in locations where there is a high collision rate attributable to speeding along with identified speeding issues enhanced Police Scotland enforcement of inappropriate driver behaviour 7.3.4 In April 2023, the Council carried out a Speed Limit Review which considered speed limits across our council area with a view to adjusting speed limits to 20mph in appropriate locations. This identified 800 streets where it was recommended that the speed was reduced from 30mph to 20mph and the Council is committed to continuing to review these changes and to identifying areas on the road network where potential improvements can be made. 7.3.5 As outlined in our ATS, the Council will develop a quiet route network to improve the safety and perception of safety for all road users, and provide a network which is more conducive to walking, wheeling and cycling in our rural areas. 7.4 Behaviour change measures 7.4.1 The above physical improvements and speed changes will be considered at the design stage of any planned infrastructure works or project with ongoing initiatives to improve driver education and enforce penalties for unsafe driving behaviour. The LTS recognises the importance of changing driver behaviour to help support safety and the Council will continue to work with national and regional partners to develop road safety campaigns and wider behaviour change initiatives. Given that concerns around safety is a key barrier to active travel, these initiatives will include a specific focus on walking, wheeling and cycling. 7.5 Maintaining the transport network 7.5.1 Maintaining the transport network is vital to ensure it remains safe and fit for purpose, as is the need to begin to adapt maintenance regimes to respond to the impact of climate change, including more extreme temperatures and weather events. Page 465 of 700
Page 466
7.5.2 As noted in Chapter 7, the Scottish Government is responsible for the trunk road network, including, in Midlothian, the A68, the A702, and the A720 while Midlothian Council, as the local highway authority, is responsible for all ‘adopted’ roads34, as well as walking, wheeling, and cycling routes and the winter maintenance programme. 7.5.3 Over the lifetime of the LTS Council will review and update the Roads and Paths Inspection and Maintenance Schedule and Winter Service Policy and Operational Plan in response to changing demands, travel patterns, infrastructure improvements, and climate change considerations. 7.5.4 The LTS is committed to encouraging active travel and where funding allows will undertake additional maintenance activities to help support and encourage walking, wheeling, and cycling – the maintenance of our active travel networks is discussed further in Chapter 8. 7.5.5 In some cases, maintenance operations lead to road works and delays which negatively impact network performance. To help minimise disruption, the Council will continue to share information on road closures via the Scottish Road Works Register.35 7.6 Policies (Making transport networks safer for all) Policy 14: The LTS supports the Scottish Government's target of a 50% reduction in people killed and seriously injured by 2030 Policy 15: The LTS supports the principle of reducing speed limits and use of transitional speeds on our rural roads to promote road safety Policy 16: The LTS supports a programme of 20mph zone implementations, monitoring and review around and within our settlements Policy 17: The LTS supports appropriate maintenance of our roads to provide a safer environment for all road users 34 An ‘adopted’ road is a road which has been adopted by Midlothian Council. This excludes private roads, including some roads on new estates which have not been adopted by the Council and remain the responsibility of the housing developer or factor. 35 https://www.roadworksscotland.org/ Page 466 of 700
Page 467
8 New and improved facilities for active travel 8.1 Overview 8.1.1 This chapter is focused on improving and expanding our active travel network and promoting the wide-ranging benefits of active travel within our communities. 8.1.2 Active travel encompasses walking, wheeling36, and cycling and can form part or all of a journey, whether a short distance walk or wheel to reach a bus stop or nearby facilities, or a longer distance cycle to work. 8.1.3 The Council is committed to improving and expanding our active travel network and supporting more people to travel actively. Our new Midlothian Active Travel Strategy entitled ‘On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034’37 sets out a ten-year plan for the development of active travel and has three key aims: expand the active travel network and improve accessibility, safety, connectivity, and maintenance promote and enable behaviour change towards uptake in all forms of active travel provide transparent monitoring of the delivery of all projects 8.1.4 The ATS includes a wide range of policy commitments38 and an action plan which identifies a list of priority infrastructure projects aimed at developing our active travel network. The latter includes upgrades to existing active travel connections and the delivery of new active travel routes. 8.1.5 This chapter reflects the policies and actions within our ATS and provides a broad summary of some of the key aspects. The figure below sets out the topic areas discussed. For more detailed information on how we plan to develop our active travel network and promote active travel, please refer to the ATS. 36 Wheeling includes the use of wheelchairs, pushchairs, adapted bikes, cargo bikes, scooters, and skateboards 37 On the Move Midlothian: Our Active Travel Strategy for Everyone, 2024 38 Including behaviour change measures and promotional activities Improving existing active travel routes Investing in new active travel routes Providing more cycle parking / facilities Maintaining our active travel infrastructure and routes Promoting walking, wheeling and cycling as a means of travel Page 467 of 700
Page 468
8.2 Improving existing active travel routes 8.2.1 To encourage active travel trips, we need to improve our current walking, wheeling, and cycling connections so that they meet current best practice, guidelines and standards. Enhancements could include, but are not limited to: the provision of pavements / pavement widening increased segregation between i) walking / wheeling and cycling and ii) active travel and motor traffic improved crossing facilities, including at key junctions on our strategic road network new or enhanced signage, lighting, and surfacing rationalisation of street furniture and other obstructions / physical barriers which prevent access for all the implementation of physical accessibility improvements, including provision of dropped kerbs and the enforcement of pavement parking improved maintenance 8.2.2 Acknowledging that active travel trips, particularly walking and wheeling trips are often a key part of longer distance public transport trips, we need to ensure that connections to our bus stops, rail stations, and multi-modal interchanges are a key priority. This is discussed in Chapter 10. 8.2.3 We recognise that concerns around safety as a result of a lack of segregation from traffic and high traffic volumes is a key deterrent to active travel uptake and that this can be a particular barrier for certain groups in society, including women and disabled users (see Chapter 7). 8.2.4 To help overcome safety concerns, improve the inclusivity of active travel, and provide more appealing and liveable spaces, the Council will look to reallocate space for walking, wheeling, and cycling where appropriate. This could include: reducing road widths at junctions and tightening turning radii to slow down traffic widening existing walking, wheeling and cycling routes providing footways where there is currently no footway provision providing dedicated segregated space for cyclists Page 468 of 700
Page 469
8.3 Investing in new active travel routes 8.3.1 In addition to improving existing active travel connections, there is a need to invest in new walking, wheeling and cycling routes to create a coherent active travel network. 8.3.2 As noted above, the ATS includes a list of priority active travel infrastructure projects aimed at developing our active travel network and identifies a number of new walking, wheeling and cycling routes which we would like to deliver during the lifetime of this LTS. 8.3.3 As noted in Chapter 3, the A720 causes major severance across the north of our local authority area, acting as a key barrier between us and the City of Edinburgh. We recognise that, where funding allows, improving active travel connections across the bypass could provide a range of benefits, including higher active travel uptake; reduced car use; enhanced health outcomes; and a range pf potential regional economic and regeneration benefits. 8.3.4 In recognition of this, we have included in our ATS pipeline, the delivery of several routes which will improve connections across the A720 as set out below and will continue to pursue available funding opportunities to progress these: A703 to Fairmilehead via Hillend Straiton to Burdiehouse via the Straiton Junction Shawfair and Millerhill to Dalkeith Country Park and East Lothian active travel provision on the A7 approaches to Sheriffhall Roundabout (The roundabout itself is under the management of Transport Scotland) 8.3.5 In designing and delivering new active travel infrastructure, we will follow the most up-to- date best practice and design guidance. Currently, this includes ‘Cycling by Design’39, ‘Walking for Everyone’40 and Wheels for Wellbeing’s ‘Guide to Inclusive Cycling’41. 8.3.6 The box opposite sets out the Core Design Principles included within ‘Cycling by Design’42, Scotland’s current design guidance for cycling infrastructure. Alongside the Design Principles, the document also includes a set of level of service (LOS) indicators. The LOS are scored as follows: high - suitable for most users, including new and less confident users medium - may not be suitable for some users, particularly novice users 39 https://www.transport.gov.scot/publication/cycling-by-design/, 2021 40 https://www.sustrans.org.uk/media/11493/sustrans-arup-walking-for-everyone-inclusive-walking-report.pdf 41 https://wheelsforwellbeing.org.uk/wp-content/uploads/2020/12/FC_WfW-Inclusive- Guide_FINAL_V03.pdf#:~:text=A%20Guide%20to%20Inclusive%20Cycling.%20Contents.%20Foreword.%2001% 20What%20is 42 https://www.transport.gov.scot/publication/cycling-by-design/, 2021 Cycling By Design – Core Design Principles Safety – designs should minimise the potential for actual and perceived accident risk Coherence – cycling infrastructure should form a coherent network which links origins and destinations Directness – cycle users should be offered the most direct route based on existing and latent trip desire lines, minimising detours and delays Comfort – cycle user comfort is criterial to journey experience and making cycling an everyday choice for users Attractiveness – infrastructure should be designed in harmony with its surroundings in such a way that the whole experience makes cycling an attractive option Adaptability – cycling infrastructure should be able to evolve and improve as cycle demand changes Page 469 of 700
Page 470
low - not suitable for a range of users, including novice and intermediate users. 8.3.7 As outlined in our ATS, when updating existing and delivering new cycle routes, we will adopt the ‘Cycling By Design’ Core Principles and look to ensure the highest level of service is provided unless solid reasoning against this is identified as part of the design review process. 8.4 Providing more cycle parking / facilities 8.4.1 Alongside new routes, we need to ensure there is cycle parking and/or storage at the beginning and end of each journey. The attractiveness of a well-planned and maintained cycle network can be undermined if such facilities are not provided, with a lack of appropriate cycle parking a key deterrent to cycle uptake. 8.4.2 We will aim to provide / increase cycle parking as required at key origins and destinations, including: new developments as an integral part of the development planning process (as discussed in Chapter 6) at transport interchange points, including high volume bus stops, train stations, and journey hubs (see Chapter 10) in our town centres and other key destinations, such as shopping centres, visitor attractions, and recreational and leisure facilities in close proximity to existing residential buildings which do not have ‘built in’ cycle storage. 8.4.3 The box below sets out the ‘Cycle Parking User Requirements’ set out in ‘Cycling By Design’.43 We will use these requirements (as well as any subsequent updates to this guidance) as an appraisal framework and guide during the planning and delivery of cycle parking to help ensure that the facilities provided meet the needs of all users. 8.4.4 As set out in Chapter 6, our Parking and Building Standards set out the minimum cycle parking and facilities which should be provided for different categories of development, and we will work with developers as well as, where possible, existing employers and places of education, to encourage and support the delivery of appropriate facilities in line with these guidelines. 43 https://www.transport.gov.scot/publication/cycling-by-design/, 2021 Cycling By Design – Cycle Parking User Requirements Easy to use - adequate space in the parking area to facilitate easy manoeuvring and adequate provision of locking points to accommodate different types of cycle. Accessible - Convenient, visible and prominently located near entrances, at other trip end destinations. Provision for ‘non-standard’ cycle vehicles should also be made. Safe - located in areas that are naturally overlooked by the occupants of buildings or pedestrians, lit, secure and vandal proof, ideally with suitable CCTV or other security arrangement. Suitable - Fit for purpose, i.e., appropriate type of facility and the needs of users. Attractive - sympathetic to the wider environment to enhance its appearance, appropriate to the surrounding area and complementary to surrounding street furniture. Page 470 of 700
Page 471
8.5 Maintaining our active travel infrastructure and routes 8.5.1 The importance of regular maintenance of active travel routes is paramount, with good quality surfacing and clear sightlines (e.g. unaffected by vegetation) vital for both pedestrian and cycle safety as well as the accessibility of routes for wheelchair users and those with visual impairments. 8.5.2 During the engagement undertaken to inform the development of our ATS, route maintenance was highlighted as a key concern and a particular barrier to participation in active travel. Key issues identified included: poor road / path surface conditions debris and vegetation overgrowth in cycle lanes and along shared paths lack of / limited gritting of active travel routes in winter poorly maintained street lighting along some routes 8.5.3 The ATS commits to encouraging active travel and where funding permits, will undertake additional maintenance activities to help support and encourage walking, wheeling, and cycling. Maintenance activities will be considered during the design of new active travel infrastructure with a view to including new assets in the Council’s inspection and maintenance programme. 8.6 Promoting walking, wheeling and cycling as a means of travel 8.6.1 As well as infrastructure improvements, we also need to provide up to date information on active travel routes and promote the benefits of active travel within communities. 8.6.2 This will be achieved through a range of activities including: producing and updating both web-based and hard copy material on active travel, including up-to-date mapping, and issuing these to public buildings, including libraries, leisure centres and health centres on a regular basis keeping the public updated on any newly funded infrastructure and behaviour change projects, provide progress updates on any previously funded work, as well as advertise any upcoming events. developing an own Midlothian Travel App which will include a range of active travel information which can be accessed ‘on-the-go’ providing clear signposting of walking, wheeling and cycling routes on all new routes and seeking to update signposting on existing routes where required offering a range of measures to help improve access to bicycles (see Chapter 6) Coherent - sits within the context of a cycle route network connecting main origins and destinations, including public transport nodes. Well managed and maintained - efficient to use, clean and free from damaged or abandoned cycles. Durable - a robust design, constructed with appropriate materials and fixings, that will minimise the whole life cost of cycle parking provision and deter thieves. Page 471 of 700
Page 472
continuing to work with developers to ensure ‘sustainable travel welcome packs’ setting out the sustainable transport connections in the area are provided to all new residents in new build housing estates continuing to work with schools through Bikeability sessions and other initiatives including ‘Bike to school week’, ‘Smoothie Bike’, road safety activities, School Streets, and work with Junior Road Safety Officers delivering cycle training sessions in collaboration with Cycling Scotland for members of the public as well as led rides for adults and families 8.6.3 We will also continue to deliver bicycle maintenance sessions, including to secondary school age children as part of the Duke of Edinburgh Award. 8.6.4 As set out in Chapter 6, it is important to ensure that any resources produced are accessible (i.e. available in a wide range of formats); include information on the location of key barriers to accessibility (e.g. the location of stairs, narrow paths etc) and the availability of key services (e.g. accessible seating, help points, and toilets); and use inclusive language and imagery. 8.7 Policies (New and improved facilities for active travel) Policy 18: The LTS supports the improvement of walking, wheeling and cycling infrastructure as set out in the ATS, to make it easier for people to make everyday journeys by active travel modes and to support health and wellbeing Page 472 of 700
Page 473
9 Improving the coverage, journey times and reliability of public transport 9.1 Overview 9.1.1 This chapter is focused on enhancing public transport services in Midlothian and between Midlothian and the wider city region. The figure below sets out the topic areas discussed in this chapter. The chapter includes separate sub sections covering bus and rail services. Bus services 9.2 Improving the bus network coverage 9.2.1 Bus frequency on the key road corridors in Midlothian is relatively high. However, beyond these, where urban density (and therefore demand for bus services) is lower, service frequency is much lower, particularly during the evenings. In addition, due to the concentration of services on certain corridors, some areas within the settlements served by the main line routes have relatively poor access to bus services. 9.2.2 As noted in Chapter 3, a relatively high proportion of residents live some distance away from their nearest bus stop with analysis suggesting that 17% of households do not have convenient access to a bus stop (i.e. they are between 400-800m away depending on rurality)44, and around 10% of those only have convenient access to bus stops which are served infrequently (less than one bus every hour). While some households with poor access are in more rural locations, there are also households in this category in the largest settlements, including pockets in Dalkeith and Danderhall as well as Newbattle. This includes 44 Where ‘convenient access’ is defined using a three point typology based distance to the bus stop and level of rurality as follows i) located within 400m of a bus stop (in line with national guidance on the maximum desirable walking distance to a stop) and in a ‘large urban area’ or a ‘other urban area’, ii) located within 600m of a bus stop and in an ‘accessible small towns’ or a ‘rural small town’ or iii) located within 800m of a bus stop and in an ‘accessible rural area’ or a ‘remote rural area’ Improving our bus network coverage Increasing bus capacity Reducing bus journey times / improving reliability Providing new direct bus connections Reducing rail journey times and improving reliability Enhancing rail capacity Providing new direct rail connections Extending our rail network Page 473 of 700
Page 474
residents of some of more recent developments, some of which are relatively poorly served by public transport. 9.2.3 Where access to bus stops and the walk to the bus stop is longer than what would be reasonably expected45, people are less likely to use the bus. Long walks can also have a particular impact on certain groups in society such as those with disabilities and / or childcare responsibilities. 9.2.4 There is therefore a need to widen bus network coverage. This could be achieved via: greater servicing of residential areas by existing bus services – there is, however, a balance to be struck as increased servicing of residential areas would result in longer end- to-end journey times which may therefore lead to a reduction in patronage improving the road network to support bus services provision of local feeder bus services, using smaller vehicles, to connect to main volume corridors – this would require interchange from feeder services to limited stop or express services on the main routes and could be combined with the delivery of high- quality interchange or journey hubs and active travel connections (to support local journeys) – interchange / journey hubs are discussed further below and under Chapter 11. 9.2.5 In some locations, it may not be viable to provide timetabled feeder bus services due to low demand. In these locations, the provision of Demand Responsive Transport (DRT) / or other booked community transport services could be used to enhance or replace traditional fixed route bus services at a meaningful level of frequency. A wide range of DRT based models46 are available. In addition, advances in technology and software in the recent period have led to a new generation of ‘enhanced’ DRT schemes (EDRT) that are app-based and include dynamic vehicle scheduling, direct messaging, and GPS vehicle tracking and which potentially have broader appeal. 9.2.6 The Transport (Scotland) Act 2019 also provides new powers in relation to buses, including the ability to introduce Bus Service Improvement Partnerships (BSIP), local franchising and new/extended powers for local transport authorities to provide bus services to meet social needs. Through the Midlothian Bus Alliance these powers may help deliver the enhancements to the bus network required. 9.3 Increasing bus capacity 9.3.1 In addition to network coverage, a lack of capacity is an issue on some existing bus services. Key problems include: overcrowding, particularly on express services during peak times use of single decker buses which are too small to accommodate demand47 overcrowding leading to restricted access for those with mobility issues, including wheelchair users and people travelling with a buggy 45 There is no clear definition of ‘reasonably expected’ with respect to distances to the nearest bus stop. Best practice suggests a maximum walking distance of 400 metres from a bus stop in urban areas. A typology based approach was adopted in the analysis as set out in the above bullet point which takes into account the rurality of the area. 46 The term DRT covers an extremely wide spectrum of services from those operating a semi-fixed route and timetable to zonally based models with no fixed start or end point 47 It is noted that single decker buses are used on some routes due to low bridges with height restrictions on the route Page 474 of 700
Page 475
buses leaving passengers at the bus stop due to insufficient capacity – where service frequency is low, this issue can act as a particular deterrent to bus use due to the long wait for the next service 9.3.2 Improving bus capacity would require an increase in service frequency and / or the use of larger, higher capacity vehicles. These improvements could be focused on main corridors and could be aligned with wider regional proposals for a South East Scotland mass transit system48, potentially comprising tram or bus based rapid transit solutions (BRT). 9.3.3 As referenced above, in order to maximise the potential ‘reach’ of higher capacity / high frequency services on main corridors, such solutions could be combined with the delivery of interchange or journey hubs along with i) high-quality connecting active travel routes (to support local journeys) and ii) smaller feeder bus services / DRT / EDRT based solutions (to support journeys from communities based further away from main corridors). 9.4 Reducing bus journey times / improving reliability 9.4.1 There are a range of measures which could be introduced to reduce bus journey times and improve journey time reliability, including: providing bus priority measures including on road provision (e.g. bus lanes, bus gates) and signals technology (such as, queue relocation systems for general traffic, and traffic signal vehicle detection) to prioritise buses and other forms of sustainable transport ahead of general vehicular traffic. Further information on signal technology is included in Chapter 13. Improving, or occasionally removing bus stop lay-bys to help reduce delays implementing parking restrictions in specific locations on bus routes rationalising bus stops where frequent stopping adds unduly to journey times introducing more 'limited stop' or express services increasing bus capacity measures to reduce bus stop dwell times including e.g. ticketing systems which reduce or remove interaction time with drivers and multi-doored vehicles – the former are discussed further in Chapter 11 9.4.2 The above measures could be focused on main corridors and would dovetail well with the feeder service / interchange hub model discussed above. 9.5 Providing new direct bus connections 9.5.1 In addition to improving the overall coverage of public transport network and improving capacity and journey times, there is a need for new direct bus connections. These include: Intra-Midlothian east-west connections –improving intra-Midlothian east west connections and enhancing links to key local employment centres such as Dalkeith, Straiton, Easter Bush and the MSZ would provide opportunities for residents to work, shop etc. in Midlothian and help improve the labour catchment of key business centres which is a key aim of the Economic Strategy. 48 See STPR2 Summary Report and https://www.edinburgh.gov.uk/downloads/file/29320/city-mobility-plan-2021- 2030-updated-february-2024 Page 475 of 700
Page 476
locations outside Edinburgh City Centre - providing more direct orbital connections to key locations to the west of Edinburgh, potentially as part of a wider regional approach to transport delivery, could help improve connectivity and reduce car dependence 9.5.2 As previously noted, delivering wider regional links will require close partnership working with local regional and national bodies, especially as larger strategic public transport projects will require significant public funding. Rail services 9.5.3 A number of organisations are responsible for managing and enhancing the rail network and services in Midlothian. Network Rail is responsible for maintaining and upgrading the railway network whilst ScotRail provide rail services. Transport Scotland specifies ScotRail services and funds infrastructure enhancements which are delivered by Network Rail. These varying organisations, collectively known as Scotland’s Railway consequently have primary responsibility for delivering enhancements to the rail network or services. 9.6 Reducing rail journey times and improving reliability 9.6.1 As set out in Chapter 3, journey times from Midlothian to Edinburgh by rail are relatively long in comparison to other rail services serving the capital and there are issues with the reliability of rail journey times49. 9.6.2 There are several underlying issues which contribute to long journey times and delays / cancellations on the line, many of which would require infrastructure improvements to address. These include: the line is single track with limited double-track sections – this means there are few opportunities for trains to pass each other, leading to capacity and reliability issues there are capacity constraints on the approach to Waverley Station, including at Portobello Junction, where the Borders Railway joins the East Coast Mainline, with Borders Railway services required to slow down, and often required to stop to await late running services through the junction there are a relatively high number of station stops, with six stations in the 12 miles between Newtongrange and Edinburgh use of diesel trains which are slower to accelerate and deaccelerate – this is a particular issue on the Borders Railway given the gradient of the route 9.6.3 The Council recognises that the issues associated with rail journey times and journey time reliability are complex but supports efforts to work in partnership to address these, and to implement targeted infrastructure upgrades to support improvements. 9.7 Enhancing rail capacity 9.7.1 Rail count data for 2023-24 suggests that use of the Midlothian Borders Railway stations is still below that of pre-COVID period50, yet overcrowding remains an issue on some peak time services. In part, this is a result of too few coaches being used, although it is recognised that improvements in this respect have been made and some peak-time trains now run with paired units providing 4 or 6 coaches. The Council recognises that further increases in train capacity will be needed to support continued growth in passenger numbers and supports the implementation of further improvements in this regard. 49 the most recent data suggests that the Borders Railway is not currently meeting ScotRail’s Public Performance Measure (PPM) – see https://www.scotrail.co.uk/performance-and-reliability 50 https://dataportal.orr.gov.uk/statistics/usage/estimates-of-station-usage Page 476 of 700
Page 477
9.8 Providing new direct rail connections 9.8.1 Currently all north bound services on the Borders Railway terminate at Edinburgh Waverley, with no through services beyond Waverley. This means travel beyond Edinburgh, including to Haymarket requires users to interchange to another train or travel by another mode. This adds to journey time and can be a particular barrier for certain groups in society for whom interchange can be challenging, including those with mobility issues and those with neurodivergence or cognitive impairments, such as dementia. While recognising there are wider practical constraints, The LTS supports the concept of through rail services to destinations beyond Edinburgh Waverley in order to enhance and widen access from Midlothian to west Edinburgh and the wider region. 9.9 Extending the rail network 9.9.1 Currently, the south bound Borders Railway services terminate at Tweedbank. However, in neighbouring Scottish Borders Council, there is a long-running aspiration to reopen the route to Carlisle, by using the disused alignment of the old Waverley Route and serving intermediate settlements, including Hawick in the Scottish Borders. Having through trains between Edinburgh and Carlisle could provide a wide range of benefits for Midlothian, including enhanced access to current and future employment, education, and leisure opportunities, increased inward investment and economic growth, and reduced car use and carbon emissions. 9.9.2 In 2021, the UK and Scottish governments committed £10m as part of the Borderlands Inclusive Growth Deal to deliver a feasibility study examining the benefits and challenges of extending the line from Tweedbank to Carlisle. Whilst the project was put on hold by the UK Government in September 2024, Midlothian Council recognises the benefits an extension of the Borders Railway could provide and supports the continued development of the feasibility study and business case for the railway extension. Page 477 of 700
Page 478
9.10 Policies (Improving the coverage, journey times and reliability of public transport) Policy 19: The LTS supports measures to reduce journey times and improve the reliability and punctuality of public transport Policy 20: The LTS supports direct bus services to parts of the city-region where interchange in Edinburgh is currently required Policy 21: The LTS supports improved east-west bus connectivity in Midlothian Policy 22: In keeping with the SEStran Regional Bus Strategy, the LTS supports working towards an equitable and proportionate level of bus service for Midlothian communities Policy 23: Where appropriate, the bus network supports young people making journeys to school and learning Policy 24: The LTS supports the principle of mass rapid transit connections between Midlothian, Edinburgh and the wider region, developed as part of a region-wide approach to connectivity Policy 25: The LTS supports increased bus service frequencies on main corridors to reduce wait time, improve capacity and provide more travel options for those wheeling Policy 26: The LTS supports targeted infrastructure improvements to the Borders Railway to increase capacity of the line, and improve service frequency, journey times and journey time reliability Policy 27: The LTS supports through rail services to destinations beyond Edinburgh Waverley Policy 28: The LTS supports extending the Borders Railway to Carlisle, accompanied by any necessary infrastructure improvements along the existing line Policy 29: The LTS supports opportunities to improve the collection, sharing, monitoring and analysis of existing and new transport data to strengthen decision making and improve the performance of the public transport network Page 478 of 700
Page 479
10 Improved integration across transport networks 10.1 Overview 10.1.1 This chapter is focused on improving the integration between different transport services and modes and reducing the actual and perceived barriers to multi-leg journeys. The figure below sets out the topic areas discussed in this chapter. 10.2 Improving active travel-public transport integration 10.2.1 As discussed under Chapter 9, many active travel trips are undertaken as part of longer distance multi-modal journeys which involve public transport. Encouraging such trips, requires improving and providing high quality active travel connections to key public transport interchanges, including high-volume bus stops and railway stations. 10.2.2 To facilitate interchange between cycling and public transport for those who live further from stops and stations, appropriate cycle parking or cycle hire / share facilities is required at transport interchanges and / or facilitate the carriage of bicycles on public transport services. 10.2.3 Working in line with the ‘Cycle Parking User Requirements’ set out in ‘Cycling By Design’51, the Council will seek to increase cycle parking provision at key transport interchange points. As discussed in Chapter 7, recognising their significant benefits, the Council will also explore the potential of implementing cycle hire / share schemes and fully integrating these within wider transport network and integrated ticketing options. 10.2.4 In terms of the carriage of bicycles on public transport services, currently non- reservable cycle spaces are available on all Borders Rail services and on Borders Bus services X62 (Galashiels to Edinburgh City Centre via Penicuik) and X95 (Carlisle to Edinburgh City Centre via the A7). The benefits of providing space for cyclists on trains and buses include opportunities to promote cycle tourism. The LTS supports the expansion of such options, as well as the availability of options to reserve space for cyclists, where practical. 51 https://www.transport.gov.scot/publication/cycling-by-design/, 2021 Improving active travel - public transport integration Improving bus-rail integration Improving park and ride options Journey hubs Providing integrated public transport ticketing Page 479 of 700
Page 480
10.3 Journey hubs and opportunities for interchange 10.3.1 The potential creation of a network of journey or mobility hubs across the region provides an important opportunity to improve, formalise and promote integration between transport modes without requiring the large space needed for a full-scale P&R site 10.3.2 Journey hubs, and the amenities they offer, can be adapted to meet the needs of communities where they are located. They can bring together shared transport, public transport, parking and active travel and additionally can offer facilities such as EV charging points, bike hire, bike storage, parking and repairs, Wi-Fi, and post boxes / parcel lockers for pick up and returns. In more urban or town centre locations, journey hubs can also provide high quality public space, including seating areas, planting or other improvements. 10.3.3 In Midlothian, journey hubs could be co-located at railway stations or on key bus corridors to: help deliver high-quality connections between active travel routes to public transport to allow more individual local journeys patterns to be made. provide operational support for more express-style limited stop bus services on key corridors form an integral part of any region-wide proposals for transit system. provide an interchange point for community or very local bus or DRT based services, linking passengers to key public transport corridors and services. 10.4 Improving bus-rail integration 10.4.1 To improve connectivity between bus and rail services, a range of options may be explored, including: advocating for additional timetabled bus services which directly connect to railway stations and are aligned with train timetables amending / adding stops on existing bus services which route near railway stations, better aligning bus timetables with rail and / or increasing the frequency of bus services to reduce wait times supporting DRT or other bus services models, to connect local areas to railway stations at peak times and late evening. 10.4.2 There are significant benefits of improving connectivity between bus and rail services but also challenges involved due to: the commercial nature of public transport services and the competition between operators difficulties coordinating bus and rail timetables given the above and the need for each to meet wider network requirements insufficient demand, resulting in a need for public sector subsidy the current lack of single ticketing /interoperability, therefore making bus-and-rail journeys may not be appealing for some groups. 10.5 Providing integrated public transport ticketing 10.5.1 Integrated ticketing is an important element of a fully integrated public transport network. Due to the commercial (de-regulated) nature of much public transport provision in the Page 480 of 700
Page 481
UK, there are legislative, regulatory and financial challenges to developing a fully integrated ticketing system. 10.5.2 Recognising these challenges, the Transport (Scotland) Act 2019 makes provision for a National Smart Ticketing Advisory Board (NSTAB) which was established in November 2023 and is made up of different authorities, users, and experts. Its purpose is to advise Scottish Ministers on the strategic development of smart ticketing arrangements in Scotland. The Council welcomes any improvements to ticketing arrangements that can ensure passengers do not pay excessively for using more than one public transport mode in a journey. 10.5.3 Mobility as a Service (MaaS) remains an emerging concept that utilises shared blockchain technology, allowing transport users to purchase credits that can be used for a wide range of transport services, from public transport to pool car usage, to access to bike hire or shared car schemes, to taxis. The fundamental components of MaaS are: multi-modal: integration between multiple modes of transport including public transport, active travel, and shared mobility solutions payment solutions: users are able to pay for their travel across a range of modes directly through the MaaS platform with integrated multi-modal ticketing solutions in-built one platform: for everything including travel information, booking, ticketing and payments integration: bringing together customers, transport providers, public sector, payment processors, telecommunication companies and the platform owners digital: an online platform supported by telecommunications technology user-focused: centred around demand from customers and personalised to their needs. 10.5.4 MaaS is yet to be widely implemented, however, trials in Scotland have tested the principles of MaaS. Travel app trials such as Go-Hi, and GoSEStran apps were amongst an initial set of phone-based app trials, allowing passengers to plan, book and pay for end-to-end multi-modal journeys in a single transaction using their smartphone or desktop. The Scotland Roadmap52 provides learnings from previous MaaS projects and future MaaS projects in Scotland are likely to be developed at a national level, however the key benefit to passengers is the ability to plan a complex journey, manage the entire journey and pay once. 10.6 Improving the Park and Ride offer 10.6.1 Midlothian has a P&R site at Sheriffhall that buses call in at. (Before September 2025, buses also called at Straiton P&R). Both sites have been underutilised, with particularly low levels of park and riding activity at the Straiton site.53 This is in part, due to the location of the site, situated to the north of some of the congestion when travelling into the city with the result that, for many commuters, there are few benefits of using the facility. In the public consultation undertaken to inform this strategy, comments were also made about the lack of staff and the poor standard of facilities at bus and rail-based P&R sites. The latter is discussed in further detail under Chapter 12. 10.6.2 It is accepted that the current P&R ‘offer’ is not currently meeting the needs of the public, including residents, those travelling from other locations, or bus operators. The Council supports opportunities to create improved opportunities to switch from car to bus or train, particularly where this applies to key transit corridors. Midlothian Council will continue to work with neighbouring Councils and regional partners to ensure that key routes provide 52 Implementing Mobility as a Service: A Roadmap for Scotland, published 2025 53 According to the SEStran Park and Ride Strategic Study, produced in June 2020, Sheriffhall was 70% utilised and Straiton was just 25% utilised (pre-pandemic data). See SEStran-Park-and-Ride-Strategy.pdf Page 481 of 700
Page 482
opportunities for a change of mode closer to the start of a journey, and to ensure a coordinated approach. 10.7 Policies (Improved integration across transport networks) Policy 30: Walking, wheeling and cycling routes to bus stops and railway stations should be clear, safe and attractive for all users Policy 31: The LTS supports measures to make it easier to routinely take a bicycle onto a bus or train or securely leave a bicycle at a key location Policy 32: A combination of bus and rail travel can provide faster journey times to Edinburgh than bus alone. The LTS supports tackling timetabling, ticketing and fare barriers which make this an unattractive option for passengers at present Policy 33: The LTS supports the integration of ticketing across all bus and train operators Policy 34: The LTS supports technology-based solutions to develop MaaS-style operations in Midlothian and the wider region Policy 35: The LTS supports measures to improve the strategic bus and rail ‘park and ride’ offer Policy 36: The LTS supports the concept of multi-modal interchange hubs to support interchange between bike, bus, train, car and car share Page 482 of 700
Page 483
11 Improving the quality of public transport 11.1 Overview 11.1.1 This chapter is focused on improving the overall quality of public transport services in order to make public transport more attractive to both current and prospective users. The figure below sets out the topic areas discussed in this chapter. 11.2 Improving the quality of journeys to and facilities at bus stops 11.2.1 In order to improve the experience of bus users and encourage bus use, it is important to improve the overall quality of the journey to, and the facilities at, bus stops and wider interchanges / journey hubs. This may be particularly important for certain vulnerable groups such as those with mobility impairments. 11.2.2 Potential improvements to the quality of facilities at interchanges that have already been identified in Chapters 6, 9 and 11 are also relevant to journeys to bus stops and facilities at stops / interchanges, such as: New or widened sections of footway; addition of dropped kerbs and other accessible infrastructure; and reducing unnecessary street furniture and other barriers increased segregation between i) walking / wheeling and cycling and ii) active travel and motor traffic improved crossing facilities, including to access bus stops and at key junctions on strategic road network new or enhanced signage, lighting, and surfacing paired bus stops (one in each direction) where feasible, to improve the usability of the network improved and accessible bus shelters, including the provision of accessible seating and lighting high quality and up-to-date, accessible travel information improved maintenance of shelters, seating, lighting and active travel routes to stops / interchanges at high-capacity bus stops / interchange points / journey hubs, providing other facilities such as cycle parking, cycle hire or car share schemes Improving the quality of journeys to, and facilities at, our bus stops Improving the quality of the on-board bus experience Improving facilities at our rail stations Page 483 of 700
Page 484
11.2.3 As well as the provision of up-to-date timetable information at bus stops, there would be significant benefits in providing RTPI at bus stops and key interchanges. RTPI enhances customer satisfaction and allows passengers to more effectively plan their travel, which in turn can encourage a growth in patronage. It can also encourage healthier lifestyles as people may walk to the next stop if they know there is a wait for their next service. RTPI is also extremely useful for visitors and infrequent travellers who may be less familiar with the bus network. 11.3 Improving the quality of the onboard bus experience 11.3.1 In addition to improving the quality of the streetscape at bus stops, it is also important to improve the quality of the onboard bus experience. A range of measures could be implemented in this regard including: the roll out of newer higher quality, comfortable vehicles across the fleet the provision of tables / Wi-Fi additional and more flexible space for wheeling on bus services (see Chapter 7) driver training and performance monitoring to help support the delivery of a high-quality passenger experience for all improved road surfacing / maintenance on key bus corridors enhanced cleaning and hygiene measures 11.3.2 The LTS supports the transition to EVs and the Council will work with bus operators to support the transition to EV buses. It is possible that autonomous and connected vehicles (CAVs) could become an increasing part of the bus market during the lifetime of this strategy. While there are challenges associated with the latter, the Council will work with operators where opportunities arise in this area. These aspects are discussed further in Chapter 13. 11.4 Improving the quality of facilities at railway stations 11.4.1 As with bus stops, it is desirable to improve the quality of facilities at railway stations in order to improve the experience of rail users and encourage rail use. 11.4.2 All four of the stations in Midlothian are single platform with step-free access and are therefore classified as ‘Category A’ (the most accessible) under ScotRail’s accessibility classification system. As discussed in Chapter 11, free parking is provided at all stations, including disabled parking, EV charging facilities and cycle parking provision. 11.4.3 There is no staffed ticket office at any Midlothian stations. Eskbank and Gorebridge Stations are completely unstaffed, while Shawfair and Newtongrange have on-train staff who can provide help to boarding and alighting passengers. As referenced in Chapter 11, the lack of staff can cause personal safety and security fears, particularly for vulnerable groups when travelling at night and available shelter is sometimes insufficient for the number of passengers at peak times. Page 484 of 700
Page 485
11.5 Policies (Improving the quality of public transport) Policy 37: The LTS supports measures to address overcrowding on Midlothian's train services during routine peaks and events Policy 38: Bus stops and routes to bus stops should be high quality and well maintained Policy 39: The LTS supports exploring partnership and other initiatives to improve the way bus services are delivered across Midlothian’s settlements, where this will provide a benefit to passengers Policy 40: The LTS supports partnership working between local authorities and operators to deliver improvements for existing bus users and encourage new bus users Policy 41: The LTS supports the ongoing roll out of real time information at bus stops across Midlothian Policy 42: The LTS recognises that more flexible floorspace arrangements would benefit bus users dependent on wheeling Policy 43: The LTS supports measures to bring together all public transport information into a single source / app Policy 44: Public transport information should be accessible, readily understandable and up to date Page 485 of 700
Page 486
12 Reducing transport’s local environmental impact, decarbonising transport and adapting to climate change 12.1 Overview 12.1.1 This chapter is focused on reducing the negative impacts of transport on local environment and transitioning to alternative fuel sources. The figure below sets out the topic areas discussed in this chapter. 12.2 Encouraging electric vehicle uptake and use 12.2.1 The Scottish Government has committed to phasing out the sale of new petrol and diesel cars by 2032, as discussed in Chapter 2. 12.2.2 To facilitate this, it will be necessary for there to be a transformative shift to zero emission vehicles. Battery electric vehicles (BEV) car registrations have grown considerably in the last 10 years, with BEVs accounting for 10% of all new cars registered in Scotland in 2023.54 BEVs offer zero tailpipe carbon emissions, resulting in significant improvements in air quality (excepting tyres and brake), and deliver a substantial reduction in whole life carbon generation compared to internal combustion engine (ICE) vehicles. 12.2.3 To support transition to BEVs, there is a need to significantly expand public EV charging network. This is particularly important for residents who do not have access to suitable off-road parking (which facilitates the option to install at home charging facilities) and are therefore entirely dependent on the public EV charging network. It will also be important to ensure there is sufficient charging facilities for through traffic to support longer distance journeys by BEV. 12.2.4 While the private sector will increasingly provide EV charge points as the number of EVs grows, there remains a role for the public sector to ensure that access to charge points is equitable and the tariff structure adopted supports a just transition across our communities (noting that public charging is typically much more expensive than charging at home55). As with all new infrastructure, it will also be important to ensure charge points are designed to be accessible for all users. With respect to the latter, in October 2022, the BSI introduced an EV 54 https://www.gov.uk/government/statistical-data-sets/vehicle-licensing-statistics-data-tables 55 See https://www.zap-map.com/ev-stats/charging-price-index Encouraging electric vehicle uptake and use Zero emission buses Road user charging Management of parking demand Vehicle pooling or vehicle sharing Decarbonisation of the rail network Improving road network resilience Improving rail network resilience Page 486 of 700
Page 487
Accessible Charging Specification (PAS 1899:202256) which sets out how to design accessible charge points for the design and delivery stages of all charge point infrastructure. 12.3 Zero emission buses 12.3.1 There is also a need to transition public transport vehicle fleet to zero emission vehicles, with buses presenting the quickest win in terms of public transport decarbonisation. EV battery performance and range is rapidly improving, and bus operators are increasingly switching to fully electric vehicles. For example, Lothian Buses introduced its first fully electric double deck bus in September 2024 as part of the company’s net zero emission strategy. 12.3.2 While private operators are examining and investing in EVs, there is a case for continued public sector support in incentivising the transition to more efficient and zero emission vehicles. This may include the provision of incentives to commercial operators to modernise their fleet along with the provision of appropriate charging facilities on route. 12.4 Management of parking demand through parking restrictions and enforcement 12.4.1 The management of parking provision and the enforcement of parking restrictions is another policy means which can be used to directly impact the appeal of car travel and overall levels of car use. Currently, there are a number of issues with parking management and enforcement in Midlothian, including: a relatively large supply of free or low-cost parking in some locations which acts to encourage car use, with resultant negative impacts such as traffic intimidation, emissions, and noise use of free car parking by commuters leading to low turnover of parking spaces, especially around town and commercial centres which can result in lost trade for local businesses / reduced town centre vitality inappropriate / overspill car parking around schools and train stations and from some new developments which affects residential and nearby areas indiscriminate and illegal parking in some locations which can lead to safety issues and the degradation of the public realm / footways being blocked loading difficulties due to too few loading bays / poorly located loading bays in some locations a lack of blue badge parking resulting in poor access for disabled groups. 12.4.2 Managing parking provision for different types of users and improving enforcement is vital to help us meet wider policy goals and can bring a wide range of benefits. The LTS supports the improved management of parking provision across Midlothian supports the update of the Parking Strategy during the lifetime of this LTS. 12.5 Vehicle pooling or vehicle sharing 12.5.1 The LTS seeks to provide alternatives which make car ownership less necessary, including through shared mobility options such as vehicle pooling and vehicle sharing: Vehicle-pooling is ride sharing where people with similar travel requirements share one vehicle rather than making separate trips. Vehicle-pooling can be undertaken informally 56 A Publicly Available Specification (PAS) is a fast-tracked standardisation document which defines good practice for a produce, service or process. PASs are often produced in response to an urgent market need and according to the BSI around 30% of PASs which BSI have published have gone forward to form the basis of an international standard. See What is a PAS? (Publicly Available Specification) | BSI (bsigroup.com) Page 487 of 700
Page 488
between friends / colleagues (as is highly common in islands), coordinated by an employer, or formally through an online platform or app that matches people who have no other connection other than similar travel requirements. 12.5.2 Vehicle sharing is where users access shared vehicles through a vehicle sharing organisation that provides a fleet of vehicles in their local area. Vehicles can then be booked online or via a smartphone app. The operator provides fuel, parking and maintenance with users paying a fee each time they use the vehicle. Midlothian Council recognises the benefits of both vehicle pooling and sharing services and supports the expansion of such options across Midlothian and the wider area. As referenced in Chapter 6, the implementation of shared mobility options along with the application of TOD principles could help support the delivery of low or zero car developments in some selected locations. 12.6 Decarbonisation of the railway network 12.6.1 As well as decarbonising road network, it is also important to decarbonise rail network. Transport Scotland has an ambitious plan to decarbonise all passenger rail services in Scotland by 2035.57 As set out in Chapter 3, while currently diesel powered, the Borders Railway was built with passive provision for electrification and Network Rail has already commenced design development works for the electrification of the line.58 As well as carbon reduction, electrification would also result in reliability benefits, reduced operating costs, and improved acceleration, helping to reduce overall journey times. Decarbonising the rail network can bring a wide range of benefits and the LTS fully supports the electrification of the Borders Railway. 12.7 Improving road network resilience 12.7.1 Road network resilience, broadly understood as the ability of the road transport network to recover following an incident is an increasingly important consideration, particularly given the impact of climate change, including more extreme temperatures and weather events such as flooding. The latter will have a considerable impact on how we live and work, and we must ensure that road network is able to accommodate these changes. We will work to understand the potential impacts of climate change on road network and will review and update the Roads and Paths Inspection and Maintenance Schedule based on this and assist with making the case for wider investment where required. 12.8 Improving rail network resilience 12.8.1 Like the road network, the Borders Railway is also susceptible to disruption due to increasing extreme weather. It is important that the safety and integrity of rail line continue to be carefully monitored and that improvements are made to improve resilience, including regular vegetation clearance. More generally, it is essential that new transport infrastructure, including infrastructure to support the electrification of the Borders Railway, is designed to mitigate the impacts of climate change such as increased severe weather events and flooding. 57 https://www.transport.gov.scot/media/47906/rail-services-decarbonisation-action-plan.pdf 58 In August 2022, Network Rail submitted a screening request to Scottish Borders Council over electrification plans – see Borders Railway electrification bid revealed - Midlothian View Page 488 of 700
Page 489
12.9 Policies (Reducing the impact of transport on the local environment, decarbonising transport in Midlothian and adapting to climate change) Policy 45: The LTS supports a roll out of publicly available and affordable EV charging infrastructure to support those households which cannot charge at home and serve through traffic Policy 46: The LTS supports the full decarbonisation of bus services in Midlothian and the provision of facilities to support this Policy 47: The LTS supports suitable and equitable taxation measures for ICEs, EVs and other alternative-fuel vehicles that ensure their usage is managed in line with the NTS2’s Sustainable Travel Hierarchy and ‘polluter pays’ principles Policy 48: The LTS supports the principle of improving the management and enforcement of traffic and parking, including within town and commercial centres, key transport interchanges and near schools Policy 49: The LTS supports initiatives or schemes to help reduce the requirement to own a car but still have occasional, affordable access to a car Policy 50: The LTS supports the full decarbonisation of the Borders Railway Policy 51: The LTS supports infrastructure and maintenance measures to reduce the impact of severe weather on road networks Policy 52: The LTS supports infrastructure and maintenance measures to reduce the impact of severe weather on the Borders Railway Page 489 of 700
Page 490
13 Making the existing transport network more efficient 13.1 Overview 13.1.1 This chapter is focused on making transport networks more efficient by making best use of existing capacity as well as investing in targeted infrastructure enhancements in some locations as part of a wider package of sustainable transport improvements. The figure below sets out the topic areas discussed in this chapter. 13.2 Intelligent transport systems 13.2.1 ITS use real-time data, artificial intelligence, and communication systems to optimise traffic flow and network performance. A wide range of automated technologies are used to facilitate data acquisition, data processing, communication, and distribution, with technologies located both within the transport infrastructure and individual vehicles. 13.2.2 As well as optimising traffic flows, ITS can be used to streamline public transport services. For example, bus vehicles fitted with sensors can interact with traffic signals, so that late running services can be given priority by initiating or extending a green light. Further roll out of Midlothian’s intelligent traffic signals can result in a wide range of benefits for all types of road users and can help us achieve wider transport, planning and environmental policy goals. Benefits include: reduced congestion reduced emissions and enhanced environmental performance improved safety better management of planned works and incidents on the road network improved journey time reliability enhanced observance of bus timetables reduced travel costs for individual users reduced operational costs for bus operators and freight transport companies 13.2.3 The LTS recognises the significant benefits that ITS can provide and support its implementation where appropriate across Midlothian. Intelligent transport systems Connected and autonomous vehicles Targeted infrastructure improvements Page 490 of 700
Page 491
13.3 Connected and autonomous vehicles 13.3.1 Connected and Autonomous Vehicles (CAV) may play a more prominent role in transport system during the life of the LTS and have the potential to provide a wide range of benefits, including augmenting and facilitating enhanced ITS systems. 13.3.2 Automated features are already present in many cars on the market today, such as automatically regulating a safe distance to the vehicle ahead, lane assist technologies, blind spot detection and cameras and sensors when cars are reversing. As technology continues to advance, higher levels of automation are being developed and piloted with commercially driven advances in this sector being delivered by organisations who are competing to develop fully automated or ‘driverless’ vehicles. As such, it is plausible that higher standards of automated vehicles will move from pilot projects to operational within the lifetime of this LTS. 13.3.3 Whilst there are clear benefits to CAVs, there remain many issues to overcome, for example the allocation of liabilities in the event of a collision. In addition, it is important that automation contributes to other goals, including the delivery of net zero. Moreover, given that automation is largely market-led, it is essential that there is policy, regulatory and legal framework which governs the introduction of such vehicles onto roads. 13.4 Targeted road infrastructure improvements 13.4.1 The LTS recognises that investment in new road infrastructure is a ‘last resort’ measure in terms of Transport Scotland’s Sustainable Transport and Sustainable Investment hierarchies where investing in more sustainable modes and making the best use of existing assets is the priority. 13.4.2 In addition to making best use of existing capacity within transport networks, in order to sustain network efficiency and enhanced safety, it may also be necessary to implement targeted road infrastructure improvements alongside a wider package of sustainable transport improvements 13.5 Policies (Making the existing transport network more efficient) Policy 53: The LTS supports technology-based measures to improve the efficiency and safety of transport networks Policy 54: The LTS supports the provision of appropriate facilities to support the movement of freight through Midlothian and within Midlothian including last mile deliveries Policy 55: Opportunities for the more widespread usage of connected autonomous vehicles for the provision of bus services should be kept under review Policy 56: The LTS supports targeted infrastructure improvements in selected locations alongside a wider package of sustainable transport improvements in order to sustain network efficiency and enhance safety Page 491 of 700
Page 492
14 LTS Priorities for Change 14.1 Overview 14.1.1 The LTS provides a comprehensive account of approach to transport delivery. It sets out policies and strategic direction and articulates position in relation to key strategic issues. 14.1.2 The LTS covers a broad range of transport issues and includes policies covering business-as-usual (transport operational) activities as well as policies covering key aspects of change which are intended for delivery over the next ten-year period. 14.1.3 To help articulate and summarise the latter more clearly, this section highlights top ten ‘Priorities for Change’ for Midlothian and considers how these may be implemented spatially across local authority area. 14.2 Priorities for Change 14.2.1 To help deliver the transformative change required, the 10 Priorities for Change are: Delivering a bus-ready network to support new developments and growth Delivering a step change in bus priority on key north - south corridors in Midlothian Closing missing links and extending the reach of the active travel network Improving the attractiveness and ease of accessing bus and rail transport for residents Delivering improved active travel options to cross the A720 Improving east-west bus connectivity Improving the management of traffic and parking within towns and settlements Reviewing and delivering park and ride / journey hub / interchange options to improve access to bus and rail travel Delivering better connections by active travel and public transport in and from new developments Working with Transport Scotland, regional partners and neighbouring councils to develop and deliver STPR2 Recommendations, in particular 2 and 12, and progress committed transport schemes Page 492 of 700
Page 493
15 Monitoring and Evaluation 15.1 Overview 15.1.1 Monitoring the delivery of the LTS will be important to assess the extent to which the LTS Vision and Strategy Outcomes, as set out in Chapter 4, are being achieved. 15.1.2 To facilitate this, a series of Key Performance Indicators (KPIs) have been identified. These are each linked to the Strategy Outcomes and are closely linked to those defined for the monitoring of the NTS2. They will be used to measure how the transport system performs over the lifetime of this LTS (2025-2035) against an established baseline prior to implementation. 15.1.3 As set out in Chapter 4, subsequent to the agreement of this LTS, an accompanying Delivery Plan will be developed which will set out short, medium and long-term activities with respect to each Policy. The Delivery Plan will be reviewed and updated on a regular basis throughout the lifetime of the strategy as part of the ongoing Monitoring process. 15.2 Key Performance Indicators 15.2.1 There are four types of indicators that will be used to monitor and evaluate progress in meeting the Strategy Outcomes against an established baseline: published data, such as that found in Scottish Transport Statistics published primary research indicators developed through bespoke analysis primary research 15.2.2 The latter will comprise a new Midlothian Travel and Transport Survey which will be undertaken in years five and ten, and will monitor the main trends in travel, views on different transport modes and the causal mechanisms which may drive changes in behaviour towards achievement of Strategy Outcomes, at a greater level of detail than currently available. 15.2.3 The sections below set out a range of indicators which are specific to each Strategy Outcome. In addition to these, a range of published aggregate transport statistics will be used to track and report trends at the macro level, such as overall road traffic levels etc. Outcome 1: Transport planning is integrated into land use planning and new developments to deliver high-quality active travel and public transport connections Type Indicators Bespoke analysis assessment of convenient access to bus stops in new developments Midlothian Travel and Transport Survey travel by mode for those in new developments cycle / car ownership for those in new developments satisfaction with different travel modes / barriers to use for those in new developments Page 493 of 700
Page 494
Outcome 2: Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Type Indicators Published data annual average daily traffic within settlements (Transport Scotland automatic traffic counts) travel to school mode for primary / secondary school children (WalkWheelCycle Trust Hands Up Survey) road casualties by severity – with a focus on collisions occurring within settlements (Scottish Transport Statistics) cycle count data from locations within towns / villages (where available and substantive) Bespoke analysis Workplace Mobility Data showing Pedestrian Density (where applicable) Workforce travel analysis to inform location of active travel investments Midlothian Travel and Transport Survey travel by mode frequency of trave to Midlothian destinations cycle / car ownership satisfaction with different travel modes / barriers to use views on impact of transport in, and ‘liveability’ of, towns Outcome 3: Our settlements are connected by safe, attractive and accessible public transport and active travel routes Type Indicators Published data average annual daily traffic on key strategic routes between towns and villages (Transport Scotland automatic traffic counts) rail passengers by station (ORR estimates of station usage) congestion delays experienced by drivers (SHS) road casualties by severity (Scottish Transport Statistics) cycle count data from routes connecting towns / villages (where available and substantive) Bespoke analysis public transport journey times from postcodes in Midlothian to destinations in Midlothian, including comparison of public transport and car journey time differentials public transport connectivity to employment, education and key services from origins in Midlothian to destinations in Midlothian assessment of public transport connectivity and deprivation across Midlothian assessment of convenient access to bus stops Workforce travel analysis Midlothian Travel and Transport Survey travel by mode within Midlothian frequency of trave to Midlothian destinations cycle / car ownership satisfaction with different travel modes / barriers to use perception of quality, safety and accessibility of active travel and public transport Page 494 of 700
Page 495
Outcome 4: Our settlements are connected to key locations in Midlothian, Edinburgh and the wider region by fast, accessible and affordable public transport and high-quality active travel routes Type Indicators Published data rail passengers by station (ORR estimates of station usage) cycle count data from key strategic cross boundary routes (where available) Bespoke analysis public transport journey times from postcodes in Midlothian to destinations in Edinburgh, including comparison of public transport and car journey time differentials public transport connectivity to employment, education and key services from origins in Midlothian to destinations in Midlothian, Edinburgh and the wider SEStran region assessment of public transport connectivity and deprivation across Midlothian assessment of convenient access to bus stops affordability of bus and rail travel between key origins and destinations analysis of other bus data available to the public sector Midlothian Travel and Transport Survey travel by mode outwith Midlothian satisfaction with different travel modes / barriers to use views on how transport in Midlothian affects local and global environment perception of quality, safety, security and accessibility of active travel and public transport LTS Outcome 5: Transport in Midlothian produces less pollution and is decarbonised through a mix of new technology and behavioural change Type Indicators Published data transport related CO2 emissions in Midlothian (Department for Business, Energy and Industrial Strategy) annual Midlothian air quality statistics (Midlothian Air Quality Progress Reports) licensed vehicle statistics by fuel type and body type in Midlothian (Department for Transport) roll-out of zero emission buses in Midlothian / rail network decarbonisation number of public EV charging devices (DfT EV charging infrastructure statistics) Midlothian Travel and Transport Survey car ownership by fuel type travel by mode, including breakdown of car travel by fuel type satisfaction with different travel modes / barriers to use, including zero emission vehicles satisfaction with public EV charging infrastructure views on how transport in Midlothian affects local and global environment Page 495 of 700
Page 496
Page 496 of 700
Page 497
On behalf of Midlothian Council Project Ref: 332610018 | Rev: A01 | Date: 13th October 2025 Registered Office: Buckingham Court Kingsmead Business Park, London Road, High Wycombe, Buckinghamshire, HP11 1JU Office Address: 3rd Floor, Randolph House, 4 Charlotte Lane, Edinburgh EH2 4QZ T: +44 (0)131 297 7010 E: info.Edinburgh@stantec.com Midlothian Local Transport Strategy Public Consultation Findings Page 497 of 700
Page 498
Public Consultation Report Midlothian Local Transport Strategy ii Document Control Sheet Project Name: Midlothian Local Transport Strategy Project Ref: 332610018 Report Title: Public Consultation Findings Doc Ref: v1.0 Date: 13th October 2025 Name Position Signature Date Prepared by: Mara Shepherd Transport Planner MS 08/10/2025 Reviewed by: Rachel Thomas Associate Transport Planner RMT 13/10/2025 Approved by: Scott Leitham Director of Transport Planning SL 13/10/2025 For and on behalf of Stantec UK Limited Revision Date Description Prepared Reviewed Approved v2.0 01/11/2025 Update following comments MS This report has been prepared by Stantec UK Limited (‘Stantec’) on behalf of its client to whom this report is addressed (‘Client’) in connection with the project described in this report and takes into account the Client's particular instructions and requirements. This report was prepared in accordance with the professional services appointment under which Stantec was appointed by its Client. This report is not intended for and should not be relied on by any third party (i.e. parties other than the Client). Stantec accepts no duty or responsibility (including in negligence) to any party other than the Client and disclaims all liability of any nature whatsoever to any such party in respect of this report. Page 498 of 700
Page 499
Public Consultation Report Midlothian Local Transport Strategy iii Contents 1 Introduction...............................................................................................................................2 1.1 Overview........................................................................................................................2 1.2 Local Transport Strategy Development Process...........................................................2 1.3 Structure of the Draft Local Transport Strategy Document............................................2 1.4 Purpose and Structure of this Report ............................................................................4 2 Public Consultation Approach and Response.......................................................................5 2.1 Overview........................................................................................................................5 2.2 Approach .......................................................................................................................5 2.3 Response Rate and Sample Profile...............................................................................5 3 Public Consultation Findings..................................................................................................8 3.1 Overview........................................................................................................................8 3.2 Local Transport Strategy Vision.....................................................................................8 3.3 Local Transport Strategy Outcomes............................................................................13 3.4 Local Transport Strategy Policies................................................................................17 3.5 Local Transport Strategy Priorities for Change............................................................37 3.6 Strategic Environmental Assessment..........................................................................41 3.7 Integrated Impact Assessment....................................................................................41 Figures Figure 2-1: Number of Survey Respondents per Postcode District.........................................................6 Figure 2-2: To what extent do you agree or disagree with the LTS Vision? (n=248) ..............................8 Figure 2-3: LTS Outcomes ....................................................................................................................13 Figure 2-4: To what extent do you agree or disagree with the LTS Outcomes? (n=249)......................14 Figure 3-4: To what extent do you agree or disagree with the LTS Policies in Chapter 5? (n=41).......19 Figure 3-5: To what extent do you agree or disagree with the LTS Policies in Chapter 6? (n=41).......21 Figure 3-6: To what extent do you agree or disagree with the LTS Policies in Chapter 7? (n=42).......22 Figure 3-7: To what extent do you agree or disagree with the LTS Policies in Chapter 8? (n=47).......24 Figure 3-8: To what extent do you agree or disagree with the LTS Policies in Chapter 9? (n=51).......27 Figure 3-9: To what extent do you agree or disagree with the LTS Policies in Chapter 10? (n=45).....30 Figure 3-10: To what extent do you agree or disagree with the LTS Policies in Chapter 11? (n=44)...32 Figure 3-11: To what extent do you agree or disagree with the LTS Policies in Chapter 12? (n=38)...34 Figure 3-12: To what extent do you agree or disagree with the LTS Policies in Chapter 13? (n=37)...36 Figure 3-13: LTS 10 Priorities for Change.............................................................................................37 Figure 3-14: To what extent do you agree or disagree with the LTS Priorities for Change? (n=124) ...38 Figure A. 1: What is your sex? (n=245).................................................................................................43 Figure A. 2: Which age group do you belong to? (n=222).....................................................................43 Figure A. 3: What is your employment status? (n=246) ........................................................................43 Figure A. 4: Which of the following best describes the annual income of your household before tax? (n=247) 44 Figure A. 5: Do you have a physical or mental health condition or illness lasting or expected to last 12 months or more? (n=246)......................................................................................................................44 Figure A. 6: Does your condition or illness/do any of your conditions or illnesses reduce your ability to carry-out day-to-day activities? (n=220)................................................................................................44 Page 499 of 700
Page 500
Public Consultation Report Midlothian Local Transport Strategy iv Tables No table of figures entries found. Appendices Appendix A Demographic Profile of Survey Sample Page 500 of 700
Page 501
Public Consultation Report Midlothian Local Transport Strategy 1 This page is intentionally blank Page 501 of 700
Page 502
Public Consultation Report Midlothian Local Transport Strategy 2 1 Introduction 1.1 Overview 1.1.1 Midlothian Council commissioned Stantec to produce a new Local Transport Strategy (LTS) for the Midlothian Council area. 1.1.2 A Draft LTS Strategy was produced in 2024 and a public consultation on the Draft Strategy was held between June and October 2025. 1.1.3 This report presents the findings from the public consultation. It includes an overview of the approach taken and the overall response received before summarising the comments and feedback provided on the Draft document. 1.1.4 The outputs from the consultation will be used to update and finalise the LTS document before its submission to Midlothian Council for approval and subsequent publication. 1.2 Local Transport Strategy Development Process 1.2.1 The Draft LTS was developed in line with Transport Scotland's Local Transport Strategy Guidance and the revised Scottish Transport Appraisal Guidance (STAG). 1.2.2 A Draft Stage 1 and 2 Technical Report (Case for Change) was produced in 2024. Drawing on an extensive baselining and stakeholder engagement exercise, this set out: a socio-economic profile of Midlothian a comprehensive baseline of both transport supply and demand in the local authority area a summary of the key Transport Problems and Opportunities identified a set of Draft LTS Outcomes specifying what the LTS is seeking to achieve. 1.2.3 A public consultation on the Draft Stage 1 and 2 Technical Report was then undertaken in late 2024 / early 2025. This aimed to ensure the full range of Transport Problems and any Opportunities relating to transport in Midlothian were captured and gather any thoughts / feedback on the emerging LTS Outcomes. 1.2.4 Following the public consultation, an Options Generation and Appraisal exercise was then undertaken to test a range of options that could address the Transport Problems and achieve the Outcomes. 1.2.5 The findings from the Stage 1 and 2 Technical Report and the subsequent Options Generation and Appraisal exercise were then incorporated into a Draft LTS document. A public consultation on the Draft LTS document was then undertaken between June and October 2025. 1.3 Structure of the Draft Local Transport Strategy Document 1.3.1 LTS documents provide a framework for the delivery of transport changes and improvements at the local level and a means for local authorities to set out how they intend to achieve both national and regional level policy objectives. 1.3.2 Prior to discussing the results of the consultation, it is useful to set out the overall structure of the Draft LTS document which consists of the following key elements: Page 502 of 700
Page 503
Public Consultation Report Midlothian Local Transport Strategy 3 An LTS Vision and Strategy Outcomes A range of LTS Policies LTS Priorities for Change Draft Local Transport Strategy Vision and Strategy Outcomes 1.3.3 The Draft LTS Vision is: “Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably” 1.3.4 The Vision is supported by five LTS Objectives as follows: Strategy Outcome 1: Our new developments integrate transport planning and land use planning and deliver high-quality active travel and public transport connections Strategy Outcome 2: Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Strategy Outcome 3: Our settlements are connected by safe, attractive and accessible public transport and active travel routes Strategy Outcome 4: Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Strategy Outcome 5: Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Draft Local Transport Strategy Policies 1.3.5 Having set out the LTS Vision and Outcomes, the subsequent sections of the Draft LTS are structured into separate chapters covering the following topic areas: Chapter 5: Sustainably accommodating our new development Chapter 6: Making our transport networks accessible and affordable for all Chapter 7: Making our transport networks safer for all Chapter 8: New and improved facilities for active travel Chapter 9: Improving the coverage, journey times and reliability of our public transport Chapter 10: Improved integration across our transport networks Chapter 11: Improving the quality of our public transport Chapter 12: Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change Chapter 13: Making our transport networks more efficient 1.3.6 Each chapter includes a narrative and a set of Policies which set out a statement of intent or provide guidance around actions which Midlothian needs to undertake in order to achieve the Page 503 of 700
Page 504
Public Consultation Report Midlothian Local Transport Strategy 4 LTS Outcomes. In some instances, the Policies also articulate Midlothian Council’s position in relation to key strategic issues. Draft Local Transport Strategy Priorities for Change 1.3.7 The LTS covers a wide range of transport areas and includes policies covering Midlothian Council’s business-as-usual activities within transport as well as policies covering key aspects of change which Midlothian Council intend to deliver over the next ten-year period. 1.3.8 To help articulate and summarise the latter more clearly, Ten Priorities for Change are also identified within the document. These are summarised in the figure below. Strategic Environmental Assessment and Integrated Impact Assessment 1.3.9 A Strategic Environmental Assessment (SEA) and an Integrated Impact Assessment (IIA) were also undertaken as part of the LTS development process and, in line with Statutory Guidance, were included alongside the Draft LTS as part of the consultation. 1.4 Purpose and Structure of this Report 1.4.1 This report presents the findings gathered from the public consultation on the Draft LTS document, summarising the degree to which the public agree with the different elements of the LTS as outlined above. The remainder of the document is structured as follows: Chapter 2 provides an overview of the approach to the public consultation and the overall response received Chapter 3 sets out a summary of the findings from the public consultation, including the degree to which the public agree with the Draft LTS Vision and Outcomes, LTS Policies, and LTS priorities for Change Page 504 of 700
Page 505
Public Consultation Report Midlothian Local Transport Strategy 5 2 Public Consultation Approach and Response 2.1 Overview 2.1.1 This chapter provides a brief summary of the approach to the delivery of the public consultation and the response received. 2.2 Approach 2.2.1 In order to capture the views and feedback of both stakeholders and the general public, an online consultation on the Draft LTS and associated SEA and IIA reports was undertaken between the 25th June 2025 to 1st October 2025. 2.2.2 An online public survey was developed and was embedded within an ArcGIS StoryMap which provided: an overview of the background to the LTS a summary of the document including the Vision, Strategy Outcomes, LTS Policies and the LTS Priorities for Change a link to the Draft LTS document 2.2.3 This survey was promoted via Midlothian Council’s website and social media channels. 2.2.4 In line with statutory requirements, respondents could also request a paper copy of the survey if required and could read the LTS and supporting documents at the Midlothian Council Offices. In addition, paper copies of the survey were also sent to each of the libraries in Midlothian.1 2.2.5 The SEA report was also submitted to the SEA Gateway for comment from NatureScot, the Scottish Environment Protection Agency (SEPA) and Historic Environment Scotland (HES). A summary of the responses from these organisations is provided in Section 3.6. 2.3 Response Rate and Sample Profile 2.3.1 In total 249 people responded to the survey. Of these, 245 were members of the public and there were four responses from organisations, namely: HcL Transport City of Edinburgh Council South East Edinburgh Development Company Ltd South East of Scotland Transport Partnership (SEStran) 2.3.2 The Scottish Borders Council and Damhead and District Community Council (DDCC) also submitted more general open text responses to the survey via email. These have been incorporated into Chapter 3 in the relevant sections. 1 Dalkeith Library and Arts Centre, Danderhall Library, Gorebridge Library, Lasswade Library, Loanhead Library, Newbattle Library, Newtongrange Library, Penicuik Library, and Roslin Library Page 505 of 700
Page 506
Public Consultation Report Midlothian Local Transport Strategy 6 2.3.3 With the exception of the Scottish Borders Council, all of the responses were received via the online survey. No paper based responses were received. Geographic Profile 2.3.4 The home location of the respondents to the survey is shown in Figure 2-1. Figure 2-1: Number of Survey Respondents per Postcode District 2.3.5 Overall, the majority of respondents are from Rosewell, Dalkeith / Mayfield, and Penicuik. Demographic Profile 2.3.6 Graphs summarising the demographic profile of the sample are included in Appendix A . A summary is provided below: The majority of the sample were female (55%, n=132), with 35% (n=87) male and 10% (n=26) selecting ‘prefer not to say’ The sample contained a cross section of ages, with slightly higher proportions in the middle and older age categories (35-44, 45-54 and 65-74) than the overall population and slightly fewer in the younger age groups (less than 34) Over 67% (n=164) of the sample were employed, with 20% (n=48) retired and 11% (n=26) selecting ‘prefer not to say’ The annual household income of respondents ranged from less than £20,000 to £1000,000 and above, with the largest proportion (19%, n=48) falling into the £50,0000- 74,999 category Page 506 of 700
Page 507
Public Consultation Report Midlothian Local Transport Strategy 7 27% (n=66) stated that they had a physical or mental health condition or illness lasting 12 months or more and of these, 28% (n=61) stated that the condition or illness affected their day-to-day activities Page 507 of 700
Page 508
Public Consultation Report Midlothian Local Transport Strategy 8 3 Public Consultation Findings 3.1 Overview 3.1.1 This chapter sets out a summary of the findings from the public consultation, including the degree to which the public agree or disagree with the Draft LTS Vision and Outcomes, LTS Policies, and LTS priorities for Change. 3.2 Local Transport Strategy Vision 3.2.1 The LTS Vision within the Draft LTS was: “Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably”. 3.2.2 Figure 3-1 shows the extent to which respondents to the survey agreed or disagreed with this Vision. 20% 27% 19% 12% 20% 1% Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-1: To what extent do you agree or disagree with the LTS Vision? (n=248) 3.2.3 In total, 48% (n=119) agreed with the Vision and 32% (n=80) disagreed with the Vision, with 19% (n=47) stating that they neither agreed nor disagreed. This indicates a net agreement2 of plus 16 percentage points. 3.2.4 79 people provided open text responses. Of these, comments on the Vision included the following: Agreement with Vision: o Reads well / great vision but needs to be implemented (9) o The vision could only be objected to by people who deny the whole concept of sustainability (1) o “It balances social and environmental considerations” (1) o Prioritisation of public transport and mass transit must be key, as well as a well- connected active travel network (1) o “...I feel sustainability is of critical importance and we need to pay for infrastructure to make it easier for people not to use their cars. It needs to be a 'loss leader' first and then people may use it more” (1) Issues with Vision: 2 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 508 of 700
Page 509
Public Consultation Report Midlothian Local Transport Strategy 9 o “The issues of sustainability and community must come across more strongly; the proposed vision could be interpreted as people being able to drive their highly polluting vehicles quickly through the local authority and thereby improving their own life, with disregard for the environment and their communities” (1) o Impossible to achieve (1), unachievable because of level of house building (1) o Cousland not included (1) Need to focus on reducing journey times (2) o “It ignores the most important aspect of transport which is the time taken on a journey. Why not have a vision to make transport easier, cheaper and quicker” (1) Current situation far from this vision (1) Need for LTS to consider all people in Midlothian o Needs to consider all residents in Midlothian and not just those in the major settlements (1) o “I agree but this vision should not adversely impact the wellbeing of the current residents or greenspaces of Midlothian” (1) o “Sustainability is great, but the needs of some people make this more difficult to achieve. And the rights of some vulnerable people should be considered more” (1) Question as to how it will be funded (2) Nothing in the vision about helping grow and support business (1) Should say it reduces transport poverty or improves equality of opportunity (1) Vision doesn’t specify what the priorities / objectives are / how it will be achieved (1) 3.2.5 The City of Edinburgh Council included the following comment on the Vision: “Vision doesn't take account of businesses / visitors - vision could therefore be widened to take account of this.” (City of Edinburgh Council) 3.2.6 The remaining comments did not relate directly to the Vision but rather focused on existing problems and / or suggestions for improvements. For ease, these comments have been categorised into separate topic areas below. Development: Scale of development placing pressure on transport system (3) o “Transport policy encourages walkable, mixed-use communities, but planning decisions are eroding the very infrastructure needed to support that vision” Development and transport planning need to be integrated (3) Midlothian needs to become less car dependent - any new developments need to be well connected for active travel and public transport (1) Page 509 of 700
Page 510
Public Consultation Report Midlothian Local Transport Strategy 10 Developers need to provide appropriate transport infrastructure, including active travel links (1) Question as to why housing increase can’t be shared equally across the three Lothians (1) Needs to consider existing as well as new developments (1) Active Travel: A703 bike lane and Straiton bike lanes essential. Needs to be separate from the road (1) Need to improve the access through the Straiton interchange for pedestrians, cyclists and wheelers (1) Introduce 40mph speed limits rather than 60mph where cyclists share road with cars, like road between Gorebridge and A68, passing Vogrie Park (1) Need for more safe cycling and walking routes into Edinburgh but not just city centre (1) Don’t improve cycling infrastructure at the expense of those who walk - i.e. pavements become shared walking/cycling lanes with no segregation (1) Lack of secure cycle parking a problem (1) Due to buses at the park and ride at Straiton being removed, now have to cross the main road to access cars – those with mobility issues severely disadvantaged (1) Cycling at Straiton doesn’t feel safe (1) Too much investment in cycling over road (1) Cycle lanes add to congestion (1) Cycling not a solution (1) Bus: General comment on the need for improvements to bus services (4) o Working in the centre of Edinburgh impossible without a frequent and reliable bus service (1) o Increased bus frequency is essential to providing better transport options (1) o Having regular buses means that people can travel to and from work more easily which enhances job opportunities (1) General comment on the benefits of bus services (1) o “Well run, connected public transport enhances people’s lives reducing isolation, particularly for people who do not have other forms of transport.” (HcL Transport) Too few bus links in Midlothian for the number of houses (1) Antisocial behaviour a problem due to free travel for under 22s (1) Page 510 of 700
Page 511
Public Consultation Report Midlothian Local Transport Strategy 11 Some aims in LTS contradictory e.g. the ability to accommodate more than one wheelchair user on buses and provide additional passenger capacity (1) Need for bus connections in specific locations: Need for bus services to / from Rosewell (30) Need for bus services to / from Pathhead (4) Need for bus services to / from Penicuik (4) Need for bus services to / from Auchendinny (1) Need for bus services to / from Cousland (1) Need for bus services to / from Roslin (1) Need for bus 33 to be reinstated (1) Life opportunities and sustainable travel would be enhanced by a 'bypass bus' taking the people of Midlothian to the Gyle / Gogarburn without having to travel into the city (1) Rail: Decarbonising the railway network should be high priority (1) Need for rail station at Penicuik (1) Trains too expensive (1) Insufficient capacity on the Bordes Railway (1) Public transport general: Better and quicker public transport needed (1) Well run, connected public transport enhances people’s lives reducing isolation particularly for people who do not have other forms of transport (1) Need to improve public transport journey times (1) Need to reduce the price of public transport (1) Relying on public transport which is slow and expensive won’t enhance "life opportunities (1) Park and Ride: Need to re-open Straiton P&R (2) Road: Need for a solution at Sheriffhall Roundabout (3) Need to reduce car use (2) Page 511 of 700
Page 512
Public Consultation Report Midlothian Local Transport Strategy 12 o “A focus (which is already there in the list of objectives for the Midlothian LTS) should be not only be the reduction of unnecessary trips by motor vehicle but also an overall reduction in motor vehicles on the roads in Midlothian” (1) o “When you plan something as big as this you need to think as a young person, as a parent with a baby, as a wheelchair user, as an old person, as a poor person. You need to think on prices, on reliability, on frequencies. You need to make it accessible for all the public. You need to make so incredible people choose public transport instead of the car. Car needs to be in the rearview in this plan forever.... You need to go all in, further” (1) Vision is about forcing people out of cars (2) Will be to detriment of cars (1) Enabling people to travel is a key requirement before we look at sustainability (1) Need investment in new roads to speed up journey times (1) “Make traffic light system more intelligent, synchronise traffic light system with nearby pedestrian crossing lights in the same area. No bus stops just in front of traffic lights especially where busses have to turn to right on the next junction and needing to cross several lanes in front of the lights - This will also help to reduce bus travel times" (1) Investment in public transport shouldn’t be at the expense of cars (1) Problems with traffic at key locations (3) o Hillend (1) o Costkea Way (1) o Issues at specific junctions impacting traffic flow (1): Issues with traffic light sequence at new Aldi near Ikea/Asda in Straiton disrupts traffic flow. Bus lanes should be removed as too short Traffic lights for entering Asda at Straiton have an unnecessarily long pedestrian crossing sequence Straiton Park Roundabout congested – traffic lights would be better Electric Vehicles: Need for EV chargers in rural areas to enable carers to perform caring responsibilities. EV-Charge points should be run by the council to keep control of charging costs (1) Need investment in low-cost EV charging (1) 20mph speed limits: Disagreement with the planned 20mph roll out (6) o ".. We all want better connectivity, safer streets, and lower emissions. However, there is a growing concern that some of the measures being pursued in the name of “sustainable travel” may actually have the opposite effect, particularly when it comes to the blanket implementation of 20mph zones” Page 512 of 700
Page 513
Public Consultation Report Midlothian Local Transport Strategy 13 o Shouldn’t be 20mph on large roads (1) Bus journey times longer due to 20mph speed limits (2) 20mph limits not being observed which is dangerous (1) Speed cameras should not be removed because of a low catch rate (1) 3.2.7 It is noted that several members of the public provided the same comments to every open text question throughout the survey regardless of the question. These covered the following: Need for a direct and regular bus from Rosewell to Edinburgh (2) Strategy will result in wasted money (2) 3.2.8 Given that the above comments are repeated throughout regardless of the question, they are included here once rather than in the open text responses below as the comments do not relate to the questions asked. 3.3 Local Transport Strategy Outcomes 3.3.1 The LTS Outcomes are summarised in the figure below. Figure 3-2: LTS Outcomes 3.3.2 Figure 3-3 shows the extent to which respondents agreed or disagreed with the LTS Outcomes. Page 513 of 700
Page 514
Public Consultation Report Midlothian Local Transport Strategy 14 41% 29% 10% 8% 11% 29% 29% 17% 14% 10% 48% 27% 7% 8% 10% 50% 25% 8% 5% 12% 1% 26% 25% 24% 9% 13% 2% Outcome 1 Outcome 2 Outcome 3 Outcome 4 Outcome 5 Strongly agree Agree Neither agree or disagree Disagree Strongly disagree Don't know Figure 3-3: To what extent do you agree or disagree with the LTS Outcomes? (n=249) 3.3.3 Across all the Outcomes, a higher proportion of respondents agreed than disagreed, with a net agreement3 ranging from between 29 and 58 percentage points. Outcome 4 achieved the highest level of agreement, followed by Outcome 3. Outcome 5 achieved the lowest level of agreement (51% (n=127) agree / strongly agree) but this was still higher than the proportion disagreeing (22%, n=56). 3.3.4 In total, 112 respondents provided an open text response on the Outcomes. The following direct comments on the outcomes were made: General: “I am pleased and proud that Midlothian Council is pursing these objectives. I fully support them and would like to change my behaviour, where possible to support them. Enhanced infrastructure in the form of more cycle lanes, priority for cyclists and more and better options for bus routes would all help my behaviour change” (1) “These are the right objectives” (1) “For Outcome 1, it may be useful for residents if the sections in 5.4 of the strategy were incorporated in the wording of this outcome. This would highlight the value of local living more and how important changing travel patterns alongside infrastructure is to create a more sustainable transport system. We would encourage Midlothian Council to ensure Outcome 5 is founded in local rather than national policies to ensure the approach is grounded in local need. National policy on decarbonisation is subject to change – a key example of this is the national goal of a 20% reduction in car kilometres which has been adapted due to the goal being undeliverable. In adapting Outcome 5 to be focused on local targets, the outcome can be easier to govern and tailored local decarbonisation targets.” (SEStran) “Outcome 5 could be broadened to consider air pollution rather than just decarbonisation” (City of Edinburgh Council) Question on how will be funded (2) In the monitoring section, add ‘workforce mobility data’ and ‘workforce travel analysis’ to a ‘bespoke analysis’ section under Outcome 2; add ‘workforce journey analysis’ to ‘bespoke analysis’ section of Outcome 3; and add ‘other transport data available to the public sector’ to cover bus service data for subsidised services / Lothian Buses operational data (should this be provided) under Outcome 4 (Scottish Borders Council) 3 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 514 of 700
Page 515
Public Consultation Report Midlothian Local Transport Strategy 15 3.3.5 The remainder of the comments made included a mix of transport problems and suggestions for improvements. For ease, they have been grouped into topic areas below. Development: High levels of development place pressure on transport system – need to stop building so much (5) Should provide transport connections ahead of development (1) Need to consider existing as well as new development (1) We must also ensure our towns and businesses are supported in a way which makes them desirable for people to use local facilities (1) Active Travel: Only small proportion of active travel users compared to investment (4) o “Active travel from the south of Midlothian into Edinburgh is unrealistic and only the wishes of a select few super fit individuals” (1) Need to include maintenance as poor road maintenance is a big disincentive to active travel (2) “The outcomes must take account of and indeed favour non-vehicular travellers - this is long overdue” (1) More active travel routes that are natural pathways rather than tarmac to help biodiversity (1) More nature walks (1) Bus: Journey times by bus to Edinburgh too long (3) o Fewer stops and express services are needed to speed up bus journey times (2) Bus and public transport is needed for journeys where active travel is no appropriate (1): o “The approach needs to recognise that due to distances covered and elevation gain, active travel is not always a suitable option. Focus on increasing bus frequency and reliability is essential alongside this. There will still be occasions where personal car use is necessary, and this should not be hindered” (1) “Active travel should be excluded. Focus should be on public transport and improved capacity for more vehicles (which should gradually become electric)” (1) Antisocial behaviour of young people on buses needs to be addressed (1) Improve safety of bus stops. There are some stops that are not clearly marked on roads. This results in cars often obstructing bus stops and danger to bus passengers (1) Need for improved, affordable public transport between the towns and villages in Midlothian (1) Page 515 of 700
Page 516
Public Consultation Report Midlothian Local Transport Strategy 16 20mph limits impacting bus journey times (1) Need for more flexible space for prams and wheelchairs on buses – should be space for both (1) “Providing accessible transport options for people who need additional support is important particularly in rural areas in order to reduce isolation and enable people to be active in their communities.” (HcL Transport) Need for Bus connections in specific locations: Need for bus services to / from Rosewell (14) Need for bus services to / from Pathhead (2) Need for bus services to / from Cousland (1) Need for bus services to / from Edinburgh Royal Infirmary (1) Need direct services to Gyle, Fort Kinnaird etc – so don’t have to travel to Edinburgh and back out (2) Woodburn and Wester Cowden areas need better bus links to Edinburgh and Fort Kinnaird (1) Need for connections to key areas of business in Midlothian e.g. the Bush estate from Edinburgh (1) Rail: Need for rail station in Penicuik (1) Need for new rail lines to be delivered on old routes (1) Public Transport: Need to invest in public transport to see change (2) o “It's very difficult for behavioural change to happen without good alternative solutions being provided. If increased options for buses were made available and/or a tram/train line installed for faster journeys into town then I think there would be huge benefits and behavioural changes” (1). Public transport should be prioritised above active travel and active travel prioritised above private car travel (1) The A68 corridor is very poorly served by public transport (1) Public transport will need to be a lot cheaper and more reliable to be considered an attractive option (1) Road: Outcomes do not factor in private car travel (2) Outcomes don’t consider road safety (1) Page 516 of 700
Page 517
Public Consultation Report Midlothian Local Transport Strategy 17 Outcomes don’t say anything about tackling congestion (1) Need to expand / widen roads (1) Need to improve Sheriffhall Roundabout (1) Need to make driving less difficult (1) EVs to expensive and insufficient charging points (1) EVs not an answer for most residents (1) Understand focus on sustainable travel but need to improve roads too (1) Accessibility: Need to consider transport for disabled people (1) Providing accessible transport in rural areas important to reduce social isolation (1) Need to support those with disabilities via Blue Badge scheme / appropriate parking (1) Decarbonisation: The need to reduce carbon emissions is clear and it would make Midlothian a better place to live and raise children (1) Decarbonisation is not a priority of local council (1) Need to remove traffic humps as these create pollution (1) Mass Transit: “An extension of the proposed tram system from the centre of Edinburgh via the RIE and into Midlothian should be a high priority.” (South East Edinburgh Development Company Ltd) 3.4 Local Transport Strategy Policies 3.4.1 As set out in Chapter 1, having set out the LTS Vision and LTS Outcomes, the subsequent sections of the Draft LTS were structured into separate chapters covering the following topic areas: Chapter 5: Sustainably accommodating our new development Chapter 6: Making our transport networks accessible and affordable for all Chapter 7: Making our transport networks safer for all Chapter 8: New and improved facilities for active travel Chapter 9: Improving the coverage, journey times and reliability of our public transport Chapter 10: Improved integration across our transport networks Chapter 11: Improving the quality of our public transport Page 517 of 700
Page 518
Public Consultation Report Midlothian Local Transport Strategy 18 Chapter 12: Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change Chapter 13: Making our transport networks more efficient 3.4.2 Each chapter included a narrative and a set of Policies. 3.4.1 In the survey, there were separate sections for each of the above chapters and in each of these sections respondents were asked to comment on the Policies in that specific chapter. 3.4.2 However, given the number of Chapters and constituent Policies (and therefore the number of potential questions which respondents would need to work through): Respondents were initially asked whether they would like to comment on any of the individual Policies within the LTS. In total of 24% (n =59) of the sample said ‘Yes’ and 76% (n=190) said ‘No’. Those who said ‘Yes’ were directed to the section covering the first policy chapter (Chapter 5). Those that selected ‘No’ were skipped past the whole of the Policy section of the survey and directed to the next section of the survey which covered the LTS Priorities for change (discussed in Section 3.4.18). At the start of each section covering the chapters, respondents who had said ‘Yes’ to the above question were then asked whether they would like to comment on the individual Policies within that specific chapter (i.e. Chapter 5 in the first instance). Those who said ‘Yes’ were directed to the questions on the policies in that specific chapter and those that said ‘No’ were skipped past the policies in that specific chapter and directed to the questions on the policies in the subsequent chapter (Chapter 6). This was repeated at the start of each section, with respondents who said ‘No’ skipped on to the subsequent section each time. 3.4.3 The below sections cover the response from the public to the questions on each LTS chapter and its constituent Policies. It should be borne in mind that, given the above, the sample size for the below sections is smaller than the overall sample size for the survey. Chapter 5: Sustainably accommodating our new development 3.4.4 The policies in this chapter were: Policy 1: Major development must be well connected to our communities and local centres by both high-quality active travel (walking, wheeling and cycling) routes and public transport services. Policy 2: The LTS recognises the challenges and opportunities presented by new development and requires measures to minimise car dependency from developers Policy 3: The LTS requires the concept of ‘infrastructure first’ to be implemented in relation to major developments in, and affecting Midlothian Policy 4: New active travel routes and infrastructure which meets national standards must be provided prior to the first residents moving into a development - this includes provision within the site boundary and connecting infrastructure from the site to local centres, key amenities, and transport interchanges Policy 5: Access roads within new developments and connecting new developments to the wider area must be of an adoptable standard and designed and delivered in a manner which enables the development to be served by bus services as soon as the first residents move into the development – this includes the provision of any required infrastructure such as bus stops Page 518 of 700
Page 519
Public Consultation Report Midlothian Local Transport Strategy 19 Policy 6: Parking provision at all new developments must fully comply with Midlothian Council Parking Standards 3.4.5 Of those who indicated that they would like to comment on the LTS Policies, 69% (n = 41) stated that they would like to comment on the policies contained within Chapter 5 of the Draft LTS and 31% (n=19) indicated that they would not like to comment on the policies in Chapter 5 and were instead directed straight to the Chapter 6 Policies. 3.4.6 The figure below presents the extent to which respondents who indicated they wanted to comment on the Policies within Chapter 5 agreed or disagreed with each Policy. 59% 22% 7% 2% 7% 2% 41% 20% 7% 10% 22%0% 58% 20% 8% 5% 8% 3% 49% 29% 7% 7% 7%0% 61% 22% 7% 2% 7%0% 46% 22% 12% 2% 15% 2% Policy 1 Policy 2 Policy 3 Policy 4 Policy 5 Policy 6 Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-4: To what extent do you agree or disagree with the LTS Policies in Chapter 5? (n=41) 3.4.7 Overall, a higher proportion of respondents agreed with each policy than disagreed in each case with a net agreement4 ranging from between 29 and 74 percentage points. Policy 5 achieved the highest level of agreement, followed by Policy 1. 3.4.8 22 respondents left a comment on the Policies within Chapter 5. These focused on the following themes: Development: “Within policy 1, it would be great to see links into existing housing networks highlighted to allow for existing residents to utilise new infrastructure created by the new housing development sites. Policy 2, we look forward to Midlothian Council utilising developer contributions to ensure improvements are well-maintained and visible to a high number of users. In working towards best practice and creating guidance, the contributions can be key to delivering the projects outlined in this strategy. They can help support active travel improvements and EV charging to be seen and valued by residents. Additionally, we would encourage behaviour changes measures, such as the existing new home packs, to be continued to support an uptake in active and sustainable travel.” (SEStran) Investment in connections to existing development as well as new development needed (2) Make sure buses extend to / go into new developments (1) Integrate new developments with existing communities (1) 4 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 519 of 700
Page 520
Public Consultation Report Midlothian Local Transport Strategy 20 Make sure new developments connected to businesses / towns (1) Reducing the number of parking spaces in new developments is leading to streets which are obstructed by parked cars (1) Bus: Investment in bus connections needed (2) Investment in bus links to new developments needed (2) Active Travel: Cycle lanes do not provide value for money (2) Car: Provide more electric car chargers (1) Need for car given rurality of Midlothian (1) Chapter 6: Making our transport networks accessible and affordable for all 3.4.9 The policies in this chapter were: Policy 7: The LTS supports measures to improve the range and quality of fully accessible travel information Policy 8: The LTS recognises that the physical environment and streetscape can be a barrier to travel and independence for some, and supports measures to address this Policy 9: The LTS recognises that crime, the fear of crime and anti-social behaviour is a barrier to travel for some and supports measures to address this Policy 10: The LTS supports initiatives that give Midlothian residents more affordable access to cycling Policy 11: The LTS recognises that being able to access taxis is a key element of transport provision across Midlothian, which alongside community transport can support people’s everyday journeys and activities. Policy 12: The LTS recognises that the cost of bus travel is a barrier to travel, especially where more than one bus is needed from different operators, and supports measures to reduce the cost of bus travel and make the cost of bus travel equitable for all Midlothian resident Policy 13: The LTS recognises that the cost of rail travel is a barrier to travel and supports measures to reduce the cost of rail travel 3.4.10 Of those who indicated that they would like to comment on the LTS Policies, 71% (n = 41) stated that they would like to comment on the policies contained within Chapter 6 of the Draft LTS and 29% (n=17) indicated that they would not like to comment on the policies in Chapter 6 and were instead directed straight to the Chapter 7 Policies. 3.4.11 The figure below illustrates the extent to which respondents who indicated they wanted to comment on the Policies within Chapter 6 agreed or disagreed with each Policy. Page 520 of 700
Page 521
Public Consultation Report Midlothian Local Transport Strategy 21 43% 23% 10% 5% 15% 5% 44% 26% 10% 8% 10% 3% 49% 28% 13%0% 8% 3% 25% 20% 25% 15% 13% 3% 25% 30% 20% 8% 15% 3% 43% 20% 10% 13% 13% 3% 46% 31% 8%0% 8% 8% Policy 7 Policy 8 Policy 9 Policy 10 Policy 11 Policy 12 Policy 13 Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-5: To what extent do you agree or disagree with the LTS Policies in Chapter 6? (n=41) 3.4.12 Overall, a higher proportion of respondents agreed with each policy than disagreed in each case with a net agreement5 ranging from between 17 and 69 percentage points. Policy 9 achieved the highest level of agreement, followed by Policy 13. 3.4.13 14 respondents left a comment on the Policies within Chapter 6. These focused on the following: Walking and Cycling: Challenging for disabled people living in housing estates where there is a long walk to get out of the estate (1) Long walks to bus stops for some residents (1) More should be said about making villages wheelchair friendly (1) Bikes available second hand, the barrier to use is lack of infrastructure (1) Bus: Needs to be realistic and useable bus service before affordability (1) Public transport should be available to all at a reasonable cost and accessible to disabled people (1) Antisocial behaviour on buses is a problem (1) Rail: Rail travel needs to be cheaper (1) Trains prices should run on a standard per mileage cost (1) Cost of the Borders Railway means I don't use it as much as I would otherwise (1) 5 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 521 of 700
Page 522
Public Consultation Report Midlothian Local Transport Strategy 22 3.4.14 Specific comments were also made about bus services to individual areas including Rosewell (1), Cousland (1), and Tynewater (1). 3.4.15 The person responding with respect to Tynewater noted the following: “Section 3.4 on transport issues does not record transport issues in Tynewater and the A68 corridor…although there is a note on excessive prices, this underestimates the real cost. A bus into Edinburgh from Pathhead is £5.80 compared with £2 from the end of the Lothian routes which can be further out. There is no mention of the disadvantage to people in Tynewater trying to reach health and well-being services or indeed people in Dalkeith and Gorebridge who have to use an infrequent and costly bus service to get to their doctor's surgery in Pathhead. "While the east of Midlothian benefits from good rail links to Edinburgh via the Borders Rail Line, there are no rail links in the west " Midlothian obviously stops at Dalkeith as far as MLC is concerned! Current young, old and disabled get free bus travel so concentrating on providing feeder buses to the trains will cost those groups even more. No mention of providing travel to support 20minute neighbourhoods which is not possible in rural Midlothian. The park and ride at Sheriffhall is underutilised because there is only one infrequent route into the centre of Edinburgh” Chapter 7: Making our transport network safer for all 3.4.16 The policies in this chapter were: Policy 14: Midlothian's roads should be safe for all road users, and supports the Scottish Government's target of a 50% reduction in people killed and seriously injured by 2030 Policy 15: The LTS supports the principle of reducing speed limits and use of transitional speeds on our rural roads as a means to promote road safety Policy 16: The LTS supports the continuing roll out of 20mph zones in our urban areas Policy 17: The LTS supports appropriate maintenance of our roads to provide a safer environment for all road users 3.4.17 Of those who indicated that they would like to comment on the LTS Policies, 72% (n = 42) stated that they would like to comment on the policies contained within Chapter 7 and 28% (n=16) indicated that they would not like to comment on the policies in Chapter 7 and were instead directed straight to the Chapter 8 Policies. 3.4.18 The figure below shows the extent to which respondents who indicated they wanted to comment on the Policies within Chapter 7 agreed or disagreed with each Policy. 50% 26% 7% 7% 10%0% 43% 10% 7% 24% 17%0% 38% 12% 10% 14% 26%0% 60% 19% 7% 7% 7%0% Policy 14 Policy 15 Policy 16 Policy 17 Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-6: To what extent do you agree or disagree with the LTS Policies in Chapter 7? (n=42) Page 522 of 700
Page 523
Public Consultation Report Midlothian Local Transport Strategy 23 3.4.19 Overall, a higher proportion of respondents agreed with each policy than disagreed in each case with a net agreement6 ranging from between 10 and 56 percentage points. Policy 17 achieved the highest level of agreement, followed by Policy 14. 3.4.20 25 respondents left a comment on the Policies within Chapter 7. One comment specifically related to the policies: 20mphs are not just in the towns but also in rural villages as well – this should be reflected in Policy 16 3.4.21 The remaining comments covered the following: Active Travel: Need for cycle lanes which are segregated from traffic to make it safer (3) Need to prioritise facilities for crossing the Sheriffhall roundabout on a bicycle (1) Bus: Antisocial behaviour on buses a problem due to free travel for children (1) Mayfield / Dalkeith require better transport connections (1) Road Maintenance: More integrated approach to road works needed (1) No real commitment to road maintenance – many roads missed (1) Speed Limits / 20mph zones Disagreement with blanket 20mph zones (6) – specific comments included: o Blanket 20mph speed limits increase pollution, increase driver frustration and increase the risk of accidents (2) o 20mph speed limits unnecessary burden on Police and increase journey times (1) o 20mph zones rarely obeyed (1) o Makes people less likely to comply where they are most needed – should be a targeted policy (1) o More emphasis should be given to teaching pedestrians and cyclists how to use roads properly and be responsible for their own safety, rather than simply reducing speed limits and making roads worse for car users (1) Agreement with speed limits / request for more to be done (5) – specific comments included: o Support for 20mph in built up areas because of safety benefits (1) 6 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 523 of 700
Page 524
Public Consultation Report Midlothian Local Transport Strategy 24 o Need for traffic calming measures and speed limits on national speed limit roads (1), including in Pathhead, Dewarton and Newlandrig (1) o Need for more to be done in terms of 20mph speed limits, including 40mph buffer zones either side of the 20mph zone, more signs showing drivers their speed, more no overtaking zones (1) o Need for greater enforcement of 20mph zones (1) o Should be fines for drivers when they go too fast (1) One person requested a report be produced showing how the 20mph limits have prevented accidents in Roslin, Penicuik etc (1) Drivers: Need to include the needs of the motorist / integrate car use given rurality of Midlothian (1) Chapter 8: New and improved facilities for active travel 3.4.22 There was only one Policy in this chapter as follows: Policy 18: The LTS supports the improvement of walking, wheeling and cycling infrastructure so as to make it easier for people to make everyday journeys by active travel modes and to support health and wellbeing 3.4.23 Of those who indicated that they would like to comment on the LTS Policies, 81% (n = 47) said that they would like to comment on the above policy and 19% (n=11) said that they would not like to comment and were instead directed straight to the Chapter 9 Policies. 3.4.24 The figure below illustrated the extent to which respondents who indicated they wanted to comment on the Policies within Chapter 8 agreed or disagreed with the Policy. 32% 26% 11% 17% 13% 2%Policy 18 Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-7: To what extent do you agree or disagree with the LTS Policies in Chapter 8? (n=47) 3.4.25 In total, 58% agreed with the Policy compared to 30% who disagreed. This indicates a net agreement7 of 28 percentage points. 3.4.26 18 respondents left a comment on the Policies within Chapter 8. These focused on the following: Active travel investment in specific locations: 7 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 524 of 700
Page 525
Public Consultation Report Midlothian Local Transport Strategy 25 “I'm strongly supportive of the commitment to improve active travel from Midlothian over the A720 and into Edinburgh. I currently make these journeys daily and have to make substantial detours in order to cross the bypass safely” (1) “I am encouraged by the plans to improve walking and cycling infrastructure both to Straiton retail centre to reduce car use and into Edinburgh, but this has been doing the rounds for many years, and progress seems very slow hence scepticism about progress (e.g. along the A702 from Bilston into Edinburgh)” (1) “I would gladly cycle to work in Midlothian, but the cycle infrastructure along the A702 and A703 at Hillend and then the A701 to Penicuik is non-existent. Whenever I make this journey by bike, I feel I am taking my life in my hands; I wish this were an exaggeration” (1) Pavement access to and from Cousland is poor and requires investment (1) “With regard to the active travel from Penicuik towards Straiton I would want a factual number of cyclists planning on using this route. And again I see no reason why a dedicated cycle way could not be put in along the route of the old proposed A701 relief road. Ie to the east of the existing A701. I think more importantly a route from the Bush towards Fairmilehead is also required and possibly more problematic.” (DDCC) Design of active travel routes: “Cycleways and walkways need to be more than the occasional sign which was what was previously put in place between Pathhead and Dalkeith” (1) Better cycling routes on the road, better and improved markings (1) “I believe that active travel is a good thing, but I don’t think that all active travel routes should be tarmac. Hard surfaces such as tarmac are not good long term for walking or running on as it causes damage to joints in the long term…I think that where possible some of these routes should be left as natural pathways on grass. This would also be good for biodiversity and wildlife along with reducing flood risk” (1) Use of footways by cyclists: Needs to be an awareness campaign for cyclists and electric scooters that they are not permitted on pavements (1) Walking versus cycling investment: Should be kept in mind that most people walk rather than cycle (1) Value for money / lack of use: Existing cycle lanes rarely used (2) “The problem with this is that on a value for money basis this is an appalling waste of money. The number of cyclists committing in Midlothian does not warrant the excessive amount of money being spent on remodelling roads, reducing speed limits and making life harder for other people to get around” (1) Continuing need for car: “[the LTS] does cover these areas, however [it] could be a little stronger in recognising that people will not take public transport or cycle to do certain things, e.g. the weekly Page 525 of 700
Page 526
Public Consultation Report Midlothian Local Transport Strategy 26 supermarket shop, or at certain times, e.g. no cycling when there is poor weather. And parents of young children or those with mobility issues will have a far easier life to use a car than go on public transport which is more physically and mentally demanding” (1) Bike hire: Consider provision and hire of bikes and electric bikes through gyms and gym membership through council gyms (1) E-bikes: E-bikes and e-scooters being used irresponsibly (1) Bus: Need for a bus to and from Edinburgh Park Arena (1) Development: Difficult to encourage people to walk to local facilities when a lot of the new housing estates have no close by local facilities and the only choice is to use a car (1) Chapter 9: Improving the coverage, journey times and reliability of our public transport 3.4.27 The policies in this chapter were: Policy 19: The LTS supports measures to reduce journey times and improve the reliability and punctuality of public transport Policy 20: The LTS supports direct bus services to part of the city-region where interchange in Edinburgh is currently required Policy 21: The LTS supports improved east-west bus connectivity in Midlothian Policy 22: All Midlothian communities should have equitable and proportionate access to public transport, either through scheduled mainline, feeder, or demand responsive transport Policy 23: Our bus network support young people making journeys to school and learning Policy 24: The LTS supports the principle of mass rapid transit connections between Edinburgh and Midlothian Policy 25: The LTS supports increased bus service frequencies on main corridors to reduce wait time, improve capacity and provide more options for those wheeling Policy 26: The LTS supports infrastructure improvements to the Borders Railway to increase capacity and improve journey times and journey time reliability Policy 27: The LTS supports through rail services to destinations beyond Edinburgh Waverley Policy 28: The LTS supports extending the Borders Railway to Carlisle Page 526 of 700
Page 527
Public Consultation Report Midlothian Local Transport Strategy 27 Policy 29: The LTS supports exploring opportunities around new and emerging data to help support evidence decision making 3.4.28 Of those who indicated that they would like to comment on the LTS Policies, 88% (n = 51) stated that they would like to comment on the policies contained within Chapter 9 and 12% (n=7) indicated that they would not like to comment on the policies in Chapter 9 and were instead directed straight to the Chapter 10 Policies. 3.4.29 The figure below shows the extent to which respondents who indicated they wanted to comment on the Policies within Chapter 9 agreed or disagreed with each Policy. 59% 18% 2% 10% 12%0% 53% 27% 6% 4% 8% 2% 42% 30% 10% 8% 6% 4% 67% 24% 4%2%4%0% 42% 28% 10% 6% 6% 8% 53% 22% 6% 4% 10% 6% 49% 25% 6% 6% 14%0% 46% 14% 14% 6% 8% 12% 40% 20% 16% 6% 6% 12% 30% 14% 28% 8% 12% 8% 33% 24% 20% 4% 6% 12% Policy 19 Policy 20 Policy 21 Policy 22 Policy 23 Policy 24 Policy 25 Policy 26 Policy 27 Policy 28 Policy 29 Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-8: To what extent do you agree or disagree with the LTS Policies in Chapter 9? (n=51) 3.4.30 Overall, a higher proportion of respondents agreed with each policy than disagreed in each case with a net agreement8 ranging from between 24 and 85 percentage points. Policy 22 achieved the highest level of agreement, followed by Policy 20. Policy 28 achieved the lowest level of agreement but a higher proportion still agreed with the Policy (44%) compared to the proportion who disagreed (20%). 3.4.31 27 respondents left a comment on the Policies within Chapter 9. These focused on the following: Active Travel: Safe cycling routes into Edinburgh needed (1) 8 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 527 of 700
Page 528
Public Consultation Report Midlothian Local Transport Strategy 28 Work with Lothian buses to allow bikes on buses to make it the norm (1) Bus: Travel times by bus too long (4): o It currently takes over 1 hour to travel from the biggest town in Midlothian to Edinburgh and no public transport to the main hospital without having to change buses which adds more time onto travel time o Need quicker bus routes into Edinburgh and to different areas going across town. Instead of having to get 2 buses o There are no X services fast buses to Edinburgh after school drop off. This leads to excessive journey times after 9. o Reducing bus journey times should be a priority (1) Need for buses to be more reliable (2) and more direct (1) Buses into Edinburgh from all towns and villages should be available (1) Need for bus lanes (1) Bus lanes should be used sparingly and only when there are very high volumes of buses as buses will always be slower than car (1) Question as to why bus services are being removed from Straiton Park and Ride (1) Need for toilets on buses for disabled people (1) Need for bus improvements in specific locations: 3.4.1 Comments were made about the need to provide improved bus connections in specific locations, including Rosewell (3), Roslin / Auchendinny (1) Cousland (1), Tynewater (1), and Penicuik (1). Train: Train should run through to the Gyle at rush hour as it did pre-covid (1) Whilst agree with the points about the Borders Railway, funds should be allocated to other projects first, including ensuring all settlements have good public transport connections (1) Support for Policy 26 (1) Borders Railway always overcrowded (1) Reduce rail fares (1) Better rail connectivity to Edinburgh's west end/Haymarket would be beneficial (1) The Borders Railway needs to be expanded to Carlisle and the line needs be upgraded to a double line to allow for more trains and express services (1) Page 528 of 700
Page 529
Public Consultation Report Midlothian Local Transport Strategy 29 Support prioritising improving infrastructure locally for daily journeys before multi-million- pound train extensions (1) Mass rapid transit: Consideration for trams to extend to Penicuik and potentially onwards to Peebles via disused railway alignment south of Leadburn (1) Data: Support for Policy 29 (Scottish Borders Council) Chapter 10: Improved integration across our transport networks 3.4.2 The policies in this chapter were: Policy 30: Walking, wheeling and cycling routes to our bus stops and railway stations should be clear, safe and attractive for all users Policy 31: The LTS supports measure to make it easier to routinely take a bicycle onto a bus or train or securely leave a bicycle at a key location Policy 32: A combination of bus and rail travel can provide faster journey times to Edinburgh than bus alone. The LTS supports tackling timetabling, ticketing and fare barriers which make this an unattractive option for passengers at present Policy 33: The LTS supports the integration of ticketing across all our bus and train operators Policy 34: The LTS supports technology-based solutions to develop MaaS-style operations in Midlothian Policy 35: The LTS supports measures to improve our strategic P&R offer Policy 36: The LTS supports the concept of journey hubs as a means to support interchange between bike, bus, train, car share 3.4.3 Of those who indicated that they would like to comment on the LTS Policies, 78% (n = 45) stated that they would like to comment on the policies contained within Chapter 10 and 22% (n=13) indicated that they would not like to comment on the policies in Chapter 10 and were instead directed straight to the Chapter 11 Policies. 3.4.4 The figure below shows the extent to which respondents who indicated they wanted to comment on the Policies within Chapter 10 agreed or disagreed with each Policy. Page 529 of 700
Page 530
Public Consultation Report Midlothian Local Transport Strategy 30 44% 31% 16% 2% 7%0% 31% 24% 22% 4% 13% 4% 38% 36% 11% 2% 11% 2% 51% 29% 16% 4% 33% 18% 29%0% 7% 13% 40% 22% 27%0% 7% 4% 38% 29% 16% 7% 7% 4% Policy 30 Policy 31 Policy 32 Policy 33 Policy 34 Policy 35 Policy 36 Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-9: To what extent do you agree or disagree with the LTS Policies in Chapter 10? (n=45) 3.4.5 Overall, a higher proportion of respondents agreed with each policy than disagreed in each case with a net agreement9 ranging from between 44 and 76 percentage points. Policy 33 achieved the highest level of agreement, followed by Policy 30. 3.4.6 19 respondents left a comment on the Policies within Chapter 10. The following comments related specifically to the policies: Suggestion that Policy 34 should focus on integrated ticketing rather than MaaS “For policy 34, the MaaS Scotland Roadmap can aid in taking learnings from previous MaaS projects” (SEStran) “[I] agree with all this. The hub in Galashiels is great. The joint tram/bus tickets are so much easier in Edinburgh. It's easier to get about when you can get your bike on the train into town/over to Glasgow etc” (1) Bikes take up vast amounts of space on busy trains and buses (1) 3.4.7 The remaining comments focused on the following: Comment on case study included: Typo at the end of ‘GoSEStrans,’ whereby ‘s’ needs removed. The MIF Fund is now done so you might want to change ‘The Fund’s aim is’ to ‘was.’ (SEStran) Active Travel: More secure bike storage that is free to use with theft deterrents or the ability to take bikes on buses is key (1) Work with Edinburgh council to continue to improve cycle infrastructure to both east and west of Edinburgh and from different access points in Midlothian (1) Bus: 9 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 530 of 700
Page 531
Public Consultation Report Midlothian Local Transport Strategy 31 Free under 22 bus passes have not been correctly thought out; antisocial behaviour from the under 22's had increased exponentially (1) “I agree with the observation that much transport infrastructure is radial into and out of central Edinburgh. Fast transverse connections along the bypass to key destinations on especially the west side of Edinburgh makes a lot of sense, especially to rail stations that enable improved connectivity to rail services across Scotland and to the airport” (1) Rail: Some of the train stations are not easily accessible for disabled people and they have to rely on taxis to get to and from these train stations which is an added expense (1) Old railway lines could be used to extend the railway infrastructure (1) Integrated Rail and Bus: There needs to be integrated rail and bus tickets. The rail and bus operators need work to integrate timetables (1) Would greater integration include bus service 46 timetable aligning with trains to and from Edinburgh (1) Park and Ride: “The main issue with P&R in my opinion is that the journey time into Edinburgh is excessive via bus. The park and rides are all very far out of the city meaning a bus into the city centre (where you have to go for most route interchanges) can take 1 hour or more. It is a no brainer to drive further into the city to park and get a shorter bus journey or just drive the whole way. The Park and Rides also do not have good waiting areas for passengers which also reduces willingness to wait there for a bus” (1) The P&R was removed at Straiton which was used by a lot of people for commuting (1) Bike storage at Straiton P&R taken out of operation for no obvious reason (1) Park and ride should offer more frequent and direct services rather than be part of local services (1) “I have also discovered some reasons why the park and ride was not used more. If you missed the X37 which only took 20 minutes to town, you could walk out to the main road and get the normal 37 but this bus stop is behind the barrier, and you have to walk onto the road to get to it seemingly. Totally unusable for disabled drivers or elderly. It also has no shelter and therefore also a deterrent. … Any future park and ride would require an equivalent X37 running frequently and from suitable stops. Perhaps the large area opposite Glencorse barracks would be an ideal spot” (DDCC). Other: Request for a shop in Midlothian with transport information (1) Chapter 11: Improving the quality of our public transport 3.4.8 The policies in this chapter were: Policy 37: The LTS supports measures to address overcrowding on Midlothian's train services during routine peaks and events Page 531 of 700
Page 532
Public Consultation Report Midlothian Local Transport Strategy 32 Policy 38: Bus stops and routes to bus stops should be high quality and well maintained Policy 39: The LTS supports exploring partnership and other initiatives to improve the way bus services are delivered across Midlothian’s settlements where this will provide a benefit to passengers Policy 40: The LTS supports partnership working between local authorities and operators to deliver improvements for bus users and encourage new bus users Policy 41: The LTS supports the ongoing roll out of real time information at bus stops across Midlothian Policy 42: The LTS recognises that more flexible floorspace arrangements would benefit bus users dependent on wheeling Policy 43: The LTS supports measures to bring together all public transport information into a single source / app Policy 44: Public transport information should be accessible, readily understandable and up to date 3.4.9 Of those who indicated that they would like to comment on the LTS Policies, 76% (n = 44) stated that they would like to comment on the policies contained within Chapter and 24% (n=14) indicated that they would not like to comment on the policies in Chapter 11 and were instead directed straight to the Chapter 12 Policies. 3.4.10 The figure below the extent to which respondents who indicated they wanted to comment on the Policies within Chapter 11 agreed or disagreed with each Policy. 43% 23% 11% 2%5% 16% 45% 32% 18%0% 5%0% 48% 23% 14% 7% 5% 5% 49% 30% 7% 2% 7% 5% 56% 28% 5%0% 7% 5% 37% 30% 16% 2% 7% 7% 49% 30% 9%0% 7% 5% 63% 30% 2%5% Policy 37 Policy 38 Policy 39 Policy 40 Policy 41 Policy 42 Policy 43 Policy 44 Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-10: To what extent do you agree or disagree with the LTS Policies in Chapter 11? (n=44) 3.4.11 Overall, a higher proportion of respondents agreed with each policy than disagreed in each case with a net agreement10 ranging from between 58 and 88 percentage points. Policy 44 achieved the highest level of agreement, followed by Policy 41. 10 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 532 of 700
Page 533
Public Consultation Report Midlothian Local Transport Strategy 33 3.4.12 16 respondents left a comment on the Policies within Chapter 11. These focused on the following themes: Travel Information: All travel information should be available on one site (1) Some bus stops have no bus numbers, and some have out of date timetables (1) Real time information at bus stops: There should be more real time information shown on bus stops across the region (1) Real time information is very important. It so much easier to get about in Edinburgh and Glasgow because of the live boards at the stops (1) Travel apps: There are apps already available. An app should not be a priority over actually improving transport links (1) Stop changing the Lothian app – now there is no real-time tracking readily available (1) Disabled access: Talk to disabled groups about public transport (1) Floor space should be flexible but with priority to wheelchair users (1) Bus: Buses do not run to timetable (1) Need to increase bus frequency (1) LTS working with Taxi firms to provide a transport alternative to a regular public bus system isn’t working (1) Not sure about dial-a-bus idea as don’t think it would be used (1) “More bus services are required to serve the new housing developments e.g. between Rosewell and Edinburgh. There are a multitude of buses serving Musselburgh e.g. 46, 140, 141 etc” (1) Development: There should be more developer contributions for public transport (1) Chapter 12: Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change 3.4.13 The policies in this chapter were: Policy 45: The LTS supports a roll out of publicly available and affordable EV charging infrastructure to i) support households who cannot charge at home and ii) serve through traffic Page 533 of 700
Page 534
Public Consultation Report Midlothian Local Transport Strategy 34 Policy 46: The LTS supports the full decarbonisation of bus services in Midlothian and the provision of facilities to support this Policy 47: The LTS supports suitable taxation measures for ICEs, EVs and other alternative-fuel vehicles that ensure their usage is managed in line with the NTS2’s Sustainable Travel Hierarchy and which also accords with the ‘polluter pays’ principles Policy 48: The LTS supports the principle of improving the management and enforcement of traffic and parking, including within our town and commercial centres, key transport interchanges and near schools Policy 49: The LTS supports initiatives to reduce the requirement to own a car but still have occasional, affordable access to a car Policy 50: The LTS supports the full decarbonisation of the Borders Railway Policy 51: The LTS supports infrastructure and maintenance measures to reduce the impact of severe weather on our road networks Policy 52: The LTS supports infrastructure and maintenance measures to reduce the impact of severe weather on the Borders Railway 3.4.14 Of those who indicated that they would like to comment on the LTS Policies, 66% (n = 38) stated that they would like to comment on the policies contained within Chapter 12 and 34% (n=20) indicated that they would not like to comment on the policies in Chapter 12 and were instead directed straight to the Chapter 13 Policies. 3.4.15 The figure below shows the extent to which respondents who indicated they wanted to comment on the Policies within Chapter 12 agreed or disagreed with each Policy. 32% 26% 26%0% 13% 3% 32% 21% 24% 8% 11% 5% 32% 21% 16% 5% 21% 5% 32% 21% 18% 8% 18% 3% 32% 13% 18% 13% 21% 3% 32% 16% 29% 3% 11% 11% 58% 21% 13% 5%3% 45% 26% 16% 8% 5% Policy 45 Policy 46 Policy 47 Policy 48 Policy 49 Policy 50 Policy 51 Policy 52 Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-11: To what extent do you agree or disagree with the LTS Policies in Chapter 12? (n=38) 3.4.16 Overall, a higher proportion of respondents agreed with each policy than disagreed in Page 534 of 700
Page 535
Public Consultation Report Midlothian Local Transport Strategy 35 each case with a net agreement11 ranging from between 12 and 74 percentage points. Policy 51 achieved the highest level of agreement, followed by Policy 52. 3.4.17 14 respondents left a comment on the Policies within Chapter 12. These focused on the following themes: Car: Policies 48 and 49 are designed to penalise the motorist / controlling (2) Reducing car use is not the responsibility of the council (1) Cars are required to travel from Midlothian into Edinburgh as the bus service is poor (1) Should be higher taxes for those households that own more than one car (1) Agree with restricting car use near schools (1) Car clubs: Access to suitable bike libraries and car share schemes in all communities to reduce the reliance on ownership is absolutely the way forward (1) “Policy 49 – it would be great to understand in the delivery plan what the Council’s role will be in supporting car clubs in Midlothian.” (SEStran) Electric vehicles: EVs still contribute to congestion and release particles from tyres and brakes. Reducing car use overall is more important than switching to EVs (1) Some people need their cars for caring responsibilities / because they have disabilities – they should not be penalised because they cannot afford an EV (1) Decarbonisation: Decarbonisation is an absolute must (1) Fixing and improving the Sheriffhall roundabout will be the most effective move towards decarbonisation (1) Road construction: “I am astonished that the council is proposing a new road from Straiton to the Bush; what could be a clearer opposite to reducing the impact of transport on the local environment than, firstly, building a road, secondly, through a wild grassy area, and thirdly, with no active travel planning?” (1) Parking: Towns should have parking areas as not everyone is able to carry shopping on public transport and walk from bus stop to their home (1) 11 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 535 of 700
Page 536
Public Consultation Report Midlothian Local Transport Strategy 36 Important to maintain town centre parking to encourage people to use local shops rather than a reliance on retail parks (1) Rail: The electrification of the Borders Railway must run in parallel with the extension of the line to Carlisle (1) Chapter 13: Making our transport networks more efficient 3.4.18 The policies in this chapter were: Policy 53: The LTS supports technology-based measures to improve the efficiency and safety of our transport networks Policy 54: The LTS supports the provision of appropriate facilities to support the movement of freight through Midlothian and within Midlothian including last mile deliveries Policy 55: Opportunities for the more widespread usage of connected autonomous vehicles for the provision of bus services should be kept under review Policy 56: The LTS supports targeted infrastructure improvements in selected locations alongside a wider package of sustainable transport improvements in order to sustain network efficiency and enhance safety 3.4.19 Of those who indicated that they would like to comment on the LTS Policies, 64% (n = 37) stated that they would like to comment on the policies contained within Chapter 13 and 36% (n=21) indicated that they would not like to comment on the policies in Chapter 13 and were instead directed straight to the next section of the survey which covered the LTS Priorities for change (discussed in Section 3.4.18). 3.4.20 The figure below illustrates the extent to which respondents who indicated they wanted to comment on the Policies within Chapter 13 agreed or disagreed with each Policy12. 42% 28% 8% 3% 6% 14% 43% 29% 6% 3% 6% 14% 22% 25% 14% 14% 14% 11% 35% 32% 15% 12% 6% Policy 53 Policy 54 Policy 55 Policy 56 Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-12: To what extent do you agree or disagree with the LTS Policies in Chapter 13? (n=37) 3.4.21 Overall, a higher proportion of respondents agreed with each policy than disagreed in each case with a net agreement13 ranging from between 19 and 63 percentage points. 12 Within the online survey, the wording for Policy 54 incorrectly replicated the wording of Policy 53. While Policy 54 was correctly recorded in the Draft LTS and the other online material, the level of agreement for this policy is likely to be influenced by this. 13 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 536 of 700
Page 537
Public Consultation Report Midlothian Local Transport Strategy 37 Policy 56 achieved the highest level of agreement, followed by Policy 54. Policy 55 achieved the lowest level of agreement (47%) but a higher proportion agreed than disagreed (28%) with this policy. 3.4.22 Four respondents left a comment on the Policies within Chapter 13. These focused on the following: Unclear how advanced autonomous vehicles are yet – desire for Midlothian not to use untested technology (1) Policy 53 – is it not more important to use technology to improve the operation of junctions (1) What is the LTS position on Sheriffhall (1) More buses are required which serve multiple stops (1) Damhead Community Council is opposed to the building of the A701 relief road, noting that data indicates few vehicles would use the road and concern regarding safety impacts in regard to getting pupils safely from Loadhead to the new Beeslack School (DDCC) 3.5 Local Transport Strategy Priorities for Change 3.5.1 The Priorities for Change within the Draft LTS were: Figure 3-13: LTS 10 Priorities for Change 3.5.2 In total, 50% (n=124) stated that they wanted to comment on the Priorities for Change and 50% (n=124) said they did not wish to comment. 3.5.1 The figure below shows the extent to which respondents who indicated they wanted to comment agreed or disagreed with each Policy. Page 537 of 700
Page 538
Public Consultation Report Midlothian Local Transport Strategy 38 52% 22% 12% 4% 8% 2% 43% 25% 17% 5% 11% 66% 18% 7% 3%5% 46% 12% 21% 5% 10% 6% 36% 27% 26% 2% 7% 2% 32% 30% 27% 7% 5% 52% 23% 12% 4% 9% 52% 28% 10% 4% 5%1% 49% 21% 14% 8% 7%1% 34% 24% 19% 10% 11% 2% Priority 1 Priority 2 Priority 3 Priority 4 Priority 5 Priority 6 Priority 7 Priority 8 Priority 9 Priority 10 Strongly agree Agree Neutral Disagree Strongly disagree Don't know Figure 3-14: To what extent do you agree or disagree with the LTS Priorities for Change? (n=124) 3.5.2 A higher proportion of respondents agreed with each of the Priorities for Change than disagreed in each case with a net agreement14 ranging from between 43 and 71 percentage points. 3.5.3 Priority 3 received the highest level of agreement (84%, n = 103 strongly agreeing or agreeing). Priority 4 and 10 received the lowest levels of agreement (58%, n=71 respectively) but in both cases, the proportion agreeing was larger than the proportion who disagreed (15%, n=18 and 21%, n=25 respectively). 3.5.4 57 respondents provided an open text response on the Priorities. Comments included: General: “These priorities are well aligned with the SEStran Regional Transport Strategy and support safer and more sustainable travel” (SEStran) “We have already had backward steps of less buses and no direct service to Edinburgh … I sincerely hope that this vision becomes reality for those of us who have been let down since Covid...” (1) Not data focused to capture real needed priorities (1) “Ten is too many priorities. It is likely that it will take many years to realise most of these. We need rapid action to deliver one or two of the key priorities” (1) Need to set out a long-term plan is essential (1) Development: Need to provide connections to existing development as well as new developments (4) 14 Net agreement is the total percentage of respondent who selected strongly agree or agree, minus the total percentage of respondents who selected either strongly disagree or disagree. Those who selected ‘Neutral’ are not included in the calculation. Page 538 of 700
Page 539
Public Consultation Report Midlothian Local Transport Strategy 39 “Services need to be in place or at least agreed prior to new housing site being given planning permission. If a proposed building site is not serviced and not proposed to be served by public transport it should not be included in the local plan” (1) “It is concerning that Midlothian will be building so much more housing. If new residents work, they will add to the already manic commuter experience. I would use the train to commute from Penicuik if there was one” (1) Active travel: Improved active travel links / public transport would get more cars off the road and encourage healthier lifestyles, both mental and physical (1) Please focus on connecting active travel links to all bordering local authorities and making use of disused public rail paths where possible (1) Prioritise the buses and walking routes to get between stops. Shared use paths to an extent but not to the detriment of existing users (1) Active travel improvements along the A702 into Edinburgh are long overdue (!) Bus: “If you want to encourage people to leave their cars at home then priority must be on improving public transport (reliability, frequency, affordability, links to other areas). Investing in cycle lanes is a waste of money as it's not a sustainable way of travelling for the vast majority of residents. The weather in this country is too bad/unpredictable to encourage people to cycle all year round and, depending on where you are going, for many cycling is not a suitable means of transportation” (1) Need for bus services to areas outside of Midlothian and services which connect up towns in Midlothian (1) Need for evening bus services to / from Edinburgh (1) Need for bus services in rural communities (1) There needs to be better bus connections between Midlothian towns and villages. This would help social isolation (1) Improving the network is fine but you have dropped speeds in areas meaning more time spent on public transport (1) No point adding new east west connections when the main routes currently into Edinburgh are poorly served (1) Those with NEC travel cards don't benefit if buses just take them to the trains (1) No point in having park and rides if the bus service to them is poor (1) Bus connections needed in certain areas: Need for bus services to / from Cousland (2) Need to bus services to / from Pathhead (2) Need for services to / From Penicuik (1) Page 539 of 700
Page 540
Public Consultation Report Midlothian Local Transport Strategy 40 Need for Rosewell to Edinburgh connection (11), Return back through the village to allow passengers to visit the graveyard – this would reduce noise from buses on Carnethie Street (1) Need more buses between Bonnyrigg and Edinburgh (1) Roslin has more than tripled in size - improved transport connections into town are required (1) Need for connections to Hillend (1) Need for connection between Dalkeith / Bonnyrigg and Loanhead (1) There are no trains or trams servicing Penicuik, Bilston, Rosewell, Roslin etc which means people must rely on buses or cars (1) Train: Borders Railway requires more investment since Sheriffhall improvements may not happen. There should be more frequent trains and better transport links at train stations along route (1) Shawfair Station has no connecting bus services (1) Park and Ride: Park and Ride in poor location (1) Road: “Improving Sheriffhall should be the main priority, alongside A720 upgrades, A7 widening, better links between Dalkeith to Penicuik etc” (1) Driving essential for those with disabilities – priority needed for accessible parking (1) Remove 20mph restrictions on main road corridors (1) “Penalising drivers through parking charges in towns and cities, when it’s the local authority who has built new homes in rural areas with no amenities or facilities, is unfair” (1) “Instead of trying to ban cars, make roads wider for more lanes, build an underpass/overpass at Straiton and Sheriffhall Roundabouts. Put an EV charger in every lighting column. When building new homes enforce developers to provide each home with an EV charger." (1) Car transport needs to be integrated into the overall plan (1) Public transport fares: Driving habits will only change if there are incentives i.e., discounted fares or free travel (1) Mass transit: Very few buses to the Royal Infirmary from Midlothian – is there potential for a tramline from Dalkeith to the Royal Infirmary (1) Page 540 of 700
Page 541
Public Consultation Report Midlothian Local Transport Strategy 41 3.6 Strategic Environmental Assessment 3.6.1 In line with statutory requirements, the three statutory SEA consultees were consulted through the SEA Gateway. A summary of the comments received is provided below: Historic Environment Scotland – Noted “we have no comments to make on the Strategy itself” and “we are broadly content to agree with the findings of the Environmental Report in relation to the historic environment” Nature Scot – No comments SEPA – No comments 3.6.2 No specific comments on the SEA were received via the public consultation. 3.7 Integrated Impact Assessment 3.7.1 No specific comments on the IIA were received via the public consultation. Page 541 of 700
Page 542
Public Consultation Report Midlothian Local Transport Strategy 42 Appendix A Demographic Profile of Survey Sample Page 542 of 700
Page 543
Public Consultation Report Midlothian Local Transport Strategy 43 A.1 Overview A.1.1 This section provides a summary of the demographic profile of the survey sample A.2 Sex 54% 36% 11% Female Male Prefer not to say 60% 50% 40% 30% 20% 10% 0% Figure A. 1: What is your sex? (n=245) A.3 Age Group 3% 11% 8% 15% 28% 18% 25% 16% 15%16% 17% 13% 4% 11% 16-24 25-34 35-44 45-54 55-64 65-74 75 and over Survey Responses 2024 Population Figure A. 2: Which age group do you belong to? (n=222) A.4 Employment Status 49% 15% 3% 20% 1% 2% 11% Employed - full time Employed - part time Self-employed - full time Retired Long term sick Student Prefer not to say Figure A. 3: What is your employment status? (n=246) Page 543 of 700
Page 544
Public Consultation Report Midlothian Local Transport Strategy 44 A.5 Annual Income 7% 6% 8% 11% 19% 9% 10% 29% Less than £20,000 £20,00-£29,999 £30,000-£39,999 £40,000-£49,999 £50,000-£74,999 £75,000-£99,999 £100,000 or more Prefer not to say Figure A. 4: Which of the following best describes the annual income of your household before tax? (n=247) A.6 Physical or mental health condition 27% 60% 13% Yes No Prefer not to say 70% 60% 50% 40% 30% 20% 10% 0% Figure A. 5: Do you have a physical or mental health condition or illness lasting or expected to last 12 months or more? (n=246) 6% 22% 54% 18% Yes, a lot Yes, a little Not at all Prefer not to say 60% 50% 40% 30% 20% 10% 0% Figure A. 6: Does your condition or illness/do any of your conditions or illnesses reduce your ability to carry-out day-to-day activities? (n=220) Page 544 of 700
Page 545
Public Consultation Report Midlothian Local Transport Strategy 45 Page 545 of 700
Page 546
Page 546 of 700
Page 547
On behalf of Midlothian Council Project Ref: 332611404 | Rev: 02 | Date: May 2025 Registered Office: Buckingham Court Kingsmead Business Park, London Road, High Wycombe, Buckinghamshire, HP11 1JU Office Address: 5th Floor, Lomond House, 9 George Square, Glasgow G2 1DYG T: +44 (0)141 352 2360 E: info.Glasgow@stantec.com Midlothian Local Transport Strategy SEA Environmental Report Page 547 of 700
Page 548
SEA Environmental Report Midlothian Local Transport Strategy ii Document Control Sheet Project Name: Midlothian Transport Strategy Project Ref: 332611404 Report Title: SEA Environmental Report Date: May 2025 Name Position Signature Date Prepared by: Rachel Thomas Associate Transport Planner RMT November 2024 Reviewed by: Kin Lo Senior Environmental Advisor KL November 2024 Approved by: Rachel Thomas Associate Transport Planner RMT February 2025 For and on behalf of Stantec UK Limited Revision Date Description Prepared Reviewed Approved A 28th May 2025 Update following comments RMT RMT RMT B This report has been prepared by Stantec UK Limited (‘Stantec’) on behalf of its client to whom this report is addressed (‘Client’) in connection with the project described in this report and takes into account the Client's particular instructions and requirements. This report was prepared in accordance with the professional services appointment under which Stantec was appointed by its Client. This report is not intended for and should not be relied on by any third party (i.e. parties other than the Client). Stantec accepts no duty or responsibility (including in negligence) to any party other than the Client and disclaims all liability of any nature whatsoever to any such party in respect of this report. Page 548 of 700
Page 549
SEA Environmental Report Midlothian Local Transport Strategy iii Contents 1 Introduction ............................................................................................................................... 1 1.1 Background ................................................................................................................... 1 1.2 How to comment on this Environmental Report ............................................................ 1 2 Overview of Midlothian Local Transport Strategy ................................................................ 2 2.1 Introduction .................................................................................................................... 2 2.2 Stage of LTS Development ........................................................................................... 2 2.3 Form and Content of the Draft Local Transport Strategy .............................................. 3 2.4 Relationship with other Plans and Programmes ........................................................... 6 3 Environmental Baseline 3.1 Introduction and Approach ............................................................................................ 9 3.2 Overview of Midlothian .................................................................................................. 9 3.3 Key Environmental Issues ........................................................................................... 11 3.4 Evolution of the Baseline in the Absence of the Emerging RTS ................................. 13 4 Strategic Environmental Assessment Process ................................................................... 16 4.1 Introduction .................................................................................................................. 16 4.2 SEA Statutory Requirements ...................................................................................... 16 4.3 SEA Purpose and Objectives ...................................................................................... 18 4.4 Approach to SEA ......................................................................................................... 18 4.5 Consideration of Reasonable Alternatives .................................................................. 23 4.6 How the SEA informed the RTS .................................................................................. 23 5 Findings of the Environmental Assessment ....................................................................... 25 5.1 Introduction .................................................................................................................. 25 5.2 Assessment of Vision and Outcomes.......................................................................... 25 5.3 Assessment of Transport Options ............................................................................... 35 5.4 Assessment of Policies ............................................................................................... 43 5.5 Cumulative Effects....................................................................................................... 56 6 Mitigation and Monitoring...................................................................................................... 59 6.1 SEA Mitigation ............................................................................................................. 59 6.2 Monitoring Framework ................................................................................................. 61 7 Next Steps ............................................................................................................................... 63 7.1 Consultation on this Environmental Report ................................................................. 63 7.2 Next Stages of LTS Preparation and SEA .................................................................. 63 Figures Figure 3-1: Midlothian Council Area and Localities ............................................................................... 10 Table B.2: Midlothian’s renewable energy project. ............................................................................... 82 Figure B.1: Statutory Nature Conservation Sites (Ref: Midlothian Local Development Plan 2017) ..... 83 Page 549 of 700
Page 550
SEA Environmental Report Midlothian Local Transport Strategy iv Tables Table 2.1: LTS and SEA Processes ........................................................................................................ 2 Table 3.1: Key Issues Relevant to the SEA of the Midlothian LTS ....................................................... 12 Table 5.1:Compatibility of LTS Outcomes with SEA Framework (refer to full wording of LTS Outcomes in Chapter 2) .......................................................................................................................................... 26 Table 5-2: Environmental appraisal of transport options ....................................................................... 36 Table 5-3: Summary of Environmental Assessment by LTS Chapters ................................................. 44 Table 6.1: SEA Mitigation Measures ..................................................................................................... 59 Table 6.2: Indicators for Monitoring LTS Environmental Effects ........................................................... 62 Table A.1: Policy documents of relevance at Scoping Stage ................................................................ 65 Table B.1: Designated Sites of Relevance to the Emerging LTS.......................................................... 78 Table B.2: Midlothian’s renewable energy project ................................................................................ 82 Table B.3: Locally designated sites ....................................................................................................... 84 Table E.1: Summary of SEA Scoping Consultation Responses ......................................................... 105 Appendices Appendix A Review of Plans and Programmes Appendix B Baseline Environment Appendix C Midlothian Local Transport Strategy SEA Framework Appendix D Environmental Appraisal of LTS Policies Appendix E Review of SEA Consultation Responses Page 550 of 700
Page 551
SEA Environmental Report Midlothian Local Transport Strategy v Page 551 of 700
Page 552
SEA Environmental Report Midlothian Local Transport Strategy 1 1 Introduction 1.1 Background 1.1.1 Stantec UK Ltd has been appointed by Midlothian Council to produce a new Local Transport Strategy (LTS) for Midlothian. This commission includes undertaking a multi-stage Strategic Environmental Assessment (SEA) of the draft Local Transport Strategy (LTS) for Midlothian. 1.1.2 The emerging LTS has been developed in accordance with Transport Scotland's Local Transport Strategy Guidance and the principles of the revised (2022) Scottish Transport Appraisal Guidance (STAG). The emerging strategy marks the final stage in a staged process which involved the delivery of: ▪ Stage 1 and 2 Technical Report (Case for Change) which detailed the transport problems that need to be considered in the LTS and set out the Strategy Outcomes which articulate what the LTS is aiming to achieve1 ▪ Options generation and appraisal whereby a range of options which could address the identified transport problems were generated, packaged and appraised. 1.1.3 This environmental report (ER) documents the findings of the Strategic Environmental Assessment (SEA) which has been carried out in respect of the Draft LTS. The SEA has been undertaken as a plan-making tool to help shape the emerging LTS throughout the key stages of the LTS development (see Section 2.2) and by iterative working between the transport planning, environmental and equalities assessment teams. It builds upon previous stages and takes account of comments and information received from the SEA Scoping Report, the Stage 1 and 2 Technical Report, and a stakeholder and public consultation exercise held in 2024. 1.2 How to comment on this Environmental Report 1.2.1 This ER and an associated Non-Technical Summary are being issued for consultation alongside the Draft LTS and associated documents for a period of 12 weeks. Details of how to participate in the consultation are provided in Chapter 7 of this report and, in accordance with statutory requirements, will be published in a local newspaper. Other Related Appraisals 1.2.2 This SEA has been undertaken as part of Midlothian Council’s Integrated Impact Assessment (IIA) process. The wider IIA of the LTS which considers the equality impacts will be published alongside the Draft LTS and this ER. 1.2.3 At this stage of the LTS development, the Policies set out within the Draft LTS are not predicted to have any likely significant effects (LSE) on European sites and as such the LTS is unlikely to be subject to a requirement for a Habitats Regulations Appraisal (HRA). This shall be kept under review as the LTS develops, and an HRA Screening will be completed if Midlothian Council considers there is any potential for LSE arising from implementation of the LTS. 1 The Stage 1 and 2 Technical Report was produced in Summer 2024 Page 552 of 700
Page 553
SEA Environmental Report Midlothian Local Transport Strategy 2 2 Overview of Midlothian Local Transport Strategy 2.1 Introduction 2.1.1 This section describes the context in which the draft Midlothian LTS has been prepared, the principal stages of strategy development and outlines the form and content of the draft document, all of which require to be assessed through this SEA. The wider policy context and its relationship with the emerging LTS is also briefly outlined. 2.2 Stage of LTS Development 2.2.1 Working in line with Transport Scotland's Local Transport Strategy Guidance and the principles of the revised STAG, the draft LTS has been prepared as follows: ▪ The context for the LTS was established through a review of the wider policy, socio- economic, environmental and transport context ▪ An analysis of the transport problems in Midlothian was undertaken and a Vision and set of Strategy Outcomes were established. The identification of transport problems was informed by stakeholder engagement and findings from previous public engagement exercises undertaken by Midlothian Council. The Vision and Strategy Outcomes set out the end state which the LTS is seeking to achieve. The problems and Strategy Outcomes were reported in the LTS Stage 1 and 2 Technical Report (Case for Change) document (Stantec, 2024) ▪ An online public and stakeholder consultation was undertaken on the Stage 1 and 2 Technical Report (Case for Change) in May / June 2024. The feedback from this exercise was reviewed and taken into account in the subsequent development of the draft LTS and its associated environmental and equalities assessments. ▪ Transport options were generated to resolve the problems identified in the Stage 1 and 2 Technical Report and a high-level preliminary appraisal of the options was undertaken. The shortlisted options were then aggregated into a set of themes (which subsequently formed chapters in the document) and associated LTS Policies. 2.2.2 As a strategic document, the LTS sets out Midlothian Council’s ‘direction of travel’ and establishes a policy environment in which individual projects can subsequently be progressed. Subsequent to the agreement of the LTS, an accompanying Delivery Plan will be developed which will set out the activities Midlothian Council will undertake in the short, medium and long-term with respect to each Policy. 2.2.3 The SEA process has been integrated with the development of the LTS. The key stages of the process are set out in Table 2.1. This illustrates the activities from the two strands of work which were undertaken at similar periods and explains how SEA outputs informed the LTS process. Table 2.1: LTS and SEA Processes LTS Process SEA Process Development of a detailed baseline of relevant transport, land use, socio-economic and environmental data. Collation of a detailed environmental baseline, including review and identification of relevant key plans and programmes. Analysis of baseline environmental issues and discussions with the LTS transport planning teams to ensure environment, climate change and sustainability issues were captured in the problems analysis process. Identification of transport problems, issues, constraints and opportunities, drawing on the detailed transport baseline analysis. Page 553 of 700
Page 554
SEA Environmental Report Midlothian Local Transport Strategy 3 LTS Process SEA Process Development of an initial SEA framework to provide the basis for environmental assessment of the emerging components of the LTS. Key SEA output: SEA Scoping Report, Stantec 2023 Development and drafting of LTS Vision and Strategy Outcomes. Inputs to this process, including initial testing of the compatibility of the LTS Vision and Outcomes with the development of the SEA framework and objectives. Development of a long-list of transport options to address the identified problems. SEA team input to the specification of options. A strong environmental (and equalities) theme runs through the options list, particularly those addressing active travel and public transport. Appraisal of the long-list of options in line with STAG guidance and criteria. Environmental assessment of options was carried out in line with STAG to provide environment and climate change analysis of options and inform the understanding of the effectiveness of options in addressing the identified problems. Initial proposals for mitigation were identified from the environmental appraisals and taken forward in this SEA. Development of transport policies and compilation of the Draft LTS. Completion of the detailed environmental assessment of the LTS Polices against each of the SEA objectives and preparation of the SEA Environmental Report. Key SEA output: Draft LTS SEA Environmental Report (This document) 2.3 Form and Content of the Draft Local Transport Strategy 2.3.1 The document is structured as follows: ▪ Chapter 2 sets out the policy, demographic, socio-economic and development context in Midlothian ▪ Chapter 3 provides an overview of the transport network and summarises the main transport problems, drawing on the Stage 1 and 2 Technical Report (Case for Change) ▪ Chapter 4 sets out the LTS Vision and Strategy Outcomes ▪ Chapters 5 to 13 sets out a narrative covering different aspects of transport and an accompanying set of Policies ▪ Chapter 14 summarises the above and sets out Ten Priorities for Change and an emerging spatial strategy ▪ Chapter 16 outlines how the LTS will be monitored and evaluated over its lifetime 2.3.2 The LTS Vision states: Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably. 2.3.3 The LTS includes five Strategy Outcomes as follows: Page 554 of 700
Page 555
SEA Environmental Report Midlothian Local Transport Strategy 4 ▪ LTS Outcome 1: Our new developments integrate transport planning and land use planning and deliver high-quality active travel and public transport connections ▪ LTS Outcome 2: Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling ▪ LTS Outcome 3: Our settlements are connected by safe, attractive and accessible public transport and active travel routes ▪ LTS Outcome 4: Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes ▪ LTS Outcome 5: Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change 2.3.4 The rationale for the above outcomes and the impact on travel and consequent benefits for society which achieving the outcome would provide are set out in the table below. Table 2-2: Anticipated travel responses and benefits for society Strategy Outcome Why? Travel response Benefits for society LTS Outcome 1: Our new developments integrate transport planning and land use planning and deliver high- quality active travel and public transport connections If transport planning is not integral to planning new developments, there is a risk that they will generate high levels of car use. The LTS seeks to integrate transport and land use planning and ensure development is well connected by active travel and public transport to neighbouring towns and villages and travel hubs. ▪ More journeys made locally within the settlement and to transport hubs (stations and interchanges) ▪ More journeys made by active and public transport ▪ Fewer journeys need to be made by car ▪ Increased footfall brings regeneration and a wider range of services available locally and boosting economic growth ▪ Greater integration of new communities in Midlothian ▪ Increased physical activity brings health benefits ▪ Fewer car kilometres improve air quality and reduces accidents, congestion, noise, vibration and global emissions LTS Outcome 2: Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Walking, wheeling and cycling is unappealing in many of our towns due to a combination of traffic intimidation and a lack of safe, accessible and appealing facilities for active travel users. By prioritising space for people, the LTS seeks to make our towns more attractive, accessible, and inclusive places to live, work, and socialise, enabling people to make healthier and more sustainable travel choices, and encouraging more people to spend time and money on our high streets. ▪ More journeys made locally ▪ There may be less of a requirement to travel into Edinburgh ▪ More journeys made by healthier modes ▪ Fewer local journeys need to be made by car ▪ Increased footfall brings regeneration and a wider range of services available locally and boosting economic growth, further increasing footfall ▪ Improved public realm reduces crime and fear of crime ▪ Increased physical activity brings health benefits ▪ Fewer car kms improves air quality and reduces accidents, congestion, noise, vibration and global emissions Page 555 of 700
Page 556
SEA Environmental Report Midlothian Local Transport Strategy 5 Strategy Outcome Why? Travel response Benefits for society LTS Outcome 3: Our settlements are connected by safe, attractive and accessible public transport and active travel routes Public transport services between some of our settlements are poor and opportunities for safe walking / cycling are limited. Bus services tend to be focussed on north-south travel with poorer east-west connections and this limits opportunities for those without access to a car. Improving the ease of travelling between our settlements by active and public transport will support those without access to a car or those who would rather not use a car, including our growing younger and older demographics. ▪ More journeys are made between our towns and villages ▪ There may be less of a requirement to travel into Edinburgh ▪ More journeys are made by healthier modes ▪ Fewer local journeys need to be made by car ▪ People can take up new opportunities for employment, educational, training, and leisure in Midlothian without the requirement for a car, and social exclusion and inequity due to transport exclusion is reduced ▪ Increased footfall brings regeneration and a wider range of services available locally and boosting economic growth ▪ Greater community coherence in Midlothian ▪ Increased physical activity brings health benefits ▪ Fewer car kms improves air quality and reduces accidents, congestion, noise, vibration and global emissions LTS Outcome 4: Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Midlothian’s proximity to Edinburgh inevitably means that many residents travel frequently to locations across Edinburgh and beyond, for work, education and training, healthcare, business and leisure. Travel time by bus currently tends to be long, and some localities are less well served by bus than others, thus many trips are made by car. Overall, those most poorly served by public transport and those without access to a car are less able to access opportunities. ▪ New journeys are made into Edinburgh by those for whom current transport provision represents a barrier to travel ▪ More journeys to Edinburgh are made by public transport and active modes ▪ Fewer journeys to / from Edinburgh need to be made by car ▪ People can take up new opportunities for employment, educational, training and leisure in Edinburgh without the requirement for a car, and social exclusion and inequity due to transport exclusion is reduced ▪ Improved labour market efficiency brings productivity benefits ▪ Increased physical activity brings health benefits ▪ Fewer car kms improves air quality and reduces accidents, congestion, noise, vibration and global emissions LTS Outcome 5: Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Scotland has a target to achieve net zero carbon emissions by 2045. Transport is a major contributor to carbon emissions and roads and road traffic can have a negative impact on our communities. Our transport networks and services must adapt to meet national targets. The process must also recognise the needs of all groups and deliver a ‘Just Transition’. ▪ Fewer journeys need to be made by car leading to reductions in per capita car- kilometres travelled reflecting the national car- kilometre reduction target ▪ Decarbonisation is achieved in a fair and equitable way reducing inequalities ▪ Zero emission transport will improve air quality and reduces global emissions ▪ Fewer car kms improves air quality and reduces accidents, global emissions, energy use and also community severance ▪ Health benefits of improved air quality Page 556 of 700
Page 557
SEA Environmental Report Midlothian Local Transport Strategy 6 2.4 Relationship with other Plans and Programmes 2.4.1 In accordance with SEA statutory requirements, a review of the relationship between the developing Draft LTS and other relevant plans and programmes (including current legislation, policies and strategies at national and regional levels) was carried out. A review of these plans and programmes is set out in Appendix A of this report and relevant information from the review has been used in developing the LTS and in identifying key issues for the SEA. Key Relationships 2.4.2 While there are a wide range of policies of relevance, a number of key documents can be identified which have particular implications for the LTS. These include (but are not limited to): ▪ National Transport Strategy 2 (NTS2) - published in February 2020, NTS2 sets out a holistic vision for a “sustainable, inclusive, safe and accessible transport system, helping deliver a healthier, fairer and more prosperous Scotland for communities, businesses and visitors”. To deliver this, the NTS2 outlines a strategic framework underpinned by four thematic priorities namely Reduces inequalities; Takes climate action; Helps deliver inclusive economic growth; and Improves our health and wellbeing. ▪ the Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 and the subsequent Climate Change Plan Update (2020) – which sets out the Scottish Government’s commitment to transition the transport system to one that is net zero in carbon emissions by 2045. ▪ the Strategic Transport Projects Review 2 (STPR2) which was published in December 2022 and sets out the Scottish Government’s transport investment programme over the next 20-year period, detailing how the government will deliver the Vision, Priorities and Outcomes of the NTS2. STPR2 includes a range of recommendations relevant to Midlothian, including most specifically, the development of an Edinburgh and South East Mass Transit System. Given Midlothian’s role in the latter, there is a need to clearly articulate, through a new LTS, Midlothian’s needs and ambitions for such a system. ▪ In the planning context, National Planning Framework 4 (NPF4) sets out policies for the planning system up to 2045 and includes a set of spatial priorities which emphasise local living, sustainable travel, and the need for a ‘just transition’ and, echoing STPR2, the document includes the development of a mass / rapid transit system for Edinburgh and the associated region. The document also includes specific policy principles on biodiversity, stating that all development proposals should contribute to the enhancement of biodiversity and integrate nature-based solutions where possible. NPF4 provides a new context for spatial planning (and indeed forms part of the Local Development Plan (LDP) for Midlothian) and, given the interrelationship between planning and transport, has fundamental implications for transport policy at the local level. ▪ At the regional level, SEStran’s new Regional Transport Strategy (RTS) 2035 was approved by Scottish Minister in early 2023. Reflecting the above national transport policy, LTS 2035 sets out a Vision and Outcomes for the development of transport across the SEStran area as well as a set of associated policies and actions. ▪ At the local level, the Single Midlothian Plan 2023-2027, produced by the Midlothian Community Planning Partnerships (CPP), sets out a shared plan to improve the lives of local people in Midlothian and includes a series of actions relevant to transport which the LTS should consider. Reflecting the above national targets, Midlothian Council also adopted its own Climate Change Strategy in August 2020. While primarily focused on the Council’s own estate and operational activities, this also seeks to encourage the wider community to stop contributing to climate change. Page 557 of 700
Page 558
SEA Environmental Report Midlothian Local Transport Strategy 7 2.4.3 The LTS provides a framework for how the national and regional level transport policies as outlined above will be delivered at the local level and a means by which to articulate Midlothian’s aspirations for transport. 2.4.4 From the review of relevant plans and strategies provided in Appendix A, a number of key environmental issues and priorities were identified which were considered to be important for the SEA and development of the Draft LTS. These include the following: ▪ ensure the avoidance of likely significant adverse effects from the implementation of the plan on sites designated at international and national levels for reasons of biodiversity conservation or ecological importance ▪ support the reduction in greenhouse gas emissions to net-zero by 2045. ▪ support for the phase out of new petrol and diesel cars and vans, the decarbonisation of the bus fleet and investment in Active Freeways ▪ minimise and appropriately mitigate likely adverse effects on sites designated at the local level for their ecological importance ▪ minimise the environmental impacts of transport provision and infrastructure, including in terms of reducing carbon and greenhouse gas emissions and using natural resources sustainably ▪ reduce congestion and maintain and improve air quality, including but not limited to transport provision for new developments ▪ underpin the development of a safe, secure, efficient, reliable and integrated transport system across Midlothian ▪ support improvements in journey times and connectivity to and from key destinations, including Edinburgh and the wider region ▪ encourage measures that reduce the need to travel and allow communities in different locations to flourish supporting efforts to reduce inequality of outcomes ▪ ensure the conditions are in place to allow a widespread uptake of active and sustainable modes of transport for all demographic groups and communities ▪ improve the accessibility of the transport system and the provision of a range of transport modes to meet identified needs ▪ ensure that transport is accessible to all and does not contribute to social exclusion or disadvantage, whether through severance or unaffordability ▪ enable the efficient, effective and sustainable movement of people and freight to increase economic productivity, competitiveness and opportunities for all ▪ secure economic growth and inward investment by supporting the delivery of new and upgraded transport infrastructure to increase connectivity and improve access to high quality employment and economic opportunities. ▪ minimise the amenity impacts of transport, including in terms of reducing noise and vibration. ▪ ensure the avoidance of unacceptable human health impacts from transport, in particular impacts on air quality. Page 558 of 700
Page 559
SEA Environmental Report Midlothian Local Transport Strategy 8 ▪ seek to protect and enhance the health and wellbeing of the resident and working population, including through facilitating access to healthcare, safeguarding physical health and providing opportunities to enhance mental health and social wellbeing. 2.4.5 As with the key issues identified in part from analysis of the environmental and socio-economic baseline, these key policy issues needed to be addressed within the emerging LTS itself to support the implementation of other existing and emerging plans and policies and effectively tackle pertinent transport problems. Page 559 of 700
Page 560
SEA Environmental Report Midlothian Local Transport Strategy 9 3 Environmental Baseline 3.1 Introduction and Approach 3.1.1 This section summarises the approach to developing the environmental baseline within the area likely to be affected by the emerging LTS. Section 3.2 presents a summary of the environmental baseline and Section 3.3 sets out a commentary on the likely evolution of the environmental baseline in the absence of the proposed policy (the Draft LTS). 3.2 Overview of Midlothian 3.2.1 This section provides a summary of the environmental baseline – detailed information is included in Appendix B. 3.2.2 Midlothian is strategically located in the heart of east-central Scotland immediately south of the City of Edinburgh. In 2024, the estimated population was 98,2602.. The extent of the Midlothian Council Area along with the key the area’s localities is shown in Figure 3-1. The majority of the population is concentrated in the north, with Bonnyrigg, Penicuik, and Dalkeith (the county town) the largest localities, together accounting for over 50% of the total population. The south of Midlothian is rural in nature with a lower population density which presents some additional challenges in terms of transport provision. The A720 City of Edinburgh Bypass skirts the northern extent of Midlothian, with Danderhall the only area of Midlothian on the northern side of the A720. A new town, Shawfair located to the east of Danderhall, is currently being developed, with 4,000 new homes planned as well as business / industrial units and leisure facilities. 2 National Records of Scotland Mid-Year Population Estimates most recent data suggest the population was in 2023. This is now estimated by the Council to be approximately 98,600. Page 560 of 700
Page 561
SEA Environmental Report Midlothian Local Transport Strategy 10 Figure 3-1: Midlothian Council Area and Localities 3.2.3 As with the population, employment is also concentrated in the north, with a particular focus around the Midlothian Science Zone (MSZ) and Straiton Retail Park. MSZ is a world- leading centre for research in animal science and food security and is home to the University of Edinburgh Easter Bush Campus. In terms of economic growth, Midlothian’s strategic location and proximity to Edinburgh is a major draw for inward investment and key business sectors include traditional staples such as food and drink, retail, business services, and tourism as well as energy (including renewables), life sciences, and the space industry. 3.2.4 Midlothian is Scotland’s fastest growing local authority. The population of Midlothian has continually increased since 2006 and grew by an estimated 16% between 2011 and 2022, faster than any other local authority and considerably higher than the 3% growth seen at the Scottish level. The growth in population is reflected in the significant housing development which has occurred over the recent period, with new build completion rates in Midlothian consistently higher than other local authority areas on a per capita basis. 3.2.5 Midlothian is subject to significant growth pressures with the National Planning Framework 4 (NPF4) specifying a Minimum All Tenure Housing Land Requirement (MATHLR) of 8,850 new homes be provided in the area over the ten-year period between 2027-20373. This level of growth is considerable, equating to a 20% increase on 2022 housing figures. Available projections suggest that, as housing increases and the Midlothian population grows, the current demographic profile – which includes a high proportion of people in the youngest (15 and below) and oldest age categories (65 and above) - will become more pronounced. This profile results in a high dependency ratio4 and has the potential to create particular pressures on public services such as public transport. Given the relationship between old age 3 National Planning Framework 4 - housing land requirement: report addendum - gov.scot (www.gov.scot) 4 The dependency ratio is the ratio between the number of dependents (those aged 15 and under and 65 and over) and the working age population (aged 15-64). Where the dependency ratio is large, it indicates that the working population faces a greater burden supporting the dependent population. Page 561 of 700
Page 562
SEA Environmental Report Midlothian Local Transport Strategy 11 and health related issues, the growing older demographic highlights an increasing need to ensure public transport is accessible to the widest range of users. 3.2.6 Midlothian’s proximity to Edinburgh inevitably means that many residents travel frequently to locations across Edinburgh for work, education and training, healthcare, business and leisure. Out commuting is significant, with the Midlothian workforce larger than the number of jobs available in Midlothian. There are also flows through Midlothian to the capital from the Scottish Borders. Available data, while limited, suggests that a high proportion of trips to locations outside of Midlothian are currently made by car, with peak time congestion into and out of Edinburgh a key issue, particularly post COVID-19 Tuesday-Thursday. The delivery of sustainable transport links to and from the capital is therefore a key priority for the LTS. 3.2.7 In terms of recreational space and farming, Midlothian includes a portion of the Pentland Hills Regional Park extending towards the Moorfoot Hills and Lammermuir Hills. Much of the rural area is intensively farmed and is protected by policy designations such as the Green Belt. 3.3 Key Environmental Issues 3.3.1 The suite of key environmental issues and policy requirements for the emerging LTS is presented in Table 3-1. These issues were originally identified within the Midlothian LTS SEA Scoping Report and have been updated to reflect consultation responses. 3.3.2 The table is structured by environmental topic and for each theme a summary of baseline information and key issues is presented, including cross reference to the objectives from the SEA framework which has been used to assess the LTS policies. 3.3.3 The information in this table draws from the review of relevant policies and plans (Section 2.4) and the environmental baseline (Section 3.2) above. 3.3.4 The key issues and sensitivities identified in this analysis have provided a strategic baseline sufficient to support the prediction and evaluation of potential environmental effects of the developing LTS Policies, the findings of which are presented in Section 5 of this Environmental Report. As the LTS is implemented in future, it is likely that more detailed interventions will emerge (see Section 6.2). Page 562 of 700
Page 563
SEA Environmental Report Midlothian Local Transport Strategy 12 Table 3.1: Key Issues Relevant to the SEA of the Midlothian LTS Grouped Baseline Topics SEA Environmental Aspects Key Issues Air and Climate Air Quality Climatic Factors • The need to maintain and improve air quality for the benefit of human health and the environment, particularly in light of the increased level of housing to be provided. • The need to reduce noise exposure in some communities and maintain and improve noise exposure in other communities. • The need to mitigate climate change including through promoting sustainable land use patterns and the decarbonisation of the transport sector. • The need to ensure that transport infrastructure is resilient to adverse weather and adaptable to the effects of climate change. Physical Environmental Biodiversity, Flora & Fauna, Soil, Water, Cultural Heritage, Landscape • The need to conserve and enhance biodiversity interests, including sites designated for their ecological importance. • The need to maintain, restore and expand valued habitats and to safeguard protected species. • The need to protect and enhance green infrastructure assets. • The need to prioritise the redevelopment of previously developed (brownfield) land • The need to protect sites designated for their geological interest. • The need to protect and enhance the quality of water sources and the water environment • The need to locate new development including transport infrastructure away from areas of flood risk, and for such infrastructure to be resilient to flooding (and adverse weather more widely). • The need to protect and enhance cultural heritage assets and their settings. • The need to conserve and enhance landscape character and to protect visual amenity. Social and Economic Population (including relevant socio-economic issues), Human Health, Material Assets • The need to align with and support the implementation of adopted and emerging relevant national policies, including National Transport Strategy 2 (NTS2) (Scottish Government, 2020), and the Strategic Transport Projects Review 2 (STPR2), and National Planning Framework 4 (NPF4). • The need to align with and support the implementation of current and emerging statutory Development Plans and other relevant regional and local policies applicable to Midlothian, including the SEStran Regional Transport Strategy (RTS) and the existing and emerging Local Development Plan (LDP) • The need to develop an integrated and efficient transport system which meets identified needs and supports projected population growth whilst effectively managing travel demand. • The need to support the growth of key economic sectors and to deliver sustainable and inclusive economic growth. • The need to tackle deprivation and severance and to improve access to key amenities and economic opportunities for all demographic groups and communities. • The need to provide transport services appropriate to meet the needs of the projected ageing population. Page 563 of 700
Page 564
SEA Environmental Report Midlothian Local Transport Strategy 13 3.3.5 Whilst all of the key environmental issues covered in the baseline and policy review should be addressed in the new LTS, the following must be afforded particular importance given their significance at national and international levels and their local relevance: ▪ responding to the climate emergency (both in terms of the causes of climate change and adaptation to climate change) and the interrelated biodiversity loss ▪ supporting nature recovery, such as through nature-based solutions ▪ contributing to the delivery of sustainable and inclusive economic growth. 3.3.6 It is recognised that the response to the climate emergency is closely related to other environmental topic areas, including air quality, biodiversity, soils (both in terms of their carbon storage and the effect of climate change on soils), water, human health and socioeconomics. As transport is Scotland’s biggest contributor to climate change, emitting over a quarter of all greenhouse gas emissions, the LTS provides an opportunity to contribute to net zero targets, thus also indirectly supporting these wider topic areas. 3.4 Evolution of the Baseline in the Absence of the Emerging RTS 3.4.1 Midlothian Council produced its most recent LTS in 2007. While there is no statutory requirement to produce an LTS, a range of reasons why a new LTS for Midlothian is required can be identified, including: ▪ A changing policy context – as referenced above, over recent years there has been a fundamental shift in the wider national and regional policy context which should be reflected at the local level. At the heart of this policy evolution is the over-riding objective of taking measures to reduce Scotland’s contribution to climate change, with, in the transport field, a focus on reducing the need to travel, making better use of existing assets, and, where a journey is required, ensuring that it is made by active or public transport. ▪ Forecast levels of development with associated changes in travel demand – as noted above, the rate of increase in terms of development is considerable and will have a fundamental impact on Midlothian’s socio-economic and demographic profile and the level and spatial distribution of transport demand across the local authority area. In this context, the development of a new LTS is vital to ensure this growth can be accommodated and sustainable and active travel principles are embedded at the outset. ▪ Technological change in the transport sector - there is scope for major technological change in the transport sector in the medium term – this includes decarbonisation (with implications for infrastructure and fleet composition), automation and, perhaps a move away from traditional models of car ownership. In parallel with this, there are major changes in the workplace and in the way that we shop which is impacting on travel behaviours, a trend likely accelerated by the COVID-19 pandemic. The new LTS provides an opportunity to ensure transport investment takes advantage of these changes and addresses any key challenges which they may pose. 3.4.2 In the absence of the emerging LTS, it is predicted that transport infrastructure and provision in Midlothian would face challenges in meeting the significant increase in transport demand associated with the projected level of development, including the need to support emissions reductions, accessible public transport as well as the delivery of inclusive economic growth. 3.4.3 In relation to the environmental topics prescribed in Schedule 2 of the SEA Act, it should be noted that environmental impacts from individual transport infrastructure projects would depend on their location, design and operational characteristics, and these would be assessed through the consenting of each project rather than through the emerging LTS. However, in the absence of the new LTS, the following changes to the environmental / SEA baseline might be predicted: Page 564 of 700
Page 565
SEA Environmental Report Midlothian Local Transport Strategy 14 ▪ Population: If not carefully co-ordinated, there will be limited ability to shape the transport system to support the delivery of the significant projected development and meet the needs of Midlothian’s population. This could impede the delivery of inclusive growth and stifle economic productivity, as well as resulting in physical environmental and health impacts (see below). ▪ Human Health: Opportunities to encourage transport modal shift to active travel and public transport could be lost. Additionally, if significant switch to active modes of transport is not achieved, physical and mental health issues, including obesity, inactivity and social exclusion may adversely affect the resident population of Midlothian. Health may therefore deteriorate which could impact on life expectancy. The impact on human health (particularly given the increase in extreme weather events caused by climate change) would be more profound if adaptation strategies, including nature-based solutions, are not carefully planned and implemented. ▪ Biodiversity, Flora & Fauna: If not carefully co-ordinated through the emerging LTS, unchecked increases in traffic and noise and the delivery of new transport infrastructure could also result in habitat degradation and species disturbance. The impact on habitat loss (particularly given the increase in extreme weather events caused by climate change) would be more profound if adaptation strategies, including nature-based solutions, are not carefully planned and implemented. ▪ Soil: If not carefully co-ordinated through the emerging LTS, unchecked increases in traffic and noise and the delivery of new transport infrastructure could also result in the loss of important soil resources, soil erosion and land contamination. The impact on soil erosion (particularly given the increase in extreme weather events caused by climate change) would be more profound if adaptation strategies, including nature-based solutions, are not carefully planned and implemented. ▪ Water: If not carefully co-ordinated through the emerging LTS, unchecked increases in traffic and noise and the delivery of new transport infrastructure could also result in increased risk of flooding and the pollution of the water environment. The impact on risk of flooding (particularly given the increase in extreme weather events caused by climate change) would be more profound if adaptation strategies, including nature-based solutions, are not carefully planned and implemented. ▪ Air Quality & Climatic Factors: In the absence of better integration between transport planning and land use / spatial planning, and substantial modal shifts towards sustainable modes of travel, an increase in road traffic would increase fossil fuel combustion, carbon emissions and local atmospheric pollution, in particular greater release of particulate matter. This would lead to reduced air quality and act against wider policy efforts to decarbonise key economic sectors, including transport, to mitigate climate change. ▪ The impact on air quality (e.g. higher ground level ozone / smog events) would be more profound if temperatures increase as a result of climate change as temperature increases would accelerate the chemical reaction. The impact would also be more profound if nature-based solutions, are not carefully planned and implemented. ▪ Material Assets: The absence of the emerging LTS could result in reduced attraction of public and private sector funding needed to maintain existing transport infrastructure, better integrate transport modes and to deliver the new or upgraded infrastructure required to meet the needs of the population. This would jeopardise the ability of Midlothian Council to support the delivery of sustainable and inclusive economic growth. The impact on Material Asset (e.g. physical damage to buildings, infrastructure, and equipment) would be more profound with extreme weather events (e.g. more storms and flooding) as a result of climate change and if adaptation strategies, including nature-based solutions, are not carefully planned and implemented. Page 565 of 700
Page 566
SEA Environmental Report Midlothian Local Transport Strategy 15 ▪ Cultural Heritage: If not carefully co-ordinated, the need for new major transport infrastructure could increase development pressures in areas of historical or archaeological interest and could undermine the integrity and setting of sensitive heritage assets. The impact on cultural heritage would be more profound if there is an increase in extreme weather events (e.g. Due to climate change and if adaptation strategies, including nature-based solutions, are not carefully planned and implemented. ▪ Landscape: If not carefully co-ordinated, the need for new major transport infrastructure could adversely impact on the landscape character of and key landscape features, as well as adversely affecting visual amenity. The impact on landscape would be more profound where climate change leads to rising sea levels (leading to more coastal erosion) and changes in temperature and precipitation patterns (leading to changes in vegetation, drought and desertification). The impacts would also be more profound if adaptation strategies, including nature-based solutions, are not carefully planned and implemented. Page 566 of 700
Page 567
SEA Environmental Report Midlothian Local Transport Strategy 16 4 Strategic Environmental Assessment Process 4.1 Introduction 4.1.1 This section provides an overview of the SEA process which has been undertaken to assess the likely significant environmental effects of the Draft LTS. ▪ Section 4.2 outlines the statutory requirements. ▪ Section 4.3 sets out the overall purpose of this report and SEA Objectives which were established at Scoping stage ▪ Section 4.4 provides the assessment methodology, including details of how the SEA is integrated with the development of the LTS, sets out the SEA Framework and the approach to consultation. ▪ Section 4.5 sets out the consideration of alternatives within the LTS ▪ Section 4.6 provides an overview of how the SEA process has informed the development of the LTS. 4.2 SEA Statutory Requirements 4.2.1 The Environmental Assessment (Scotland) Act 2005 (‘the 2005 Act’) requires Responsible Authorities such as Midlothian Council to assess the likely significant effects on the environment of implementing relevant and qualifying plans and programmes, as defined within the Act. This assessment must also examine the likely significant effects of implementing reasonable alternatives to the plan or programme under consideration. The assessment is carried out by following a staged process of reporting known as SEA. 4.2.2 The emerging LTS is considered to fall within the scope of Section 5(3) of the 2005 Act as requiring a SEA to be carried out. It is a ‘relevant’ plan for the purposes of this legislation as it: ▪ is required in response to administrative and legislative provisions ▪ will influence the development and consenting of future policies and projects, including transport related schemes, through other transport provision as part of other development proposals. ▪ will influence the development of and future Local Development Plans (LDPs). 4.2.3 The LTS also satisfies the test of being a ‘qualifying’ plan, meaning that SEA is required, as it is being prepared for transport purposes, has the potential to set the framework for future development consent of projects (transport and other development) requiring an Environmental Impact Assessment (EIA) and will apply to Midlothian, rather than only to a small area. As such, the emerging LTS is screened as requiring SEA. 4.2.4 Under the 2005 Act, once the need for SEA of a plan or programme has been established (see above), a three-stage process is required: ▪ SEA Scoping: Responsible authorities must provide the SEA Consultation Authorities with sufficient information to enable them to consider the proposed scope, level of detail and consultation period for an Environmental Report to accompany the emerging plan or programme under consideration. This requirement was fulfilled through the submission of a SEA Scoping Report to the Consultation Authorities on 17th July 2023 for a five-week period. Details of how these scoping consultation responses have been addressed in this SEA are provided in Section 4.4 below. Page 567 of 700
Page 568
SEA Environmental Report Midlothian Local Transport Strategy 17 ▪ Preparation of and Consultation regarding an Environmental Report: The relevant Responsible Authority must prepare an Environmental Report (ER) to “identify, describe and evaluate the likely significant effects on the environment of implementing” the emerging plan and its reasonable alternatives. The ER also needs to provide a “description of the measures envisaged concerning monitoring” of likely significant environmental effects from implementing the plan. Both the ER and associated emerging strategy must be consulted on in tandem prior to the final approval of the strategy. The scope, level of detail and consultation period of the SEA align with the approach agreed through SEA Scoping. ▪ Preparation of a Post Adoption SEA Statement: Following modifications as necessary to respond to representations submitted regarding the Draft LTS and associated ER, Midlothian Council will approve and publish the finalised LTS. Following the publication of the LTS, a statement must be prepared to set out, amongst other matters, how environmental considerations have been taken into account in the finalised LTS and how any likely significant effects of the LTS on the environment (as predicted through this SEA) will be monitored. 4.2.5 To satisfy statutory requirements it is necessary for this ER to provide certain information. The approach to addressing relevant requirements is shown in Table 4.1 below. Table 4.1 How Requirements of the 2005 Act are met in this SEA ER SEA Requirement ER Section a) An outline of the contents, main objectives of the plan or programme and relationships with other relevant plans and programmes ▪ Chapter 2 b) The relevant aspects of the current state of the environment and the likely evolution thereof without implementation of the plan or programme ▪ Chapter 3 ▪ Appendix B c) The environmental characteristics of areas likely to be significantly affected d) Any existing environmental problems which are relevant to the plan or programme e) The environmental protection objectives, established at international, community or national level which are relevant to the plan or programme and the way those objectives and any environmental consideration have been taken into account during its preparation ▪ Section 2.4 ▪ Appendix A f) The likely significant effects of the plan or programme on the environment ▪ Chapter 5 ▪ Appendix D g) The measures envisaged to prevent, reduce and, as fully as possible, offset any significant adverse effects on the environment of implementing the plan or programme ▪ Chapter 6 h) An outline of the reasons for selecting the alternatives dealt with and a description of how the assessment was undertaken, including any difficulties encountered in compiling the required information ▪ Chapter 4 i) A description of measures envisaged concerning monitoring ▪ Chapter 6 j) A non-technical summary of the information provided under the above headings ▪ Refer to separate Non-Technical Summary Report k) Taking the environmental report and the results of the consultations into account in decision-making ▪ Chapters 3, 4, 5, 6 Page 568 of 700
Page 569
SEA Environmental Report Midlothian Local Transport Strategy 18 4.3 SEA Purpose and Objectives 4.3.1 This report has been prepared to fulfil stage 2 of the multistage SEA referred to above. It assesses the extent to which the Draft LTS addresses relevant environmental issues. In doing so, this report responds to relevant statutory requirements, considers the development of the emerging LTS to date and presents an initial assessment of likely significant effects. 4.4 Approach to SEA 4.4.1 This section describes the approach to SEA, identifies the key stages and the assessment methods used. Consultation on the SEA to date is discussed and the final sub-section sets out the assumptions and limitations in undertaking the environmental assessment. Project Team 4.4.2 Stantec has provided drafting and technical support to Midlothian Council to support the preparation of the Draft LTS and regular discussions have been held with senior officers at Midlothian Council throughout the process of preparing the Draft LTS. This has allowed informal and early feedback of key issues identified by the SEA project team, resulting in iterative amendments to strengthen the LTS as it developed. Assessment Methods 4.4.3 The SEA assessment methodology was developed during the early stage of the SEA process and was set out in the SEA Scoping Report and subsequently consulted on with the SEA Consultation Authorities. 4.4.4 The assessment methodology included the identification of a set of SEA objectives which reflect the key priorities for environmental assessment and an associated SEA Framework. 4.4.5 The SEA Objectives are set out in Table 4.2. Table 4.2: SEA Objectives SEA Objective Objective Wording 1. Climate Change Respond to the climate emergency by decarbonising infrastructure, promoting and enhancing natural infrastructure, facilitating a low carbon economy and adapting to accommodate the effects of climate change. 2. Air Quality and Amenity To maintain and improve air quality and, reduce concentrations of harmful atmospheric pollutants and minimise exposure to noise and vibration. 3. Biodiversity, Geodiversity and Soil Conserve, protect, restore and enhance biodiversity and geodiversity interests, including through safeguarding important sites, habitats, species and soil resources and by enhancing green infrastructure. 4. Water, Flood Risk and Resilience Conserve, protect and enhance water environments, water quality and water resources, whilst adapting to climate change and reducing exposure to flood risks. 5. Cultural Heritage Conserve, protect and enhance the historic environment and cultural assets. 6. Landscape Protect and enhance the landscape character, townscape character and visual amenity. 7. Accessibility and Connectivity Facilitate appropriate, sustainable, and affordable access for all to activity and affordable access for all to employment, education, facilities and services, and social and leisure opportunities, including tourism. 8. Inclusive Growth Improve social and economic prosperity for all by enhancing productivity and competitiveness and through reducing societal inequalities. Page 569 of 700
Page 570
SEA Environmental Report Midlothian Local Transport Strategy 19 SEA Objective Objective Wording 9. Human Health Improve the health of the resident and workplace population, including with respect to physical and mental health and social wellbeing. 10. Material Assets Manage, maintain and where possible improve the efficient and effective use of natural resources, ecosystem services, land and infrastructure to meet identified needs. 4.4.6 The SEA framework is presented in Appendix C. It is noted that the Framework has been updated slightly since the Scoping Report in response to feedback from the SEA Consultation Authorities (see the sub-section below on ‘consultation’) and as the LTS drafting and assessment process has developed. 4.4.7 The framework is based around the SEA Objectives with the potential effects of each LTS element assessed against these SEA Objectives. The framework includes a series of guide questions and supporting criteria to inform the consideration in a consistent and objective manner. Due to the high-level nature of the LTS, the SEA team has applied professional judgement drawing from experience of assessing similar plans and programmes to determine the likelihood of significant environmental effects and to identify mitigation where appropriate. Key Stages of the SEA 4.4.8 The SEA has been undertaken iteratively and in step with the development of the Draft LTS. The key stages of LTS development and parallel SEA activities are set out in Table 2.1. 4.4.9 The approach to environmental assessment has focused on three key groups of Strategy elements as follows: ▪ compatibility appraisals of the Draft LTS Vision and Strategy Outcomes ▪ environmental appraisal of the long list of transport options generated to resolve the problems identified ▪ environmental assessment of the subsequent draft LTS policies (as presented in the draft Strategy). 4.4.10 The approach to environmental assessment at each of the above key LTS stages has required a flexible method adapted to each LTS component. The methods used as they relate to the key groups of strategy elements discussed above are explained in the paragraphs below. Compatibility appraisals of the Draft LTS Vision and Strategy Outcomes 4.4.11 The compatibility assessment of the Draft Vision and Outcomes followed a qualitative assessment method whereby the potential for environmental effects from Vision and Outcomes was considered by the SEA team with respect to each SEA Objective, and with reference to the guide questions in the SEA Framework. 4.4.12 The predicted environmental effects of the LTS Vision and Outcomes were then evaluated with reference to a set of impact criteria as shown in Table 4.3 to determine their likely significance. 4.4.13 The assessment was undertaken initially at the Case for Change stage. The assessment has been reviewed and updated to reflect changes to the LTS Outcomes following the consultation on the Case for Change in 2024. The updated assessment based on the finalised wording of the LTS Outcomes is presented in Section 5.2. Page 570 of 700
Page 571
SEA Environmental Report Midlothian Local Transport Strategy 20 Table 4.3: Scoring system for Assessing the Vision and Strategy Outcomes against SEA Objectives Description Symbol Compatible + Neutral 0 Incompatible - Uncertain ? No clear relationship ~ Environmental appraisal of the long list of transport options 4.4.14 Following the delivery of the Stage 1 and 2 Report (Case for Change), the next stage of the LTS development process involved generating a long list of transport options designed to resolve the problems identified and undertaking a high-level preliminary appraisal of these options against the Strategy Outcomes and wider STAG criteria. 4.4.15 The SEA team inputted into this process, providing an overarching check that all reasonable alternative options had been identified and providing an appraisal of the environmental and climate change criteria required by STAG based on a seven-point scale5 of impact criteria to assign an indication of significance of the predicted impact alongside the impact commentaries. These appraisal inputs then informed the sifting of options to refine the list to those which offered the best performance against the LTS Outcomes and the STAG criteria. The findings of the environmental appraisal of the transport options are captured both in the STAG Options Appraisal spreadsheet and in Section 5.3 of this report. 4.4.16 The scoring system and definitions of effect significance used in the appraisal is detailed below. Table 4.4: Significance Criteria for Assessing Environmental Effects of LTS Policies Score Description Symbol Major positive effect The proposed policy / contributes significantly to the achievement of the SEA Objective. ++ Minor positive effect The proposed policy contributes to the achievement of the SEA Objective but not significantly + Neutral effect The proposed policy is related to but does not have any effect on the achievement of the SEA Objective 0 Minor negative effect The proposed policy detracts from the achievement of the SEA Objective but not significantly - Major negative Effect The proposed policy detracts significantly from the achievement of the SEA Objective. Mitigation is therefore required - - Uncertain Effect The proposed policy has an uncertain relationship to the SEA Objective, or the relationship would be dependent on the way in which the aspect is managed ? 5 The scale provides a range of predicted impact categories from major through moderate and minor beneficial or adverse and one for neutral/no effect. Page 571 of 700
Page 572
SEA Environmental Report Midlothian Local Transport Strategy 21 Score Description Symbol No Clear Relationship There is no clear relationship between the proposed policy and the achievement of the SEA Objective, or the relationship is negligible ~ Environmental assessment of the subsequent draft LTS policies 4.4.17 As set out in Section 2.2, following the options appraisal, the shortlisted options were aggregated into a set of nine themes (which subsequently formed chapters of the document) and associated LTS Policies. The final key stage of the SEA environmental assessment involved the application of the SEA framework to assess the predicted environmental effects of these Policies. This also drew on the findings of the appraisals of the relevant options from the STAG-based work. 4.4.18 For each element of the LTS, the SEA topic/objective was considered in turn by the assessment team and environmental effects were predicted with reference to the guiding questions and criteria in the SEA Framework and drawing on the judgement and professional experience of the assessment team. The predicted environmental effects of the LTS elements were then evaluated with reference to an impact criterion as shown in the table above to determine their likely significance. 4.4.19 The predicted effects and their significance were recorded in a series of assessment frameworks (tables) to capture information on the nature of the predicted effects, their likely significance, and proposed mitigation (and enhancement) measures to be taken forward when during the implementation of any interventions arising from the LTS. These frameworks are presented in Appendix D, and the key findings of this environmental assessment are presented in Section 5.4 of this report. 4.4.20 A high-level commentary on potential cumulative effects of the Draft LTS has also been included in Section 5.4 to recognise in particular the opportunity for synergies from enhanced active travel and public transport across the region to reduce emissions and other environmental effects. Consultation 4.4.21 Statutory consultation with the SEA Consultation Authorities (NatureScot; Scottish Environment Protection Agency - SEPA; and Historic Environment Scotland - HES) was undertaken at the Scoping stage of the SEA process. A copy of the SEA Scoping Report was provided to the SEA Consultation Authorities along with a request to provide comments regarding the proposed scope and approach to undertaking the SEA of the emerging LTS. It was requested that comments were provided within 5 weeks of receiving the report. All three Consultation Authorities responded to the request. 4.4.22 The Consultation Authorities were generally satisfied with the scope, level of detail and approach to the SEA presented in the Scoping Report including the SEA objectives and assessment framework. However, the scope of the SEA Framework has been refined in response to comments provided by the SEA Consultation Authorities, with greater focus now included regarding: ▪ the enhancement of biodiversity including restoring degraded habitats and building and strengthening nature networks ▪ the potential of the LTS to impact non-protected biodiversity, including nature networks and wildlife corridors, ecosystem level diversity, sustainable use of biodiversity and threats from invasive alien species. ▪ the added value of nature-based solutions and green infrastructure Page 572 of 700
Page 573
SEA Environmental Report Midlothian Local Transport Strategy 22 ▪ the extent to which the LTS supports access to quality green space and existing and future green networks / corridors 4.4.23 In line with the feedback provided, several additional plans and policies were also incorporated into the review and the subsequent delivery of this SEA ER, including Midlothian’s Green Network Strategy developed as supplementary guidance to the last Local Development Plan; the Cleaner Air for Scotland Strategy 2 (CAFS2); the Scottish Biodiversity Strategy to 2045, the Historic Environment Policy for Scotland 2019 (HEPS); Our Past, Our Future: The Strategy for Scotland’s Historic Environment (2023); and specific reference to Policy 3 in NPP4. 4.4.24 A schedule of the comments received from the SEA Consultation Authorities, and responses from the SEA team on how the issues raised have been addressed is included in Appendix E. Assumptions and Limitations 4.4.25 The identification of any assumptions and uncertainties is an important element of the SEA process, as the LTS will need to be unambiguous to ensure the plan can be implemented as intended. 4.4.26 The LTS is a strategic document which is intended to cover a significant timespan of approximately 10 years. There are some inherent uncertainties therefore in the accuracy of predictions made for the environmental assessment of long-term policies where the detail of implementation is still to be worked up. Whilst the Strategy does not include any detail on specific spatial transport interventions, the process of identifying and appraising options and the subsequent linking of options with policies in the draft Strategy has allowed the environmental assessment team to better judge the types of intervention which could potentially be associated with each policy. 4.4.27 This has reduced the uncertainties inherent in the assessment of a strategy of this nature and it is considered that the environmental assessment has been founded on sufficient prescription in the policies to allow for a competent strategic level assessment of potential significant effects. To address potential uncertainty in the degree of effectiveness of the LTS policies, the SEA team has also taken account of the typical measures which the options set provides, and the assessment assumes that policies and their subsequent delivery measures would be implemented broadly and comprehensively across Midlothian in order to better understand and project their likely environmental and sustainability consequences. The reliability of these assessments has been improved through close working between the SEA and transport planning teams through the whole LTS process so that the types of options and their potential impacts were better understood. 4.4.28 The SEA assessment and reporting matrices (see Appendix D) have been designed to allow uncertainties and assumptions affecting the implementation of the emerging LTS to be identified early and effectively within the LTS preparation process. 4.4.29 The iterative nature of the SEA process has enabled mitigation and enhancement recommendations to be devised and incorporated into the emerging LTS to address any identified issues, in particular to avoid likely significant adverse effects from occurring. Finally, the commitment to continued environmental assessment at an appropriate level through the future stages of LTS delivery and incorporation of mitigation principles from this SEA (see Chapter 6) will help to ensure that any uncertainties at this stage in how policies may be taken forward can be proactively addressed through later delivery. 4.4.30 No significant difficulties or limitations have been encountered in preparing this SEA Environmental Report. Page 573 of 700
Page 574
SEA Environmental Report Midlothian Local Transport Strategy 23 4.5 Consideration of Reasonable Alternatives 4.5.1 The SEA legislation requires that the likely significant environmental effects of implementing the Strategy and reasonable alternatives to it are identified, described and evaluated. The reasons for selecting the alternatives dealt with should also be outlined. 4.5.2 Alternatives and options have been considered in the LTS development process from the outset. The overall direction of the Strategy, as expressed through its Vision and Outcomes, inherently considered alternatives through refinement of their wording to reflect and address priorities for transport in Midlothian and in taking account of consultee feedback and suggestions on their amendment. This process included consideration of a wide range of policy drivers, spatial characteristics and transport ‘key issues’ as set out in the Stage 1 and 2 Technical (Case for Change) report. The SEA process contributed to this refinement and direction through consideration of the compatibility of developing themes and wording for the LTS Vision and Outcomes with environmental priorities expressed through the developing SEA objectives and framework. 4.5.3 The consideration of alternatives was an integral part of the identification and development of the ‘delivery’ elements of the LTS, principally in the form of the transport options which were generated and appraised through integrated working between the client, transport planning and SEA and equalities assessment teams. These options included a wide range of responses including policies, interventions, fiscal measures and generic indications of physical transport schemes which were broadly grouped into a series of themes. 4.5.4 By considering a very long list of potential options to address transport challenges in the region, a broad view of the alternatives available for the new transport strategy was adopted. Following an initial sifting exercise and subsequent packaging of options, around 50 option packages were taken forward for appraisal. Following a high-level appraisal against the Strategy Outcomes and STAG criteria, it was determined that several options should not be taken forward for subsequent appraisal due to feasibility, policy compliance and a lack of public acceptability. The STAG and SEA processes ensured that there was full consideration of the potential for adverse and beneficial effects of the options which helped to refine and sift the most suitable (and therefore, reasonable) alternatives for further consideration. These alternative courses of action were therefore subject to environmental assessment by integrating the SEA and LTS workstreams. 4.5.5 As the LTS is a high level and strategic document, there remains considerable flexibility in the identification and consideration of alternatives for implementation of transport solutions during later stages of implementation. This process will facilitate ongoing appraisal of the interventions which emerge, and the SEA provides a framework to underpin, and support required further environmental design and assessment input. 4.6 How the SEA informed the RTS 4.6.1 Integration of the SEA process and team with the LTS and transport planning workstreams has allowed for an iterative approach to LTS development whereby feedback from the SEA team at key stages of Strategy development has informed subsequent LTS updates. This is considered to have improved the environmental context and contribution to better environmental outcomes. The key stages of this integrated approach have included: ▪ A review of the coverage of environmental issues in the Stage 1 and 2 Technical (Case for Change) report which identified that the Stage 1 and 2 report generally provided a strong evidence-based platform on which to develop the LTS and underpin action to tackle key environmental issues. The draft Strategy Outcomes were reviewed against the SEA objectives and considered to be compatible with the SEA objectives. ▪ This review, and a supporting ‘compatibility appraisal’ of the Strategy Outcomes, also made recommendations on how the Strategy Outcomes should be further developed to set out Page 574 of 700
Page 575
SEA Environmental Report Midlothian Local Transport Strategy 24 clearer outcomes, more explicit coverage of some environmental issues (including climate change mitigation and adaptation) and hence improve the environmental performance of the proposed LTS. The Strategy has therefore been developed with very clear and explicit integration of environment related issues. ▪ An analysis of the Stage 1 and 2 Technical Report (Case for Change) and Preliminary Options Appraisal stage, recommendations from which are summarised below and were incorporated into the subsequent development of the draft LTS. o an overarching Vision was included in the LTS, which has now been addressed. o a series of emerging environmental issues from synthesis of baseline information which was fed back to be taken into account in the development of the LTS, broadening the scope from problems identified by users of the transport system, to include broader context such as the policy horizon and opportunities. ▪ An initial SEA ‘coverage’ assessment was also undertaken on the initial draft of the long list of options. This analysis identified that the options provided good coverage of relevant strategies and policy commitments. An initial review of the compatibility of these options with the SEA objectives was also undertaken, providing feedback on how options could be developed to improve compatibility with all SEA objectives (noting however the challenges of predicting environmental effects / outcomes when the options are necessarily high level and not locationally specified). ▪ The Draft LTS for consultation incorporates text on the input of the SEA assessment into development of the Strategy and many of the principal themes running through the document’s various chapters are inherently of an environmental nature. ▪ The STAG assessment of the options and the subsequent SEA framework-based assessment of LTS Policies has provided a mechanism to identify predicted beneficial and adverse effects of the LTS and to develop mitigation measures which, provided they are committed through the implementation phases of the Strategy, will secure minimal adverse environmental effects and provide enhancement opportunities. A key role of the SEA process is therefore to develop appropriate mitigation and enhancement which can help address uncertainties in future Strategy delivery and strengthen the sustainability performance of the LTS. The suite of mitigation principles identified from the detailed environmental assessment of the LTS Policies is set out in Chapter 6. 4.6.2 Through this approach, it is considered that the iterations of the LTS at each key stages have taken better account of environmental issues than they would have done without the SEA and have contributed to formulation of a draft LTS which optimises beneficial environmental effects, minimises adverse effects and identifies opportunities for environmental and social enhancement. The Draft LTS has very strong themes around climate change and social justice, for example and the proposed transport measures and interventions are well aligned with the objective to achieve emissions reduction, climate resilience and other environmental and health outcomes. 4.6.3 In taking the LTS forward to implementation stages, it will be important to maintain the focus on achieving these beneficial outcomes for people and the environment. Further details on proposed methods for monitoring the process and embedding mitigation are set out in Chapter 6. Page 575 of 700
Page 576
SEA Environmental Report Midlothian Local Transport Strategy 25 5 Findings of the Environmental Assessment 5.1 Introduction 5.1.1 This section sets out the findings of the environmental assessment of each key component of the Draft LTS as follows: ▪ Section 5.2 presents an assessment of the LTS Vision and Outcomes against the SEA Objectives ▪ Section 5.3 sets out an environmental appraisal of the LTS options ▪ Section 5.4 sets out an assessment of the likely significant effects of the LTS Policies. 5.2 Assessment of Vision and Outcomes 5.2.1 An assessment of the compatibility of the Strategy Outcomes was undertaken at the Case for Change stage; and the Vision at the Draft LTS stage. 5.2.2 The Vision and Strategy Outcomes were appraised against the SEA Objectives to inform identification of any clear inconsistencies and to identify any potentially significant environmental effects. The findings of the assessment have been updated to reflect subsequent amendments to LTS Outcomes and are set out in Table 5.1. 5.2.3 Given the strategic nature of this assessment, there is a level of uncertainty as to the eventual impacts of achieving the Outcomes as the impacts will depend on the options taken forward and how these options are implemented. 5.2.4 A high-level assessment of the environmental impact of the options which emerged from the LTS appraisal, and an assessment of the Policies included within the LTS is considered in the subsequent section of this report. A more detailed assessment of the impact on each aspect covered by the SEA objectives as well as appropriate safeguards / mitigation should be undertaken (where relevant) during the subsequent design and delivery of any individual interventions which emerge from and are taken forward in the context of the final LTS. 5.2.5 In overall terms, however, at this early strategic stage, the Vision and Strategy Outcomes clearly identify the role of the transport system in ‘facilitating’ positive environmental and health outcomes, as well as referencing the need for the transport system to be developed and operated sustainably. This provides an appropriate high-level platform from which to develop specific projects to address a range of key environmental (as well as socioeconomic and wider) issues. Page 576 of 700
Page 577
SEA Environmental Report Midlothian Local Transport Strategy 26 Table 5.1:Compatibility of LTS Outcomes with SEA Framework (refer to full wording of LTS Outcomes in Chapter 2) SEA Objective LTS Vision: Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably. Outcome 1. Our new developments integrate transport planning and land use planning and deliver high- quality active travel and public transport connections Outcome 2. Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Outcome 3. Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4. Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Outcome 5. Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Commentary 1. Climate Change: Respond to the climate emergency by decarbonising infrastructure, promoting and enhancing natural infrastructure, facilitating a low carbon economy and adapting to accommodate the effects of climate change. + + + + + + The LTS Vision and LTS Objectives are well aligned with SEA Objective 1. The LTS Vision aims to enable people to travel more sustainably which would contribute to national net zero emissions targets. LTS outcomes 1-4 support the delivery of improved active and public transport options, supporting the shift away from private car towards less carbon intensive modes and LTS Outcome 5 directly supports the transition to a post-carbon transport network, including through both new technology and behavioural change. While it could be argued that improving transport connections could lead to an increase in travel and thus (without intervention), carbon emissions, this issue is balanced by the focus on active and public transport and support for the decarbonisation of the transport system. This point is equally applicable to all the SEA objectives below. Page 577 of 700
Page 578
SEA Environmental Report Midlothian Local Transport Strategy 27 SEA Objective LTS Vision: Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably. Outcome 1. Our new developments integrate transport planning and land use planning and deliver high- quality active travel and public transport connections Outcome 2. Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Outcome 3. Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4. Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Outcome 5. Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Commentary 2. Air Quality and Amenity: To maintain and improve air quality and, reduce concentrations of harmful atmospheric pollutants and minimise exposure to noise and vibration. + + + + + + The LTS Vision seeks to support sustainable travel. Whilst not explicitly referencing air quality issues, achievement of this outcome would result in reduced air quality and amenity issues. LTS Outcomes 1 -4 support the transition to active travel and sustainable transport, with Outcomes 1 and 2 more focused on local connections at the community scale and 3 and 4 more focused on longer distance connections. Achieving these outcomes would require reductions in the amount of traffic and congestion leading to better air quality and minimising human exposure to noise and vibration. LTS Outcome 5 explicitly refers to the decarbonisation of the transport network and therefore directly supports the reduction of internal combustion engine (ICE) vehicles and improved air quality. 3. Biodiversity, Geodiversity and Soil: Conserve, protect, restore and enhance biodiversity and 0 + / ? + / ? + / ? + / ? + Whilst the Vision does not specifically reference biodiversity, geodiversity and soils, it provides a suitable platform to address biodiversity issues. Whilst there is no explicit consideration of impact on biodiversity, geodiversity and soils in the LTS Outcomes, these aspects are covered in a broader sense with there being potential for Page 578 of 700
Page 579
SEA Environmental Report Midlothian Local Transport Strategy 28 SEA Objective LTS Vision: Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably. Outcome 1. Our new developments integrate transport planning and land use planning and deliver high- quality active travel and public transport connections Outcome 2. Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Outcome 3. Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4. Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Outcome 5. Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Commentary geodiversity interests, including through safeguarding important sites, habitats, species and soil resources and by enhancing green infrastructure positive impacts on biodiversity, geodiversity and soils through the achievement of all the LTS Outcomes. For example, where outcomes result in reduced emissions, it could cause less harm to ecosystem. Therefore, there is potential for beneficial biodiversity impacts. In addition, active travel infrastructure could be taken forward in a manner which supports green infrastructure, resulting in beneficial impacts. At this strategic stage, there is however an element of uncertainty particularly with respect to Outcomes 1-4 as potential impacts (beneficial or adverse) will depend on the projects taken forward to achieve the outcomes and how these projects are implemented. 4. Water, Flood Risk and Resilience: Conserve, protect and enhance water environments, water quality and water resources, 0 + / ? + / ? + / ? + / ? + Whilst the Vision does not specifically reference water, flood risk and resilience, it provides a suitable platform to address physical environmental issues. Whilst there is no explicit consideration of impact on water quality and flood risk in the LTS Outcomes, they are covered in the broader sense. LTS Outcome 5 has the potential to contribute positively to this SEA Objective through the use of new technology to Page 579 of 700
Page 580
SEA Environmental Report Midlothian Local Transport Strategy 29 SEA Objective LTS Vision: Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably. Outcome 1. Our new developments integrate transport planning and land use planning and deliver high- quality active travel and public transport connections Outcome 2. Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Outcome 3. Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4. Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Outcome 5. Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Commentary whilst adapting to climate change and reducing exposure to flood risks. decarbonise transport leading to reduced environmental pollution which can affect water quality (e.g. acid rain). LTS Outcomes 1- 4 support active travel and more sustainable travel options. As such, they have the potential to support this SEA Objective through reduced vehicular traffic and reduced environmental pollution. At this strategic stage, there is however an element of uncertainty particularly with respect to Outcomes 1-4 as potential impacts (beneficial or adverse) will depend on the projects taken forward to achieve the outcomes and how these projects are implemented. 5. Cultural Heritage: Conserve, protect and enhance the historic environment and cultural assets. 0 + / ? + + / ? + / ? + / ? Whilst the Vision does not specifically reference cultural heritage, it provides a suitable platform to address physical environmental issues. Whilst there is no explicit consideration of impact on cultural heritage in the LTS Outcomes, they are covered in the broader sense. LTS Outcome 5 has the potential to align with Cultural Heritage as it could reduce the use of internal combustion engine (ICE) Page 580 of 700
Page 581
SEA Environmental Report Midlothian Local Transport Strategy 30 SEA Objective LTS Vision: Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably. Outcome 1. Our new developments integrate transport planning and land use planning and deliver high- quality active travel and public transport connections Outcome 2. Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Outcome 3. Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4. Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Outcome 5. Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Commentary vehicles and the negative impacts they have on cultural assets (for example reduced atmospheric pollution / acid rain). LTS Outcomes 1-4 have the potential to align with Cultural Heritage as they could reduce vehicular traffic impacts and make heritage assets more accessible to residents and tourists. At this strategic stage, there is however an element of uncertainty particularly as potential impacts (beneficial or adverse) will depend on the projects taken forward to achieve the outcomes and how these projects are implemented. 6. Landscape: Protect and enhance the landscape character, townscape character and visual amenity. 0 + + + / ? + / ? + / ? Whilst the Vision does not specifically reference cultural heritage, it provides a suitable platform to address landscape issues. LTS Outcome 5 has the potential to contribute positively to this SEA Objective as it could reduce the use of ICE vehicles and the negative impacts, they have on landscape e.g. improvements in visual amenity and townscape character. LTS Outcomes 1-4 have the potential to contribute positively to this SEA Objective through a reduction in vehicular traffic and congestion and associated improvements in landscape. This may be particularly the case with respect to Outcome 2 which Page 581 of 700
Page 582
SEA Environmental Report Midlothian Local Transport Strategy 31 SEA Objective LTS Vision: Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably. Outcome 1. Our new developments integrate transport planning and land use planning and deliver high- quality active travel and public transport connections Outcome 2. Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Outcome 3. Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4. Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Outcome 5. Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Commentary focuses on the re-allocation of space to more active and sustainable modes in Midlothian’s towns. This could lead to the creation of more green infrastructure which provides aesthetic value and supports local flora and fauna. At this strategic stage, there is however an element of uncertainty as potential impacts (beneficial or adverse) will depend on the individual projects taken forward to achieve the outcomes and how these projects are implemented. 7. Accessibility and Connectivity: Facilitate appropriate, sustainable, and affordable access for all to activity and affordable access for all to employment, education, facilities and ++ + + + + + The LTS Vision is for a sustainable transport system which enhances the life opportunities of residents. The Vision is therefore well aligned with this SEA Objective. The LTS Outcomes which focus on improving active and sustainable transport and decarbonising transport and shifting to a more sustainable transport system are well aligned with this SEA Objective. Page 582 of 700
Page 583
SEA Environmental Report Midlothian Local Transport Strategy 32 SEA Objective LTS Vision: Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably. Outcome 1. Our new developments integrate transport planning and land use planning and deliver high- quality active travel and public transport connections Outcome 2. Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Outcome 3. Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4. Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Outcome 5. Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Commentary services, and social and leisure opportunities, including tourism. 8. Inclusive Growth: Improve social and economic prosperity for all by enhancing productivity and competitiveness and through reducing societal inequalities. ++ + + + + + The LTS Vision is for a transport system which enhances the life opportunities of residents. The Vision is therefore well aligned with this SEA Objective. All the LTS Outcomes align with this SEA Outcome through seeking to enhance the efficiency and performance of the transport system for all groups whilst increasing accessibility enabling economic growth / prosperity. LTS Outcome 2-4 support active travel and public transport for all users supporting economic prosperity through improved access to employment and education; as well as potentially providing opportunities for tourism. 9. Human health: Improve the health of the + + + + + The LTS Vision seeks to enable people to travel more sustainably. While the Vision does not explicitly reference human health, it is implicit within this, with active and public Page 583 of 700
Page 584
SEA Environmental Report Midlothian Local Transport Strategy 33 SEA Objective LTS Vision: Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably. Outcome 1. Our new developments integrate transport planning and land use planning and deliver high- quality active travel and public transport connections Outcome 2. Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Outcome 3. Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4. Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Outcome 5. Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Commentary resident and workplace population, including with respect to physical and mental health and social wellbeing. + transport trips contributing to better health outcomes. The Vision is therefore well aligned with this SEA Objective. Overall, the Health SEA Outcome is well represented throughout all LTS Outcomes. The achievement of LTS Outcome 5 would reduce the reliance on carbon-based transport, thus reducing emissions to air and potentially subsequently improving human health. LTS Outcome 1-4 support active travel and public transport as opposed to car travel. Both have clear links to improved health outcomes and therefore are well aligned with this Objective. 10. Material Assets: Manage, maintain and where possible improve the efficient and effective use of natural + + + + + + The LTS Vision seeks to facilitate economically and socially valuable activities, support local living, help realise Midlothian’s economic potential and support the natural environment. Whilst not engaging specifically with material assets, this provides a suitable platform to deliver efficient use of resources and delivery of infrastructure to meet identified needs. The Outcomes are well aligned to this Objective. LTS Outcome 1 is focused on integrating land use planning and transport planning i.e. efficiently and effectively using natural resources, Page 584 of 700
Page 585
SEA Environmental Report Midlothian Local Transport Strategy 34 SEA Objective LTS Vision: Our transport system enhances the life opportunities of our residents and enables people to travel more sustainably. Outcome 1. Our new developments integrate transport planning and land use planning and deliver high- quality active travel and public transport connections Outcome 2. Our towns provide more space for people, and are more attractive for walking, wheeling, and cycling Outcome 3. Our settlements are connected by safe, attractive and accessible public transport and active travel routes Outcome 4. Our settlements are connected to key locations in Edinburgh and the wider region by fast accessible and affordable public transport and high-quality active travel routes Outcome 5. Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change Commentary resources, ecosystem services, land and infrastructure to meet identified needs. land and infrastructure to meet identified need. This Outcome is therefore well aligned with this Objective. Similarly, Outcome 2-4 is focused on more effectively using land and infrastructure within and between Midlothian’s communities and other locations to support more efficient transport journeys and the more effective use of natural resources and land (i.e. by reducing car use). As noted above, active travel infrastructure could be taken forward in a manner which supports green infrastructure and the more effective use of natural resources, resulting in beneficial impacts. Outcome 5 focuses on decarbonising transport and more efficiently using our natural resources and is therefore well aligned. Page 585 of 700
Page 586
SEA Environmental Report Midlothian Local Transport Strategy 35 5.2.6 The assessment provided in Table 5-1 demonstrates that while there is a level of uncertainty given the strategic nature of the assessment, in general the Vision and Strategy Outcomes provide an appropriate high-level platform from which to develop specific interventions to address a range of key environmental as well as socio-economic and wider issues. 5.3 Assessment of Transport Options 5.3.1 This section summarises the findings of a high-level environmental appraisal of the transport options generated during the LTS development process. The transport options were generated to resolve the problems identified in the Stage 1 and 2 Technical (Case for Change) Report. The shortlisted options were then aggregated into nine themes (which subsequently formed the chapters of the LTS). This allowed for consideration of similar types of transport option collectively. A summary of the findings of the environmental appraisal of the options is presented in Table 5-2 broken down into the respective themed chapters. Page 586 of 700
Page 587
SEA Environmental Report Midlothian Local Transport Strategy 36 Table 5-2: Environmental appraisal of transport options Themed chapter and constituent options Key Environmental Impacts Mitigation & Recommendations 1. Sustainably accommodating our new development A group of five options • prioritising sustainable transport • adopting an ‘infrastructure first’ approach • facilitating local living • Delivering liveable places • Providing appropriate EV and cycling parking provision and other services ▪ Prioritising sustainable transport and land-use planning measures, such as the infrastructure first approach and ‘local living’ concept would reduce the need to travel and provides opportunities to integrate active travel and public transport within site layouts. ▪ An emphasis on place making and delivering liveable places could also support health and equality objectives ▪ Reduced car-based travel would see benefits in terms of climate change, air quality, noise and resource use (material assets SEA objective) ▪ Providing EV and cycle parking would encourage uptake of these modes, leading to reduced emissions where they result in significant decreases in use of ICE vehicles. ▪ Success of the options and their contribution to the environment and health would depend on the scale of implementation (e.g., broad adoption in planning and development would be required to achieve significant changes) ▪ Land-use change is a long-term process therefore measures would need to be introduced rapidly and at scale to achieve realisable benefits before the long term. ▪ All new infrastructure would need to be suitably located to avoid significant effects on locally sensitive areas and communities. Environmental impact assessment of development proposals may be required with appropriate mitigation and enhancement measures, dependent on their scale, local sensitivities and receptors. Overall, minor adverse to moderate beneficial environmental impacts are predicted (prior to mitigation): Scoring✓✓ 2: Making our transport networks accessible and available to all A group of nine options • Providing bespoke / accessible travel information for all • Providing physical accessibility improvements • Implementing measures to facilitate independent travel • Implementing measures to enhance personal security • Widening the availability of cycling • Improving wheeling access to buses ▪ Measures to improve travel information and encourage mode shift to active travel have the potential to enhance opportunities for protected characteristics groups and people. ▪ Increased assistance for those less able could enable them to make journeys / more journeys thus improving both economic and social participation. ▪ Widening the availability of cycling could lead to modal shift away from car travel with resultant benefits for health, emissions and air quality ▪ Improving the quality, safety and accessibility of taxi travel may increase vehicle kilometres and thus tailpipe emissions; however, there would be a moderate benefit in terms of equality and accessibility as the taxi-based options would enhance access for those in isolated locations where public transport connectivity is particularly poor resulting in high transport costs and affordability issues. This would result in enhanced access to employment, education, healthcare, and social opportunities. There would be health, safety and ▪ Travel information would need to be provided and delivered in formats accessible to all in order to reach relevant groups. ▪ With regard to taxi travel, consideration should be given to combining any increases in provision with options to decarbonise the fleet and increase accessibility. Page 587 of 700
Page 588
SEA Environmental Report Midlothian Local Transport Strategy 37 Themed chapter and constituent options Key Environmental Impacts Mitigation & Recommendations • Reducing bus fares / providing greater consistency in fares across Midlothian • Reducing rail fares • Improve the quality, accessibility and safety of taxi travel wellbeing benefits in the form of improved access to health and wellbeing infrastructure and better health outcomes. ▪ Reduced fares / fares caps would improve equality of access and help to make routes more sustainable (at least in terms of passenger numbers, if not revenue), and could provide a more stable bus network encouraging modal shift from the car. This would contribute to the climate change and environment. However, it could also encourage trips which would not otherwise be made resulting in additional carbon emissions. Overall, minor adverse to minor beneficial environmental impacts are predicted (prior to mitigation): Scoring: - ✓ 3. Making our transport networks safer for all A group of four options • Physical Improvements to the road network • Reducing traffic speeds • Behaviour change measures • Maintaining our transport network ▪ Road safety improvements could improve the efficiency, safety and resilience of the transport networks. It also improves journey time reliability through fewer accident- related delays. Poor road safety also imposes inequalities on communities within the region and thus investment in improving this would have positive equality and accessibility impacts. ▪ Measures to slow traffic can also encourage active travel which would also help reduce emissions where walking and cycling trips replace car journeys. These options, along with reallocating road space to active travel routes, perform particularly well in relation to the health and accessibility and connectivity SEA objectives. ▪ Reduced car-based travel would see benefits in terms of climate change, air quality, noise and resource use (material assets SEA objective) ▪ Physical improvements to the road network would however have potential negative environmental impacts associated with the construction works ▪ There is also a risk that the reduction in vehicle speeds / congestion may increase the emission of carbon dioxides (CO2) and nitrogen oxides (NOx), which would lead to a reduction in air quality. ▪ Environmental impacts on road improvement works would require further, more detailed consideration to prevent, reduce and mitigate effects. Overall, minor adverse to minor beneficial environmental impacts are predicted (prior to mitigation): Page 588 of 700
Page 589
SEA Environmental Report Midlothian Local Transport Strategy 38 Themed chapter and constituent options Key Environmental Impacts Mitigation & Recommendations Scoring: - ✓ 4. New and improved facilities for active travel A group of five options • Improving existing active travel routes • Investing in new active travel routes • Providing more cycle parking / facilities • Maintaining our active travel infrastructure and routes • Promoting walking, wheeling and cycling as a means of travel ▪ Where these options reduce car-based travel, they perform well in relation to the climate change and air quality and amenity SEA objectives. ▪ An improved standard of walking and wheeling routes could also result in positive health, safety, and wellbeing outcomes through enhanced personal security and improved health outcomes associated with higher levels of active travel. There would also be equality and accessibility benefits as a result of opening up opportunities for certain equality groups as above. ▪ Where new ‘greenfield’ active travel routes are implemented at scale, there is a risk of negative environmental impacts associated with the construction (and any lighting) of these routes, particularly in environmentally sensitive areas. ▪ Measures to improve travel information and encourage mode shift to active travel have the potential to enhance opportunities for protected characteristics groups and people. ▪ Success of the options and their contribution to the environment and health would depend on the scale of implementation and their integration as part of the wider transport system. ▪ New greenfield active travel routes will require careful siting and design to prevent and minimise negative environmental impacts during construction, including on peat and other carbon rich soils, biodiversity and archaeology, light pollution; and opportunities to enhance the physical environment (such as peatland restoration). ▪ Journey planning information would need to be provided and delivered in formats accessible to all in order to reach relevant groups. Overall, minor adverse to minor beneficial environmental impacts are predicted (prior to mitigation): Scoring: - ✓ 5. Improving the coverage, journey times and reliability of our public transport A group of eight options • Improving our bus network coverage • Increasing bus capacity • Reducing bus journey times / improving reliability • Providing new direct bus connections • Reducing rail journey times and improving reliability ▪ These measures would reduce bus and rail journey time, which would facilitate mode shift from the private car, and would benefit the climate change and environment. ▪ However, improving public transport journey times and improvements to network coverage and the provision of new direct connections could result in a negative or positive impact with respect to climate change and the environment (air quality). On the one hand, they could lead to reduced emissions if there is modal shift to public transport. On the other hand, they may lead to an increase in emissions where it results in more vehicle kilometres / higher speeds and modal shift does not occur. It is noted that tailpipe emissions associated with increased vehicle kilometres would not be an issue if zero emission vehicles were introduced / the rail ▪ Success of these options and their contribution to the environment and health would depend on the location and scale of implementation along with their integration as part of the wider transport system. ▪ Where new vehicles are introduced, the opportunity should be sought for them to be zero or ultra-low emission and fully accessible for all users – as noted, zero emission buses and decarbonising the rail network is discussed under Theme 8 below and has therefore been considered in the LTS. ▪ The LTS provides an opportunity to undertake a holistic review of public transport connectivity to ensure that changes to services support an appropriate modal shift, whilst supporting accessibility. Page 589 of 700
Page 590
SEA Environmental Report Midlothian Local Transport Strategy 39 Themed chapter and constituent options Key Environmental Impacts Mitigation & Recommendations • Enhancing rail capacity • Providing new direct rail connections • Extending our rail network network was decarbonised in combination with this option – this is discussed under LTS Theme 8 below. ▪ With these measures, access to health and wellbeing infrastructure would be improved (and accidents could be reduced through mode shift) providing health, safety and wellbeing benefits. There would be improved public transport network coverage cross the day leading to equality and accessibility benefits. ▪ Whilst extending the railway line could have highly positive climate change and environment benefits through mode shift, it would also involve physical works which would be environmentally intrusive. This would increase to a major disbenefit if such a scheme impacted on any protected sites in the region. Any new line and stations would also include embodied carbon and would generate construction related vehicle kilometres. ▪ Mitigation measures shall be implemented during the construction of new rail line and rail stations. Proper EIA shall be conducted to avoid the environmental impact during the planning stage. Overall, moderate adverse to moderate beneficial environmental impacts are predicted (prior to mitigation): Scoring: - ✓✓ 6. Improved integration across our transport networks A group of five options • Improving active travel - public transport integration • Improving bus-rail integration • Improving park and ride options • Mobility hubs • Providing integrated public transport ticketing ▪ Improving active travel and public transport integration would provide benefits for all, particularly some equalities groups and has the potential for positive benefits with respect to the climate change and air quality where the option results in modal shift away from the car. ▪ Promoting the bicycle as a means of access to public transport would have positive climate change, environment and human health if it reduced the number of short journeys or drop-offs / pick-ups at transport interchange points. ▪ Integration of transport would open-up a wider range of travel choices for those in the region through reducing wait times between connecting services and addressing the cost barrier of switching among transport modes. Increased public transport usage would also record a climate change and environment benefit through mode shift and would support the economy of the areas affected. ▪ There could be impacts associated with any new construction, including localised visual impact of new shelters. ▪ Success of these options and their contribution to the environment and health would depend on the scale of implementation and, where relevant, the scale and specific locations of new infrastructure ▪ Improved accessibility to transport would need to be integrated and consistent across the region to offer a realistic alternative the private vehicle. ▪ New and enhanced bus waiting facilities should be located and designed to prevent and minimise localised negative environmental impacts, seeking opportunities for enhancement, such as reduced visual impact. Page 590 of 700
Page 591
SEA Environmental Report Midlothian Local Transport Strategy 40 Themed chapter and constituent options Key Environmental Impacts Mitigation & Recommendations ▪ Reduce or remove the cost penalty for interchange between operators through cross-operator ticket acceptance and reduced end-to-end fares for journeys entailing more than one leg would encourage mode shift from the car to public transport, supporting the climate change and environment criteria ▪ Mobility as a Service (MaaS) allows collective booking of transport services (e.g., public transport, car clubs, taxis, DRT etc) to support the move away from personal owned transport, supporting more sustainable modes and reduced emissions. ▪ Mobility hubs bring together shared transport with public transport and active travel in spaces designed to improve the public realm for all. They make the use of active travel and public transport more attractive and thus can contribute towards reducing vehicle kilometres. Overall, negligible to moderate environmental beneficial impacts are predicted (prior to mitigation): Scoring: 0 - ✓✓ 7. Improving the quality of our public transport A group of three options • Improving the quality of journeys to, and facilities at, our bus stops • Improving the quality of the on-board bus experience • Improving facilities at our rail stations ▪ Improvements to the quality and access to public transport, could support a modal shift away from the car, with subsequent benefits to the environment and climate change. Whilst they could also encourage an increase in journeys that may not otherwise have been made, this could be offset if modal shift is significant and if zero emission public transport vehicles are used. Increased travel could result in economic, social and accessibility benefits ▪ There could be impacts associated with any new construction, including localised visual impact of new shelters. ▪ Success of these options and their contribution to the environment and health would depend on scale of implementation ▪ It is likely that the potential benefits of the options in this group would be more effective when delivered in combination with other complementary measures. ▪ Improved accessibility to transport would need to be integrated and consistent across the region to offer a realistic alternative the private vehicle. ▪ New and enhanced bus waiting facilities should be located and designed to prevent and minimise localised negative environmental impacts, seeking opportunities for enhancement, such as reduced visual impact. Overall, negligible to minor environmental beneficial impacts are predicted (prior to mitigation): Scoring: 0 - ✓ 8. Reducing the impact of transport on our local environment, decarbonising ▪ New zero emission, accessible, buses (replacing the aging fleet) would benefit both the environment (air quality, climate change) as well as improve accessibility whilst providing ▪ Further consideration is required of the refuelling infrastructure requirements of the alternative fuels, and their associated environmental impacts. Page 591 of 700
Page 592
SEA Environmental Report Midlothian Local Transport Strategy 41 Themed chapter and constituent options Key Environmental Impacts Mitigation & Recommendations transport in Midlothian and adapting to climate change A group of eight options ▪ Encouraging electric vehicle uptake and use ▪ Zero emission buses ▪ Road user charging ▪ Management of parking demand ▪ Vehicle pooling or vehicle sharing ▪ Decarbonisation of the rail network ▪ Improving road network resilience ▪ Improving rail network resilience improved on-board facilities. Such measures would likely promote some modal shift towards public transport. ▪ Vehicle-pooling and vehicle sharing would deliver positive climate change, environment and health, safety and wellbeing benefits due to reduced vehicle kilometres. However, there could also be a negative impact where vehicle sharing or pooling leads to people making trips by ICE vehicles that they either previously did not make or made by other more sustainable modes. ▪ Encouraging uptake of electric vehicles (EVs) would deliver a positive impact with respect to the climate change, environment and health, safety and wellbeing through lower tailpipe emissions (although the net carbon impact when the whole vehicle lifecycle is considered is more complex). However, it is possible that this option would encourage people to purchase a vehicle which they otherwise would not with a resultant shift from public transport and active travel to car use. This would have a negative impact in terms of reducing overall car kilometres. There is also the potential for indirect negative environmental impacts through the provision of the infrastructure required for EV charging, particularly where large-scale grid improvements are necessary. ▪ Success of the measures and their contribution to the environment and health would depend on the scale of implementation of measures. ▪ To maximise benefits, the transition of fleets to low emission vehicles should be co-ordinated and widely adopted across sectors. ▪ Introduction of low emissions public transport vehicles should incorporate other measures to facilitate uptake of public transport use such as bike buses and incorporate fully accessible designs for all user groups. Overall, minor adverse to major beneficial environmental impacts are predicted (prior to mitigation) Scoring: - ✓✓ Page 592 of 700
Page 593
SEA Environmental Report Midlothian Local Transport Strategy 42 Themed chapter and constituent options Key Environmental Impacts Mitigation & Recommendations 9. Making our transport networks more efficient A group of three options ▪ Intelligent transport systems ▪ Connected and autonomous vehicles ▪ Targeted infrastructure improvements ▪ The implementation of intelligent transport systems (ITS) has the potential to improve network efficiency and reduce carbon emissions ▪ Connected and autonomous vehicles (CAV) operate without human intervention. Partially automated vehicles are currently available, with ‘driverless’ vehicles under development. The environmental effects of such measures would depend on the fuel type used and the extent of efficiency improvements versus any increase in vehicle kilometres travelled. ▪ Targeted infrastructure improvements would have a negative environment impact associated with the construction work and potentially on landscape, visual amenity, and biodiversity and habitats. This would particularly be the case for larger schemes. Improved roads would also generate additional vehicle kilometres and thus would have a negative climate change impact. ▪ Success of these options and their contribution to the environment and health would depend on the location and scale of implementation along with their integration as part of the wider transport system. It is likely that the potential benefits of the options in this group would be more effective when delivered in combination with other complementary measures. ▪ Environmental impacts of road improvement works would require further, more detailed consideration to prevent, reduce and mitigate effects. Overall, moderate adverse to minor beneficial environmental impact are predicted (prior to mitigation): Scoring: - ✓ Page 593 of 700
Page 594
SEA Environmental Report Midlothian Local Transport Strategy 43 5.4 Assessment of Policies 5.4.1 Following the above, a set of LTS Policies for each themed chapter were developed. These Policies set out a broad ‘direction of travel’ and establish the policy environment in which individual projects can subsequently be progressed. This section summarises the findings of the environmental assessment of the Policies. The SEA scoring of each individual Policy is set out in the environmental assessment tables in Appendix D. 5.4.2 The assessment shown within this section is two-fold: ▪ an overall summary of the environmental assessment of each themed chapter is presented in Table 5-3 drawing on the consideration of the predicted environmental effects of the Policies which sit within each ▪ a text-based summary of the assessment of the combined environmental effects of the LTS Policies is presented for each of the SEA Objectives in turn. 5.4.3 This approach has allowed for understanding and presentation of the predicted environmental effects of the Draft LTS from both the perspective of each chapter / policy subset, and from the perspective of each SEA topic. Page 594 of 700
Page 595
SEA Environmental Report Midlothian Local Transport Strategy 44 Table 5-3: Summary of Environmental Assessment by LTS Chapters Themed Chapter Policies Overall Score Commentary Chapter 5: Sustainably accommodating our new development ▪ Policy 1: Major development must be well connected to our communities and local centres by both high- quality active travel (walking, wheeling and cycling) routes and public transport services. ▪ Policy 2: The LTS recognises the challenges and opportunities presented by new development and requires measures to minimise car dependency from developers ▪ Policy 3: The LTS requires the concept of ‘infrastructure first’ to be implemented in relation to major developments in, and affecting Midlothian ▪ Policy 4: New active travel routes and infrastructure which meets national standards must be provided prior to the first residents moving into a development - this includes provision within the site boundary and connecting infrastructure from the site to local centres, key amenities, and transport interchanges ▪ Policy 5: Access roads within new developments and connecting new developments to the wider area must be of an adoptable standard and designed and delivered in a manner which enables the development to be served by bus services as soon as the first residents move into the development – this includes the provision of any required infrastructure such as bus stops ▪ Policy 6: Parking provision at all new developments must fully comply with Midlothian Council Parking Standards ++ The policies are clearly compatible with the SEA Objectives and have the potential for beneficial effects on climate change, air quality and amenity, access and connectivity, inclusive growth, human health and material assets. Prioritising sustainable transport connections, adopting an infrastructure first approach, and implementing measures aimed at reducing car use would have positive benefits in terms of climate change and air quality and human health. The uptake of active travel is strongly influenced by distance, compact neighbourhoods with diverse and connected land uses, support its uptake, thereby leading to enhancements in human health and amenity. Chapter 6: Making our transport networks accessible and available to all - Addressing the barriers which either prevent some people making active travel and ▪ Policy 7: The LTS supports measures to improve the range and quality of fully accessible travel information ▪ Policy 8: The LTS recognises that the physical environment and streetscape can be a barrier to travel and independence for some, and supports measures to address this + These policies have the potential to provide a range of beneficial impacts, including in terms of accessibility and connectivity and human health. Improvements would widen access to public transport and active travel, providing significant benefits for certain equality groups who were previously prevented from using these modes. This may result in positive economic and health benefits as a result of enhanced access to employment, education, Page 595 of 700
Page 596
SEA Environmental Report Midlothian Local Transport Strategy 45 Themed Chapter Policies Overall Score Commentary public transport trips or make travel by these modes a stressful experience, including issues associated with accessibility, personal security, and cost ▪ Policy 9: The LTS recognises that crime, the fear of crime and anti-social behaviour is a barrier to travel for some and supports measures to address this ▪ Policy 10: The LTS supports initiatives that give Midlothian residents more affordable access to cycling ▪ Policy 11: The LTS recognises that being able to access taxis is a key element of transport provision across Midlothian, which alongside community transport can support people’s everyday journeys and activities. ▪ Policy 12: The LTS recognises that the cost of bus travel is a barrier to travel, especially where more than one bus is needed from different operators, and supports measures to reduce the cost of bus travel and make the cost of bus travel equitable for all Midlothian resident ▪ Policy 13: The LTS recognises that the cost of rail travel is a barrier to travel and supports measures to reduce the cost of rail travel health and other key services, increases in physical activity and reductions in social isolation. Reducing the cost of travel would provide benefits for those facing socio- economic disadvantage, helping to improve connectivity to employment, education, health and other key services for this group and brining a range of benefits Page 596 of 700
Page 597
SEA Environmental Report Midlothian Local Transport Strategy 46 Themed Chapter Policies Overall Score Commentary Chapter 7: Making our transport networks safer for all - Enhancing the safety of our transport networks through physical improvements to the road network, reducing traffic speeds, behaviour change measures, and maintaining our transport network. ▪ Policy 14: Midlothian's roads should be safe for all road users, and supports the Scottish Government's target of a 50% reduction in people killed and seriously injured by 2030 ▪ Policy 15: The LTS supports the principle of reducing speed limits and use of transitional speeds on our rural roads as a means to promote road safety ▪ Policy 16: The LTS supports the continuing roll out of 20mph zones in our urban areas ▪ Policy 17: The LTS supports appropriate maintenance of our roads to provide a safer environment for all road users + These policies would make a positive contribution to the human health and accessibility and connectivity objectives. Reducing the number of road traffic collisions would result in positive health and economic benefits as a result of reduced casualty rates. There would also be improvements in accessibility and connectivity and potential economic benefits as a result of reduced incidents on the network. There is also the potential for some negative economic impacts where reductions in speed limits result in increased journey times. The policy supporting the principle of speed limit reductions and enforcement and the roll out of 20mph zones, could also increase CO2 and NOx emissions, due to the reduction in vehicle speeds. This, however, could be balanced by the roll out of low emission vehicles which is discussed in Chapter 12. Page 597 of 700
Page 598
SEA Environmental Report Midlothian Local Transport Strategy 47 Themed Chapter Policies Overall Score Commentary Chapter 8: New and improved facilities for active travel - Improving and expanding our active travel network and promoting the wide- ranging benefits of active travel within our communities ▪ Policy 18: The LTS supports the improvement of walking, wheeling and cycling infrastructure so as to make it easier for people to make everyday journeys by active travel modes and to support health and wellbeing ++ This policy is clearly compatible with the SEA Objectives and beneficial effects are predicted for climate change, air quality and amenity, access and connectivity, inclusive growth, human health and materials assets. Improving active travel infrastructure could improve access to employment, education and key services and the wider environment and could contribute to reduced emissions as a result of modal shift, particularly from the private car through reduced vehicle-based travel. There could also be positive health, safety and wellbeing outcomes through enhanced personal security and improved health outcomes associated with higher levels of physical exercise. There would also be equality and accessibility benefits as a result of opening up opportunities for certain equality groups, particularly for those without access to a car or who would prefer not to drive. There may be economic benefits as a result of opening up tourism opportunities, including green / eco-friendly tourism which has been identified as a potential growth area for the region, and helping people access employment opportunities they could not otherwise access. Policies which involve improving active travel may also offer opportunities to enhance local biodiversity through the creation and connectivity of new linear habitats (designing schemes with nature-based solutions which have the potential to offer biodiversity net gain), allow enhanced use of nature-based solutions for (new and upgraded) transport networks (including sustainable drainage systems, re-naturalisation of watercourses and establishment of wetlands), offer enhance setting and appreciation of heritage assets, and increase the accessibility of green spaces, open areas and new landscapes. There is a risk of negative environmental impacts associated with the construction (and any lighting) of new walking, wheeling and cycling routes, particularly in environmentally sensitive areas. It is anticipated that an environmental assessment would be conducted in planning stage. Mitigation measures will also be implemented during construction to reduce the environmental impact. Page 598 of 700
Page 599
SEA Environmental Report Midlothian Local Transport Strategy 48 Themed Chapter Policies Overall Score Commentary Chapter 9: Improving the coverage, journey times and reliability of our public transport - Enhancing our public transport services within Midlothian and between Midlothian and the wider city region, including via measures which seek to enhance network coverage, improve capacity, reduce journey times, and improve journey time reliability. ▪ Policy 19: The LTS supports measures to reduce journey times and improve the reliability and punctuality of public transport ▪ Policy 20: The LTS supports direct bus services to part of the city-region where interchange in Edinburgh is currently required ▪ Policy 21: The LTS supports improved east-west bus connectivity in Midlothian ▪ Policy 22: All Midlothian communities should have equitable and proportionate access to public transport, either through scheduled mainline, feeder, or demand responsive transport ▪ Policy 23: Our bus network support young people making journeys to school and learning ▪ Policy 24: The LTS supports the principle of mass rapid transit connections between Edinburgh and Midlothian ▪ Policy 25: The LTS supports increased bus service frequencies on main corridors to reduce wait time, improve capacity and provide more options for those wheeling ▪ Policy 26: The LTS supports infrastructure improvements to the Borders Railway to increase capacity and improve journey times and journey time reliability ▪ Policy 27: The LTS supports through rail services to destinations beyond Edinburgh Waverley ▪ Policy 28: The LTS supports extending the Borders Railway to Carlisle ▪ Policy 29: The LTS supports exploring opportunities around new and emerging data to help support evidence decision making ? The majority of the policies are compatible with the SEA Objectives, with beneficial effects predicted, including for climate change, air quality and amenity, access and connectivity, inclusive growth, human health and material assets. The policies which involve enhancing the bus network / rail network have the potential to facilitate mode shift from the private car, which would benefit the climate change, air quality and amenity, and human health criteria. Enhancements, such as improved east-west connections would bring economic benefits through better connecting jobs and labour. There may also be positive health and wellbeing benefits as a result of positive equality benefits and improved access to health services. Some improvements would require significant infrastructure enhancements, including the delivery of the Mass Transit System and enhancements to the rail network. The impact of emissions during construction and embodied carbon would need to be taken into account. Page 599 of 700
Page 600
SEA Environmental Report Midlothian Local Transport Strategy 49 Themed Chapter Policies Overall Score Commentary Chapter 10: Improved integration across our transport networks - Improving integration between different transport services and modes and reducing the actual and perceived barriers to multi- leg journeys, including through physical infrastructure improvements, network and timetable changes, the delivery of more formalised multi-modal interchange points and working to provide integrated ticketing arrangements. ▪ Policy 30: Walking, wheeling and cycling routes to our bus stops and railway stations should be clear, safe and attractive for all users ▪ Policy 31: The LTS supports measure to make it easier to routinely take a bicycle onto a bus or train or securely leave a bicycle at a key location. ▪ Policy 32: A combination of bus and rail travel can provide faster journey times to Edinburgh than bus alone. The LTS supports tackling timetabling, ticketing and fare barriers which make this an unattractive option for passengers at present ▪ Policy 33: The LTS supports the integration of ticketing across all our bus and train operators ▪ Policy 34: The LTS supports technology-based solutions to develop MaaS-style operations in Midlothian ▪ Policy 35: The LTS supports measures to improve our strategic P&R offer. ▪ Policy 36: The LTS supports the concept of journey hubs as a means to support interchange between bike, bus, train, car share ++ These policies are compatible with the SEA Objectives, with beneficial effects predicted, including for climate change, air quality and amenity, access and connectivity, inclusive growth, human health and material assets. Improvements to walking, wheeling and cycling routes to transport hubs would enhance access and connectivity has the potential to deliver equality benefits, improvements in the local amenity and human health benefits. Improvements to public transport integration would open-up a wider range of travel choices for those in Midlothian and would improve the appeal of public transport options, helping to encourage modal shift. Integrated ticketing options would help address the cost barriers and some of the inconvenience associated with switching between modes. Addressing cost would be particularly beneficial for those facing socio-economic disadvantage. Enhancements to the Midlothian P&R offer have the potential to lead to a reduction in car kilometres. However, there is also potential for people to switch from end-to-end public transport journeys to part car / part public transport journeys and this would need to be carefully considered so as not to increase car kilometres overall. Support for mobility hubs may provide a range of beneficial impacts depending on where they are located, the quality and frequency of services serving the hubs, and the quality of facilities at the hubs. Page 600 of 700
Page 601
SEA Environmental Report Midlothian Local Transport Strategy 50 Themed Chapter Policies Overall Score Commentary Chapter 11: Improving the quality of our public transport - Improving the overall quality of our public transport services in order to make public transport more attractive to both current and prospective users, including through measures designed to improve the journey to and facilities at our bus stops and railway stations and improvements to the on- board experience ▪ Policy 37: The LTS supports measures to address overcrowding on Midlothian's train services during routine peaks and events ▪ Policy 38: Bus stops and routes to bus stops should be high quality and well maintained ▪ Policy 39: The LTS supports exploring partnership and other initiatives to improve the way bus services are delivered across Midlothian’s settlements where this will provide a benefit to passengers ▪ Policy 40: The LTS supports partnership working between local authorities and operators to deliver improvements for bus users and encourage new bus users ▪ Policy 41: The LTS supports the ongoing roll out of real time information at bus stops across Midlothian ▪ Policy 42: The LTS recognises that more flexible floorspace arrangements would benefit bus users dependent on wheeling ▪ Policy 43: The LTS supports measures to bring together all public transport information into a single source / app ▪ Policy 44: Public transport information should be accessible, readily understandable and up to date ++ These policies have potential for beneficial effects on climate change, air quality and amenity, accessibility and connectivity, inclusive growth and human health. Enhancing the quality of public transport would improve the accessibility and overall appeal of public transport helping to support modal shift and a reduction in emissions, with resultant benefits for air quality, local amenity and human health. Where improvements lead to accessibility enhancements, access to public transport would be widened and there may be benefits in terms of connectivity for certain equality groups who were previously prevented from using public transport. This may also result in positive economic and health benefits as a result of enhanced access to employment, education, health and other key services as well as reductions in social isolation. Chapter 12: Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change - Supporting the transition to zero emission vehicles and measures which directly target car use such as manging ▪ Policy 45: The LTS supports a roll out of publicly available and affordable EV charging infrastructure to i) support households who cannot charge at home and ii) serve through traffic ▪ Policy 46: The LTS supports the full decarbonisation of bus services in Midlothian and the provision of facilities to support this ▪ Policy 47: The LTS supports suitable taxation measures for ICEs, EVs and other alternative-fuel vehicles that ensure their usage is managed in line with the NTS2’s Sustainable Travel Hierarchy and which also accords with the ‘polluter pays’ principles ++ These policies have potential for beneficial effects on climate change, air quality and amenity, and human health. The delivery of new EV charging infrastructure would support the transition to EVs and reduced emissions / improved air quality. The delivery of new infrastructure would lead to carbon emissions associated with construction and there could be negative impacts on landscape, biodiversity etc depending on the location of the infrastructure delivered. A more detailed environmental assessment will be undertaken for any individual sites proposed and appropriate mitigation taken forward. Page 601 of 700
Page 602
SEA Environmental Report Midlothian Local Transport Strategy 51 Themed Chapter Policies Overall Score Commentary parking demand, vehicle pooling / sharing, and road user charging. ▪ Policy 48: The LTS supports the principle of improving the management and enforcement of traffic and parking, including within our town and commercial centres, key transport interchanges and near schools ▪ Policy 49: The LTS supports initiatives to reduce the requirement to own a car but still have occasional, affordable access to a car ▪ Policy 50: The LTS supports the full decarbonisation of the Borders Railway ▪ Policy 51: The LTS supports infrastructure and maintenance measures to reduce the impact of severe weather on our road networks ▪ Policy 52: The LTS supports infrastructure and maintenance measures to reduce the impact of severe weather on the Borders Railway ++ Decarbonising bus vehicles would reduce emissions, and the delivery of new higher specification vehicles could also offer an opportunity to deliver improved physical accessibility. Infrastructure improvements and maintenance measures to enhance network resilience and reduce the transport network’s vulnerability to the effects of climate change have the potential to deliver positive benefits with respect to inclusive growth, water, flood risk and resilience, cultural heritage, material assets, human health, landscape, and biodiversity. Chapter 13: Making our transport networks more efficient - Making best use of existing capacity and investing in targeted infrastructure enhancements in some locations as part of a wider package of sustainable transport improvements ▪ Policy 53: The LTS supports technology-based measures to improve the efficiency and safety of our transport networks ▪ Policy 54: The LTS supports the provision of appropriate facilities to support the movement of freight through Midlothian and within Midlothian including last mile deliveries ▪ Policy 55: Opportunities for the more widespread usage of connected autonomous vehicles for the provision of bus services should be kept under review ▪ Policy 56: The LTS supports targeted infrastructure improvements in selected locations alongside a wider package of sustainable transport improvements in order to sustain network efficiency and enhance safety ? These policies are likely to provide benefits with respect to access and connectivity and inclusive growth. The use of technological solutions and freight facilities offer potential efficiency savings resulting in reduced carbon emissions. Any targeted infrastructure improvements have the potential to have negative impacts on landscape, visual amenity and biodiversity and habitats. It is anticipated that environmental assessment of any improvement works would be conducted in the planning stage. Mitigation measures will also be implemented during construction to reduce the environmental impact. At this stage it is assumed that with appropriate design, assessment, mitigation and enhancement, these works could be delivered without significant adverse environmental effects. Page 602 of 700
Page 603
SEA Environmental Report Midlothian Local Transport Strategy 52 5.4.4 Each of the themed chapters are predicted to have some beneficial environmental effects, typically where the implementation of the Policies would give rise to increased levels of active travel, improved public transport accessibility and reduced emissions. 5.4.5 A number of the themed chapters are predicted to have significant beneficial effects. These include: ▪ Chapter 5 (Sustainably accommodating our new development), Chapter 8 (New and improved facilities for active travel); Chapter 10 (Improved integration across our transport networks); and Chapter 11 (Improving the quality of our public transport) are predicted to have significant beneficial effects on the SEA Objectives for climate change, air quality and amenity, access and connectivity, inclusive growth, human health and material assets. ▪ Chapter 12 (Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change) is predicted to have significant beneficial effects on the SEA Objectives for climate change, air quality and amenity, and human health. 5.4.6 There is potential for adverse environmental effects. For example, any targeted infrastructure improvements have the potential to have negative impacts on climate change (through embedded and operational carbon), landscape, visual amenity and biodiversity and habitats. It is anticipated that environmental assessment of any improvement works would be conducted in the planning stage. Mitigation measures will also be implemented during construction to reduce the environmental impact. At this stage it is assumed that with appropriate design, assessment, mitigation and enhancement, these works could be delivered without significant adverse environmental effects. SEA Objective 1 – Climate Change Respond to the climate emergency by decarbonising infrastructure assets, protecting, promoting and enhancing natural infrastructure, facilitating a low carbon economy and adapting to accommodate the effects of climate change. 5.4.7 The Draft LTS Policies are predicted to have a range of beneficial and some negative effects on the Climate Change SEA Objective. 5.4.8 Chapter 5 (Sustainably accommodating our new development) and Chapter 12 (Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change) are predicted to have major positive effects on this objective. 5.4.9 There is potential for adverse effects due to increased carbon emissions through improved connectivity and resultant increases in the number of trips within Chapter 6 (Making our transport networks accessible and available to all), Chapter 6 (Making our transport networks safer for all), Chapter 9 (Improving the coverage, journey times and reliability of our public transport, within Midlothian and between Midlothian and the wider City Region), Chapter 10 (Improved integration across our transport networks), and Chapter 11 (Improving the quality of our public transport). However, where improvements to transport are focused on public transport and active travel and implemented together with Chapter 12 (Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change), these adverse effects may be avoided or reduced. 5.4.10 When considered collectively, the Policies of the Draft LTS are predicted to have the potential for significant beneficial effects on climate change mitigation and adaptation. Page 603 of 700
Page 604
SEA Environmental Report Midlothian Local Transport Strategy 53 SEA Objective 2 – Air Quality and Amenity To maintain and improve air quality and, reduce concentrations of harmful atmospheric pollutants and minimise exposure to noise and vibration. 5.4.11 The effects of the Draft LTS Policies on Air Quality and Amenity mirror those of the Climate Change Objective, where emissions to air, and to an extent noise and vibration issues, are closely linked to the use of hydrocarbons within transport. 5.4.12 When considered collectively, the Priorities of the Draft LTS are predicted to have the potential for significant beneficial effects on air quality and amenity. SEA Objective 3 – Biodiversity, Geodiversity and Soil Conserve, protect, restore and enhance biodiversity and geodiversity interests, including through safeguarding designated and non-designated sites, species, soil resources and habitats and by protecting, promoting and enhancing green infrastructure. 5.4.13 The predicted effects of the LTS Policies on the Biodiversity, Geodiversity and Soil SEA Objective is mixed with some predicted beneficial effects and potential for adverse effects, including significant adverse effects. Uncertainties exist due to the absence of scheme and location-specific details at this stage of the strategy. 5.4.14 There is some uncertainty around the implementation of new or upgraded transport infrastructure (such as long-distance walking and cycling routes and incremental minor improvements to the road network) which has the potential for some adverse effects on biodiversity, geodiversity and soil dependent on the location of the schemes and the baseline sensitivity of the areas affected. At this stage specific improvement proposals have not been identified, and a commitment has been made in this SEA to key mitigation principles to ensure that new works were delivered sensitively, avoided significant adverse effects and were developed together with enhancement of blue/green habitats wherever possible. 5.4.15 Provision and upgrading of transport infrastructure, such as new active travel routes, also provides opportunities to enhance local biodiversity through the creation and connectivity of new linear habitats, designing schemes with nature-based solutions which have the potential to offer biodiversity net gain. These also provide enhanced transport facilities for people to benefit from accessing greenspaces and natural areas as part of active travel journeys. SEA Objective 4 – Water, Flood Risk and Resilience Conserve, protect and enhance water environments, coastal environments, water quality and water resources, whilst adapting to climate change and reducing exposure to flood risks. 5.4.1 Generally, the Priorities in the draft Strategy are predicted to have minor (and non-significant) effects on the SEA Objective for Water, Flood Risk and Resilience. 5.4.2 Policies that may result in significant new transport infrastructure, have potential for adverse effects on the water environment both during their construction and operation. However, assuming the appropriate level of environmental assessment is undertaken, and key avoidance and mitigation measures implemented, these effects are not predicted to be significantly adverse at this stage. 5.4.3 Adaptation to climate change is supported through some Policies within Chapter 12 (Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and Page 604 of 700
Page 605
SEA Environmental Report Midlothian Local Transport Strategy 54 adapting to climate change) which recognises the need to consider how climate change may affect the transport networks and services, which include increased flood risk. 5.4.4 When considered collectively, the Priorities of the Draft LTS are not predicted to have significant effects on water resources and flooding. SEA Objective 5 – Cultural Heritage Conserve, protect and enhance the historic environment, designated and non- designated cultural assets and promote the Highlands and Islands distinct culture. 5.4.1 Overall, it is predicted that there would be generally neutral effects on the Cultural Heritage SEA Objective. 5.4.2 Where new and extended infrastructure are developed on greenfield or previously undeveloped land, the potential for impacts on archaeological resources would need to be considered further as proposals were located, designed and assessed. Similarly, new, reinstated, extended and improved infrastructure has potential to impact on built heritage, both within the infrastructure itself (where the infrastructure is a heritage asset), and in proximity to the infrastructure. It should be noted that many of the heritage assets within Midlothian are not designated, hence consideration should include non-designated heritage assets. It has been assumed in this SEA that mitigation principles to avoid, reduce and mitigate such adverse effects would be committed to in the later stages of delivery. 5.4.3 Providing an enhanced public transport service and improved active travel facilities are predicted to make accessing historic and cultural sites easier for people and there would be potential for a resultant increase in visitor numbers and increased awareness and appreciation of the region’s historic and cultural assets. 5.4.4 Overall, the Strategy is predicted to have potential for some minor beneficial and adverse (non-significant) effects on cultural heritage and archaeology. There are opportunities for transport improvements to contribute to enhanced understanding and interpretation of the region’s history and cultural heritage for all people through better access to sites and areas of interest and importance. SEA Objective 6 – Landscape Protect and enhance the landscape character, townscape character, seascape character and visual amenity. 5.4.1 Overall, the Policies in the Draft LTS are predicted to have neutral effects on the Landscape SEA Objective. 5.4.2 Policies encouraging bus transport and active travel are predicted to have some beneficial effects in terms of improving townscape and amenity in urban and built-up areas through helping to reduce traffic congestion. This would contribute to improved air quality, reduced noise and lower visual intrusion which would make spending time in these environments more pleasant. 5.4.3 Implementation of Policies to substantially enhance active travel networks would have potential to increase the accessibility of green spaces, open areas and new landscapes. Similarly, the delivery of improved public transport would increase opportunities for all people to access areas of high-quality landscape. 5.4.4 Any new infrastructure to enhance transport connections and improve connectivity has the potential for adverse effects if not located and designed sympathetically with the local landscape or townscape character. Siting of transport infrastructure will be a key consideration as the LTS is implemented. Specific transport interventions have not been identified at this stage. However, Page 605 of 700
Page 606
SEA Environmental Report Midlothian Local Transport Strategy 55 the assessment has adopted a number of key mitigation principles which have reduced the uncertainty of the assessment and provided these were implemented at future stages of delivery then significant adverse landscape and visual effects of the Strategy would not be predicted. 5.4.5 When considered collectively, the Strategy is predicted to have potential for some beneficial and some adverse non-significant effects. There are opportunities for transport development in the region to contribute to enhanced enjoyment of landscape and townscape through enhanced accessibility of open spaces and civic areas by active travel and public transport. Where designed and delivered sensitively, Policies supporting active travel also provide new opportunities for the enhancement of attractive and healthy communities. SEA Objective 7 – Accessibility and Connectivity Facilitate appropriate connectivity and affordable access for all to employment, education, facilities and services, and social and leisure opportunities, including tourism. 5.4.6 The LTS IS predicted to have a beneficial effect on accessibility and connectivity for all groups, with a range of policies aimed at improving active travel and public transport connectivity, widening access and improving accessibility. 5.4.7 When considered collectively, the Policies of the Draft LTS are predicted to have the potential for significant beneficial effects on accessibility and connectivity. SEA Objective 8 – Inclusive Growth Improve social and economic prosperity for all by enhancing productivity and competitiveness and through reducing socio-economic inequalities. 5.4.8 Overall, the Inclusive Growth SEA Objective is covered well by the Strategy Policies. Chapters 9, 10, and 11 support enhanced public transport and active travel connectivity, offering both improved access to services, including employment opportunities for residents, improved access for tourists, and improvements to the supply chain to support economic activity. 5.4.9 Chapter 6 aims to widen transport access, including through reduced costs and improved accessibility. 5.4.10 When considered collectively, the Policies of the Draft LTS offer the potential to overcome some of the current constraints to economic activity experienced in Midlothian and are predicted to have the potential for significant beneficial effects on inclusive growth. SEA Objective 9 – Human Health Improve the health of the resident and workplace population, including with respect to physical and mental health and social wellbeing. 5.4.11 The majority of Themes assessed are predicted to have a beneficial effect on this objective. A large proportion of the Policies are designed to enhance opportunities for access to services, including healthcare facilities and open spaces which would be predicted to have beneficial effects on human health. Additionally, a number of the Policies aim to increase the proportion of trips undertaken by active travel allowing people to incorporate exercise into their daily trips and increasing levels of physical activity. Exercise is known to have beneficial effects on both mental health / wellbeing and physical health. 5.4.12 Chapter 12 (Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change) is predicted to improve air quality Page 606 of 700
Page 607
SEA Environmental Report Midlothian Local Transport Strategy 56 through reductions in transport emissions which in turn is will have beneficial effects on health, particularly respiratory health and for groups such as children and older people who are typically most sensitive to the adverse effects of air pollution. 5.4.13 There are some predicted significant beneficial effects to human health from reducing transport-related road accidents. 5.4.14 When considered collectively, the Policies of the Draft LTS are predicted to have the potential for beneficial effects on human health. SEA Objective 10 – Material Assets Manage, maintain and where possible regenerate the efficient and effective use of natural resources, ecosystem services, land and infrastructure to meet identified needs. 5.4.1 The majority of LTS Themes assessed are predicted to have some beneficial effects on the Material Assets SEA Objective through encouraging more efficient forms of transport and protecting and enhancing critical infrastructure. 5.4.2 Policies which deliver improvements to public transport to make it more attractive and accessible are likely to result in greater uptake of public transport. Where such measures support modal shift towards more sustainable modes of transport, increased resource efficiency is likely to result. However, improvements (including increased capacity) could result in increased resource use, where they are undertaken without efficiency improvements. 5.4.3 There is some predicted uncertainly around the effects of implementation of Policies which could promote new or upgraded infrastructure from the resultant demand on new materials. Promotion of a circular economy in Midlothian would be key to efficient materials management and reducing the indirect environmental effects associated with resource extraction, processing and end of life / waste management. Transport system improvements should always be developed wherever possible through re-use and reallocation of existing assets to avoid and reduce the need for new materials and non-renewable resources. 5.4.4 When considered collectively, the Policies of the Draft LTS are not predicted to have significant effects on material assets. Overall, the Strategy is predicted to have mainly beneficial non- significant effects provided implementing measures take account of the potential for environmental effects from non-renewable resource use. 5.5 Cumulative Effects 5.5.1 Whilst the high-level nature of the Draft LTS precludes a detailed appraisal of cumulative effects, some strategic-level commentary on the potential cumulative effects of the plan is set out below. The following potential cumulative effects are considered: ▪ in-combination effects – whereby different predicted effects of the Strategy combine and result in effects on sensitive receptors that are different to those when single theme environmental effects are considered ▪ cumulative effects – whereby the implementation of the Strategy combines with the effects of other key policies and plans in Midlothian and results in effects on sensitive receptors that are different to those when single theme environmental effects are considered.. Page 607 of 700
Page 608
SEA Environmental Report Midlothian Local Transport Strategy 57 In-Combination Effects 5.5.2 Across Midlothian, receptors sensitive to in-combination effects can be considered in terms of all the communities and areas of population and the supporting civic, community and transport infrastructure that serves them. Key natural heritage sites include those designated for their high quality and sensitivity (such as Sites of Special Scientific Interest), important habitats including those supporting internationally important assemblages of birds and other species, and the Midlothian’s cultural heritage. 5.5.3 No significant adverse environmental effects in relation to the nine Themes and objectives (provided adverse effects are avoided or effectively mitigated) have been identified, which lowers the potential for impacts to combine and have additive or synergistic effects on key receptors which may be significant. 5.5.4 It is recommended that as the LTS is implemented continued consideration of environmental impacts is taken forward commensurate with the detail and location-specific nature of the delivery stages. 5.5.5 The main potential for the LTS to have in-combination effects is on residents, through the potential for increased geographic access to services and reduced transport costs. Analysis indicates that there is a strong correlation between poor transport connectivity and high levels of deprivation in areas of Midlothian. Transport is increasingly being defined by policy makers as a human right and the potential benefits of the LTS, where it can be implemented and sustained at scale, would support significant beneficial environmental and health effects to these communities. 5.5.6 The potential for significant beneficial in-combination effects of the Draft LTS is therefore predicted in areas where a step-change in accessibility and mobility is delivered from its implementation contributing to improved health, amenity, accessibility to key services and improved socio-economic prospects (including productivity). Cumulative Effects 5.5.7 As set out in Appendix A, there are many policies, plans and programmes relating to transport and land use development in Midlothian. A proportionate approach to consider potential cumulative effects with other strategies has been followed reflecting the strategic nature of the LTS, its predominantly beneficial predicted effects, and the inherent complexity and uncertainty in forecasting cumulative effects. 5.5.8 The key plans which are considered to have potential for significant cumulative effects with the LTS are those likely to have a ‘reinforcing’ impact on its predicted beneficial effects. These include the Scottish Government’s NTS2, the Scottish Climate Change Plan Update, NPF4, and the SEStran RTS. These policies, and their relevant subordinate and related action plans in areas such as electric vehicles, cycling, road safety and micromobility, set out high level proposals and commitments in complementary themes to the LTS including: ▪ emissions reductions (relevant to SEA Objectives for climate change mitigation and air quality and amenity) ▪ uptake of active travel (relevant to SEA Objectives for health and accessibility) ▪ support for ‘local living’ (relevant to SEA Objectives for climate change mitigation, air quality and amenity, health and accessibility and connectivity) ▪ step changes in public transport services and integration (relevant to SEA Objectives for accessibility and connectivity, material assets and inclusive growth) Page 608 of 700
Page 609
SEA Environmental Report Midlothian Local Transport Strategy 58 ▪ ensuring a ‘just transition’ and improving the accessibility of transport (relevant to SEA Objectives for accessibility and connectivity and inclusive growth) 5.5.9 Taken together with these strategies, and with other complementary programmes and interventions, it is predicted that the LTS would have significant beneficial cumulative environmental effects on climate, air quality, human health, accessibility and productivity. The extent of the beneficial outcomes and when they might be achieved would depend on the effectiveness and timescales of the delivery measures taken forward by Midlothian Council and other relevant organisations. 5.5.10 The potential for significant adverse cumulative effects has also been considered. The predicted adverse environmental effects of the Draft LTS are limited in number and scope. 5.5.11 To ensure that significant adverse cumulative effects with other similar or linked transport plans and programmes are avoided in future, the implementation of future projects should be taken forward in collaboration with other key delivery agencies beyond Midlothian Council, including SEStran Regional Transport Partnership; the City of Edinburgh Council and wider Edinburgh and South East Scotland City Region Partners; and transport operators. This is particularly important with respect to any cross-boundary transport proposals taken forward. 5.5.12 Engagement with the key environmental authorities including SEPA, NatureScot and HES will also ensure that relevant connected initiatives and programmes are integrated with transport development, including for example SEPA’s strategic infrastructure sector plans, NatureScot’s programmes on biodiversity, climate change, nature recovery, access and placemaking and HES’s programme of work on climate adaptation and resilience. 5.5.13 This would ensure that new and upgraded transport infrastructure and facilities were planned and delivered to maximise beneficial outcomes and take account of all relevant environmental and sustainability constraints and opportunities. It is considered that this approach together with implementation of the other environmental mitigation principles set out in this SEA (see Chapter 6) would avoid the potential for significant adverse cumulative environmental effects with other key plans and programmes in the region. Page 609 of 700
Page 610
SEA Environmental Report Midlothian Local Transport Strategy 59 6 Mitigation and Monitoring 6.1 SEA Mitigation 6.1.1 A series of environmental mitigation measures in the form of high-level principles have been defined through the SEA process. Mitigation in this SEA is presented in the form of principles and general commitments as it reflects the level of detail of the draft Strategy as evidenced in the Policies and their supporting narratives. The key mitigation identified at this stage is set out in Table 6.1:. Table 6.1: SEA Mitigation Measures Group Mitigation Commitment General Mitigation Principles ▪ The mitigation principles outlined in this report will be developed and applied through the LTS delivery stages including through continued application of an appropriate level of environmental assessment as the details of interventions are progressed ▪ These environmental assessments will be supported, where appropriate, through the development of environmental baseline information specific to the key transport corridor(s) where transport measures are being considered ▪ The implementation of future LTS interventions will be taken forward in collaboration with other key delivery agencies including Midlothian Council, bus operators and wider strategic partners ▪ Engagement with the key environmental authorities including SEPA, NatureScot and Historic Environment Scotland will be maintained to ensure that relevant connected initiatives and programmes are integrated with LTS delivery Policy Specific Mitigation Measures Vehicles, fleet and Decarbonisation ▪ public transport services transition to zero or ultra-low emission vehicles as soon as is practicable ▪ public transport operators should be supported to achieve decarbonisation of existing vehicle fleets where practicable ▪ where new EV charging infrastructure is developed, opportunities to provide access for local communities and other users should be provided where possible ▪ transition to electric vehicles should be supported with circular economy activities and initiatives to support the re-use, re-manufacture and recycling of key materials such as battery components Relevant LTS Chapters: ▪ Chapter 9: Improving the coverage, journey times and reliability of our public transport, within Midlothian and between Midlothian and the wider City Region ▪ Chapter 10: Improved integration across our transport networks ▪ Chapter 11. Improving the quality of our public transport ▪ Chapter 12. Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change Transport Infrastructure ▪ New transport infrastructure should be developed wherever possible through re-use and reallocation of existing transport assets / road space (in accordance with the Scottish Government’s Investment Hierarchy6) and where new facilities or infrastructure are required these should be designed and constructed following circular economy principles to minimise use of primary resources. ▪ Any new or upgraded transport infrastructure would be subject to appropriate levels of environmental assessment and consenting. Feasibility assessments will consider environmental effects from the outset to ensure constraints and opportunities inform the strategic decision-making process (such as further SEA); with the subsequent project level environmental assessment (such as 6 As set out in the 2021 Infrastructure Investment Plan: https://www.gov.scot/publications/analysis-responses- consultation-draft-infrastructure-investment-plan-2021-22-2025-26/ Page 610 of 700
Page 611
SEA Environmental Report Midlothian Local Transport Strategy 60 Group Mitigation Commitment Environmental Impact Assessment through the planning system) and controls to inform the development of designs, mitigation measures and sensitive construction environmental management. Integration of environmental issues from feasibility through to construction would aim to avoid and reduce possible significant adverse environmental effects across all SEA topic areas. ▪ Screening for Habitats Regulations Appraisal will be undertaken as part of the feasibility assessment of fixed links, where required. ▪ Where materials are required to develop transport infrastructure priority should be given to the use of secondary, recycled and remanufactured materials and products before use of non-renewable resources. Relevant LTS Chapters: ▪ Chapter 5. Sustainably accommodating our new development ▪ Chapter 6. Making our transport networks accessible and affordable to all ▪ Chapter 7. Making our transport networks safer for all ▪ Chapter 89. New and improved facilities for active travel ▪ Chapter 9. Improving the coverage, journey times and reliability of our public transport, within Midlothian and between Midlothian and the wider City Region ▪ Chapter 10. Improved integration across our transport networks ▪ Chapter 11. Improving the quality of our public transport ▪ Chapter 13. Making our transport networks more efficient Transport Networks and Enhancement ▪ Support should be provided to reducing the need to travel (such as improved broadband connections and local living). ▪ Local living and other land use and transport integration measures should identify and implement opportunities for related environmental improvements to the public realm including for example green / blue infrastructure, local habitat enhancement and where relevant interpretation of cultural heritage. ▪ Development of active travel network infrastructure should identify and implement opportunities for related environmental improvements including for example green / blue infrastructure, local habitat enhancement and where relevant interpretation of areas cultural heritage interest/importance. ▪ New active travel infrastructure should be designed, constructed and maintained in accordance with environmental best practice to avoid or reduce the potential for adverse effects from changes in land use. ▪ Measures to protect and enhance the natural and built environment should seek to work with nature and adopt approaches based on green / blue infrastructure. Opportunities for enhancement of local environments and habitats (including through delivery of biodiversity net gain) should be taken in the delivery of new schemes. ▪ Measures to adapt the transport system to climate change should take account of the embodied carbon in designs and materials and wherever possible solutions should seek to work with nature and adopt approaches based on green / blue infrastructure. Opportunities for enhancement of local environments and habitats should be taken in the delivery of new schemes. ▪ Collaborative working with relevant flood risk agencies and local authorities should be pursued in integrating transport resilience works with flood prevention activities, wherever possible working at a watercourse catchment scale. Relevant LTS Chapters: ▪ Chapter 5. Sustainably accommodating our new development ▪ Chapter 6. Making our transport networks accessible and affordable to all ▪ Chapter 7. Making our transport networks safer for all ▪ Chapter 8. New and improved facilities for active travel ▪ Chapter 9. Improving the coverage, journey times and reliability of our public transport, within Midlothian and between Midlothian and the wider City Region ▪ Chapter 10. Improved integration across our transport networks ▪ Chapter 11. Improving the quality of our public transport ▪ Chapter 12. Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change ▪ Chapter 13. Making our transport networks more efficient Page 611 of 700
Page 612
SEA Environmental Report Midlothian Local Transport Strategy 61 Group Mitigation Commitment ▪ Access and Fairness ▪ measures using pricing to reduce demand for car travel should be designed equitably to ensure that they do not have unintended consequences for people with socio-economic disadvantage, in line with national and regional commitments to a Just Transition to Net Zero ▪ the implementation of active travel infrastructure should be fully accessible for all users and integrated across the region to realise full benefits ▪ enhancement to public transport services and facilities should be designed and operated to ensure that the needs of all users and disabilities groups are accommodated ▪ Relevant LTS Chapters: ▪ Chapter 5. Sustainably accommodating our new development ▪ Chapter 6. Making our transport networks accessible and affordable to all ▪ Chapter 7. Making our transport networks safer for all ▪ Chapter 8. New and improved facilities for active travel ▪ Chapter 9. Improving the coverage, journey times and reliability of our public transport, within Midlothian and between Midlothian and the wider City Region ▪ Chapter 10. Improved integration across our transport networks ▪ Chapter 11. Improving the quality of our public transport ▪ Chapter 12. Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change ▪ Chapter 13. Making our transport networks more efficient 6.1.2 These mitigation commitments provide a framework for the development of specific interventions in more detail. Future elaboration of this framework will include identification of specific lead responsibilities for Midlothian Council and other partners and associated timeframes. At this stage it is important to note that the principles are committed to by Midlothian Council which has allowed them to be used in considering the potential residual (i.e., post mitigation) environmental effects of the draft Strategy as reported in Section 5. 6.2 Monitoring Framework 6.2.1 The 2005 Act requires SEA ERs to provide a “description of the measures envisaged concerning monitoring in accordance with section 19”. Section 19 requires the responsible authority to “monitor the significant environmental effects” in a manner which enables it to “identify any unforeseen adverse effects at an early stage” and to “undertake appropriate remedial action”. 6.2.2 The Draft LTS includes a set of Key Performance Indicators (KPIs) linked to the Strategy Outcomes which are closely related to those for monitoring the NTS2. They will be used to measure the change in performance of the transport system in Midlothian against the baseline initially established in the Midlothian Stage 1 and 2 Technical (Case for Change) report. 6.2.3 Many of these indicators are considered to be suitable to help track progress in the delivery of the Strategy with respect to environmental outcomes. The indicators considered to be useful in tracking progress against both LTS Outcomes and SEA Objectives have been captured in Table 6.2:. Page 612 of 700
Page 613
SEA Environmental Report Midlothian Local Transport Strategy 62 Table 6.2: Indicators for Monitoring LTS Environmental Effects SEA Objective Monitoring & Tracking Indicators Relevant LTS Outcomes 1. Climate Change ▪ transport related CO2 emissions in Midlothian (Department for Business, Energy and Industrial Strategy) Outcome 5 2. Air Quality and Amenity ▪ annual Midlothian air quality statistics (Midlothian Air Quality Progress Reports) Outcome 5 3. Biodiversity, Geodiversity and Soil None identified 4. Water, Flood Risk and Resilience None identified 5. Cultural Heritage None identified 6. Landscape None identified 7. Accessibility and Connectivity ▪ travel by mode, including breakdown of car travel by fuel type ▪ frequency of travel to Midlothian and other destinations ▪ cycle / car ownership including EVs ▪ satisfaction with different travel modes / barriers to use Outcomes 1, 2, 3 and 4 8. Inclusive Growth ▪ public transport connectivity to employment, education and key services from origins in Midlothian to destinations in Midlothian ▪ assessment of public transport connectivity and deprivation across Midlothian All Outcomes 9. Human Health ▪ congestion delays experienced by drivers (Scottish Household Survey) ▪ road casualties by severity (Scottish Transport Statistics) ▪ travel to school mode for primary / secondary school children (Sustrans Hands Up Survey) ▪ cycle count data from key strategic cross boundary routes (where available) All Outcomes 10. Material Assets None identified 6.2.4 These indicators will be developed and refined following the consultation on the Draft LTS. Page 613 of 700
Page 614
SEA Environmental Report Midlothian Local Transport Strategy 63 7 Next Steps 7.1 Consultation on this Environmental Report 7.1.1 This SEA Environmental Report and its Non-Technical Summary have been published for consultation alongside the Draft LTS. 7.1.2 The Draft LTS and this environmental assessment, will be published for a 12-week consultation in early 2025. The consultation process will reach a broad range of stakeholders and the general public who will be able to provide their feedback through a dedicated website facility (see below). The Draft LTS and SEA ER will be made available for public access on the Midlothian Council website. The documents will also be made available in hard copy for inspection, should this be requested, at the principal offices of Midlothian Council. 7.1.3 Details of how to participate in the consultation will be published by Midlothian Council and, in accordance with statutory requirements, an advert will be placed in a local newspaper inviting expressions of interest and stating where a copy of the relevant plan can be inspected. A web- based consultation facility will be established with access to the online feedback forms available on the Midlothian Council website. 7.1.4 The Draft LTS and this SEA ER (the ‘relevant documents’) will also be provided to the SEA Consultation Authorities via the Scottish Government’s SEA Gateway for formal consultation on the Strategy and the SEA under the requirements of the Environmental Assessment (Scotland) Act 2005. 7.2 Next Stages of LTS Preparation and SEA 7.2.1 Following the consultation, all representation received regarding both documents will then be analysed and the LTS updated where required. 7.2.2 Following approval of the finalised LTS, Midlothian Council will formally adopt and publicise the Strategy. At this time, a SEA Post Adoption Statement (PAS) will be prepared to explain how the SEA process has closely informed the development of the finalised LTS and how the feedback from consultation has been taken into account in finalising the Strategy. The PAS will also set out proposals for future monitoring of the environmental effects of the LTS. Page 614 of 700
Page 615
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 64 Appendix A Review of Plans and Programmes A.1.1 This Appendix supports Section 2.4 of this SEA Environmental Report by setting out a review of relevant qualifying plans and programmes (including legislation and strategies) of relevance to the emerging LTS. The main purpose of this review is to identify relevant environmental protection objectives and policy requirements within the identified policy documents which should be taken account of within or otherwise inform the emerging LTS and this SEA. A.2 Review of Relevant Plans and Programmes A.2.1 This section sets out a proportionate review of plans and programmes of relevance to the emerging LTS and the associated SEA. This review has been updated as required throughout the preparation of the emerging LTS to take account of policy developments. Table A.1 below is arranged by International, National and Local Policy levels. For the purposes of brevity, the review is presented in three distinct categories, each in accordance with the required SEA objectives as shown below: ▪ Air and Climate: Air and Climatic Factors. ▪ Physical Environment: Biodiversity, Flora & Fauna, Soil, Water, Cultural Heritage & Landscape. ▪ Socioeconomics: Population, Human Health & Material Assets ▪ Interrelated Effects: refers to policies with wide relevance to all objectives where relevant Page 615 of 700
Page 616
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 65 Table A.1: Policy documents of relevance at Scoping Stage SEA Topic Relevant Plans, Programmes and Strategies International7 Air and Climate: Air & Climatic Factors World Health Organization (1999) Guidelines for Community Noise, WHO Air Quality Guidelines, United Nations (1979) Geneva Convention on Long Range Transboundary Air Pollution, The United Nations Framework Convention on Climate Change (UNFCCC) (1992), Kyoto Protocol to the UN Convention on Climate Change (2005), United Nations (2009) The Copenhagen Accord, United Nations (2010) Cancun Adaptation Framework, United Nations (2016) Paris Agreement. European / EU legislation and plans now of indirect relevance include: Ambient Air Quality Directive 2008/50/EC and Air Quality Framework Fourth Daughter Directive 2004/107/EC, Environmental Noise Directive 2002/49/EC, Renewable Energy Directive 2009/28/EC Physical Environment: Biodiversity, Flora & Fauna, Soil, Water, Cultural Heritage & Landscape The Ramsar Convention on Wetlands (1971), EU Convention on the Agreement on the Conservation of African – Eurasian Migratory Waterbirds (2006) (The Bonn Convention), United Nations (1992) The Rio Convention on Biodiversity, Strategic Plan for Biodiversity 2011 - 2020 + Aichi Biodiversity targets, UNESCO (1972) Convention Concerning the Protection of the World Cultural and Natural Heritage. European / EU legislation and plans now of indirect relevance include: Convention on the Conservation of European Wildlife and Natural Habitats - The Bern Convention (1981), Birds Directive 2009/147/EC/, Habitats Directive 92/43/EEC as amended by 97/62/EC, Convention for the Protection of the Architectural Heritage of Europe (Granada Convention), European Landscape Convention (The Florence Convention). Socioeconomics: Population, Human Health & Material Assets United Nations (2016) Habitat III (Quinto), United Nations Economic Commission for Europe (1998) Convention on Access to Information, Public Participation in Decision-making and Access to Justice in Environmental Matters (The Aarhus Convention), World Health Organisation (2004) Children’s Environment and Health Action Plan for Europe Interrelated Effects Johannesburg Declaration on Sustainable Development, Communication COM (2005) 666: Taking Sustainable use of resources forward European / EU legislation and plans now of indirect relevance include: Strategic Environmental Assessment (SEA) Directive 2001/42/EC European Spatial Development Perspective (ESDP) (97/150/EC), Environmental Impact Assessment Directive 2014/52/EU amending Directive 2011/92/EU National (UK) - legislative and policy frameworks informed by relevant higher-level frameworks Air and Climate: Air & Climatic Factors The Environment Act 1995, The Air Quality Standards Regulations (2010) as amended, Air Quality Strategy for England, Scotland, Wales and Northern Ireland, UK’s Air Quality Action Plan (Defra, revised January 2016), Defra (2011) Air Quality Plans for the Achievement of EU Air Quality 7 Some European Union (EU) legislation remains of indirect relevance. Page 616 of 700
Page 617
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 66 Limit Values for Nitrogen Dioxide (NO2) in the UK: List of UK and National Measures, Climate Change Act 2008, DECC (2011) UK Renewable Energy Roadmap, DECC (2014) UK National Energy Efficiency Action Plan, HM Government (2017) UK Climate Change Risk Assessment 2017 Physical Environment: Biodiversity, Flora & Fauna, Soil, Water, Cultural Heritage & Landscape Wildlife and Countryside Act 1981, Environmental Protection Act 1990, The Protection of Badgers Act 1992, Conservation of Habitats & Species Regulations 2010 (as amended), UK National Ecosystem Assessment (2011) UK National Ecosystem Assessment: Understanding Nature’s Value to Society, The Conservation of Habitats and Species Regulations 2010 as amended, JNCC (2012 The UK Post 2010 Biodiversity Framework, Natural Environment and Rural Communities Act 2006, HM Government (2018) 25 Year Environment Plan, Environmental Protection Act 1990 Part SEA, Good Environmental Status, DECC (2010) Department for Transport (2011) National Policy Statement for Ports, The Marine and Coastal Access Act (2009), Department for Environment, Food & Rural Affairs (2011) UK Marine Policy Statement, The Ancient Monuments and Archaeological Areas Act (1979) National Parks and Access to the Countryside Act (1949), Forestry Act (1967) Socioeconomics: Population, Human Health & Material Assets The Enterprise and Regulatory Reform Act (2013), Equality Act (2010), Health Effects of Climate Change in the UK 2008 - An update of the Department of Health Report 2001/2002, Health Protection Agency (2009) Health Strategy for the United Kingdom 2, Health and Safety Executive (2009) The Health and Safety of Great Britain: Be Part of the Solution, Sustainable Development Commission (2010) Sustainable Development: The Key to Tackling Health Inequalities, HM Treasury (2014) National Infrastructure Plan, HM Government (2009) The UK Renewable Energy Strategy. Interrelated Effects HM Government (2005) The UK Sustainable Development Strategy, Defra (2011) Mainstreaming Sustainable Development, Department for Transport (2008) Delivering a Sustainable Transport System, HM Government (2005) One Future – Different Paths. Shared Framework for Sustainable Development. National (Scotland) - legislative and policy frameworks informed by relevant higher-level frameworks Air and Climate: Air & Climatic Factors Air Quality (Scotland) Regulations (amended) 2016, Cleaner Air for Scotland 2 - Towards a Better Place for Everyone (2021), The Environment Act 1995 & Part IV of the Environment Act 1995 Local Air Quality Management Policy Guidance, The Environmental Noise (Scotland) Regulations 2006, Transportation Noise Action Plan, Planning Advice Note 1/2011: Planning and Noise, Climate Change (Scotland) Act 2009 and Orders + New Climate Change Bill, The Scottish Government's Climate Change Plan, Third Report on Proposals and Policies 2018-2032, Switched On Scotland: A Roadmap to Widespread Adoption of Plug-in Vehicles 2013, 'Climate Ready Scotland’- Scotland’s Climate Change Adaptation Programme, Transportation Noise Action Plan (2019-2023), Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 and the subsequent Climate Change Plan Update (2020) Physical Environment: Biodiversity, Flora & Fauna, Soil, Water, Cultural Heritage & Landscape Nature Conservation (Scotland) Act 2004, Wildlife and Natural Environment (Scotland) Act 2011, Scottish Government: Scottish Forestry Strategy 2006 and Implementation Plan 2015 – 2018, Tackling the Nature Emergency - Scottish biodiversity strategy to 2045 (2023), Scotland's Biodiversity List, Scottish Biodiversity Strategy indicators, Scottish Government and its Key Agencies: The Scottish Soil Framework (2009), State of Scotland's Soils Report 2011, National Soil Map of Scotland, Soil Monitoring Action Plan & Implementation Plan, Contaminated Land (Scotland) Regulations 2000 as amended, Scottish Government’s Statutory Guidance: Edition 2 (2006), Getting the best from our land: A Land Use Strategy for Scotland 2016 – 2021, Water Environment and Water Services (Scotland) Act 2003, Water Environment (Controlled Activities) (Scotland) Regulations 2011 as amended (CAR), Groundwater Protection Policy for Scotland: Environmental Policy (SEPA, 2009), River Basin Management Plan for the Scotland River Basin 2015 – 2027, Flood Risk Management (Scotland) Act 2009, Scottish Canals Asset Management Strategy 2019-30, Marine (Scotland) Act 2010, The Historic Environment Scotland Policy Statement 2016, Our Place in Time - The Historic Environment Strategy for Scotland 2019 (HEPS), Historic Environment Circular 1, The Town and Country Planning (Historic Environment Page 617 of 700
Page 618
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 67 Scotland) Amendment Regulations 2015 , The Historic Environment (Scotland) Act 2014, Planning (Listed Buildings and Conservation Areas) (Scotland) Act 1997, Ancient Monuments and Archaeological Areas Act 1979 (as amended, 2014), Planning (Listed Buildings and Conservation Areas) (Scotland) Act 1997 (as amended, 2014), PAN71 Conservation Area Management 2004, Scotland's Scenic Heritage, SNH Landscape Policy Framework, Planning etc. (Scotland) Act 2006, Creating Places: The Scottish Government's policy statement on architecture and place, National Parks (Scotland) Act 2000, Scotland’s Landscape Charter, Our Future: The Strategy for Scotland’s Historic Environment (2023). Socioeconomics: Population, Human Health & Material Assets General Registers of Scotland: National Population Projections, Equality Act 2010 (as amended specific to Scotland), Scottish Government: Fairer Scotland Action Plan, Going Further: Scotland's Accessible Travel Framework, National Bus Travel Concession Scheme for Older and Disabled Persons (2006 and amended), Scotland’s Economic Strategy (2015), Town Centre Action Plan, Scottish Government: Let's Get Scotland Walking - A National Walking Strategy 2014, Cycling Action Plan for Scotland, A Healthier Scotland - Actions and Ambitions on Diet, Activity and Healthy Weight 2017, Mental Health Strategy 2017 – 2027, Good Mental Health for All, Scottish Government: Go Safe on Scotland’s Roads It’s Everyone’s Responsibility: Scotland's Road Safety Framework to 2020, Audit Scotland (2011) Transport for Health and Social Care, Scottish Government: Short Life Working Group (2013) Healthcare Transport Recommendations, A connected Scotland - Tackling social isolation and loneliness and building stronger social connections, Going Further: Scotland's Accessible Travel Framework, Scottish Government: Good Places, Better Health. A New Approach to the Environment and Health in Scotland: Implementation Plan (2008), Creating Places (2013), Place Standard Tool (2016), Scottish Planning Policy (2014), National Planning Framework 3 (2014), Scottish Government: Equally Well (2008), First Equally Well Review (2010), Second Equally Well Review (2014), Equally Well Implementation Plan and Outcomes Frameworks (2008), Transport (Scotland) Act 2005, Scotland’s Energy Strategy 2017, Switched On Scotland Roadmap 2013, Switched On Scotland Phase Two: An Action Plan for Growth, Infrastructure Investment Plan (2015), Scotland’s NTS2 (2020), Strategic Transport Projects Review 2 Phase 1 Report (2021), Scottish Planning Policy (2014), National Planning Framework 3 (NPF3) (2014), NPF4 (2023). Interrelated Effects Transport (Scotland) Act 2019, National Transport Strategy 2 (NTS2) (2020), NTS2 1st Annual Delivery Plan (2020), Strategic Transport Projects Review 2 (STPR2) (emerging), National Planning Framework 4 (NPF4) (2023), Scottish Planning Policy (2014), Place Principle (2019) Designing Streets (2010), Infrastructure Commission for Scotland Report, Scotland's Economic Strategy 2015, Scottish Government’s Programme (PfG) for Scotland (2023-2024, 2024-2025), Cycling Action Plan for Scotland, National Walking Strategy, Delivering the Goods - Scotland's Rail Freight Strategy (2016), Rail Enhancements & Capital Investment Strategy, Scottish Ferries Plan, National Roads Development Guide, Climate Ready Scotland Adaptation Programme (2019), Scotland’s 3rd Land Use Strategy 2021 to 2026, The Scottish Government’s Infrastructure Investment Plan 2021-22 to 2025-26 (2021), A Fairer, Greener Scotland: Programme for Government 2022 – 23, A Network fit for the Future: Vision for Scotland’s Public Electric Vehicle Charging Network (2023), Strategic Transport Projects Review 2 (December 2022), Environmental Assessment (Scotland) Act 2005 SEStran Region - policy frameworks informed by relevant higher-level frameworks Physical Environment: Biodiversity, Flora & Fauna, Soil, Water, Cultural Heritage & Landscape Central Scotland Green Network Interrelated Effects interim Regional Spatial Strategy (iRSS) for Edinburgh and South East Scotland City Region, SEStran 2035 Regional Transport Strategy (2023), SEStran Park and Ride Strategic Study (June 2020), SEStran Strategic Network – Cross Boundary Active Travel Routes, Connecting People and Place (May 2020) Page 618 of 700
Page 619
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 68 Midlothian - policy frameworks informed by relevant higher-level frameworks Air and Climate: Air & Climatic Factors Midlothian Net Zero 2030 Carbon Charter for Midlothian Businesses, Midlothian’s Climate Change Strategy 2020 Physical Environment: Biodiversity, Flora & Fauna, Soil, Water, Cultural Heritage & Landscape Nature conservation planning guidance, 2021, Midlothian Local Biodiversity Action Plan 2019 – 2024, Straiton Pond LNR Management Plan 2019 – 2024, Penicuik Conservation Area Management Plan (2018); Midlothian’s Green Network Strategy (2018) Socioeconomics: Population, Human Health & Material Assets Single Midlothian Plan 2022/23, Midlothian Open Space Strategy, On the Move Midlothian 2024-2034, Midlothian Parking Strategy 2017, Core Paths Plan for Midlothian Interrelated Effects Midlothian Local Transport Strategy 2007, Midlothian Local Development Plan and the supplementary Guidance 2017, Neighbourhood Plans Page 619 of 700
Page 620
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 69 A.3 Key Policy Considerations A.3.1 As set out in Table A.1, an extensive policy review was carried out on relevant plans, programmes and strategies which need to be taken into account of in the development of the emerging LTS and its associated SEA. This section highlights the most critical policy targets and implications which the emerging LTS will be required to address. International A.3.2 Mitigating and adapting to climate change is a critical policy consideration at an international level with multiple agreements in place to address the climate emergency. The UNFCCC is the forum for international action on climate change with the aim of stabilising GHG concentrations in the atmosphere at a level that would prevent dangerous anthropogenic interference with the climate system. The UNFCCC focuses on mitigating (reducing) GHG emissions, adapting to climate change, reporting of national emissions, and financing of climate action in developing countries. Agreed at COP 21, the Paris Agreement commits signatories to reducing global greenhouse gas emissions with the long-term goal of withholding a temperature increase by no more than 2%. In addition, the Cancun Adaptation Framework recognises that adaptation required to given same priority as mitigation including reducing vulnerability and increasing resilience. Any major transport infrastructure development set out in the emerging LTS should contribute to meeting the requirements and targets set out in international climate change policies and agreements. A.3.3 As the United Kingdom formally left the European Union (EU) in 2020, European legislation and associated policies are no longer of direct relevance to domestic policies or strategies such as the LTS / LTS. However, EU legislation has historically developed policy frameworks to address environmental issues which have subsequently been implemented at UK and Scotland levels, and prior to leaving the EU, existing EU legislation was transposed and incorporated into UK and Scottish legislation. This means some EU legislation remains of indirect relevance to the emerging LTS in terms of having established frameworks and requirements which the LTS will still need to implement in accordance with UK and Scottish legislation. National A.3.4 Under the 2019 Climate Change Act, the Scottish Government made a commitment to deliver net-zero carbon emissions by 2045 and to phase out the need for new petrol and diesel cars and vans and for the conditions to be created to phase out the need for all new petrol and diesel vehicles in Scotland’s public sector fleet by 2030. A.3.5 The commitments set out in the Climate Change Act and subsequent Climate Change Plan Update are significant and, if achieved, will have a fundamental impact on traffic levels in Scotland and Midlothian A.3.6 The upgrade to the Climate Change Plan follows on from the publication of Climate Ready Scotland Adaptation Programme in 2019 which sets out the current state of the climate in Scotland including average rainfall increases, temperature rises and changes in mean sea level around the UK. The Programme sets out low and high emission scenarios, predicts a high emissions prediction of a summer temperature increase of 2.6°C and a winter temperature increase of 2.2 °C by 2070 with associated changes in rainfall in the summer (14% drier) and in winter (18% wetter). The transition to a low-carbon transport system will be critical to mitigating and adapting to the impacts of climate change in Scotland. This is backed up by several national policy documents, including NTS2. A.3.7 Cleaner Air for Scotland 2 (CAFS 2), published in 2021, sets out how the Scottish Government will deliver further air quality improvements over the next five years. All of this is necessary if we are to secure our vision of Scotland having the best air quality in Europe – a quality of air that aims to protect and enhance health, wellbeing and the environment. This Delivery Plan is Page 620 of 700
Page 621
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 70 structured around 10 priorities which reflect the 10 high level themes from the independently led review of Cleaner Air for Scotland completed in 2019. The framework notes NTS2’s recognition that Scotland’s current transport system is a significant contributor to poor air quality, and that there is a need to reduce vehicle journeys and reduce the need to travel unsustainably and accelerate sustainable modal shift. Indeed, the framework states that buses are arguably the single most important mode for reducing transport related air pollution due to their central role in reducing congestion, improving journey time reliability, and as a key component of future Mobility as a Service (MaaS) solutions. A.3.8 NTS2 (2020) sets out the transport strategy for Scotland over the next 20 years, seeking to deliver a transport system which is sustainable, inclusive, safe and accessible across Scotland. NTS2 provides a strategic framework comprising four key priorities and associated enablers to ensure that NTS2: ▪ Reduces inequalities: providing fair access to services that are accessible and affordable for all. ▪ Takes Climate action: to help deliver the net-zero emissions target, adapting to the effects of climate change and promoting greener, cleaner choices. ▪ Helps to deliver inclusive economic growth; which is efficient, reliable, high quality and innovative. ▪ Improves our health and wellbeing: delivering a safer and secure Scotland, with a wide variety of travel choices for communities. A.3.9 NTS2 also sets out proposals (as stated in the Scottish Government’s Climate Change Plan) to reduce reliance on private transport to help to address the ongoing climate emergency, including an ambition to phase out new petrol and diesel cars by 2032, decarbonise Scotland’s passenger railways by 2035 and decarbonise scheduled internal Scottish flights by 2040. The delivery of inclusive economic growth is also a key pillar of NTS2, seeking to increase the resilience of Scotland’s transport system and foster greater integration of transport and wider infrastructure policies and investments. It aims to increase Scotland’s competitiveness and helps Scotland to become an innovative leader in beneficial transport innovations. A.3.10 The Scotland’s third Land Use Strategy was published in March 2021. The strategy sets out the vision, objectives and policies to achieve sustainable land use. The strategy covers the next five years and aims to provide a more holistic understanding of the land, the demands that placed upon it and the benefits got from the land. The strategy adopts landscape and ecosystem approach with efforts to tackle the twin crises of climate change and biodiversity loss. It also highlights the actions to be undertaking right now across Scotland. A.3.11 LTS The Scottish Government’s Infrastructure Investment Plan 2021-22 to 2025-26 (2021) sets out priorities for public investment through a long-term strategy. With progress updated annually, it sets out why the Scottish Government invests, how it invests and what it intends to invest up to 2040 by sector. This Infrastructure Investment Plan focuses on the importance of infrastructure investment to aid in the recovery from the economic, health and social harm from Covid-19 and also to address the adjustments required following the UKs exit from the EU in December 2020. A.3.12 Scotland’s Economic Strategy (2015) sets out the long-term vision for Scotland’s economic prosperity with £11bn worth of planned investment in Scotland’s infrastructure. The Economic Strategy sets four priorities for delivering sustainable economic growth in Scotland: investment, innovation, internalisation and inclusive growth. Of most relevance to the SEStran region, the Strategy identified a number of major projects such as the Queensferry Crossing (now completed) and an £850m investment in the St James Quarter, a 1.7m sq. ft mixed use development in Edinburgh City Centre. The Scottish Governments Programme for Government 2020-2021 identifies the importance of transport in Scotland’s Covid-19 recovery, identifying a Page 621 of 700
Page 622
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 71 suite of investment plans for transport improvements across Scotland such as £500m for bus priority infrastructure over the next 5 years, a £17m low carbon transport loan scheme and £100m for active travel infrastructure in 2020/2021. These improvements will help aid the Covid- 19 recovery but also contribute towards the movement towards the decarbonisation of Scotland’s transport infrastructure. A.3.13 Scottish Government published the Scottish Biodiversity Strategy to 2045: Tackling the Nature Emergency in Scotland in September 2023. This strategy sets out the framework to address the twin crises of biodiversity loss and climate change together. It sets out a vision and outcomes along with a set of key actions. The Strategy highlights that biodiversity action should be mainstreamed across all sectors and the wider policy landscape, including transport. A.3.14 Scottish Government published NPF4 in February 2023. This sets out proposed priorities and policies for the planning system up to 2045 and includes a ten year Minimum All Tenure Housing Land Requirement (MATHLR) for each planning authority. The document identifies six spatial principles which will guide the development of future places, namely: ▪ Just transition – ensuring the transition to net zero is fair and inclusive ▪ Conserving and recycling assets – making productive use of existing buildings, places, infrastructure, and services ▪ Living locally – support local liveability and ensure people can easily access services, greenspace, learning, work, and leisure locally ▪ Compact urban growth – limiting urban expansion ▪ Rebalanced development – targeting development in areas of past decline ▪ Rural revitalisation – encourage sustainable development in rural areas A.3.15 NPF4 also includes specific policy principles on biodiversity, with Policy 3 stating that all development proposals should contribute to the enhancement of biodiversity, including where relevant, restoring degraded habitats and building and strengthening nature networks and the connections between them. Proposals should also integrate nature-based solutions, where possible. These aspects should be fully considered in the development of the LTS. A.3.16 The Transport (Scotland) Act 2019 is an important legal framework that was designed to help make Scotland’s transport network cleaner and more accessible. The law grants new powers to local authorities in the areas of bus provision, parking, low emission zones, road works, and smart ticketing. A.3.17 The Scottish Government’s Programme for Scotland sets out the Government’s ambitions for each fiscal year. The document provides strategies and policies across all departments of Government, including transport. Within this year’s document, there is a focus on Scotland’s transition to a Net Zero Nation in a fair and just way. There are six policy interventions that will shape the development of the LTS. A.3.18 Transport Scotland published a draft vision for Scotland’s public electric vehicle (EV) charging network in late January 2022. The plan aims to encourage the uptake of zero emission vehicles through increasing the number of publicly available EV chargers. Funding has been made available for each Local Authority to produce its own public EV Infrastructure Strategy. Midlothian Council has produced a draft of this document. A.3.19 The Strategic Transport Projects Review 2 (STPR2) sets out the Scottish Government’s transport investment programme over the 20-year period 2022-2042, detailing how the government will deliver the Vision, Priorities and Outcomes of the NTS2. The document splits Scotland into 11 regions and includes recommendations which are relevant to all regions, Page 622 of 700
Page 623
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 72 recommendations which are general but have particular benefit for certain regions, and recommendations which are specific to each region. Midlothian falls in the Edinburgh and South East Region. The recommendations for this region with particular relevance for the LTS include the development and enhancement of the cross-boundary public transport system potential by providing bus rapid transit and bus priority to Penicuik and extending the potential future tram extension to Dalkeith. A.3.20 Apart from above, the Scottish Government’s Programme (PfG) for Scotland sets out the Government’s ambitions for each fiscal year. PfG published in September 2023, states the bold and ambitious actions on net zero in the transport sector, including supporting operators to change the market for zero emission bus travel through our Scottish Zero Emission Bus Challenge Fund. The PfG delivery plan for 2023 includes laying secondary legislation before the end of this year, to enable bus franchising and partnership options to be developed, providing even more powers to Councils. PfG published in September 2024 states the provision of nearly £2.5 billion to support public transport in 2024‑25 – making the transport system available, affordable, and accessible for all – and £1 billion in ensuring our motorway and trunk road network is safe, resilient, and efficient. A.3.21 Transport Scotland published A Network Fit for The Future: Vision for Scotland’s Public Electric Vehicle Charging Network in June 2023. The plan aims to encourage the uptake of zero emission vehicles through increasing the number of publicly available EV chargers. Funding has been made available for each Local Authority to produce its own public EV Infrastructure Strategy. The SPT LTS facilitates development of public charging infrastructure for bus and community transport particularly at SPT bus stations and integrate with sustainable mobility hubs as appropriate. A.3.22 The Transport (Scotland) Act 2019 is an important legal framework that was designed to help make Scotland’s transport network cleaner and more accessible. The law grants new powers to local authorities in the areas of bus provision, parking, low emission zones, road works, and smart ticketing A.3.23 The emerging LTS must take account of all priorities identified in this policy review, including NTS2, Scotland’s Economic Strategy, NPF4, Transport (Scotland) Act 2019, the Infrastructure Investment Plan especially with regard to transport climate change and inclusive growth, etc. The emerging LTS also needs to be aligned with emerging policy priorities including the recommendations of STPR2. Regional A.3.24 The Planning (Scotland) Act 2019 removed the need for the preparation of Strategic Development Plans and introduced the concept of Regional Spatial Strategies. These are non-statutory documents which provide a spatial representation of the key regional land use issues which need to be addressed across the region and are intended to help guide planning policy at both the national and local level. An interim Regional Spatial Strategy (iRSS) for Edinburgh and South East Scotland City Region8 was subsequently submitted to Scottish Government for consideration. The iRSS notes that there is significant development planned in the region and that if this is to be delivered there needs to be ‘a transformational approach to transport and travel – connecting people and places by sustainable strategic public transport and active travel corridors”, with “better connectivity, physical and digital, and new infrastructure that allows sustainable movement” identified as critical to success. The document is focused around three overarching themes as follows: ▪ Adaptable Region – addressing climate change, ensuring conservation and good design 8 See iRSS+final+.pdf (squarespace.com) Page 623 of 700
Page 624
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 73 ▪ Accessible Region – viable sustainable transport options, access to employment, sustainable housing land, digital access ▪ Regional Recovery and Renewal – economic renewal, tackling inequality, environmental improvement A.3.25 Following approval by Scottish Ministers and the SEStran Board, a new LTS SEStran 2035 was formally adopted for. The LTS was prepared to replace the LTS 2015 -2025 Refresh published in July 2015. the LTS sets out the transport problems being experienced in the SEStran area and how SEStran proposes to respond to them. The LTS covers a population of an estimated population of 1,609,070 (2019) people and six local authorities, including Midlothian. The LTS vision is: ‘A South-East of Scotland integrated transport system that will be efficient connected and safe, creating inclusive, prosperous, and sustainable places to live, work and visit, affordable and accessible to all, enabling people to be healthier and delivering the region’s contribution to net zero emissions targets.’ A.3.26 The LTS outlines 4 Strategy Objectives including ▪ Transitioning to a sustainable, post-carbon transport system, ▪ Facilitating healthier travel options, ▪ Transforming public transport connectivity and access across the region and ▪ Supporting safe, sustainable and efficient movement of people and freight across the region. A.3.27 Following on from the Strategy Objectives, a set of Regional Mobility Themes were defined which collate the options that have been demonstrated to contribute to the delivery of the objectives. The themes and interventions outlined within the LTS provide context on what transport improvements may be made in the future. The emerging LTS will need to align with these to maximise the amount of interventions implemented. A.3.28 The SEStran Strategic Network (2020) provides a framework for the coordinated development of cross boundary active travel routes. The Network builds on the 2015 SEStran Strategic Cross Boundary Cycle Development study. An optimal network was identified and priorities according to predicted current and future journeys made in the region, with the aim of helping shift focus away from the delivery of one-off active travel projects or investments. The routes identified for progression in Midlothian include: S1 – Little France to Eskbank Station, S2 – Dalkeith to Bonnyrigg, S3 – Danderhall to Straiton, S4 – Straiton to Cameron Toll, S5 – Straiton to Penicuik and S6 – Bilston to Easter Bush. A.3.29 An update to the existing SEStran Park and Ride Strategy (2009) was published in 2020. The study acts as an evidence base and will inform future investment priorities for enhancement of Park and Ride facilities. Local A.3.30 In Scotland’s Changing Climate – Midlothian’s Climate Change Strategy, Midlothian Council declared a climate emergency in December 2019 and stated its ambition to achieve Net Zero Carbon status by 2030. The strategy sets out a clear vision and set of objectives, to highlight what can, and must do to combat climate change and highlights some of the challenges to achieving this. It focuses on a number of themes including Energy Efficiency; Recycling & Waste; Sustainable Development; Sustainable Travel; Business Processes; Carbon Management; Governance & Management; and Risk. Page 624 of 700
Page 625
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 74 A.3.31 The Local Biodiversity Action Plan (LBAP) identifies priorities and actions for improving biodiversity in Midlothian. It was produced by the Midlothian Biodiversity Partnership and adopted by Midlothian Council on 19 February 2019. The LBAP must be considered in the assessment of planning applications in Midlothian. A.3.32 In 2018, Midlothian Council adopted the Midlothian Green Network Strategy as supplementary guidance to the previous LDP. This document defines the green network as “connected areas of green and blue features within, around and between towns and villages that provide usable open space, routes for walking, cycling and horse riding, habitats for wildlife and plants, and natural surface water and flood water management opportunities”. The document sets out specific support for and protection of the green network. A.3.33 Nature Conservation Planning Guidance (2021) provides details of the statutory and non- statutory nature conservation sites in Midlothian and explains the process for identifying and designating potential new Local Biodiversity Sites. It also provides information on potential wildlife and habitat requirements, and constraints and opportunities for new development. A.3.34 Policies and guidance to guide development at Midlothian is provided via Midlothian LDP and Local Transport Strategies. The emerging LTS will need to take account of transport pressures as a result of current and emerging development set out in the adopted LDP, in addition to significant infrastructure developments identified in emerging LDP (i.e. MLDP2), if available. The LTS will also need to take account of existing transport issues and objectives set out in the SEStran LTS and the LTSs in adjacent local authorities. A.3.35 An overview of relevant infrastructure development proposals and housing land targets in Midlothian and its adjacent local authorities is provided below. Local Authority Adopted LDP Relevant LTS Key Strategic Infrastructure Developments Identified9 Housing requirements to end of plan period. Midlothian Midlothian Local Development Plan (2017) Midlothian Transport Strategy (2007-2010) - A720 Sheriffhall Junction Grade Separation - Shawfair SDA A720/A68 Junction at Newton Farm - A701 relief road and A702 Link with associated junctions - Orbital bus route A720 bypass 8,350 homes to 2024. City of Edinburgh Edinburgh Local Development Plan (2016) City of Edinburgh Local Transport Strategy (2014-2019) City of Edinburgh Transport 2030 Vision (2010-2030) Edinburgh Airport Masterplan (2016- 2040) Edinburgh City Mobility Plan (2024) - New tram and rail infrastructure in west Edinburgh - Improvements to Edinburgh Airport - Improvements to road capacity - Sheriffhall Junction upgrade - Extension of ocean drive development to increase port capacity 29,510 homes covering period 2009-2024. 9 Not a comprehensive list of all improvements identified. Page 625 of 700
Page 626
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 75 Local Authority Adopted LDP Relevant LTS Key Strategic Infrastructure Developments Identified9 Housing requirements to end of plan period. - Eastfield Road and Gogar Link Road East Lothian East Lothian Local Development Plan (2018) East Lothian Local Transport Strategy (2018-2024) - Blindwells new settlement. - Targeted improvements in air quality for Mussleburgh and Tranent High Streets. 12,850 homes. SESplan indicated a requirement for a further 3820 dwellings between 2024 and 2032. Scottish Borders Scottish Borders Local Development Plan (2016) Scottish Borders Local Access & Transport Strategy (in draft) - Transportation interchange improvements between main town centres - Improvements to local road network. - Future railways extension between St Boswells and Hawick - Updates to A1, A7 and A68 - New rail station at Reston 12,506 covering 2009-2025), with 565 new housing allocations in the LDP. Page 626 of 700
Page 627
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 76 Appendix B Baseline Environment B.1 Introduction B.1.1 This appendix supports Section 3 of this LTS SEA Environmental Report by providing a review of current environmental and socio-economic conditions within the area likely to be affected by the emerging LTS, in particular (but not exclusively) the Midlothian Council area. In doing so this review: ▪ Identifies relevant aspects and characteristics of the environment, including those likely to be significantly affected by the outcome of the Midlothian LTS. This includes the identification of sites designated at international or national levels for reasons of biodiversity conservation, geological importance, heritage or landscape value which have the potential to be affected by the emerging LTS. ▪ Identifies relevant socio-economic trends and baseline conditions, again focusing on matters likely to be significantly affected by the outcome of the emerging LTS. ▪ Outlines how the identified environmental and socio-economic characteristics and baseline conditions should be addressed within the LTS and considered within this SEA. The terms “must” and “should” are used to differentiate between statutory requirements to consider particular issues and non-statutory considerations, for example evidence from the baseline analysis which indicates a need to improve environmental quality. B.1.2 This evidence is then used to: ▪ Outline the expected evolution of baseline environmental conditions in the absence of the emerging LTS; and ▪ Define a suite of key environmental issues which will need to be addressed within the emerging LTS, and which should be considered throughout this SEA process. B.1.3 For the purposes of brevity, the baseline will be presented in three distinct categories, each in accordance with the required SEA objectives as shown below: ▪ Air and Climate: Air and Climatic Factors. ▪ Physical Environment: Biodiversity, Flora & Fauna, Soil, Water, Cultural Heritage & Landscape. ▪ Socioeconomics: Population, Human Health & Material Assets. Page 627 of 700
Page 628
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 77 B.2 Overview of Designated Sites B.2.1 Table B.1 identifies sites designated at international, national or local level for reasons of biodiversity conservation, geological importance, heritage or landscape value which are considered to have the potential to be affected by the emerging LTS. The site-specific context of these designated sites needs to be considered when characterising the environmental baseline position and identifying the relevance of existing issues and problems to the emerging LTS, as detailed in Section A.3. Page 628 of 700
Page 629
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 78 Table B.1: Designated Sites of Relevance to the Emerging LTS Relevant Sites in the Midlothian Area Designation Type Qualifying Features / Interests Midlothian hosts 2 SPAs: - Fala Flow - Gladhouse Reservoir Special Protection Area (SPA) The identified SPAs have been designated as they support rare and vulnerable birds (as listed on Annex I of Directive 2009/147/EC on the conservation of wild birds – ‘the Birds Directive’) and for regularly occurring migratory species. Midlothian hosts Peeswit Moss SAC Special Area of Conservation (SAC) The identified SACs have been designated owing to their significant contribution in conserving the 189 habitat types and 788 species identified in Annexes I and II of Council Directive 92/43/EEC on the conservation of natural habitats and of wild fauna and flora (‘the Habitats Directive’). Two of the SPAs within Midlothian are also designated as Ramsar Sites: - Fala Flow - Gladhouse Reservoir Ramsar Site Ramsar Sites are wetlands that are considered to be of international importance under the Ramsar Convention. Midlothian hosts 14 SSSIs designated for reasons of biodiversity conservation or important ecological features or mixed: - Auchencorth Moss - Bilston Burn - Black Burn - Crichton Glen - Dalkeith Oakwood - Dundreich Plateau - Fala Flow - Gladhouse Reservoir - Habbies Howe - Logan Burn - Hadfast Valley - Keith Water - North Esk Valley - Peeswit Moss - Roslin Glen Site of Special Scientific Interest (SSSI) The identified SSSIs have been designated owing to the presence of nationally important or rare habitat types within each. Page 629 of 700
Page 630
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 79 Relevant Sites in the Midlothian Area Designation Type Qualifying Features / Interests Midlothian hosts 1 LNR: Straiton Pond Local Nature Reserve (LNR) Local Nature Reserves (LNRs) are areas of natural heritage that are at least locally important. Local authorities select and designate LNRs under Section 21 of the National Parks and Access to the Countryside Act 1949. Midlothian hosts no NNRs National Nature Reserve (NNR) NNRs are designated to further the conservation and study of wildlife, habitats or geological features of special interest. Midlothian hosts 4 SSSIs designated for reasons of geological importance: - Bilston Burn - Carlops Meltwater Channels - Hewan Bank - North Esk Valley Site of Special Scientific Interest (SSSI) Geological SSSIs are designated owing to the presence of nationally important or rare geological features. Midlothian hosts 1 Regional Park: Pentland Hills Regional Park Regional Parks The Pentland Hills Regional Park was designated in 1986, the majority of which is in private ownership, with statutory duties carried out by City of Edinburgh Council, Midlothian Council and West Lothian Council to their constituent parts of the park. It covers an area of 90 sq. km. The regional park designation was created to enable the coordinated management of recreation and other land uses such as farming and forestry. Midlothian hosts no UNESCO World Heritage Site World Heritage Sites The United Nations Educational, Scientific and Cultural Organization (UNESCO) recognises World Heritage Sites as places of outstanding cultural, historical or scientific value. Midlothian hosts 81 Scheduled Monuments10 and 987 listed buildings11. Scheduled Monuments (SM) A wide range of historic structures within Midlothian have been designated as either Scheduled Monuments or Listed Buildings, including hill forts, chapels, standing stones, bridges, castles and cairns. Scheduled Monuments are designated owing to their historical significance whilst buildings are listed owing to their features of architectural importance. Midlothian hosts 21 Conservation Areas across all of the local authority areas12. Conservation Areas The designated Conservation Areas are centred upon clusters of Listed Buildings or other structures of architectural importance. No National Scenic Areas are hosted in Midlothian. National Scenic Areas NSAs are areas which are nationally important for their scenic quality. There are 40 NSAs mainly in the more remote and mountainous areas of Scotland all of which were originally identified in 1978 by the Countryside Commission for Scotland (CCS) in its publication 'Scotland's Scenic Heritage'. They represent the best areas of the type of scenic beauty popularly associated with Scotland and for which it is renowned. 10 Scheduled Monuments in Midlothian (ancientmonuments.uk) 11 Listed Buildings in the Historic County of Midlothian (britishlistedbuildings.co.uk) 12 Conservation Areas in Midlothian | Midlothian Council Page 630 of 700
Page 631
Strategic Environmental Assessment Scoping Report Midlothian Council Local Transport Strategy 80 Relevant Sites in the Midlothian Area Designation Type Qualifying Features / Interests NSAs have been recognised within the planning system since 1980. In 2010 the Scottish Ministers issued directions to local authorities under provisions in section 263A of the Town and Country Planning (Scotland) Act 1997 (inserted by section 50 of the Planning etc. (Scotland) Act 2006) to designate the current suite of 40 NSAs, thereby affording statutory protection to their special qualities when making planning decisions. Page 631 of 700
Page 632
SEA Environmental Report Midlothian Transport Strategy 81 Implications of Environmental Designations for the emerging LTS and SEA B.2.2 There are two SPAs in Midlothian. SPAs have been designated as they support rare and vulnerable birds (as listed on Annex I of Directive 2009/147/EC on the conservation of wild birds – ‘the Birds Directive’) and for regularly occurring migratory species. The emerging LTS must protect and support the management of all internationally, nationally and locally designated sites in pursuit of their defined conservation objectives. B.2.3 The Pentland Hills Regional Park is one of only three Regional Parks in Scotland, covering around 90km2. The emerging LTS should protect or enhance where possible the special landscape and cultural qualities of the Pentland Hills Regional Park. B.2.4 There are four Country Parks in Midlothian namely, Dalkeith, Hillend, Roslin Glen and Vogie7. B.3 Environmental and Socio-economic Baseline Conditions B.3.1 Informed by Table B.1, the following section outlines the current environmental conditions (including with respect to population, health and infrastructure) within Midlothian Council Area likely to be affected by the emerging LTS. This review also identifies associated existing environmental problems and issues which the emerging LTS should address, and which should be considered throughout this SEA process. B.3.2 As set out in Section B.1, the qualitative baseline will be presented in three distinct categories, each in accordance with the required SEA objectives as shown below: ▪ Air and Climate: Air and Climatic Factors. ▪ Physical Environment: Biodiversity, Flora and Fauna, Soil, Water, Cultural Heritage and Landscape. ▪ Socioeconomics: Population, Human Health and Material Assets. B.3.3 The key issues for the region as identified in the baseline are summarised in Section 3 of this Scoping Report. Air and Climate Air and Noise B.3.4 There was one Air Quality Management Area (AQMA) in the village of Pathhead, Midlothian as a result of PM10 levels. However, the AQMA was revoked in 2014 on the basis of improvement. B.3.5 There are currently no large industrial processes in very close proximity to housing in Midlothian and the main issues with regards to air quality are due to road traffic emissions, particularly in the town and village centres. Another issue is domestic solid fuel combustion due to the rural setting of Midlothian and limited mains gas supply to some villages. This has been addressed in the village of Pathhead with the installation of a new gas main13. B.3.6 According to 2019 Air Quality Progress Report, monitoring of nitrogen dioxide was carried out at several locations across Midlothian using diffusion tubes. The results indicated that concentrations measured at all locations were well within the annual mean air quality 13 2019 Air Quality Annual Progress Report for Midlothian Council, https://www.midlothian.gov.uk/downloads/200272/pollution Page 632 of 700
Page 633
SEA Environmental Report Midlothian Transport Strategy 82 objective. No other issues were identified which would warrant a detailed assessment at this time. B.3.7 The Scottish Government has published Strategic Noise Action Plans (SNAP) as directed by the Environmental Noise (Scotland) Regulations 2006. SNAP consist of the Transportation Noise Action Plan 2019-2023, which sets out the intended approach to noise management across Scotland and identifies major road transport corridor candidate noise management areas (CNMAs). A small area of Midlothian around Dalkeith falls within the Edinburgh Agglomeration Noise Action Plan. The CNMA is identified in the Environmental Noise Directive (END) Noise Mapping Round 3 as a place near major roads with more than 3 million vehicle passengers per year. No Rail CNMA was identified in Midlothian. Climatic Factors B.3.8 The latest available reporting indicates that Greenhouse Gas (GHG) emissions across Midlothian is 1.25kt per km2 (i.e. 443.45kt / 353.7km2) in 202014. With regard to low carbon energy generation15, as of 2021, Midlothian generated 99,273 MWhr, from a range of onshore wind, solar, biomass and hydropower sources. Table B.2 summarizes the Midlothian’s renewable energy projects (150kW or over).16 Table B.2: Midlothian’s renewable energy project. Site Name Technology Type Capacity (MW) Millerhill Anaerobic digestion 1.5 Millerhill Energy from waste incineration 12.5 Oatslie Landfill Landfill gas 2.00 Bonnyrigg Landfill gas 2.20 Drummond Moor Landfill Landfill gas 2.00 Bowbeat Wind Farm Onshore wind 31.20 Old Dalkeith Road, Danderhall Solar photovoltaics 0.15 Easter Bush Solar photovoltaics 0.15 B.3.9 Further analysis of transport emissions within Midlothian and the relationship between the transport network and GHG emissions from other sectors will be undertaken and reported during the development of the emerging LTS. Climate Change Impacts B.3.10 The UK Climate Change Risk Assessment (2017) projects that climate change will lead to an increase in the severity and frequency of severe weather, sea level rise, flooding and climate events including higher precipitation events. This could adversely impact on the functioning and performance of transport infrastructure and the overall transport network. B.3.11 Consideration of the need to adapt to climate change and for transport infrastructure to be climate resilient will be given and reported during the development of the emerging LTS. 14Department for Business, Energy and Industrial Strategy (2018). Emissions of Carbon Dioxide for Local Authority Areas. Available online at: https://data.gov.uk/dataset/723c243d-2f1a-4d27-8b61- cdb93e5b10ff/emissions-of-carbon-dioxide-for-local-authority-areas 15 Department for Business, Energy & Industrial Strategy (2019). Regional Renewable Statistics by Local Authority 2014-2019. Available online at: https://www.gov.uk/government/statistics/regional-renewable-statistics 16 Midlothian_Profile_2022_final_.pdf Page 633 of 700
Page 634
SEA Environmental Report Midlothian Transport Strategy 83 Similarly, transport provision within Midlothian will at times be affected by weather related travel issues such as extreme heat and cold. Physical Environment Biodiversity, Flora & Fauna B.3.12 Table B.1 above identifies the qualifying features of relevant European sites (SPAs, SACs and Ramsar sites) and sites designated at the national level and benefiting from statutory protection within Midlothian for specific reasons of ecological important or biodiversity conservation. The following figure illustrates their locations. The 16 SSSIs in Midlothian cover. a total area of 807 hectares. Figure B.1: Statutory Nature Conservation Sites (Ref: Midlothian Local Development Plan 2017) Site Name Status Number on Figure Site Name Status Number on Figure Auchencorth Moss SSSI n01 Hadfast Valley SSSI n10 Bilston Burn SSSI n02 Hewan Bank SSSI n11 Black Burn SSSI n03 Keith Water SSSI N12 Crichton Glen SSSI n04 Newhall Glen SSSI n13 Dalkeith Oakwood SSSI n05 Carlops Meltwater Channels SSSI n14 Page 634 of 700
Page 635
SEA Environmental Report Midlothian Transport Strategy 84 Site Name Status Number on Figure Site Name Status Number on Figure Dundreich Plateau SSSI n06 Peeswit Moss SAC, SSSI n15 Fala Flow SPA, RAM, SSSI n07 Roslin Glen SSSI n16 Gladhouse Reservoir SPA, RAM, SSSI n08 Straiton Pond LNR n17 Habbies Howe – Logan Burn SSSI n09 B.3.13 In addition to these nationally and internationally important sites, Midlothian has the following locally designated sites: Table B.3: Locally designated sites Designation No. in Midlothian Local Biodiversity Site (LBS)17 61 Potential Local Biodiversity Site (pLBS)17 5 Regional Important Geological Sites18 3 Geological Conservative Review sites19 6 Scottish Wildlife Trust Reserves20 5 Scottish Lowland Raised Bog Inventory21 3 Woodland Trust Wood22 2 Soil B.3.14 Midlothian comprises a mix of urban, semi-urban and rural landscapes. The area is made up of a mixture of a wide range of soils including alluvial soils, brown soils, mineral gleys, peaty gleys, Mineral podzols, Peaty podzols, and small localised areas of peatland23. Areas of peat soil and peaty soil with peat, particularly important for their carbon content, are found on the periphery of the county. B.3.15 Throughout Midlothian, agricultural land quality is varied, with a mixture of class 1, 2, 3.1 and 3.2 (land capable of producing a wide range of crops to land capable of producing consistently high yields of crops) in 26% of the area17. The remaining areas (to the south of Midlothian) are 17 https://www.midlothian.gov.uk/downloads/file/4201/nature_conservation_planning_guidance_2021 18 Geodiversity for Local Authorities | Scotland's Geodiversity Charter (scotlandsgeodiversitycharter.org) 19 Midlothian Profile 2022 (PDF) | Midlothian Profile 2022 (PDF) 20 Wildlife Reserves & Visitor Centres | Scottish Wildlife Trust 21 No 78 An inventory of lowland raised bogs in Great Britain, Scottish Natural Heritage, An inventory of lowland raised bogs in Great Britain : UEL Research Repository 22 Woodland Trust, Woods - Visiting Woods - Woodland Trust 23 National Soil Map of Scotland. Available at: https://map.environment.gov.scot/Soil_maps/?layer=1# Page 635 of 700
Page 636
SEA Environmental Report Midlothian Transport Strategy 85 a mixture of urban, class 4, 5 and 6 (non-agricultural (urban) and land capable of producing a narrow range of crops to land capable of use as improved grassland)24. B.3.16 There are 100 hectares of vacant and/or derelict land. Such sites may include degraded or contaminated land with polluted or degraded soils. Water B.3.17 The water environment includes rivers, reservoirs, their valleys and catchments and groundwater resources. The river valleys of the North and South Esk, and the Tyne are important physical features and natural systems and have high visual amenity and rich habitats whilst providing recreational opportunities for local residents17. B.3.18 The main waterbodies within the Midlothian area include Tyne Water, Shiel Burn, Dalhousie Burn, Aikendean Burn, River South Esk, Gore Water, Glencorse Burn, Boghall Burn, Bilston Burn, Kill Burn, River North Esk, Pittendriech Burn, Loan Burn, Wesley Cleugh Burn, Black Burn, Hirendean Burn, Fullarton Water, Redside Burn, Loch Burn, Tweeddale Burn, Fumark Syke, Peat Law Burn, Crosslee Burn, Hare Burn, Joppa Burn, Cornton Burn, Braidwood Burn, Quarrel Burn, Eastside Burn, Silver Burn, Loan Burn, Lawhead Burn, Cuiken Burn, Monks Burn, Logan Burn, Lead Burn, Cakemuir Burn, Bean Burn, LinnDean Water, etc. B.3.19 Other notable lochs and reservoirs within the Midlothian Area includes Gradhouse Reservoir, Rosebery Reservoir, Edgelaw Reservoir, Glencorse Reservoir, North Esk Reservoir and Loganlea Reservoir. B.3.20 SEPA have conducted water quality monitoring for 25 rivers in Midlothian. In term of overall status of ecological potential, four rivers were classified as “Moderate”, 20 rivers were classified as “Poor” and one river was classified as “Bad” in 202025. In term of water quality, 13 rivers were classified as “High”, three rivers were classified as “Good” and nine rivers were classified as “Moderate” in 202023. B.3.21 SEPA Flood Risk Mapping indicates that there is a high to medium risk of river flooding along the lochs, rivers, canals and reservoirs across Midlothian, with surface water flooding areas also present throughout26. A relatively small proportion of Midlothian’s surface area, around 3%, falls within the 1:200-year flood risk zone17. B.3.22 Drinking water in Midlothian is provided mostly from the public water supply by Scottish Water. Some rural parts of Midlothian, including eastern and southern eastern areas have private water supplies. The quality of all these water supplies is monitored by the Drinking Water Quality Regulator (DWQR) for Scotland17. Landscape B.3.23 Midlothian is largely a countryside setting. The area stretches from the Pentland Hills to the Moorfoots and Lammermuirs, and comprises a gently sloping plain, much of it intensively farmed, rising to moorland with upland country beyond. Much of this landscape is protected by policy designations such as the Green Belt27. Midlothian compromises a number of small and medium sized towns, together with many small villages and Hamlets. Penicuik, Bonnyrigg and Dalkeith are the largest towns; Loanhead, Gorebridge, Mayfield, Newtongrange and Pathhead are smaller settlements. 24 National scale land capability for agriculture. Available at: https://map.environment.gov.scot/Soil_maps/?layer=1# 25 Water Classification Hub (sepa.org.uk) 26 https://map.sepa.org.uk/floodmap/map.htm 27 https://data.spatialhub.scot/dataset/green_belt-is/resource/f3e73ad8-d1d6-4404-8028-989867e20847 Page 636 of 700
Page 637
SEA Environmental Report Midlothian Transport Strategy 86 B.3.24 There are no National Scenic Areas in Midlothian. A review of Midlothian’s Areas of Great Landscape Value was undertaken, in line with Guidance on Local Landscape Designations (Scottish Natural Heritage and Historic Environment Scotland). The review identified seven separate Special Landscape Areas (SLAs) listed below, which have replaced the Areas of Great Landscape Value in Midlothian28: ▪ Pentland Hills SLA ▪ North ESK Valley SLA ▪ South Esk Valley & Carrington Farmland SLA ▪ Gladhouse Reservoir & Moorfoot Scarp SLA ▪ Tyne Valley SLA ▪ FALA Moor SLA ▪ FALA Rolling Farmland & Policies SLA B.3.25 SLA designations cover 20,855 hectares or 59% of Midlothian’s total land area17. Development proposals affecting SLAs will only be permitted where they incorporate high standards of siting and design and where they will not have an unacceptable impact on the special landscape qualities of the area. Cultural Heritage B.3.26 Midlothian hosts 81 Scheduled Monuments, 987 listed buildings and 21 conservation areas. Besides, there are ten Nationally Important Gardens and Designed Landscape17 and two historic battlefields across Midlothian29. Socioeconomics Population B.3.27 Midlothian encompasses six wards, namely Bonnyrigg Ward, Dalkeith Ward, Midlothian East Ward, Midlothian South Ward, Midlothian West Ward and Penicuik Ward, covering an area of approximately 353.5 sq.km. B.3.28 According to National Records of Scoltand2, Midlothian‘s population on 30 June 2021, was 94,680. This is an increase of 1.6% from 93,150 in 2020. Between 2001 and 2021, the population of Midlothian increased by 17%. This is the 4th highest percentage change out of the 32 council areas in Scotland. Over the same period, Scotland’s population rose by 8.2%2. B.3.29 In 2021, there were more females (51.8%) than males (48.2%) living in Midlothian. In terms of overall size, the 45 to 64 age group was the largest in 2021, with a population of 25,243. In contrast, the 75 and over age group was the smallest, with a population of 7,740 (although this saw the largest percentage increase in the 20 years to 2021). In 2021, more females than males lived in Midlothian in four out of six age groups. Between 2001 and 2021, each age group increased in size2. 28 MLDP 2017 Supplementary Guidance - Special Landscape Areas 29 Historic Environment Scotland | Àrainneachd Eachdraidheil Alba Page 637 of 700
Page 638
SEA Environmental Report Midlothian Transport Strategy 87 B.3.30 Midlothian’s current population can be characterised by a population swell between the ages of 30 and 59 and the 0 - 15 years segments. This could be the impact of new-build family housing increasing the younger and working age population17. B.3.31 The population of Midlothian was in 2018 projected to increase from 91,340 to 103,945 between 2018 and 2028. This is an increase of 13.8%, which compares to a projected increase of 1.8% for Scotland as a whole. Based upon these forecasts, Midlothian is projected to have the highest percentage change in population size out of the 32 council areas in Scotland. This projected increase can be broken down into an increase by 1.4% due to natural change (more births than deaths); and 12.4% increase due to total net migration (net migration within Scotland, from overseas and from the rest of the UK)2. B.3.32 The average age of the population of Midlothian is projected to increase as the baby boomer generation ages and more people are expected to live longer. Between 2018 and 2028, each age group is projected to increase in size. The 75 and over age group is projected to see the largest percentage increase (+40.9%). In terms of size, however, 25 to 44 is projected to become the largest age group2. B.3.33 According to Midlothian Profile 202217, excluding private education provision, there are 32 state primary schools, six state secondary schools, one additional state support school and two further education providers (Edinburgh College, and Newbattle Abbey College) in Midlothian. B.3.34 The percentage of Midlothian leavers who go onto Higher Education was around 35%, lower than the Scotland average (~45%) in 202117. The percentage of Midlothian leavers going into Higher Education from 2015 to 2021 has increased by 3.4%. During the same time period, the national average has increased by 4.8%. In 2021, Newbattle HS and Dalkeith HS have increased their proportions by 9.5% and 8.4% respectively. B.3.35 According to National Records of Scoltand2, the number of households in Midlothian was 40,876 in 2021. This is a 1.8% increase from 40,137 households in 2020. In comparison, the number of households in Scotland overall increased by 0.8%. Between 2018 and 2028, the number of households in Midlothian is projected to increase from 39,122 to 45,374. This is a 16.0% increase, which compares to a projected increase of 4.9% for Scotland as a whole. B.3.36 The economically active population was 45,600 which is 77.8% of total working age population in 2021. This is a decrease from 2020 (83.3%) and 2019 (81.8%). The Scottish rate is 76.4% (2021). The public sector is the biggest local employer and over 50% of the working age population work in the City of Edinburgh. 20.2% of school leavers entered employment in 2019- 20. This is the lowest percentage in the last five years but above the National average of 16.2%30. B.3.37 With regard to deprivation, the Scottish Index of Multiple Deprivation (SIMD)31 is a relative measure of deprivation across small areas in Scotland. It looks at multiple deprivation based on employment, education, health, access to services, crime, and housing in addition to income.10 datazones in Midlothian were within the most deprived 20% datazones in Scotland23: ▪ two data zone in the most deprived 5% - both in Dalkeith. ▪ one data zones in the most deprived 5-10% - in Dalkeith ▪ two data zones in the most deprived 10-15% - in Easthouses and Mayfield 30 Employment, Income & Inequality - Midlothian Health and Social Care Partnership 31 SIMD (2020) https://simd.scot/#/simd2020/BTTTFTT/9/-4.0000/55.9000/ Page 638 of 700
Page 639
SEA Environmental Report Midlothian Transport Strategy 88 ▪ five datazones in the most deprived 15-20% - in Straiton, Mayfield, Easthouses, North Gorebridge and Gorebridge & Middleton B.3.38 Whilst all areas in the most deprived 20% were around Dalkeith, Mayfield, Easthouses and Gorebridge; areas in the most deprived 20 - 30% were spread more widely including Thornybank, Penicuik and Newtongrange23. A more detailed assessment of equalities and deprivation across the Midlothian Area will be provided in the Equalities Impact Assessment (EqIA), to be developed in conjunction with the emerging LTS. Human Health B.3.39 In Midlothian, life expectancy at birth was higher for females (81.0 years) than for males (77.6 years) in 2019-212. Male life expectancy at birth has increased more rapidly than female life expectancy at birth between 2001-03 and 2019-21. In Midlothian, life expectancy at birth is higher than the Scottish level for both females (80.8) and males (76.5). As life expectancy has increased, people are living a longer period of their life in poorer health resulting in a likely increase in health and social care needs. B.3.40 On average there were 20,640 attendances per year to A&E from Midlothian to Lothian hospitals. This accounted for 11 -11.5% of all A&E attendance across NHS Lothian (2012 – 2017)32. B.3.41 Midlothian Community Hospital opened in 2010. It has six inpatient wards with 20 beds per ward with the exception of the two mental health wards which have 24 beds each. The hospital provides care for people who are very ill or are in the advanced stages of dementia alongside inpatient assessment and continuing and complex care of older people with acute mental health needs. In 2016 it was remodelled to incorporate a rehab and assessment ward for older people. This replaced the previous service provided by Liberton hospital, Edinburgh. B.3.42 Further analysis of health impacts will be provided within the EqIA and emerging LTS. B.3.43 In 2019/2020, the number and rate per 10,000 population of all crimes and offences recorded by the police is 431, which is slightly lower than the Scotland level of 451 per 10,000 population33. A three-year profile analysis of offenders in Midlothian identified the following characteristics: ▪ The highest proportion of people involved in offending were resident in Dalkeith/Woodburn. ▪ Over two thirds left school at the minimum leaving age without further formal education. ▪ 38% had financial problems. ▪ A quarter had accommodation problems. ▪ 57% had a history of alcohol misuse. ▪ 48% had a history of drug problems. Material Assets 32 Acute Services - Data - Midlothian Health and Social Care Partnership 33 Public Protection & Community Justice - Data - Midlothian Health and Social Care Partnership Page 639 of 700
Page 640
SEA Environmental Report Midlothian Transport Strategy 89 B.3.44 According to Midlothian Profile 202217, the household waste generated in Midlothian was 43,837 tonnes in 2021. Amongst the waste, 20,761 tonnes were recycled, 17,661 tonnes was diverted from landfill and 5,428 tonnes was landfilled. Other waste diverted from landfill include those waste material that cannot reused, recycled or landfilled. It includes household waste treated by incineration, mechanical biological and heat treatment. The Council’s recycling figures over recent years have been 2016 51.4%, 2017 51.6%, 2018 58.2%, 2019 50.8%, 2021 47.3%34. The drop in landfilled amounts reflects the incineration of waste now occurring at the Millerhill plant. B.3.45 Midlothian Council is committed to achieving the targets set out by the Scottish Government in Scotland’s Zero Waste Plan and Midlothian is signed up to The Household Recycling Charter. A joint Midlothian/City of Edinburgh Council Recycling and Energy Recovery Centre (RERC) at Millerhill to treat kerbside collected residual waste is now operating. The joint project will aid both Councils in meeting Zero waste targets and to produce electricity from the waste. The plant will incinerate around 135,000 tonnes of household residual waste and a further 20,000 tonnes of commercial waste every year from Midlothian Council and City of Edinburgh Councils. It will generate electricity to power approximately 32,000 households. A separate facility, which takes the food waste collected by the partner councils, is in operation on a neighbouring site. It is hoped that these facilities will help both authorities contribute to the national recycling target of 70% by 2025 and only 5% of waste going to landfill by 202517. B.3.46 According to Midlothian Profile 202217, Midlothian has a diverse business base which is a factor in being the fourth most resilient local authority in Scotland. Midlothian is home to a number of important clusters of high growth businesses bringing high gross value-added economic activities together. Key sectors include Life Sciences, Data Driven Innovation, Construction and Tourism. Its business base comprises a mix of sole traders, micro enterprises, and SME’s. Midlothian Council is the largest employer in the area. The following summarizes the business statistics: ▪ In 2010 Midlothian had 2,180 businesses; this grew to 2,720 businesses in 2020 ▪ Of the current 2,720 enterprises, small businesses accounted for 89.9% of the enterprises and employed 44%% of the workforce in 2020. ▪ Midlothian has slightly fewer small enterprises (89.9%) than the Scottish average (99%). ▪ In 2020 the number of large enterprises in Midlothian increased by 2.9% compared to the previous year and is now employing 40% of the workforce ▪ The number of self-employed people in Midlothian was 4,300 between Oct 2020 and Sep 2021, which is lower in proportion than Great Britain overall. B.3.47 According to Scottish Transport Statistics35, the total length of trunk road and local road in Midlothian was 39km and 699km respectively in 2021. The corresponding traffic volume is 640 million vehicle kilometres (1.5% of Scotland traffic)36. Key transport routes and infrastructure within Midlothian include A720, A68, A701, A702. These main routes adjoin B-roads and other minor roads, providing key connections across the Midlothian and into adjacent areas such as Edinburgh, Scottish Borders, East Lothian, etc. The road network A720 provides key links to the Edinburgh Airport. B.3.48 Midlothian is served by the Borders Railway, which opened in 2015. The line is from Edinburgh Waverley south through Midlothian to Tweedbank. Shawfair station, Eskbank station, 34 Household waste data | Scottish Environment Protection Agency (SEPA) 35 Chapter 04 - Road Network | Transport Scotland 36 Chapter 05 - Road Traffic | Transport Scotland Page 640 of 700
Page 641
SEA Environmental Report Midlothian Transport Strategy 90 Newtongrange station and Gorebridge station are inside Midlothian. In year ended mid-October 2019, the line carried 1,737,000 passengers37. LTS 37 The Scottish Borders Railway Line evaluation repoLTS and projections: EIR release - gov.scot (www.gov.scot) Page 641 of 700
Page 642
SEA Environmental Report Midlothian Local Transport Strategy 91 Appendix C Midlothian Local Transport Strategy SEA Framework Proposed SEA Objectives Proposed Guide Questions: Will the LTS (component)… Proposed Criteria to Assess Candidate Policies 1. Climate Change: Respond to the climate emergency by decarbonising infrastructure, promoting and enhancing natural infrastructure, facilitating a low carbon economy and adapting to accommodate the effects of climate change. • Contribute to decarbonisation of the transport system? • Promote modal shift towards sustainable public transport and active travel? • Support a sustainable pattern of development which minimises energy consumption and GHG emissions? • Support sustainable tourism? • Reduce number of single occupant car journeys and encourage car sharing? • Promote the use of clean fuels and technologies? • Enhance the resilience of infrastructure assets to adverse weather and the effects of climate change? • Promote the use of nature-based solutions? • Achieve net zero carbon and greenhouse gas emissions by 2030. • Reduce greenhouse gas (GHG) emissions by - improving fuel or energy efficiency - the need to travel by car? - switching to low-carbon energy sources, or reducing the need for heating or lighting? • Reduce indirect emissions by procuring low-carbon and/or local products? • Involve creating new greenspaces which contribute to carbon sequestration (e.g. tree planting, grassland creation etc.)? • Consider the future climate changes and measures put in place to adapt to them? • Reduce heat island effect through the use of greenspace and other nature-based solutions? • Support a sustainable pattern of development that facilitates achieving carbon neutrality. • Changes in emissions from traffic and public transport services. • Impacts on climate change mitigation: modal shifts and GHG emissions or saving (construction and operational phases). • Adaptability of new and upgraded transport infrastructure and services. • Resilience to adverse weather and the effects of climate change. 2. Air Quality and Amenity: To maintain and improve air quality and, reduce concentrations of harmful atmospheric pollutants and minimise exposure • Maintain or enhance air or noise quality? • Cause or minimise air or noise pollution? • Improve air quality by reducing the number of cars on the road? • Reduce congestion and cars idling? • improve air quality by replacing fossil fuel vehicles by electric or low carbon alternatives? • Avoid unacceptable noise and vibration levels at sensitive locations • Prevent and reduce emissions of harmful pollutants from all forms of transport? • Lead to an increase in industrial activity producing potentially harmful pollutants? • Reduce noise by reducing the number of vehicles on the road? • Proximity to congestion pinch points. • Sensitive areas (human and habitats). • Likely operational emissions Page 642 of 700
Page 643
SEA Environmental Report Midlothian Local Transport Strategy 92 Proposed SEA Objectives Proposed Guide Questions: Will the LTS (component)… Proposed Criteria to Assess Candidate Policies to noise and vibration. • Reduce noise by replacing fossil fuel vehicles by electric or low carbon alternatives? • Create cleaner, safer and greener neighbourhoods (e.g., by reducing litter and graffiti, and maintaining pleasant public spaces)? • Enhance or damage greenspace, which can protect people from air pollution, noise and extremes of temperature in urban settings? 3. Biodiversity, Geodiversity and Soil: Conserve, protect, restore and enhance biodiversity and geodiversity interests, including through safeguarding important sites, habitats, species and soil resources and by enhancing green infrastructure. • Ensure appropriate safeguards for the integrity, conservation objectives and features of sites designated at international, national, or local levels for reasons of biodiversity or geodiversity value or species protection? • Support the protection and enhancement of valued species and habitats? • Lead to net changes in species diversity in any given area due to land use change or through habitat fragmentation or reconnection? • Support safeguarding against habitat loss or fragmentation? • Support the protection and enhancement of protected trees and important woodland areas? • Damage or remove wildlife habitats? • Affect existing species through changes in the levels of noise, pollution, proximity to people or other factors? • Lead to degradation or improvement of existing habitats through changes in the levels of noise, pollution, proximity to people or other factors that might cause problems or create opportunities for existing species in areas affected by it? • Increase or decrease the risk of invasive species or dangerous pathogens entering the area affected by it? • Compensate biodiversity loss by e.g. restoring or creating new wildlife habitats? • Interfere with the green/blue network identified in Edinburgh’s Local Development Plan38? • Result in night light pollution? • Use pesticides? • Protect and enhance important soil resources? • Support the protection and restoration of soils, including peatland? • Likely to lead to changes in soil nutrients? • Cause or minimise soil pollution? • Enhance or damage greenspace, such as trees and large shrubs? • Proximity to and impacts on sites designated at international, national and regional levels for reasons of biodiversity conservation, ecological importance or geological importance (i.e., effects on integrity, objectives and features). • Potential impacts on protected species. • Proximity to and impacts on designated woodlands and other valued habitats. • Proximity to and impacts on non- designated biodiversity features including wildlife corridors and connectivity. • Positive effects for biodiversity (Policy 3, NPF4) • Consideration of climate change on vulnerability and condition of habitats, species and soils. 38 choices-for-city-plan-2030 See Maps 1, 10, 11, 12, 13, 14 (final plan to be published in August 2021) (edinburgh.gov.uk) Page 643 of 700
Page 644
SEA Environmental Report Midlothian Local Transport Strategy 93 Proposed SEA Objectives Proposed Guide Questions: Will the LTS (component)… Proposed Criteria to Assess Candidate Policies • Impact on non-protected biodiversity, including nature networks and wildlife corridors, ecosystem level diversity, sustainable use of biodiversity and threats from invasive alien species? 4. Water, Flood Risk and Resilience: Conserve, protect and enhance water environments, water quality and water resources, whilst adapting to climate change and reducing exposure to flood risks. • Minimise water use? • Cause or minimise water pollution? • Lead to an increase in industrial activity producing potentially harmful pollutants? • Lead to foul water entering local waterways and the sea? • Avoid deterioration and enhance the overall, ecological and chemical classification of water bodies and the water environment in accordance with the Water Framework Directive? • Drain or recharge ground and surface water aquifers? • Pollute or remediate ground and surface water aquifers? • Affect the volume of surface water runoff into or abstraction from water bodies? • Increase the amount of water needing to be treated as sewage? • Minimise the risk of flooding to people, property, infrastructure and environmental assets? • Manage residual flood risks appropriately and avoid new flood risks including by incorporating nature-based solutions? • Seek to minimise new development in areas prone to flood risk or mitigate the potential for such risk? • Affect the risk of flooding? • Reduce the risk of flooding through installation of Sustainable Urban Drainage Systems (SUDS)? • Enhance or damage greenspace, which can project people from flooding? • Support the coastal environment? • Proximity to Flood Risk Zones. • Proximity to and impacts on the Water Framework Directive (WFD) status of waterbodies and aquifers. • Resilience to flood risk. • Consideration of marine aquatic resources and the coastal environment. 5. Cultural Heritage: Conserve, protect and enhance the historic environment and cultural assets. • Conserve, protect and enhance the integrity, character and setting of heritage assets? • Preserve important archaeological sites and protect potential unknown archaeological resources? • Promote access to and interpretation of cultural heritage sites for communities and visitors? • Proximity to and potential effects on designated and non-designated heritage assets, archaeological sites and their settings. • Opportunities to enhance access to, and enjoyment and understanding of, sites of archaeological and cultural heritage significance. Page 644 of 700
Page 645
SEA Environmental Report Midlothian Local Transport Strategy 94 Proposed SEA Objectives Proposed Guide Questions: Will the LTS (component)… Proposed Criteria to Assess Candidate Policies 6. Landscape: Protect and enhance the landscape character, townscape character and visual amenity. • Protect and enhance landscape character? • Safeguard important landscape and townscape features? • Protect visual amenity and valued views? • Protect the unique characteristics of Midlothian • Maintain and enhance the attractiveness of the public realm and built environment? • Involve cutting trees and reducing the tree canopy? • Reduce the amount of greenfield land in favour of developed land? • Be built on brownfield sites or derelict urban land, or reuse redundant buildings? • Proximity to and impacts on designated landscapes and areas with wild land character. • Changes in landscape, townscape and seascape character from new infrastructure. • Impacts on visual amenity and key views. • Impacts on settlement integration or coalescence. 7. Accessibility and connectivity: Facilitate appropriate, sustainable, and affordable access for all to activity and affordable access for all to employment, education, facilities and services, and social and leisure opportunities, including tourism. • Improve connectivity to employment, education, personal business and social and leisure opportunities (including tourism) in particular by active travel and public transport? • Improve the accessibility and integration of the transport network, including between Midlothian and adjacent areas? • Improve availability and uptake of sustainable transport modes for tourists? • Improve availability and access to transport and travel information (including for tourists)? • Respond to periods of increased travel demand e.g., during holiday periods? • Reduce the need to travel? • Maintain or improve connections between adjacent areas? • Reduce congestion and allow for greater journey time reliability? • Help reduce severance effects of the transport network? • Lead to a change in levels of motorised transport? • Encourage or discourage people to use active modes of transport? • Impact on access to services and amenities by active travel or public transport? • Involve development of major infrastructure? • Will the LTS improve sustainable access to quality greenspace for recreation? • Does the LTS link and support with existing and future green networks by contributing to an attractive green corridor or enabling accessibility to existing green corridors? • Support the NTS2 sustainable travel hierarchy. • Address the evidenced physical accessibly problems. • Proximity to and impacts on the public transport network. • Proximity to the existing transport network. • Proximity to and impacts on identified congestion pinch points. • Proximity to and impacts on the accessibility of community facilities, public services and key amenities. • Proximity to and impacts on the accessibility of education infrastructure. • Proximity to and impacts on the accessibility of tourist attractions/routes. • Impacts on journey times to adjacent areas. • Proximity to and impacts on Midlothian’s green network. Page 645 of 700
Page 646
SEA Environmental Report Midlothian Local Transport Strategy 95 Proposed SEA Objectives Proposed Guide Questions: Will the LTS (component)… Proposed Criteria to Assess Candidate Policies 8. Inclusive Growth: Improve social and economic prosperity for all by enhancing productivity and competitiveness and through reducing societal inequalities. • Support better integration of land-use/spatial planning, transport planning and economic development decisions, including those relating to tourism? • Help to integrate labour and housing markets to meet identified population needs in a sustainable manner? • Support the delivery of existing and emerging spatial strategies at national, regional and local levels? • Promote the co-location of synergistic economic activities and land uses? • Support efficient and affordable freight movement within Midlothian and adjacent areas? • Support increased and diversified employment opportunities? • Impact on employment (including unpaid employment such as volunteering) and How secure will any new employment be? • Affect the quality of employment, for example in relation to job control and job strain? • Impact on workers’ level of control over their work? • Address transport needs resulting from existing and changing demographic socio- economic characteristics? • Support the implementation of relevant equalities duties, as assessed through separate reporting? • Impact on incomes and whose income will be affected? • Affect relative incomes, and income differentials? • Benefit local people and benefit local businesses (e.g. SME’s, social enterprises)? • Economic development, employment benefits and social value unlocked by the intervention. • Support the creation of safe and attractive public realm. • Contribution to area-based regeneration and socio-economic renewal. • Impacts on transport efficiency. • Impacts on freight movement. • Proximity to and impacts on key employment locations (existing and planned). • Ability to help reduce identified inequalities (as assessed through separate reporting). • 9. Human Health: Improve the health of the resident and workplace population, including with respect to physical and mental health and social wellbeing. • Facilitate and encourage use of public transport and active travel? • Improve connections to and access to recreational opportunities and facilities? • Reduce the negative impacts of transport on human health, especially in terms of pollution and air quality? • Reduce the likelihood of transport-related road accidents and casualties? • Affect road speeds or exposure of vulnerable road users to traffic? • Improve connectivity to healthcare facilities • Safeguard sensitive environmental receptors to maintain and enhance human health? • Increase activities commonly associated with injury? If so, what actions have been taken to mitigate the risks? What is the evidence that these are likely to be effective? • Has specific consideration been given to the risks to children? • Involve large public gatherings? If so, has a risk assessment been done? • Impact on people’s ability to install or maintain safety devices? • Impact on physical access – if so, have the needs of people with a disability been met? • Proximity to and impacts on access to healthcare facilities. • Proximity to and impacts on active travel networks. • Levels of active travel. • Health outcomes and determinants. • Proximity to impacts on open space. • Contribution of biodiversity and the natural environment (access to them) in people’s health. • Consideration of post COVID-19 issues for transport and working/ living patterns. Page 646 of 700
Page 647
SEA Environmental Report Midlothian Local Transport Strategy 96 Proposed SEA Objectives Proposed Guide Questions: Will the LTS (component)… Proposed Criteria to Assess Candidate Policies • Provide people with skills to reduce their risk of injury? What is the evidence that this will be effective? • Impact on the likelihood of transmission by: - contaminated food or water - direct contact with or droplets from infected people or animals - contact with blood or other body fluids. • Impact on travel, of people, foods or disease vectors? • Impact on agricultural controls, water pollution and provision of clean water, controls on food and food products? • Have the risks been communicated to people for whom English is not their first language or have low levels of literacy? • Improve the quality of the wider environment or housing quality? • Improve the overall appearance of the neighbourhood or add to the local community? • Improve general living conditions and overall neighbourhood satisfaction? • Impact on access to or quality of public space and greenspace? • Impact on rents or other housing costs? • Impact on people in travelling communities? • Ensure residents be involved in the process from start to finish? • Impact on access to or quality of health services? • Impact on access and quality for those people who are most in need? • Deliver universally but proportionate to need? • Impact on exposure to occupational hazards? 10. Material Assets: Manage, maintain and where possible improve the efficient and effective use of natural resources, ecosystem services, land and infrastructure to meet identified needs. • Unlock the delivery of housing to meet identified needs? • Prioritise the re-development of previously developed (brownfield) land? • Support the provision of adequate infrastructure, services and facilities to meet identified needs? • Improve movement of people, goods and services? • Support the large seasonal influx of tourists? • Increase installed renewable energy capacity within Midlothian boundaries? • • Minimise material use through e.g. more compact design? • Promote material reuse? • Use goods manufactures from recycled materials content? • Favour local products to minimise transport emissions? • Alignment with or ability to support land-use/spatial planning and economic development decisions. • Proximity to and impacts on the delivery of major development allocations and committed developments. • Facilitate the redevelopment of previously developed (brownfield) land. • Proximity to and impacts on vacant and derelict land (VDL). Page 647 of 700
Page 648
SEA Environmental Report Midlothian Local Transport Strategy 97 Proposed SEA Objectives Proposed Guide Questions: Will the LTS (component)… Proposed Criteria to Assess Candidate Policies • Use low-carbon construction materials (cement substitutes such as PFA or GGBS, sustainably sourced timber)? • Favour low maintenance and durable products/materials? • Reduce reliance on single-use plastics? • Make efficient use of natural resources? • Minimise waste and dispose of it in accordance with current good practice? • Impacts on best and more versatile agricultural land and important grazing land • Impacts on marine-based assets / fisheries. • Impacts on natural resources, including the extraction of mineral resources. • Impacts on ecosystem services. • Improve the connectivity of the islands to the mainland of Scotland or the main destination within that island archipelago. Page 648 of 700
Page 649
SEA Environmental Report Midlothian Local Transport Strategy 98 Appendix D Environmental Appraisal of LTS Policies D.1 Introduction D.1.1 This appendix supports Section 5.3 of the Environmental Report and presents the findings of the environmental and climate appraisals of each individual Policy. The significance criteria for assessing the environmental effects are: Score Description Symbol Major positive effect The proposed policy / contributes significantly to the achievement of the SEA Objective. ++ Minor positive effect The proposed policy contributes to the achievement of the SEA Objective but not significantly + Neutral effect The proposed policy is related to but does not have any effect on the achievement of the SEA Objective 0 Minor negative effect The proposed policy detracts from the achievement of the SEA Objective but not significantly - Major negative Effect The proposed policy detracts significantly from the achievement of the SEA Objective. Mitigation is therefore required - - Uncertain Effect The proposed policy has an uncertain relationship to the SEA Objective, or the relationship would be dependent on the way in which the aspect is managed ? No Clear Relationship There is no clear relationship between the proposed policy and the achievement of the SEA Objective, or the relationship is negligible ~ Page 649 of 700
Page 650
SEA Environmental Report Midlothian Local Transport Strategy 99 LTS Theme and Policies SEA Objective Climate Change Air Quality and Amenity Biodiversity, Geodiversity & Soil W ater, Flood Risk, and Resilience Cultural Heritage Landscape Accessibility & Connectivity Inclusive Growth Human Health Material Assets Chapter 5: Sustainably accommodating our new development 1. Policy 1: Major development must be well connected to our communities and local centres by both high-quality active travel (walking, wheeling and cycling) routes and public transport services. ++ ++ 0 0 0 0 ++ + ++ + 2. Policy 2: The LTS recognises the challenges and opportunities presented by new development and requires measures to minimise car dependency from developers ++ ++ 0 0 0 0 ++ + ++ + 3. Policy 3: The LTS requires the concept of ‘infrastructure first’ to be implemented in relation to major developments in, and affecting Midlothian ++ ++ 0 0 0 0 ++ + ++ + 4. Policy 4: New active travel routes and infrastructure which meets national standards must be provided prior to the first residents moving into a development - this includes provision within the site boundary and connecting infrastructure from the site to local centres, key amenities, and transport interchanges ++ ++ 0 0 0 0 ++ + ++ + 5. Policy 5: Access roads within new developments and connecting new developments to the wider area must be of an adoptable standard and designed and delivered in a manner which enables the development to be served by bus services as soon as the first residents move into the development – this includes the provision of any required infrastructure such as bus stops ++ ++ 0 0 0 0 ++ + ++ + 6. Policy 6: Parking provision at all new developments must fully comply with Midlothian Council Parking Standards ++ ++ 0 0 0 0 ++ + ++ + Overall assessment ++ ++ 0 0 0 0 ++ + ++ + Chapter 6: Making our transport networks available to all 7. Policy 7: The LTS supports measures to improve the range and quality of fully accessible travel information + + 0 0 0 0 ++ + ++ + 8. Policy 8: The LTS recognises that the physical environment and streetscape can be a barrier to travel and independence for some, and supports measures to address this + + 0 0 0 0 ++ + ++ + 9. Policy 9: The LTS recognises that crime, the fear of crime and anti-social behaviour is a barrier to travel for some and supports measures to address this + + 0 0 0 0 ++ + ++ 0 Page 650 of 700
Page 651
SEA Environmental Report Midlothian Local Transport Strategy 100 LTS Theme and Policies SEA Objective Climate Change Air Quality and Amenity Biodiversity, Geodiversity & Soil W ater, Flood Risk, and Resilience Cultural Heritage Landscape Accessibility & Connectivity Inclusive Growth Human Health Material Assets 10. Policy 10: The LTS supports measures to give Midlothian residents more affordable access to cycling + + 0 0 0 0 ++ + ++ + 11. Policy 11: The LTS recognises that being able to access taxis is a key element of transport provision across Midlothian, which alongside community transport can support people’s everyday journeys and activities ? ? 0 0 0 0 ++ + ++ + 12. Policy 12: The LTS recognises that the cost of bus travel is a barrier to travel, especially where more than one bus is needed from different operators, and supports measures to reduce the cost of bus travel and make the cost of bus travel equitable for all Midlothian resident ? ? 0 0 0 0 ++ + ++ + 13. Policy 13: The LTS recognises that the cost of rail travel is a barrier to travel and supports measures to reduce the cost of rail travel ? ? 0 0 0 0 ++ + ++ + Overall assessment ? ? 0 0 0 0 ++ + ++ + Chapter 7: Making our transport networks safer for all 14. Policy 14: Midlothian's roads should be safe for all road users, and supports the Scottish Government's target of a 50% reduction in people killed and seriously injured by 2030 0 0 0 0 0 0 ++ ++ ++ 0 15. Policy 15: The LTS supports the principle of reducing speed limits and use of transitional speeds on our rural roads as a means to promote road safety ? ? 0 0 0 0 ? ? ++ + 16. Policy 16: The LTS supports the continuing roll out of 20mph zones in our urban areas ? ? 0 0 0 0 ? ? ++ + 17. Policy 17: The LTS supports appropriate maintenance of our roads to provide a safer environment for all road users + 0 0 ++ 0 0 ++ ++ ++ ++ Overall assessment ? ? 0 ++ 0 0 + + ++ ++ Chapter 8: New and improved facilities for active travel 18. Policy 18: The LTS supports the improvement of walking, wheeling and cycling infrastructure so as to make it easier for people to make everyday journeys by active travel modes and to support health and wellbeing + + 0 0 0 0 ++ + ++ + Overall assessment + + 0 0 0 0 ++ + ++ + Chapter 9: Improving the coverage, journey times and reliability of our public transport, within Midlothian and between Midlothian and the wider City Region Page 651 of 700
Page 652
SEA Environmental Report Midlothian Local Transport Strategy 101 LTS Theme and Policies SEA Objective Climate Change Air Quality and Amenity Biodiversity, Geodiversity & Soil W ater, Flood Risk, and Resilience Cultural Heritage Landscape Accessibility & Connectivity Inclusive Growth Human Health Material Assets 19. Policy 19: The LTS supports measures to reduce journey times and improve the reliability and punctuality of public transport + + 0 0 0 0 ++ ++ + + 20. Policy 20: The LTS supports direct bus services to part of the city-region where interchange in Edinburgh is currently required + + 0 0 0 0 ++ ++ + + 21. Policy 21: The LTS supports improved east-west bus connectivity in Midlothian + + 0 0 0 0 ++ ++ + + 22. Policy 22: All Midlothian communities should have equitable and proportionate access to public transport, either through scheduled mainline, feeder, or demand responsive transport ? ? 0 0 0 0 ++ ++ + + 23. Policy 23: Our bus network supports young people making journeys to school and learning + + 0 0 0 0 ++ ++ + + 24. Policy 24: The LTS supports the principle of mass rapid transit connections between Edinburgh and Midlothian ? ? ? ? ? ? ++ ++ + ? 25. Policy 25: The LTS supports increased bus service frequencies on main corridors to reduce wait time, improve capacity and provide more options for those wheeling ? ? 0 0 0 0 ++ ++ + + 26. Policy 26: The LTS supports infrastructure improvements to the Borders Railway to increase capacity and improve journey times and journey time reliability ? ? ? ? ? ? ++ ++ + + 27. Policy 27: The LTS supports through rail services to destinations beyond Edinburgh Waverley ? ? ? ? ? ? ++ ++ + + 28. Policy 28: The LTS supports extending the Borders Railway to Carlisle ? ? ? ? ? ? ++ ++ + + 29. Policy 29: The LTS supports exploring opportunities around new and emerging data to help support evidence decision making 0 0 0 0 0 0 0 0 0 0 Overall assessment ? ? ? ? ? ? ++ ++ + + Chapter 10: Improved integration across our transport networks 30. Policy 30: Walking, wheeling and cycling routes to our bus stops and railway stations should be clear, safe and attractive for all users + + 0 0 0 0 ++ ++ ++ + 31. Policy 31: The LTS supports measure to make it easier to routinely take a bicycle onto a bus or train or securely leave a bicycle at a key location. + + 0 0 0 0 ++ ++ ++ + 32. Policy 32: A combination of bus and rail travel can provide faster journey times to Edinburgh than bus alone. The LTS supports tackling timetabling, ticketing ? ? 0 0 0 0 ++ ++ + + Page 652 of 700
Page 653
SEA Environmental Report Midlothian Local Transport Strategy 102 LTS Theme and Policies SEA Objective Climate Change Air Quality and Amenity Biodiversity, Geodiversity & Soil W ater, Flood Risk, and Resilience Cultural Heritage Landscape Accessibility & Connectivity Inclusive Growth Human Health Material Assets and fare barriers which make this an unattractive option for passengers at present 33. Policy 33: The LTS supports the integration of ticketing across all our bus and train operators ? ? 0 0 0 0 ++ ++ + + 34. Policy 34: The LTS supports technology-based solutions to develop MaaS-style operations in Midlothian + + 0 0 0 0 ++ ++ + + 35. Policy 35: The LTS supports measures to improve our strategic P&R offer. ? ? ? ? ? ? ++ ++ + + 36. Policy 36: The LTS supports the concept of journey hubs as a means to support interchange between bike, bus, train, car share ? ? ? ? ? ? ++ ++ + ? Overall assessment ? ? ? ? ? ? ++ ++ + + Chapter 11: Improving the quality of our public transport 37. Policy 37: The LTS supports measures to address overcrowding on Midlothian's train services during routine peaks and events ? ? 0 0 0 0 ++ + + + 38. Policy 38: Bus stops and routes to bus stops should be high quality and well maintained + + 0 0 0 0 ++ + ++ + 39. Policy 39: The LTS supports exploring partnership and other initiatives to improve the way bus services are delivered across Midlothian’s settlements where this will provide a benefit to passengers 0 0 0 0 0 0 + + 0 0 40. Policy 40: The LTS supports partnership working between local authorities and operators to deliver improvements for bus users and encourage new bus users ? ? 0 0 0 0 + + 0 0 41. Policy 41: The LTS supports the ongoing roll out of real time information at bus stops across Midlothian ? ? 0 0 0 0 ++ + + + 42. Policy 42: The LTS recognises that more flexible floorspace arrangements would benefit bus users dependent on wheeling ? ? 0 0 0 0 ++ + + + 43. Policy 43: The LTS supports measures to bring together all public transport information into a single source / app ? ? 0 0 0 0 ++ + + + 44. Policy 44: Public transport information should be accessible, readily understandable and up to date ? ? 0 0 0 0 ++ + + + Overall assessment ? ? 0 0 0 0 ++ + + + Chapter 12: Reducing the impact of transport on our local environment, decarbonising transport in Midlothian and adapting to climate change Page 653 of 700
Page 654
SEA Environmental Report Midlothian Local Transport Strategy 103 LTS Theme and Policies SEA Objective Climate Change Air Quality and Amenity Biodiversity, Geodiversity & Soil W ater, Flood Risk, and Resilience Cultural Heritage Landscape Accessibility & Connectivity Inclusive Growth Human Health Material Assets 45. Policy 45: The LTS supports a roll out of publicly available and affordable EV charging infrastructure to i) support households who cannot charge at home and ii) serve through traffic ++ ++ 0 0 0 0 ++ + + + 46. Policy 46: The LTS supports the full decarbonisation of bus services in Midlothian and the provision of facilities to support this ++ ++ 0 0 0 0 ++ + + + 47. Policy 47: The LTS supports suitable taxation measures for ICEs, EVs and other alternative-fuel vehicles that ensure their usage is managed in line with the NTS2’s Sustainable Travel Hierarchy and which also accords with the ‘polluter pays’ principles ++ ++ 0 0 0 0 ++ + + + 48. Policy 48: The LTS supports the principle of improving the management and enforcement of traffic and parking, including within our town and commercial centres, key transport interchanges and near schools + + 0 0 + + ? + + + 49. Policy 49: The LTS supports initiatives to reduce the requirement to own a car but still have occasional, affordable access to a car + + 0 0 0 0 + + + + 50. Policy 50: The LTS supports the full decarbonisation of the Borders Railway ? ? ? ? ? ? 0 ++ ++ - 51. Policy 51: The LTS supports infrastructure and maintenance measures to reduce the impact of severe weather on our road networks + 0 0 + 0 0 + + + ++ 52. Policy 52: The LTS supports infrastructure and maintenance measures to reduce the impact of severe weather on the Borders Railway + 0 0 + 0 0 + + + ++ Overall assessment ++ ++ ? + ? ? ++ + + ++ Chapter 13: Making our transport networks more efficient 53. Policy 53: The LTS supports technology-based measures to improve the efficiency and safety of our transport networks ++ ++ 0 0 0 0 ++ ++ + + 54. Policy 54: The LTS supports the provision of appropriate facilities to support the movement of freight through Midlothian and within Midlothian including last mile deliveries + + ? ? ? ? ++ ++ + ? 55. Policy 55: Opportunities for the more widespread usage of connected autonomous vehicles for the provision of bus services should be kept under review + + 0 0 0 0 ++ ++ + + Page 654 of 700
Page 655
SEA Environmental Report Midlothian Local Transport Strategy 104 LTS Theme and Policies SEA Objective Climate Change Air Quality and Amenity Biodiversity, Geodiversity & Soil W ater, Flood Risk, and Resilience Cultural Heritage Landscape Accessibility & Connectivity Inclusive Growth Human Health Material Assets 56. Policy 56: The LTS supports targeted infrastructure improvements in selected locations alongside a wider package of sustainable transport improvements in order to sustain network efficiency and enhance safety - - - - - - - - - - - - ++ ? - - - - Overall assessment ? ? ? ? ? ? ++ ? ? ? Page 655 of 700
Page 656
SEA Environmental Report Midlothian Local Transport Strategy 105 Appendix E Review of SEA Consultation Responses Table E.1: Summary of SEA Scoping Consultation Responses SEA Consultation Authority Comment Response Scottish Environmental Protection Agency (SEPA) (21ST August 2023) General As required under Section 15(2) of the Act, we have considered the document submitted and comment as follows in respect of the scope and level of detail to be included in the Environmental Report (ER). With the exception of one issue, highlighted below, we are content with the overall scope of the SEA. The Scottish Government SEA Guidance provides guidance to Responsible Authorities about the type of information that is expected to be provided at each SEA stage; we have also produced SEA topic guidance for those issues which fall within our remit. On completion, the Environmental Report and the Midlothian Council Local Transport Strategy to which it relates should be submitted to the Scottish Government SEA Gateway (SEA_Gateway@gov.scot) which will forward it to the Consultation Authorities. In this case we will not be providing a detailed assessment of the Environmental Report. Noted with thanks Relationship with other Plans, Policies and Strategies (PPS) Some of the PPS included have themselves been subject to SEA. Where this is the case, you may find it useful to prepare a summary of the key SEA findings that may be relevant to the Midlothian Council Local Transport Strategy. This may assist you with data sources and environmental baseline information and also ensure the current SEA picks up environmental issues or mitigation actions which may have been identified elsewhere. We are a little concerned by the lack of reference to the Cleaner Air for Scotland Strategy 2 (CAFS2). Meeting the expectations of CAFS2 should be a major consideration of the Midlothian Transport Strategy We would also advise that the ER refers to the most up-to-date status of relevant plans. Transport, especially public transport and active travel routes in Midlothian are closely integrated with those of the City of Edinburgh. The scoping report refers to Edinburgh’s draft City Mobility Plan, but this was adopted in February 2021. Noted. CAFS2 has been included in this SEA Report and the status of plans updated where relevant. Page 656 of 700
Page 657
SEA Environmental Report Midlothian Local Transport Strategy 106 SEA Consultation Authority Comment Response Baseline information SEPA holds significant amounts of environmental data which may be of interest to you in preparing the environmental baseline, identifying environmental problems, and summarising the likely changes to the environment in the absence of the PPS, all of which are required for the assessment. Many of these data are now readily available on SEPA’s website. Additional local information may also be available from our Access to Information unit (foi@sepa.org.uk). Other sources of data for issues that fall within SEPA’s remit are referenced in our SEA topic guidance notes for air, soil, water, material assets, climatic factors and human heath. Noted. Baseline information would be requested if necessary. NatureScot (18th August 2023) Scope of assessment and level of detail Subject to the specific comments set out below and in the annex to this letter, NatureScot is content with the scope and level of detail proposed for the Environmental Report. NatureScot notes that a period of 6 weeks is proposed for consultation on the Environmental Report and is content with this proposed period. Noted with thanks Setting the Context Section 1.5 of the Scoping report correctly references the changing policy context in Scotland since Midlothian’s existing Local Transport Strategy (LTS) was produced in 2007. The Scoping report primarily refers to key policy changes regarding climate change, for example the Scottish Government’s commitment to transition the transport system to one that is net zero in carbon emissions by 2045. However, the policy context regarding the biodiversity crisis has also changed. For example, the Scottish Biodiversity Strategy to 2045, published in December 2022, highlights that biodiversity action should be mainstreamed across all sectors and the wider policy landscape, including transport. Additionally, Policy 3 of NPF4 states that all development proposals should contribute to the enhancement of biodiversity, including where relevant, restoring degraded habitats and building and strengthening nature networks and the connections between them. Proposals should also integrate nature-based solutions, where possible. It should therefore be ensured that key policy changes regarding the biodiversity crisis, as well as the climate crisis, are considered in the development of the LTS. Noted, references to the Biodiversity Strategy and biodiversity have been updated in this ER. Whilst the objectives of the LTS are to remain unchanged, the importance of biodiversity has been highlighted to and discussed with the LTS team and reference to NPF4 and Policy 3 has been included in the LTS policy section. Page 657 of 700
Page 658
SEA Environmental Report Midlothian Local Transport Strategy 107 SEA Consultation Authority Comment Response Baseline information In Section A.4 about the Evolution of Baseline Conditions in the Absence of the Emerging LTS, there is no mention of the impacts of climate change on each of the key issues if adaptation strategies, including nature-based solutions, are not carefully planned and implemented. The LTS may also want to refer to Midlothian’s Green Network Strategy developed as supplementary guidance to the last Local Development Plan which may be useful for informing active travel opportunities. Text has been updated in Section 3.4 Reference to Midlothian’s Green Network Strategy included in this ER. Significant issues There appears to be an error in Figure A.1 within Section A.3.1.1 of the scoping report. Number ‘n14’ on the figure should be Carlops Meltwater Channels SSSI, rather than Newlands Glen. All other nationally and internationally designated sites are correctly identified. In addition to the impacts on designated areas, the Environmental Report should pay close attention to the potential of the LTS to impact non-protected biodiversity, including nature networks and wildlife corridors, ecosystem level diversity, sustainable use of biodiversity and threats from invasive alien species. The added value of nature-based solutions and green infrastructure should be borne in mind, especially as both public and private sectors are increasingly applying a natural capital approach to their business. Noted. The name has been updated. Noted. The guide questions in Appendix have already contained some impact on non-protected biodiversity. For clarity, a new guide question on impact on non-protected biodiversity under the SA objective of Biodiversity, Geodiversity and Soil has been included. Any effects on Natura sites/species As identified in the Scoping report. Midlothian contains 3 European designated sites: - Fala Flow Special Protection Area (SPA) - Gladhouse Reservoir SPA - Peeswit Moss Special Area of Conservation (SAC) If there is anything in the LTS that may impact these sites, then a Habitats Regulations Appraisal must be undertaken. At this stage it is considered unlikely that a HRA will be required for the LTS, however the need to screen the LTS for HRA will be kept under review as the strategy is developed to consider if any part of it would have a likely significant effect (LSE) on a European site. In line with the relevant guidance, if the strategy is restricted to general policy statements, or shows the general will or intent of Midlothian Council, it will not be likely to have a significant effect on a European site. A statement explaining the approach to Page 658 of 700
Page 659
SEA Environmental Report Midlothian Local Transport Strategy 108 SEA Consultation Authority Comment Response If the Habitats Regulations Appraisal is undertaken in parallel with SEA, it is important that the findings of both appraisals are separately and clearly documented and that the record of the Habitats Regulations Appraisal uses the correct terminology, applying them appropriately. In practice, it is easier to set out the Habitats Regulations Appraisal in a separate record, and where appropriate provide a cross-reference to it in the Environmental Report. consideration of the need for HRA has been included in this SEA ER for the Draft LTS (See Section 1.2.3) SEA objectives In Table 4.2, it is suggested that Objective 1: Climate Change relates to Environmental Topic G - Water. It should also be related to topic I - Climatic Factors. Noted. As this table is not being carried forward to the subsequent stages, this addition has not been made, however the relationship between the objectives and the topic issues will be taken forward. Guide Questions The following is some feedback on the proposed guide questions and assessment criteria outlined in Table 4.3: Objective 1: Climate Change - The guide question ‘Involve creating new greenspaces or plant new trees that will sequester carbon?’ could be changed to encompass more than tree planting, perhaps ‘involve creating new greenspaces which contribute to carbon sequestration (e.g. tree planting, grassland creation etc.)?’. Objective 7: Accessibility and Connectivity - An additional guide question could be ‘Will the LTS improve sustainable access to quality greenspace for recreation?’. - It would also be useful to include a question relating to how active travel can be linked in with Midlothian’s Green Network Strategy. For example, ‘does the LTS link and support with existing and future green networks by contributing to an attractive green corridor or enabling accessibility to existing green corridors?’. Noted, changes and additions made as suggested. Page 659 of 700
Page 660
SEA Environmental Report Midlothian Local Transport Strategy 109 SEA Consultation Authority Comment Response Assessment Criteria Objective 3: Biodiversity, Geodiversity and Soil - Change ‘opportunities to deliver biodiversity net gain’ to ‘positive effects for biodiversity’ and use Policy 3 from NPF4 as a reference. Objective 7: Accessibility and Connectivity - An additional assessment criterion could be included which measures how the LTS can support the establishment of and access to green networks. For example, ‘proximity to and impacts on Midlothian’s green network’. Noted, changes and additions made as suggested. Concluding remarks Please note that this response is in the context of the Environmental Assessment (Scotland) Act 2005 and our role as a Consultation Authority. We understand that we will be separately consulted on our views regarding the Environmental Report and on the Local Transport Strategy (LTS). Noted with thanks Historic Environment Scotland (18th August 2023) Scope and level of detail We note that the historic environment has been scoped into the assessment. On the basis of the information provided, we are content with this approach and are satisfied with the scope and level of detail proposed for the assessment, subject to the detailed comments provided below. Noted with thanks Relevant PPS The review of relevant PPS for the historic environment should be updated to include the Historic Environment Policy for Scotland 2019 (HEPS) and Our Past, Our Future: The Strategy for Scotland’s Historic Environment (2023). Noted with thanks, these documents have been reviewed and included in Table A.1 of this LTS Report. Consultation period for the Environmental Report Noted with thanks Page 660 of 700
Page 661
SEA Environmental Report Midlothian Local Transport Strategy 110 SEA Consultation Authority Comment Response We are content with the six-week period proposed for consultation on the draft LTS and its Environmental Report. Please note that, for administrative purposes, we consider that the consultation period commences on receipt of the relevant documents by the SEA Gateway. Page 661 of 700
Page 662
Page 662 of 700
Page 663
On behalf of Client Name Project Ref: 332610018| Rev: 01 | Date: June 2024 Registered Office: Buckingham Court Kingsmead Business Park, London Road, High Wycombe, Buckinghamshire, HP11 1JU Office Address: 3rd Floor, Capital Square, 58 Morrison Street, EH3 8BP T: +44 (0)131 297 7010 E: info.Edinburgh@stantec.com Midlothian Local Transport Strategy Stage 1 and 2 Report: Public Engagement Report Page 663 of 700
Page 664
Stage 1 and 2 Report: Public Engagement Report Midlothian Local Transport Strategy ii Document Control Sheet Project Name: Midlothian LTS Project Ref: 332610018 Report Title: Public Engagement Report Date: June 2024 Name Position Signature Date Prepared by: Mara Shepherd Assistant Transport Planner MS 20/06/2024 Reviewed by: Rachel Thomas Associate Transport Planner RMT 24/06/2024 Approved by: For and on behalf of Stantec UK Limited Revision Date Description Prepared Reviewed Approved This report has been prepared by Stantec UK Limited (‘Stantec’) on behalf of its client to whom this report is addressed (‘Client’) in connection with the project described in this report and takes into account the Client's particular instructions and requirements. This report was prepared in accordance with the professional services appointment under which Stantec was appointed by its Client. This report is not intended for and should not be relied on by any third party (i.e. parties other than the Client). Stantec accepts no duty or responsibility (including in negligence) to any party other than the Client and disclaims all liability of any nature whatsoever to any such party in respect of this report. Page 664 of 700
Page 665
Stage 1 and 2 Report: Public Engagement Report Midlothian Local Transport Strategy iii Contents 1 Introduction ............................................................................................................................... 0 1.1 Overview ........................................................................................................................ 0 2 Survey Responses ................................................................................................................... 1 2.1 Overview ........................................................................................................................ 1 2.2 Draft Transport Problems .............................................................................................. 2 2.3 Draft Strategy Outcomes ............................................................................................... 3 2.4 General Comments on the Local Transport Strategy.................................................... 4 Figures Figure 2:1: Where do you live? ............................................................................................................... 1 Figure 2:7: To what extent do you agree with the draft outcomes? ........................................................ 3 Figure A 1: To what extent do you agree with the draft outcomes? [results prior to the rewording of the question] 5 Figure A 2: To what extent do you agree with the draft outcomes [results following the rewording of the question] 5 Tables Table 2-1: Number of respondents who stated there were additional problems which should be included and subsequently provided a commentary on these ................................................................ 2 Appendices Appendix A Draft Outcomes Survey responses pre and post re-wording Page 665 of 700
Page 666
Stage 1 and 2 Report: Public Engagement Report Midlothian Local Transport Strategy iv This page is intentionally blank Page 666 of 700
Page 667
Stage 1 and 2 Report: Public Engagement Report Midlothian Local Transport Strategy 0 1 Introduction 1.1 Overview 1.1.1 Midlothian Council is producing a new Local Transport Strategy (LTS) for the Midlothian area. Following the development of the Draft Stage 1 and 2 Report, a public consultation was undertaken. The purpose of this consultation was to: corroborate the transport problems identified via the problems framework and ensure all problems had been captured gather feedback on the draft Strategy Outcomes developed 1.1.2 The survey was open from the 29th May until 10th June 2024. It was embedded in a StoryMap which provided an overview of the LTS development process and the work to date. This was shared through Midlothian Council’s website, Citizen Space platform and the council social media channels. 1.1.3 The information, along with a hard copy of the survey, was also made available at the following libraries in Midlothian.: Dalkeith Library and Arts Centre Danderhall Library Gorebridge Library Lasswade Library Loanhead Library Newbattle Library Newtongrange Library Penicuik Library Roslin Library Page 667 of 700
Page 668
Stage 1 and 2 Report: Public Engagement Report Midlothian Local Transport Strategy 1 2 Survey Responses 2.1 Overview 2.1.1 A total of 254 people responded to the survey. Of these, 96% (n=256) were members of the public and the remaining 4% (n=10) were responding on behalf of an organisation or business. Figure 2:1: Where do you live? 2.1.2 Those who were members of the public (n=245) were asked where they live. The results are summarised in the figure above. Just over a quarter of respondents (26%, n=63) noted that they live in Rosewell with the second largest response rate coming from Penicuik with 20% (n=48). A further 14% (n=35) of respondents live in Dalkeith and 9% (n=21) in Bonnyrigg. The remaining locations all account for 5% or less of the respondents. 2.1.3 In total, 13% (n=31) selected ‘other’; the following place names were provided in the open text response: Newtongrange (n=9), Auchendinny (n=5), Edinburgh (n=4), Cousland (n=2), Edgehead (n=2), Lawfield (n=2), Crichton (n=1), Damhead (n=1), Eskbank (n=1), Flotterston (n=1), Lasswade (n=1), Milton Bridge (n=1), Temple (n=1), Woodburn (n=1). 2.1.4 The organisations / businesses who responded were invited to provide the name of their organisation / business. The following organisations responded to this question: HcL Transport1 Paths for All ScotRail 1 HcL Transport is a charity who provide accessible transport for those with mobility issues in Edinburgh and the Lothians. The company operates a Dial-a-Ride and Dial-a-Bus service all year. 27% 19% 14% 9% 5% 4% 4% 2% 1% 1% 1% 0% 0% 13% 0% 5% 10% 15% 20% 25% 30% Rosewell Penicuik Dalkeith Bonnyrigg Danderhall Gorebridge Roslin Pathhead Bilston Mayfield Shawfair Loanhead Newbattle Other Page 668 of 700
Page 669
Stage 1 and 2 Report: Public Engagement Report Midlothian Local Transport Strategy 2 SEStran Scottish Fire and Rescue Service (SFRS) Vattenfall Heat UK2 Workforce Mobility Project – Edinburgh and South East Scotland City Region Deal3 2.2 Draft Transport Problems 2.2.1 The survey provided information on the transport problems by mode which were identified via the Stage 1 and 2 Report. Respondents were then asked: whether there were any other additional transport problems relating to that specific mode of transport which should be included in the analysis (‘yes’, ‘no’ or ‘don’t know’) if yes: o what other transport problems should be considered (open text response) o whether the transport problems relate to a specific area 2.2.2 The table below provides a summary of the number of respondents who selected ‘yes’, ‘no’ or ‘don’t know’ to the first question and the number of open text responses received. A full account of the open text responses is provided in the separate excel sheet ‘Stage 1 and 2 Report – Transport problems and open text responses provided in the online survey’. Table 2-1: Number of respondents who stated there were additional problems which should be included and subsequently provided a commentary on these Are there any other transport problems relating to that specific mode of transport which should be included in the analysis? Number of open text responses Mode Yes No Don’t Know Walking and Wheeling 28% (n=76) 50% (n=135) 22% (n=59) 93% (n=68) Cycling 24% (n=64) 49% (n=133) 27% (n=73 92% (n=59) Bus 74% (n=201) 20% (n=53) 6% (n=16) 97% (n=194) Train 33% (n=88) 45% (n=122) 22% (n=60) 99% (n=87) Other road-based transport 44% (n=118) 33% (n=90) 23% (n=62) 98% (n=116) 2.2.3 Overall, the overwhelming majority of the comments received were problems which were already captured within the problems list set out within the Stage 1 and 2 Report. A small number of people identified supply side causes which were not already listed, including limited 2 A Swedish based company which works with property developers, local authorities and housing associations to provide a low carbon heat network for new developments to help achieve the 2045 net zero target. In Midlothian, they have partnered with Midlothian Council on the Shawfair development which harnesses energy from the waste facility at Millerhill to supply the homes, education and retail properties in the new development. 3 The Workforce Mobility Project aims to reduce transport barriers to employment, education, and training across the Edinburgh South East Scotland (ESES) City Region (Edinburgh, the Scottish Borders, Midlothian, West Lothian, East Lothian, Fife) with funding from the Edinburgh and South East Scotland City Region Deal. Page 669 of 700
Page 670
Stage 1 and 2 Report: Public Engagement Report Midlothian Local Transport Strategy 3 space for prams on buses, conflict with cyclists on shared use paths, and poor maintenance of walking routes – these have been incorporated into the updated tables. 2.3 Draft Strategy Outcomes Agreement / Disagreement 2.3.1 The Draft Stage 1 and 2 Report includes five draft Strategy Outcomes as follows: Strategy Outcome 1: New development supports local living - Our new developments integrate transport planning and land use planning and are delivered in tandem with high-quality local and cross-boundary active travel and public transport connections Strategy Outcome 2: Supporting the transformation of our towns and places - Our towns have more space given over to travel by more sustainable modes and public realm without the need to make journeys by car Strategy Outcome 3: Connecting our towns, villages and green spaces - All of our towns and villages are connected by safe, attractive and accessible public transport and active travel routes Strategy Outcome 4: Travel to / from Edinburgh and the region - All of our towns and villages are connected to key locations in Edinburgh by attractive, accessible and affordable public transport which is competitive against the private car, and also by high quality active travel routes Strategy Outcome 5: Reducing the impact of transport on the environment - Transport in our area is decarbonised in line with national objectives through a mix of new technology and behavioural change 2.3.2 The survey asked respondents ‘thinking about Outcome X, do you agree with this outcome?’. The overall results are presented in Figure 2:2. Figure 2:2: To what extent do you agree with the draft outcomes? 32% 28% 34% 36% 24% 20% 20% 15% 16% 18% 7% 12% 9% 8% 20% 11% 14% 11% 11% 12% 26% 25% 28% 27% 14% 4% 2% 2% 2% 12% 0% 20% 40% 60% 80% 100% Outcome 1 Outcome 2 Outcome 3 Outcome 4 Outcome 5 Strongly agree Agree Neither agree or disagree Disagree Strongly disagree Don't know Page 670 of 700
Page 671
Stage 1 and 2 Report: Public Engagement Report Midlothian Local Transport Strategy 4 2.3.3 A larger proportion of respondents agreed with each outcome than disagreed, with Outcomes 1 and 4 achieving the highest level of agreement. However, a reasonably high proportion of respondents stated they disagreed with each outcome. While reviewing the initial responses to the survey, there were concerns that this question was being misinterpreted, with respondents indicating the extent to which they agree or disagree whether the outcome is currently being delivered rather than the extent to which they agree or disagree with the Outcome being included as a future aim. 2.3.4 As a result, the wording of the question was changed to ‘Do you agree that Outcome X is an outcome which the future strategy should seek to deliver?’. Following the change to the wording, a further 76 people responded to the survey. The responses from this group show a higher level of agreement with the draft Strategy Outcomes, suggesting that much of the above disagreement is a result of misinterpretation of the question. A full breakdown of responses pre and post the wording change is provided in Appendix A 2.4 General Comments on the Local Transport Strategy 2.4.1 Respondents were also given an opportunity to provide any general comments on the problems identified, the draft Strategy Outcomes, and / or the LTS as a whole. Where the responses made referred to a transport problem, these were incorporated into the excel sheet referred to above. Other general comments made included: housing developments being built with no facilities or transport connections (n=9) bus service to Edinburgh need to be improved (n=9) bus services between Midlothian towns need to be improved (n=7) public transport issues need to be addressed (n=8) outcomes are far away from the current state of Midlothian’s transport networks (n=4) need to outline a plan of how to implement the strategy (n=3) electric vehicles are not the solution (n=3) lack of confidence that any changes will be made (n=2) public transport needs to be more accessible for disabled people (n=2) poor unrealistic outcomes (n=2) need to engage with public transport operators (n=1) Page 671 of 700
Page 672
Stage 1 and 2 Report: Public Engagement Report Midlothian Local Transport Strategy 5 Appendix A Draft Outcomes Survey responses pre and post re-wording A.1.1 The graphs below show respondent agreement with the Draft Strategy Outcomes before and after the re-wording of the question. Figure A 1: To what extent do you agree with the draft outcomes? [results prior to the rewording of the question] Figure A 2: To what extent do you agree with the draft outcomes [results following the rewording of the question] 24% 21% 27% 28% 18% 19% 18% 13% 16% 17% 8% 12% 11% 9% 24% 14% 18% 12% 15% 13% 30% 28% 34% 30% 14% 5% 3% 3% 3% 14% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Outcome 1 Outcome 2 Outcome 3 Outcome 4 Outcome 5 Strongly agree Agree Neither agree or disagree Disagree Strongly disagree Don't know 51% 45% 51% 57% 41% 22% 24% 21% 16% 20% 5% 11% 4% 5% 11% 3% 3% 8% 3% 9% 16% 17% 14% 18% 13% 3% 1% 1% 1% 7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Outcome 1 Outcome 2 Outcome 3 Outcome 4 Outcome 5 Strongly agree Agree Neither agree or disagree Disagree Strongly disagree Don't know Page 672 of 700
Page 673
OFFICIAL Midlothian Council Tuesday 23 June 2026 Item No 8.11 Midlothian Local Development Plan 2 (MLDP2) Proposed Plan – Approval for Consultation Report by Kevin Anderson, Executive Director Place Report for Decision 1 Recommendations Council is recommended to: a. Approve for consultation the publication of the Midlothian Local Development Plan 2 (MLDP2) Proposed Plan, the Proposed Delivery Programme, the draft Environmental Report and the draft Habitats Regulations Appraisal. b. Instruct the Council’s Head of Placemaking to instigate a MLDP2 12-week public consultation. c. Confirm the Local Housing Land Requirement to be included in the MLDP2 Proposed Plan at 8,851 residential units. d. Note the content of and agree to the publication of the MLDP2 Housing Technical Note as supporting information to the 12-week public consultation. e. Note the content of the MLDP2 High Level Financial Statement, MLDP2 Transport Appraisal and the Summary of MLDP2 Response to Local Place Plans f. Agree to the Head of Placemaking undertaking minor editorial amendments to the documents as required prior to publication. 2 Purpose of Report/Executive Summary This report highlights the key elements of the MLDP2 Proposed Plan and Proposed Delivery Programme and summarises the main findings of the supporting environmental and transport assessments. It also sets out the engagement that has been undertaken during the preparation of the MLDP2 Proposed Plan and Delivery Programme and sets out the information that was considered during the site selection process and plan preparation (including Local Place Plans). Lastly, it provides an overview of the potential financial implications of MLDP2 in respect of Midlothian Council revenue expenditure commitments. 3 June 2026 Report Contact: Peter Arnsdorf, Head of Placemaking and Chief Planning Officer peter.arnsdorf@midlothian.gov.uk Page 673 of 700
Page 674
OFFICIAL 3 Background 3.1 The Council is required by legislation to prepare a local development plan for its area. The current Midlothian Local Development Plan (MLDP 2017) was adopted in November 2017. Since then, there have been legislative changes to the development planning system, including the publication of National Planning Framework 4 (NPF4) in February 2023 and its new role as part of the statutory development plan. Development plans guide decisions on applications for planning permission, as set out in section 25 of the Town and Country Planning (Scotland) Act 1997, as amended by the Planning etc. (Scotland) Act 2006 and the Planning (Scotland) Act 2019. Decisions on planning applications are to be made in accordance with the development plan unless there are material considerations that indicate otherwise. The MLDP2 Proposed Plan does become a material consideration in the assessment of planning applications if approved. 3.2 On 25 June 2024, the Council approved the MLDP2 Evidence Report for submission to Scottish Ministers for Gate Check. An indicative Local Housing Land Requirement (iLHLR) of 8,851 units was also agreed for the plan period (2027-2037). On 19 September 2024 the Council received formal notification from the Scottish Government that the submitted Evidence Report contained sufficient information for the Council to prepare its local development plan (MLDP2). The Notification of Sufficiency also confirmed that the Council’s explanation of the iLHLR to be “coherent and sufficiently evidenced, and its conclusion to be a reasonable one”. 3.3 During the preparation of the MLDP2 Proposed Plan and Delivery Programme, the Planning Service has continued to engage with internal and external stakeholders including: • Community Councils • Key Agencies and infrastructure providers • Scottish Government • Homes for Scotland • Developers and landowners • Midlothian Health and Social Care Partnership and NHS Lothian • Neighbouring local authorities • Midlothian Energy Ltd • Midlothian GIRFEC Children and Young People subgroup • Other Council services • Midlothian Climate Action Network 3.4 During the preparation of the MLDP2 Proposed Plan, some supporting studies have been carried out, including the Green Belt Review and Newbattle Strategic Greenspace Safeguard Review which were reported to Planning Committee at its meeting of 26 June 2025. A Retail and Town Centre Study and a Landscape Sensitivity Assessment for Renewable Energy Development were also carried out in 2025. The production of MLDP2 has also been supported with specialist inputs on blue and green infrastructure, and to update the Special Landscape Area Statements of Importance. Page 674 of 700
Page 675
OFFICIAL 4 Policy Changes 4.1 Table 1 below summarises the policy changes that are being proposed. These are in addition to the changes in development plan policy resulting from the adoption of NPF4 by the Scottish Government in 2023. No policy works in isolation – all relevant policies in NPF4 and the local development plan are used when assessing a planning application. Where a site designation or allocation supports a particular form of development, the details of the proposal must meet the requirements of the development plan as a whole. Table 1: Proposed Policy Changes in MLDP2 Topic Summary Whole Plan Any duplication with policies now set out in NPF4 are removed. Indication of related NPF4 policies provided throughout MLDP2 Update to reflect current Council and spatial policies, particularly around managing housing growth, health and wellbeing and addressing the climate and nature crises Enhanced requirements to provide clarity for applicants and improve the quality of development being delivered. Providing additional detail to aid consistent decision making. Incorporate detail that was previously in statutory supplementary guidance (which has been removed by legislation relating to the new generation of LDPs) Design Quality Additional requirements around climate proofing development, particularly in terms of managing water sustainably and using nature-based solutions - Policies STR2, DES2, DES4, INF1, INF9, ENV6 Incorporating safety in public spaces more explicitly, particularly for women and girls - Policies DES2, DES5, DES6, INF3 Prioritising blue and green infrastructure as a central component of design - Policies STR2, DES2, DES3, DES4, DES5, DES6, DES7, DES9, INF1, INF9, ENV1, ENV6, ENV9, ENV11 Introducing ‘Urban Greening Factor’ as a mechanism to ensure suitable amount of blue green infrastructure, complementing biodiversity requirements - Policy DES4 Prioritising movement by walking and wheeling over the private car - Policies STR2, DES2, DES5, INF3, INF6 Clarifying open space and equipped play space provision and standards - Policies DES5, DES6 Bringing minimum garden size standards back into the development plan - Policy DES7 Page 675 of 700
Page 676
OFFICIAL Housing Introducing new requirement on house type and design, including styles of homes that more closely relate to Midlothian’s traditional character and needs - Policy HOU1 Introduce requirement for 1-, 2- and 3-bedroom dwellings in developments over 10 units, and requirement for wheelchair accessible bungalows in developments over 50 units. This relates to market housing and is in addition to affordable housing requirement - Policy HOU1 Introduce requirement for 10% of market housing on developments over 50 units to be targeted at first time buyers - Policy HOU1 Updating policy relating to new rural homes - Policy HOU3 Capturing current Council approach to householder developments - Policies HOU7, HOU8, HOU9 Biodiversity Applying biodiversity requirements to householder developments (not covered by NPF4 Policy 3) - Policies DES3, HOU7 Policies to deal with pre-emptive tree felling and habitat removal - Policies DES3, DES9 Introducing a tree planting requirement on development sites to meet 21% canopy cover target on-site - Policy DES9 Spatially defining the Midlothian Nature Network and connectivity opportunities - Policy ENV1 and Appendix 4. Introducing requirement for Soil Sustainability Plans on development sites - Policy ENV11 Sustainable Transport Updating transport network interventions - Policy INF2 and Table 2 Clarifying requirements relating to sustainable transport and timing of infrastructure provision - Policies INF3, INF4 Safeguarding former rail lines for active travel (as required by legislation) - Policy INF5 Renewable Energy Strengthen heat network connection requirement - Policy INF11 Economic Development Updated rural development and tourism policies to support a thriving rural and visitor economy in line with the Council’s economic policy - Policies ECON2, ECON3, ECON4 Introducing requirement to provide ‘affordable employment spaces’ on specific employment sites - Policy ECON5 Introducing more flexibility on what uses can be developed at some employment locations to reflect local business needs - Policy ECON5 and Table 3 Page 676 of 700
Page 677
OFFICIAL Town Centres and Retailing Updating network of town, local and commercial centres and identification of possible new locations for retail provision - Policies ECON8 and ECON9, Tables 4 and 5 Community Facilities Supporting the provision of new community facilities, including co-location of services and employment opportunities - Policy LOC1 Safeguarding potential locations for new schools (Bilston, Shawfair and Gorebridge) - Policy LOC3 Clarifying policy on allotment and community growing space provision - Policies LOC4, LOC5 Safeguarding land for a new burial ground (Shawfair) - Policy LOC6 Landscape Updating Newbattle Strategic Greenspace Safeguard boundary and policy - Policy ENV7 Updating Green Belt boundaries - Policy ENV8 Identifying areas suitable for forestry and woodland planting (NPF4 requirement) - Policy ENV9 Designating Local Geodiversity Sites - Policy ENV10 Historic Environment Extension of Roslin Conservation Area - Policy ENV12 4.2 The Proposed MLDP2 includes ‘Place Statement’ for each of Midlothian’s larger settlements. The statements set out the distinctive characteristics of the settlement, highlights key community infrastructure and summarises local place-based priorities and aspirations that are relevant to the plan. The Place Statements are not intended to be comprehensive plans for all aspects of community life, rather the focus is on aspects of place that can be directly influenced by the MLDP2. 4.3 For all new housing allocations included in the MLDP2 Proposed Plan, a site brief has been prepared. These briefs are intended to be used to inform future master planning and the design process for the site. The briefs identify opportunities and constraints which will influence the form of development and infrastructure considerations. 5 Local Housing Land Requirement and Housing Land Allocations 5.1 Section 15(1A) of the Town and Country Planning (Scotland) Act 1997, as amended, states that “the local development plan must also include targets for meeting the housing needs of the people living in the part of the district to which it relates”. To meet this duty and represent how much land is required, a Local Housing Land Requirement (LHLR) must be identified in the local development plan. NPF4 sets the expectation that the LHLR exceeds the 10-year Minimum All-Tenure Housing Land Requirement (MATHLR) set by the Scottish Government. 5.2 NPF4 identifies a MATHLR for Midlothian of 8,850 homes for the 10- year period of MLDP2 (2027-2037). At its meeting on 25 June 2024, Midlothian Council set the indicative LHLR at 8,851 units. This indicative LHLR was included in the Evidence Report, which was Page 677 of 700
Page 678
OFFICIAL submitted to the Scottish Government for gate Check on 28 June 2024. On 19 September 2024, Midlothian Council was notified by the Scottish Government that the appointed Reporter was satisfied that the Evidence Report contained sufficient information to enable to Council to prepare its local development plan. The LHLR must now be confirmed by the Council as part of the MLDP2 Proposed Plan process. 5.3 In recommending the final LHLR for MLDP2, the following matters have been taken into consideration: • environmental and built infrastructure capacity (including the climate emergency, environmental constraints, education, health, transport and water and sewerage capacity); • the costs and constraints to increasing built infrastructure provision; • engagement with the public and other stakeholders; • Midlothian’s housing need and demand, and the type of housing that is needed; • the NPF4 MATHLR minimum requirement for MLDP2 of 8,850 homes; • that a designated robust and credible HNDA is in place; • possible availability of and contribution from windfall housing sites; • housing/accommodation needs of different groups (older people, disabled, gypsy/travellers, self-build and implications of demand for affordable homes, impacts of second homes, HMOs, vacant properties, resettlement in rural areas); and • the impact of the significant population and household growth experienced (and projected) in Midlothian since 2003, including its contribution to meeting growth in the southeast of Scotland. • Midlothian Housing Land Audit • List of persons seeking to acquire land for self-build housing • South East Scotland Housing Need and Demand Assessment 3 2021-2040 (HNDA3) • Midlothian Local Housing Strategy (LHS) • Midlothian Strategic Housing Investment Plan (SHIP) • Information on proportion of ineffective land relating to second homes, vacant properties and housing used for short-term let accommodation within the area; • Housing to 2040 (Scottish Government, March 2021); • A Scotland for the Future: the opportunities and challenges of Scotland’s changing population (Scottish Government, March 2021). • Updated information on MATHLR inputs where available; and • Interim Regional Spatial Strategy (for the City Region). 5.4 Additional or updated evidence which has emerged since June 2024 includes updated population and household projections from the National Registers of Scotland (NRS) and information on “housing market signals” such as rising local housing prices. More information on these matters is provided in Appendix B6: MLDP2 Housing Technical Note. Although the projected population and number of households in Midlothian increased in the NRS 2022-based projections when compared to the NRS 2018-based projections (change in Page 678 of 700
Page 679
OFFICIAL projected population by 2037 from 113,690 to 118,084, and change in projected households by 2037 from 50,591 to 51,928) which were used in the formation of the MATHLR by the Scottish Government, the recommendation to the Council is to confirm that the LHLR be set at 8,851 units, which is the same as the indicative LHLR set in the Evidence Report. This is based on the flexibility allowance of 25% that is already built into the MATHLR being sufficient to cover an increase in demand should the 2022-based household projections turn out to be more accurate than the 2018-based projections. Furthermore, the considerable infrastructure constraints across Midlothian that were identified in the Evidence Report and further evidence in supplementary assessments remain a key factor in justifying keeping the LHLR as low as possible. 5.5 A key function of MLDP2 is to identify the sites suitable for development to meet the LHLR. The Council is expected to demonstrate that the LHLR will be met in full over the 10-year period. The LHLR can be met by sites for four or more homes. The baseline data for how the LHLR will be met is the Housing Land Audit 2025. Units which can be counted towards the LHLR are those within the Total Deliverable Supply (excluding smalls sites and AHs3 (Belwood Crescent), which is incorporated into a proposed new allocation). Table 2 sets out a breakdown of how the LHLR will be met. Table 2: LHLR and Housing Land Allocations Supply of Residential Units Number of Dwellings Local Housing Land Requirement 8,851 units Total Deliverable Supply 2027-2037 (from HLA 2025 excluding small sites and AHs3) 6,913 units MLDP2 Proposed Plan land allocations (excluding small sites) 2,404 units Total identified effective supply 9,317 units Constrained sites at Redheugh (h50 & R10) 1,100 units Additional Potential Sites beyond plan period 400 units Total Units (Identified supply plus constrained sites and additional potential sites) 10,817 units Difference (Total Units minus LHLR) 1,966 units 5.6 The new allocations proposed in MLDP2 are set out in Table 6 and 7 in the MLDP2 Proposed Plan and in Table 11 of the MLDP2 Housing Technical Note. The total identified supply (9,317 units) exceeds the LHLR (8,851). This is considered acceptable to provide further flexibility in relation to delivery of units within the 10-year plan period. This flexibility is an important component of the Housing Land Pipeline. Page 679 of 700
Page 680
OFFICIAL The sites proposed for allocation were agreed by Planning Committee at its meeting of 18 November 2025. 5.7 Deallocation of some sites from MLDP 2017 is proposed as per the Planning Committee’s decision at its meeting of 18 November 2025. These sites are: • AHs2 – Burghlee, Loanhead (175 units) • AHs4 – Pomathorn Mill, Penicuik (50 units) • Hs17 – Pentland Plants, Bilston (75 units) • h51 – Robertson’s Bank, Gorebridge (14 units) • h55 (remainder) – Seafield Moor Road, Bilston (45 units) 6 Employment Land Allocations 6.1 The MLDP2 Proposed Plan retains most employment land allocations from MLDP 2017. The exceptions to this are proposed deallocations of two sites at Roslin (e34 Oatslie and Ec5 Oatslie Expansion) and the Mx1 Film Studio allocation at Loanhead. Existing employment locations are also identified in MLDP2 to support their ongoing success. The site referred to in MLDP 2017 as Ec3 West Straiton has been separated out into parts that reflect land ownership. This will support existing uses and the development of the additional land. There are three sites where allocation for mixed use (residential and employment) is proposed – Scott’s Caravans (Mayfield), Eskbank Station East and Eskbank Station West. New employment land allocations are proposed at Loanhead to allow for the expansion of MacTaggart Scott and at Melville West (part of former Melville Nurseries site near Dalkeith). 7 Delivery Programme and Developer Contributions 7.1 A local development plan (LDP) must be accompanied by a Delivery Programme which sets out how the Council proposes to implement the LDP. The Delivery Programme has to identify a list of actions required to deliver the policies and proposals in the LDP, alongside an explanation of how those actions will be undertaken and a timescale for each action. It also sets out a “pipeline” of the expected sequencing and timescales for the delivery of allocated housing sites (the Housing Land Pipeline). The final Delivery Programme must be adopted within three months of MLDP2 being adopted and must be updated at least every 2 years thereafter. 7.2 There are inherent uncertainties in looking ahead to 2037: estimates of build rates, the consequent phasing and need for infrastructure, and the cost of implementing projects are all factors that may change. The engagement for the draft Delivery Programme will assist in forming a good understanding of the position at the start of the plan period (2027). Biennial updates will allow for changes in circumstances to be taken on board over the duration of MLDP2. 7.3 The Housing Land Pipeline set out in the Delivery Programme is based in part on responses to a developer survey of build rate intentions. Page 680 of 700
Page 681
OFFICIAL Using these build rates, as well as consideration of development at employment sites, impacts on education, health, community facilities, transport and water and drainage infrastructure have been considered. In terms of the Council’s Learning Estate, the MLDP2 allocations add to a sustained period of high growth and expansion of the education estate. The phasing of developments will be very important in terms of planning appropriate solutions as ‘demographic’ wave effects from earlier allocations are absorbed. In respect of health infrastructure, the approach proposed in the draft Delivery Programme is to calculate the overall provision required for the increased population and to seek to gather developer contributions on a per unit basis. 7.4 The transport infrastructure requirements set out in the Delivery Programme have been informed by the Transport Appraisal (TA) of the Proposed Plan. A significant issue in Midlothian is congestion on the A720 City Bypass and its junctions, affecting flows in Midlothian and causing displacement of congestion onto local roads. The TA recommends the grade separation of the Sheriffhall junction. A decision on this project is awaited from Scottish Ministers and outwith Midlothian Council’s control. This is a case where the draft Delivery Programme must take a tentative approach, given the uncertainties as to whether the project will be authorised, how it will be funded, or the alternative solutions that Transport Scotland may bring forward. 7.5 Policy IMP1 in the MLDP2 Proposed Plan sets out the policy on infrastructure delivery and planning obligations (developer contributions). Contributions can relate to the individual and cumulative impacts of a development, and must meet the following legal tests: • be necessary to make the proposed development acceptable in planning terms; • serve a planning purpose; • relate to the impacts of the proposed development; • fairly and reasonably relate in scale and kind to the proposed development; and • be reasonable in all other respects. 7.6 Policy IMP1 identifies the following types of infrastructure, facilities and services which may be required to be funded/part funded via developer contributions as part of the planning application process: • Affordable housing • Education provision including early years, primary, secondary and additional support needs (ASN) for both denominational and non- denominational services, home-to-school transport and safe routes to school • Strategic transport • Sustainable transport (active travel infrastructure and public transport services and infrastructure) • Healthcare facilities • Community facilities • Town centre regeneration • Employment generating programmes • Children’s play facilities Page 681 of 700
Page 682
OFFICIAL • Burial ground provision • Landscaping and open space • Biodiversity enhancement • Sports facilities • Public art • Allotments • Environmental improvements and climate change adaptation 7.7 At its meeting on 18 November 2025, Planning Committee requested officers to prepare a high-level plan based on the MLDP2 housing numbers to indicate the financial burden the increased population will have on the Council, and the impact on Council Tax. The High Level Financial Statement prepared in response to this request is provided in Appendix B7. The statement has been prepared on the basis that capital costs incurred can be recouped through developer contributions and therefore covers only on recurring revenue costs. 7.8 The estimates in the statement use population projections based on the National Registers of Scotland 2024 mid-year population projections and assumes that the whole LHLR (8,851 units) is delivered by 2037. Cost projections have used the published Local Government Benchmarking Framework data wherever possible. Costings assume additional Council Tax income based on converting households to Band D equivalents with the Band D rate rising in line with assumptions embedded in the Council’s Medium Term Financial Strategy. The key finding of the high-level assessment is that over the plan period, there could be additional revenue costs incurred by the Council over and above additional Council Tax income of £29.393 million. The assumptions and sensitivities underlying this figure are set out in Appendix B7. 8 Assessments 8.1 To comply with the Environmental Assessment (Scotland) Act 2005 a Strategic Environmental Assessment (SEA) has been undertaken on the MLDP2 Proposed Plan. The purpose of SEA is to identify and assess the possible significance of environmental effects that may result from the MLDP2 spatial strategy, development allocations and policy framework. The criteria used in the assessment was agreed with the consultation authorities (Historic Environment Scotland, NatureScot and Scottish Environment Protection Agency). 8.2 A draft Environmental Report (see Appendix B4) has been prepared which provides an environmental information baseline, the assessment of the MLDP2 policies, spatial strategy and proposed development sites. It also assesses “alternative” sites (as required by SEA legislation and guidance). These “alternative” housing sites are those included in the housing site shortlist agreed by Planning Committee on 26 June 2025. If approved, the draft Environmental Report will be published for consultation alongside the MLDP2 Proposed Plan and will be updated when MLDP2 is modified following the consultation. Page 682 of 700
Page 683
OFFICIAL 8.3 Regulation 48/85B of the Conservation (Natural Habitats, &c.) Regulations 1994, as amended, requires that a Habitats Regulations Assessment (HRA) is undertaken on MLDP2. A draft HRA (see Appendix B5) has been prepared to inform the production of the MLDP2 Proposed Plan. The HRA assesses the likely significance of the effects of policies and development proposals on nature conservation sites of European significance. There are three designated European sites in Midlothian (Peeswit Moss Special Area of Conservation, Gladhouse Reservoir Special Protection Area and Fala Flow Special Protection Area) and one site (Firth of Forth Special Protection Area) which may be affected by the plan. If approved, NatureScot will be consulted on the draft HRA. The HRA will be finalised when MLDP2 is modified following consultation. 8.4 Councils are required to undertake a Transport Appraisal (available in the Members Library) to assess the implications of the proposed housing and employment land allocations on the transport network, and to identify any infrastructure requirements and delivery mechanism necessary to support the Plan. The Transport Appraisal only considers allocations which are new in MLDP2. The Transport Appraisal for MLDP 2017 covered the sites which were allocated in that plan and is still relevant. The MLDP2 Transport Appraisal has been undertaken in consultation with Transport Scotland and in accordance with their Development Planning Transport Appraisal Guidance (DPTAG). The appraisal models traffic outcomes for 2037 based on the assumption that housing development proceeds on the phasing set out in the Delivery Programme, and that additional employment land take up occurs at a level to provide approx. 3000 additional jobs. The modelling is then run with MLDP2 development and proposed mitigations in place. The purpose of the proposed mitigations is to maintain operational performance of key corridors, including the strategic road network. These proposed mitigations have been incorporated into the Delivery Programme alongside mitigations identified as necessary by the Council’s Roads Service. 8.5 The appraisal concludes that, whilst the new development allocations proposed in MLDP2 are relatively well located in accessibility terms, the current public transport network and services are insufficient to materially reduce car dependency. Without intervention, additional growth risks locking in higher car-based travel patterns. Even without the additional development linked to MLDP2, congestion is expected to worsen by 2037. MLDP2 development will intensify these pressures, exacerbating existing capacity constraints rather than creating new congestion locations. 8.6 Without mitigation, it is anticipated that the development proposed in MLDP2 will have cumulative effects (in addition to existing challenges and additional traffic proposed through MLDP 2017) on the following: • A702/A703/Old Pentland Road junction and A702/A720 junction • Straiton Interchange (A701/A720) • Gilmerton Road/A7 junction • Lasswade Road/Wadingburn Road junction (A768) Page 683 of 700
Page 684
OFFICIAL • A68/A720 junction (west bound). These infrastructure-led interventions to address immediate network constraints will need to be complemented with measures to improve connectivity by public transport. These interventions are in addition to the A701 Relief Road and A702 Link Road, and the Sheriffhall Junction improvement. 8.7 Eight Local Place Plans (LPP) prepared by Community Councils were validated and registered by the Planning Committee at its meeting of 4 June 2024. These Local Place Plans have been taken into account during the preparation of MLDP2. Two draft LPPs and the engagement undertaken by two other community councils in advance of preparing an LPP have also been taken into account. A summary of the MLDP2 response to the registered LPPs is provided in the Members Library. Whilst not all proposals and priorities in the LPPs are relevant to the local development plan, where possible the relevant ones have been included in the Place Statements section. Many LPP priorities are also covered by the policies in MLDP2. 9 Next Steps 9.1 If approved by Council, the MLDP2 Proposed Plan, draft Delivery Programme, draft Environmental Report and draft Habitats Regulations Assessment will be published for public consultation for at least 12 weeks. The consultation will include publication of these documents and supporting documents including the MLDP2 Housing Technical Note and Transport Appraisal on the Council’s website, accompanied by an online questionnaire to enable all interested parties to make representations. Hard copies of the documents will be made available at all Midlothian libraries and at Fairfield House reception. Community Councils will be engaged with, both in person and online, and opportunities offered for other community groups and organisations to become involved or make representations. An engagement programme targeted at children and young people will be put in place, working with Council colleagues in CLLE and Education. Drop-in sessions will be held in Midlothian libraries to encourage members of the public to make representations. The Planning Service will also engage with the development industry, landowners, key agencies, neighbouring authorities and other interested groups and individuals. 9.2 Once approved, the MLDP2 Proposed Plan will become a material consideration in the assessment of planning applications and other development applications. 9.3 During the consultation on the MLDP2 Proposed Plan, draft Delivery Programme, draft Environmental Report and draft Habitats Regulations Assessment interested organisations and individuals will be able to submit representations. Following the consultation period the Planning Service will consider all responses and report to elected members. A Modification Report setting out proposed changes to the MLDP2 Proposed Plan, draft Delivery Programme, draft Environmental Report and draft Habitats Regulations Assessment will then be prepared for Page 684 of 700
Page 685
OFFICIAL approval by Council. Any “unresolved” representations relating to the MLDP2 Proposed Plan will be set out along with an explanation of why the Council does not intend to make the suggested changes in a “Summary of Unresolved Issues”. The Summary of Unresolved Issues must then be submitted to the Scottish Government for Examination. At Examination, the issues raised in unresolved representations will be assessed. 9.4 Once the Examination is completed, the Scottish Government will issue a report which includes recommendations on further modifications to the MLDP2 which should be made. There are legislative controls on the Council’s ability to reject these recommendations. The final steps in the plan preparation process are to adopt MLDP2, approve the Delivery Programme, Environmental Report and Habitats Regulations Assessment. The effect of MLDP2 adoption will be to revoke MLDP 2017 and its associated supplementary guidance. The Delivery Programme must be updated every two years following the adoption of MLDP2. 10 Report Implications (Resource, Digital and Risk) 10.1 Resource There are no capital or revenue budgetary implications arising directly from this report. 10.2 Digital None. 10.3 Risk The current MLDP 2017 is now dated. MLDP2 is required to support effective decision making on development proposals and to guide development to appropriate locations. The Scottish Government has set a target of May 2028 for adoption of the next generation of local development plans following the publication of NPF4. 10.4 Ensuring Equalities (if required a separate IIA must be completed) In accordance with the Council’s statutory obligations under the Equality Act 2010, an Integrated Impact Assessment on the MLDP2 Proposed Plan will be undertaken during the consultation period. 10.4 Additional Report Implications (See Appendix A) See Appendix A Page 685 of 700
Page 686
OFFICIAL Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan • Individuals and communities have improved health and skills for learning, life and work • No child or household living in poverty • Significant progress is made towards net zero carbon emissions by 2045. 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 Whilst the financial implications of the development proposals within MLDP2 can be addressed through developer contributions, an assessment of the revenue implications to the Council of the level of housing growth demanded by the Scottish Government indicates a net additional revenue cost to the Council of £29.393 million over the plan period (2027-2037) resulting from the population increase. Page 686 of 700
Page 687
15 OFFICIAL A.5 Involving Communities and Other Stakeholders There has been extensive stakeholder and community engagement throughout the plan preparation process. The next stage in this will be the formal public consultation on the Proposed Plan, draft Delivery Programme, draft Environmental Report and draft Habitats Regulations Assessment. A.6 Impact on Performance and Outcomes MLDP2 will support the achievement of the outcomes of the Single Midlothian Plan and the spatial outcomes for Midlothian defined in the Proposed MLDP2. A.7 Adopting a Preventative Approach MLDP2 supports a preventative approach through the promotion of places which support health and wellbeing. A.8 Supporting Sustainable Development MLDP2 supports sustainable development and tackling the climate and nature crises. Page 687 of 700
Page 688
OFFICIAL APPENDIX B (circulated separately) Appendix B1: MLDP2 Proposed Plan Appendix B2: MLDP2 Proposed Plan Proposals Maps Appendix B3: Draft MLDP2 Delivery Programme Appendix B4: Draft Environmental Report Appendix B5: Draft Habitats Regulations Assessment Appendix B6: MLDP2 Housing Technical Note Appendix B7: MLDP2 High Level Financial Statement Available in the Members Library (https://midlothian.cmis.uk.com/live/Documents/MembersResourceLibrary/tabi d/149/FolderID/119/MLDP2.aspx) 1. MLDP2 Draft Transport Appraisal (129 pages) 2. Housing Site Assessment Summary (Appendix to Housing Technical Note) (240 pages) 3. Summary of MLDP2 Response to Local Place Plans Links: 1. Midlothian Council – Submission of Evidence Report to Scottish Ministers for Gate Check – 25 June 2024 2. Planning Committee - Validation and Registration of Local Place Plans – 4 June 2024 3. Planning Committee – Housing Land and Site Selection Shortlisting – 26 June 2025 4. Planning Committee – Green Belt Review and Newbattle Strategic Greenspace Safeguard Assessment – 26 June 2025 5. Planning Committee – Housing Land and Site Selection – 18 November 2025 Page 688 of 700
Page 689
Midlothian Council Tuesday 23 June 2026 Item No 8.12 Large Grants 2027-2030 Report by Michelle Strong, Education Chief Operating Officer Report for Decision 1 Recommendations Council is recommended to: Note the update and approve the recommendation as detailed in 3.9 of the report. Approve that the Executive Director for Children, Young People and Partnerships has devolved responsibility for agreeing the new grants process and priorities, approving and signing off the recommendations of the scoring panel and submitting a report to Council for information only. 2 Purpose of Report/Executive Summary This report provides an update on the current large grants programme and the options for the next round of large grants funding 2027-2030. 21 April 2026 Report Contact: Michelle Strong, Education Chief Operating Officer Michelle.Strong@midlothian.gov.uk Page 689 of 700
Page 690
3 Background/Main Body of Report 3.1 Midlothian has a long history of grant awards. In June 2014 it was agreed that the annual grants budget of £1.5m would be reduced over 3 years so that by 2017/18 the budget would reduce by £500,000 to £1m annually. In the 2018 and 2021 grant rounds, the budgets were maintained at this level but in 2021 CABs, Rents and Gala were removed to be managed separately. The Grants budget for 2022-2025 was £619,000 per annum - £89,000 for small grants, £520,000 for large grants and £10,000 for community councils. CAB, Rents and Gala Day budgets are managed separately. In 2023, a Council decision was taken to remove all small grants from the budget with effect from 1 April 2023 to contribute to the Council’s recurring savings target. It was agreed that the large grants budget would be reviewed in 2025. 3.2 Current Position: Currently there are 28 large grant recipients. Applications for large grants come from community groups, charities and social enterprises. Funding supports projects or initiatives linked to the priorities of the Single Midlothian Plan to Reduce inequalities in learning outcomes Reduce inequalities in health Reduce inequalities in economic circumstances Reduce Midlothian carbon emissions to net zero 3.3 The awards made for 2022-2025 are as follows: Learning outcomes – 3 years spend £437,740 Health Outcomes – 3 years spend £713,442 Economic Circumstances – 3 years spend £173,484 Carbon emissions – 3 years spend £133,782 3.4 The annual allocation for large grants of £520,000 was awarded for 2022-2025 and this was extended for a further 2 years to allow for a review and redesign. A decision needs to be taken about large grants beyond April 2027. 3.5 In January 2024, Midlothian established a short life working group to improve the strategic approach to Grant funding. Colligan Consulting were commissioned to review the current process. 3.6 An external review was undertaken in December 2024 and this highlighted: In the first 2 years of the grants programme the new projects and expansion of existing services had collectively supported over 19,571 individuals and 1,444 individuals had been supported by capacity building projects. The Large Grants funded projects had been able to increase the number of volunteers supporting the activities with 84% of organisations reporting growth in services for beneficiaries 74% of organisations reported an extended lifespan of existing successful projects or services 84% of respondents highlighting reduced social isolation and increased confidence for their users as a direct result of the large grant funded project Many respondents felt that the Large Grant programme was not only providing activities that mitigate the impact of particular circumstances but are Page 690 of 700
Page 691
also preventing downstream difficulties that community members may face should they not have access to support. 3.7 The external review provided a number of recommendations if the large grants programme continues: Longevity and flexibility of funding – in line with the definition of Fair Funding, our commitment to a 3-year programme, with the ability to include core costs was recognised positively. A commitment to the real living wage and inflation- based uplifts should also be considered in a future programme as good practice. For the grant element, the length of application and monitoring requirements should be proportionate to the value of the grant. If continuing a grants approach consideration to be given to the maximum amount that can be requested in line with the available budget and parameters to be very clear. If funding running costs, then clear measurable outcomes need to be agreed and reported on to demonstrate impact. 3.8 Large Grants Programme beyond 2027 The current Large Grants programme is in place until March 2027. A decision on the future of large grants is required in 2026 to allow officers to communicate with existing recipients and to prepare for April 2027, should large grants continue. If grants are to continue, officers will ensure administration and processes are strengthened, as per the external review recommendations. One of the recommendations of the external review is to include inflation-based uplifts to grant awards. This would increase the 3-year funding commitment of the Council beyond the large grant investment. There are obvious benefits to grants recipients of this approach, but consideration needs to be given to the implications of this to other funding streams. The funding allocation for large grants has remained the same for many years. Retaining the current allocation of £520,000 per annum/£1.56m over 3 years, is in effect a reduction given increased costs to organisations. Some local authorities have moved away from grants awards in favour of commissioned work, whilst other local authorities have retained grants on a smaller scale. Some local authorities do not award grants to organisations if they are already commissioned by the local authority. Grants allow organisations to be creative in how they achieve key outcomes, whilst commissioning is more prescriptive, with a pre- determined method and outcome for organisations to apply to deliver. In Midlothian there is no cross-over between grants and commissioned work. 3.9 Council is asked to consider the following options and approve option 3 as recommended by officers: Option 1 – cease the funding for large grants from April 2027 which would generate a recurring annual saving of £520,000. Option 2 -Continue the large grant programme based on current allocation (£520,000), for a 3-year period. Option 3 – continue the large grants allocation of £520,000 per annum, with inflation-based uplifts throughout the 3-year period. Page 691 of 700
Page 692
4 Report Implications (Resource, Digital and Risk) 4.1 Resource Not applicable. 4.2 Digital No implications. 4.3 Risk Reputational risk of changes to funding model and consequential impact on service users if funding ceases. 4.4 Ensuring Equalities (if required a separate IIA must be completed) An IIA has been completed. 4.5 Additional Report Implications (See Appendix A) See Appendix A. Appendices Appendix A – Additional Report Implications Page 692 of 700
Page 693
APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Funding allocations are based on Single Midlothian Plan priorities. 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 Strengthened processes and monitoring will ensure impact and best value. A.5 Involving Communities and Other Stakeholders Range of organisations can apply for Large grants. A.6 Impact on Performance and Outcomes Changes to funding could negatively impact on outcomes for individuals and communities. A.7 Adopting a Preventative Approach Early intervention can prevent negative impacts on communities and reduce poverty and inequality. A.8 Supporting Sustainable Development Not applicable. Page 693 of 700
Page 694
Page 694 of 700
Page 695
Midlothian Council Tuesday 23 June 2026 Item No 8.13 Woodburn Additional Support Needs Consultation Report by Executive Director Children, Young People & Partnerships Report for Decision 1 Recommendations Council is recommended to approve the following: An Additional Support Needs (ASN) stage will be formally established at Woodburn Primary School from August 2026; The ASN stage will be under the leadership of the Head Teacher of Woodburn Primary School; 2 Purpose of Report This report advises the outcome of the statutory consultation on the proposal to formally establish an Additional Support Needs (ASN) provision at Woodburn Primary School under the leadership of the Head Teacher and seeks approval for the recommendations outlined above. The statutory consultation on the proposal was undertaken in the period from Thursday 12 February 2026 and ended on Thursday 2 April 2026. The statutory report on the outcome of the consultation was published on Monday 1 June 2026 and provides full details of the process undertaken, representations made and His Majesty’s Inspectorate of Education in Scotland (HMIES)’s independent report on the proposal. Date: Thursday 7th May 2026 Report Contact: Katy Maclean, katy.maclean@midlothian.gov.uk Derek Oliver, Executive Director Children, Young People & Partnerships Page 695 of 700
Page 696
3 Background 1. The Education (Scotland) Act 1980 places a legislative duty on the Council to make adequate and efficient provision of school education across its area. This duty applies in respect of both the current school population and anticipated pattern of demand. 2. Section 3D of the Standards in Scotland’s Schools etc. Act 2000 (as inserted by Section 2 of the Education (Scotland) 2016 Act) introduces a requirement on education authorities to carry out their duty to ensure the delivery of improvement in the quality of school education, which is provided in the schools they manage, with a view to achieving the strategic priorities of the National Improvement Framework. It is, therefore, the duty of the education authority to ensure that the education it provides is directed to the development of the personality, talents and the mental and physical abilities of the children to their fullest potential. 3. In addition, Councils have a statutory duty to secure best value in terms of the Local Government in Scotland Act 2003 by continuous improvement in performance of the local authority’s functions, while maintaining an appropriate balance between quality and cost and having regard to economy, efficiency, effectiveness, equal opportunities and the achievement of sustainable development. 4. The statutory consultation on the proposal was undertaken in the period from Thursday 12 February 2026 and ended on Thursday 2 April 2026. The statutory report on the outcome of the consultation was published on Monday 1 June 2026 and provides full details of the process undertaken, representations made and His Majesty’s Inspectorate of Education in Scotland (HMIES)’s independent report on the proposal. The report is available on the Council’s Citizen Space Consultation page: Woodburn Additional Support Needs (ASN) Consultation - Midlothian Council - Citizen Space 5. The Education Service held a Public Meeting at Dalkeith High School on Wednesday 18 March 2026. One member of the public attended the public meeting. 6. A total of 65 responses to the consultation were received during the period of the statutory consultation. 7. 87.7% responses to the consultation were in favour of the proposal to formally establish an ASN stage at Woodburn Primary School, while 9.2% were not in favour and 3.1% had no opinion. 8. 78.5% of responses to the consultation were in favour of the proposal to place Woodburn ASN provision under the Leadership of the Woodburn Primary School Head Teacher, 16.9% were not in favour and 4.6% had no opinion. 9. His Majesty’s Inspectorate of Education in Scotland (HMIES)’s (HM Inspectors) prepare a report in accordance with the terms of the Schools (Consultation) (Scotland) Act 2010 (“the 2010 Act”). The purpose of the report is to provide an Page 696 of 700
Page 697
independent and impartial consideration of Midlothian Council’s proposal (Appendix C). 10.The HMIES report summary states: HM Inspectors agree that there are potential educational benefits for children with complex needs arising from the council’s proposal to establish an ASN stage at Woodburn Primary School. All of the children, staff and parents who met with HM Inspectors support the council’s proposal. If the proposal is agreed, the council should continue to work with stakeholders to develop further the provision to ensure that it can fulfil the proposed educational benefits. In particular, the council should continue to review the learning environment to ensure that it is sufficiently and appropriately resourced to meet children’s complex needs. The council should also provide clarity and support for parents and families of children who may need to transition to the new Mayfield Primary School when it opens. In its consultation report, the council will need to set out the actions it has taken to address any alleged inaccuracies notified to it. 11.The consultation report was published on 1 June 2026 leaving the required period of at least three weeks for further representations to be made prior to Council’s consideration of the report and its decision regarding the recommendations: An Additional Support Needs (ASN) stage will be formally established at Woodburn Primary School from August 2026 The ASN stage will be under the leadership of the Head Teacher of Woodburn Primary School 12.The recommendation of the consultation report is for Council to approve the formal establishment of an ASN stage at Woodburn Primary School under the leadership of the Head Teacher at Woodburn Primary School. Page 697 of 700
Page 698
4 Report Implications (Resource, Digital and Risk) 4.1 Resource 1. The proposed ASN Stage will be led and managed overall by the Head Teacher at Woodburn Primary School. 2. The staffing levels will principally be determined by the number of children in the ASN provision. 3. The staffing levels will principally be determined by the number of children. The Education Resource Group will continue to allocate places to the specialist provision based on assessment of their needs in partnership with the Head Teacher. 4. If this proposal is implemented, the Council does not envisage any adverse effects from the proposal in respect of staffing. Should issues arise however, these will be mitigated through the Council’s Education Leadership Team support structure and HR policies. 4.2 Digital None 4.3 Risk None 4.4 Ensuring Equalities (if required a separate IIA must be completed) An Integrated Impact Assessment has been carried out and published, Appendix D. 4.4 Additional Report Implications See Appendix A. Page 698 of 700
Page 699
Appendices Appendix A – Additional Report Implications Appendix B – Consultation Report, June 2026 https://midlothiancouncil.citizenspace.com/education/woodburn-asn- consultation/results/woodburnasnconsultationreport.pdf Appendix C - His Majesty’s Inspectorate of Education in Scotland (HMIES) Report https://educationinspectorate.gov.scot/media/k3ohbqup/establish-asn-stage-at-woodburn-ps-june- 2026.pdf Appendix D – Integrated Impact Assessment, Woodburn ASN Consultation Equality and Diversity reports | Impact Assessment 2026 - Proposal to establish a new ASN stage at Woodburn Primary School Appendix E - Consultation Proposal Document, April 2026 Page 699 of 700
Page 700
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 implementation of the recommendation of this report will enhance best value in the delivery of Council services. A.5 Involving Communities and Other Stakeholders This report provides details of the statutory consultation undertaken with communities and all stakeholders regarding the proposal to formally establish an Additional Support Needs (ASN) provision at Woodburn Primary School under the leadership of the Head Teacher. 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 700 of 700