Agenda Document Pack - Midlothian Council - 17/12/2024
Midlothian Council · 17 December 2024
Back to Midlothian Council — 17 December 2024 and its agenda
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Notice of Meeting and Agenda Midlothian Council Venue: Council Chambers/Hybrid, Midlothian House, Dalkeith, EH22 1DN Date: Tuesday, 17 December 2024 Time: 11:00 Executive Director : Place Contact: Clerk Name: Democratic Services Clerk Telephone: Clerk Email: democratic.services@midlothian.gov.uk Further Information: This is a meeting which is open to members of the public. Privacy notice: Please note that this meeting may be recorded. The recording may be publicly available following the meeting. If you would like to know how Midlothian Council collects, uses and shares your personal information, please visit our website: www.Midlothian.gov.uk Page 1 of 633
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1 Welcome, Introductions and Apologies 2 Order of Business Including notice of new business submitted as urgent for consideration at the end of the meeting. 3 Declaration of Interest Members should declare any financial and non-financial interests they have in the items of business for consideration, identifying the relevant agenda item and the nature of their interest. 4 Deputations No items for discussion 5 Minutes 5.1 Minute of Special Council meeting of 12 November 2024 submitted for approval 5 - 8 5.2 Minute of Council meeting of 12 November 2024 submitted for approval 9 - 25 5.3 Minute Volume Index 26 - 27 5.4 Action Log 28 - 33 6 Questions to the Council Leader No items for discussion 7 Motions 7.1 Inclusion of Local Youth and School Parliaments in Council Meetings 34 - 35 7.2 Requirement for Approval and Additionality of Planning Obligations associated with increasing Major developments 36 - 37 8 Public Reports 8.1 Midlothian Council 2023/24 Annual Audit Report - External Auditors 38 - 84 Page 2 of 633
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8.2 Medium Term Financial Strategy - 2025/26 to 2028/29 - Report by Chief Financial Officer and Section 95 Officer 85 - 168 8.3 Treasury Management Mid-Year Review Report 2024/2025 - report by Chief Financial Officer & Section 95 Officer 169 - 192 8.4 Community Learning and Development Partnership Plan 2024 to 2027 report by Education Chief Operating Officer 193 - 240 8.5 Edinburgh, the Lothians and Scottish Borders MAPPA Annual Report for 2023/2024 - report by Head of Adult Services and Chief Social Work Officer 241 - 270 8.6 Review of Scheme of Polling Districts and Polling Places 2024 - Report by Chief Executive 271 - 284 8.7 Annual Procurement Report 2023/24 - Report by Executive Director Place 285 - 308 8.8 Appointments of Members in Accordance with the Scheme of Administration - Newbyres Community Trust - report by Chief Officer Corporate Solutions 309 - 332 8.9 Twinning Midlothian - report by Chief Officer Corporate Solutions 333 - 336 8.10 Workforce Strategy 2024-2034 - report by Chief Officer Corporate Solutions 337 - 385 8.11 Midlothian Local Development Plan 2017 – Delivery Programme - Report by Chief Officer Place 386 - 471 8.12 Midlothian on the Move Our Active Travel Strategy for Everyone - Report by Chief Officer Place 472 - 609 8.13 Animal Boarding Establishment Licence Conditions - Report by Chief Officer Place 610 - 620 8.14 Motorhome Overnight Parking - Report by Executive Director Children, Young People and Partnerships 621 - 624 8.15 Capital Plan Prioritisation - Progress Report - Report by Executive Director Place 625 - 633 Exclusion of Members of the Public (A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPHS 6 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. Page 3 of 633
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9 Private Reports 9.1 Midlothian Energy Limited – Business Plan 2025-29 - Report by Executive Director Place • 6. Information relating to the financial or business affairs of any particular person (other than the authority). 10 Date of Next Meeting The next meeting will be held on 25 February, 2024 at 11am. Page 4 of 633
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Minute of Meeting Midlothian Council Tuesday 17 December 2024 Item No 5.1 Midlothian Council – Special Council Date Time Venue Tuesday 12 November 2024 10.30 am Council Chambers, Midlothian House/Hybrid Present: Depute Provost Bowen (Chair) Councillor Parry (Council Leader) Councillor Cassidy (Depute Council Leader) Councillor Alexander (attended virtually) Councillor Curran Councillor Drummond Councillor Imrie Councillor McEwan Councillor McKenzie Councillor Milligan Councillor Pottinger (attended virtually) Councillor Russell Councillor Scott Councillor Smaill Councillor Virgo Councillor Winchester In attendance: Kevin Anderson, Executive Director Place Morag Barrow, Director of Health & Social Care: Midlothian HSCP / Chief Officer to Midlothian IJB David Gladwin, Chief Financial Officer and Section 95 Officer Karen McGowan, Communities, Lifelong Learning & Employability Officer (attended virtually) Iina Jaara, Democratic Services Team Leader Paul Johnson, Senior Worker, Community Lifelong Learning (attended virtually) Saty Kaur, Chief Officer Corporate Solutions Nicola Thorburn, Democratic Service Officer Derek Oliver, Chief Officer Place Maria Perez, Democratic Services Officer Fiona Robertson, Executive Director Children, Young People and Partnerships Dr Grace Vickers, Chief Executive Alan Turpie, Legal and Governance Manager / Monitoring Officer Page 5 of 633
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1. Welcome, Introductions and Apologies Depute Provost Bowen (Chair) welcomed everyone to this Special Meeting of Midlothian Council and advised that the meeting was open to the public and would be webcast live. Apologies were received from Councillor McCall, Councillor McManus and Anne -Theresa Lawrie, the religious representative. 2. Order of Business The order of business was as per the agenda previously circulated. 3. Declarations of interest None. 4. Deputations None. 5. Minutes of Previous Meetings No items for discussion. 6. Questions to the Leader of the Council None. 7. Motions None. 8. Reports Report No. Report Title Submitted by: 8.1 Review of the Scheme for the establishment of Community Councils in Midlothian Executive Director Children, Young People and Partnerships Outline and Summary of Discussion The Executive Director Children, Young People and Partnerships presented the report for decision. The purpose of this report is to seek agreement that after 2 periods of consultation, a third and final 4-week period of consultation will be undertaken on the revised Scheme for the establishment of Community Councils in Midlothian. Page 6 of 633
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The Executive Director Children, Young People and Partnerships explained that the Community Council Scheme was established by the Local Government Act 1973 which requires each Local Authority to produce a Scheme providing a framework for the creation and operation of Community Councils. Midlothian’s current Scheme was approved in 2014. There have been several changes in legislation since then, and the Model Scheme for Community Councils has been reviewed at a national level with a good practice guide published in 2023. Two periods of consultation on the Midlothian Scheme of the establishment of Community Councils have already taken place with a third draft to be circulated to local communities for final consideration and comment. It is anticipated that the outcome of this consultation will be brought back to Council for approval in early 2025. The Executive Director Children, Young People and Partnerships noted that officers who were involved in the drafting of this document were in attendance and are willing to take questions from Elected Members. The Depute Provost thanked the Executive Director Children, Young People and Partnerships for the report and opened it up for questions. Elected Members highlighted a possible confusion between Elected Members and Elected Members of the Community Council on page 14 and requested consistent use of the word Midlothian Council instead of simply Council through the Scheme for the sake of clarity and to differentiate it from the Community Council. The Executive Director Children, Young People and Partnerships advised that the amendments proposed by Elected Members would be made to the report. In reference to the Community Council Complaints Policy, page 46 of the report, Elected Members proposed to make the Liaison Officer aware of any stage two unresolved complaints. The Community Lifelong Learning and Employability Officer explained that attempts have been made to make the Complaint Policy more robust and agreed that this could be achieved by introducing a further stage three which would involve a Liaison Officer. Elected Members highlighted that the third column header row in Appendix F states that the population of Midlothian is projected to increase to approximately 91,000 residents by 2035 but this figure has already been surpassed. The Community Lifelong and Employability Officer advised the figures would be revised prior to consultation but as there are many areas of rapid growth in Midlothian it is difficult to keep up to date population statistics. Elected Members also highlighted that according to Appendix F, two Community Councils, Bonnyrigg and District and Penicuik and District serve significantly higher population numbers than others and asked if the current ratio is representative and what the mechanics are for reviewing this ratio. The Community Lifelong Learning and Employability Senior Worker explained that Community Councils are complex as they do not align with population data of wards. Work is in progress to determine what each area covers and how to best include them in Community Councils, and Page 7 of 633
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whether the number of Community Councillors has to be adjusted if the full complement is not reached in some areas. The report was moved by Councillor Scott and seconded by Councillor Parry. Elected Members expressed their sincere thanks to the hard work carried out by officers and the Community Councils across the County and wish this to be passed on. Decision The Council agreed with the recommendation that the revised draft of the Scheme for the establishment of Community Councils in Midlothian is submitted for public consultation. 9. Private No items for discussion. The meeting concluded at 11:00 am. Page 8 of 633
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Minute of Meeting Midlothian Council Tuesday 17 December 2024 Item No: 5.2 Midlothian Council Date Time Venue Tuesday 12 November 2024 11:00 am Council Chambers, Midlothian House/Hybrid Present: Provost McCall (Chair) Deputy Provost Bowen (Deputy Chair) Councillor Parry (Council Leader) Councillor Cassidy (Deputy Council Leader) Councillor Alexander (attended virtually) Councillor Curran Councillor Drummond Councillor Imrie Councillor McEwan Councillor McKenzie Councillor McManus (attended virtually) Councillor Milligan Councillor Pottinger (attended virtually) Councillor Russell Councillor Scott Councillor Smaill Councillor Virgo Councillor Winchester In attendance: Kevin Anderson, Executive Director Place Morag Barrow, Joint Director, Health and Social Care, Chief Officer of Midlothian Integrated Joint Board Fiona Clandillon, Head of Development, Capital and Entreprenurial Projects Gareth Davies, Senior Manager Property and Facilities (virtual attendee) David Gladwin, Chief Financial Officer (Section 95 Officer) Iina Jaara, Democratic Services Team Leader Saty Kaur, Chief Officer Corporate Solutions Derek Oliver, Chief Officer Place Page 9 of 633
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Maria Perez, Democratic Services Officer Fiona Robertson, Executive Director Children, Young People and Partnerships Nicola Thorburn, Democratic Service Officer Alan Turpie, Legal and Governance Manager / Monitoring Officer Dr Grace Vickers, Chief Executive 1. Welcome, Introductions and Apologies The Provost, Councillor McCall, welcomed everyone to this meeting of the Midlothian Council and advised that the meeting was open to the public and would be webcast live. Apologies were received from the religious representative Anne-Theresa Lawrie. The Provost welcomed a new staff member of Democratic Services, Nicola Thorburn. The Provost expressed their gratitude to the Royal British Legion, Community Councils, community groups, police, council staff and volunteer groups for their work to support Remembrance Day. The Provost also thanked the Loanhead Boys’ Brigade who were present at the Cenotaph and were the only Boys’ Brigade group to be present at Remembrance celebrations in Scotland. The Provost expressed their sadness for the passing of Bonnyrigg Rose Football Club Chairman CharIie Kirkwood, who passed away on the 1 November 2024. Charlie Kirkwood had been associated with the club for over 60 years and oversaw Bonnyrigg Rose from a struggling club to the ranks of the Scottish Premiership League. It was noted that Mr Kirkwood’s passing will be a huge loss to the club. The Provost highlighted the retirement of Catherine Findlay who joined Midlothian Council as a newly qualified teacher in Roslin Primary School. They later moved to Burnbrae where they acted as Deputy Head Teacher and then Acting Head Teacher of Bonnyrigg Primary School, later being promoted to Head Teacher. Mrs Findlay was due to retire last summer then but returned to Roslin Primary School as Deputy Head Teacher to assist the school. Mrs Findlay will be retiring soon and the Provost wished Mrs Findlay a long and happy retirement. The Provost noted that Donny McDonald is due to leave Midlothian Council on 8 December 2024 to take a post in His Majesty’s Inspectorate of Education. Mr McDonald served as a Head Teacher in Penicuik High School and after a period as School Group Manager they moved to St David’s High School where they had a long career as Head Teacher. The Provost wished Mr McDonald all the best for the next stage of their career. Page 10 of 633
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Finally, the Provost congratulated Kathleen White, who is shortly due to retire from their post at Hawthorn Family Learning Centre. Ms White joined Midlothian 45 years ago as a nursery nurse and will be much missed by parents, children and members of staff. The Provost wished Ms White a long and happy retirement. 2. Order of Business The order of business was as per the agenda previously circulated. 3. Declarations of interest None. 4. Deputations None. 5. Minutes of Previous Meetings Item No. Report Title Submitted by: 5.1 Minute of Midlothian Council of 8 October 2024 Executive Director Place Outline and Summary of Discussion The Minute of the Meeting of Midlothian Council held on the 8 October 2024 was submitted for approval. Members noted that on page 14 of the minutes there is a reference to Normandy Court Allocation Policy and asked that the minute is amended to note that this development is reserved to the 55-plus age demographic and that any deviation from this policy should be subject to a discussion between the Executive Director and the Cabinet Member. Councillor Parry moved to approve the minute of Midlothian Council of 8 October 2024 with the suggested Amendment. This Motion was seconded by Councillor Virgo. Decision The Minute of the Meeting of Midlothian Council held on 8 October 2024 was approved with suggested amendment. Action Democratic Services Page 11 of 633
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Item No. Report Title Submitted by: 5.2 Action Log Executive Director Place Outline and Summary of Discussion The Action Log was submitted for consideration. Councillor Parry provided an update on the letters sent, two of these were in connection with Item 18 in the Action Log. With regards to the letter to the UK Government Chancellor requesting additional budget for Local Authorities, there was a very brief response to this letter which acknowledged the correspondence received. For the letter sent to the Scottish Government Transport Cabinet Secretary regarding the A720 Grade Separation, no direct response has been received. Councillor Parry confirmed that they had written to the Scottish Government regarding Mayfield town centre regeneration funding. This letter has been shared with the other political group leaders. Councillor Parry confirmed that they had written a letter to the Scottish Government regarding the consequentials following the UK budget announcement and this letter will be added to the December Council agenda. Councillor Scott provided an update on Item 13 of the Action Log regarding the letter sent to the Convener of Education about the Scottish Qualification Authority remaining in Shawfair. Councillor Scott was pleased to report the Convener responded to advise they expected that the new qualifications body will continue to operate from the building the Scottish Qualification Authority is currently occupying in Shawfair. Members asked for an update on Item 1 on the Action Log as it is stated that the learning estate survey should be ready by November. Member asked for assurances that there will be sufficient information available to Council to decide on the Capital Plan prioritisation at December Council. The Executive Director Place advised that they expect to meet the December deadline. The Executive Director for Children, Young People and Partnerships advised that they have been in touch with an external consultant regarding pupil projections and a report is expected shortly. The Action Log was moved by Councillor Parry and seconded by Councillor Virgo. Decision The Action Log was approved. 6. Questions to the Leader of the Council None. 7. Motions None. Page 12 of 633
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8. Reports Report No. Report Title Submitted by: 8.1 Financial Monitoring 2024/25 – General Fund Revenue Chief Financial Officer (Section 95 Officer) Outline and Summary of Discussion The Chief Financial Officer (Section 95 Officer) presented the report for noting. The purpose of this report is to provide the Council with an update on projections of performance against the budget for the current financial year and to provide commentary on areas of material variance against budget. The budget figures in Appendix 1 show a projected net overspend of £2.2 million which is a deterioration of £0.4 million from the position at Quarter 1. The Chief Financial Officer advised that Section 3 of the report shows the most significant areas of variance against the budget, highlighting cost pressures in known areas such as client transport, fleet repairs, implementation of approved saving measures and new areas of financial pressure such as workforce, waste disposal, insurance claims and Council Tax yield. Cost pressures are offset by underspends on areas such as loan charges, lower than projected energy price per unit and lower than expected number of pupils in schools. Section 4 presents the latest position for the Midlothian Integration Joint Board (MIJB). Elected Members attended a briefing on 24 October 2024 showing a projected overspend of £8.4 million for the current financial year of which £5.2 million relates to Adult Social Care. Projected overspend has fallen from Quarter 1 forecast and there is a Health and Social Care Partnership recovery plan in place but Quarter 2 projection indicates a high risk of unplanned utilisation of reserves. There are efforts to contain spend from Health and Social Care and further detail of MIJB financial performance will be provided to the MIJB and Elected Members in coming weeks. Section 5 of the report covers the General Fund reserve position, with non- earmarked reserves being £6.8 million, £2 million in excess to minimum reserve strategy, but significantly less than projected and mostly linked to the budget gap and financial pressures of the MIJB. Section 6 outlines risks such as those related to teacher salaries and employers’ pension contributions. The Provost thanked the Chief Financial Officer for the report and opened it up for discussion. Members expressed concern about the possible overspends for Quarter 2 not being recoverable and potential for these overspilling into the next financial year. Members commented that while some overspends are expected it would be helpful to take stock of how consistent overspend in some areas such as transport, maternity cover, and MIJB budgets will affect the next financial year and what their impact will be. It would also be necessary to consider the costs of a changing workforce and discuss these with Human Resources. Page 13 of 633
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The matter of the proposed National Insurance employer contribution increase resulting from the UK budget was also discussed. A letter has been sent to the UK Government from the Council Leader asking for clarity on the funding for this, along with a letter to the Scottish Government to ensure the local government allocations are paid to Midlothian. The Chief Financial Officer noted that there was information about an estimated £500 million available for Local Authorities to fund National Insurance increases released by the Convention of Scottish Local Authorities following the UK budget. This figure was described as an early estimation for noting at this stage, and that there are discussions in the background to clarify this matter and how the distribution will work. It was noted that if the consequentials were fully passed to local government in Scotland it would change the Council’s financial position. Regarding recurrent overspends in areas like client transport, Elected Members asked if this needs to be factored in when calculating figures with a view to next year’s budget and whether it would also be necessary to recalculate the Council Tax. The Chief Financial Officer stated that the client transport overspend is due to this project being delayed in its delivery. While the project is now making good progress it will be necessary to provide funding to bridge the gap currently. In terms of the next financial year Council Tax calculations, the Chief Financial Officer stressed it would be necessary to look at several variables for the 2025-2026 budget, therefore these calculations are subject to change. A further point was made by Elected Members regarding the budget consultation in that there is little information regarding the MIJB in the proposals. Members noted that this body delivers Council services with a Council workforce. While Elected Members were previously briefed on the MIJB overspend and some of the cuts being considered, it was suggested that these difficult decisions are made visible to the public as the likelihood is that the MIJB may not be able to find the budget shortfall without very harsh cuts or having to dip into reserves. Demand for the services that the MIJB delivers has increased and will continue to increase in coming years, but it is necessary to cut spend. Elected Members raised that it would be necessary to know the estimated shortfall for the MIJB for the next financial year as soon as possible to determine if there is funding to provide the services that are crucial to deliver. The Chief Financial Officer responded that the Council needs to join up this discussion with the discussions taking place in the MIJB meetings. Elected Members commented that while there have been budget gaps in the MIJB in the past, they were concerned about the magnitude of the shortfall and the potential that the public may not be aware that these decisions are out with the control of Elected Members, even if the services are provided by Midlothian Council. The Joint Director of Health and Social Care/ Chief Officer of the MIJB acknowledged the financial pressures discussed by Elected Members. The Health and Social Care Partnership is working on financial recovery plans, and the position has improved from Quarter 1. Further work aims to reduce spending, and savings proposals will be discussed at the MIJB meeting on 19 December 2024 and presented to Elected Members in January 2025. The Joint Director of Health and Social Care/Chief Officer MIJB advised that the cuts proposed could mean closure Page 14 of 633
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of wards, care homes and packages of care at home, that are not palatable but essential due to funding pressures. Elected Members discussed that it may be necessary to publish a more detailed budget consultation with more clarity on the role of the MIJB to the public, and while the gap is quite worrying and much bigger than in previous years unfortunately there is limited scope for action due to the way integration works. Elected Members discussed the option to extend the budget consultation, and to add the proposals that will be made at the upcoming MIJB meeting to raise awareness among the public and allow them more time to give their views. It was noted however that there are governance aspects to consider, and while the Council can make a recommendation to the MIJB it is necessary the MIJB makes its own decisions as experts on matters of Health and Social Care. The Joint Director Health and Social Care/Chief Officer MIJB confirmed that the governance around the scheme of integration means that the MIJB can make funding decisions over Council services. Members moved on to discuss the Alpine Coaster and what return on investment would be provided. The Chief Financial Officer responded that the business case for this project was approved in December 2022, and the costs of different components changed since the approval of that business case which caused a small overspend for this financial year. Firm financial projections can be provided at the end of the current financial year. The Chief Financial Officer explained the Alpine Coaster is having a positive impact on the Council’s revenue budget. In terms of the project breaking even by the end of the year will depend on user numbers remaining high over the winter and opening hours being extended and it is hoped the festive period will bring an opportunity to increase visitor numbers. It was highlighted that the shortfall on the Alpine Coaster project was due to circumstances beyond the Council’s control and this project is proof that Midlothian Council can deliver large scale projects. The Council noted the recommendations set in the report. Decision The Council noted the recommendations set in the report. Report No. Report Title Submitted by: 8.2 Housing Revenue Account – Revenue Budget and Capital Plan 2024/25 Chief Financial Officer (Section 95 Officer) Outline and Summary of Discussion The Chief Financial Officer (Section 95 Officer) presented the report for noting. The purpose of this report is to provide the Council with an update of expenditure and income in the current financial year for the Housing Revenue Account and a projected outturn. • Capital investment is projected to be £54.5 million. Page 15 of 633
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• Revenue account is projected a net underspend of £0.5 million with the main variances against budget outlined in section 3.2 of the report. • The forecast for Housing Revenue Account shows a projected general reserve of £36.1 million earmarked to support capital investment in new build program in years to come. The Provost thanked the Chief Financial Officer for the report and opened it up for discussion. Elected Members raised the matter of the increased employer National Insurance contributions and asked whether it would have any staffing cost implications for the Housing Revenue Account. Elected Members also commented that the National Insurance contribution increase is also likely to have an impact for the private building companies and may result in the Council getting less value for money when contracting building projects. The Chief Financial Officer advised the estimated cost of the National Insurance employer contributions increase will be in the vicinity of £5 million for the Council, and that this will put pressure on the Housing Revenue Account. As for the matter of private house builders, inflation will affect all businesses contracted for capital projects but the consequences for the Housing Revenue Account or any other budgets are not yet known. Members sought assurances that this National Insurance increase will not have a negative effect on tenants. The Executive Director Place stated that if there were additional loan costs this would impact the existing Rent Strategy and influence the Rent Strategy from 2025-2026. Elected Members commented that some of the developments in process suggest the Council is not getting the best value for money. A further point was made that there are risks surrounding affordability, and delay in project completion. It was suggested that alternative building models like modular housing may be a way to mitigate those risks. The Executive Director Place reminded Elected Members that alternative house building models will be discussed as a separate agenda item at today’s meeting but noted that now the average unit cost per new build property is £300,000 and that this has increased due to the markets being particularly volatile and subsidies being reduced. Further work is needed to reflect the land cost and build these costs into the future Rent Strategy. Concerns were raised by Elected Members as to whether the rising housing costs would have a bearing on the £36 million reserve goals, and the Chief Financial Officer was asked to provide a long term projection or a balance sheet for this activity to ensure Council is in a position to deliver the housing planned given the financial landscape. The Chief Financial Officer agreed to provide details of the multi-year Housing Revenue Account financial model to Elected Members but noted projections need to tie in with outcomes of other projects like passive housing. Nevertheless, advance numbers can be provided for guidance. A further point was made that tax allowances had not been mentioned, although these are likely to have an impact on the lowest paid people’s ability to pay rent. Page 16 of 633
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The Chair agreed and advised that the Council Leader, as the Chair of the Cost of Living Task Force is aware of the matter, and that it will be discussed in that forum. Decision The Council noted the recommendations in the Housing Revenue Account. Action Chief Financial Officer to provide details of the multi-year Housing Revenue Account financial model to Elected Members. Report No. Report Title Submitted by: 8.3 General Services Capital Plan 2024/25 – Quarter 2 Monitoring, Report by Chief Financial Officer Chief Financial Officer (Section 95 Officer) Outline and Summary of Discussion The Chief Financial Officer (Section 95 Officer) presented the report for noting, except for Section 3.1 which is for decision. The purpose of this report is to provide Council with an update on General Services Capital Plan for the current financial year incorporating revisions to the plan, projected performance against projected budgets for the year and forecasted upcoming expenditure. Section 3.1 presents a new capital project for approval (upgrades to the Steading in Rosewell) which is fully funded by developer contributions. Section 4.2 provides detail on rephasing between financial years of some projects with a decrease of £24 million of projected in year spend from the approved budget, and £14 million from the figures presented at Quarter 1. Actual expenditure at Quarter 2 is £22.5 million, about 35% of the revised budget and this adds a cautionary note to the deliverability of the rephase plan. Resulting impact of rephase expenditure reduces in-year borrowing requirement to £38.4 million and impacts loan charges figures referred to in the General Fund Revenue report discussed earlier. Sections 4.3 to 4.5 provide in year expenditure, available funding and borrowing with Section 5 updating the position of the Capital Fund. Members are asked to note the financial performance for the year and to specifically approve inclusion of the project outlined in Section 3.1. The Provost thanked the Chief Financial Officer for the report and opened it up for discussion. There was a general observation made about the slippage in the Capital Plan and how this year’s figures suggest more on course position compared to last year. It was also noted that Midlothian Council is handling the delivery of multiple great scale projects and Elected Members passed praised to the appropriate officers and staff. Page 17 of 633
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Councillor Winchester asked to be recused from the discussion and left the Council Chamber for the remainder of this item. It was noted that the current plan does not show any provision for Dalkeith toen centre regeneration, Vogrie Park and replacing the chairlift at Hillend. Clarification was sought that these projects were not devaluated and whether their absence could be interpreted as Midlothian Council not having the ability to afford them. The Chief Financial Officer advised that the report only concerns projects that the Council has approved and are underway. Councillor Parry moved the report, seconded by Councillor Virgo. Councillor Winchester rejoined the meeting. Decision The Council noted the General Services Capital Plan 2024/25 - Quarter 2 Monitoring report and approved the Steading Rosewell Development upgrade project as recommended in the report. The Provost left the Council Chamber at 12.05 and the meeting continued, chaired by the Deputy Provost. Report No. Report Title Submitted by: 8.4 School Admissions Policy Consultation Executive Director Children, Young People and Partnerships Outline and Summary of Discussion The report was presented by the Executive Director Children, Young People and Partnerships who explained that the purpose of this report is to seek approval to undertake a review, followed by a statutory consultation, to update Midlothian Council’s Admission Policy for all schools (excluding Early Learning and Childcare) in line with the Schools (Consultation) (Scotland) Act 2010. Council is requested to: • Authorise the Executive Director, Children, Young People and Partnerships to undertake a review, followed by a statutory consultation, to update Midlothian Council’s admission policy for all schools (excluding Early Learning and Childcare) in line with the Schools (Consultation) (Scotland) Act 2010; • Agree that a report on the outcome of the consultation and recommendations will be brought back to Council for consideration. The Deputy Provost thanked the Executive Director Children, Young People and Partnerships for the report and opened the item for questions and comments. Elected Members asked for further clarification on the purpose of the paper and the recommendations. The Executive Director Children, Young People and Page 18 of 633
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Partnerships explained that after the previous Education Appeals panels it was agreed that the process would be reviewed which would inform any needed changes to the Admissions Policy. An informal review will also take place with key stakeholders, parents and pupils. Some elements of the Admissions Policy will still require a statutory consultation. Elected Members also asked if the children of Armed Forces personnel could be enrolled in school prior to moving to Midlothian. The Executive Director Children, Young People and Partnerships explained that this issue has been discussed in relation to the Admissions Policy, and they are aware that this is possible in some Local Authorities. However, the challenge is knowing where those children would be living which would determine their school place. Elected Members also asked about the school placement of Gypsy, Roma and Traveller children and the Executive Director Children, Young People and Partnerships advised that schooling of Gypsy, Roma and Traveller children is subject to different legislation. The report was moved by Councillor Scott and seconded by Councillor Parry. Decision Council approved the report and its recommendations. Report No. Report Title Submitted by: 8.5 Climate Change/ Net Zero Report Executive Director Place Outline and Summary of Discussion The report for decision was presented by Chief Officer Place who explained that the report asks Council to consider the findings of the Climate Action Support Report (CASR) prepared by Aether consultants relating to climate emissions reduction trajectories for the Council’s estate. Considering the challenges presented, particularly those pertaining to finance, Council is recommended to realign the target deadline of 2030 for net zero emissions from the Midlothian Council estate to 2045 in-line with the Scottish Government’s own targets. Council is recommended to: i. Consider the findings and recommendations of the February 2024 Aether Climate Action Support Report (CASR) attached as Appendix C. This report details the required climate emissions reduction trajectories of the Midlothian Council estate needed to meet the Council’s 2030 net zero deadline. ii. Given the challenges (particularly financial) presented therein, approve realignment of the target deadline of 2030 for net zero emissions from the Midlothian Council estate to 2045. iii. Instruct a refresh of the Council’s Climate Change Strategy in line with recommendation (ii). iv. Note the update on the Climate Ready South East Scotland (CRSES) work program (Appendix B). Page 19 of 633
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The Deputy Provost thanked the Chief Officer Place for the report and opened the item for questions and comments. Elected Members noted the financial constraints Council is facing which have made it impossible to comply with the 2030 deadline for net zero, and expressed hope that Council would reach its targets by 2045 or as soon as possible. Elected Members also highlighted the energy consumption part of the report and the need for an energy audit of Council owned buildings and the high costs of installing electric vehicle charging points. The Chief Officer Place explained that an Electric Vehicle Strategy for installation and infrastructure exists and mentioned further ongoing work on improving footways. Elected Members raised further concerns regarding the delay in net zero targets, emphasising that people look to the public sector for leadership. Elected Members asked what the impact of Midlothian Council pushing back its target to 2045 is on a global scale, to which the Chief Officer Place replied that that is not part of the report. It was highlighted that despite Midlothian’s global impact on these targets being small, all Local Authorities should have similar aspirations. Elected Members suggested that it would be helpful to have a per capita report next time and asked if the Chief Officer Place expects the net zero changes to be implemented in private and public planning as well. The Chief Officer Place responded by stating that new legislation on energy efficiency in social housing has arrived which should eventually extend to private dwellings and private rental housing. The new Midlothian Local Development Plan 2 also covers new legislation on energy efficiency and carbon footprint. No more questions were asked, and the Members approved the report. Decision Council approved the report and its recommendations. Report No. Report Title Submitted by: 8.6 Midlothian Strategy for Inclusive Economic Growth 2025-2030 Executive Director Place Outline and Summary of Discussion The report for decision was presented by the Chief Officer Place, who explained that the existing Midlothian Council Strategy for Growth 2020-2025 and Economic Renewal Addendum has been reviewed to align with the Scottish Government National Strategy for Economic Transformation and the Edinburgh and South East Scotland City Region Deal Regional Prosperity Framework. It is recommended this new strategy be adopted as the Council’s Economic Strategy for 2025 - 2030. The Council is recommended to approve the Midlothian Strategy for Inclusive Economic Growth 2025 – 2030 and instruct officers to create a delivery plan for the period of the strategy. The Deputy Provost thanked the Chief Officer Place for the report and opened the item for questions and comments. Page 20 of 633
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Elected Members welcomed the paper and praised the positive direction Midlothian Council is heading towards. Elected Members highlighted the progression in procurement and the high number of small to medium businesses in the area which according to statistics was 2570 in 2023. It was also stated that the number of businesses hoping to move to Midlothian is high and that Council needs to take this into consideration. Elected Members highlighted the previous agreement to have small start-up units in Hopefield which has not progressed but could help to meet this need. Elected Members also noted the importance of Council making strategic investments to attract businesses. No more questions were asked. The Members approved the report, which was moved by Councillor Cassidy and seconded by Councillor Imrie. Decision Council approved the recommendations as stated in the report. The Council meeting took a break at 12:41 and resumed at 1pm, after which the Provost also resumed chairing. Report No. Report Title Submitted by: 8.7 Midlothian Council Digital Transformation Strategy 2024 - 2029 Chief Officer Corporate Solutions Outline and Summary of Discussion The report for decision was presented by the Chief Officer Corporate Solutions who explained that the report presents the Midlothian Council Digital Transformation Strategy 2024-2029, outlining activity that will be undertaken to ensure that the Council benefits and thrives from technology and data. The Chief Officer Corporate Solutions highlighted that the Council is facing a significant budget gap and new ways of working are key to bridging the gap and continuing to deliver services. To achieve this, the Council requires its workforce to have the digital skills, capacity and tools to be agile to meet the needs of its citizens. Council is recommended to: - Note the information in this report on activity to date - Approve the new Digital Transformation Strategy 2024-2029 (Appendix B) The Provost thanked the Chief Officer Corporate Solutions for the report and opened the item for questions and comments. A question was asked about the street repair reporting tools. The Chief Officer Corporate Solutions confirmed that Council uses FixMyStreet which reports to the contact centre and gave further details about a pilot program with Road Services to detect potholes. It was also highlighted by Elected Members that according to a 2024 digital exclusion report, 15% of Scottish adult population lacks basic digital skills which was mentioned only once in the report. The Chief Officer Corporate Solutions agreed with the comments regarding digital exclusion. and explained that there is a lot of work being done across the Council to support those who are not digitally literate, including projects like Equipped for Learning, digital support sessions ran through local libraries, and support for older residents from the Communities, Lifelong Learning and Employability service. Page 21 of 633
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Elected Members also asked about the accessibility of housing benefit applications online, and how these can be improved. The Chief Officer Corporate Solutions explained that all customer processes will be reviewed as part of the Revenues Transformation Project but highlighted that some services are managed by the Department of Work and Pensions and the Scottish Government which the Council may have minimal influence over. Concerns were raised about the cost benefit of the digital transformation, to which the Chief Officer Corporate Solutions responded that aspects of the transformation which will require funding will be discussed at the Business Transformation Steering Group. It was also highlighted that the transformation will help the Council to address growth needs in the future. The connectivity of rural communities was raised by Elected Members and the Chief Officer Corporate Solutions explained that the hardware Council controls is keeping up with the software but that pockets of Midlothian exist that are not as well connected. Work is ongoing to determine how to best support these communities. The paper was moved by Councillor Parry and seconded by Councillor Virgo. Decision The Council approved the recommendations as detailed. Report No. Report Title Submitted by: 8.8 Offsite Construction Housing Report Executive Director Place Outline and Summary of Discussion The report for decision was presented by the Executive Director Place who explained that at the Council Meeting held on 16 November 2021, a Motion was approved in respect of the Social Housing Programme Strategy and construction. This report provides a progress update. It is recommended that Council; a) approves a pilot housing project of modular build in Newtongrange, Main Street (former swimming pool site) in 2026/27, and b) notes the Proposed Housing Demonstrator sites in Penicuik, with the delivery programme for this development (11 homes) scheduled to be received in November 2024, also to c) consider the uncommitted site at Rullion Road, Penicuik (circa 50 homes) to be designated for a further offsite construction project in 2027/28. The Provost thanked the Executive Director Place for the report and opened the item for questions and comments. Some Elected Members expressed concerns about the proposal for this site and explained that the content of the consultation did not mention modular housing and that the majority of the consultation responses supported housing with no more than 1.5 storeys. Page 22 of 633
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Councillor Drummond proposed an Amendment to remove part A of the recommendations and further consult on the housing use on the site, seconded by Councillor Pottinger. Other members expressed concerns regarding any delays to approving this project which may impact those on the housing waiting list. The Executive Director Place explained that the site has been designated as a housing site for a long time and has been subject to some of the planning process already. The Head of Development, Capital and Entrepreneurial Projects explained that the consultation only asked for views on the pool site being used for housing and the Council meeting today is discussing the method of housing that will be delivered. Elected Members discussed the proposal to bring the site back to consultation and what this would mean in practice. Elected Members also stated that views regarding this project have been affected by negative press, and some felt that the consultation was not conducted well. The Provost asked the Executive Director Place to clarify if this site was designated as a mixed development of commercial or residential in the Strategic Housing Investment Plan, to which the Executive Director Place responded that this is an alternative housing development. The Legal and Governance Manager/Monitoring Officer explained that one third of the Members present need to support the use of a roll call vote for Council to conduct the vote through this method instead of a show of hands. A third of the Members supported the roll call vote. The votes were divided as follows. Page 23 of 633
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10 Members voted for the Motion, 7 for the Amendment. There were no abstentions. Councillor McManus was not present to cast a vote. The Motion was carried. The report was moved by Councillor McKenzie and seconded by Councillor Parry. Decision The Council approved the recommendations as stated in the report. 9. Private Exclusion of Members of the Public In view of the nature of the business to be transacted, the Committee agreed that the public be excluded from the meeting during discussion of the undernoted item, as contained in the Addendum hereto, as there might be disclosed exempt information as defined in paragraphs 6,8 and 9 of Part I of Schedule 7A to the Local Government (Scotland) Act 1973:- Page 24 of 633
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9.1 Midlothian House & Fairfield House - Rationalisation Options Appraisal report by Executive Director Place Date of Next Meeting The next meeting will be held on Tuesday 17 December 2024 at 11am. The meeting concluded at 14:34. Page 25 of 633
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Midlothian Council Minute Volume Presented to the Meeting of Midlothian Council on Tuesday, 17 December 2024 Page 26 of 633
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1 Minutes of Meetings submitted for Approval Private Minute of Appeals Committee 27 March 2024 2 Minutes of Meetings submitted for Consideration Approved Minutes for Noting, Information and Consideration of any recommendations contained therein Minute of Local Review Body 23 September 2024 Minute of Audit Committee 18 March 2024 Minute of Audit Committee 24 June 2024 Minute of Audit Committee 30 September 2024 Minute of Cabinet 17 September 2024 Minute of Performance Review and Scrutiny Committee 7 October 2024 Minute of Performance Review and Scrutiny Committee 11 June 2024 Minute of Planning Committee 10 September 2024 Minute of Police Fire and Rescue Board 26 August 2024 3 Minutes of Meetings submitted for Information Approved Minutes of Outside Organisations to which Council appoints representatives Minute of Midlothian Integration Joint Board 20 June 2024 Minute of Midlothian Integration Joint Board 22 August 2024 Page 27 of 633
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Midlothian Council Tuesday 17 December 2024 Item No 5.3 Midlothian Council Action Log No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 1 21/02/2023 Capital Plan Prioritisation Refer approved Council report to BTSG on additional affordability scope and projects. Executive Director Place a) December 2024 b) October 2024 c) December 2024 UPDATE: September 2024 – Executive Director provided a verbal update to respective August BTSG & Council meetings. Remaining work streams being concluded to finalise recommendations and agree a revised plan to have an affordable GSCP in the context of a balanced MTFS. a) Learning Estate Strategy options being developed for consideration on Page 28 of 633
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments conclusion of Edge Analytics pupil product review, expect reporting in December. b) Climate Change – Net Zero 2030 / 2045 reporting to October Council – Update presented at Nov Council. Recommended for closure. c) Fleet & Asset Management Plans reporting in December. Recommended for closure. 2 19/12/2023 8.4 Non-Domestic Rates Relief Policy Review of policy to be undertaken in 6 months – 1 year. Chief Officer Corporate Solutions No later than April 2025 Report to Council to be submitted with income achieved as part of Q4 financial monitoring. 3 19/12/2023 8.8 Fleet and Plant Asset Replacement Plan Considerations around increasing fleet capacity to be brought to BTSG. Chief Officer Place Report to BTSG and to Council in December 2024 Fleet Management Plan will follow Climate Action Plan as proposing all Refuse Collection Vehicles and Heavy Goods Vehicles remain diesel at present. Recommended for closure. Page 29 of 633
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 4 26/03/2024 8.3 Midlothian Council Housing Allocation Policy Review 2023/24 1. Audit of tenancy allocations 2. Distribute ASB option paper to the different political groups and submit at council. a) Chief Internal Auditor b) Executive Director Place a) August Council updated. b) ASB options report to political groups in November a) Assurance Exercise progressed and near completion. Expect report will be finalised in October and to be presented at November Council. b) Update Member Briefing held 5 Sep. on Tenancy Agreements and Anti- Social Behaviour. ASB options report circulated to political groups in November. Recommended for closure. 5 26/03/2024 8.4 Midlothian Council Mixed Tenure Strategy Arrange an Elected Member briefing on arm’s length organisations (ALEOs) Executive Director Place Briefing date to be scheduled post summer recess. Currently scoping option for special purpose vehicle in development and management & maintenance of Mid- Market Rent Oak Leaf homes option (MMR & Market Rent) Page 30 of 633
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments included in MTFS 2025/26 proposals consultation 6 07/05/2024 8.10 Glyphosate Paper on neighbourhood service operatives would be undertaking a targeted winter programme of work in springtime 2025. Chief Officer Place Winter 2024 Report to Council to be submitted. 7 25/06/2024 8.14 Whitecraig Traveller Site A full cost report to come back to Council for final approval to include early termination cost and reinstatement cost unless the cost for this is nil. Executive Director Place When termination costs are known Align to action jointly with ELC 8 27/08/2024 8.1 Financial Monitoring 2024/25 General Fund Revenue Report on the better utilisation of expensive machinery, such a used for potholes. Chief Officer Place ASAP 9 27/08/2024 8.2 Housing Revenue Account – Revenue Budget and Capital Plan 2024/25 Financial costs of Normandy Court to be provided to all Executive Director Place ASAP Email information circulated separately to all elected members. Page 31 of 633
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments Members. Report to be brought back to Council to look at the allocation of Normandy Court if no resolution reached. Executive Director Place If required Further information once costs concluded. 4G coverage installation since completed. Allocations listed and applicants contacted. Viewings taking place. Recommended for closure. 10 27/08/2024 8.3 General Services Capital Plan 2024/25 Quarter 1 Monitoring Provide a final account for clarity to the Elected Members on Hillend Alpine Coaster project costings Chief Financial Officer GSCP Q3 Financial Monitoring report to Council in February. Coaster operational and project is in its final stage. 11 27/08/2024 8.5 United Nations Convention on the Rights of the Child (‘UNCRC’) (Incorporation) (Scotland) Act Information on what the UNCRC is and what it means to be provided to the public. Executive Director Children, Young People and Partnerships December 2024 SG published new statutory guidance on UNCRC 18th September, information for parents/carers and young people will be prepared taking cognisance of the new statutory guidance. 12 27/08/2024 8.3 General Services Capital Plan Report to be Executive End Feb 2025 Site search in progress Page 32 of 633
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 2024/25 Quarter 1 Monitoring presented to Council on a site for Gorebridge High School within six months. Director Place 13 08/10/2024 8.1 Medium Term Financial Strategy Heads of Service to look for additional efficiency savings to bridge the budget gap of .3.4 million on top of the savings already suggested in the public budget consultation. This is to be reviewed at November council meeting. Chief Financial Officer Proposals to be presented in November BTSG Action in progress 14 12/10/2024 8.2 Housing Revenue Account – Revenue Budget and Capital Plan 2024/25 To provide details of the multi-year HRA financial model to Elected Members. Chief Financial Officer Alongside the next iteration of the Rents Strategy. Page 33 of 633
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OFFICIAL OFFICIAL Midlothian Council Meeting Tuesday 27 December 2024 Inclusion of Local Youth and School Parliaments in Council Meetings This Council recognizes the importance of engaging young people in the democratic process and fostering a sense of civic responsibility from an early age. To this end, the motion before you proposes Officers take steps to foster greater engagement and involvement of representatives from local youth and school parliaments in Council meetings. Also recognising that while we cannot co-opt onto the Council and they would therefore not be voting or privy to private papers, their views on Council reports would provide valuable additional perspectives. Rationale: 1. Youth Engagement: Involving young people in Council meetings will provide them with a platform to voice their opinions, concerns, and ideas, ensuring that their perspectives are considered in local governance. 2. Civic Education: Participation in Council meetings will serve as a practical educational experience, helping young people understand the workings of local government and the importance of civic participation. 3. Community Representation: Youth and school parliaments represent a diverse cross-section of our community. Their inclusion will enhance the representativeness and inclusivity of Council decisions. 4. Future Leaders: Encouraging youth participation in local governance will help nurture the next generation of community leaders. Proposal: 1. Regular Participation: Representatives from local youth and school parliaments will be invited to attend Council meetings on a regular basis, with opportunities to present their views on agenda items. 2. Mentorship Program: Establish a mentorship program where Council members can guide and support youth representatives, helping them to effectively contribute to discussions. 3. Feedback Mechanism: Create a structured feedback mechanism to ensure that the contributions of youth representatives are acknowledged and considered in Council decisions. 4. Facilitating Midlothian wide pupil voice: Provide representatives of Midlothian Secondary Schools’ Scottish Youth Parliament/Pupil Voices, the opportunity to use the Council Chamber each term, to discuss and debate any ideas or issues they have. These could then be presented through a paper to full Council for consideration. Support will be provided by the Education Cross Party Working Group. 5. Annual Review: Conduct an annual review of the program to assess its impact and make necessary adjustments to enhance its effectiveness. Page 34 of 633
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OFFICIAL OFFICIAL Conclusion: By including local youth and school parliaments in Council meetings, we can foster a more inclusive, representative, and forward-thinking local government. This initiative will not only benefit the young people involved but also enrich the decision-making process of the Council. Proposed by: Cllr David Virgo Seconded by: Cllr Ellen Scott Page 35 of 633
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Midlothian Council Meeting Tuesday 27 December 2024 Requirement for Approval and Additionality of Planning Obligations associated with increasing Major developments This Council proposes that any major development which increases the number of units beyond 1 or 2, after the Section 69 or 75 terms have been agreed, must return to elected members for approval. This approval should be contingent on agreement of additional planning obligations commensurate to the scale of the changes in the development. In addition, motion proposes a discrete review of the Section 69 and 75 developer contribution rates for council decision before budget council meeting Rationale: 1. Transparency and Accountability: Ensuring that significant changes in development plans are reviewed by elected members promotes transparency and accountability in the decision-making process. 2. Fair Contributions: Where Major Development plans are changed to increase the number of units, further Planning Obligation terms will ensure that developers make fair contributions to local infrastructure and community benefits, proportional to the increased scale of the development. 3. Community Impact: Major developments can have substantial impacts on local communities. Elected members, as representatives of the community, should have the opportunity to reassess and address these impacts. 4. Consistency in Planning: This motion will help maintain consistency and fairness in the planning process, ensuring that all major developments are subject to the same level of scrutiny and negotiation, through the lifecycle of the process. Page 36 of 633
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Proposal: 1. Approval Requirement: Any major development that increases the number of units beyond 1 or 2, after the initial Planning Obligation terms have been agreed, must be brought back to the Council for approval. 2. Renegotiation of Terms: Approval of such developments will be contingent upon the addition of Section 69 or 75 terms to adequately address the increased scale and impact of the development. 3. Monitoring and Reporting: Implement a system for monitoring compliance with the additional Planning Obligations and regularly report on the outcomes to the Council. 4. Review: A discrete review of Section 69 and 75 rates, to bring options for changes before elected members at the earliest opportunity Proposed by: Cllr Peter Smaill Proposed by: Cllr Peter Smaill Seconded by: Cllr David Virgo Page 37 of 633
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Prepared for the Members of Midlothian Council and the Controller of Audit November 2024 Midlothian Council 2023/24 Annual Audit Report Midlothain Council Tuesday 17 December 2024 Item No: 8.1 Page 38 of 633
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Midlothian Council 2023/24 Annual Audit Report | 2 Contents Key messages 3 Introduction 5 1. Audit of 2023/24 annual accounts 7 2. Financial management 17 3. Financial sustainability 25 4. Vision, leadership and governance 28 5. Best Value 30 6. Use of resources to improve outcomes 34 Appendix 1. Action plan 2023/24 39 Page 39 of 633
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Key messages | 3 Key messages 2023/24 annual accounts 1 Audit opinions on the annual accounts of the council and its group are unmodified, i.e. the financial statements and related reports are free from material misstatement. 2 The unaudited annual accounts were provided within the agreed timetable and were of a good standard. 3 Management made adjustments of £33 million to the annual accounts. The most significant adjustments related to the re-measurement of the value of other buildings (£21 million) and Midlothian Energy Limited Shareholding in Group Share of net assets (£6 million) within the Group accounts. Financial management 4 Midlothian Council has effective and appropriate arrangements to secure sound financial management. 5 During 2023/24 the Council managed its budget and ended the year with a net underspend of £0.1 million. 6 The level of usable reserves held by Midlothian Council decreased from £112 million in 2022/23 (including the service concessions opening balance adjustment of £20 million) to £101 million in 2023/24. The usable reserves balance of £101 million includes General Fund earmarked reserves of £37 million and ring fenced HRA, Capital Fund and Repairs and Renewals Fund reserves of £55 million, leaving only £9 million of non-earmarked reserves. 7 Total General Services capital expenditure in 2023/24 was £47 million representing an increase of £24 million on 2022/23 capital spend. Financial sustainability 8 The latest 2024/25 budget monitoring report reported to the Council in October 2024 is projecting an overspend of £2.2 million against a revised budget of £316 million, and a General Fund reserve balance of £21.5 million of which £6.8 million is non- earmarked. 9 The Council recently, considered the five-year Medium Term Financial Strategy which is showing a budget gap of £21 million to 2028/29. Page 40 of 633
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Key messages | 4 10 The Council is aware that it faces heightened financial challenges, and transformation is essential in delivering balanced budgets and financially sustainable services. Vision, leadership and governance 11 Midlothian Council continues to have governance arrangements that are appropriate and operating effectively, that support effective scrutiny, challenge and informed decision making. Best Value 12 Midlothian Council has an appropriate and effective best value framework in place. 13 Our thematic review of Workforce Innovation found the development of an organisational workforce strategy is ongoing and this will align with the council’s priorities as set out in the Transformation Blueprint. Our full Best Value thematic report was presented to the Council in September 2024 and identified examples of good practice and areas for improvement. 14 The Council has made good progress against Best Value improvement actions reported in our Best Value Assurance Report 2019 with only one action remaining outstanding and due to be implemented in December 2024. Use of resources to improve outcomes 15 The Best Value framework supports the delivery of continuous improvements in priority services. 16 Midlothian Council has a Performance Management Framework in place and reports on performance utilising balanced scorecard, quarterly and annual reporting, progress reports and local government benchmarks. There is scope for improvement to ensure key messages are clear and performance is mapped to outcomes. 17 Midlothian Council has satisfactory arrangements for the preparation and publication of Statutory Performance Information (SPIs). Page 41 of 633
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Introduction | 5 Introduction 1. This report summarises the findings from the 2023/24 annual audit of Midlothian Council (the Council). The scope of the audit was set out in an Annual Audit Plan presented to the 18 March 2024 meeting of the Audit Committee. This Annual Audit Report comprises: • significant matters arising from the audit of Midlothian Council’s annual accounts • conclusions on Midlothian Council’s performance in meeting its Best Value duties • conclusions on the following wider scope areas that frame public audit as set out in the Code of Audit Practice 2021: o Financial Management o Financial Sustainability o Vision, Leadership, and Governance o Use of Resources to Improve Outcomes. 2. This report is addressed to the board of Midlothian Council and the Controller of Audit and will be published on Audit Scotland's website www.audit- scotland.gov.uk in due course. Audit appointment 3. Claire Gardiner has been appointed by the Accounts Commission as auditor of the Council for the period from 2022/23 until 2026/27. 4. We would like to thank Councillors, Audit Committee members, senior management, and other staff, particularly those in finance and estates, for their cooperation and assistance in this year’s audit and we look forward to working together constructively over the remainder of the five-year appointment. Responsibilities and reporting 5. The Council has primary responsibility for ensuring the proper financial stewardship of public funds. This includes preparing annual accounts that are in accordance with proper accounting practices. The Council is also responsible for compliance with legislation and putting arrangements in place for governance and propriety that enable it to successfully deliver its objectives. Page 42 of 633
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Introduction | 6 6. My responsibilities as the independent auditor are established by the Local Government (Scotland) Act 1973, the Code of Audit Practice 2021 and supplementary guidance, and International Standards on Auditing in the UK. 7. Weaknesses or risks identified are only those which have come to my attention during my team’s normal audit work and may not be all that exist. Communicating these does not absolve management of the Council from its responsibility to address the issues raised and to maintain adequate systems of control. 8. This report contains an agreed action plan at Appendix 1. It sets out specific recommendations, the responsible officers, and dates for implementation. Auditor Independence 9. We can confirm that we comply with the Financial Reporting Council’s Ethical Standard. We can also confirm that we have not undertaken any non-audit related services and therefore the 2023/24 audit fee of £289,950 as set out in our 2023/24 Annual Audit Plan remains unchanged. We are not aware of any relationships that could compromise our objectivity and independence. 10. The annual audit adds value to Midlothian Council by: • identifying and providing insight on significant risks, and making clear and relevant recommendations • providing clear and focused conclusions on the appropriateness, effectiveness and impact of corporate governance, arrangements to ensure the best use of resources and financial sustainability. • sharing intelligence and good practice identified. Page 43 of 633
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1. Audit of 2023/24 annual accounts | 7 1. Audit of 2023/24 annual accounts Public bodies are required to prepare annual accounts comprising financial statements and other related reports. These are principal means of accounting for the stewardship public funds. Main judgements Audit opinions on the annual accounts of the council and its group are unmodified, i.e. the financial statements and related reports are free from material misstatement. The unaudited annual accounts were provided within the agreed timetable and were of a good standard. Management made adjustments of £33 million to the annual accounts. The most significant adjustments related to the re-measurement of the value of other buildings (£21 million) and Midlothian Energy Limited Shareholding in Group Share of net assets (£6 million) within the Group accounts. Audit opinions on the annual accounts are unmodified 11. The Audit Committee approved the annual accounts for the Council and its group for the year ended 31 March 2024 on 25 November 2024. As reported in the independent auditor’s report, in my opinion as the appointed auditor: • the financial statements give a true and fair view and were properly prepared in accordance with the financial reporting framework • the audited part of the remuneration report was prepared in accordance with The Local Authority Accounts (Scotland) Regulations 2014. • the management commentary and annual governance statement were consistent with the financial statements and properly prepared in accordance with the applicable requirements. The unaudited annual accounts were received in line with the agreed audit timetable 12. The unaudited annual accounts were received in line with the agreed audit timetable on 25 June 2024. Management and finance staff provided good Page 44 of 633
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1. Audit of 2023/24 annual accounts | 8 support to the audit team enabling the audit to be completed by the agreed deadline of 25 November 2024. Overall materiality was assessed on receipt of the unaudited annual accounts as £11 million 13. The concept of materiality is applied by auditors to determine whether misstatements identified during the audit could reasonably be expected to influence the economic decisions of users of the financial statements, and hence impact their opinion set out in the independent auditor’s report. Auditors set a monetary threshold when considering materiality, although some issues may be considered material by their nature. It is ultimately a matter of the auditor’s professional judgement. 14. Our initial assessment of materiality was carried out during the risk assessment phase of the audit. This was reviewed and revised on receipt of the unaudited annual accounts and is summarised in Exhibit 1. Exhibit 1 Materiality values Materiality level Revised Amount Overall materiality £11 million Performance materiality £6.6 million Reporting threshold £0.40 million Source: Audit Scotland 15. The overall materiality threshold for the audit of the annual accounts of the Council was set with reference to gross expenditure, which was judged as the figure most relevant to the users of the financial statements. 16. Performance materiality is used by auditors when undertaking work on individual areas of the financial statements. It is a lower materiality threshold, set to reduce the probability of aggregated misstatements exceeding overall materiality. Performance materiality was set at 60% of overall materiality, reflecting our risk assessment which was informed by the level of errors in prior years and the control environment in place at the Council. 17. It is my responsibility to request that all misstatements, other than those below the reporting threshold are corrected, although the final decision on making the correction lies with those charged with governance. Page 45 of 633
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1. Audit of 2023/24 annual accounts | 9 Significant findings and key audit matters 18. Under ISA (UK) 260, we communicate significant findings from the audit to the council, including our view about the qualitative aspects of the Council’s accounting practices. 19. The Code of Audit Practice also requires me to highlight key audit matters, which are defined in ISA (UK) 701 as those matters judged to be of most significance. 20. The significant findings including key audit matters, are summarised in Exhibit 2. Exhibit 2 Significant findings and key audit matters from the audit of the annual accounts Issue Resolution 1.Non- current assets condition surveys In 2023/24 the Council performed a full valuation of schools and miscellaneous depreciated replacement cost properties in line with its revaluation policy. The condition survey ratings for buildings held on the non- current asset register were considered in preparing the valuation estimates. Several condition surveys were updated during 2023/24 and were allocated reduced ratings. The surveys were not finalised until after the year end and provided further evidence of the condition of the revalued buildings at 31 March 2024. The revised condition ratings should have been considered by the valuer and the 2023/24 calculations updated to ensure the values included in the financial statements reflected the conditions and were materially correct. This resulted in an estimation error of £19 million in the unaudited accounts. Management revised the valuation of other buildings and we are satisfied that the net book value of £557 million included in the audited accounts is not materially misstated. Recommendation 1 (refer Appendix 1) The most up to date condition ratings should be applied to all buildings at the date of valuation. 2.Non-current assets council dwellings The Council undertook a full valuation of its council dwellings stock in 2020/21. The next full valuation is already underway and will be completed in 2024/25 in line with its revaluation policy. This valuation is based on specialist and management assumptions using the 'beacon method' in accordance with mandatory guidance from the In 2023/24 the discount factor applied was 67%. We considered the discount factor against guidance, practices in place at other councils and discount factors in comparable locations. We found the estimated discount factor to be reasonable. Page 46 of 633
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1. Audit of 2023/24 annual accounts | 10 Issue Resolution Local Authority (Scotland) Accounts Advisory Committee (LASAAC). In accordance with good practice, the Council has updated the valuation in the intervening years where it has been estimated to increase or decrease significantly. Determining the valuation estimates involved applying discount factors to reflect the difference between social and market rents. However, guidance for valuers – ‘stock valuation for resource accounting’ published in 2016 by department for communities and local government highlights that the discount factor for social housing should be determined with reference to the relationship between rents and yield in the private residential sector and the public / socially rented sector. We found that the rent yield factor had not been considered when valuing council dwellings in Midlothian. From discussion with the valuer this is due to a lack of evidence from property sales in the area to inform the estimate. We also identified an error of £1 million in the calculation of the valuation of council dwellings due to applying the incorrect Building Cost Information Service index. We are satisfied that the Net book value of council dwellings in the audited accounts of £496 million is not materially misstated. Management have agreed to consider the rent yield factor for the 2024/25 valuation. Recommendation 2 (refer Appendix 1) To fully comply with Guidance for valuers – ‘stock valuation for resource accounting’ published in 2016 by department for communities and local government, Management should consider the rent yield adjustment in valuations of council dwellings. 3. Non- current assets – mixed use properties The Council holds multiple buildings which are multi-purpose e.g. a building is used as an office and a store. Where there is a mixed use building it adds complexities to valuations. BCIS codes vary depending on the use of the building and the Council base the BCIS code applied on the primary function of the building. As part of our testing in 2023/24 we identified two mixed use properties which had been allocated BCIS codes based on the secondary function which resulted in an over valuation. We have tested a significant proportion of mixed use properties and identified an overstatement of £1 million. The untested balance is below materiality and therefore we are satisfied that the amounts in the accounts are not materially misstated 4. Holiday pay accrual Audit testing identified an error in the calculation of the accumulated absences accrual. Expenditure in the CIES and short-term creditors in the balance sheet were understated by £3 million. Management revised the calculation and the correct figure of £9 million is included in the audited accounts. Page 47 of 633
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1. Audit of 2023/24 annual accounts | 11 Issue Resolution 5. Group accounts The share of associates and joint ventures in the group balance sheet in the unaudited accounts includes the total value of £6 million of long-term investments in MEL in addition to the council’s share of the investments of £4 million. IFRS11 requires the value of the investment to be included at initial cost and then to be adjusted by the change in Midlothian Council’s share of the associates and joint venture’s net assets. The share of associates and joint ventures in the group balance sheet is therefore overstated by £6 million. Net expenditure in the CIES is understated by £6 million. The value of the investment the Council holds in the Single Entity Balance Sheet is accurate and unadjusted. Management revised the group balance sheet and the audited accounts correctly show the Council’s share of investments in MEL as £4 million. 6. Non-domestic rate account Within the non-domestic rate account the amount distributed to Midlothian Council from the non- domestic rate pool was incorrectly disclosed at £32 million due to a typing error. The figure should have been £35 million. Debtors and creditors are both understated by £3 million. We are satisfied that management adjusted for this error in the audited accounts. 7. CIES– classification and presentational errors Our audit work identified some areas where transactions or balances were incorrectly disclosed within the primary financial statements and notes to the accounts: • Within the notes to the accounts capital commitments were understated by £30 million. The figure has been revised to £70 million. • Within the CIES £5 million net expenditure was reclassified between Corporate solutions and other services. • Within note 23 to the accounts £1 million was reclassified between other trade debtors and other public sector bodies debtors. • Within note 19 to the accounts £1 million was reclassified between financial instruments and non-financial instruments. We are satisfied that management have addressed all significant misclassifications and presentational errors within the primary financial statements and notes to the accounts. Page 48 of 633
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1. Audit of 2023/24 annual accounts | 12 Issue Resolution • Within note 34 to the accounts, transactions relating to post-employment benefits, £9 million was transferred between actuarial losses and other post-employment benefits charged to the surplus or deficit on the provision of services. Source: Audit Scotland Audit work responded to the risks of material misstatement we identified in the annual accounts 21. We obtained audit assurances over the identified significant risks of material misstatement in the annual accounts. Exhibit 3 sets out the significant risks of material misstatement to the financial statements identified in my 2023/24 Annual Audit Plan. It also summarises the further audit procedures performed during the year to obtain assurances over these risks and the conclusions from the work completed. Exhibit 3 Significant risks of material misstatement in the annual accounts Audit risk Assurance procedure Results and conclusions 1. Risk of material misstatement due to fraud caused by management override of controls As stated in International Standard on Auditing (UK) 240, management is in a unique position to perpetrate fraud because of management’s ability to override controls that otherwise appear to be operating effectively. • Assess the design and implementation of controls over journal entry processing. • Make enquiries of individuals involved in the financial reporting process about inappropriate or unusual activity relating to the processing of journal entries and other adjustments. • Test journals at the year- end and post-closing entries and focus on significant risk areas. • Consider the need to test journal entries and other adjustments during the period. • Evaluate significant transactions outside the normal course of business. Our testing of journals, year- end transactions, accruals and prepayments did not identify any incidents of management override of controls. We did not identify any unusual journal activity. Our assessment of the adequacy of controls in place for identifying and disclosing related party relationships and transactions in the financial statements did not highlight any weaknesses. The methods and assumptions used to prepare accounting estimates were confirmed to be consistent with prior years. Page 49 of 633
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1. Audit of 2023/24 annual accounts | 13 Audit risk Assurance procedure Results and conclusions • Assess any changes to the methods and underlying assumptions used to prepare accounting estimates compared to the prior year. • Substantively test income and expenditure transactions around the year-end to confirm they are accounted for in the correct financial year. • Test accounting accruals and prepayments focusing on significant risk areas. As a result of the above work we are satisfied that there is no material misstatement arising from this risk. 2. Estimation in the valuation of land and buildings There is a significant degree of subjectivity in the valuation of land and buildings. Valuations are based on specialist and management assumptions, and changes in these can result in material changes to valuations. All non-current assets are revalued on a five-year rolling basis. Values may also change year on year, and it is important that the Midlothian Council ensures the financial statements accurately reflect the value of the land and buildings. Due to the inherent complexity and subjectivity risks regarding land, buildings and dwellings’ valuations, a significant risk of material misstatement in the 2023/24 valuations has been identified. • Review the information provided to the external valuer to assess for completeness. • Evaluate the competence, capabilities, and objectivity of the professional valuer. • Complete a walkthrough of the valuation process for Other Land and Buildings to obtain an understanding of the process, including the methodologies and assumptions applied. • Obtain an understanding of the management’s involvement in the valuation process to assess if appropriate oversight has occurred. • Test the asset register records against the annual valuation report to ensure asset valuations and useful lives are accurately reflected. • Sample testing of valuations and lives of individual assets revalued during 2023/24, and agreement of related accounting entries. We did not identify any issues with the information provided to the valuer and we found that management have an appropriate level of involvement and oversight of the valuation process. However, we found that the methodology used to value council dwellings did not fully comply with the principles of the Beacon principle. The Beacon principle requires a rent yield factor to be considered in the market value of housing and this had not been taken into account. We outlined our response to this in Exhibit 2. As outlined in Exhibit 2, we identified that further information on the condition of revalued assets was obtained post year end. As this had a material impact on the value of assets we requested that management adjust the accounts. We did not identify any non- compliance with RICS guidance. Page 50 of 633
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1. Audit of 2023/24 annual accounts | 14 Audit risk Assurance procedure Results and conclusions • Examine management’s assessment of fair value of assets not subject to full revaluation in 2023/24. We will critically assess if this is based on expert valuer’s opinion/ and assess the appropriateness of any assumptions. We concluded that management’s assessment of land and buildings not revalued in 2022/23 is not materially misstated but have identified areas for improvement in the methodology for valuing properties and in the assumptions used. Exhibit 2 We found that appropriate disclosures have been made regarding the assumptions in relation to the valuation of land and buildings. Source: 2023/24 Midlothian Council Annual Audit Plan 22. In addition, we identified “areas of audit focus” in our 2023/24 Annual Audit Plan where we considered there to be risks of material misstatement to the financial statements. The results of our audit procedures and conclusions are set out in Exhibit 4. Exhibit 4 Identified areas of audit focus Audit risk Results and conclusion 1.Valuation of pension liability The liability requires the use of an actuarial methodology based on a range of assumptions including financial and demographic assumptions. Small movements in these can result in material changes to valuations. We assessed the scope, independence and competence of the professionals engaged in providing estimates for pensions and reviewed appropriateness of actuarial assumptions and results including comparison with other councils. We established officer’s arrangements for ensuring the reasonableness of professional We are satisfied that the pension liability is correctly recognised on the balance sheet at 31 March 2024 and has been accounted for and disclosed correctly in line with International Accounting Standard (IAS) 19 Retirement benefits. We use an auditor’s expert to inform our review of the assumptions used in calculating this estimate and management’s judgements. We concluded the assumptions are appropriate and within a range which we consider to be acceptable. We are also satisfied the controls in place over the provision of information to the actuary are appropriate. Page 51 of 633
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1. Audit of 2023/24 annual accounts | 15 Audit risk Results and conclusion estimations and the accuracy of information provided to the actuary by Midlothian Council. Source: 2023/24 Midlothian Council Annual Audit Plan 23. As part of our risk assessment in our Annual Audit Plan, we also identified the following areas where further work would be performed. These were not audit risks but areas we kept under review: • Implementation of IFRS 16 (International Financial Reporting Standard 16, Leases) takes effect for local government bodies from 2024/25- This will change the way in which the Council accounts for operating leases, including recognising assets and liabilities for the rights and obligations arising from leases previously classified as operating leases. The council will implement IFRS 16 from 1 April 2024. The council has undertaken work to identify the changes required in relation to its relevant operating leases and has confirmed they will be fully compliant in 2024/25. • The statutory override relating to valuation of infrastructure assets- In 2021/22, across the UK, a technical accounting issue was identified covering infrastructure assets. Two temporary statutory overrides have been permitted since 2021/22 financial year but these were due to end at 31 March 2024. Infrastructure assets are inalienable assets, expenditure on which is only recoverable by continued use of the asset created. They include carriageways, structures, street lighting, street furniture and traffic management systems, and are measured in the accounting code at historical cost. A replaced component of an asset has to be derecognised and council records of additions do not permit compliance with the accounting code. A failure to derecognise assets correctly results in potential double-counting and an overstatement of the gross book value, accumulated depreciation and net book value of the assets. The Scottish Government originally issued a temporary statutory override in Finance Circular 9/2022 which applied to the 2022/23 and 2023/24 financial years. However, as a permanent solution has not yet been agreed, Finance Circular 8/2024 extends the applicable period to include 2024/25. The council continued to apply both statutory overrides in its 2023/24 annual accounts. We will continue to monitor and consider any actions required by the council once a resolution has been agreed and implemented. 24. We kept these areas under review throughout our audit. Based on the findings of the audit procedures performed, there are no matters which we need to bring to your attention. Page 52 of 633
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1. Audit of 2023/24 annual accounts | 16 Identified misstatements of £33 million were adjusted in the annual audited accounts 25. Total monetary errors of £33 million were identified in the annual audited accounts. The most significant errors related to the use of out of date condition reports in the council’s buildings’ valuations (£19 million) and the double counting of the Midlothian Energy Limited Shareholding in Group Share of net assets (£6 million). The inspection notice was placed in accordance with the required regulations and no objections were raised to the 2023/24 annual accounts 26. Regulation 9 of the Local Authority Accounts (Scotland) Regulations 2014 requires a local authority to give public notice on its website of the right to inspect its annual accounts. This must remain on the website throughout the inspection period. As part of our audit we confirmed that the 2023/24 annual accounts inspection notice published on the council’s website in accordance with the regulations. 27. The regulations also require a local authority to give the right of interested persons to inspect and object to its accounts, as provided for by section 101(a) (rights of interested persons to inspect and copy documents and to object to accounts) of the 1973 Act. 28. No objections were raised to the 2023/24 annual accounts. Good progress was made on prior year recommendations 29. Midlothian Council has made good progress in implementing the agreed prior year audit recommendations with one action outstanding. For the action not yet implemented, revised responses and timescales have been agreed with management and are set out in Appendix 1. Page 53 of 633
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2. Financial management | 17 2. Financial management Financial management means having sound budgetary processes, and the ability to understand the financial environment and whether internal controls are operating effectively. Conclusion Midlothian Council has effective and appropriate arrangements to secure sound financial management. During 2023/24 the Council managed its revenue budget and ended the year with a net underspend of £0.1 million. The level of usable reserves held by Midlothian Council decreased from £112 million in 2022/23 (including the service concessions opening balance adjustment of £20 million) to £101 million in 2023/24. The usable reserves balance of £101 million includes General Fund earmarked reserves of £37 million and ring fenced HRA, Capital Fund and Repairs and Renewals Fund reserves of £55 million, leaving only £9 million of General Fund non-earmarked reserves. Total General Services capital expenditure in 2023/24 was £47 million representing an increase of £24 million on 2022/23 capital spend. The council operated within budget in 2023/24 30. The council approved its 2023/24 revenue budget in February 2023. The revenue budget was set at £264 million and revised during the year to £276 million mainly due to cross-year flexibility. 31. During 2023/24 the Council managed its revenue budget and ended the year with a net underspend of £0.1 million. The General Fund Balance increased from £32 million at 31 March 2023 to £46 million at 31 March 2024, only £9 million of which was not earmarked for specific use. £16 million of the increase related to the retrospective application of service concessions. 32. Overall, the Council reported an underspend against the revenue budget of £0.1 million for the year, however there are significant variations in how different services have performed. The more significant under and overspends are summarised in Exhibit 5. Page 54 of 633
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2. Financial management | 18 Exhibit 5 Summary of significant under/overspends against revenue budget Area £m Reason for variance Underspends Loan Charges £2.8 million Primarily related to the timing of capital expenditure and borrowing. Children & Young People £0.9 million Savings were reported across the range of learning settings for children and young people, except for additional support needs, mainly due to lower pupil numbers because of primary 1 deferrals and a lower than estimated number of children in council run Early Years settings. Non-critical vacant posts £0.8 million Management are continuing to review each vacancy before approval of recruitment, a policy put in place partly to mitigate delivery of planned saving and partly as a financial discipline measure. Overspends Pupil Transport Costs £1.2 million The volume and value of school transport invoices were higher than budgeted. A review of Council Transport is underway as part of the Transformation Blueprint and actions to start work to address findings in the Pupil Transport Update have been approved by the Business Transformation Steering Group. Fleet £0.9 million Due to ageing vehicles, higher than planned use of external contracting as well as external vehicle hire to support service continuity. Source: Midlothian Council 2023/24 Annual Accounts Page 55 of 633
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2. Financial management | 19 Housing revenue account reported an overspend of £1.5 million in 2023/24 33. The council is required by legislation to maintain a separate housing revenue account and to ensure that rents are set a level which will at least cover the costs of its social housing provision. 34. Overall, the HRA is showing an overspend of £1.5 million for 2023/24 against budget (2022/23: underspend £0.2 million) due to additional spend on repairs and maintenance, increased administration and management costs, and increased insurance liabilities resulting from the volume of claims for winter and fire damage. There have also been lower than budgeted rental income of £0.5 million in the year due to the social housing delivery programme and increased levels of outstanding rent debt. This has been offset by savings of £1.1 million from lower overall borrowing requirements and reduced debt costs. Reserves increased by £1 million, which was £1.5 million lower than when the budget was set as a consequence of overspends. The Council has appropriate budget setting and monitoring arrangements 35. We performed a review of the Council’s annual budget setting arrangements. The budget process implemented by the Council is well established and officers and Finance Business Partners are very clear about their responsibilities and time frames. The process involves appropriate 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. 36. The budget setting document includes an overview of financial assumptions and it offers good information regarding where there are projected over and underspends. It also gives brief explanations and context setting as appropriate. 37. We observed that senior management and members receive regular and accurate financial information on the Council’s performance against budgets. The level of usable reserves held by Midlothian Council decreased from £112 million in 2022/23 (including the service concessions opening balance adjustment of £20 million) to £101 million in 2023/24. 38. One of the key measures of the financial health of a body is the level of reserves held. The level of usable reserves held by Midlothian Council decreased from £112 million in 2022/23 (including the service concessions opening balance adjustment of £20 million) to £101 million in 2023/24. The usable reserves balance of £101 million includes General Fund earmarked reserves of £37 million and ring fenced HRA, Capital Fund and Repairs and Renewals Fund reserves of £55 million, leaving only £9 million of General Fund non-earmarked reserves. Page 56 of 633
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2. Financial management | 20 39. The Scottish Government introduced a series of enhanced financial flexibility arrangements to enable local authorities to vary proper accounting practice and help mitigate the financial impact of Covid-19. Finance Circular 10/2022 included a temporary flexibility which permitted a local authority to recognise the principal repayments for a service concession arrangement over the asset life rather than contractual term. 40. Midlothian Council approved the use of this financial flexibility in February 2023. 2023/24 was the first year of accounting for this financial flexibility with the full value of retrospection of £20 million added to the opening General Fund Balance. 41. Exhibit 6 provides an analysis of the general fund over the last five years split between earmarked and non-earmarked reserves. 42. The balance of earmarked reserves in 2023/24 includes £16 million service concessions flexibility, £15 million of devolved revenue budget management carry forwards, £3m set aside to balance the 2024/25 revenue budget and £2m committed to support transformation work. As mentioned in paragraph 39. above, the Council has only £9 million of non -earmarked reserves in the General Fund in 2023/24. Exhibit 6 Analysis of General Fund balance Source: Midlothian Council audited accounts 43. In recent years the Council has been able to use reserves and other one - off measures such as service concession flexibilities to focus on immediate budget pressures. However, looking forward if recurring savings cannot be identified and achieved to balance the annual revenue budget over the medium- 0 10 20 30 40 50 60 2019/20 2020/21 2021/22 2022/23 2023/24 Million Earmarked Reserves Non-Earmarked Reserves Page 57 of 633
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2. Financial management | 21 term, and the Council continues to use general fund reserves to bridge identified funding gaps, the non-earmarked reserves balance will be depleted fairly quickly. 44. The purpose of the earmarked reserves could be re-examined by elected Members should there be a need to release some of these balances to support financial pressures. 45. From 2025/26 onwards the Council will need to make increasingly difficult choices about spending priorities and levels of service provided. We have explored the challenges regarding creating a balanced revenue budget in section 3 of this report. General Services capital expenditure increased in 2023/24 46. Total General Services capital expenditure in 2023/24 was £47 million (2022/23: £23 million), £26 million of which was spent on the council’s children, young people and estates programme, £13 million was spent on digital expenditure; roads and street lighting; replacement of council fleet vehicles and transport and £6 million was spent on the destination Hillend programme. 47. The Council has initiated a capital plan prioritisation exercise which is reviewing all areas of uncommitted spend in the context of the Medium -Term Financial Strategy. During 2023/24 the Council rephased £53 million of planned capital expenditure to 2024/25, however, the Council has reported that there is a risk that the rephased projects will now cost more than originally planned which could result in higher borrowing costs. The Council has also reported that monitoring procedures are in place to ensure that any additional costs will be reported as early as possible to enable remedial action to be taken. 48. During 2023/24 the Council completed the first phase of destination Hillend project and the Alpine Coaster opened in September 2024. The project experienced delays outwith the Council’s control and the Alpine Coaster opened a few months later than planned. Destination Hillend project, on completion, will provide a year round family oriented multi activity leisure attraction to improve and safeguard the future of Midlothian Snowsports centre. The Council makes use of financial indicators to demonstrate that its capital plans are affordable, prudent and sustainable 49. The Council can regulate its own capital spending limits within a prudential framework recommended by the Chartered Institute of Public Finance and Accountancy (CIPFA) and endorsed by Scottish Government, provided it operates within a series of indicators. 50. The Council’s capital expenditure is a key driver of treasury management activity, and the following indicators included in the audited accounts demonstrate that the Council’s capital investment plans are affordable, prudent and sustainable. Page 58 of 633
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2. Financial management | 22 Exhibit 7 Financial Indicators Financial Indicator 2022/23 2023/24 Commentary Capital financing requirement – underlying need to borrow (excl. PFI/PPP/DBFM) £339 million £402 million Reflects the Council’s underlying need to borrow to finance capital expenditure incurred historically by the Council that has yet to be financed. Authorised Debt Limit £473 million £534 million This represents the maximum amount that the authority may borrow and is set at a level that reflects capital expenditure plans but includes headroom to allow for unusual cash movements. Actual external borrowing £322 million £341 million The actual external debt and long-term liabilities position of the Council. The actual figures should never exceed the Council’s Authorised Debt Limits, which are calculated in line with the requirements of the Prudential Code for Capital Finance in local authorities. Under / (Over) Borrowed £17 million £61 million This demonstrates that the Council’s capital borrowing requirement has not been fully funded by loan debt and is using cash from working capital to support capital programmes whilst interest rates on long-term fixed rate borrowing are high. Ratio of finance costs to net revenue stream – General Fund 0.4% 0.6% This is a measure of how affordable the Council’s capital plans are. It takes actual finance costs as a % of net revenue spend. External Loans Fund Interest Rate 3% 3% Average rate of interest paid on external debt. Internal Loans Fund Interest Rate 2% 2% This combines the interest paid by the Council on money borrowed, with the interest earned by the Council on money invested, along with other charges to arrive at a weighted average ‘loans fund rate’ figure for the council. Source: Midlothian Council Annual Accounts 2023/24 51. The Council makes good use of prudential indicators. There is scope to extend the use of indicators to incorporate budgeting indicators included in the Page 59 of 633
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2. Financial management | 23 Local Government Benchmark Framework published by the Improvement Service and additional indicators included in the Prudential Code by CIPFA. Financial systems of control 52. From our review of the design and implementation of systems of internal control (including those relating to IT) relevant to our audit approach, we did not identify any issues with the design of the controls which would increase the risk of a material misstatement in the financial statements. However, we identified two areas where controls could be improved as set out in Exhibit 8. Exhibit 8 Key findings from review of key controls Audit findings Additional audit procedures 1. Journals The Council’s financial ledger is the system for recording all transactions and preparing the financial statements. Journal entries are how the Council’s financial ledger is manually updated. To minimise the risk of error and fraud we would expect each journal entry to be prepared and authorised by different members of staff. This control is not in operation for a small number of staff within the finance team. The ability of officers to approve their own journals increases the risk that invalid, erroneous or fraudulent journals could be posted to the financial ledger. We reported this control weakness in our 2022/23 Annual Audit Report and the Council has confirmed they are accepting of the associated risks. Our journals testing across the year reflected the increased risk arising from self-approval of journals and we did not identify any issues. 2. Ledger access Access to the ledger requires to be tightly controlled to mitigate the risk of fraudulent mis-postings. Midlothian Council has provided a number of officers with superuser access which permits enhanced access to the ledger for IT support requirements. A list of superusers is held but it is not currently monitored on a regular or formal basis. We performed a focussed review and testing of journals posted by Superusers. We did not identify any errors from this review and testing. Recommendation 3 (refer Appendix 1) We recommend that the Superuser list is subject to a formal and regular review process. Page 60 of 633
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2. Financial management | 24 Audit findings Additional audit procedures 53. The control deficiencies reported here are limited to those identified while completing audit work for these purposes. Standards of conduct and arrangements for the prevention and detection of fraud and error were appropriate 54. In the public sector there are specific fraud risks, including those relating to tax receipts, welfare benefits, grants, and other claims made by individuals and organisations. Public sector bodies are responsible for implementing effective systems of internal control, including internal audit, which safeguard public assets and prevent and detect fraud, error and irregularities, bribery, and corruption. 55. The Council’s counter fraud activity during 2023/24 included completion of all planned Counter Fraud work as set out in the Counter Fraud Annual Plan 2023/24, relating to activities such as contract management, corporate fraud enquiries, social housing and council tax. The Council calculates that a saving value of £393k has been identified during 2023/24 as a result of this counter fraud activity. National Fraud Initiative 56. Midlothian Council continues to participate in the National Fraud Initiative (NFI) 2022/2023 which is a UK wide counter-fraud exercise led by the Cabinet Office and Audit Scotland. It uses data analytic techniques to compare information about individuals held by different public bodies, and on different systems, to identify circumstances (data matches) that might suggest the existence of fraud or error. Midlothian Council Audit Committee had the outcomes reported in the Counter Fraud Annual report to the June 2024 Audit Committee which highlighted £444,000 of fraud and payment errors included within the overall NFI results. 57. The Principal Internal Auditor of the Council acts as the Key Contact for NFI and the Corporate Fraud Team has coordinated the submission of the required data sets from various Council systems and responded to the data matches received with input from relevant Services across the Council. 58. We consider that the Council has adequate arrangements in place to prevent and detect fraud or other irregularities. Page 61 of 633
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3. Financial sustainability | 25 3. Financial sustainability Financial Sustainability means being able to meet the needs of the present without compromising the ability of future generations to meet their own needs. Conclusion The latest 2024/25 budget monitoring report reported to the Council in October 2024 is projecting an overspend of £2.2 million against a revised budget of £316 million, and a General Fund reserve balance of £21.5 million of which £6.8 million is non-ear marked. The Council recently considered the five-year Medium Term Financial Strategy which is showing a budget gap of £21 million to 2028/29. The Council is aware that it faces heightened financial challenges, and transformation is essential in delivering balanced budgets and financially sustainable services. Audit work has addressed the wider scope risks identified in the Annual Audit Plan 59. As part of our planning work we identified a risk around financial sustainability and the ongoing need to balance the short term budgetary pressures with long term priorities. Our work in this section provides an overview of our work and the Council’s position. The latest 2024/25 budget monitoring report reported to the Council in October 2024 is projecting an overspend of £2.2 million against a revised budget of £316 million, and a General Fund reserve balance of £21.5 million of which £6.8 million is non-ear marked. 60. In February 2024 the Council approved a revenue budget for 2024/25 with total planned expenditure of £301 million. 61. The latest 2024/25 budget monitoring report reported to the Council in October 2024 is projecting an overspend of £2.2 million against a revised budget of £316 million, and a General Fund reserve balance of £21.5 million of which £6.8 million is non-ear marked. 62. While the projected general fund reserve balance is above the approved minimum level of reserve balance of £4.7 million, at quarter two, the planned Page 62 of 633
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3. Financial sustainability | 26 use of reserves over the medium term will significantly reduce scope for reserves to be used to balance the longer- term budget gaps. We have highlighted in our briefing on Local Government Budgets 2024/25 that the financial challenges are sector wide and that councils will be required to make tough choices regarding service cuts, increases to charges and prioritising the needs of vulnerable groups. The five-year revenue budget strategy agreed in October 2024 is projecting a budget gap of £21 million to 2028/29 63. The Council updated the five-year revenue budget strategy in October 2024 and is projecting a cumulative budget gap of £21 million to 2028/29. The medium -term financial plan includes a number of assumptions which are reviewed on a frequent basis and sensitivity projections have been forecast across several budget areas. 64. As illustrated in recently published Census results and also in National Records of Scotland population projections, Midlothian has been and is expected to remain, the fastest growing council area in Scotland and by some margin. This provides real and ongoing challenge to the council in terms of fast- increasing service demand with associated costs significantly outstripping changes in funding provided on an annual basis through the Local Government Finance Settlement. The Council have raised detailed concerns with government at meetings and also through formal letters exploring options like a Growth Fund discussing the impact of the funding floor on a fast-growing council. The Council is aware that it faces heightened financial challenges, and transformation is essential in delivering balanced budgets and financially sustainable services 65. Transformation is essential to protect the delivery of vital public services. Audit Scotland recently published the national report Transformation in Councils in October 2024. The overarching key message is that “faster reform is needed to protect key services.” The report notes that councils have been transforming how they operate and deliver services for many years and now reform is increasingly urgent. Councils and key partners must significantly increase the pace and scale of major changes if they are to protect vital public services. 66. The Council recognises that transformation is essential to ensure service delivery remains financially sustainable and has published a Transformation Blueprint for Midlothian which aligns with the five-year revenue budget strategy to 2028/29. Transformation will be reviewed in 2024/25 as part of our best value work. The pensions’ triennial funding valuation as at 31 March 2023 has provided a potential positive impact on finances 67. The most recent triennial funding valuation took place across Local Government Pension Scheme pension funds at 31 March 2023. The main purpose of the valuation is to review the financial position of each fund and to Page 63 of 633
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3. Financial sustainability | 27 set appropriate contribution rates for each employer for the upcoming three- year period as part of the fund’s overall funding strategy. 68. The Council is a scheduled member of Lothian Pension Fund (LPF), the second largest local Government Pension Scheme in Scotland. The LPF has communicated that its March 2023 Valuation has been finalised and employer contribution rates from 1 April 2024 are now confirmed. The valuation dated 31 March 2023 for LPF showed a funding level of 157%, a significant increase from 106% in 2020. 69. Reducing employer contributions will reduce the costs associated with pensions, thereby reducing some of the cost pressures faced by the council in 2024/25. From April 2024, the employer rate has been reduced from 22.2% to 17.6%. This change to employer contributions has been built into the council’s financial budget plans for 2024/25 and overall budget gap identified for that year, and budget projections for future years. Page 64 of 633
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4. Vision, leadership and governance | 28 4. Vision, leadership and governance Public sector bodies must have a clear vision and strategy and set priorities for improvement within this vision and strategy. They work together with partners and communities to improve outcomes and foster a culture of innovation. Conclusion Midlothian Council has appropriate governance arrangements in place to support effective scrutiny, challenge and informed decision making. Midlothian Council has appropriate governance arrangements in place to support effective scrutiny, challenge and informed decision making 70. The governance and transparency arrangements we consider in reaching our conclusions include: • Council and committee structure and conduct • overall arrangements and standards of conduct including those for the prevention and detection of fraud, error, bribery and corruption. This includes action in response to the National Fraud Initiative • openness of Council and committees • reporting of performance and whether this is fair, balanced and understandable. 71. The Council’s governance arrangements have been set out in the annual governance statement in the annual accounts. We have reviewed these arrangements and concluded that they are appropriate and effective. Our observations at committee meetings have found that these are conducted in a professional manner and there is a reasonable level of scrutiny and challenge by members. 72. We consider that governance arrangements remain appropriate and support effective scrutiny, challenge and decision making. Page 65 of 633
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4. Vision, leadership and governance | 29 Climate change arrangements 73. The Scottish Parliament has set a legally binding target of becoming net zero by 2045. The public sector in Scotland has a key role to play in ensuring these targets are met and in adapting to the impacts of climate change. 74. Midlothian Council has reported its commitment to achieving net zero by 2030. 75. The Council recognises the strategic risks of fulfilling the requirements of the Climate Change Act including staffing and significant financial investment and began actively managing the risks in 2019. We reported in our 2022/23 Annual Audit Report that the Council declared a climate emergency in December 2019 and published its Climate Change Strategy and action plan in August 2020. In November 2024 the Council approved an updated Climate Strategy and agreed to move the target date for achieving net zero from 2030 to 2045. 76. A Carbon Charter and action plan for Midlothian Businesses has been created and includes local, national and international resources to support businesses to become more energy and carbon efficient. 77. A Climate Emergency Group has been established to monitor progress of the Council’s ambitious targets. The group consists of elected members, individuals and representatives of the community councils and community groups, national government agencies, third sector organisations, the local chamber of commerce, landowners and Midlothian Energy Ltd. 78. Failure to adapt to climate change is included in the Council's corporate risk register and is actively monitored through the corporate risk management process. We will continue to review progress against actions identified to mitigate the risks. 79. The Auditor General for Scotland and Accounts Commission are developing a programme of work on climate change. This involves a blend of climate change-specific outputs that focus on key issues and challenges as well as moving towards integrating climate change considerations into all aspects of audit work. IT control environment 80. As part of our planning, we recognised the ongoing risks across the public sector around the use of digital technology. 81. The use of digital technology and its links to workforce planning was considered as part of our Best Value work outlined in section 5. The Council published an updated Digital Strategy in October 2024 and we will monitor implementation of the digital strategy and the IT control environment as part of our work in 2024/25. Page 66 of 633
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5. Best Value | 30 5. Best Value Councils have a statutory duty to make arrangements to secure continuous improvement in the performance of their functions. Conclusions Midlothian Council has an appropriate and effective best value framework in place. Our thematic review of Workforce Innovation found the development of an organisational workforce strategy is ongoing and this will align with the council’s priorities as set out in the Transformation Blueprint. Our full Best Value thematic report was presented to the Council in September 2024 and identified examples of good practice and areas for improvement. The Council has made good progress against Best Value improvement actions reported in our Best Value Assurance Report 2019 with only one action remaining outstanding and due to be implemented in December 2024. Best Value work in 2023/24 82. As set out in the Code of Audit Practice 2021, the audit of Best Value in councils is fully integrated within the annual audit work performed by appointed auditors and their teams. Auditors are required to evaluate and report on the performance of councils in meeting their Best Value duties. 83. For 2023/24, the scope of Best Value work included conclusions on: • Effectiveness of council performance reporting • Best value thematic work covering Workforce Innovation • Progress made against Best Value improvement actions made in previous years. Midlothian Council has a framework in place to measure and monitor service performance and progress against the Council’s priorities 84. The Best Value: Revised Statutory Guidance 2020 sets out that: Page 67 of 633
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5. Best Value | 31 • performance management arrangements should be in place to promote the effective use of the local authority’s resource, which includes effective performance reporting. • councils should be able to demonstrate a trend of improvement over time in delivering its strategic priorities. 85. The Best Value Assurance Report (BVAR, published in 2019) highlighted that the Council is committed to using evidence and provides comprehensive performance information to elected members and the public. In response to the BVAR, the Council implemented a digital dashboard performance management system, Pentana Browser, where elected members can access up-to-date performance data. 86. Further information on performance is included in section 6 of this report Workforce Innovation: how councils are responding to workforce challenges 87. Annual thematic Best Value work is set by the Accounts Commission. For the 2023/24 financial year, auditors were asked to focus on workforce innovation within the council. The results of this work were reported to elected members at the September 2024 Audit Committee. The key findings from this work are noted in Exhibit 9 and the action plan is included in Appendix 1. The full report will be published on Audit Scotland’s website in due course. Exhibit 9 Workforce innovation: key findings Workforce innovation topic Key messages Workforce strategy and priorities In 2022, the Council approved a new Transformation Blueprint which defines what services the Council will provide in the future, where these services will be delivered and by whom. The Blueprint is divided into five main themes of which theme 2 focuses on the creation of a 21st Century workforce. The Council is currently developing an organisational workforce strategy and plan for a ten- year period from 2024 to 3034 and is expecting to have this approved by committee in December 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. Digital technology and the workforce The new digital strategy was presented to Council in November 2024. The Council has already realised workforce benefits through its successful implementation of Microsoft 365 and the use of digital technology in education services. The council is continuing to explore how the use of digital initiatives can further improve processes. The council has launched a new customer services platform to promote channel shift. Key benefits of this include an improved Page 68 of 633
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5. Best Value | 32 Workforce innovation topic Key messages customer journey, faster response times for service requests, helping to reduce complaints and duplication of work. The Customer Service Platform project is a 4-year programme which commenced in 2022. Nine modules were live by June 2024, with a number of modules in planning and test phase (over 40) to go live in the remainder of 2024/25. Update – the new Digital Strategy was presented to the Council in November 2024. Flexible working and other innovative staff deployment The council’s Hybrid Working Policy was approved in 2023. Hybrid working provides flexibility for staff and is promoted by the council as a non-financial benefit for employees. It is worth noting that most of the Council’s workforce are front facing but for those who have a role that can be delivered in a hybrid way, the Council recommends and supports this way of working. As the policy is embedded and hybrid working practices are fully adopted, supported by the rollout of digital tools such as M365, then the council will be able to assess the overall impact of hybrid working at an organisational level. Developing future skills and capacity 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. Careful consideration has been given to providing opportunities for young people and the unemployed and Employment/Job Fairs are delivered by the People and Partnerships Directorate to promote work opportunities available at the Council and with local partners. Joint workforce arrangements The Council shares services with and roles with other councils. The workforce benefits of these arrangements have still to be captured or quantified. Measuring the impact of workforce planning 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. Source: Workforce Innovation: how councils are responding to workforce challenges 2023/24 Page 69 of 633
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5. Best Value | 33 The audit recommendations made in this report, with the management responses, are included in Appendix 1 of this report. The Council has made good progress against Best Value improvement actions reported in our Best Value Assurance Report 2019 88. We reported in our 2022/23 Annual Audit Report that 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. 89. The Council has made good progress against Best Value improvement actions from 2019 with only one action remaining outstanding and due to be implemented in December 2024. Exhibit 10 Outstanding Best Value improvement action from 2019 Action Status The council needs to ensure that workforce planning reflects the medium-term financial strategy. Outstanding – refer to Exhibit 9 above Source: Midlothian Council Best Value Assurance Report 2019 Page 70 of 633
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6. Use of resources to improve outcomes | 34 6. Use of resources to improve outcomes Public sector bodies need to make best use of their resources to meet stated outcomes and improvement objectives, through effective planning and working with strategic partners and communities. Conclusions The Best Value framework supports the delivery of continuous improvements in priority services. Midlothian Council has a Performance Management Framework in place and reports on performance utilising balanced scorecard, quarterly and annual reporting, progress reports and local government benchmarks. There is scope for improvement to ensure key messages are clear and performance is mapped to outcomes. Midlothian Council has satisfactory arrangements for the preparation and publication of Statutory Performance Information (SPIs). Midlothian Council has a Planning and Performance Management Framework in place which provides a good base for supporting delivery of outcomes and improving performance 90. The Council published a revised Planning and Performance Management Framework (PPMF) in 2023. The framework sets out arrangements to ensure the Council can demonstrate a focus on outcomes while continuing to reflect statutory performance reporting requirements set out in the Statutory Performance Information Direction 2021. 91. The Community Planning Partnership Board monitors performance of the Single Midlothian Plan every six months with the annual report highlighting success stories arising from the achievement of outcomes. The Council use a separate balanced scorecard to track the performance indicators for the services it is directly responsible for. 92. The PPMF delivers a range of performance reports including the Single Midlothian Plan Performance Reports, quarterly and annual performance reports, benchmarking reviews and balanced scorecard reports. Page 71 of 633
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6. Use of resources to improve outcomes | 35 93. Officers and members should continue to review these revised arrangements to assess their effectiveness and should be able to demonstrate that they have been used to drive improvement. It is important that performance reporting is timely, fair and balanced, and should clearly and easily highlight where underperformance or weaknesses exist so that timely, targeted action can be taken. Midlothian Council has reported that they made significant improvements across a range of service areas 94. The Council reported in June 2024 that they made significant improvements across a range of service areas despite facing pressures caused by budget constraints, the impacts of a global pandemic, growing demographic pressures and cost of living crisis which places increased demand for its services. 95. As detailed in para 91 above, one tool the Council uses to monitor and report performance is the Balanced Scorecard. The Balanced Scorecard is a tool intended to capture the outcome indicators from the SMP as well as providing Council specific targets on financial health, internal processes and learning and growth. These performance indicators for 2023/24 are published on the Council’s website and the 2023/24 Scorecard was considered by the June 2024 PRS Committee. Balanced Scorecard results show stable performance 96. Our review of the Balanced Scorecard results found the number of objectives which are on-target are at a similar level to the previous year. We also noted that there was no significant decline in performance of services. 97. We identified areas from the balanced scorecard, where performance has been off- target for a number of years and it was not always evident what actions had been put in place to address these areas. However, there were some isolated good examples of measures to improve performance for example in education services. One example, was actions put in place to address poor school attendance with the launch of attendance procedures in January 2024, establishing a research team of children and young people to research the factors influencing attendance and the establishment of The Attendance Partnership Network (APN). 98. The PPMF provides a range of performance reports including the Single Midlothian Plan Performance Reports, quarterly performance reports, annual performance reports, benchmarking review and balanced scorecard. Scrutiny is conducted by the Performance Review and Scrutiny (PRS) Committee and the Audit Committee. Service reports provide a good mix of narrative, visual and target information and there is a lot of detail outlining details of achievements in 2023/24, but key messages are not explicit and Page 72 of 633
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6. Use of resources to improve outcomes | 36 it is unclear how the achievements translate to improvement in outcomes. 99. We reviewed a sample of performance reports and concluded that the service reports provide a good mix of narrative, visual and target information and there is a lot of detail outlining details of achievements in 2023/24, but key messages are not explicit and it is unclear how the achievements translate to improvement in outcomes. Recommendation 4 The Council should review and streamline service performance reports. Key messages should be clear, and performance should be mapped to outcomes. 100. The Council moved to a four-year Single Midlothian Plan from 2023-27. The top priorities and stated outcomes for this period are summarised as Individuals and Communities have Improved Health and Learning Outcomes; No Child or Household Living in Poverty; and Progress is made towards Net Zero Carbon Emissions. 101. The Community Planning Partnership (CPP) Board, made up of a number of organisations, monitors performance of the SMP every six months with the annual report highlighting examples of success stories. 2023/24 was a transition period for the SMP and the report for this period was for the 6 months to 31 March 2024. This was reported to the CPP Board in May 2024. The report publishes headline achievements in 2023/24 with progress on outcomes in each thematic area detailed. 102. The 7 thematic areas of the 2023-27 Plan are: • 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 for our communities • Midlothian will be greener • Midlothian will have a wellbeing economy and be better connected • Midlothian will work towards reducing poverty. Page 73 of 633
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6. Use of resources to improve outcomes | 37 The Single Midlothian Plan Report 2023/24 demonstrates progress across the thematic areas is broadly on plan. 103. The Single Midlothian Plan Report 2023/24 provides an update on progress towards the actions in the plan and reports on a Red/Amber/Green status for each action. The report demonstrates progress across the thematic areas is broadly on plan. There are areas where progress is shown as off target within the themes of “Midlothian will Supporting Residents to Improve Employability and Outcomes in our Communities” and key challenges in this area include cuts to Foundation Apprenticeship funding and delayed notification of employability funding awards, issues which are being raised at a national level. In addition, the Wellbeing Economy theme also shows some targets missed as time is taken for developments to materialise in this area, which are being progressed in 2024/25. Benchmarking against other councils in Scotland shows some improvement but shows challenges at Midlothian for financial sustainability and children’s services. 104. Midlothian Council participates in the Local Government Benchmarking Framework (LGBF). The framework brings together a wide range of information about how all Scottish councils perform in delivery services, including the cost of services and how satisfied citizens are with them. The tool is designed to support senior management teams and elected members to ask questions about key council services and focus on variations between similar Councils. Information is managed and monitored by the Corporate Solutions team and is available to citizens on the Midlothian Council website. 105. The most recent National Benchmarking Overview Report 2022/23 was published in June 2024. This shows overall that 56 of 104 available performance indicators had improved or stayed the same nationally since the prior year. 48 of 104 available performance indicators had deteriorated when assessed against the previous year. This is an overall position, and certain indicators, such as financial sustainability and children’s services have shown deterioration of 60% or more at Midlothian Council in this time period. 106. The 2022/23 report notes that the data reflects a period when communities and council services were managing unprecedented financial challenges due to high inflationary pressures and the cost-of-living crisis against a backdrop of deepening fiscal, demand and workforce pressures, including those resulting from the ongoing effects of the Covid pandemic. 107. There is use of LGBF data within Council service area reporting and within the Transformation Blueprint. Community Planning Outcomes Profile benchmarking is used within Community planning and features in the SMP. 108. The Council has stated that there will be a significant focus on making shift happen by moving the number of LGBF Quartile 3 and 4 indicators of the Council into the top two measures to deliver better outcomes. Page 74 of 633
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6. Use of resources to improve outcomes | 38 Recommendation 5 The Council should prioritise the focus on those indicators which will link to the SMP or Transformation Blueprint priorities so that focus on indicators and targets is meaningful. Midlothian Council has satisfactory arrangements for the preparation and publication of Statutory performance information (SPIs) 109. The Accounts Commission’s 2021 Statutory Performance Direction defines the performance information that councils must publish. The commission does not prescribe how councils should report this information but expects them to provide the public with fair, balanced, and engaging performance information. 110. The Statutory Performance Direction (December 2021) details two indicators on which councils are required to publish information: Indicator 1: Improving local services and local outcomes • its performance in improving local public services, both provided by itself and in conjunction with its partners and communities and progress against these agreed desired outcomes. Indicator 2: Demonstrating Best Value • its assessment of performing against its duty of Best Value, including audit assessment and those from other scrutiny bodies and how it has responded to the assessments. 111. In addressing these two indicators, information provided has to be balanced and addressing areas of both good and poorer performance, present information in a timely manner and make it accessible for all the community. 112. We have evaluated Midlothian Council’s arrangements for fulfilling the above requirements in 2023/24 and concluded that the Council’s performance reporting arrangements were satisfactory. The Council covers the requirements set out in the SPI direction issued by the Accounts Commission. We consider appropriate arrangements are in place for improving services and monitoring desired outcomes through the Planning and Performance Management Framework suite of reporting with scope for improvement as noted in paragraph 99. Page 75 of 633
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Appendix 1. Action plan 2023/24 | 39 Appendix 1. Action plan 2023/24 2023/24 recommendations Issue/risk Recommendation Agreed management action/timing 1. Non- current assets condition surveys In 2023/24 the Council performed a full valuation of other buildings in line with its revaluation policy. The condition survey ratings held on the non- current asset register were considered in preparing the valuation estimates. We found that a number of condition surveys were updated during 2023/24 and were allocated reduced ratings. Although the surveys were not finalised until after the year end, the revised condition ratings applied to the relevant buildings at 31 March 20024 and should have been considered in calculating the valuation estimates. This resulted in an estimation error of £19 million in the unaudited accounts. Risk – There is a risk of error in the valuation of buildings. The most up to date condition ratings should be applied to all buildings at the date of valuation. Paragraph 20. Accepted Chief Officer Place 31 March 2025 Page 76 of 633
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Appendix 1. Action plan 2023/24 | 40 Issue/risk Recommendation Agreed management action/timing 2. Non-current assets council dwellings Determining the valuation of council dwellings involved applying discount factors to reflect the difference between social and market rents. In 2023/24 the discount factor applied was 33% which we found to be reasonable in comparison to a number of similar authorities. However, guidance for valuers – ‘stock valuation for resource accounting’ published in 2016 by department for communities and local government highlights that the discount factor for social housing should be determined with reference to the relationship between rents and yield in the private residential sector and the public / socially rented sector. We found that the rent yield factor had not been considered when valuing council dwellings in Midlothian. Risk – there is a risk that the valuation of council dwellings does not fully comply with guidance. To fully comply with Guidance for valuers – ‘stock valuation for resource accounting’ published in 2016 by department for communities and local government, Management should consider the rent yield adjustment in valuations of council dwellings. Paragraph 20 Accepted The Council’s valuation basis in this area will be reviewed with reference to guidance for Valuers and updated if deemed appropriate. Responsible Officer: Chief Officer Place, Chief Financial Officer 31 March 2025 3. Ledger access Access to the ledger requires to be tightly controlled to mitigate the risk of fraudulent mis-postings. The Superuser list, which is small group of users with enhanced access to ledger for IT support requirements, We recommend that the Superuser list is subject to a formal and regular review process. Paragraph 52. Accepted Chief Officer Corporate Solutions, Chief Financial Officer. 31 December 2024 Page 77 of 633
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Appendix 1. Action plan 2023/24 | 41 Issue/risk Recommendation Agreed management action/timing is not currently monitored on a regular or formal basis. Risk – there is an increased risk of fraud or error. 4. Performance reporting We reviewed a sample of service performance reports and concluded that the reports provide a good mix of narrative, visual and target information and there is a lot of detail outlining details of achievements in 2023/24, but key messages are not explicit, and it is unclear how the achievements translate to improvement in outcomes. Where areas of underperformance are reported it is not always clear how the Council is addressing these areas. Risk: Performance reports are not providing clear information to enable monitoring of performance against key Council objectives. The Council should review and streamline service performance reports. Key messages should be clear, and performance should be mapped to outcomes. Paragraph 99. Accepted 5. Local Government Benchmark Framework There is use of LGBF data within Council service area reporting and within the Transformation Blueprint. Community Planning Outcomes Profile benchmarking is used within Community planning and features in the SMP. The Council has stated that there will be a significant focus on making shift happen by moving the number of LGBF Quartile 3 and 4 The Council should prioritise the focus on those indicators which will link to the SMP or Transformation Blueprint priorities so that focus on indicators and targets is meaningful. Paragraph 108. Accepted Page 78 of 633
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Appendix 1. Action plan 2023/24 | 42 Issue/risk Recommendation Agreed management action/timing indicators of the Council into the top two measures to deliver better outcomes. Risk: Resources are focussed on indicators which do not link to corporate priorities. b/f 1 Bank accounts At the year-end we identified over 20 bank accounts (mainly imprest accounts) with small balances which were not reconciled to the ledger on a regular basis. Risk – there is a risk that errors may not be picked up and corrected timeously. There is also a risk that the Council is operating a number of bank accounts which are no longer required The Council should consider the bank accounts held and if they are still required A full review of all bank accounts will be performed in 2024/25. Responsible officer: Chief Financial Officer Revised date: 31 March 2025 2023/24 recommendations from the BV thematic report Issue/risk Recommendation Agreed management action/timing 1. Capacity of human resources team The human resources team is small with four members of staff, each allocated to a directorate with an overall council workforce of around 4,000 full time equivalent. Discussion with officers highlighted that finding capacity for strategic workforce planning alongside business as usual is challenging and could affect the delivery of objectives within timescales. It is critical that the Council ensures it has sufficient capacity and to deliver its corporate workforce strategy and detailed plans within agreed timescales. Accepted The Council is currently developing its refreshed Workforce Strategy 2024- 2034 which will be presented to Council in December 2024. The strategy will be accompanied with an implementation plan for the first two years, and within this a resourcing plan to deliver the work programmes within. Chief Officer Corporate Solutions Page 79 of 633
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Appendix 1. Action plan 2023/24 | 43 Issue/risk Recommendation Agreed management action/timing Risk – Workforce planning is not being progressed in line with corporate objectives. 2. Organisational impact of hybrid and flexible working The Council has not assessed the overall impact of hybrid and flexible working at an organisational level for example on performance, budget savings and efficiencies. Discussions are ongoing about the impact of hybrid working on the estate; while the Council has data on the use of their offices there are no current proposals on changing the estate. Risk: Employees and the council may not be securing planned benefits and efficiencies from adopting hybrid and flexible working. 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. A follow up report on the impact of hybrid working will be developed in early 2025. 3. Staff survey The Council has not carried out a staff survey for a few years although it is something they are considering doing again. This makes it difficult to identify and monitor trends in how staff are feeling. Risk: The Council has no measure of how staff are feeling or the impact across the workforce of any new workforce policies or initiatives. 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. This work is ongoing to inform the workforce strategy development. A summary report of L&L sessions, actions and responses will be developed and presented to Corporate Management Team in early 2025. An all staff survey was issued in late August 2024, which is the first since 2019. This is to primarily inform the development of the workforce strategy but will also be the first of actions to adopt a staff engagement programme for the organisation – the staff engagement programme will be developed and presented Page 80 of 633
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Appendix 1. Action plan 2023/24 | 44 Issue/risk Recommendation Agreed management action/timing to Corporate Management Team in early 2025. 4. Developing future skills and capacity Capacity and recruitment issues are significant challenges for the council. Some good employment initiatives are in place and there are some examples of succession planning but this is not being done in a formalised or consistent way. Risk: Capacity and recruitment issues are not being addressed consistently or in line with corporate objectives. The Council needs to formalise its overall approach to recruitment and developing future skills and capacity. This work programme will be part of the ten-year Workforce Strategy to be presented to Council in December 2024. 5. Shared services Midlothian Council shares several services with other councils across the Lothian region. The Council has not captured the extent to which there have been workforce benefits resulting from these shared roles. These might include reduced workforce, costs, or service benefits Risk: The Council is unable to demonstrate workforce benefits resulting from shared roles. This information would help with workforce planning and budgeting. The Council should consider capturing the extent to which there have been workforce benefits resulting from shared services. Work is required to develop a benefits realisation approach to shared services. This will be looked at as part of the review of the existing shared services in Q3/4 2024/25. 6. Performance management framework To ensure the success of the workforce plan the Council needs to develop a high- quality performance The Council should ensure that organisational and service level workforce strategies are supported by appropriate performance management information including quantifiable metrics. KPIs will be developed for the delivery of the Workforce Strategy and integrated into the quarterly performance reporting which is presented to Cabinet and Performance, Review and Scrutiny Page 81 of 633
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Appendix 1. Action plan 2023/24 | 45 Issue/risk Recommendation Agreed management action/timing management framework linked to the strategy. Risk: Without the use of robust data the Council will not be able to make informed decisions about staffing levels, skills requirements and resource allocation which would help build a sustainable workforce. Committee. This will be implemented for Q3/Q4 2024/25 reporting. Follow-up of prior year recommendations Issue/risk Recommendation and Agreed Action Progress 1. Review of control accounts for classifications Our audit work identified some areas where the classification of transactions or balances was incorrectly disclosed within the notes to the accounts. Risk – the notes to the accounts do not reflect the underlying categories of the transactions. The Council should ensure going forward that control accounts such as trade debtors are reviewed to ensure balances with central government and other public sector bodies are classified appropriately at the year-end (refer Exhibit 2 and Exhibit 4). March 2024 Complete 2. Journals We reviewed the journals across the year to identify those which had been posted by those with a higher level of access. We identified some journals which relate to former employees, however, they relate to interfaces with the ledger which are not actually posted but are automatic journals. Risk – there is a risk of fraud or error. Journals procedures should be reviewed to minimise the risk with the ability of members of the finance team to approve their own journals (refer Exhibit 8, point 1). October 2023 Not implemented A few senior officers are able to approve their own journals and the Council has accepted the risk this practice presents. We performed additional focussed audit testing to address the increased risk arising from this control weakness. No issues were identified in our detailed testing. Page 82 of 633
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Appendix 1. Action plan 2023/24 | 46 Issue/risk Recommendation and Agreed Action Progress 3. Bank reconciliations Bank reconciliations were performed for each month of the year but the reconciliations completed for periods 10 to 12 were not completed timeously. In addition, at the year-end we identified over 20 bank accounts (mainly imprest accounts) with small balances which were not reconciled to the ledger on a regular basis. Risk – there is a risk that errors may not be picked up and corrected timeously. There is also a risk that the Council is operating a number of bank accounts which are no longer required. The Council should ensure bank reconciliations are performed and reviewed in a timely manner. The Council should also consider the bank accounts held and if they are still required (refer Exhibit 8, point 2). October 2023 Partially implemented Revised action A full review of all bank accounts will be performed in 2024/25. Responsible officer: Chief Financial Officer Revised date: 31 March 2025 4. Payroll reconciliations The Council undertakes a reconciliation between the ledger and the payroll system on a monthly basis in line with good practice. We reviewed an example of one month’s reconciliation in 2022/23 and found limited evidence that the discrepancies between the ledger and payroll were being followed up or investigated on a timely basis. The Council should ensure any work conducted in reconciling the ledger to payroll is appropriately evidence. Implemented Page 83 of 633
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Appendix 1. Action plan 2023/24 | 47 Midlothian Council 2023/24 Annual Audit Report Audit Scotland’s published material is available for download on the website in a number of formats. For information on our accessibility principles, please visit: www.audit-scotland.gov.uk/accessibility For the latest news follow us on social media or subscribe to our email alerts. Audit Scotland, 4th Floor, 102 West Port, Edinburgh EH3 9DN Phone: 0131 625 1500 Email: info@audit-scotland.gov.uk www.audit-scotland.gov.uk AS.4.0 Page 84 of 633
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Midlothian Council Tuesday 17th December 2024 Item No 8.2 Medium Term Financial Strategy – 2025/26 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 that the financial outlook remains challenging for this term of Council and note the recommendation of 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”. c) Note the position relating to the UK Government’s Autumn Budget (section 3.5 to 3.11) and the Scottish Government Budget (sections 3.12 to 3.22) d) Note that the projected budget gap for 2025/26, incorporating the planned use of service concession retrospection and a 5% annual Council Tax increase was £9.406 million, rising to £20.645 million by 2028/29 (section 3.2). e) Note that a final budget gap, reflecting base budget work and Scottish Government funding is nearing completion and will be presented to BTSG in early January. f) Note the outcomes from the recently completed Public Consultation as outlined in section 4 and appendices B and C g) Otherwise note the remainder of the report. Date: 11th December 2024 Report Contact: David Gladwin Chief Financial Officer and Section 95 Officer David.gladwin@midlothian.gov.uk Page 85 of 633
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2 Purpose of Report / Executive Summary 2.1 The report provides Council with an update on development of the 2025/26 revenue budget, building on the report presented to Council on 8th October 2024 and looking ahead to further member engagement early in 2025 culminating in Council setting a balanced budget on Tuesday 25th February 2025. 2.2 Key messages from recent UK and Scottish Government budgets are considered along with the impact these may have on Midlothian Council. 2.3 The report provides Council with the results from the recently competed public consultation on the budget. 2.4 The UK budget will generate additional funding for Scotland of £1.5 billion in 24/25 with a further £1.9 billion in 25/26 as determined by the Barnett formula. Changes to Employers National Insurance thresholds places additional financial pressure on the Council both directly and indirectly. 2.5 The Scottish budget provides Councils with an uplift in both revenue and capital funding from the current financial year and also provides for some enhanced sources of funding that may be available to the Council to support service delivery or expansion. Scottish Government conditions around the budget have been laid out and these have been considered by CoSLA Leaders. Further discussion on will follow. 2.6 An updated budget position will be presented to BTSG once the Local Government Finance Settlement has been published and base budget work is complete. 3 Medium Term Financial Strategy 2025/26 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 10th October 2024 where updated projections for 2025/26 to 2028/29 were provided along with the main assumptions underlying those projections. The projected budget gap for 2025/26 was £9.406 million rising to £20.645 million by 2028/29. 3.3 Officers continue to progress work embedded in the Transformation Blueprint approved by Council in June 2023. Updates are being provided to BTSG on a routine basis. Page 86 of 633
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3.4 Officers have prepared savings options for consideration, and these include withdrawing from non-statutory areas of service provision, reducing areas of service provision towards a statutory minimum level and a tightening of minimum service standards. A complete pack of savings proposals will be presented to BTSG in early January. UK Government Autumn Budget 3.5 The UK Government set their first full budget on 30th October 2024, and this included the first part of the spending review covering 2025/26. Budget policies increase spending by around £70 billion over the next five years, of which approximately two-thirds is revenue and one-third capital. Around half the increase in spending is funded through an increase in taxes, while the other half is funded by an increase in borrowing. 3.6 The Treasury has also indicated that savings are being sought across some government departments whilst others are being protected. This will impact on Barnett consequentials as detailed changes in spending are identified and agreed. 3.7 It is estimated that the budget will generate an additional £3.4 billion of additional funding for Scotland. £1.5 billion in the current financial year with most being revenue and an additional £1.9 billion in 2025/26 made up of approximately £1.4 billion revenue and £0.5 billion capital. The biggest service areas of additional UK Government spend to generate the revenue consequentials are Health and Social Care (59%) and Education (20%). 3.8 With effect from April 2025 there will be two significant changes to Employers National Insurance (NI) payments. The percentage rate is to increase from 13.8% to 15% and the threshold at which Employers pay NI for employees is to lower from £9,100 to £5,000. 3.9 The estimated additional cost of this for Council employees in 2025/26 is £4.8 million. Whilst not yet confirmed, it is currently expected that funding in additional to the £3.4 billion consequentials outlined in section 3.7 will be passed to Scotland and distributed to public bodies to cover additional costs. There are concerns that funding will be insufficient to fully meet additional costs thus creating additional financial pressure. 3.10 Increased Employers NI creates an additional pressure for those organisations the Council commission services from or contract with including those in the third sector. Whilst unquantified, there is a risk of demands for higher than expected price increases placed on the Council thus creating an additional financial burden. At this point, there is no information on any funding to support this. Discussions on this subject are ongoing. 3.11 The current life of funding for the UK Shared Prosperity Fund ends on 31st March 2025. Midlothian Council received funding of £3.5 million and this has been distributed to support a wide range of projects in keeping with the Fund’s policy objectives and criteria. Continuation of the fund into a second phase starting in 2025/26 is confirmed but at a reduced UK wide value of about two thirds of the current scheme. Further detail is awaited. Page 87 of 633
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Scottish Government Autumn Budget 3.12 The draft Scottish Budget was presented to the Scottish Parliament on Wednesday 4th December. Over £15 billion funding has been made available for Local Government in 2025/26. £14.2 billion revenue and £0.8 billion capital funding. 3.13 On the revenue side there is an increase of £289 million uncommitted with a further £271 million of funding committed or covered by clear Scottish Government direction. The latter includes: • £125 million to support commissioned providers in Adult Social Care to pay at least a real Living Wage of £12.60 per hour. It is expected that this funding will be passed directly to Midlothian Integration Joint Board (MIJB) • £10 million to support an inflationary uplift in payments to those providing Free Personal Nursing Care. Again, the expectation is to pass this directly to MIJB • £41 million to fund the cost of the teaching workforce with expectation that it will be maintained, at Council level, at 2023 census figures (1,084 for Midlothian) • £43 million for Additional Support for Learning to allow further development of the workforce to meet increasing service demands in this area • £25 million to support Early Learning Childcare providers pay at least a Real Living Wage of £12.60 per hour. • £15 million to support expansion of Free School Meals to those in Primary 6 and 7 in receipt of the Scottish Child Payment • £7 million to supplement budgets for Discretionary Housing payments. 3.14 On the capital side there is an increase of £48 million uncommitted funding with a further net £91 million of committed funding which includes: • £31 million to reinstate capital programmes suspended in 24/25 to fund pay costs (Flooding £26m, Nature Restoration (£5m) • £40 million to support work in addressing climate change • £25 million for Playpark renewal 3.15 Scottish Government expectations of Local Government have been shared with CoSLA and discussion on the detail of these continue in pursuit of consensus, particularly relating to Education and Adult Social Care. 3.16 The budget provides no prescribed freeze or cap on Council Tax increases and simply suggests that the settlement should enable councils to minimise any proposed increases. Page 88 of 633
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3.17 The Scottish Budget contains a significant uplift to the Health budget which contains a clear message to work as a whole system and across organisational boundaries to improve outcomes and deliver the best possible care. Funding has been made available to support work on areas like hospital at home and improvements in delayed discharge. Detail on funding attached to these workstreams is due and it is expected that elements will flow to Integration Joint Boards for investment in Adult Social Care. 3.18 A variety of funding sources made available to support Local Government services sit out with the main Local Government Finance Settlement. They fund specific areas of work in areas like sustainable travel, road safety improvement and regeneration programmes. An early assessment of these indicates a significant increase in available funding for 2025/26. Detail on these will develop during the budget process. 3.19 The Affordable Housing Supply Programme (AHSP) funding has been increased to £768 million and now exceeds 2023/24 levels. The impact of this on the Housing Revenue Account budget will be presented to Council on 25th February 2025. 3.20 Quantum changes referred to in this report are all in cash terms. When considering known inflationary pressures, particularly relating to pay and commissioned services, it is clear that the real terms increase in funding, however measured, is relatively small. 3.21 The draft Local Government Finance Circular is due to be published on Thursday 12th December and will contain detail to support a clearer understanding of the impact of the Scottish Government budget on Midlothian Council. A detailed update will be provided to the Business Transformation Steering Group early in 2025. 3.22 Dates for the Budget Bill are still to be agreed by parliament. Provisional dates are as follows: • Stage 1 – 4th February 2025 • Stage 2 – 18 February 2025 • Stage 3 – 25 February 2025 Base Budget Development 3.23 The Finance Team, supported by colleagues across the Council, have almost completed detailed work on the 2025/26 base budget. Final review work on areas like Additional Support Needs, Council Tax Income, the ongoing impact of material variances in 2024/25 and significant funding from the UK Government for the Extended Producer Responsibility for Packaging (ePRP) will be completed during December. 3.24 The Scottish Budget 2025 to 2026: Public Sector Pay Policy was published alongside the budget. It provides for a 9% pay envelope over the next three financial years with flexibility employers to configure proposals within that envelope. Page 89 of 633
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3.25 Local Government have distinct processes to engage with Trade Unions on pay negotiations. A 3% annual increase is higher than current and projected levels of inflation and also the uplift figure contained in Medium Term Financial Strategy projections of 2.5%. However, at this point it feels prudent to increase the Councils budget provision to a 3% uplift in recognition of a consistent approach across public services. This will be reflected in the Base Budget. 3.26 Once detailed work on the draft Finance Circular and the Base Budget is complete a draft budget position for 2025/26 will be presented to BTSG. This information will be ready by early-January 2025 at the very latest. 4 Public Consultation 4.1 In response to the significant funding gap Council on 8th October 2024 approved a public consultation exercise on our Budget Challenge and the timescales for it. 4.2 Budget consultation ran from Wednesday 9th October 2024 to Wednesday 20th November 2024. Alongside the online consultation, paper copies were made available in libraries and additional open comments were received through the ‘Have Your Say’ email address. 4.3 Council officers met in person with Midlothian People Equality Group (MPEG) to gather views on behalf of people who face discrimination, including those with a disability. 4.4 A total of 1694 individuals and professional bodies completed the consultation either online or by email, letter or print submission – 1542 online, 105 comments and letters via the email address and 47 paper submissions. Submissions included formal bodies such as MPEG, Scottish Books Trust and community councils. Details of the responses are found in the following appendices: • Appendix B – Infographic snapshot of feedback by Directorate • Appendix C – Full summary and analysis of online questions broken down by questions 4.5 Officer work on options for cost reduction or income generation as part of setting a balanced budget for 2025/26 is continuing. A final package of options, once completed and fully reviewed by the Corporate Management Team, will be presented to BTSG early in January 2025. 5 Reserves 5.1 The latest reserves projections were presented to Council on 12th November 2024. The General Fund Reserve was £21.5 million of which £12.3 million is earmarked to support MTFS recurring expenditure in financial years 2025/26 to 2028/29 and a further £2.4 million to support the Transformation Blueprint. This leaves a non- earmarked General Fund balance of £6.8 million. This is £2m above the minimum value as prescribed in the Councils Reserves Strategy. 5.2 The Council also hold useable reserves in the Housing Revenue Account (HRA), the Capital Account and the Repairs and Renewals Fund. All of these are fully earmarked to support planned expenditure. Page 90 of 633
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6 Next Steps 6.1 Outline Timetable for the 2025/26 Budget and Setting Council Tax Council – Tuesday 17th December • Public Consultation Responses • Update on Base Budget work • Update on UK Government Budget • Update on Scottish Government Budget • Verbal update (if possible) on Local Government Finance Settlement BTSG – Tuesday 14th January • Transformation Blueprint dashboard • Large Grants report • Consideration of savings measures • Final Base Budget • Commentary on Local Government Finance Settlement BTSG – Monday 17th February • Consideration of final budget savings options • Consideration of Council Tax position • Final Local Government Finance Settlement Council – Tuesday 25th February • Large Grants • Fees and Charges • BTSG recommendations on savings options • BTSG recommendation on Council Tax. 6.2 The scheduled meetings of BTSG and Council will support the approval of the MTFS and decisions required to finalise the 2025/26 budget at Council on 25th February 2025. 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 normally 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 MTFS. Page 91 of 633
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6.5 The planning assumptions for the indicative budget to be delegated to MIJB for 2025/26 together with future years indicative allocations have been prepared based on a funding increase for pay and contractual inflation. However, it will only be possible to formulate a formal offer for the IJB once 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 2023/24 and are working through a financial recovery plan to keep 2024/25 costs within budget. Failure to do so brings further risk to partner budgets. 6.7 BTSG will be asked to consider the formal offer arising from the settlement when it meets in January 2025 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. • Significant uncertainty on funding for additional costs generated by Employers National Insurance changes both for directly employed staff and for organisations that Council engage with to provide essential frontline services. • The economic outlook and decision 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. Page 92 of 633
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• 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 and the implications for the National Care Service (Scotland) Bill. • 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 supporting 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 2025/26 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 EQIA’s will be published in respect of future policy savings measures and an overarching EQIA will be published alongside the MTFS report presented to the Council meeting in February 2025. 7.5 Additional Report Implications See Appendix A Page 93 of 633
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Appendices APPENDIX A – Report Implications APPENDIX B – Public Consultation - Infographic snapshot of feedback by Directorate APPENDIX C - Public Consultation - Full summary and analysis of online questions broken down by questions Page 94 of 633
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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 95 of 633
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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 96 of 633
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A total of 1,694 people and professional bodies completed the budget consultation either online, by email, letter or print submission. Total Responses budget consultation 2025 The next few pages will provide a summary of key facts and figures from the consultation Quick Overview: 1542 responses online Link to survey data: Page 97 of 633
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Respondents were asked to what extent increasing Council Tax would negatively impact you? Respondents were asked what is the maximum percentage increase on Council Tax you would be willing to pay to help protect council services (with options from ‘no increase’ to ‘more than 15%’). Council Tax Proposals Impact of tax changes 29% 19% 13% 11% 9% increase in council tax: 10% 37% 34% 19% 10% Low Impact Council Tax Snapshot 5% increase in council tax: Less than 3% increase in council tax: No increase in council tax: 7% increase in council tax: Medium Impact* High Impact No Impact* *Percentage rounded up Examples of comments “While I understand this, it’s pushing those of us not entitled to benefits to that point of struggling to survive.” “Would rather pay a little more and not have a reduction in services.” from the 1562 responses (online and written submissions): Page 98 of 633
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Respondents were asked what impact would redesigning school and public library services have on them. Impact of service changes 28% 20% 29% 23% Low Impact* Place Directorate - Schools and Libraries Medium Impact High Impact No Impact *Percentage rounded up Examples of comments “Midlothian libraries are the most precious and enabling aspect of the Council in terms of helping individuals, families, especially those under duress. Moreover, they build a sense of community and facilitate interaction between assumed disparate segments through solidifying outreach events.” “Library cuts would save approximately 8% of the deficit at £800k which makes sense. Books should continue to be purchased however as an important resource for children and education.” from the 1542 online responses and 23 written submissions: Spotlight on Libraries Libraries garnered the most responses with 33.43% mentioning libraries with most comments favourable. Majority of comments received via either Have Your Say or in print were also about libraries (40 in total), all of which were positive. Included in these are formal responses from professional bodies, including the Scottish Books Trust Page 99 of 633
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Respondents were asked what impact would stopping community transport have on you? Impact of service changes 20% 16% 19% 45% Examples of comments Low Impact* Place Directorate - Community Transport Medium Impact High Impact No Impact* *Percentage rounded up “As a 90-year-old, the withdrawal of funding for the Dial-a-Ride service would be detrimental to myself and others. I depend on this service to maintain my independence and socialisation. I use this service to buy my weekly shopping and meet up with other users. I would not be averse to making a small, weekly contribution to assist with the cost of this service.” “The Wednesday morning shopping bus is always full. The passengers are all disabled and widowed OAPs who are unable to use other transport and have no other way of getting their weekly shop. With the extremely kind and patient help from drivers, we are able to keep a little more of our independence and for most of us housebound people, it is the highlight of our week. Hope you can help us. Thank you!” from the 1542 online responses and 41 written submissions: Digging into the data The highest number of paper responses (30 out of a total of 47) were received directly in writing from HcL elderly and disabled customers, all of them stating stopping the funding would have a high impact on them. Page 100 of 633
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‘What impact would closing leisure centres have on you? Impact of service changes 11% 18% 56% 15% Examples of comments Low Impact* Place Directorate - Leisure Centres Medium Impact High Impact* No Impact *Percentage rounded up “Please DO NOT follow West Lothian council's example by closing leisure centres. Yes it's an easy, large saving, but it affects so many. I have a MAC card and go swimming twice a week. This is the only form of exercise other than walking and yoga I can safely take part in. Our pools are well used! Gyms I don't think they are but the pool and halls are. Penicuik pool is always incredibly busy be it from the public of private bookings. I would be devastated if our leisure centre were to close.” “Close leisure centre or make charity.” from the 1542 online responses: Highlighting Percentages The question ‘What impact would closing leisure centres have on you?’ received the highest percentage of ‘high impact’ responses to Place Directorate savings proposals. Respondents were asked about the impact of Place savings on those with protected characteristics. Comments about leisure centres included: Page 101 of 633
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Christmas Lights Place Directorate - other general findings 32.36% of 1542 respondents said stopping funding of Christmas lights would have no impact on them. Penicuik Recycling Centre Protected Characteristics Age and disability were the protected characteristics most people who responded listed when asked if any of the Place saving options impacted on them because of your Protected Characteristic. Of the 1542 responses online about the impact of closing Penicuik Recycling Centre, 45.33% chose no impact while 26.59% chose high impact. Page 102 of 633
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‘What impact would reducing the budget for learning assistants have on you? Impact of service changes 8% 12% 56% 24% Examples of comments Low Impact* Children, Young People & Partnerships - Learning Assistants Medium Impact* High Impact* No Impact *Percentage rounded up Learning Assistants (high impact): “It has been recognised that there is an increasing ASN demand in schools across the country under stricter and stricter budgets. Reducing the number of learning assistants will have very obvious negative effects on the learning of those who most need this assistance but then would impact everyone else in the school community by overstretching an already limited resource during a time of increased demand. This would put workload pressures on remaining staff and could potentially create dangerous issues with behaviour in classrooms.” “Learning Assistants must be protected and in fact increased. They are critical to the inclusive model of education we are currently working with. Their presence supports ALL learners. Not just those with additional support needs. The demand for additional support and trained resources in the classrooms is going up. The numbers of LAs therefore should NOT be cut.” from the 1542 online responses: Highlighting Percentages The question that garnered the highest number of ‘high impact’ responses in the CYPP directorate was one around reducing the budget for learning assistants. Page 103 of 633
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‘What impact would reducing learning hours have on you? Impact of service changes 9% 12% 50% 29% Examples of comments from parents, pupils and staff Low Impact Children, Young People & Partnerships - Learning Hours Medium Impact High Impact* No Impact* *Percentage rounded up Extract of response from acting head teacher at Dalkeith High on behalf of pupil leadership team: “They strongly believe that this proposal would have a significant negative impact upon pupil attainment and wellbeing. They shared that they felt this would reduce the quality of learning and teaching due to time pressures, increase the amount of unsupported independent study required and, ultimately, put them at a disadvantage compared to their peers from other local authorities. They also felt that the increased time pressure on teachers and pupils would effect pupil/teacher relationships, negatively impacting on school ethos.” “I believe reducing the school learning hours would save a great deal of money. Children only get 22.5 hours class contact time with their teacher anyways. Reducing the school learning hours would allow us to save money on heating, electricity and rent across the council.” from the 1542 online responses: Highlighting Percentages The second highest percentage of ‘high impact’ responses in the CYPP directorate was in response to the impact of reducing learning hours. Page 104 of 633
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‘What impact would reducing the instrumental music budget have on you? Impact of service changes 15% 17% 29% 38% Examples of comments Low Impact Children, Young People & Partnerships - Instrumental Music Budget Medium Impact High Impact No Impact “As a parent of a child receiving tuition I would be happy to contribute an amount towards the cost of tuition but I know not all families could afford to and I believe that the benefits that music offers should not be accessible only to those who can afford to pay for it.” “Subsidise music lessons and approach music charities.” from the 1542 online responses: Page 105 of 633
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Respondents were asked to prioritise spending on council projects by capital projects from 1 to 6, with 1 being the highest priority. Capital Project Priorities Please note although the survey was tested, we had a small number of respondents (seven) reporting the survey was only allowing them to rank from 1-3. The survey was checked and could find no obvious fault so, as more than 150 had filled it in, decision made to keep the existing question and not lose responses but be aware findings may be skewed. 4.89 3.75 3.64 3.17 2.94 2.62 Schools and the wider estate Travel infrastructure Parks and public spaces Town centres Buildings from which we deliver services from Initiatives to reduce carbon emissions Capital Projects Highest Importance Least Importance Page 106 of 633
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Resource Page [ Body copy ] [ Sub-heading ] [ Supporting title information } [ Main Title ] [ Main Title ] 35%50% Page 107 of 633
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35% 69% Got more information? Make it more organized by placing it on a table. Data 3 Spice up your infographic with relevant illustrations or photos. Related Illustrations A total of 1,542 (tbc) people and professional bodies completed the budget consultation either online, by email, letter or print submission. Total Responses Include data like percentages and average. It helps the reader get insight about the topic. Data 2 Briefly describe the content of the graph. What do the numbers mean? Pie charts help presenting proportions Data Infographic Infographic makes it easier for readers to absorb chunks of information. Shortly explain here what will this infographic cover. It's all about the Add credibility to your infographic by pasting here the link of your sources. References Build up the reader's knowledge by placing additional details here. Supporting details Use this space to highlight essential data that readers need to take note. Bar graphs aid in comparing data of different categories Page 108 of 633
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Tell us how our savings proposals impact you Responses to this online survey: 1542 COUNCIL TAX 1: What is the maximum percentage increase on Council Tax you would be willing to pay to help protect council services? Choose one option: There were 1542 responses. Option Total Percent No increase 212 13.75% Less than 3% 300 19.46% 5% 454 29.44% 7% 183 11.87% 0 50 100 150 200 250 300 350 400 450 500 More than 15% 15% 13% 11% 9% 7% 5% Less than 3% No increase Page 109 of 633
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9% 156 10.12% 11% 108 7.00% 13% 10 0.65% 15% 78 5.06% More than 15% 41 2.66% Not Answered 0 0.00% 2: Please let us know to what extent increasing Council Tax would negatively impact you. Choose one option: There were 1542 responses. Option Total Percent No impact 150 9.73% Low impact 575 37.29% Medium impact 524 33.98% High impact 293 19.00% Not Answered 0 0.00% 3: Please provide any comments to explain your answers. Do not include your name or any other personal information: 0 100 200 300 400 500 600 700 High impact Medium impact Low impact No impact Page 110 of 633
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4: This question is about the impact proposals will have on individuals with protected characteristics, individuals in certain socio-economic positions and small business owners. For more information on what this means please see Protected Characteristics in the Related Information above. If this is not applicable to you, please scroll to the bottom of the page and press 'Continue'. Select one or more options: There were 582 responses Option Total Percent Age 272 17.64% Sex 102 6.61% Race 46 2.98% 0 200 400 600 800 1000 1200 Not Answered Sexual orientation Pregnancy or maternity Marriage or civil partnership Socio-economic status Disability Religion or belief Gender reassignment Race Sex Age Page 111 of 633
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Gender reassignment 15 0.97% Religion or belief 44 2.85% Disability 170 11.02% Socio-economic status 121 7.85% Marriage or civil partnership 115 7.46% Pregnancy or maternity 51 3.31% Sexual orientation 40 2.59% Not Answered 960 62.26% 5: Do you have any suggestions as to how we can reduce the impact of any of the options? Please do not include your name or any other personal information: PLACE DIRECTORATE SAVINGS PROPOSALS 6: Please let us know to what extent these options would negatively impact you, by using the scale below. The impact of stopping, reducing, charging or changing Place services - Upfront payments - no invoicing There were 1542 responses. Option Total Percent No impact 1023 66.34% Low impact 330 21.40% Medium impact 106 6.87% High impact 83 5.38% Not Answered 0 0.00% 0 200 400 600 800 1000 1200 High impact Medium impact Low impact No impact Page 112 of 633
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The impact of stopping, reducing, charging or changing Place services - Redesigning school and public library services There were 1542 responses. Option Total Percent No impact 362 23.48% Low impact 430 27.89% Medium impact 316 20.49% High impact 434 28.15% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Adopting e-book service There were 1542 responses. 0 50 100 150 200 250 300 350 400 450 500 High impact Medium impact Low impact No impact Page 113 of 633
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Option Total Percent No impact 571 37.03% Low impact 345 22.37% Medium impact 235 15.24% High impact 391 25.36% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Closing Roslin Library There were 1542 responses. Option Total Percent No impact 1009 65.43% Low impact 167 10.83% 0 100 200 300 400 500 600 High impact Medium impact Low impact No impact 0 200 400 600 800 1000 1200 High impact Medium impact Low impact No impact Page 114 of 633
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Medium impact 110 7.13% High impact 256 16.60% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Vogrie commercialisation There were 1542 responses. Option Total Percent No impact 850 55.12% Low impact 420 27.24% Medium impact 172 11.15% High impact 100 6.49% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Off market purchasing There were 1542 responses. 0 100 200 300 400 500 600 700 800 900 High impact Medium impact Low impact No impact Page 115 of 633
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Option Total Percent No impact 1194 77.43% Low impact 249 16.15% Medium impact 56 3.63% High impact 43 2.79% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Disposal of empty, non-compliant housing There were 1542 responses. Option Total Percent No impact 1231 79.83% Low impact 200 12.97% 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact Page 116 of 633
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Medium impact 60 3.89% High impact 51 3.31% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - What's on offer at Midlothian Snowsports Centre There were 1542 responses. Option Total Percent No impact 994 64.46% Low impact 311 20.17% Medium impact 144 9.34% High impact 93 6.03% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Roads Services: joint ventures/shared services with partners There were 1542 responses. 0 200 400 600 800 1000 1200 High impact Medium impact Low impact No impact Page 117 of 633
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Option Total Percent No impact 769 49.87% Low impact 389 25.23% Medium impact 250 16.21% High impact 134 8.69% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Pre- treating recycling There were 1542 responses. Option Total Percent No impact 929 60.25% Low impact 408 26.46% 0 100 200 300 400 500 600 700 800 900 High impact Medium impact Low impact No impact 0 100 200 300 400 500 600 700 800 900 1000 High impact Medium impact Low impact No impact Page 118 of 633
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Medium impact 142 9.21% High impact 63 4.09% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Oak Leaf Properties private rental company There were 1542 responses. Option Total Percent No impact 1248 80.93% Low impact 189 12.26% Medium impact 52 3.37% High impact 53 3.44% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Housing Services contact channel There were 1542 responses. 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact Page 119 of 633
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Option Total Percent No impact 1268 82.23% Low impact 182 11.80% Medium impact 50 3.24% High impact 42 2.72% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Midlothian contracts There were 1542 responses. Option Total Percent No impact 1105 71.66% Low impact 259 16.80% 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact 0 200 400 600 800 1000 1200 High impact Medium impact Low impact No impact Page 120 of 633
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Medium impact 99 6.42% High impact 79 5.12% Not Answered 0 0.00% The impact of stopping, reducing, charging or changing Place services - Senior management review There were 1542 responses. Option Total Percent No impact 1150 74.58% Low impact 223 14.46% Medium impact 79 5.12% High impact 90 5.84% Not Answered 0 0.00% 7: If any of the options impact you because of your protected characteristic please select all that apply. You can find more information about Protected Characteristics in Related Information above. (This information will help with the specific assessment of impact on individuals with a particular protected characteristic, those in socio-economic disadvantage and small business owners.) The impact of savings proposals in Place on those with protected characteristics There were 453 responses 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact Page 121 of 633
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Option Total Percent Age 229 14.85% Sex 63 4.09% Race 33 2.14% Gender reassignment 11 0.71% Religion or belief 31 2.01% Disability 126 8.17% Socio-economic status 97 6.29% Marriage or civil partnership 60 3.89% Pregnancy or maternity 27 1.75% Sexual orientation 28 1.82% Not Answered 1089 70.62% 0 200 400 600 800 1000 1200 Not Answered Sexual orientation Pregnancy or maternity Marriage or civil partnership Socio-economic status Disability Religion or belief Gender reassignment Race Sex Age Page 122 of 633
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8: Please provide comments to explain how the option(s) impacts you. Do not include you name or any other personal information. Comment box for Place savings 9: Do you have any suggestions of how we can reduce the impact of any of the options? Any other suggestions about reducing the impact of any of the options? 10: Do you have any other suggestions of how we could reduce spend or generate additional income in relation to Place services? Do not include your name or any other personal information. Any other suggestions on Place services 11: Please let us know to what extent these options would negatively impact you, by using the scale below. What impact do the place savings proposals have on respondents - Reduce grass cutting There were 1542 responses Option Total Percent No impact 503 32.62% Low impact 459 29.77% Medium impact 335 21.73% High impact 245 15.89% Not Answered 0 0.00% 0 100 200 300 400 500 600 High impact Medium impact Low impact No impact Page 123 of 633
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What impact do the place savings proposals have on respondents - Reduce maintenance of council buildings (non housing) There were 1542 responses. Option Total Percent No impact 741 48.05% Low impact 398 25.81% Medium impact 252 16.34% High impact 151 9.79% Not Answered 0 0.00% What impact do the place savings proposals have on respondents - Debt recover and pre-paid cards There were 1542 responses. 0 100 200 300 400 500 600 700 800 High impact Medium impact Low impact No impact Page 124 of 633
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Option Total Percent No impact 1265 82.04% Low impact 192 12.45% Medium impact 49 3.18% High impact 36 2.33% Not Answered 0 0.00% What impact do the place savings proposals have on respondents - Review ITRENT and Talentlink business systems There were 1542 responses. Option Total Percent No impact 1242 80.54% Low impact 218 14.14% 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact Page 125 of 633
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Medium impact 58 3.76% High impact 24 1.56% Not Answered 0 0.00% What impact do the place savings proposals have on respondents - Digital assets - review software There were 1542 responses. Option Total Percent No impact 1147 74.38% Low impact 251 16.28% Medium impact 96 6.23% High impact 48 3.11% Not Answered 0 0.00% What impact do the place savings proposals have on respondents - Digital assets - review licences There were 1542 responses. 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact Page 126 of 633
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Option Total Percent No impact 1164 75.49% Low impact 240 15.56% Medium impact 101 6.55% High impact 37 2.40% Not Answered 0 0.00% What impact do the place savings proposals have on respondents - Digital assets - review lifecycle There were 1542 responses. Option Total Percent No impact 1161 75.29% Low impact 250 16.21% 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact Page 127 of 633
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Medium impact 93 6.03% High impact 38 2.46% Not Answered 0 0.00% What impact do the place savings proposals have on respondents - Internal charges for sport and leisure facilities There were 1542 responses. Option Total Percent No impact 760 49.29% Low impact 388 25.16% Medium impact 254 16.47% High impact 140 9.08% Not Answered 0 0.00% What impact do the place savings proposals have on respondents - Gorebridge facilities There were 1542 responses. 0 100 200 300 400 500 600 700 800 High impact Medium impact Low impact No impact Page 128 of 633
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Option Total Percent No impact 1059 68.68% Low impact 253 16.41% Medium impact 125 8.11% High impact 105 6.81% Not Answered 0 0.00% What impact do the place savings proposals have on respondents - Reduce cleaning in council buildings There were 1542 responses. Option Total Percent No impact 740 47.99% Low impact 349 22.63% 0 200 400 600 800 1000 1200 High impact Medium impact Low impact No impact 0 100 200 300 400 500 600 700 800 High impact Medium impact Low impact No impact Page 129 of 633
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Medium impact 235 15.24% High impact 218 14.14% Not Answered 0 0.00% 12: If any of the options impact you because of your protected characteristic please select all that apply. You can find more information about Protected Characteristics in Related Information above. (This information will help with the specific assessment of impact on individuals with a particular protected characteristic, those in socio-economic disadvantage and small business owners.) Protected characteristics of people responding to Place savings proposals There were 401 responses Page 130 of 633
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Option Total Percent Age 204 13.23% Sex 58 3.76% Race 29 1.88% Gender reassignment 8 0.52% Religion or belief 24 1.56% Disability 116 7.52% Socio-economic status 97 6.29% Marriage or civil partnership 50 3.24% Pregnancy or maternity 18 1.17% Sexual orientation 22 1.43% Not Answered 1141 73.99% 0 200 400 600 800 1000 1200 Not Answered Sexual orientation Pregnancy or maternity Marriage or civil partnership Socio-economic status Disability Religion or belief Gender reassignment Race Sex Age Page 131 of 633
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13: Please provide comments to explain how the option(s) impacts you. Do not include your name or any other personal information. Comment box about impact of Place savings proposals 14: Do you have any suggestions of how we can reduce the impact of any of the options? Comment box for suggestions on reducing the impact of Place savings proposals 15: Do you have any other suggestions of how we could reduce spend or generate additional income in relation to Place services? Do not include your name or any other personal information. Comment box for other suggestions on reducing spend or generating income for Place services 16: Please let us know to what extent these options would negatively impact you, by using the scale below. Impact of stopping community services - Stop funding Christmas lights There were 1542 responses Option Total Percent No impact 499 32.36% Low impact 516 33.46% 0 100 200 300 400 500 600 High impact Medium impact Low impact No impact Page 132 of 633
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Medium impact 300 19.46% High impact 227 14.72% Not Answered 0 0.00% Impact of stopping community services - Stop funding gala days and events There were 1542 responses Option Total Percent No impact 538 34.89% Low impact 447 28.99% Medium impact 290 18.81% High impact 267 17.32% Not Answered 0 0.00% Impact of stopping community services - Stop funding Midlothian Community Action Team There were 1542 responses to this part of the question. 0 100 200 300 400 500 600 High impact Medium impact Low impact No impact Page 133 of 633
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Option Total Percent No impact 465 30.16% Low impact 301 19.52% Medium impact 335 21.73% High impact 441 28.60% Not Answered 0 0.00% Impact of stopping community services - Stop community transport funding There were 1542 responses Option Total Percent No impact 710 46.04% Low impact 306 19.84% Medium impact 251 16.28% 0 50 100 150 200 250 300 350 400 450 500 High impact Medium impact Low impact No impact 0 100 200 300 400 500 600 700 800 High impact Medium impact Low impact No impact Page 134 of 633
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High impact 275 17.83% Not Answered 0 0.00% Impact of stopping community services - Stop supported bus travel There were 1542 responses Option Total Percent No impact 647 41.96% Low impact 289 18.74% Medium impact 234 15.18% High impact 372 24.12% Not Answered 0 0.00% Impact of stopping community services - Stop maintaining Dalkeith Bowling Green There were 1542 responses to this part of the question. 0 100 200 300 400 500 600 700 High impact Medium impact Low impact No impact Page 135 of 633
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Option Total Percent No impact 1241 80.48% Low impact 195 12.65% Medium impact 66 4.28% High impact 40 2.59% Not Answered 0 0.00% Impact of stopping community services - Stop school crossing patrol guides There were 1542 responses. Option Total Percent No impact 548 35.54% Low impact 279 18.09% Medium impact 273 17.70% 0 200 400 600 800 1000 1200 1400 High impact Medium impact Low impact No impact 0 100 200 300 400 500 600 High impact Medium impact Low impact No impact Page 136 of 633
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High impact 442 28.66% Not Answered 0 0.00% Impact of stopping community services - Stop collection glass There were 1542 responses. Option Total Percent No impact 460 29.83% Low impact 386 25.03% Medium impact 329 21.34% High impact 367 23.80% Not Answered 0 0.00% Impact of stopping community services - Close Penicuik Recycling Centre There were 1542 responses 0 50 100 150 200 250 300 350 400 450 500 High impact Medium impact Low impact No impact Page 137 of 633
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Option Total Percent No impact 699 45.33% Low impact 211 13.68% Medium impact 222 14.40% High impact 410 26.59% Not Answered 0 0.00% Impact of stopping community services - Stop out-of-hours footpath gritting There were 1542 responses. Option Total Percent No impact 361 23.41% Low impact 318 20.62% Medium impact 365 23.67% 0 100 200 300 400 500 600 700 800 High impact Medium impact Low impact No impact 0 100 200 300 400 500 600 High impact Medium impact Low impact No impact Page 138 of 633
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High impact 498 32.30% Not Answered 0 0.00% Impact of stopping community services - Stop Active Schools There were 1542 responses Option Total Percent No impact 575 37.29% Low impact 235 15.24% Medium impact 276 17.90% High impact 456 29.57% Not Answered 0 0.00% Impact of stopping community services - Close leisure centres There were 1542 responses 0 100 200 300 400 500 600 700 High impact Medium impact Low impact No impact Page 139 of 633
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Option Total Percent No impact 237 15.37% Low impact 167 10.83% Medium impact 279 18.09% High impact 859 55.71% Not Answered 0 0.00% Impact of stopping community services - Review sport and leisure services There were 1542 responses. Option Total Percent No impact 411 26.65% Low impact 324 21.01% Medium impact 377 24.45% 0 100 200 300 400 500 600 700 800 900 1000 High impact Medium impact Low impact No impact 0 50 100 150 200 250 300 350 400 450 500 High impact Medium impact Low impact No impact Page 140 of 633
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High impact 430 27.89% Not Answered 0 0.00% Impact of stopping community services - Review fees and charges There were 1542 responses Option Total Percent No impact 447 28.99% Low impact 453 29.38% Medium impact 389 25.23% High impact 253 16.41% Not Answered 0 0.00% Impact of stopping community services - Look into installing photovoltaic panels There were 1542 responses 0 50 100 150 200 250 300 350 400 450 500 High impact Medium impact Low impact No impact Page 141 of 633
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Option Total Percent No impact 1131 73.35% Low impact 234 15.18% Medium impact 101 6.55% High impact 76 4.93% Not Answered 0 0.00% 17: If any of the options impact you because of your Protected Characteristic please select all that apply. You will find more information on Protected Characteristics in Related Information. (This information will help with the specific assessment of impact on individuals with a particular protected characteristic, those in socio-economic disadvantage and small business owners.) Impact of stopping community services on those with protected characteristics There were 470 responses. 0 200 400 600 800 1000 1200 High impact Medium impact Low impact No impact Page 142 of 633
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Option Total Percent Age 247 16.02% Sex 66 4.28% Race 33 2.14% Gender reassignment 9 0.58% Religion or belief 28 1.82% Disability 157 10.18% Socio-economic status 102 6.61% Marriage or civil partnership 55 3.57% Pregnancy or maternity 23 1.49% Sexual orientation 21 1.36% Not Answered 1072 69.52% 0 200 400 600 800 1000 1200 Not Answered Sexual orientation Pregnancy or maternity Marriage or civil partnership Socio-economic status Disability Religion or belief Gender reassignment Race Sex Age Page 143 of 633
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18: Please provide comments to explain how the option(s) impacts you, Do not provide your name or any other personal information. For comments on how stopping community services impacts someone with protected characteristics 19: Do you have any suggestions of how we can reduce the impact of any of the options? Do not include your name or any other personal information. Suggestions about reducing the impact of those communities savings options 20: Do you have any other suggestions of how we could reduce spend or generate additional income in relation to our communities? Box for additional suggestions about saving services for our communities CHILDREN, YOUNG PEOPLE AND PARTNERSHIPS PROPOSALS 21: Please let us know to what extent these options would negatively impact you, by using the scale below. The impact of Children, Young People and Partnerships savings proposals - Children’s Young People and Partnerships contract review There were 1542 responses. Option Total Percent No impact 634 41.12% Low impact 293 19.00% 0 100 200 300 400 500 600 700 High impact Medium impact Low impact No impact Page 144 of 633
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Medium impact 254 16.47% High impact 361 23.41% Not Answered 0 0.00% The impact of Children, Young People and Partnerships savings proposals - Rationalisation of the school estate There were 1542 responses. Option Total Percent No impact 561 36.38% Low impact 270 17.51% Medium impact 304 19.71% High impact 407 26.39% Not Answered 0 0.00% The impact of Children, Young People and Partnerships savings proposals - School Library Service Review There were 1542 responses. 0 100 200 300 400 500 600 High impact Medium impact Low impact No impact Page 145 of 633
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Option Total Percent No impact 544 35.28% Low impact 304 19.71% Medium impact 275 17.83% High impact 419 27.17% Not Answered 0 0.00% The impact of Children, Young People and Partnerships savings proposals - Reducing Communities & Lifelong Learning There were 1542 responses. Option Total Percent No impact 557 36.12% Low impact 330 21.40% 0 100 200 300 400 500 600 High impact Medium impact Low impact No impact 0 100 200 300 400 500 600 High impact Medium impact Low impact No impact Page 146 of 633
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Medium impact 296 19.20% High impact 359 23.28% Not Answered 0 0.00% The impact of Children, Young People and Partnerships savings proposals - Reducing Children Young People and Partnerships central teams There were 1542 responses. Option Total Percent No impact 564 36.58% Low impact 289 18.74% Medium impact 286 18.55% High impact 403 26.13% Not Answered 0 0.00% The impact of Children, Young People and Partnerships savings proposals - Reducing Devolved School Management Allocation for Scottish Index for Multiple Deprivation (SIMD) There were 1542 responses. 0 100 200 300 400 500 600 High impact Medium impact Low impact No impact Page 147 of 633
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Option Total Percent No impact 622 40.34% Low impact 284 18.42% Medium impact 223 14.46% High impact 413 26.78% Not Answered 0 0.00% The impact of Children, Young People and Partnerships savings proposals - Reducing the Instrumental Music Service There were 1542 responses. Option Total Percent No impact 588 38.13% Low impact 237 15.37% 0 100 200 300 400 500 600 700 High impact Medium impact Low impact No impact 0 100 200 300 400 500 600 700 High impact Medium impact Low impact No impact Page 148 of 633
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Medium impact 264 17.12% High impact 453 29.38% Not Answered 0 0.00% The impact of Children, Young People and Partnerships savings proposals - Reducing Learning Hours There were 1542 responses. Option Total Percent No impact 444 28.79% Low impact 146 9.47% Medium impact 188 12.19% High impact 764 49.55% Not Answered 0 0.00% The impact of Children, Young People and Partnerships savings proposals - Reductions through sharing services There were 1542 responses. 0 100 200 300 400 500 600 700 800 900 High impact Medium impact Low impact No impact Page 149 of 633
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Option Total Percent No impact 607 39.36% Low impact 316 20.49% Medium impact 281 18.22% High impact 338 21.92% Not Answered 0 0.00% The impact of Children, Young People and Partnerships savings proposals - Reducing the budget for learning assistants There were 1542 responses. Option Total Percent No impact 379 24.58% Low impact 119 7.72% 0 100 200 300 400 500 600 700 High impact Medium impact Low impact No impact 0 100 200 300 400 500 600 700 800 900 1000 High impact Medium impact Low impact No impact Page 150 of 633
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Medium impact 184 11.93% High impact 860 55.77% Not Answered 0 0.00% 22: If any of the options impact you because of your protected characteristic please select all that apply. You can find more information about Protected Characteristics in Related Information above. (This information will help with the specific assessment of impact on individuals with a particular protected characteristic, those in socio-economic disadvantage and small business owners.) The impact of Children, Young People and Partnership savings on those with protected characteristics There were 429 responses. Page 151 of 633
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Option Total Percent Age 205 13.29% Sex 68 4.41% Race 33 2.14% Gender reassignment 13 0.84% Religion or belief 32 2.08% Disability 137 8.88% Socio-economic status 98 6.36% Marriage or civil partnership 56 3.63% Pregnancy or maternity 30 1.95% Sexual orientation 24 1.56% Not Answered 1113 72.18% 0 200 400 600 800 1000 1200 Not Answered Sexual orientation Pregnancy or maternity Marriage or civil partnership Socio-economic status Disability Religion or belief Gender reassignment Race Sex Age Page 152 of 633
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23: Please provide comments to explain how the option(s) impacts you. Do not include your name or any other personal information. Comment box on how Children, Young People and Partnerships savings impact on respondents 24: Do you have any suggestions of how we can reduce the impact of any of the options? Suggestions on reducing the impact of Children, Young People and Partnerships savings proposals 25: Do you have any other suggestions of how we could reduce spend or generate additional income in relation to Children, Young People and Partnerships services? Do not include your name or any other personal information. Any suggestions on generating income or reducing spend on Children, Young People and Partnerships services 26: Please let us know to what extent these options would negatively impact you, by using the scale below. Impact of Children, Young People and Partnerships savings proposals - Stopping management time in provisions There were 1542 responses. Option Total Percent No impact 670 43.45% 0 100 200 300 400 500 600 700 800 High impact Medium impact Low impact No impact Page 153 of 633
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Low impact 280 18.16% Medium impact 221 14.33% High impact 371 24.06% Not Answered 0 0.00% Impact of Children, Young People and Partnerships savings proposals - Stopping the Primary 4 Swimming Programme There were 1542 responses. Option Total Percent No impact 662 42.93% Low impact 235 15.24% Medium impact 221 14.33% High impact 424 27.50% Not Answered 0 0.00% Impact of Children, Young People and Partnerships savings proposals - Increasing lets and charges There were 1542 responses. 0 100 200 300 400 500 600 700 High impact Medium impact Low impact No impact Page 154 of 633
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Option Total Percent No impact 745 48.31% Low impact 347 22.50% Medium impact 220 14.27% High impact 230 14.92% Not Answered 0 0.00% Impact of Children, Young People and Partnerships savings proposals - Reviewing out of school childcare provision There were 1542 responses. Option Total Percent No impact 719 46.63% Low impact 244 15.82% 0 100 200 300 400 500 600 700 800 High impact Medium impact Low impact No impact 0 100 200 300 400 500 600 700 800 High impact Medium impact Low impact No impact Page 155 of 633
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Medium impact 210 13.62% High impact 369 23.93% Not Answered 0 0.00% Impact of Children, Young People and Partnerships savings proposals - Early Learning Childcare 52 week provision There were 1542 responses. Option Total Percent No impact 883 57.26% Low impact 229 14.85% Medium impact 162 10.51% High impact 268 17.38% Not Answered 0 0.00% Impact of Children, Young People and Partnerships savings proposals - Offering professional services There were 1542 responses. 0 100 200 300 400 500 600 700 800 900 1000 High impact Medium impact Low impact No impact Page 156 of 633
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Option Total Percent No impact 906 58.75% Low impact 298 19.33% Medium impact 163 10.57% High impact 175 11.35% Not Answered 0 0.00% 27: If any of the options impact you because of your protected characteristic please select all that apply. You can find more information about Protected Characteristics in Related Information above. (This information will help with the specific assessment of impact on individuals with a particular protected characteristic, those in socio-economic disadvantage and small business owners.) Protected characteristics of those responding to the Children, Young People and Partnerships savings proposals There were 399 responses. 0 100 200 300 400 500 600 700 800 900 1000 High impact Medium impact Low impact No impact Page 157 of 633
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Option Total Percent Age 203 13.16% Sex 70 4.54% Race 28 1.82% Gender reassignment 10 0.65% Religion or belief 31 2.01% Disability 110 7.13% Socio-economic status 84 5.45% Marriage or civil partnership 56 3.63% Pregnancy or maternity 25 1.62% Sexual orientation 23 1.49% Not Answered 1143 74.12% 0 200 400 600 800 1000 1200 1400 Not Answered Sexual orientation Pregnancy or maternity Marriage or civil partnership Socio-economic status Disability Religion or belief Gender reassignment Race Sex Age Page 158 of 633
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28: Please provide comments to explain how the option(s) impacts you. Do not include your name or any other personal information. Comment box for Children, Young People and Partnerships savings proposals 29: Do you have any suggestions of how we can reduce the impact of any of the options? Suggestions on reducing the impact of Children, Young People and Partnerships savings proposals 30: Do you have any other suggestions of how we could reduce spend or generate additional income in relation to Children, Young People and Partnerships services? Do not include your name or any other personal information. Suggestions on generating income or reducing spend in Children, Young People and Partnerships 31: Please let us know to what extent this option would negatively impact you, by using the scale below. Impact of Adults Health and Social Care savings proposals - Reducing Welfare Rights funding There were 1542 responses. Option Total Percent No impact 915 59.34% 0 100 200 300 400 500 600 700 800 900 1000 High impact Medium impact Low impact No impact Page 159 of 633
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Low impact 323 20.95% Medium impact 135 8.75% High impact 169 10.96% Not Answered 0 0.00% 32: If the option impacts you because of your protected characteristic please select all that apply. You can find more information about Protected Characteristics in Related Information above. (This information will help with the specific assessment of impact on individuals with a particular protected characteristic, those in socio-economic disadvantage and small business owners.) Protected characteristics of respondents commenting on impact of Adult Health and Social Care savings proposal There were 380 responses. Page 160 of 633
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Option Total Percent Age 188 12.19% Sex 55 3.57% Race 27 1.75% Gender reassignment 12 0.78% Religion or belief 27 1.75% Disability 113 7.33% Socio-economic status 93 6.03% Marriage or civil partnership 49 3.18% Pregnancy or maternity 19 1.23% Sexual orientation 24 1.56% Not Answered 1162 75.36% 0 200 400 600 800 1000 1200 1400 Not Answered Sexual orientation Pregnancy or maternity Marriage or civil partnership Socio-economic status Disability Religion or belief Gender reassignment Race Sex Age Page 161 of 633
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33: Please provide comments to explain how the option impacts you. Do not include your name or any other personal information. Impact of Adult Health and Social Care savings proposal 34: Do you have any suggestions of how we can reduce the impact of the option? Suggestions on how we can reduce the impact of the Adult Health and Social Care savings proposals 35: Do you have any other suggestions of how we could reduce spend or generate additional income in relation to Adult Health and Social Care services? Do not include your name or any other personal information. Suggestions on reducing spend on generating income for Adult Health and Social Care CAPITAL PROJECTS 36: Capital Projects are expensive. How would you prioritise the limited resources we have? Please rank these capital projects in order of importance with 1 being the most important and 6 being the least important. Ranking of 'Rank these capital projects in order of importance' 0 1 2 3 4 5 6 Initiatives to reduce carbon emissions Buildings from where we deliver services from Town centre areas Parks and public spaces Travel infrastructure Schools and wider learning estate Page 162 of 633
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Item Ranking Schools and wider learning estate 4.89 Travel infrastructure 3.75 Parks and public spaces 3.64 Town centre areas 3.17 Buildings from where we deliver services from 2.94 Initiatives to reduce carbon emissions 2.62 Rank these capital projects in order of importance - Buildings from where we deliver services from There were 1542 responses to this part of the question. Option Total Percent 1 170 11.02% 2 190 12.32% 3 225 14.59% 4 178 11.54% 5 352 22.83% 6 427 27.69% Not Answered 0 0.00% Rank these capital projects in order of importance - Initiatives to reduce carbon emissions 0 50 100 150 200 250 300 350 400 450 6 5 4 3 2 1 Page 163 of 633
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There were 1542 responses to this part of the question. Option Total Percent 1 116 7.52% 2 164 10.64% 3 178 11.54% 4 202 13.10% 5 322 20.88% 6 560 36.32% Not Answered 0 0.00% Rank these capital projects in order of importance - Parks and public spaces There were 1542 responses 0 100 200 300 400 500 600 6 5 4 3 2 1 Page 164 of 633
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Option Total Percent 1 101 6.55% 2 320 20.75% 3 427 27.69% 4 397 25.75% 5 205 13.29% 6 92 5.97% Not Answered 0 0.00% Rank these capital projects in order of importance - Schools and wider learning estate There were 1542 responses 0 50 100 150 200 250 300 350 400 450 6 5 4 3 2 1 Page 165 of 633
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Option Total Percent 1 863 55.97% 2 222 14.40% 3 146 9.47% 4 137 8.88% 5 77 4.99% 6 97 6.29% Not Answered 0 0.00% Rank these capital projects in order of importance - Town centre areas There were 1542 responses. 0 100 200 300 400 500 600 700 800 900 1000 6 5 4 3 2 1 Page 166 of 633
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Option Total Percent 1 63 4.09% 2 257 16.67% 3 293 19.00% 4 387 25.10% 5 354 22.96% 6 188 12.19% Not Answered 0 0.00% Rank these capital projects in order of importance - Travel infrastructure There were 1542 responses 0 50 100 150 200 250 300 350 400 450 6 5 4 3 2 1 Page 167 of 633
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Option Total Percent 1 229 14.85% 2 389 25.23% 3 273 17.70% 4 241 15.63% 5 232 15.05% 6 178 11.54% Not Answered 0 0.00% 0 50 100 150 200 250 300 350 400 450 6 5 4 3 2 1 Page 168 of 633
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Midlothian Council Tuesday 17 December 2024 Item No 8.3 Treasury Management Mid-Year Review Report 2024/25 Report by David Gladwin, Chief Financial Officer & Section 95 Officer Report for Consideration 1 Recommendations Council is recommended to:- a) Note the report and the treasury activity undertaken in the period to 30 September 2024, as outlined in Section 5; b) Note the current economic position and forecast for interest rates, and the actual and forecast Treasury Management activity during the second-half of the year, as outlined in Section 6; and in particular, given the clear differential that now exists between borrowing rates and fixed term deposit rates, the adoption of a strategy towards running down cash (fixed term deposit) balances to allow the Council to continue to defer costs associated with locking into longer-term borrowing at rates that are currently higher than normal, noting that this is similar to the majority of other Scottish Councils; c) Note the technical revisions to the Prudential Indicators in Section 7 of this report; d) Note the loans fund rate performance relative to other Scottish Local authorities, as outlined in Section 8, and the cash saving (compared to the Scottish Average) that the Treasury Management function brings to support the Council’s in-year revenue budget. 2 Purpose of Report/Executive Summary The purpose of this report is to inform Council of the Treasury Management activity undertaken during the first half of 2024/25 and the forecast activity for the second half of 2024/25 in accordance with the Treasury Management and Annual Investment Strategy approved in February 2024. It also provides an update to the Treasury and Prudential Indicators for 2024/25. Council should note that in accordance with the Prudential Code, a draft of the report was considered by Audit Committee on 25 November 2024, with the report approved by Audit Committee as presented. Date: 25 November 2024 Report Contact: Gary Thomson, Senior Finance Business Partner gary.thomson@midlothian.gov.uk Page 169 of 633
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2 3 Background Audit Committee Role The Prudential Code recommends that the main Treasury Management reports are presented for scrutiny by Audit Committee in advance of consideration by Council. This report is being presented to Audit Committee on 25 November 2024 for consideration prior to being presented to Council on 17 December 2024. Any revisions arising from Audit Committee consideration of the report on 25 November 2024 will be incorporated into the final version of the report to Council on 17 December 2024. Treasury management Treasury management is defined in the Prudential Code as: “The management of the local authority’s borrowing, investments and cash flows, its banking, money market and capital market transactions; the effective control of the risks associated with those activities; and the pursuit of optimum performance consistent with those risks.” The main function of the treasury management service is the funding of the Council’s capital investment plans. These capital plans provide a guide to the borrowing need of the Council, essentially the longer-term cash flow planning to ensure the Council can meet its capital spending operations. The management of this long-term borrowing requirement involves arranging long or short-term loans or using cash balances; and on occasion any debt previously drawn may be restructured to meet Council risk or cost objectives. As the Council operates a balanced budget, this broadly means cash raised during the year will meet its cash expenditure. As part of the treasury management operations, officers ensure this cash flow is adequately planned, with available cash balances being deposited in low-risk counterparties, providing adequate liquidity initially before considering optimising return on deposits. This mid-year report has been prepared in compliance with CIPFA’s Code of Practice on Treasury Management, and covers the following: • An economic update for the first half of the 2024/25 financial year; • A review of the Treasury Management Strategy Statement and Annual Investment Strategy 2024/25 (TM&AIS 2024/25) approved by Council on 27 February 2024; • The Council’s capital expenditure, as set out in the General Services and HRA Capital Plan reports, and prudential indicators; • A review of the Council’s borrowing strategy for 2024/25; • A review of the Council’s deposit portfolio for 2024/25; • A review of any debt rescheduling undertaken during 2024/25; • A review of compliance with Treasury and Prudential Limits for 2024/25. Page 170 of 633
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3 4 Economic update for first half of 2024/25 An economic update for the first part of the 2024/25 financial year is included as Appendix 1. PWLB borrowing rates for the first half of the year are outlined in Appendix 2, and Bank Rate / SONIA rates for the first half of the year are outlined in Appendix 3. 5 Treasury Activity during first half of 2024/25 The main points arising from treasury activity in the 6 months to 30 September 2024 were:- • Long term borrowing of £20.000 million was secured on 13 August 2024, this being two £10 million PWLB Maturity loans with tenors of 4 and 5 years respectively and at interest rates of 4.15% and 4.13% respectively. • Long term borrowing of £1.060 million matured, this being £0.626m of PWLB Maturities, £0.336 million of Market Loans, £0.070 million of Salix loans and £0.028 million PWLB Annuities; • Funds on fixed term deposit of £10.000 million matured in September 2024; • The average interest rate earned on external funds on deposit in the first half of the year was 5.12%. Loan Portfolio The Council’s loan portfolio as at 30 September 2024 is shown in table 1 below (position at 31 March 2024 also shown for comparison):- Table 1: Council’s Loan Portfolio at 31 March 2024 and 30 September 2024. Loan Type 31 March 2024 30 September 2024 Principal Outstanding £000’s Weighted Average Rate Principal Outstanding £000’s Weighted Average Rate % PWLB Annuity 452 8.91% 424 8.91% PWLB Maturity 304,128 3.01% 323,502 3.07% LOBO 20,000 4.51% 20,000 4.51% Market Loans 16,221 2.68% 15,886 2.68% Other Loans 70 0.00% 0 n/a Total Loans 340,871 3.09% 359,812 3.14% Underlying Borrowing Requirement* 401,845 427,696 Over/(Under) Borrowing -60,974 -67,884 Page 171 of 633
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4 * The Underlying Borrowing Requirement is the Capital Financing Requirement excluding the “Public Private Finance” (PPP) Contract Liabilities The balance of external and internal borrowing is generally driven by market conditions. At 30 September 2024 the Council was under borrowed by £67.884 million – this is the extent to which the Council has yet to finance its current borrowing requirement from long term loans. This position reflects the Council’s use of working capital and balance sheet useable reserves to fund part of the prior year and current in-year borrowing requirement. This strategy of using internal borrowing (working capital) to fund the in- year CFR is prudent given the current plateau in medium to longer-term PWLB borrowing rates of c. 5.00%+, and the expected gradual drop in these medium to longer-term PWLB borrowing rates over the remainder of the current and forthcoming financial years as outlined in Appendix 4. Debt Rescheduling No Debt Rescheduling has taken place to date in the financial year. However, debt repayment and rescheduling opportunities have increased in the past 6 months given that the whole of the yield curve has shifted and remains higher; and there may be opportunities for debt rescheduling in the future. See Section 6 below for more detail. Funds on Deposit The Council’s funds on deposit portfolio as at 30 September 2024 is shown in table 2 below (position at 31 March 2024 also shown for comparison):- Table 2: Council’s Funds on Deposit Portfolio at 31 March 2024 and 30 September 2024 Type 31 March 2024 30 September 2024 Principal Outstanding £000’s Weighted Average Rate Principal Outstanding £000’s Weighted Average Rate % Money Market Funds 25,100 5.29% 27,042 5.01% Bank Call Accounts 1,519 5.14% 2,508 4.88% Bank Fixed Term Deposits 30,000 5.12% 20,000 5.06% Total Deposits 56,619 5.20% 49,550 5.02% Page 172 of 633
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5 The Chief Financial Officer & Section 95 Officer confirms that the approved limits within the Annual Investment Strategy were not breached during the first 6 months of 2024/25. 6 Actual/Expected Treasury Activity during second half of 2024/25 6.1 Economic Update The Council has appointed Link Treasury Solutions Limited as its treasury advisors and part of their service is to assist the Council to formulate a view on interest rates. Following the 30 October UK Government Budget, the outcome of the US Presidential election on 6 November, and the 25bps Bank Rate cut undertaken by the Monetary Policy Committee (MPC) on 7 November, Link, on 11 November 2024, have significantly revised their central forecasts for the Bank of England Base Rate, 3-12 month deposit rate earnings, and PWLB certainty rates. These are outlined in Table 3 below. Table 3: Link Treasury Solutions Limited Central Forecast for Interest Rates In summary, Bank Rate is now forecast to be 50bps – 75bps higher than was previously the case, whilst PWLB forecasts have been materially lifted to not only reflect increased concerns around the future path of inflation, but also the increased level of government borrowing over the term of the current Parliament. Reflecting on the 30 October UK Government Budget, Link’s central case is that those policy announcements will be inflationary, at least in the near-term. The Office for Budgetary Responsibility and the Bank of England concur with that view. Link forecast the next reduction in Bank Rate to be made in February and for a pattern to evolve whereby rate cuts are made quarterly and in keeping with the release of the Bank’s Quarterly Monetary Policy Reports (February, May, August and November). Any movement below a 4% Bank Rate will, nonetheless, be very much dependent on inflation data in the second half of 2025. The fact that the November MPC rate cut decision saw a split vote of 8-1 confirms that Page 173 of 633
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6 there are already some concerns around inflation’s stickiness, and with recent public sector wage increases beginning to funnel their way into headline average earnings data, the market will be looking very closely at those releases. Link forecast that the short to medium part of the PWLB curve is forecast to remain elevated over the course of the next year, and the degree to which rates moderate will be tied to the arguments for further Bank Rate loosening or otherwise. The longer part of the curve will also be impacted by inflation factors, but there is also the additional concern that with other major developed economies such as the US and France looking to run large budget deficits there could be a glut of government debt issuance that investors will only agree to digest if the interest rates paid provide sufficient reward for that scenario. 6.2 Expected Treasury Activity in Second Half of 2024/25 The expected activity in the second half of 2024/25, as outlined below, updates the treasury management position in light of the updated economic position as outlined in Section 6.1 above, and the General Services and HRA Capital Plans as presented to Councils at Quarter 1 Monitoring (27 August 2024) and Quarter 2 Monitoring (12 November 2024). Borrowing Long term borrowing of £0.367 million will mature in the second half of 2024/25, this being £0.338 million of Market Loans and £0.029 million PWLB Annuities. Proactive Treasury Management by the Council in the last decade has placed the Council in a strong refinancing position for its existing external debt portfolio, with just 12.22% (£43.953m) of the Council’s total Loan Portfolio of £359.812 million requiring refinancing over the remainder of the current, and forthcoming four, financial years, as shown in Table 4 below. Table 4: Maturity Profile of Existing External Loan Portfolio Financial Year 2024/25 Remaining £000’s 2025/26 £000’s 2026/27- 2029/30 £000’s 2030/31- 2034/35 £000’s 2035/36- 2044/45 £000’s 2045/46+ £000’s Debt Maturing 367 1,263 42,323 45,106 32,365 238,388 % of total portfolio 0.10% 0.35% 11.76% 12.54% 9.00% 66.25% The majority of this (£40m) matures in the latter half of this decade (March 2027+) where borrowing in the last 12 months to fund the Council’s in-year Capital Financing Requirements has been sourced in line with the approved TMIS – specifically, to borrow from PWLB for a relatively shorter term (3-5 years), to navigate past the current interest Page 174 of 633
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7 rate hump, with gilt yields expected to ease throughout the course of the next 12-36 months. This relatively low short-term exposure to refinancing risk puts the Council in a strong position to plan its borrowings in advance, take advantage of any dips in longer-term borrowing rates from PWLB and other sources, and maintain a low weighted average coupon rate on external debt. As noted in Section 6.1, the current PWLB yield curve remains fully above 5.00% (certainty rate) and is bell shaped with a peak in rates around the 20-30 year tenor (5.50%), with 5-10 year rates at c. 5.00- 5.30% and 50 year rates are c. 5.30%. The yield curve is expected to remain bell shaped over the short-medium term, with:- • a gradual shift downwards of the entire curve by c. 40-50bps over the next 12 months and • a further 30-40bps drop over the subsequent 12 months. As noted in Table 3 in Section 6.1, this is forecast to bring longer-term borrowing rates down to between 4.50%-5.00% by December 2025, and between 4.20%-4.60% by December 2026. This is a shallower drop than previously expected, meaning long-term borrowing rates remain higher and stickier for longer. The funding of the Council’s in-year and forward CFR is typically for infrastructure with long asset lives (50-60 years), and the tenor of PWLB and market loans are typically drawn with this in mind. Consideration for any new borrowing in the remainder of the 2024/25 financial year, to fund the Council’s in-year CFR, will seek to balance:- a) the security/certainty of current relatively high longer-term borrowing rates of upwards of 5.40%% in the 30-50 year duration (which are forecast to drop by 40bps within one year and 80bps within 24 months) and the potential additional budgetary pressure that this brings in both the short/medium and longer term; with b) the option to borrow initially for a shorter-term duration from PWLB or other markets, for 2 to 5 years (at say c. 4.90%), to allow the Council to fund the immediate in-year borrowing requirement. Based on current interest rate forecasts (see Appendix 4), this would then allow the Council the option to refinance this borrowing at initial maturity with less expensive, longer term borrowing, e.g. a 45 to 48 year tenor in, say, 36 months at a forecast rate of c. 4.30%. As noted above, the Council’s proactive Treasury Management over the last decade has put the Council in a strong refinancing position for its external debt portfolio which allows the Council to slot in shorter dated Page 175 of 633
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8 external borrowing into the current debt maturity profile to fund the in- year borrowing required, in order to navigate past the current expected hump in longer-term borrowing rates. It is expected that any further long-term borrowing that is undertaken in 2024/25 to finance the current & future year capital plans will be sourced by drawing new PWLB loans at the Certainty Rate (which has been available to the Council since 2012 and is priced at Gilts+80bps), and/or the HRA rate. The HRA rate is available to all Councils (the availability of which was extended out in the UK Government Budget to the 31 March 2026) to fund HRA capital expenditure, at a rate that is 40bps lower than the current certainty rate available from the PWLB (so priced at Gilts + 40bps). Both the General Services and HRA capital programmes are being kept under regular review due to the effects of inflationary pressures, shortages of materials and labour, and the ratios of financing costs to the net revenue streams and impact on the Council’s Medium Term Financial Strategy. The Council’s borrowing strategy will, therefore, also be regularly reviewed and then revised, if necessary, to achieve optimum value and risk exposure in the long-term. The impact particularly of the finalisation of the General Services Capital Plan Prioritisation will have a significant bearing on this. Council officers, in conjunction with Link, will continue to monitor daily long-term borrowing rates in order to take advantage of any dips in the market or to de-risk any change in the medium-longer term forecast for gilt yields. Debt Rescheduling Now that the whole of the yield curve has shifted and remains higher there may be opportunities for debt rescheduling in the remainder of the financial year. This would involve the Council repaying loans prematurely (both market and PWLB) whilst high discount rates on premature repayment prevail. Any debt rescheduling will be considered when the difference between the refinancing rate and the redemption rate is most advantageous and the situation will be continually monitored in order to take advantage of any perceived anomalies in the yield curve. The reasons for any rescheduling taking place would include: - the generation of cash savings at minimum risk; - to reduce the average interest rate; - to amend the maturity profile and/or the balance of volatility of the debt portfolio. Council officers will explore debt rescheduling opportunities with Link Treasury Solutions; with only prudent and affordable debt rescheduling that considers both the short and medium-longer term impact being considered. Page 176 of 633
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9 Funds on Deposit In accordance with the Prudential and Treasury Management Codes, it is the Council’s priority for funds on deposit to ensure:- • security of capital first • liquidity, and • finally to obtain an appropriate level of return which is consistent with the Council’s risk appetite. In the current economic climate, it is considered appropriate to keep any deposits short term to cover cash flow needs, but also to seek out value available in periods up to 12 months with high credit quality financial institutions, using the Link suggested creditworthiness approach, which includes a minimum sovereign credit rating and Credit Default Swap (CDS) overlay information. Based on the interest rate forecasts as outlined in Section 6.1 above, there is now a clear differential between any borrowing costs taken for new PWLB loans (whether 5 year, 25 year or 50 year), and interest earned on Fixed Term Deposits (FTD’s) of up to 12 months. Specifically, the cost of borrowing is now currently 5.00%-5.60% (PWLB certainty rates); whereas maximum interest earnable on FTD’s is 4.70% (so a differential of 0.30% to 0.90%). The forecast position in 12 months is similar – borrowing rates of 4.50%- 5.20% (certainty rates) compared to interest earnable on FTD’s of max 4.00% (so a differential of 0.50%-1.20%) In 24 months, borrowing rates of 4.20%-4.80% (certainty rates) compared to interest earnable on FTD’s of 3.80% (so a differential of 0.40%-1.00%) This would suggest that the optimum Treasury strategy would be to run down cash balances to allow borrowing to (continue to) be deferred for as long as possible i.e. no cash backing of reserves. £20.000 million of fixed term deposits held at 30 September 2024 mature in the latter half of the 2024/25 financial year. Based on the above, this £20.000 million deposit would mature in March 2025 and the funds would not be refinanced (i.e. not be placed back out on Fixed Term Deposit) and instead be used to allow the Council to continue to defer borrowing at the current plateaued PWLB borrowing yield curve. Clearly this position results in an increase in refinancing risk as the internal-borrowing / under-borrowed position is higher (c. £88m) at 31/03/2025 compared to 31/03/2024 (£67m); however the flipside of this is that there is (a) an offsetting reduction in counterparty risk on deposits Page 177 of 633
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10 (no FTD’s placed) – thereby replacing one additional risk with an offsetting mitigation in risk elsewhere; and (b) furthermore that all the market led and economic forecast intelligence still points to the medium term forecast of a path of long-term borrowing rates gradually easing off over the next 24-36 months. Day to day liquidity to meet cashflow requirements is sourced from the Council’s three Money Market Funds, which all operate on an instant access basis. Interest rates receivable from these are currently between 4.95%-4.97%, reflective of the current Bank of England Base Rate, and will meander towards 4.75% in the coming month. The Council would keep enough liquidity in our MMF’s on a month-to-month basis to ensure we can manage our daily cashflow needs (£15m-£20m). An updated list of Countries for Deposits as at 14 November 2024 is included as Appendix 4. 6.3 Expected Loan & Fund on Deposit Portfolio at 31 March 2025 Taking all of the above into account, the expected loan and funds on deposit portfolios at 31 March 2025 is shown in Tables 6 and 7 below:- Table 6: Council’s forecast Loan Portfolio at 31 March 2025 Loan Type 31 March 2025 Principal Outstanding £000’s Weighted Average Rate PWLB Annuity 395 8.91% PWLB Maturity 358,502 3.24% LOBO 20,000 4.51% Market Loans 15,548 2.68% Total Loans 394,445 3.28% Underlying Borrowing Requirement 483,271 Over/(Under) Borrowing -88,826 Table 7: Council’s forecast Funds on Deposit Portfolio at 31 March 2025 Type 31 March 2025 Principal Outstanding £000’s Weighted Average Rate Money Market Funds 20,000 4.50% Total Deposits 20,000 4.50% The forecast Under-Borrowed position of £88.826m at 31/03/2025 as outlined in Table 5 above equates to 23% of the Council’s Total External Debt of £394.445m. The equivalent position at 31/03/2024 was 18% (£60.974m under-borrowed of a £340.871m Total External Debt Portfolio). Page 178 of 633
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11 Graph 1 below outlines the Under-Borrowed position of Scottish Councils as at the most recent balance sheet date (31/03/2024). A negative borrowing % indicates that the Council is Internally Borrowed, with this ratio calculated as the % of Under-Borrowing against the Council’s total External Debt Portfolio. Graph 1: Under-borrowed (Internal Borrowing) % of Scottish Councils at 31/03/2024 * Midlothian As can be noted, the majority of Scottish Councils are under-borrowed, with a median around the 20% mark. The proposed approach outlined above keeps the Council well within this Scotland-wide position. Page 179 of 633
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12 7 Prudential & Treasury Management Indicators 2024/25 It is a statutory duty for the Council to determine and keep under review the affordable capital expenditure and borrowing limits as outlined in the prudential and treasury management indicators reported as part of the Council’s suite of treasury management reports. The following prudential indicators have therefore been refreshed from those reported to Council on 27 February 2024 in the original Treasury Management and Annual Investment Strategy Statement 2024/25. These are technical revisions to the Prudential Indicators as a consequence of the revisions to the Council’s General Services and HRA Capital Plans and are based on the actual capital plan outturns for 2023/24, and revisions to the capital expenditure and income budgets for 2024/25. The Authorised Limit has been retained at the value set in the Treasury Management & Investment Strategy for 2024/25 as approved by Audit Committee and Council in February 2024. Table 8: Prudential Indicators 2024/25 – Mid Year Update Indicator 2024/25 Original Estimate £000’s 2024/25 Current Position £000’s 2024/25 Revised Estimate £000’s 2024/25 Capital Expenditure 181,578 41,764 124,138 2024/25 Required Borrowing 126,188 25,851 91,820 2024/25 Underlying Borrowing Requirement* 534,105 427,696 483,271 2024/25 Gross External Borrowing 509,105 359,811 394,445 2024/25 Over/(Under) Borrowing -25,000 -67,885 -88,825 Operational Boundary – Borrowing 534,105 483,271 483,271 2024/25 Capital Financing Requirement** 618,920 514,624 568,086 2024/25 Authorised Limit*** 534,105 534,105 534,105 Net Income from Service Investments as % of Net Revenue Stream 0.01% 0.01% Ratio of Financing Costs to Net Revenue Stream – General Services 2.40% 1.27% Ratio of Financing Costs to Net Revenue Stream – HRA 48.13% 43.24% Ratio of HRA Debt to Net Revenue Stream 920% 809% Ratio of HRA Debt per Dwelling 41 38 * Excludes “On balance sheet” PPP schemes. ** Includes “On balance sheet” PPP schemes. *** Equates to the original estimate of the 2024/25 Underlying Borrowing Requirement The Capital Financing Requirement (CFR) denotes the Council’s underlying need to borrow for capital purposes. The CFR includes borrowing arising as a result of the Council’s Capital Plans, plus the Page 180 of 633
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13 long-term liability arising from the Council’s PPP and DBFM contracts. The Underlying Borrowing Requirement strips out the latter of these (long-term liability arising from the two PPP contracts) from the CFR. The Authorised Limit represents the statutory limit determined under section 3 (1) of the Local Government Act 2003, and is the limit beyond which borrowing is prohibited. This limit needs to be set and revised by Members. For 2024/25 this was calculated to equate to the forecast value of the 2024/25 Underlying Borrowing Requirement. During the half year ended 30th September 2024, the Council has operated within the treasury and prudential indicators set out in the Council’s Treasury Management Strategy Statement for 2024/25. All treasury management operations have also been conducted in full compliance with the Council's Treasury Management Practices. Page 181 of 633
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14 8 Performance Indicators 2023/24 – Comparison with Other Scottish Local Authorities The Treasury Management Forum collates performance indicators for all Scottish Local Authorities. The indicators relating to financial year 2023/24 have been published and once again demonstrate the continuing effectiveness of the Council’s Treasury function in maximising efficiency in Treasury Management activity, with the Council having the 2nd lowest weighted average borrowing & investment (loans fund) rate across all Scottish mainland authorities in 2023/24 (2.08%). The Council has consistently maintained the loans fund rate as one of the lowest across all Scottish mainland authorities for the last decade and more. Appendix 5 outlines the loans fund rate for each Scottish Local Authority in 2023/24. Were the internal loans fund rate for 2023/24 to have equated to the Scottish weighted average for 2023/24 of 3.66%, this would have generated loan charges for Midlothian Council in 2023/24 of £23.3m. The Council’s actual 2023/24 loan charges for General Services and HRA were £17.3m, representing a cash saving (compared to the Scottish average) of £5.9m in 2023/24. The forecast loans fund rate of 2.53% for 2024/25 is expected to once again be one of the lowest for all Scottish Local Authorities. 9 Summary Treasury Management activity during the year to 30 September 2024 has been effective within the parameters set by the strategy for the year. Any further long-term borrowing for the remainder of 2024/25 will be in line with the approved strategy, and reflective of the borrowing requirement arising from the General Services and HRA capital plans reported to Council on 12 November 2024. Officers will continue to review the opportunities available to the Council for deposit of funds as governed by the approved strategy. The Prudential and Treasury Management Indicators have been updated to reflect current capital expenditure and income projections. 10 Report Implications 10.1 Resource Expenditure from Treasury Management activity i.e. loan charges, was reported in the quarterly financial positions to Council, with Quarter 2 monitoring reflected in the Financial Monitoring 2024/25 – General Fund Revenue report that was presented to Council on 12 November 2024. Page 182 of 633
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15 10.2 Digital None. 10.3 Risk As the Council follows the requirements of the CIPFA Code of Practice for Treasury Management, and the Prudential Code, there is a reduced level of risks involved in Treasury Management activities. Those risks that do exist are further controlled through written Treasury Management Practices which define the responsibilities of all staff involved, which were reviewed and approved by Audit Committee as part of the presentation of the 2022/23 Mid-Year Review Report on 6 December 2022. 10.4 Ensuring Equalities There are no equalities issues arising directly from this report. 10.5 Additional Report Implications See Appendix A. Page 183 of 633
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16 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 Themes 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 Link Treasury Solutions Limited, the Council’s appointed Treasury Consultants. A.6 Impact on Performance and Outcome 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 investment. This in turn helps to ensure that the Council’s capital expenditure is sustainable in revenue terms. A.7 Adopting a Preventative Approach Not applicable. A.8 Supporting Sustainable Development Not applicable. Page 184 of 633
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17 Background Papers: Appendix 1: Economic Update for first part of 2024/25 financial year Appendix 2: PWLB Borrowing Rates 1 April 2023 to 30 September 2024 Appendix 3: Bank Rate and SONIA Rates 1 April 2023 to 30 September 2024 Appendix 4: Approved Countries for Deposits as at 25 November 2024 Appendix 5: Loans Fund Rate Comparison Scottish Local Authorities 2023/24 Page 185 of 633
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18 Appendix 1: Economic Update for first part of 2024/25 financial year The third quarter of 2024 (July to September) saw: • GDP growth stagnating in July following downwardly revised Q2 figures (0.5% q/q) • A further easing in wage growth as the headline 3myy rate (including bonuses) fell from 4.6% in June to 4.0% in July; • CPI inflation hitting its target in June before edging above it to 2.2% in July and August; • Core CPI inflation increasing from 3.3% in July to 3.6% in August; • The Bank of England initiating its easing cycle by lowering interest rates from 5.25% to 5.0% in August and holding them steady in its September meeting; • 10-year gilt yields falling to 4.0% in September. The economy’s stagnation in June and July points more to a mild slowdown in GDP growth than a sudden drop back into a recession. Moreover, the drop in September’s composite activity Purchasing Managers Index, from 53.8 in August to 52.9, was still consistent with GDP growth of 0.3%-0.4% for the summer months. This is in line with the Bank of England’s view, and it was encouraging that an improvement in manufacturing output growth could be detected, whilst the services PMI balance suggests non-retail services output grew by 0.5% q/q in Q3. Additionally, the services PMI future activity balance showed an uptick in September, although readings after the Chancellor’s announcements at the Budget on 30th October will be more meaningful. The 1.0% m/m jump in retail sales in August was stronger than the consensus forecast for a 0.4% m/m increase. The rise was reasonably broad based, with six of the seven main sub sectors recording monthly increases, though the biggest gains came from clothing stores and supermarkets, which the ONS reported was driven by the warmer-than-usual weather and end of season sales. As a result, some of that strength is probably temporary. The further easing in wage growth will be welcomed by the Bank of England as a sign that labour market conditions are continuing to cool. The 3myy growth rate of average earnings fell from 4.6% in June to 4.0% in July. On a three-month annualised basis, average earnings growth eased from 3.0% to 1.8%, its lowest rate since December 2023. Excluding bonuses, the 3myy rate fell from 5.4% to 5.1%. Other labour market indicators also point to a further loosening in the labour market. The 59,000 fall in the alternative PAYE measure of the number of employees in August marked the fourth fall in the past five months. And the 77,000 decline in the three months to August was the biggest drop since November 2020. Moreover, the number of workforce jobs fell by 28,000 in Q2. The downward trend in job vacancies continued too. The number of job vacancies fell from 872,000 in the three months to July to 857,000 in the three months to August. That leaves it 34% below its peak in May 2022, and just 5% above its pre-pandemic level. Nonetheless, the Bank of England is still more concerned about the inflationary influence of the labour market rather than the risk of a major slowdown in labour market activity. CPI inflation stayed at 2.2% in August, but services inflation rose from a two-year low of 5.2% in July to 5.6%, significantly above its long-run average of 3.5%. Food and Page 186 of 633
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19 fuel price inflation exerted some downward pressure on CPI inflation, but these were offset by the upward effects from rising furniture/household equipment inflation, recreation/culture inflation and a surprisingly large rise in airfares inflation from - 10.4% in July to +11.9% in August. As a result, core inflation crept back up from 3.3% to 3.6%. CPI inflation is also expected to rise in the coming months, potentially reaching 2.9% in November, before declining to around 2.0% by mid-2025. The Bank initiated its loosening cycle in August with a 25bps rate cut, lowering rates from 5.25% to 5.0%. In its September meeting, the Bank, resembling the ECB more than the Fed, opted to hold rates steady at 5.0%, signalling a preference for a more gradual approach to rate cuts. Notably, one Monetary Policy Committee (MPC) member (Swati Dhingra) voted for a consecutive 25bps cut, while four members swung back to voting to leave rates unchanged. That meant the slim 5-4 vote in favour of a cut in August shifted to a solid 8-1 vote in favour of no change. Looking at gilt movements in the first half of 2024/25, the 10-year gilt yield declined from 4.32% in May to 4.02% in August as the Bank’s August rate cut signalled the start of its loosening cycle. Following the decision to hold the Bank Rate at 5.0% in September, the market response was muted, with the 10-year yield rising by only 5bps after the announcement. This likely reflected the fact that money markets had priced in a 25% chance of a rate cut prior to the meeting. The yield had already increased by about 10bps in the days leading up to the meeting, driven in part by the Fed's "hawkish cut" on 18 September. There is a possibility that gilt yields will rise near-term as UK policymakers remain cautious due to persistent inflation concerns, before declining in the longer term as rates fall to 3.0%. MPC meetings: 9 May, 20 June, 1 August, 19 September 2024 On 9 May, the Bank of England’s Monetary Policy Committee (MPC) voted 7-2 to keep Bank Rate at 5.25%. This outcome was repeated on 20th June. However, by the time of the August meeting, there was a 5-4 vote in place for rates to be cut by 25bps to 5%. However, subsequent speeches from MPC members have supported Governor Bailey’s tone with its emphasis on “gradual” reductions over time. Markets thought there may be an outside chance of a further Bank Rate reduction in September, following the 50bps cut by the FOMC, but this came to nothing. Page 187 of 633
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20 Appendix 2: PWLB Borrowing Rates 1 April 2024 to 30 September 2024 The graphs and table below show the movement in PWLB certainty rates for the first six months of the year to date: PWLB certainty rates 1 April 2024 to 30th September 2024 1 Year 5 Year 10 Year 25 Year 50 Year 02/04/2024 5.39% 4.72% 4.80% 5.28% 5.07% 30/09/2024 4.95% 4.55% 4.79% 5.33% 5.13% Low 4.78% 4.31% 4.52% 5.08% 4.88% Low date 17/09/2024 17/09/2024 17/09/2024 17/09/2024 17/09/2024 High 5.61% 5.14% 5.18% 5.61% 5.40% High date 29/05/2024 01/05/2024 01/05/2024 01/05/2024 01/05/2024 Average 5.21% 4.76% 4.88% 5.35% 5.14% Spread 0.83% 0.83% 0.66% 0.53% 0.52% 4.00% 4.40% 4.80% 5.20% 5.60% 6.00% PWLB Rates 2.4.24 - 30.9.24 1 Year 5 Year 10 Year 25 Year 50 Year 50 year target % 3.00 3.40 3.80 4.20 4.60 5.00 5.40 5.80 6.20 6.60 7.00 PWLB Certainty Rate Variations 2.4.24 to 30.9.24 2-Apr-24 30-Sep-24 Average Page 188 of 633
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21 The current PWLB rates are set as margins over gilt yields as follows:- • PWLB Standard Rate is gilt plus 100 basis points (G+100bps) • PWLB Certainty Rate (GF) is gilt plus 80 basis points (G+80bps) • PWLB Local Infrastructure Rate is gilt plus 60 basis points (G+60bps) • PWLB Certainty Rate (HRA) is gilt plus 40bps (G+40bps) PWLB maturity certainty rates (gilts plus 80bps) year to date to 30 September 2024 Gilt yields and PWLB certainty rates were less volatile than at this time last year. Overall, the 10, 25 and 50-year part of the curve endured a little volatility but finished September very much as it started in April. Where there was some movement downwards, this came in the shorter part of the curve as markets positioned themselves for Bank Rate cuts in the second half of 2024 and into 2025, although the continued stickiness of inflation and the prevailing tight labour market is a concern for those looking for more sizeable falls ahead. At the beginning of April, the 5-year certainty rate was the cheapest part of the curve at 4.72% whilst the 25-year rate was relatively expensive at 5.28%. May saw yields at their highest across the whole curve. Conversely, 17 September saw the low point for the whole curve, with the 5-year certainty rate falling to 4.31% before rebounding to 4.55% by the end of the month. Similarly, the 50-year certainty rate fell to 4.88% but finished the month at 5.13%, slightly higher than at the start of April. At this juncture, PWLB rates are still forecast to fall back over the next two to three years as inflation dampens, although there is upside risk to the Bank Rate forecast at present. The CPI measure of inflation is expected to fall below 2% in the second half of 2025, however, and we forecast 50-year rates to stand at 4.20% by the end of September 2026. The major caveats are that there is considerable gilt issuance to be digested by the market over the next couple of years, and geo-political uncertainties – which are generally negative for inflation prospects – abound in Eastern Europe and the Middle East, in particular. Page 189 of 633
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22 Appendix 3: Bank Rate and SONIA Rates 1 April 2024 to 30 September 2024 The graphs and table below show the movement in Bank and SONIA rates for the first six months of the year to date: Creditworthiness: The UK’s sovereign rating has proven robust through the first half of 2024/25. Deposit Counterparty criteria: The current deposit counterparty criteria selection approved in the TMSS is meeting the requirement of the treasury management function. CDS prices: It is noted that sentiment in the current economic climate can easily shift, so it remains important to undertake continual monitoring of all aspects of risk and return in the current circumstances. 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 - 30.9.24 Bank Rate SONIA 1 mth 3 mth 6 mth 12 mth Bank Rate SONIA 1 mth 3 mth 6 mth 12 mth High 5.25 5.20 5.21 5.20 5.17 5.08 High Date 02/04/2024 03/05/2024 27/06/2024 17/04/2024 31/05/2024 30/05/2024 Low 5.00 4.95 4.90 4.79 4.58 4.17 Low Date 01/08/2024 01/08/2024 17/09/2024 17/09/2024 17/09/2024 17/09/2024 Average 5.17 5.12 5.11 5.06 4.96 4.75 Spread 0.25 0.25 0.31 0.41 0.58 0.91 Page 190 of 633
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23 Appendix 4: Approved Countries for Deposit as at 25 November 2024 AAA • Australia • Denmark • Germany • Netherlands • Norway • Singapore • Sweden • Switzerland AA+ • Canada • Finland • U.S.A. AA • Abu Dhabi (UAE) • Qatar AA- • Belgium • France • U.K. Page 191 of 633
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24 Appendix 5: Loans Fund Rate Comparison Scottish Local Authorities 2023/24 & 2022/23 2022/23 2023/24 Argyll & Bute 2.52% 0.91% Midlothian 2.41% 2.08% East Lothian 2.66% 2.80% Perth & Kinross 2.71% 2.80% Aberdeenshire 2.53% 2.87% Fife 3.54% 3.16% East Ayrshire 3.24% 3.39% Shetland 3.45% 3.45% Dumfries & Galloway 3.43% 3.72% Moray 3.54% 3.77% South Ayrshire 3.24% 3.77% Aberdeen City 3.51% 3.87% East Renfrewshire 3.34% 3.89% Glasgow City 3.68% 3.92% North Ayrshire 3.45% 4.02% Highland 3.49% 4.04% West Dunbartonshire 2.47% 4.05% West Lothian 3.65% 4.06% East Dunbartonshire 3.63% 4.14% Angus 4.03% 4.19% Edinburgh City 3.96% 4.29% North Lanarkshire 2.96% 4.45% Inverclyde 3.85% 4.46% Orkney 3.32% 4.48% Falkirk 3.66% 4.56% Stirling 4.18% 4.87% Loans Fund RateAuthority Page 192 of 633
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Midlothian Council Tuesday 17 December 2024 Item No 8.4 Community Learning and Development Partnership Plan 2024 to 2027 Report by Michelle Strong, Education Chief Operating Officer Report for Decision 1 Recommendations • Note the statutory duties of the education authority for planning and reporting. • Approve the progress report for 2021/24 and the plan for Midlothian for 2024/27. • Thank all those who have contributed to the successes 2021 to 2024. 2 Purpose of Report/Executive Summary This report presents the new CLD Partnership Plan for 2024 to 2027. 30 October 2024 Report Contact: Annette Lang Annette.Lang@midlothian.gov.uk Page 193 of 633
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3 Background Under the amended provisions of the Education Scotland Act 1980 Local Authorities are required to provide, facilitate and coordinate adequate and efficient Community Learning and Development Services. In addition we must comply with the Requirements for Community Learning and Development (Scotland) Regulations 2013 during the period of 2024 - 2027. The guidance builds on and does not replace previous guidance notes published in 2014, revised guidance published in 2017 and the CLD Plan Guidance note published in 2020, to support the creation and ongoing development of CLD plans. In addition, a national review of CLD has been published in July 2024. The new CLD plans should reflect the findings of this report. The recommendations of the national review are focused on 6 areas: • Leadership and Structures • Overarching Policy Narrative • Focus on Delivery • Budgets and Funding • Developing the Workforce and Standards • Demonstrating Impact The full report can be found at: https://www.gov.scot/publications/learning-life-report- independent-review-community-learning-development-cld/ The Midlothian CLD Plan It is recognised through external scrutiny that Midlothian’s CLD sector has strong leadership, shared endeavour and has life changing, and sometimes lifesaving, impacts across all sectors of youth work, adult learning and community development. The Midlothian CLD Plan for 2024 to 2027 sets out progress and achievements made during 2021 to 2024. The plan is based on self-evaluation and consultation with stakeholders. Timelines and impact measures are detailed throughout the plan. The full CLD Plan is attached in Appendix B, the integrated impact assessment is contained in Appendix C 4 Next Steps The CLD Plan requires to be approved by Midlothian Council and the Community Planning Partnership Board. Once endorsed, progress is then monitored and scrutinised through the Community Planning Partnership. CLD Plans must be published, submitted to Education Scotland and are used during external scrutiny reviews. Page 194 of 633
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5 Report Implications (Resource, Digital and Risk) 5.1 Resource Resource implications have been considered and identified during the development of the CLD Plan. 5.2 Digital CLD activity actively supports digital inclusion and supports those most vulnerable to exclusion from accessing services and being digitally connected. 5.3 Risk This report seeks to ensure that the Council and partners have strategic plans in place for future service delivery. Chief officers and strategic partners will on an ongoing basis, assess risk exposures to the successful achievement of priorities. 5.4 Ensuring Equalities (if required a separate IIA must be completed) A separate IIA details the positive impacts of the plan on those from protected characteristic groups and is available online. 5.5 Additional Report Implications (See Appendix A) Not applicable. Appendices Appendix A – Additional Report Implications Appendix B - The Midlothian CLD Plan Page 195 of 633
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Not applicable. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value There is a clear focus in the CLD Plan about delivering best value, maximising resources and attracting external funding to deliver CLD activity. A.5 Involving Communities and Other Stakeholders There has been widespread consultation with over a thousand responses initially, then a further consultation on the draft plan. A.6 Impact on Performance and Outcomes Excellent progress has been secured over the last 3 years as set out in the report and robust performance management arrangements are in place for the new CLD Plan for 2024 to 2027. A.7 Adopting a Preventative Approach There is a clear focus on prevention in relation to the CLD plan which reflects both the national guidance and CLD national review and highlights the unique contribution CLD activity makes to preventative approaches. The external inspection validated the significant impact CLD has in delivering using a preventative approach. Page 196 of 633
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A.8 Supporting Sustainable Development There is a clear focus on climate change and sustainable development as a core theme in the Midlothian CLD Plan and it also clear reflects the priorities within the Single Midlothian Plan. Page 197 of 633
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1 Midlothian Community Learning and Development Strategy 2024 – 2027 • Youth Work • Adult Learning • Community Development • Employability Page 198 of 633
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2 Our Community Learning and Development Strategy for Midlothian at a Glance 2024 to 2027 Our main work is to build skills for learning life and work through youth work, adult learning, community development and employability in Midlothian. Our Shared CLD Partnership Endeavor will: • Sustain and expand the range of people engaged in CLD activity. • Reduce poverty through CLD activities and projects. • Increase social interaction, health and wellbeing through CLD activity. • Further develop pathways for learning, personal development & employment, including self- employment. • Enhance living well in our communities including digital resilience. • Expand our climate change actions and outdoor spaces CLD offer. • Enhance our CLD workforce and volunteer’s skills. Clear guidance is provided to all Local Authorities and Partners on the national policy context for Community Learning and Development CLD which we must meet in order to comply with the requirements. These are contained in the Community Learning and Development Guidance for 2024 to 2027. Page 199 of 633
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3 page 4 page 5 page 7 page 8 page 9 page 10 page 14 page 15 page 16 page 17 page 19 page 21 page 23 page 24 page 25 Index Introduction Document Aide Community Planning Structure The Midlothian Compact National and Regional Drivers CLD consists of adult learning, family learning, youth work and community development CLD Inclusive Practices and Removal of Barriers to Participation Skilled CLD Workforce What we know about Midlothian Our CLD achievements over the last 3 years 2021 to 2024 What people and stakeholders said they wanted – CLD consultation results Unmet Needs, opportunities and challenges Midlothian CLD Collective Evaluations and Improvement Planning Measuring Success CLD Shared Endeavour Action Plan Appendix – A Guide to CLD Terminology page 43 Page 200 of 633
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4 Introduction by Councillor Kelly Parry, Chair, Community Planning Board and Dr Lesley Kelly, Chair, Community Planning Working Group We are delighted to introduce the second Midlothian Community Learning and Development Partnership Strategy and Action Plan for 2024-2027. It sets out the priorities for community learning and development in Midlothian, reflecting the Single Midlothian Plan and the Community Planning Partnership. Community Learning and Development (CLD) enables people to identify their individual and collective goals, engage in learning, and take action to bring about change for themselves and their communities. This plan includes various activities and reflects partners' work who deliver youth work, adult learning and community development covering both public and third sector settings. Over the last three years, there has been outstanding progress made in implementing the actions and targets from the CLD Plan 2021 to 2024. Twenty-three action areas were completed, with ten being pursued further in 2024. There were no areas marked as red or incomplete. There were some fantastic achievements through dedicated projects like Soup to Go, Shaping Places in Central Dalkeith and Woodburn, Trusted Partners Cash First, Volunteer Midlothian Conversation Café, employer fairs, Foundation Apprenticeships, National Progress Awards including digital, reducing poverty work and through a variety of mental health and wellbeing courses. The outdoors featured strongly with the family learning Royal Caledonian Horticultural Society Grow and Learn Awards (GLIN), Croft Street Garden and outdoor learning focused volunteering. We are particularly delighted with our progress on CLLE-supported Duke of Edinburgh achievements and the support given by CLLE to young people with additional support needs to achieve their Gold Award and attend the formal presentations at Holyrood in June 2024. Considering the national CLD review, it is vital to recognise in this plan the need for equity of funding for CLD activity and further strengthening of CLD's identity locally and nationally. It is also essential to recognise that, as the national review states, CLD impacts are life-changing and sometimes lifesaving. The plan emphasises how we will respond to the current challenges and build on the developments over the last few years in learning, volunteering, and community development. Through the work of local CLD practitioners, we will support our communities to thrive and our young and old learners to develop the skills they need to navigate our changing world. We thank all the partners who contributed to the development of this plan. We hope you will enjoy reading it. Cllr Kelly Parry Chair, Community Planning Board/Leader of Midlothian Council Dr Lesley Kelly Chief Officer Third Sector Interface/Chair Community Planning Working Group Page 201 of 633
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5 Document Aide Several acronyms, abbreviations, and terms unique to the field of community learning and development are used in this document. Some key agencies and partnerships link to this area of work, which can be challenging to understand. Below is a quick guide to assist you with this: • The Single Midlothian Plan or Local Outcome Improvement Plan (LOIP) is the statutory plan that the Council and its partners must produce due to statutory legislation. It governs our work. • Community Planning, sometimes called the Midlothian Community Planning Partnership, is a group of local agencies and community representatives who work together to benefit their communities. This is a statutory requirement of the Community Empowerment Act 2015. They have themes within the plan and sub-groups to implement the agreed improvement actions. CPWG is the short title for the operational group in Community Planning and stands for the Community Planning Working Group. Dr Lesley Kelly is the chair of this group. The strategic community planning group is the Community Planning Board, which scrutinises the work and performance of the partnership, Cllr Kelly Parry chairs this group. • Community Learning and Development (CLD) is a term that can be used in several ways. It can describe a professional group of qualified staff with a degree in CLD or those working to a set of values and principles that guide it. • TSI stands for Third Sector Interface, a partnership between Midlothian Voluntary Action (MVA), Volunteer Midlothian (VM), and the Social Enterprise Alliance Midlothian (SEAM). • Economic Development in Midlothian Council lead on Community Wealth Building which includes supporting social enterprises and community interest companies (CIC’s). • CLLE is the Communities, Lifelong Learning and Employability Service, part of Midlothian Council. It delivers youth work, adult and family learning, community capacity building and employability. • Public Health in Midlothian is part of the Health and Social Care Partnership and works to address health inequalities and support health within communities. • Third Sector is a collective term that describes community groups, social enterprises, and voluntary groups that deliver services. Some have paid staff, but most have a Board of Directors or Management Committee. • Community capacity building or community development is when community groups are supported to develop, secure resources and take collective action on issues or improve their community. • Positive Destinations is a term used to describe young people who secure work, training or employment. This strategy and action plan sets out how we will: • Support the development of staff and volunteers through excellent training and personal development opportunities. • Support services and community groups to become more able to meet the changing needs of Midlothian’s growing population. • Gather more views to influence the CLD partnership offer for future Page 202 of 633
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6 years. • Increase the number of people who can take part by removing barriers to participation. • Increase digital participation. • Promote a strong focus on prevention, early intervention and reducing inequalities. • Improve opportunities for good health and well-being through joint work, grant funding, and the use of outdoor spaces. • Provide a mixed learning offer - online, blended and face-to-face. • Support young people, adults and families in improving their life chances by developing skills for learning, life, and work. • Enhance our shared partnership endeavour by embedding the Compact Track values in our work. • Assist communities in meeting local needs and developing their capacity, including the effective use of volunteers. • Increase the voice of learners and citizens to influence improvement in learning and development in our community. • Make innovative use of outdoor spaces. • Support communities in recovering from Covid-19, with a focus on health and wellbeing. • Promote equality, diversity, and inclusion in community learning, address barriers, and support sustainable community development. • Produce a communication plan to support implementation, provide community feedback, and celebrate success. • The work of this plan is reported to Midlothian Council and the Community Planning Partnership through the Local Employability Partnership (LEP) Plus group which reports to the thematic subgroup Midlothian will Support Residents to Improve Employability and Outcomes for Communities (MIEOC), although there is relevance to the other community planning themes. By undertaking these actions together, we will continue to make: Midlothian A Great Green Place to Grow Page 203 of 633
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7 Midlothian Community Planning Partnership Structure Community Learning and Development reports to the Midlothian will support residents to improve employability and outcomes in our community (MIEOC) thematic group of Community Planning in Midlothian. Page 204 of 633
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8 Midlothian Compact and Midlothian Council Volunteer Policy Midlothian Council and the Third Sector Interface (TSI) have a Compact agreement which embraces a shared set of values, summarised as ‘TRACK’: Togetherness: The sectors will work together to design and deliver services for the people of Midlothian. Public sector decisions affecting the operation and resourcing of third-sector organisations will only be made with engagement with the sector. Similarly, funding bids by third-sector partners that affect the operation/ resourcing of public services will only be made with engagement with the relevant public-sector partners. Respect: We will offer each other mutual respect and parity of esteem, valuing the knowledge, skills, and constraints within both sectors at all levels. Accountability: we will collaborate with each other openly and with mutual accountability. Creativity: we will seek creative approaches to opportunities and challenges. Kindness: we are committed to putting kind, socially inclusive interactions at the heart of all our work, trusting our partners to make meaningful connections, creating space for partners to come together, and addressing people’s needs holistically. Midlothian Council has a Volunteering Policy which is endorsed by the Midlothian Third Sector Interface (TSI). This too has directly informed the CLD Plan. Page 205 of 633
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9 National and Regional Policy Drivers Within the Midlothian CLD Plan we need to ensure we are considering how we reflect and link at a local level on national policy. These include: • Learning for All CLD National Review • Raising Attainment • New Scots Refugee Integration Strategy • ESOL (English for Speakers of Other Languages) • Curriculum for Excellence • Community Empowerment • Family Learning • Employability and Skills • Mental Health Support • Developing the Young Workforce • UNCRC • Youth Participation • Tackling Child Poverty • Getting it Right for Every Child • Keeping the Promise • Volunteering • Learning for sustainability • South East of Scotland City Deal Page 206 of 633
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10 Community Learning and Development consists of adult and family learning, youth work and community development. Adult Learning Adult learning is based on three core principles. That it should be: • lifelong - beginning in the early years and covering the whole age span of post-compulsory education; • life-wide - covering all aspects of life, personal, work, family and community; and • learner-centred - the educational process builds around the interests and motives of the learner. It focuses on those most excluded and experiencing disadvantage, ensuring accessible opportunities to learn throughout life. It is often the first step back into education and employment and responds to learners’ goals and aspirations, recognising that adults bring skills, experiences and assets to build on. Community-based adult learning is unique as it is voluntary and delivered with and for adults in their communities, usually free of charge. Adult learning is vital to support people to upskill for employability, learn new skills and develop existing ones, keep people active and engaged in learning and their communities, reduce social isolation, and improve mental health. In Midlothian, Communities, Lifelong Learning and Employability (CLLE) deliver a paid programme of adult learning as well as a free community-based programme which includes support for literacy and numeracy and English for Speakers of Other Languages (ESOL). Other providers include Development Trusts, third-sector organisations, colleges and universities. In addition, partners in economic development offer online webinar seminars for residents and those setting up businesses. As a Partnership, we recognise that community-based adult learning improves much more than educational outcomes for those participating. Learning that starts in the community contributes to a range of positive outcomes for the learner, their family and their wider community. “Offer more Highers and National 5 qualifications in the community.” Page 207 of 633
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11 Family Learning Family Learning sits alongside other approaches that concern parents and children’s learning. These definitions differ slightly from family learning and include parental engagement, parental involvement, and learning at home. The key features of family learning are: • Family members learn together as and within a family, focusing on intergenerational learning. • It involves two or more people related by kinship or similar roles. This includes stepparents, carers and extended families. • Learning can be formal, non-formal or informal. • Learning may be intentional, where the activity is primarily about learning, or it may be a by-product of other activities, and not even be recognised as learning. Family learning approaches and programmes provide opportunities for cross-cutting support in themes such as literacy, numeracy, Science, Technology, Engineering and Maths (STEM), English for speakers of other languages (ESOL), closing the poverty and attainment gap, parental engagement, and health and well-being. Family learning recognises the importance of parents and carers being fully engaged and equal partners in their child’s learning. Partnerships with parents and carers are essential in planning family learning opportunities. This partnership will take different forms across early years, primary, secondary, and community-based learning programmes but is consistently vital to effective family learning. Midlothian’s Family Learning Strategy and related plan recognises the current challenges families face and articulates our vision of how family learning will support Midlothian’s aspiration to be ‘A Great Green Place to Grow.’ Page 208 of 633
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12 Youth Work Youth work promotes values of inclusion, mutual respect, equality and the involvement of young people in decision- making. It is an informal education practice that supports young people’s social, emotional and educational development. It aims to build skills for learning, life and work whilst creating a sense of belonging and the power to influence improved outcomes in communities. This allows young people to develop their voice, influence their place in society, and reach their full potential. There are three fundamental principles: • Young people choose to participate. • Youth work must be built from where young people are. • Youth work recognises the young person as partners in a learning process. In Midlothian, youth work occurs in various settings including youth clubs and centres, voluntary and uniformed organisations, drug/alcohol and sexual health settings, outdoor education, outreach programmes, and detached street work. The Community Planning Partnership (CPP) aims to involve young people in decisions on public services that affect them, committing organisations to work together for better, safer communities. Midlothian Youth Platform (MYP) is a youth-led charity for young people aged 12 -25 to connect the processes of policymaking and development with young people. MYP aims to be an independent and youth-led organisation free from influence, where young people can give their views to policymakers without hindrance, fear, or barriers. Young people in Midlothian also have an opportunity to stand for election to the Scottish Youth Parliament (SYP). This is a national democratically elected body representing the views of young people who feed into Scottish Government policy and decision making and conduct campaigns for things that matter to young people. Elections follow the same process as Scottish Government with young people being voted in as representatives for a period of two years to represent the views of young people in Midlothian. "Youth work should be open access, free and held in venues accessible to young people.” Page 209 of 633
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13 Community Development “Community development supports communities of place and identity to use their assets to improve the quality of community life and helps communities and public agencies work together to improve services and decisions.” (SCDC) The Community Empowerment (Scotland) Act 2015 supports this by aiming to: • Change the balance of power between communities and the public sector. • Introduce more rights for community bodies. • Strengthen community voices in the decisions that matter to them. • Encourage partnership between service providers and communities with a focus on achieving outcomes and tackling inequalities. • Enable communities to make requests not just to local authorities but to a wide-ranging list of public bodies for any land or buildings they feel they could use in a better way to deliver services and benefits. In Midlothian, the CPP collaborates with local communities to build solid and cohesive places where people feel a sense of pride and belonging and can create networks to support each other. The CPP wants individuals of all ages in communities of geography and interest to shape the future direction of all services in Midlothian by giving them a voice and influence to ensure that services meet their needs and aspirations. Much of this support is provided by the TSI and CLLE to the third sector, community groups and Community Councils. In addition, local development planning guidance highlights local place plans as a tool to enable this. A local place plan (LPP) is a proposal by a community body about the development and use of land. They aim to improve people’s engagement and involvement in the planning system and help communities to change their local area by influencing development planning. Local communities can contribute to improving their “place,” agree on priorities, and act (often working with others) to make change happen. LPPs have been designed by a number of communities in Midlothian. In addition, social enterprise is a vehicle to deliver gaps in services by empowering communities to take ownership, thus developing individual and collective skills. “More recognition of the impact community development has and celebrate this together!” Page 210 of 633
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14 CLD Inclusive Practices and Removal of Barriers to Participation: Inclusive Learning Environments: Promoting equality and diversity is a shared responsibility that ensures all community members have access to learning opportunities regardless of their background. This inclusivity, fostered by community leaders, policymakers, and educators, creates a more supportive and welcoming environment, encouraging broader participation and engagement in community learning programmes. Addressing Barriers to Participation: Community learning strategies can identify and address barriers that prevent marginalised groups from accessing educational resources by prioritising equality and diversity. This leads to more equitable outcomes and empowers all individuals to reach their full potential. Enhancing Cultural Awareness and Competency: Emphasising diversity in community learning initiatives helps participants develop cultural awareness and competency. This enriches the learning experience and fosters mutual respect and understanding within the community, strengthening social cohesion. Promoting Social Justice: Integrating equality and diversity into community learning and development strategies ensures that programmes are aligned with broader social justice goals. This focus helps to reduce disparities and promotes fairness, and by participating in community learning programmes, individuals are actively contributing to a more just and equitable society. Sustainable Community Development: A commitment to equality and diversity supports sustainable community development by ensuring that all voices are heard and valued in decision-making. This inclusive approach makes more resilient communities equipped to meet their members’ diverse needs. Interested in using your strength to influence equalities work? Yes, then please contact our CLLE Equalities Engagement Officer by emailing. CLL@midlothian.gov.uk "Equality and Diversity training for the community groups and community councils we work with." Page 211 of 633
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15 Skilled CLD Workforce including Volunteers. Learning and development providers must demonstrate continuing professional development of volunteers, sessional, part-time or full-time paid staff. Midlothian Council’s Communities Lifelong Learning and Employability (CLLE) service and the Third Sector Interface (TSI) offer a co-ordinated annual training programme for staff and volunteers. The Southeast & Central Consortium (SE&CC) also provides Continuing Professional Development (CPD) opportunities. In addition, the further education sector has supported workforce skill development through various means, including co-delivery of HNC Working with Communities and launching new skill-boosting courses like health and social care and childcare. A recent survey of the CLD workforce highlighted key areas for staff, volunteer and organisational development support as highlighted below. Format for delivery of CLLE Staff Training CLLE Midlothian Council Staff Training Needs: 47% 31% 3% 17% 2% CLLE STAFF'S PREFERRED LEARNING STYLE In person Online Mentorship Self Directed Leanring Online Other Page 212 of 633
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16 What do we know about Midlothian? (Midlothian Profile, NOMIS and ONS.) EMPLOYMENT AND EDUCATION In 2023, Midlothian had an employment rate of 85.3%, higher than Great Britain's (GB) average of 76.8%. Midlothian has an unemployment rate of 2.1% compared to 3.4% at a UK-wide level. 36.3% of Midlothian residents are on long-term sickness benefits in Midlothian, which is higher than the Scottish average of 32.7% and the UK average of 27.3%. Earnings - If you live in Midlothian, you earn a similar amount to the Scottish average. If you work in Midlothian, you are paid less per hour. On average, men earn £16.26 per hour (Midlothian) compared to £18.24 (Scotland), and women earn £14.14 per hour (Midlothian) compared to £17.93 (Scotland). Businesses There are 2,700 active businesses in Midlothian. Qualifications: 5.5% of the Midlothian population has no qualifications, less than the UK average of 6.6%. 60.4% of the Midlothian population has Level 3 or higher qualifications, 7.8% lower than the UK average. Apprenticeships: in 2023/24, 578 apprenticeships started in Midlothian, and 465 were completed. In Scotland, an average of 682 apprenticeships started, and 567 were achieved (per 100,000). 94.0% of 16- to 19-year-olds participated in work, education or training in 2024. MIDLOTHIAN’S HEALTH. Midlothian's average ‘healthy life expectancy’ is 63.7 years (females) and 58.6 years (males). The UK rates are 62.6 years and 61.9 years, respectively. (Healthy life expectancy is the average number of years that a person can expect to live in full health by considering years lived in less than full health due to disease or injury). 11.9% state they currently smoke cigarettes in Midlothian, which is lower than the UK average of 12.4%. There is no data for vaping. Self-reported ‘well-being’ figures (out of 10) show ‘Anxiety’ scores are lower than the UK average at 2.7% (Midlothian) compared to 3.3% (UK). ‘Feeling Worthwhile’ is 7.8%, in line with the UK average of 7.9%. ‘Happiness’ is the same at 7.4%, and ‘Life Satisfaction’ is also identical at 7.5%. DIGITAL CONNECTIVITY (2024) In Midlothian, 79.0% of premises have Gigabit-capable broadband, 7.8% below the UK figures. 4G coverage is 97.5% compared to 100% in the UK. 5G coverage is 72.9% compared to the UK’s 84.6%. Page 213 of 633
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17 Community Learning and Development Partnership Achievements over the last three years A total of 15,769 learners have engaged with Midlothian Council, Communities, Lifelong Learning and Employability Service (CLLE). A total of 6,049 qualifications have been secured by learners engaging with Midlothian Council, CLLE Service. 898 new young people have undertaken CLLE Duke of Edinburgh Groups, with 490 qualifications being achieved in this period. Midlothian Council CLLE has offered a total of 495 day and evening courses, 80 of which are accredited. In addition, 1,263 adults have attended CLLE paid-for adult learning classes over the last three years. A total of 4,172 adults and families have attended CLLE free community projects for families. A total of 15,125 young people have participated in our youth work positive destination projects through CLLE, 245 of whom were supported with their learning and qualifications through Croft Street Hub and 1,056 at our Loanhead Vocational Learning Centre. Volunteer Midlothian delivered over 500 Transform supported and supervised volunteering sessions for 15 to 25 year olds, with 119 young people regularly volunteering with this project. 35 young people secured an SQA in Volunteering. Over the last three years, 2,436 people have received one- to-one support from CLLE staff to build their skills for learning, life, and work. A total of 583 people benefited from English for Speakers of Other Languages (ESOL) provision delivered through CLLE. Page 214 of 633
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18 CLLE has supported a total of 214 community groups, with 696 activities recorded. As a partnership, we exceeded our target for the number of people from Midlothian of all ages accessing college. For Edinburgh College this was 3,773 in 21/22 and 4,566 in 22/23. 73 Midlothian residents enrolled at Newbattle Abbey College 22/23. External funding and partnership work have secured over £6.5 million of funding. This is likely be more, however recording all the funding brought into Midlothian is difficult. Connect Online, operated by Volunteer Midlothian, worked with over 242 learners and 30 volunteers. CLLE ran four digital skills courses per year, and the Midlothian Digital steering group has produced an improvement action plan to reduce digital exclusion. As a CLD partnership, we have delivered over 38 staff and volunteer training opportunities over the last three years through the TSI and Midlothian Council. We have a legislative duty to ensure a skilled and confident workforce, including volunteers. This also includes over 50 people completing either the PDA in Youth Work, Introduction to Youth Work, NHC working with communities or, for some, the CLD Degree or postgraduate qualifications. Over the last 3 years more than 700 young volunteers from Midlothian registered for Saltire Awards with well over 600 Saltire Awards achieved, totalling more than 26,000 hours of volunteering. 24 Saltire Summit nominations have been made. . Page 215 of 633
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19 Summary of what people have told us our youth work, adult learning, community development and employability should focus on over the next three years. All aspects of CLD work should be about providing learning and community opportunities to reduce poverty and build skills for learning, life and work. CLD providers should provide opportunities to learn about and gain qualifications in green issues, jobs and climate change. Specifically, carbon footprint, forestry courses, mend, lend, reuse, share, borrow schemes and community clear ups. CLD providers should enhance pathways for learning, personal development and employment opportunities for all ages. They should offer things like CV support, job searching, interview preparation, mental health support, core skills, driving courses and specific occupational qualifications. They should also think about job sector specific courses, lab skills, social care, retail, finance and digital. CLD providers should provide learning based in the community to increase digital skills and improve community resilience. On topics like cyber security, spot fraudsters, digital safety, impact of social media, accessing digital services like banks, home appliances repairs, smart phone use, paid items like word and safety package deals and promote podcasts and blogs. CLD should provide courses and projects focusing on social interactions, health and wellbeing which encourage social interaction, intergenerational skill sharing, decrease anxiety, build resilience and have creches. Create projects like tournaments, healthy living and target key groups older people, people new to Midlothian, new parents and those with additional support needs but keep opportunities universal. Don’t target everything, remember those just coping. Young people want activity-based youth work, then a focus on building skills and knowledge through a curriculum they set. It should also include the option to gain qualifications. Should be held on Friday afternoons, early evenings generally 5pm to 8.30pm and lunch breaks. CLD providers could support apprenticeships and build financial, computer and digital, cooking, health and volunteering skills. Offer shorter opportunities, it’s hard to commit to 8 to 10-week courses, offer 4 weeks and other options, mix it up more. Don’t put all courses in hubs, spread the offer out to smaller communities as it’s too hard to travel. Page 216 of 633
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20 CLD should provide opportunities for all ages to learn about STEM, Children’s Rights, outdoor learning, land-based learning, food growing, farming, citizenship and anti-racism practices. CLD providers should promote all activities through social media, word of mouth, community notice boards, online web pages, leaflets, community groups and through newspapers. We should also advertise where there is free wifi. Stakeholders told us we should consider offering courses on get the best out of your money, making food go further, financial literacy, best deals, know your rights, fuel insecurities, practical cooking, low-cost activities sessions and courses to help people complete online forms. 14% of stakeholders wished to contribute to the CLD Plan by having a specific action and 48% would offer a case study as indicated in the stakeholder’s survey. Stakeholders also told us they would like training on what different parts of the council do, supporting volunteers, dealing with difficult people and situations, understanding addiction, videos for volunteers on General Data Protection Regulations (GDPR), health and safety, helping young people reduce their anxiety, looking after yourself to prevent burn out and on neurodiversity. Stakeholders told us to create welcoming places for people to meet appealing to different age groups, abilities and backgrounds; offer more qualifications in courses like music; create intergenerational opportunities, healthy living and climate action groups. "Encourage climate change to be considered as part of the planning of all activities!” Page 217 of 633
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21 Unmet Needs, Opportunities and Challenges Going Forward In Midlothian, resources for CLD have been reducing whilst the population has been increasing significantly. Many of these challenges will continue over the next three years with CLD resources likely to decrease further despite the recommendations made in the Independent Review of Community Learning and Development (Learning: For All. For Life 2024). One of the recommendations of the national report is to ask Scottish Government to identify and re-allocate funding to CLD to ensure equity across learning sectors. Local people and partners have identified the following areas where needs may not be met over the course of this Plan: • Financial grants and staffing have reduced within the CLD sector over the last 3 years. Strategic and operational planning for CLD will be difficult as further reductions are expected due to the current funding crisis at all levels. The reliance on short term funding and being asked to return funding mid-term is contributing to this challenge. • Third sector grants from Midlothian Council are under review and any further reductions pose a significant risk to service delivery. • CLLE resources have reduced over the last 3 years, resulting in less core staff and a focus on targeted work with less universal learning opportunities for both young people and adults. Further reductions will have a significant impact on delivery. • A small number of professionals are available to support community development with communities and groups, leading to staff having to prioritise work and not cover all identified needs and demands. • A lack of suitably qualified adult learning tutors who can teach qualifications up to Higher level continues to impact on the number and range of accredited courses delivered locally. This includes adult literacy and numeracy and ESOL. • The population of Midlothian is increasing rapidly with no increasing resources to match the growth. With a growing and changing demographic, we need to reach out to new and emerging communities such as new housing developments and New Scots to ensure services are accessible to all. • The Locality Improvement Plan pilot for Central Dalkeith and Woodburn needs to be rolled out to 5 other areas with no additional resources to support this. • Free, accessible, local opportunities with pathways for learners to build skills and gain qualifications is challenging with reduced staffing, lack of available delivery spaces and financial pressures. The lack of free childcare (creches) to support parents/carers to participate is reducing accessibility. • Isolation and mental health needs are critical challenges for all age groups. Our services need to be adapted to meet these needs and be trauma informed. • Sustaining social peer support groups run by volunteers and community activists is challenging due to the age of existing volunteers. New volunteers need to be recruited and retained. Page 218 of 633
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22 • Demand for volunteering opportunities for young people and work experience placements have increased but there are challenges in securing appropriate opportunities. • There is an increasing awareness of the needs of learners and staff with neurodiversity. We need to increase training and learning opportunities which meet these needs. • An increasing number of young people with additional support needs require support to transition from one service to another and into a positive destination. • There is increasing demand for English for Speakers of Other Languages (ESOL) courses, including specific focused groups on employability, single sex and specific age groups. • Some households still do not have access, or can’t afford to operate, digital devices and internet connectivity. National funding to provide these is reducing or has stopped and this has an impact on our most marginalised and excluded residents. Page 219 of 633
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23 Midlothian CLD Collective Evaluation and Improvement Planning In March 2024, Education Scotland inspected Midlothian’s Community Learning and Development provision. The findings of their visit were incredibly positive. However, one area where they identified room for improvement was around collective evaluation: ‘There is not yet shared ownership of all CLD priorities or a consistent understanding of how all key stakeholders contribute fully to the CLD Plan. Whilst the close alignment between the CLD Plan and the Single Midlothian Plan is a strength, a few key stakeholders do not fully recognise how they contribute to progressing CLD Plan priorities. Joint self-evaluation is not yet systematic across collaborative work with all relevant partners, such as the health service. Senior leaders should review current self-evaluation arrangements to ensure that all key partners' collective impacts and information help inform and influence strategic decision- making more fully.’ It was agreed that the Midlothian Council CLLE team would work with the TSI to examine how we could improve in this area. We commissioned an Evaluation Support Scotland (ESS) support session to start the process. ESS works with third- sector organisations and funders to help them measure and explain their impact—the session aimed to unpick the idea of ‘CLD collective evaluation’ by developing a logic model. The session was beneficial and identified the following issues: The meaning of ‘collective evaluation’ was discussed. Characteristics mentioned included: • Having shared outcomes across a range of CLD activities and services • Having shared processes for evaluating those outcomes It was recognised, however, that there are several challenges associated with collective evaluation: • There is a diverse range of outcomes associated with CLD activities. How can this be coherently evaluated on a collective basis? • Community partners are similarly diverse with differences in capacity, experience levels, and challenges, to name just a few! • Community partners are busy, time is limited, and resources are stretched. Will ‘collective evaluation’ be seen as an additional task or complication? After some discussion, the following approach was suggested: • It was decided that focusing on a specific CLD activity area would help test collective evaluation. • After some consideration, the group chose volunteering as a suitable activity for this exercise. A logic model and evaluation plan for the collective evaluation of volunteering will be developed. Page 220 of 633
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24 Our strong foundations to measuring success together and improving quality – “A CLD Shared Endeavour!” 1. We will ensure that we have a numerical target against almost all the outcomes and actions in the action plan below. 2. We will ensure that Education Scotland (HMIe) improvement actions from the CLD Partnership Progress Visit are incorporated into this plan. 3. We will pilot a shared area for self-evaluation each year. 4. We will pilot new ways of gathering statistics and successes from different agencies and sectors to improve shared reporting rather than single agency reporting where possible. 5. We will produce an annual CLD report using a statistics and impact stories approach. 6. The annual CLD Report will be scrutinised by the Local Employability Partnership Plus, the new CLD Partnership Plus Thematic Group, and the Community Planning Working Group, and a copy will be provided to the Community Planning Board and to Midlothian Council. 7. The new CLD Partnership Plus thematic group will review and assess six monthly progress on the CLD plan, grading progress as red, amber, or green. 8. As a partnership, we will communicate our successes and challenges clearly to stakeholders and communities. Page 221 of 633
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25 Community Learning and Development (CLD) A Shared Endeavour Action Plan Sustaining and expanding the number and range of local people engaging in CLD activities by creating a stronger identity for CLD. (Based on the CLD National Review Recommendation 2024) Priority Area/Link to SMP Outcome Action/Task Performance Indicator Lead and Key Partners Timescale Midlothian will support residents to improve employability and outcomes in Communitie s. (MIEOC) Create a clear identify for CLD work including employability Rename the MIEOC thematic CPP group to Midlothian will provide CLD activities through partnership working (CLD Partnership Plus) All related aspects are rebranded to CLD partnership plus A communication plan for the CLD partnership activity produced and implemented targeting key groups including protected characteristic groups, geographic priority areas and armed forces including serving, reservists and veterans and their families. Community Planning Working Group/CPP Board 2024 to 2025 2024 to 2027 MIEOC/CLD Partnership Plus CLLE will sustain and expand levels of engagement with local people CLLE will actively work in partnership to promote activities and reach new learners and community groups Engagements 6,000 Home Visits 550 Opportunities offered 500 Learners from 20% SIMD 380 Learners from 40% SIMD 2,000 Qualifications achieved 2,500 Satisfaction Levels 98% Key Skills Secured 90% One to One Support 700 Community Groups engaged with 55 Participants in paid for adult learning 500+ CLLE 2024 to 2025 Page 222 of 633
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26 MIEOC/CLD partnership plus Reflect better the breadth, quality, volume and impact of CLD work taking place in Midlothian Pilot joint tracking and contributions to the national CLD key performance indicators Review individual learning plans Create partnership self-evaluation 12 national key performance indicators have partnership contributions secured Individual learning plan template reviewed and co-produced One joint self-evaluation piloted per year CLD Partnership Plus 2024 to 2027 MIEOC/CLD partnership plus and LEP Plus Young People are involved, supported and build skills for learning, life and work Guaranteed youth work universal offer each week in each school cluster consisting of transitional youth club, open youth club, CLLE D of E and street work One bespoke youth work offer in each cluster to prioritised young people e.g. boys to men, glitter group, dungeons and dragons, art/cooking groups, care experienced and young carers. CLLE will engage with 3,300 (24/25 and sustain for three years) young people through youth work and employability CLLE Officer Youth/LEP Plus 2024 to 2027 Page 223 of 633
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27 Ensure a flexible NOLB offer to young people to secure positive destinations Youth participation is supported by CLLE through the youth platform and MYP/SYP. Participation measure baseline 94.0% (progressive target (94.5% (24 & 25), (95% (26 & 27) 12/15 young people supported per year One youth influence event supported per year for example Community Planning Hackathon Annual youth work survey to influence the development of the youth work offer CLLE Officer Youth/LEP Plus CLLE Staff 2024 to 2027 2024 to 2027 MIEOC/CLD partnership Plus and LEP Plus Young People are involved, supported and build skills for learning, life and work. Youth Volunteering is supported through the Transform Project 32 young people will engage in Transform, supported & supervised volunteering activities per year. 75 Transform sessions will be delivered per year TSI (Volunteer Midlothian) (funding dependent) 2024 to 2027 Page 224 of 633
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28 CLD and Partners’ Contribution to Reducing Poverty (Based on the CLD National review recommendation for the potential for CLD activity to reduce poverty) Priority Area/Link to SMP Outcome Action/Task Performanc e Indicator Key partners Timescale MIEOC/CLD Partnership Plus and Reducing Poverty thematic groups Reduce child poverty through partnership working Sustain an accessible cash first support for local people Volunteers have opportunities to volunteer in projects to reduce poverty Midlothian Council, CLLE and Public Health NHS Lothian produce the child poverty action plan annually and report impact. Pilot a shared approach to food and pantries in Midlothian with central storage. Work with the Cost-of- Living Task Force (COLTF) to secure funding and support trusted partners to operate cash first in local communities. Volunteer Midlothian promotes anti-poverty volunteering opportunities No of actions on target from the child poverty plan. Number of project Milestones achieved. 16 partners supported and tracking of quantitative supports. No. of organisations with anti-poverty volunteering opportunities Education/CLLE & Public Health NHS Lothian COLTF, CLLE and local pantries COLTF/CLLE/16 trusted partners Volunteer Midlothian 2024 to 2027 2024 to 2025 2024 to 2027 2024 to 2027 Page 225 of 633
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29 Young People have access to free food Poverty approaches are better informed and influenced by lived experience Explore with Food Facts Friends evening access for young people to the food pantry and associated youth work activities, with the right supports available. Surestart, Midlothian Council and other CPP Partners deliver the Child Poverty Peer Research Project and set milestones registered with VM Young People have access one evening per week 100 families included in the project CLLE/Food Fact Friends Surestart, Midlothian Council and CPP partners 2024 to 2027. 2024 to 2027 Page 226 of 633
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30 CLD and Partners’ Contribution to Improving Social Interaction, Health and Wellbeing (Based on the CLD National review recommendation for the potential for CLD activity to provide life changing and sometime lifesaving impacts) Priority Area/Link to SMP Outcome Action/Task Performance Indicator Key partners Timescale MIEOC/CLD Partnership Plus Adults participating in CLD have improved health and wellbeing CLLE will deliver 5 courses for adults per year relating to health and wellbeing 5 CLLE 2024 to 2027 MIEOC/CLD Partnership Plus Families participating in CLD have improved health and wellbeing CLLE will sustain the number of family learning participants taking part in health and wellbeing opportunities 514 participants CLLE 2024 to 2027 MIEOC/CLD Partnership Plus ESOL Learners participating in CLD have improved health, wellbeing and feel better connected to their community Sustain and develop opportunities for ESOL speakers to connect, improve skills and participate in their local community 3 projects per year TSI and CLLE 2024 to 2027 MIEOC/CLD Partnership Plus Volunteering supports social connections, health and wellbeing Volunteer Midlothian will promote volunteering to have a positive impact on wellbeing . Minimum of 2 promotional stalls & 4 talks/presentation to promote volunteering. Record numbers of people registering with Volunteer Midlothian to volunteer to improve their health & Volunteer Midlothian 2024 to 2027 Page 227 of 633
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31 wellbeing Community Plan Working Group Partnership Deliver ‘Better Me’ (whole systems approach to diabetes) in Mayfield and Easthouses Access to healthier foods, access to money, increase opportunities for physical activity Contribution analysis for whole system approach Housing Team MELDAP Substance Misuse Team CLD Team Lived Experience Members 2024 to 2025 Page 228 of 633
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32 CLD and Partners’ Contribution – Improving Pathways for Learning, Personal Development and Employment (CLD building skills for learning, life and work) Priority Area/Link to SMP Outcome Action/Task Performance Indicator Key partners Timescale MIEOC/CLD Partnership Plus A family learning aligned offer across Midlothian An expanded SQA Qualifications offer by the CLD Sector Create a Midlothian joint family learning pathway/offer Review pathways for key thematic learning including distance learning Explore music, climate change/ green job qualifications being available in the community Pathway in place 5 pathways reviewed over 3 years. Number of new qualifications offered 1 per year Children Services, Education and CLLE CLD Partnership (MEIOC/Lep Plus) CLLE Expanded Quality Assurance Group 2024 to 2027 2024 to 2027 Page 229 of 633
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33 Volunteering opportunities sustained or range expanded Local people of all ages are supported to secure employment or secure their next steps Co-work with the Storehouse Penicuik to support vulnerable adults seeking volunteer or work experience relating to retail, food, hospitality, stock control, social media marketing Co-work with Food Fact Friends to support volunteer placements NOLB funded programmes deliver effective support through key worker support, qualifications and job and training outcomes Baseline year 1 – establish the number of volunteers supported Baseline year 1 - establish the number of volunteers supported Annual targets agreed with Scottish Government are met for those participating in the programme Number of people registering to volunteer directly with VM who are looking for volunteering to help them into employment or Penicuik Storehouse Food Fact Friends Penicuik Midlothian LEP Plus 2024 to 2027 2024 to 2027 2024 to 2027 Page 230 of 633
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34 Improve employability outcomes for Midlothian residents Collaborate with Midlothian Council Sport & Leisure to grow work placement opportunities and pathways to employment Collaborate with Midlothian Council Sport & Leisure to create S&L Modern Apprenticeships Identify opportunities to establish collaboration with NHS Lothian/Health and Social Care (HSC) which results in more pathways for local people to enter Health and Social Care advance within employment Opportunities and pathway defined Number of people supported into work placement opportunity Number of people gaining employment Establishment of S&L Modern Apprenticeship(s) No of people accessing S&L MA – initial baseline. 1 opportunity identified years 2 to 3 CLLE, Sport & Leisure and other LEP stakeholders CLLE, Sport & Leisure HSCP, Public Health and LEP 2024 – 2027 2024 – 2027 2025 to 2027 Page 231 of 633
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35 MIEOC/CLD Partnership Plus Increase access to qualifications and support pathways to lifelong learning. Train two local community partners to deliver Adult Achievement Awards, expanding qualification delivery in local settings. Two partners trained to deliver Adult Achievement Awards. At least 20 learners enrol for awards through new partners within the first year Newbattle Abbey College (Lead), Local Community Learning & Development (CLD) partners 2024 to 2025 Page 232 of 633
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36 CLD and Partners’ Contribution –Living Well in Communities, including digital resilience Priority Area/Link to SMP Outcome Action/Task Performance Indicator Key partners Timescale MIEOC/CLD Partnership Plus Digital opportunities offered to meet local needs Partners will be responsible for the delivery of group learning and 1:1 support across Midlothian. This will range from basic digital skills through to a range of digital qualifications Digital learning opportunities will include topics such as avoiding scams, staying safe online, good passwords, cloud storage, using smart home technology, engaging with services and businesses online The Midlothian Digital Partnership Group Action Plan will be implemented tracking the number of actions on target and a minimum of 2 meetings per year 1 review completed annually of the digital offer CLLE, TSI, Midlothian Libraries and the Digital Partnership Group 2024 to 2027 Page 233 of 633
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37 Library Services will provide knowledge, space and technology to support users in the community Number of people supported Number of sessions provided MIEOC/CLD Partnership Plus Effective partnership working is sustained Review Compact between the third sector and Midlothian Council New Compact approved TSI/Midlothian Council 2024 to 2026 MIEOC/CLD Partnership Plus Priority local communities are supported to improve community outcomes through locality planning – Living Well Plans Support the implementation of the Central Dalkeith and Woodburn Living Well Locality Plan and support 5 communities to progress Living Well Plans. Number of plans produced 6 CLD Partnership Plus 2024 to 2027 MIEOC/CLD Partnership Plus Communities and third sector organisations remain active and involved in Midlothian Capacity building support provided by CLLE and TSI CLLE to Support Federation of Community Councils and subgroups. Number of groups CLLE (55) supported. Number of Interactions CLLE/TSI CLLE 2024 to 2027 2024 to 2027 Midlothian is Safer Operation Juke – Reduction in ASB calls to Police Officers are targeting Youth ASB within Midlothian (including on buses), Police are Reduction in ASB calls to Police Police Scotland Partners (CLLE, CAP, SW, LRT and Housing Ongoing – Operation Juke is utilised when ASB calls increase within Page 234 of 633
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38 Reducing anti- social behaviour (ASB) within the local area working in partnership with CLLE, CAP, SW, LRT and Housing Associations to divert youths from ASB within the area. Officers are conducting high visibility and plain clothes patrols in the area and patrolling on foot, pedal cycle, quad bikes and vehicles Associations) Midlothian. Midlothian is Safer Operation Jewel – Reducing off road bike ASB Safer Roads and Public areas. Reduction in ASB off-road bike calls Officers are targeting off-road bike ASB within Midlothian. Officers are conducting high visibility and plain clothe patrols in the area utilising Selecta DNA to assist in identifying offenders Safer roads / public areas/ Reduction in ASB off-road bike calls Police Scotland Ongoing – Operation Jewel is used when ASB calls increase within Midlothian Page 235 of 633
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39 CLD and Partners’ Contribution to Climate change, sustainable learning and outdoor spaces Priority Area/Link to SMP Outcome Action/Task Performance Indicator Key partners Timescale Midlothian is Greener CLD activities have embedded climate change and sustainable learning built into them Build capacity of staff and partners to embed climate change into CLD learning and projects 3 CLD activities can demonstrate embedding of climate change and sustainable learning across the CLD partnership CLD Partnership Plus (MEIOC/Lep Plus) 2024 to 2027 Capacity will be improved to act on local climate change through the inputs of Midlothian Climate Change Hub Midlothian Climate Hub will continue to undertake capacity building work with local communities 3 interventions annually (funding dependent) Midlothian Climate Change Hub and Partners 2024 to 2027 Delivery of Forest Schools courses to adults, families and young people One CLD member of staff trained and starting delivery February 2024 3 courses delivered per year CLLE and Newbattle Abbey College 2024- 2027 Page 236 of 633
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40 More people are aware of and engaged in Green Prescribing Project Roll out Green Prescribing project across Midlothian and establish a monitoring and evaluation framework Evaluation plan produced and data collected HSCP, Public Health and Third Sector 2024 to 2025 Midlothian is Greener Provide hands-on learning and volunteering opportunities focused on conservation and climate awareness Expand volunteer opportunities at Newbattle Abbey College grounds, focusing on conservation and outdoor learning projects. Increase in the number of conservation- focused volunteers by 25% by year- end. Completion of at least 2 volunteer- led conservation projects annually Newbattle Abbey College (Lead), Local environmental and conservation groups 2024 to 2027 Page 237 of 633
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41 CLD and Partners’ - Enhancing Our Workforce and Volunteer Skills Priority Area/Link to SMP Outcome Action/Task Performance Indicator Key partners Timescale MIEOC/CLD Partnership Plus Staff capacity and confidence increased around working with mental health and wellbeing, creating CLD informed approach Raised awareness of neurodiversity including support for parents within our services All staff holistically trained & supported around working with mental health and wellbeing in CLD context, creation of CLD staff pathway for support, reflection and action Working group re training suite and creation of CLD staff pathway for support, reflection and action Working group re mental health & wellbeing includes equalities Staff report positive awareness & inclusive working culture regarding CLD engagement with mental health and wellbeing 98% Group established with diverse representation; staff communication/ accessible information Staff participation in training 90% All CLD teams, Health in Mind, Equalities staff and partners All CLD Teams, Equalities Rep, Autism Scotland/Scottish ADHD, Coalition/local partners, Education Psychologists 2025 2025 to 2027 Page 238 of 633
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42 Raise awareness of neurodiversity needs of users and staff: staff training and feedback Plan programmes to address needs of neurodiverse adults/parents Local Learning opportunities planned 2 per year 1 local opportunity per year All CLD Teams, Equalities Rep, Autism Scotland/Scottish ADHD, Coalition/local partners, Education Psychologists 2025 to 2027 Page 239 of 633
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43 Appendix One – A Guide to CLD Terminology Several acronyms, abbreviations, and terms unique to the field of community learning and development are used in this document. Some key agencies and partnerships link to this area of work, which can be challenging to understand. Below is a quick guide to assist you with this: • The Single Midlothian Plan or Local Outcome Improvement Plan (LOIP) is the statutory plan that the Council and its partners must produce due to statutory legislation. It governs our work. • Community Planning, sometimes called the Midlothian Community Planning Partnership, is a group of local agencies and community representatives who work together to benefit their communities. This is a statutory requirement of the Community Empowerment Act 2015. They have themes within the plan and sub-groups to implement the agreed improvement actions. CPWG is the short title for the operational group in Community Planning and stands for the Community Planning Working Group. The strategic community planning group is the Community Planning Board, which scrutinises the work and performance of the partnership. • Community Learning and Development (CLD) is a term that can be used in several ways. It can describe a professional group of qualified staff with a degree in CLD or working with a set of values and principles that guide it. • TSI stands for Third Sector Interface, a partnership between Midlothian Voluntary Action (MVA), Volunteer Midlothian (VM), and the Social Enterprise Alliance Midlothian (SEAM). • CLLE is the Communities, Lifelong Learning and Employability Service, part of the Midlothian Council. It delivers youth work, adult and family learning, community capacity building, and employability. • Public Health in Midlothian is part of Health and Social Care and works to address health inequalities and support health within communities and also there is Public Health NHS Lothian as well. • Third Sector is a collective term that describes community groups, social enterprises, and voluntary groups that deliver services. Some have paid staff, but most have a Board of Directors or Management Committee. • Community Capacity Building or Community Development is when community groups are supported to develop, secure resources and take collective action on issues or improve their community. • Positive Destinations is a term used to describe where young people go after leaving school. These destinations include volunteering, college, training, a job, etc. • The Midlothian Compact is an agreement based on guidance from the Scottish Government between the Council and the third sector. • The Midlothian Federation of Community Councils comprises representatives from the 15 community councils. They look at Midlothian- wide and shared issues. MTRaP (Midlothian Transport, Road and Paths. Page 240 of 633
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Midlothian Council Tuesday 17 December 2024 Item No: 8.5 Edinburgh, the Lothians and Scottish Borders MAPPA Annual Report for 2023/2024 Report by Nick Clater, Head of Adult Services and Chief Social Work Officer Report for Information 1 Recommendations Cabinet is requested to note the information in the Edinburgh, the Lothians and Scottish Borders MAPPA Annual Report for 2023/2024 2 Purpose of Report/Executive Summary The report advises of: 1: the activities undertaken by the agencies across Edinburgh, the Lothians and Scottish Borders who work in partnership as part of Multi- Agency Public Protection Arrangements. 2: Statistical Information. Date: 19th November 2024 Report Contact: Name Julie Jessup julie.jessup@midlothian.gov.uk Page 241 of 633
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2 3 Background/Main Body of Report 3.1 Multi-Agency Public Protection Arrangements, more commonly referred to as MAPPA, are a set of partnership working arrangements put in place for the fundamental purpose of public protection and managing the risk of serious harm. MAPPA is not a statutory body, but a statutory framework through which the Responsible Authorities discharge their responsibilities to protect the public in a co-ordinated manner. MAPPA was introduced in Scotland in 2007 by The Management of Offenders etc. (Scotland) Act 2005. This Act also outlines the responsibility of the Strategic Oversight Group (SOG) to provide local leadership across the MAPPA area, to be responsible for performance monitoring and quality assurance and for the submission of the Annual Report. The following categories of individuals are subject to management under MAPPA: • Registered Sex Offenders (RSOs) – those individuals required to comply with the sex offender notification requirements (SONR) • Restricted Patients.- patients subject to a compulsion order with restriction order, a hospital direction or a transfer for treatment direction; that is patients who are subject to special restrictions under the Mental Health (Care and Treatment) (Scotland) Act 2003. In 2016 the Scottish Government updated the MAPPA Guidance to include a 3rd category: • Other Risk of Serious Harm Individuals - these are individuals who are not required to comply with the SONR or who are not Restricted Patients; but who by reason of their conviction; are considered by the Responsible Authorities to be persons who may cause serious harm to the public at large. There are three MAPPA management levels to ensure that resources are focused where they are needed most to reduce the risk of harm. These are: • Level 1 - routine risk management by the Responsible Authority • Level 2 - Multi agency risk management • Level 3 - Multi-agency Public Protection Panels. Partnership working is a key to the MAPPA and brings together representatives from the Responsible Authorities: Police Scotland, Social Work, Housing, Health and Scottish Prison Service to oversee the practical management of those who have committed a sexual Page 242 of 633
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3 offence, or who are assessed to pose a significant risk of harm to the public. The 2023/24 report, includes a forward completed by Joan Tranent, Chair of the Edinburgh, Lothians and Scottish Borders Strategic Oversight Group which highlights the work undertaken by all agencies to manage individuals who present the highest risk of harm to our communities. The danger posed to children and adults, from someone who is a stranger is low and that only a small proportion of people are managed under MAPPA. The complexity of the work is acknowledged and managing the risk cuts across organisational boundaries of local authorities, housing, police prisons and health services. Working together and effective collaboration key protective factors. 3.2 Roles and Responsibilities • Police Scotland: responsible for enforcement of the notification and compliance of Sexual Offences Act 2003 and for police activities • Local Authority: Social Work- Responsible for RSOs subject to statutory supervision and the Justice Social Work Service are responsible for the supervision of the individuals and has a Sexual and Violent Offender Liaison Officer acts as single point of contact for information of those managed under MAPPA. Adult Social Care and Children Services also paly a key role in the management of those under MAPPA • Local Authority: Housing – Sexual Offending Liaison Officer are responsible for offender’s accessing suitable accommodation. registered social landlords have a ‘duty to co-operate’ and collaborate with the Housing SOLO to identify positive housing solutions. • NHS Lothian: Responsible authority for mentally disordered restricted patients and a wider duty to cooperate in the management of individuals under MAPPA., this includes a MAPPA Health Liaison Officer within their public protection structure. • NHS Lothian Serious offender Liaison Service (SOLS): provides specialist clinical consultation and training to support the management of serious violent and sexual offenders managed in the community. 3.3 Achievements in Developing Practice Case File audits. These are undertaken on a quarterly basis to identify learning and share good practice. Training: A number of workshops were provide across the MAPPA area for staff from each of the key agencies to discuss roles and responsibilities in the completion of Risk Management Plans and to consider the learning and recurring themes form Significant case Reviews on a local case file audits. Page 243 of 633
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4 Electronic Monitoring Equipment: eSafe is a managed monitoring service that tracks an individuals use of their IT devices to detect sigs of inappropriate online behaviour. eSafe is only used in cases where it is an agreed monitoring strategy as part of the overall risk management plan. The individual has knowledge of the installation and use of the equipment. 3.4 Statistical Information The number of individuals managed under MAPPA is impacted by a number of factors, including the reporting and detection of crime and Court sentencing. The data within the Annual Report shows that there were 812 Registered Sex Offenders (RSO) managed under MAPPA in as of 31st March 2024; this is a 4 % increase on the number in 22-23 but not as high as the number managed in the 21-22 reporting year. The table below shows the figures since 2019/2020. Number of Registered Sex Offenders managed between: 1st April 2023 and 31st March 2024 812 1st April 2022 and 31st March 2023 780 1st April 2021 and 31st March 2022 912 1st April 2020 and 31st March 2021 899 1st April 2019 and 31st March 2020 916 The majority of cases continue to be managed at Level 1: 804 (99%) with the remaining 8 individuals being managed at Level 2. There were no cases managed under Category 3 (Other Risk of Harm Offender) in the reporting year. Reconviction rates: Across the Edinburgh, Lothians and Scottish Borders the reconviction rates for RSOs remains relatively low. Iin the reporting year 39 individuals were convicted of a further Group 1 (non- sexual violent) crime or Group 2 (Sexual) crime in the reporting year (4%). Although the data is not broken down for each local authority area in the Annual Report, I have provided the following figures to provide a local context. Page 244 of 633
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5 Midlothian 2022-23 2023-24 RSOs managed in the community on 31 March 52 62 RSO’s subject to statutory supervision 15 20 RSOs managed at Level 1 in the community on 31 March 51 59 RSOs managed at Level 2 in the community on 31 March 3 3 RSOs managed at Level 3 in the community on 31 March 0 0 RSOs convicted of a further group 1 or group 2 crime (1 relates to non-sexual crimes of violence and group 2 relates to sexual crimes.) 1 (Group 1) 2 (both Group 1) During the reporting year the Justice Service in Midlothian were the responsible authority for one individual for whom electronic monitoring, of relevant internet enable devices, was an ongoing monitoring strategy as part of risk management. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no direct resource requirements arising from this report. 4.2 Digital There are no digital implications related to this paper 4.3 Risk The MAPPA process makes a significant contribution to the management of risk and the protection of the public in Midlothian. There are risks associated with the potential for negative media coverage of individuals managed under MAPPA within Midlothian. To mitigate against this there are robust communication and contingency plans out in place in advance of the release of any individual whose case may attract media attention. Page 245 of 633
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6 4.4 Ensuring Equalities (if required a separate IIA must be completed) There are no equalities issues arising from this report. 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices: Appendix A – Additional Report Implications Appendix B – Edinburgh, the Lothians and Scottish Borders MAPPA Annual Report 2023-24 Page 246 of 633
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7 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Midlothian will be Safer 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 MAPPA Annual Report is accessible to the public. As part of performance management collaborative feedback is sought from service users to ensure effective service provision and information provided is appropriate and relevant. All service users subject to supervision, as part of a licence or order imposed by the Court, complete an entry and exit questionnaire to support service improvement. A.6 Impact on Performance and Outcomes To ensure that the statutory duties of MAPPA are discharged effectively there are two Groups that provide oversight and governance across Edinburgh, the Lothians and Scottish Borders: Strategic Oversight Group and MAPPA Operational Group. Together they have Page 247 of 633
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8 oversight and co-ordination of MAPPA and have a responsibility to share learning, develop best practice and promote consistency. The East and Midlothian MAPPA Group (EMMG) is a local partnership approach to the management of high-risk offenders in East Lothian and Midlothian and provides strategic direction to local agencies. The EMMG reports to the Public Protection Committee and the Critical Services Oversight Group. While this is a challenging area of work there is no evidence of concern relating the delivery of MAPPA in Midlothian. Justice Social Workers are highly skilled and trained in the use of accredited risk assessment tools. In collaboration with other agencies, they formulate risk and from this develop risk management plans to manage and supervise individuals convicted of sexual offences or who have caused significant harm to others. A.7 Adopting a Preventative Approach The fundamental purpose of MAPPA is public protection. As one of the key partners the Justice Service focus on early prevention and intervention strategies to reduce the risk of offending behaviour and to ensure that Midlothian is safer. Within legislation there are a number of monitoring interventions and strategies which agencies can use as part of preventative measures. This includes the use of remote electronic monitoring equipment and Sexual Offences Prevention Orders. A.8 Supporting Sustainable Development Not applicable Page 248 of 633
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2023-2024 Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements ANNUAL REPORT 2023-2024 Page 249 of 633
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2023-2024 Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements Page 250 of 633
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2023-2024 Contents 1 Foreword 2 2 Multi-Agency Public Protection Arrangements in Edinburgh, the Lothians and Scottish Borders 4 3 Roles and Responsibilities 6 4 Achievements in Developing Practice 12 5 Strategic Overview Arrangements 15 6 Statistical Information 17 Page 251 of 633
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2023-2024 Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements \2 1 Foreword Page 252 of 633
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2023-2024 \3 The multi-agency approach to managing high-risk offenders is effective because professionals working together can achieve far more than any one agency acting alone. All Multi Agency Public Protection Arrangements (MAPPA) partners in Edinburgh, the Lothians and Scottish Borders put public protection at the forefront of practice. Our utmost priority is to keep the public safe, particularly the most vulnerable members of our communities. The danger presented to children and adults from people who are strangers is extremely low. Re-offending by Registered Sex Offenders (RSOs) is also low, but our staff are determined to reduce both the risk posed by these offenders and the likelihood of re- offending. Only a small number of people come under MAPPA management, but we recognise that the impact on their victims can be profound, long-lasting and reach into all aspects of their lives. Every MAPPA meeting considers the risk to any potential victim and details what action is to be taken to reduce this. Managing the risks posed by sexual offenders within the community is a complex task, cutting across the organisational boundaries of local authorities, police, prisons, housing, and health services. Working together allows us to create action plans and risk management strategies to reduce the risk an offender presents, and whereas it is not possible to eradicate risk completely, effective collaboration is a key protective factor to which we are all fully committed. I hope this annual report helps to explain the work undertaken by all agencies in our area and provides insight into local public protection arrangements, which help to make our communities safer. Joan Tranent Chair Edinburgh, the Lothians, and Scottish Borders Strategic Oversight Group Foreword Page 253 of 633
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2023-2024 Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements \4 2 What is MAPPA? Multi-Agency Public Protection Arrangements in Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements (MAPPA) provide a framework to manage the risk posed by Registered Sex Offenders (RSOs) and restricted patients (violent offenders, with a small number of sex offenders). On 31 March 2016, the Scottish Government introduced the risk of serious harm category 3. This category covers persons who by reason of their conviction are subject to supervision in the community and are assessed by the responsible authorities as posing a high or very high risk of serious harm to the public, which requires active multi-agency management at MAPPA Level 2 or 3. Page 254 of 633
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2023-2024 \5 On 31 March 2022, the Scottish Government published an updated version of the National MAPPA Guidance, which reflects an on-going programme of revision to consider new legislation as well as changes in guidance, policy, and effective practice. MAPPA brings together professionals from the police, social work, housing, health and the Scottish Prison Service in Edinburgh, the Lothians and Scottish Borders. These agencies are known as the ‘responsible authorities’. While the arrangements are co-ordinated by a central unit based in Edinburgh, the practical management of offenders remains the responsibility of these agencies at local level. The area covered by our arrangements incorporates the local authority areas of the City of Edinburgh, East Lothian, Midlothian, West Lothian and the Scottish Borders, representing a mixture of urban and rural areas. The responsible authorities represented are: » The City of Edinburgh Council » East Lothian Council » Midlothian Council » West Lothian Council » Scottish Borders Council » Police Scotland » Scottish Prison Service » NHS Lothian » NHS Borders There are three MAPPA management levels to ensure that resources are focused where they are needed most to reduce the risk of harm. Over the course of this annual reporting year, we managed 987 RSOs, in the community under MAPPA; 95.24% (940) at Level 1; 4.76% (47) at Level 2; and zero at Level 3. Over the course of this annual reporting year, we managed 7 CAT 3 Violent Offenders under MAPPA, and all were managed at MAPPA Level 2. Over the past year, there have been 57 MAPPA Level 2 meetings across Edinburgh, the Lothians and Scottish Borders, which managed RSOs, restricted patients and serious risk of harm violent offenders. We have returned to face- to-face meetings but with the added advantage of attendees being able to join the meeting via MS Teams/Webex, where appropriate. Each Level 2 meeting will consider a number of individuals. The 2023/24 MAPPA National Annual Report provides a picture of the main national developments in relation to MAPPA and can be viewed on the Scottish Government website under recent publications. Page 255 of 633
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2023-2024 Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements \6 3 Roles and Responsibilities Page 256 of 633
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2023-2024 \7 The responsible authorities for each area are required to involve other key agencies in the management of offenders. This is an important part of MAPPA, involving the exchange of information and drawing on the collective knowledge and expertise of numerous agencies. The roles and responsibilities in relation to MAPPA in our local area are outlined below. Police Scotland is responsible for the enforcement of the notification and compliance requirements of the Sexual Offences Act 2003 (sex offender registration), and for policing activities, including risk assessment, preventative/ monitoring strategies, as well as investigation and prosecution of any registered sex offender who re-offends. Responsibilities include maintaining an accurate record of those offenders’ resident in each local authority area subject to the notification requirements; the creation of risk management plans to mitigate or reduce risk; making enquiries where such persons fail to comply with the requirements placed on them and managing sex offenders whose current behaviour is of concern. Police Scotland is the lead responsible authority for those community-based RSOs who are not subject to any other form of statutory supervision. These duties are conducted in partnership with all responsible authorities and ‘duty to co-operate’ agencies. The local authority is the responsible authority for RSOs who are subject to statutory supervision. The Council’s justice social work service is responsible for the supervision of such offenders, but housing, adult social care and children and families’ services also play a key role in the management of sex offenders in the community. Justice social work makes a significant contribution to public protection by supervising and managing RSOs in accordance with the requirements of MAPPA and other public protection related legislation. Page 257 of 633
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2023-2024 \8 Social workers supervise offenders on community payback orders and prisoners who have been released subject to formal supervision. Social workers are required to use accredited risk assessment tools and develop plans for the risk management and supervision of offenders in collaboration with other agencies. Social workers can request that additional requirements or conditions be placed on orders and licences by the courts and the Parole Board. These requirements and conditions can range from restrictions relating to accommodation and employment, to instructions to avoid certain locations or victims, or to attend counselling or treatment programmes. These requirements and conditions allow social workers to monitor and influence aspects of offender’s behaviour, as breaches of requirements or conditions can lead to the court or Parole Board returning the offender to custody. Each local authority in Edinburgh, the Lothians and Scottish Borders has a Sexual and Violent Offender Liaison Officer (SAVOLO) or Lead Officer in the justice social work service who acts as a single point of contact for information relating to RSOs and violent offenders managed under MAPPA. They are responsible for chairing risk management case conferences and consulting with other agencies as appropriate. Local authority housing Sexual Offending Liaison Officers (SOLOs) are responsible for offenders’ access to housing. This includes accessing temporary accommodation and identification of suitable permanent housing. Registered social landlords contribute to public protection. As ‘duty to co-operate’ agencies, they collaborate with the local authority housing SOLO to identify positive housing solutions. The role of the housing service is to contribute to the ‘responsible authorities’ management of risk through: » providing suitable accommodation » contributing to environmental risk assessments to ensure accommodation is appropriate » consulting with the responsible authorities regarding the ongoing management and monitoring of the risk of the offender as a tenant, including any tenancy moves or evictions » having regard to community safety and having in place contingency plans for when a property is no longer suitable and/or the offender’s safety is at risk. Page 258 of 633
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2023-2024 \9 The local authority is responsible for ensuring the development of a strategic response to the housing of sex offenders. However, in any local authority area there is likely to be a multiplicity of housing providers, and local authorities must involve and consult registered social landlords in their area when developing their strategic response. It is the responsibility of the local authority to provide an initial single point of contact for accommodation requests from other responsible authorities. This single point of contact is the housing SOLO, whose role involves: » identifying the most appropriate housing provider following risk assessment » ensuring that when an appropriate housing provider has been identified, they are included by the responsible authorities in liaison arrangements relevant to the identification of appropriate housing and the management of risk » liaising pro-actively with responsible authorities and housing providers regarding ongoing risk management and community safety issues. NHS Lothian continues to play a significant role in MAPPA locally through being the responsible authority for mentally disordered restricted patients and in fulfilling its wider duty to co- operate in the management of violent offenders and RSOs. NHS Lothian has a Public Protection structure (including child protection, adult protection, and MAPPA) which is the responsibility of the Executive Nurse Director at Health Board level. There is a Director for Public Protection, a Clinical Nurse Manager, a MAPPA Health Liaison Officer, alongside Designated Consultants for MAPPA (who are consultant forensic mental health clinicians). The aim of the NHS Lothian structure and input is to provide governance for NHS Lothian’s contribution to Public Protection and to ensure that health issues (including mental health, physical health, staff and patient safety, information sharing) that arise in relation to MAPPA cases are dealt with appropriately. The Director of Public Protection attends all Level 3 MAPPA meetings; The NHS Lothian Serious Offender Liaison Service (SOLS) representatives attend all Level 2 and Level 3 MAPPA meetings; and the Health Liaison Officer attends all Level 2 and some Level 3 MAPPA meetings. Page 259 of 633
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2023-2024 \10 The NHS Lothian SOLS continues to provide specialist clinical consultation, training, assessment, and clinical supervision to support the management of serious violent and sexual offenders being managed in the community. During the reporting year SOLS completed 30 case discussions with frontline staff from social work and police responsible for the management of the individual concerned. There were 36 referrals to their service by social work and police, which led to 9 full risk assessments being completed on those individuals deemed to present a serious risk of harm to the public. NHS Borders also makes an important contribution to MAPPA. NHS Borders continues to work collaboratively with MAPPA partners to ensure appropriate, relevant, and proportionate responses to information sharing requests to support the management and assessment of risk. The Single Point of Contact (SPOC), with operational responsibility for dealing with MAPPA health information requests is the Nurse Consultant Public Protection or a member of the NHSB Public Protection Nursing Team. MAPPA Level 2 meetings are attended by a representative from the NHSB Public Protection Nursing Team. There may also be representation provided from the Learning Disability Forensic Team and/or Mental Health Psychology services dependent on whether this is a concern relative to a learning disability, mental illness, or addiction. MAPPA Level 3 meetings will be attended by NHSB Strategic Lead and/or Nurse Consultant for Public Protection. NHSB Chief Executive and Nursing Director will be made aware of these meetings and will be asked to attend where appropriate. Page 260 of 633
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2023-2024 \11 Community Intervention Services for Sex Offenders (CISSO) This service continues to support partner agencies in the risk management of people with sexual convictions through the delivery of community-based group treatment programmes and individual interventions, addressing the behaviour and attitudes associated with sexual offending. In addition, staff provide assessments and offer advice and consultation to criminal justice social workers in Edinburgh, the Lothians and Scottish Borders. CISSO provided a service to 84 people in 2023/24, with 70 new referrals to the project. Pending the planned national roll-out of Moving Forwards 2 Change (MF2C), CISSO has continued to deliver its forerunner, Moving Forwards Making Changes (MFMC), including an adapted MFMC group for men with enhanced learning needs. Other group-based programmes delivered include lower- intensity interventions for men whose offending was technology mediated, as well as Survive and Thrive, for men with interpersonal trauma. This is a psychoeducational intervention, looking at increasing understanding of how past interpersonal trauma can impact on current functioning and practical strategies to help people to manage this impact more effectively. CISSO has also continued to support national training around working with people with sexual offending. This Community Justice Scotland coordinated training takes a tiered approach starting with the delivery of a 1 day introductory course (Introduction to Sexually Harmful Behaviour), which may be followed by training in specialist risk assessment tools (the Risk Matrix 2000 / Stable & Acute 2007) as well as MFMC case-manager / facilitator training. Training has used a blended model of online resource packs, virtual delivery and face-to-face. It is anticipated that this blended model of delivery will allow for more flexible training events in the future. Keeping Children Safe The Community Disclosure Scheme provides that parents, carers and guardians of children under 18 can ask for information about a named person who may have contact with their child if they are concerned that he or she might have convictions for sexual offences against children (e.g. if a parent wants to find out more about a new partner). Police officers discuss the concerns of the applicant in a face-to-face meeting and offer advice and support. In this reporting year, police in Edinburgh, the Lothians and Scottish Borders received 51 applications under this scheme. Further information can be found at: Sex Offender Community Disclosure Scheme Form | Police Scotland Page 261 of 633
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2023-2024 Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements \12 Achievements in Developing Practice 4 Training and Promoting MAPPA During this reporting year, we have held a number of multi-agency training events. In June 2023, we facilitated a workshop for representatives from HMP Edinburgh, which included officers from SPS and prison based social work. The workshop focussed on information sharing, multi-agency decision making and the importance of collaboration, as individuals progress from prison to the community. Page 262 of 633
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2023-2024 \13 In October, November and December 2023, Edinburgh, the Lothians and Scottish Borders Strategic Oversight Group commissioned a series of workshops across our five local authority areas for frontline staff, team leaders and managers from Justice Social Work and Police Scotland Sexual Offences Policing Unit, to discuss their role and responsibilities in terms of undertaking and completing a MAPPA Level 2 Risk Management Plan. These workshops also discussed learning and considered the key recurring themes from Significant Case Reviews and local case files audits. In January 2024, Scottish Borders Justice Social Work and local SOPU facilitated a workshop to familiarise Level 2 panel members with the operational management of RSOs within the Scottish Borders. This focused on a better understanding of the levels at which individuals are managed, risk assessment tools and decision making and targeted interventions. This training was attended by Health, Housing and Social Work colleagues. On a quarterly basis, each of our local authority areas undertook either a Level 2 or a Level 1 case files audit to identify learning and improve our practice. This resulted in 16 Level 2 cases, and 48 Level 1 cases being subject of review. In the main, these audits identified several areas of strength around inter agency working, information sharing, risk assessment and risk management planning. These reviews also identified recurring themes in terms of good practice and areas for improvement which were highlighted to frontline staff and team leaders. On the conclusion of each audit a report was presented to senior managers to consider the actions raised as a result of any identified learning. MAPPA High Risk Annual Review Process Since the introduction of MAPPA, certain individuals have been assessed by SOLS as presenting a long-term risk of serious harm. These individuals are few in number and all agencies whether active in their management or not, ensure attendance at meetings so they are alert to the risks these individuals present. The individuals subject to the MAPPA High Risk Annual Review will present levels of risk that warrant continued regular external management and oversight by the Level 2 Panel. Where an individual remains at Level 2, the reviews will be in accordance with the MAPPA Guidance Level 2 process. Where an individual is reduced to Level 1, then a yearly automatic review at Level 2 will be implemented to ensure ongoing managerial oversight by the Level 2 Panel. On 31 March 2024, there were 11 individuals who were subject of this local process. Page 263 of 633
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2023-2024 \14 Developing the use of remote electronic monitoring equipment Due to advance in technology the internet can be accessed through a variety of devices. The monitoring of devices is the responsibility of the ‘responsible authority’. Where the Parole Board or Court have granted a condition or requirement to monitor an offender’s electronic devices for example within a Community Payback Order or a Sexual Offences Prevention Order, then remote electronic monitoring of their internet enable devices can be considered. eSafe is a managed monitoring service that tracks the individual’s use of their I.T. devices to detect signs of inappropriate and/or criminal behaviour. eSafe is only deployed in cases where it is an agreed strategy of the risk management plan. In all cases, installation and monitoring are undertaken with the knowledge of the individual. Where there is an initial detection of a potential offence or breach of the order then the lead agency will be informed. If there are concerns relative to imminent or ongoing contact offending or any concerns relative to a suicide risk or serious self-harm, eSafe will notify the police via the 999 system. Police Scotland and all five local authorities within the Edinburgh, the Lothians and Scottish Borders are developing their use of remote electronic monitoring software. Developing the use of Sexual Offences Prevention Orders (SOPO) The SOPO is an order granted by the Court. It places conditions on an individual’s behaviour, provides a power of arrest if breached and enhances the police role in managing such individuals. SOPOs could initially only contain prohibitive measures, however, a change in legislation in November 2011 allows for these orders to contain positive obligations as well as prohibitions. For some individuals, the existence of a SOPO is enough to provide structure to their daily life, through which they may avoid further offending. On 31 March 2024, there were 60 SOPOs in place in our area. Developing the use of Sexual Harm Prevention Orders (SHPO) On 31 March 2023 section 10 to 40 of the Abusive Behaviour and Sexual Harm (Scotland) Act 2016 was commenced. This new order has a lower risk threshold and will replace the SOPO, though these remain in force until the order ends. The threshold for a SOPO is a risk of serious sexual harm whereas the threshold test for a SHPO is a risk of sexual harm. This means they can be applied for in a wider range of circumstances but also prohibit an individual from doing anything described in the order. On 31 March 2024, there were 50 SHPOs in place in our area. Page 264 of 633
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2023-2024 Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements \15 5 Strategic Overview Arrangements Page 265 of 633
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2023-2024 \16 Edinburgh, the Lothians and Scottish Borders – Strategic Oversight Group This group is responsible for the overview and co-ordination of the Multi-Agency Public Protection Arrangements, ensuring the sharing of best practice and learning from significant case reviews. The group also provides a strategic lead for developing local multi-agency policy and strategy in relation to shared priorities regarding the management of offenders. Edinburgh, the Lothians and Scottish Borders – MAPPA Operational Group This multi-agency operational group supports the work of the Strategic Oversight Group. Its remit is to share learning, develop best practice and ensure consistency of practice. Local Offender Management/MAPPA Committees These local committees monitor the performance and quality of local service delivery; they provide strategic direction to local member agencies; and develop local policy and practice. These committees include representatives from all key agencies, a number of whom are also members of the local child and adult protection committees, ensuring effective communication across public protection. These local committees report to their respective Chief Officer Groups within their local authority area. NHS Lothian Public Protection Action Group (PPAG) The main aim of this group is to ensure NHS Lothian discharges its responsibilities for Public Protection including MAPPA, This group provides a general forum to discuss important practice issues, in addition to developing good practice in relation to the management of high-risk offenders in the health care setting. PPAG reports to the NHS Board through the Healthcare Governance Committee. Page 266 of 633
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2023-2024 Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements \17 6 Statistical Information Unless stated, the statistics recorded are for the reporting period 1 April 2023 to 31 March 2024 Page 267 of 633
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2023-2024 \18 Table 1: General REGISTERED SEX OFFENDERS (RSOs) No. a) Number of: I. at liberty and living in the area on 31 March 812 a) Number of: II. per 100,000 population on 31 March 79 b) The number having a notification requirement who were reported for breaches of the requirements to notify 37 Table 2: Civil Orders applied and granted in relation to registered sex offenders THE NUMBER OF No. a) Sexual Offences Prevention Orders (SOPOs) in force on 31 March 60 b) SOPOs granted by courts between 1 April and 31 March 2 c) Risk of Sexual Harm Orders (RSHOs) in force on 31 March 1 d) Sexual Harm Prevention Orders (SHPOs) in force on 31 March 50 e) SHPOs granted by courts between 1 April and 31 March 18 f) Sexual Risk Orders (SROs) in force on 31 March 0 g) Foreign Travel Orders imposed by the courts between 1 April and 31 March 0 h) Notification Orders imposed by the courts between 1 April and 31 March 6 Table 3: Registered sex offenders by level, re-convictions and notifications REGISTERED SEX OFFENDERS (RSOs) No. a) Number of RSOs managed by MAPPA level as of 31 March: 812 I. MAPPA Level 1 804 II. MAPPA Level 2 8 III. MAPPP Level 3 0 b) Number of Registered Sex Offenders convicted of a further group 1 or 2 crime between 1 April and 31 March: 39 c) Number of RSOs returned to custody for a breach of statutory conditions between 1 April and 31 March (including those returned to custody because of a conviction for a group 1 or 2 crime): 17 d) Number of individuals subject to the SONR indefinite period review process (under the terms of the Sexual Offences Act 2003 (Remedial) (Scotland) Order 2011) between 1 April and 31 March: 44 e) Number of notification continuation orders issued for individuals subject to SONR for an indefinite period (under the terms of the Sexual Offences Act 2003 (Remedial) (Scotland) Order 2011) between 1 April and 31 March: 28 f) Number of RSOs subject to formal disclosure: 8 Page 268 of 633
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2023-2024 \19 Table 4: Restricted Patients (RPs) RESTRICTED PATIENTS (RPs): No. 1) Number of RPs a) The Health Board(s) in your MAPPA region had responsibility for on 31 March 2024 50 b) The Health Board(s) in your MAPPA region had responsibility for during the reporting year (1 April 2023 to 31 March 2024) 52 2) Number within hospital/ community as of 31 March: a) State Hospital 11 b) Other hospital in your area: 27 c) Community (conditional discharge) 12 3) Number managed by MAPPA Level as of 31 March 1) MAPPA Level 1 50 2) MAPPA Level 2 0 3) MAPPA Level 3 0 4) Number of RPs recalled by Scottish Ministers during the reporting year 0 Table 5: Statistical Information – other serious risk of harm offenders SERIOUS RISK OF HARM OFFENDERS: No. a) Number of offenders managed by MAPPA level as of 31 March: 1) MAPPA Level 2: 2 2) MAPPA Level 3: 0 b) Number of offenders convicted of a further Group 1 or 2 crime: 1) MAPPA Level 2: 0 2) MAPPA Level 3: 0 c) Number of offenders returned to custody for a breach of statutory conditions (including those returned to custody because of a conviction of Group 1 or 2 crime) 3 d) Number of notifications made to DWP under the terms of the Management of Offenders etc. (Scotland) Act, 2005 (Disclosure of Information) Order 2010 between 1 April and 31 March 7 Table 6: Registered sex offenders managed in the community under statutory conditions and/or notification requirements on 31 March 2024 CONDITIONS NUMBER PERCENTAGE % On statutory supervision 250 30.78 Subject to notification requirements only 562 69.22 Page 269 of 633
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2023-2024 15330-24-AR Edinburgh, the Lothians and Scottish Borders Multi-Agency Public Protection Arrangements COUNCIL Partners: NHS Border NHS Lothian Scottish Prison Service Midlothain Council East Lothian Council West Lothian Council Edinburgh Council Scottish Borders Council Police Scotland Page 270 of 633
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Midlothian Council Tuesday 17 December 2024 Item No 8.6 Review of Scheme of Polling Districts and Polling Places 2024 Report by Dr Grace Vickers, Chief Executive Report for Decision 1 Recommendations It is recommended that the Council:- (a) Adopt the Proposed Scheme of Polling Districts and Places as outlined at the Annex to Appendix B; (b) Agree to carry out the statutory procedures, in liaison with the Electoral Registration Officer, to publish the revised Scheme of Polling Arrangements to take effect from December 2024; and (c) Remit to the Chief Executive to continue to liaise with representatives of recognised Political Parties for any necessary further Scheme revisions. 2 Purpose of Report/Executive Summary The Council is asked to agree a new Scheme of Polling Districts and Polling Places after taking into consideration the representations received, including those of the Returning Officer. 14 November 2024 Report Contact: Alan Turpie, Legal and Governance Manager Alan.Turpie@midlothian.gov.uk Page 271 of 633
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3 Background/Main Body of Report 3.1 Local authorities are required to review their polling districts and polling places for UK parliamentary constituencies at least once every five years. The compulsory review must start and be completed between the period 1 October 2023 and 31 January 2025. 3.2 The public consultation period of the Review commenced on 23 September 2024 and has now been completed. 3.3 As part of the review process local authorities must:- • Seek to ensure that all electors in the constituency have such reasonable facilities for voting as are practicable in the circumstances; • Seek to ensure that so far as is reasonable and practicable the polling places are accessible to those who are disabled; and • When considering or reviewing the designation of a polling place, have regard to the accessibility needs of disabled persons. 3.4 Accordingly, the Electoral Commission guidance stresses the importance that the needs of electors with a disability are met in so far as practical. 3.5 Prior to the commencement of the public consultation process (23 September 2024) the initial observations of the Midlothian Parliamentary Constituency Returning Officer were sought and her response is shown at Appendix B to this report. 3.6 Annexed to her report is the Proposed Scheme of Arrangements for Polling Districts and Places in Midlothian. 3.7 Subsequently the Review entered the consultation period. In addition to press advertisement, social media posts and details being posted on the Council’s website, stakeholders including all Midlothian Councillors, the MP for the Midlothian Constituency, the Constituency MSPs, Community Councils and all Political Parties at a national level, were informed of the Review. Capability Scotland were also invited to comment. 3.8 The consultation process ended on 23 October 2024 during which time one email response was received as noted below: “I have never understood why schools are used for polling when somewhere like the local library, community hall or leisure centre can be used instead. The inconvenience caused to parents and children missing another day of education. I am a grandparent now and this has been the case for years.” . Page 272 of 633
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3.9 It should be noted that the use of schools is limited to those which do not have to be closed on Polling Day. Arrangements can be put in place for separate entrance/exit to the school to ensure no cross-over takes place between school activities and Polling Day activities. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource The overall number of Polling Places will reduce by one and it is not anticipated that there will be any significant additional resource implications to the Council. 4.2 Digital There are no Digital issues arising from this report 4.3 Risk Conducting this Review and implementing the recommendations will ensure that the Council meets its statutory duty in respect of reviewing its Scheme of Polling Districts and Polling Places. Many of the premises used for polling purposes are in Council ownership and this mitigates the risk of venues becoming unavailable or unsuitable for polling purposes at short notice. There is a greater danger that privately owned premises may become unavailable at short notice than Council owned premises. Accordingly, the increase in use of premises in private ownership will also increase the risk of resource implications eg – last minute hire of portakabins to replace unavailable private ownership polling places and reprinting and delivering poll cards intimating amended polling arrangements. 4.4 Ensuring Equalities (if required a separate IIA must be completed) An Integrated Impact Assessment has been carried out and available online. 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Returning Officer Comments with Annex showing Proposed Polling Scheme Page 273 of 633
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Not applicable. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value A.5 Involving Communities and Other Stakeholders Consultation has been carried out on this Review of Polling Places and Districts in accordance with the Electoral Administration Act 2013 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 274 of 633
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Annex to Appendix B Review of Polling Districts and Polling Places 2024 Proposed Polling Stations and Places Figures as at October 2024 ELECTORAL WARD No 1 – PENICUIK – 3 POLLING PLACES and 9 POLLING STATIONS Total Electorate - 11,398 Polling - 8,613 Postal - 2,785 Electorate as at 1 October 2024 Polling Places Polling District No of Electors Polling Station Nos Eligible Electorate at Polling Station Postal Voters North Kirk of Scotland 95 John Street Penicuik EH26 8AG MS1A 3,661 1 - 3 2,658 1,003 The Penicuik Centre 39A Carlops Road Penicuik EH26 9EP Merge MS1D with MS1B to be known as MS1B MS1B 5,427 1 - 4 4,100 1,327 Ladywood Leisure Centre 14A Yarrow Court Penicuik EH26 8HD MS1E 2,310 1 - 2 1,855 455 Page 278 of 633
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PROPOSED POLLING PLACES AND STATIONS ELECTORAL WARD No 2 – BONNYRIGG – 4 POLLING PLACES and 12 POLLING STATIONS Total Electorate - 14,703 Polling - 11,371 Postal - 3,332 Electorate as at 1 October 2024 Polling Places Polling District No of Electors Polling Station No Eligible Electorate at Polling Station Postal Voters Lasswade Pavilion Lasswade Park Lasswade EH18 1AY MN2A 631 1 473 158 The Lasswade Centre Eskdale Drive Bonnyrigg EH19 2LA MN2B 6,107 1 - 5 4,820 1,287 The Lasswade Centre Eskdale Drive Bonnyrigg EH19 2LA MN2C 2,589 6 - 7 1,794 795 Bonnyrigg Primary School Cockpen Road Bonnyrigg EH19 3HR MN2D 2,743 1 - 2 2,144 599 Burnbrae Primary School 144 Burnbrae Road Bonnyrigg EH19 3GB MN2G 2,633 1 - 2 2,140 493 Page 279 of 633
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PROPOSED POLLING PLACES AND STATIONS ELECTORAL WARD No 3 – DALKEITH – 4 POLLING PLACES and 11 POLLING STATIONS Total Electorate - 12,142 Polling - 9,684 Postal - 2,458 Electorate as at 1 October 2024 Polling Places Polling District No of Electors Polling Station No Eligible Electorate at Polling Station Postal Voters Danderhall Community Hub 59 Edmonstone Road Danderhall New MN3A 3,639 1 - 3 2,896 743 St John’s & Kings Park Church 31 Eskbank Road Dalkeith EH22 1HJ MN3B 2,312 1 - 2 1,822 490 Dalkeith Miners Club Woodburn Rd Dalkeith EH22 2AT MN3C 4,139 1 - 4 3,320 819 Dalkeith Campus 1 Cousland Road Dalkeith EH22 2PS MN3E 2,052 1 - 2 1,646 406 Page 280 of 633
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PROPOSED POLLING PLACES AND STATIONS ELECTORAL WARD No 4 – MIDLOTHIAN WEST – 6 POLLING PLACES and 13 POLLING STATIONS Total Electorate - 15,549 Polling - 12,027 Postal - 3,522 Electorate as at 1 October 2024 Polling Places Polling District No of Electors Polling Station No Eligible Electorate at Polling Station Postal Voters Bilston Primary School Park Avenue Bilston EH25 9SD MN4A 2,686 1 – 2 2,168 518 Beeslack Community High School Edinburgh Road Penicuik EH26 0QF MS4B 2,714 1 - 2 2,061 653 The Glencorse Centre 4 Firth Road Auchendinny EH26 0QZ MS4D 426 1 341 85 The Steading Carnethie Street Rosewell New MN4E 1,999 1 - 2 1,609 390 Roslin Community Hall Pentland View Place Roslin EH25 9NA MN4F 2,222 1 - 2 1,708 514 The Loanhead Centre George Avenue Loanhead EH20 9LA MN4G 5,502 1 – 4 4,140 1,362 Page 281 of 633
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PROPOSED POLLING PLACES AND STATIONS ELECTORAL WARD No 5 – MIDLOTHIAN EAST – 5 POLLING PLACES and 12 POLLING STATIONS Total Electorate - 12,489 Polling - 9,402 Postal - 3,087 Electorate as at 1 October 2024 Polling Places Polling District No of Electors Polling Station No Eligible Electorate at Polling Station Postal Voters Edinburgh College (Midlothian Campus) 46 Dalhousie Road Eskbank Dalkeith EH22 3FR MN5A 3,496 1 - 3 2,307 1,189 Newbattle Community Campus Newbattle Road Easthouses Dalkeith EH22 4SX MN5B 7,166 1 - 6 5,698 1,468 Cousland Village Hall Hadfast Road Cousland EH22 2NZ MN5E 320 1 255 65 Pathhead Pavilion Callendar Park Pathhead EH37 5YN MN5F 1,272 1 957 315 Fala Village Hall Fala EH37 5SY MN5G 235 1 185 50 Page 282 of 633
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PROPOSED POLLING PLACES AND STATIONS ELECTORAL WARD No 6 – MIDLOTHIAN SOUTH – 6 POLLING PLACES and 13 POLLING STATIONS (not including MS6H) Total Electorate - 12,876 Polling - 10,214 Postal - 2,662 Electorate as at 1 October 2024 Polling Places Polling District No of Electors Polling Station No Eligible Electorate at Polling Station Postal Voters North Kirk of Scotland 95 John Street Penicuik EH26 8AG MS6A 45 4 24 21 Temple Village Hall 30 Temple Village Temple EH23 4SQ MS6B 418 1 324 94 Newtongrange Church Sixth Street Newtongrange EH22 4LE New (refurbished church, same address) MS6C 4,669 1 – 4 3,619 1,050 Gorebridge Leisure Centre Hunterfield Road, Gorebridge EH23 4TX MS6E 6,078 1 – 5 4,922 1,156 Birkenside Sports Pavilion Rosebery Crescent Gorebridge EH23 4JP MS6F 1,190 1 960 230 Middleton Village Hall 54 Borthwick Castle Terrace North Middleton EH23 4QU MS6G 476 1 365 111 *Burnbrae Primary School 144 Burnbrae Road Bonnyrigg EH19 3GB MS6H none N/A N/A N/A Page 283 of 633
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PROPOSED POLLING PLACES AND STATIONS *Hs12 is zoned for future housing and a small part of it is situated just outside Ward 2 – for elector convenience it is proposed that these electors will vote at Burnbrae Primary School using a separate ballot box Page 284 of 633
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Midlothian Council Tuesday 17 December 2024 Item No: 8.7 Title of Report: Annual Procurement Report 2023/24 Report by Kevin Anderson, Executive Director, Place Report for Information 1 Recommendations The Council is asked to note the Annual Procurement Report on regulated procurements during 2023/24. 2 Purpose of Report/Executive Summary The Annual Procurement Report on regulated procurements during 2023/24 has been prepared and is being presented to Council for noting prior to being published on the Council’s website. Date 18 November 2024 Report Contact: Alan Turpie, Legal and Governance Manager. alan.turpie@midlothian.gov.uk Page 285 of 633
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2 3 Background/Main Body of Report 3.1 Where a public organisation is required to prepare a procurement strategy or review an existing one, for example, and if it has an estimated value of regulated procurement spend of £5 million or more (excluding VAT) in a financial year, it must also publish an annual procurement report. The Procurement Reform (Scotland) Act 2014 sets out what, as a minimum, each annual procurement report must contain. The annual procurement report should be relevant and proportionate, providing transparency of its purchasing activities. The annual report monitors the authority’s regulated procurement activities against delivery of its procurement strategy. This Annual Procurement Report for the 2023-2024 financial year is attached as an Appendix to this report. 3.2 The Procurement Reform (Scotland) Act 2014 lists the minimum requirements that the Annual Procurement Report must contain which are as follows: a) a summary of the regulated procurements that have been completed during the period of the report; b) a review of whether those procurements complied with the Council’s procurement strategy; c) to the extent that any regulated procurements did not comply, a statement of how the authority intends to ensure that future procurements do comply; d) a summary of any community benefits requirements imposed as part of a regulated procurement that were fulfilled during the year covered by the report; e) a summary of any steps taken to facilitate the involvement of supported businesses during the year covered by the report; f) a summary of regulated procurements the authority expects to award in the next two financial years; g) such other information as the Scottish Ministers may specify. The attached Midlothian Council Annual Procurement Report 2023/24 complies with the above statutory requirements. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications arising from this report. 4.2 Digital There are no digital implications arising from this report. 4.3 Risk There are no risk implications arising from this report. Page 286 of 633
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3 4.4 Ensuring Equalities (if required a separate IIA must be completed) This report does not recommend any change to policy or practice and therefore does not require an Equalities Impact Assessment. 4.5 Additional Report Implications See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Annual Procurement Report Page 287 of 633
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4 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 Relevant colleagues and stakeholders have been consulted in the development of the Annual Procurement Report 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 APPENDIX B Annual Procurement Report Page 288 of 633
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Midlothian Council Annual Procurement Report (1st April 2023 – 31st March 2024) Page 289 of 633
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Contents • Introduction • Summary of Regulated Procurement • Review of Regulated Procurement Compliance • Community Benefit Summary • Supported Business Summary • Future Regulated Procurements Summary • Review of Midlothian’s Procurement Strategy 2018 – 2024 • Appendix 1: Regulated Procurements Completed (1st April 2023 – 31st March 2024) • Appendix 2: Regulated Procurement Forward Plan (1st April 2024 – 31st March 2026) Page 290 of 633
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Introduction The Procurement Reform (Scotland) Act 2014 requires any public contracting authority such as Midlothian Council that is required to publish a procurement strategy also to prepare and publish an annual procurement report on all regulated procurement activities. The annual procurement report is intended to: 1. Aid visibility of procurement activities 2. Be a mechanism for conveying how the Council is meeting legislative requirements; and 3. Outline how the Council’s procurement activity is contributing to the delivery of its broader aims and objectives. Section 18(2) of the Procurement Reform (Scotland) Act 2014 details the minimum content of the annual procurement report: • A summary of regulated procurements completed during the year • A review of whether those procurements complied with the authority’s procurement strategy • Where any procurements did not comply, a statement of how the authority intends to ensure future regulated procurements do comply • A summary of community benefit requirements imposed as part of the regulated procurement that were fulfilled during the year • A summary of any steps taken to facilitate involvement of supported businesses • A summary of regulated procurements the authority expects to commence in the next 2 financial years This procurement report will review Midlothian’s Procurement Strategy 2018-2024 and evaluate the organisations procurement activity and further supports Midlothian Council’s commitment to transparency within its procurement activity. Page 291 of 633
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Summary of Regulated Procurements Section 18(2) of the Procurement Reform (Scotland) Act 2014 requires organisations to include “a summary of the regulated procurements that have been completed during the year covered by the report”. Regulated procurement refers to any procurement above £50,000 for goods and services or £2,000,000 for works. A regulated procurement is completed when the award notice is published or where the procurement process otherwise comes to an end. Regulated procurements can refer to new contracts and framework agreements but also to mini- competitions and call-offs from existing framework agreements. The principle of transparency requires an organisation to approach its public procurements in an open and inclusive manner. During the period of this annual procurement report (1st April 2023 – 31st March 2024) Midlothian Council carried out the regulated Procurements found in Appendix 1 and provides a high level summary which includes: 1. The date of award 2. The name of the supplier(s) 3. Title of contract 4. Estimated value of contract/framework 5. Contract start date 6. Contract end date Page 292 of 633
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Review of Regulated Procurement Compliance Section 17 of the Act requires all regulated procurements to be carried out in line with the organisations procurement strategy. Section 18(2) states that an annual procurement report must include a “a review of whether those procurements complied with the authority’s procurement strategy” and “the extent to which any regulated procurements did not comply, and a statement detailing how the organisation will ensure that future regulated procurements do comply”. Prior to the commencement of any regulated procurement exercise a commodity strategy is developed. Commodity strategies are reviewed as part of the governance procedures. This involves a review by the project team and various members of management to ensure commodity strategies reflect and adhere to the values and principles set out in the overall procurement strategy. Commodity strategies reflect Midlothian Council’s procurement strategy and ensure that the procurement exercise follow a journey that embeds our organisations principles, values and objectives. This methodology aims to ensure that all regulated procurements align with the Procurement Strategy. Furthermore, our approach to strategic procurement in this way maximises the added value potential in each and every procurement exercise. Following the appointment of a new team lead earlier in the year, a review into the templates used for pre-procurement strategies and post-procurement recommendation reports will be undertaken. We continually strive to strengthen and develop our internal governance and recognise that strategy development is crucial in the creation of our contracts and frameworks. To ensure suppliers (locally and nationally) are paid timeously the Council is committed to paying all suppliers within 30 days. Prompt payment clauses requiring a 30 day payment term are embedded within our contractual terms and conditions. Suppliers are required to apply the same terms and conditions with their subcontractors who are supporting and delivering the council contract. During the reporting period 2023/24 the Council paid 90% of invoices within agreed timescales. The Council has also instigated an increased programme of e-invoicing which will assist in ensuring the timeous payment of contractors. The combined strategy development and procurement processes in place ensured that all regulated procurements were undertaken in compliance with the legal and procedural framework, and as a result in compliance with our overarching Procurement Strategy. Page 293 of 633
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Community Benefit Summary Section 18(2) of the Procurement Reform (Scotland) act states that it is mandatory for the annual procurement report to include a summary of any community benefit requirements imposed as part of a regulated procurement that were fulfilled during the year covered by the report. Section 25 of the Procurement Reform (Scotland) Act 2014 mandates that all contracting authorities must consider whether to impose community benefit requirements as part of the procurement when the estimated contract value is greater than or equal to £4,000,000. However, community benefits are a key objective of the Council’s Procurement Strategy 2018-2024 meaning all appropriate procurements must consider community benefits during the commodity strategy stage. Incorporating community benefits into our procurement activity recognises that we contribute to the delivery of social and environmental benefits. Suppliers are required to make a community benefits submission as part of their overall tender submission. Community benefits secured through the procurement process are recorded and monitored over the lifetime of the contract. This is currently recorded on the Cenefits software system but work is ongoing to explore alternative solutions. Key community benefit outcomes secured during the reporting period include: • Targeted recruitment and training e.g jobs, training, work experience, job shadowing opportunities, apprenticeships for young persons and unemployed individuals • Community Consultation, engagement and strengthening community relations • Sponsorship of local organisations Page 294 of 633
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Supported Businesses Summary Section 18(2) of the Procurement Reform (Scotland) Act 2014 requires organisations to include a summary of any steps taken to facilitate the involvement of supported businesses in regulated procurements during the year covered by the report. Supported Businesses make an important contribution to the Scottish economy, through the goods and services they deliver, but also by providing meaningful employment, training and social support for those who otherwise may be excluded from the workplace. The council’s procurement manual instructs that consideration be given to inclusion of supported businesses in all regulated procurements. In addition, the procurement page on the Council’s intranet site includes details of supported businesses who currently have contracts with Scottish Government and Scotland Excel. During the reporting period 2023/24 there were no regulated Midlothian procurements awarded to supported business. The reason for this is that the goods, services or works associated with the awarded contracts over the reporting period are not currently provided by existing supported businesses. Page 295 of 633
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Future Regulated Procurements Summary Section 18(2) of the Procurement Reform (Scotland) Act 2014 states that is mandatory that the annual procurement report must include a summary of the regulated procurements the authority expects to commence in the two financial years following the end of the reporting period. Acting in a transparent and proportionate manner is an effective way by which an organisation can encourage competition and achieve better value for money in its procurements. It promotes wider participation in the public procurement process and this information will give notice to suppliers of future opportunities. Future regulated procurements have been identified via the following means: 1. Current contracts on the council’s contract register that will expire and need to be extended or re-let over the next two years. 2. New procurements identified via future work plans provided by Council service teams. A full list of anticipated procurements in the next two years can be seen in Appendix 2. Page 296 of 633
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Review of Midlothian’s Procurement Strategy 2018 – 2024 Midlothian’s 2018-24 strategy consisted of 3 main themes; 1. Economic – Supporting the local economy 2. Social - Deliver safe, quality and innovative services that meet citizens’ needs 3. Commercial Efficiency and Contract & Supplier Management – Securing best value for money Economic The Procurement Team has published a Local/SME Procurement Strategy in conjunction with Economic Development colleagues. The two teams continue to work in partnership to limit any barriers or obstacles which would have been preventing local businesses from participating in Council contracts. Without question, this area can be developed considerably but in the last 2 years, limited resource within the Procurement team has prevented progress and stunted opportunity for growth. Social The Cenefits system was implemented as a means of recording Community Benefits (CBs). This was a partial success in that the system offers a clean way of recording/tracking CBs. However, resource remains a challenge from both Council and Supplier side in relation to the execution of the CB. Midlothian are actively exploring alternative solutions. Community Benefits are included in every competitive procurement as standard. As are Key Performance Indicators and Service Level Agreements where appropriate and proportionate. Commercial Efficiency and Contract & Supplier Management The Procurement Team continue to work closely with Scotland Excel, Scottish Procurement (Scottish Government) and Crown Commercial Services to establish best value for money solutions. In addition, cross Council collaborations remain in place for certain contracts. The team is currently split into 3 Categories; 1. People and Partnerships 2. Construction & Commercial Operations 3. Corporate It is unlikely however that a full Category Management approach to these areas can be credibly claimed. The nature of the work has resulted in reactive methodologies as opposed to the proactive approach Category Management requires. A further procurement officer has been recruited to assist in the redevelopment of the Council’s Building Maintenance Service. There is an ongoing proposal to recruit additional procurement officers and Page 297 of 633
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potentially to change the structure from 3 to 4 Categories which should be more manageable. The review of the original 2018 – 2023 Strategy was considered in March 2023 when the Council agreed to continue the Strategy until 31 March 2024. The Strategy has subsequently been further considered and agreed that it would be continued until 31 March 2025 when it would be subject to further review. Page 298 of 633
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Appendix 1 Compliant Regulated Procurements Overview between 1st April 2023 to 31st March 2024 Ref Project Name Description Supplier Contract Value PCS Award Date PCS Award Ref Contract Start Date Contract End date Livin g wag e Y/N Support ed Business Y/N Loc al Y/N SM E Y/N MID/22/ 44 Supply and Fit Tyres Cars, Vans & Trucks Supply and Fit Tyres Cars, Vans & Trucks Tructyre Fleet Management £104,917.2 6 25/04/20 23 APR47705 8 17/04/20 23 31/12/20 25 N N N y MID/23/ 23 Provision of Vehicle Tracking / Telematics Vehicle Tracking / Telematics UK Telematics Ltd £86,175.00 02/05/20 23 MAY4775 92 28/04/20 23 27/04/20 26 N N N Y SOP022 Kings Park Extension & Refurbishm ent Project – Architectura l Services Architectural Services to join design team for Kings Park Extension & Refurbishme nt Project Raich and Hall Architects £341,000.0 0 09/06/20 23 JUN48070 6 N N N Y Woodburn PS Extension & ALTS – Architectura l Services Woodburn PS Extension & ALTS – Architectural Services ADP Architecture £143,400.0 0 09/06/20 23 JUN48073 9 N N N Y MID/21/ 19 Kings Park Extension & Refurbishm ent Project Kings Park Extension & Refurbishme nt Project – Harley Haddow £89,808.00 09/06/20 23 JUN48076 7 N N N Y Page 299 of 633
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Appendix 1 Compliant Regulated Procurements Overview between 1st April 2023 to 31st March 2024 – Engineering Services Engineering Services to join design Team Kings Park Extension & Refurbishm ent Project – M & E Services Kings Park Extension & Refurbishme nt Project – M & E services to join design Team Rybka £111,600.0 0 09/06/20 23 JUN48078 9 N N N Y Beeslack High School Replacemen t – Project Managemen t Services Beeslack High School Replacemen t – Project Managemen t Services Faithful & Gould £4, 189,960.00 12/06/20 23 JUN48087 0 N N N N NCA/23/ 13 Purchase of Lining Machine Lining/scree d truck for white line operations Rexmar Engineering Ltd £155,797.0 0 20/06/20 23 JUN48150 5 N N N Y MID/23/ 49 Portacabin Woodburn Primary School Hire of portacabin for Woodburn Primary School Portakabin (Scotland) Ltd £144,017.2 0 23/06/20 23 JUN48186 0 31/08/20 23 02/01/20 25 N N N N MID/23/ 18 Backup Hardware Backup hardware replacement Softcat £183,031.7 9 29/06/20 23 JUN48232 3 01/06/20 23 31/05/20 28 N N N N Page 300 of 633
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Appendix 1 Compliant Regulated Procurements Overview between 1st April 2023 to 31st March 2024 Replacemen ts for Corporate and Education Networks MID/23/ 46 Telephony System for Contact Centre Telephony System for Contact Centre Netcall Techology Ltd £162,956.0 0 30/06/20 23 JUN48249 0 20/06/20 23 19/06/20 26 N N N N Mayfield and St Lukes PS Campus Project managemen t consultancy for Mayfield and St Lukes PS Campus which are being merged into the new Mayfield Community Campus. Faithful+Goul d Limited £2,563,117. 30 17/07/20 23 JUL48384 2 N N N N MID/23/ 44 Library Managemen t System End-to-end library managemen t system for libraries across Midlothian Civica UK Limited £193 209.00 21/09/20 23 SEP48885 0 19/09/20 23 N N N N Page 301 of 633
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Appendix 1 Compliant Regulated Procurements Overview between 1st April 2023 to 31st March 2024 MID/23/ 38 Supply of Fire Doors Supply of fire doors to Midlothian Council Fife Council Building Service £819 750.40 02/10/20 23 OCT48944 5 28/09/20 23 N N N N MID/23/ 43 Window Cleaning Services to Midlothian Council The works will comprise of cleaning windows/gla ss, internally and externally, as and when instructed. Nationwide Specialist Services Ltd Leeds £163 518.91 02/10/20 23 OCT48952 5 18/08/20 23 Y N N N NCA/23/ 20 Supply and Plant Bulbs and Wildflowers Supply and Planting of plants and wildflowers Lubbe & Sons (Bulbs) Ltd £180 000.00 23/10/20 23 OCT49098 2 N N N N MID/23/ 45 The Provision of Physiothera py Services Provision of physiothera py services. Midlothian Physiotherap y LLP £173 448.24 07/11/20 23 NOV4920 40 N N Y Y Anti-Virus Software Anti-virus software required to protect PCs and Laptops from cyber- attack. Computercen ter £76 000.00 10/11/20 23 NOV4923 49 N N N N MID/23/ 66 Phase 1 - Purchase of Purchase of A2D Telecare Legrand Assisted £125 000.00 15/12/20 23 DEC49495 9 N N N N Page 302 of 633
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Appendix 1 Compliant Regulated Procurements Overview between 1st April 2023 to 31st March 2024 A2D Telecare Equipment Alarm equipment for Adult Services clients. Living and Healthcare MID/23/ 66 Phase 1 - Purchase of A2D Telecare Equipment Phase 1 - Purchase of A2D Telecare Equipment TeleAlarm Europe GmbH £125 000.00 15/12/20 23 DEC49496 3 N N N N Website Hosting and Support Hosting and support for existing website, online forms, payment module and associated custom developmen ts built and deployed using proprietary web systems. Jadu Ltd £115 384.93 08/01/20 24 JAN49592 8 N N N Y MID/24/ 6 RCV Purchase Purchase of 4 Refuse Collection Vehicles FAUN Zoeller (UK) Limited £634 500.00 01/02/20 24 FEB49768 9 N N N N Page 303 of 633
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Appendix 1 Compliant Regulated Procurements Overview between 1st April 2023 to 31st March 2024 RCV Purchase Purchase of Refuse Collection Vehicles FAUN Zoeller (UK) Limited £610 410.00 13/02/20 24 FEB49867 5 12/02/20 24 N N N N MID/23/ 62 Mobile Library Vehicle Purchase a replacement mobile library vehicle to provide library and Council services across the authority. Torton Bodies Limited £252 620.00 06/03/20 24 MAR5002 06 N N N N Page 304 of 633
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Appendix 2 Compliant Regulated Procurements Pipeline (between 1st April 2024 – 31st March 2026) Ref Project Name Description New/extension/ Relet Estimated Value Expected Publication Date Expected Award Date Expected Contract Start Date 1 Penicuik HS refurbishment & Extension Penicuik HS refurbishment & Extension New/extension 89,000,000.00 Sep-24 Dec-24 Dec-24 2 Mauricewood PS Extension RIBA Stage 3 - 4 Refurbishment/Extension - Funding being discussed for this. Extension 6,433,414.00 Sep-24 On hold On hold 3 Beeslack Community HS and ASN Refurbishment/Extension Extension 83,000,000.00 Oct-24 Dec-24 Jan 25 4 C375.142 Shawfair Dundas (Previously Stewart Milne in administration) - 28 New Housing Units 28 New Build Developments New 4,500,000.00 Oct-24 Jan-25 Mar-25 5 Newtongrange Town Centre / Pool Site New builds New 5,400,000.00 6 Midlothian House Refurbishment Refurbish building Refurb 12,000,000.00 Apr-25 May-25 Aug-25 7 Stobhill Depot Future industrial unit site New TBC TBC TBC TBC 8 Shawfair Town Centre Ground remediation all complete New TBC TBC TBC TBC 9 Hopefield Industrial Estate Upgrade works to existing utilities – funding required New TBC TBC TBC TBC Page 305 of 633
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10 Polton Street project Intermediate Care and Day Care Project on site C398 on site – Part of housing site under Ogilvie New Awarded Awarded Awarded 11 Marc Building New build community building – feasibility under way but requires major capital investment New TBC TBC TBC TBC 12 Vogrie Renewal Strategy Masterplan Looking at ideas to bring revenue projects to Vogrie country park New TBC TBC TBC TBC 13 Multi Trades Framework All Housing and Non-Housing trades New £1,4000,000 December 2024 March 2025 March 2025 14 Kitchen Supply Only Kitchen Supplies New £2,000,000 December 2024 March 2025 March 2025 15 Windows & Doors Supply only Windows and Doors supplies New £5.400,000 December 2024 March 2025 March 2025 16 Purchase of Small Vans 3 x small Vans purchase as part of the fleet replacement project New £52,644.30 April 2024 May 2024 May 2024 17 Purchase of Accessible Minibuses 4x minibuses purchase New 570,000.00 May 2024 June 2024 June 2024 18 Purchase of Chassis and Gritter Body Chassis and Gritter Body purchase New £110,694.00 May 2024 June 2024 June 2024 19 Purchase of Refuse Collection Vehicles (RCV) 3 x RCV’s New £624,514.00 May 2024 June 2024 June 2024 20 Purchase of 32-ton 8x4 Hook 1 x 32-ton 8x4 Hook New £186,979.00 May 2024 June 2024 June 2024 21 Sweepers Purchase Purchase of 2 x GVW 4.5t compact sweepers New £166,000.00 July 2024 July 2024 July 2024 22 Bus Purchase Bus Purchase New £146,450 July 2024 July 2024 August 2024 Page 306 of 633
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Ref Project Name Description New/extension/ Relet Estimated Value Expected Publication Date Expected Award Date Expected Contract Start Date 23 Purchase of ARB vehicle ARB Vehicle purchase New £65,212.35 November 2024 November 2024 March 2025 24 Road Roller Purchase Road Roller Purchase New £84,000.00 November 2024 November 2024 November 2024 25 Mini Tractors Purchase 2 x Mini tractors New £50,949.00 November 2024 December 2024 December 2024 26 Managed Print Service Managed Print Service for Corporate, Library and Education Relet 1,200,000.00 August 2024 March 2025 April 2025 27 Network Switch Supply and installation of new network switches New £650,000.00 August 2024 October 2024 October 2024 28 Catering payment service Software application for management of payment received within cafes, schools etc Relet £280,000.00 October 2024 November 2024 November 2024 29 Road Repairs framework Framework for provision of various road maintenance and repairs work across Midlothian region. Relet £25,000,000.00 November 2024 February 2025 April 2025 30 Specialist Services MID- 24-31 Security / Fire / CCTV £2,723,288 13/11/24 13/11/24 1st Nov 2024 31 Facilities Management MID-23-33 Gas / Electrical maintenance £7,840,000 13/11/24 13/11/24 October 2024 32 Additional Resources for Winter Maintenance Additional Resources for Winter Maintenance Relet £400,000 March 2024 April 2024 June 2024 33 The Treatment of Residual Waste & Associated Services The Treatment of Residual Waste & Associated Services Relet £5,160,000 tbc tbc tbc 34 Housing & Homeless Support Services Housing & Homeless Support Services Relet £13,000,000 January 2024 July 2024 July 2024 Page 307 of 633
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35 The Provision of a Removal, Transportation and Storage Service The Provision of a Removal, Transportation and Storage Service Relet £88,093.00 July 2024 Aug 2024 Sept 2024 36 Housing Newton Church Road, Danderhall Housing Newton Church Road, Danderhall New £5,200,000 Nov 2022 Nov 24 Nov 24 37 Scottish Welfare Fund Items Scottish Welfare Fund Items New £1,000,000 Jan 2025 March 2025 April 2025 38 Client Transport Client Transport Relet tbc tbc tbc tbc 39 Wheeled Bins Wheeled Bins New £1,305,986 Jan 2025 Feb 2025 Feb 2025 40 School Counselling School Counselling Relet £1,477,000 March 2025 June 2025 Sept 2025 41 Activities & Respite Framework for Children & Young People with Disabilities Activities & Respite Framework for Children & Young People with Disabilities New tbc tbc tbc tbc 42 CYP MH & Therapeutic Services CYP MH & Therapeutic Services New tbc tbc tbc tbc 41 Wheel excavator’s purchase Wheel excavator’s purchase New £90,000.00 December 2024 December 2024 tbc Page 308 of 633
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Midlothian Council Tuesday 17 December 2024 Item No: 8.8 Appointments of Members in Accordance with the Scheme of Administration - Newbyres Community Trust (SC052650) Report by Saty Kaur, Chief Officer Corporate Solutions Report for Decision 1 Recommendations The Council is invited to consider the appointment of an elected member to the Newbyres Community Trust, following the resignation of Councillor Ellen Scott. 2 Purpose of Report/Executive Summary In accordance with Standing Order 14, consideration requires to be given by Council to the appointments of representatives to Joint Committees, Outside Bodies and other partnership working where there is a vacancy. Date 26 November 2024 Report Contact: Sat Kaur, Chief Officer Corporate Solutions Saty.Kaur@midlothian.gov.uk Page 309 of 633
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2 3 Background/Main Body of Report 3.1 On 2 August 2023, Midlothian Council received a written request from the Chair of Newbyres Community Trust (SC052650) requesting the Council nominate a local Councillor from the Gorebridge area to represent the Council on the Board of Trustees. 3.2 As per their Constitution (Appendix B), the purpose of Newbyres Community Trust is: • The advancement of public participation in sport. To benefit and serve the Gorebridge and district communities by identifying and improving sporting, recreational, environmental, health and emotional opportunities as well as infrastructure, for children, young people, adults and families. Working with voluntary and statutory professionals, local businesses and funders, to improve outcomes for the community by providing improved sporting facilities. The area within which the organisation shall operate shall be Gorebridge and district communities. • The provision and organisation of local recreational and sporting facilities with the object of improving the opportunities for the community to pursue and take part in these activities. • To help and promote participation in sport to some protected groups,e.g. age, disability etc by offering opportunities for walking football and any other assistance to ensure inclusion. • The advancement of health. To relieve and support people to pursue a better quality of life by promoting access to positive physical and mental health. Working with community groups and local health organisations to offer information and support on healthy eating and advocating and promoting sport as a means to improve mood, decrease anxiety and depression leading to a more balanced lifestyle and better mental health. 3.3 At its meeting of 29 August 2023, Council nominated Councillor Ellen Scott to represent the Council on the Board of Trustees. 3.4 Councillor Ellen Scott has submitted their resignation on 26 November 2024, therefore Council is recommended to nominate an elected member to represent the Council to replace Councillor Ellen Scott. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource None 4.2 Digital None 4.3 Risk Page 310 of 633
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3 Any delay in making the necessary appointments could impede the discharge of business affecting both these bodies and the Council. 4.4 Ensuring Equalities (if required a separate IIA must be completed) No IIA required 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Newbyres Community Trust Constitution Page 311 of 633
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4 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 No implications A.5 Involving Communities and Other Stakeholders No implications 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 312 of 633
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Page 1 of 20 CONSTITUTION OF NEWBYRES COMMUNITY TRUST 11TH May 2023 Page 313 of 633
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Constitution dated May 2023 Page 2 of 20 CONSTITUTION of Newbyres Community Trust CONTENTS GENERAL type of organisation, Scottish principal office, name, purposes, powers, liability, general structure Clauses 1 - 12 MEMBERS qualifications for membership, application, subscription, register of members, withdrawal, transfer, re- registration, expulsion clauses 13 - 25 DECISION-MAKING BY THE MEMBERS members’ meetings, power to request members’ meeting, notice, procedure at members’ meetings, voting at members’ meetings, written resolutions, minutes clauses 26 - 52 BOARD (CHARITY TRUSTEES) number, eligibility, election/ retiral/re-election, termination of office, register of charity trustees, office bearers, powers, general duties, code of conduct clauses 53 - 80 DECISION-MAKING BY THE CHARITY TRUSTEES notice, procedure at board meetings, minutes clauses 81 - 96 ADMINISTRATION sub-committees, operation of accounts, accounting records and annual accounts clauses 97 - 105 MISCELLANEOUS winding up, alterations to the constitution, interpretation clauses 106 - 111 Page 314 of 633
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Page 3 of 20 GENERAL Type of organisation 1. The organisation is a Scottish Charitable Incorporated Organisation (SCIO) Scottish principal office 2. The principal office of the organisation will be in Scotland (and must remain in Scotland). Name 3. The name of the organisation is “Newbyres Community Trust”. Purposes 4. The organisation’s purposes are: 4.1 The advancement of public participation in sport. To benefit and serve the Gorebridge and district communities by identifying and improving sporting, recreational, environmental, health and emotional opportunities as well as infrastructure, for children, young people, adults and families. Working with voluntary and statutory professionals, local businesses and funders, to improve outcomes for the community by providing improved sporting facilities. The area within which the organisation shall operate shall be Gorebridge and district communities. 4.2 The provision and organisation of local recreational and sporting facilities with the object of improving the opportunities for the community to pursue and take part in these activities. 4.3 To help and promote participation in sport to some protected groups ,e.g. age, disability etc by offering opportunities for walking football and any other assistance to ensure inclusion. 4.4 The advancement of health. To relieve and support people to pursue a better quality of life by promoting access to positive physical and mental health. Working with community groups and local health organisations to offer information and support on healthy eating, and advocating and promoting sport as a means to improve mood, decrease anxiety and depression leading to a more balanced lifestyle and better mental health. 5. The area within which the organisation shall operate (in this constitution referred to as the ‘Area of Benefit’) shall be Gorebridge Community Council area and nearby villages of Middleton, Temple and its rural environs. 6. The organisation shall promote (but not promote exclusively) its activities and delivery operations to people within the ‘Area of Page 315 of 633
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Page 4 of 20 Benefit’, set out in Sections 4 and 5. which details the organisation’s purposes and area of benefit. These people will be the organisation’s beneficiaries. Powers 7. The organisation has power to do anything which is calculated to further its purposes or is conducive or incidental to doing so. 8. No part of the income or property of the organisation may be paid or transferred (directly or indirectly) to the members - either in the course of the organisation’s existence or on dissolution - except where this is done in direct furtherance of the organisation’s charitable purposes. Liability of members 9. The members of the organisation have no liability to pay any sums to help to meet the debts (or other liabilities) of the organisation if it is wound up; accordingly, if the organisation is unable to meet its debts, the members will not be held responsible. 10. The members and charity trustees have certain legal duties under the Charities and Trustee Investment (Scotland) Act 2005; and clause 9 does not exclude (or limit) any personal liabilities they might incur if they are in breach of those duties or in breach of other legal obligations or duties that apply to them personally. General structure 11. The structure of the organisation consists of: 11.1 the MEMBERS - who have the right to attend members' meetings (including any annual general meeting) and have important powers under the constitution; in particular, the members appoint people to serve on the board and take decisions on changes to the constitution itself. 11.2 ASSOCIATE and JUNIOR MEMBERS, and 11.3 the BOARD 11.3.1 Elected Charity Trustees and 11.3.2 Co-opted Charity Trustees who hold regular meetings, and generally control the activities of the organisation; for example, the board is responsible for monitoring and controlling the financial position of the organisation. 11.4 The following conditions apply to the structure. Page 316 of 633
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Page 5 of 20 11.5 The organisation shall have not fewer than 20 members at any time; and 11.6 At least three quarters of the members of the organisation are members of the Gorebridge Area of Benefit; and 11.7 In the event that the number of members falls below 20 or that at least three quarters of the members of the organisation do not consist of members of the Gorebridge Area of Benefit, the Board may conduct essential business and to ensure the admission of sufficient Ordinary Members to achieve the minimum number and/or take steps to maintain the majority. 12. The people serving on the board are referred to in this constitution as CHARITY TRUSTEES. MEMBERS Qualifications for membership 13. The members of the organisation shall consist of those individuals who made the application for registration of the organisation and such other individual or group as are admitted to membership under the following clauses. 13.1 Membership of the organisation is open to: 13.2 Ordinary members: those individuals aged 16 and over who: 13.2.1 Are resident within the Gorebridge Area of Benefit, and 13.2.2 Are entitled to vote at a local government election that includes the Community or part of it, and 13.2.3 Who support the Purposes of the organisation Ordinary members are eligible to stand for election to the Board and can vote at any General meeting. 13.3 Associate members: those individuals aged 16 and over who: 13.3.1 Are not resident in the Gorebridge Area of Benefit, and those groups wherever located, and 13.3.2 Who support the Purposes of the organisation Associate Members are neither eligible to stand for election to the Board nor to vote at any General meeting. 13.4 Junior Members; those individuals who: 13.4.1 Are aged between 9 and 15 and Page 317 of 633
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Page 6 of 20 13.4.2 Who support the Purposes of the organisation Junior Members are neither eligible to stand for election to the Board nor to vote at any General Meeting. 13.5 Declaring that, if a member ceases to comply with any of the criteria at Clauses 13.2, 13.3 and 13.4 they will be obliged to inform the organisation and will thereafter have membership reclassified in terms of either Clauses 13.2, 13.3 and 13.4 and that if the organisation becomes aware of changes itself it will so reclassify the member and notify them accordingly. 14. Employees of the organisation are not eligible for membership. Application for membership 15. Any person who wishes to become a member shall in such written form as the Board prescribe submit a written application for membership and agree to support the purposes of the organisation. 15.1 The Board shall promptly consider applications for membership, made in such written form as it shall prescribe from time to time, determining if the terms of Clause 13.2, 13.3 or 13.4 apply and into which category of membership each applicant shall belong, and immediately thereafter shall approve any valid application provided the applicant is not excluded by virtue of Clause 11.5, 11.6, 11.7 or has previously been a member of the organisation and continues to be excluded from membership by virtue of Clause 25 and inform the applicant of the board’s decision. Membership subscription 16. No membership subscription will be payable. Register of members 17. The board must keep a register of members, setting out 17.1 for each current member: 17.1.1 his/her full name and address; and 17.1.2 the date on which he/she was registered as a member of the organisation; 17.2 for each former member - for at least six years from the date on he/she ceased to be a member: 17.2.1 his/her name; and 17.2.2 the date on which he/she ceased to be a member. Page 318 of 633
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Page 7 of 20 18. The board must ensure that the register of members is updated within 28 days of any change: 18.1 which arises from a resolution of the board or a resolution passed by the members of the organisation; or 18.2 which is notified to the organisation. 19. If a member or charity trustee of the organisation requests a copy of the register of members, the board must ensure that a copy is supplied to him/her within 28 days, providing the request is reasonable; if the request is made by a member (rather than a charity trustee), the board may provide a copy which has the addresses blanked out. Withdrawal from membership 20. Any person who wants to withdraw from membership must give a written notice of withdrawal to the organisation, signed by him/her; he/she will cease to be a member as from the time when the notice is received by the organisation. Transfer of membership 21. Membership of the organisation may not be transferred by a member. Re-registration of members 22. The board may, at any time, issue notices to the members (in writing or by e-mail) requiring them to confirm that they wish to remain as members of the organisation, and allowing them a period of 28 days (running from the date of issue of the notice) to provide that confirmation to the board. 23. If a member fails to provide confirmation to the board (in writing or by e-mail) that he/she wishes to remain as a member of the organisation before the expiry of the 28-day period referred to in clause 22, the board may expel him/her from membership. 24. A notice under clause 22 will not be valid unless it refers specifically to the consequences (under clause 23) of failing to provide confirmation within the 28-day period. Expulsion from membership 25. Any person may be expelled from membership by way of a resolution passed by not less than two thirds of those present and voting at a members' meeting, providing the following procedures have been observed:- Page 319 of 633
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Page 8 of 20 25.1 at least 21 days’ notice of the intention to propose the resolution must be given to the member concerned, specifying the grounds for the proposed expulsion; 25.2 the member concerned will be entitled to be heard on the resolution at the members' meeting at which the resolution is proposed. DECISION-MAKING BY THE MEMBERS Members’ meetings 26. The board must arrange a meeting of members (an annual general meeting or "AGM") in each calendar year. If deemed appropriate and/or necessitated by health and safety concerns (such as social distancing or Trustee illness) meetings may be held via an online meeting platform. 27. The gap between one AGM and the next must not be longer than 15 months. 28. Notwithstanding clause 26, an AGM does not need to be held during the calendar year in which the organisation is formed; but the first AGM must still be held within 15 months of the date on which the organisation is formed. 29. The business of each AGM must include:- 29.1 a report by the chair on the activities of the organisation; 29.2 consideration of the annual accounts of the organisation; 29.3 the election/re-election of charity trustees, as referred to in clauses 57 to 61. 30. The board may arrange a special members' meeting at any time. Power to request the board to arrange a special members’ meeting 31. The board must arrange a special members’ meeting, which can be held by an online meeting platform, if they are requested to do so by a notice (which may take the form of two or more documents in the same terms, each signed by one or more members) by members who amount to 5% or more of the total membership of the organisation at the time, providing: 31.1 the notice states the purposes for which the meeting is to be held; and 31.2 those purposes are not inconsistent with the terms of this constitution, the Charities and Trustee (Investment) Scotland Act 2005 or any other statutory provision. Page 320 of 633
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Page 9 of 20 32. If the board receive a notice under clause 31, the date for the meeting which they arrange in accordance with the notice must not be later than 28 days from the date on which they received the notice. Notice of members’ meetings 33. At least 14 clear days’ notice must be given of any AGM or any special members' meeting. 34. The notice calling a members' meeting must specify in general terms what business is to be dealt with at the meeting; and 34.1 in the case of a resolution to alter the constitution, must set out the exact terms of the proposed alteration(s); or 34.2 in the case of any other resolution falling within clause 45 (requirement for two-thirds majority) must set out the exact terms of the resolution. 35. The reference to “clear days” in clause 33 shall be taken to mean that, in calculating the period of notice, 35.1 the day after the notices are posted (or sent by e-mail) should be excluded; and 35.2 the day of the meeting itself should also be excluded. 36. Notice of every members' meeting, must be given to all the members of the organisation, and to all the charity trustees; but the accidental omission to give notice to one or more members will not invalidate the proceedings at the meeting. Meetings can be held by an online meeting platform. 37. Any notice which requires to be given to a member under this constitution must be: - 37.1 sent by post to the member, at the address last notified by him/her to the organisation; or 37.2 sent by e-mail to the member, at the e-mail address last notified by him/her to the organisation. Procedure at members’ meetings 38. No valid decisions can be taken at any members' meeting unless a quorum is present. 39. The quorum for a members' meeting is 10% members, present in person. 40. If a quorum is not present within 15 minutes after the time at which a members' meeting was due to start - or if a quorum ceases to be Page 321 of 633
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Page 10 of 20 present during a members' meeting - the meeting cannot proceed; and fresh notices of meeting will require to be sent out, to deal with the business (or remaining business) which was intended to be conducted. 41. The chair of the organisation should act as chairperson of each members' meeting. 42. If the chair of the organisation is not present within 15 minutes after the time at which the meeting was due to start (or is not willing to act as chairperson), the charity trustees present at the meeting must elect (from among themselves) the person who will act as chairperson of that meeting. Voting at members’ meetings 43. 43.1 An ORDINARY MEMBER has one vote, which must be given personally. 43.2 ASSOCIATE and JUNIOR MEMBERS shall have NO vote. 44. All decisions at members' meetings will be made by majority vote - with the exception of the types of resolution listed in clause 45. 45. The following resolutions will be valid only if passed by not less than two thirds of those voting on the resolution at a members’ meeting (or if passed by way of a written resolution under clause 49): 45.1 a resolution amending the constitution; 45.2 a resolution expelling a person from membership under clause 25; 45.3 a resolution directing the board to take any particular step (or directing the board not to take any particular step); 45.4 a resolution approving the amalgamation of the organisation with another SCIO (or approving the constitution of the new SCIO to be constituted as the successor pursuant to that amalgamation); 45.5 a resolution to the effect that all of the organisation’s property, rights and liabilities should be transferred to another SCIO (or agreeing to the transfer from another SCIO of all of its property, rights and liabilities); 45.6 a resolution for the winding up or dissolution of the organisation. 46. If there is an equal number of votes for and against any resolution, the chairperson of the meeting will be entitled to a second (casting) vote. Page 322 of 633
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Page 11 of 20 47. A resolution put to the vote at a members' meeting will be decided on a show of hands - unless the chairperson (or at least two other members present at the meeting) ask for a secret ballot. 48. The chairperson will decide how any secret ballot is to be conducted, and he/she will declare the result of the ballot at the meeting. Written resolutions by members 49. A resolution agreed to in writing (or by e-mail) by all the members will be as valid as if it had been passed at a members’ meeting; the date of the resolution will be taken to be the date on which the last member agreed to it. Minutes 50. The board must ensure that proper minutes are kept in relation to all members' meetings. 51. Minutes of members' meetings must include the names of those present; and (so far as possible) should be signed by the chairperson of the meeting. 52. The board shall make available copies of the minutes referred to in clause 50 to any member of the public requesting them; but on the basis that the board may exclude confidential material to the extent permitted under clause 96. BOARD Number of charity trustees 53. The maximum number of charity trustees is 12: 53.1 1 of whom will be a nominated member of Trustees of Arniston Rangers Football Club to represent their interests; 1 of whom will be a nominated member of Trustees of Arniston Rangers Youth Football Club to represent their interests; 1 Elected Local Councillor [where possible]; Up to 2 individual persons can be co-opted in terms of Clause 54.1 (“the Co-opted Charity Trustees”), so as to ensure a spread of skills and experience within the Board The remaining Trustees will be members of the Gorebridge and District Community. The minimum number of charity trustees is 5, which must consist of at least 1 nominated member from Arniston Rangers Page 323 of 633
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Page 12 of 20 Football Club, 1 nominated member from Arniston Rangers Youth Football Club and 1 or more local community members. Eligibility 54. A person will not be eligible for election or appointment to the board unless he/she is a member of the organisation. However, the Board will have the power to: 54.1 Co-Opt Charity Trustees - Subject to Clause 53.1 up to 2 individuals may be co-opted from time to time by the Board of Trustees, as follows; 54.1.1 Subject to Clause 54.1.3. a Co-opted Charity Trustee shall serve until the next AGM after his or her co-option; 54.1.2 a Co-opted Charity Trustee can be re-co-opted at such next AGM; 54.1.3 A co-opted Charity Trustee can be removed from office at any time by a simple majority of the Board; and 54.1.4 for the avoidance of doubt, a Co-opted Charity Trustee may participate fully in at all Board meetings which they attend, and is eligible to vote at them; 54.1.5 the total number of Co-opted Charity Trustees must not outnumber the total number of Elected Ordinary Member Charity Trustees; 55. A person will not be eligible for election or appointment to the board if he/she is: - 55.1 disqualified from being a charity trustee under the Charities and Trustee Investment (Scotland) Act 2005; or 55.2 an employee of the organisation. Initial charity trustees 56. The individuals who signed the charity trustee declaration forms which accompanied the application for incorporation of the organisation shall be deemed to have been appointed by the members as charity trustees with effect from the date of incorporation of the organisation. Election, retiral, re-election 57. At each AGM, the members may elect any member (unless he/she is debarred from membership under clause 55) to be a charity trustee in line with Clause 53. Page 324 of 633
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Page 13 of 20 58. The board may at any time appoint any member (unless he/she is debarred from membership under clause 55) to be a charity trustee. 59. At each AGM, all of the charity trustees must retire from office - but may then be re-elected under clause 57. 60. A charity trustee retiring at an AGM will be deemed to have been re- elected unless: - 60.1 he/she advises the board prior to the conclusion of the AGM that he/she does not wish to be re-appointed as a charity trustee; or 60.2 an election process was held at the AGM and he/she was not among those elected/re-elected through that process; or 60.3 a resolution for the re-election of that charity trustee was put to the AGM and was not carried. 61. In the case of a charity trustee elected/appointed under clauses 54 to 60) he/she ceases to be a member of the organisation. Termination of office 62. An elected charity trustee will automatically cease to hold office if: - 62.1 he/she becomes disqualified from being a charity trustee under the Charities and Trustee Investment (Scotland) Act 2005; 62.2 he/she becomes incapable for medical reasons of carrying out his/her duties as a charity trustee - but only if that has continued (or is expected to continue) for a period of more than six months; 62.3 he/she ceases to be a member of the organisation; 62.4 he/she becomes an employee of the organisation; 62.5 he/she gives the organisation a notice of resignation, signed by him/her; 62.6 he/she is absent (without good reason, in the opinion of the board) from more than three consecutive meetings of the board - but only if the board resolves to remove him/her from office; 62.7 he/she is removed from office by resolution of the board on the grounds that he/she is considered to have committed a material breach of the code of conduct for charity trustees (as referred to in clause 79); 62.8 he/she is removed from office by resolution of the board on the grounds that he/she is considered to have been in serious or Page 325 of 633
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Page 14 of 20 persistent breach of his/her duties under section 66(1) or (2) of the Charities and Trustee Investment (Scotland) Act 2005; or 62.9 he/she is removed from office by a resolution of the members passed at a members’ meeting. 63. A resolution under paragraph 62.7, 62.8 or 62.9 shall be valid only if: - 63.1 the charity trustee who is the subject of the resolution is given reasonable prior written notice of the grounds upon which the resolution for his/her removal is to be proposed; 63.2 the charity trustee concerned is given the opportunity to address the meeting at which the resolution is proposed, prior to the resolution being put to the vote; and 63.3 (in the case of a resolution under paragraph 62.7 or 62.8) at least two thirds (to the nearest round number) of the charity trustees then in office vote in favour of the resolution. Register of charity trustees 64. The board must keep a register of charity trustees, setting out 64.1 for each current charity trustee: 64.1.1 his/her full name and address; 64.1.2 the date on which he/she was appointed as a charity trustee; and 64.1.3 any office held by him/her in the organisation; 64.2 for each former charity trustee - for at least 6 years from the date on which he/she ceased to be a charity trustee: 64.2.1 the name of the charity trustee; 64.2.2 any office held by him/her in the organisation; and 64.2.3 the date on which he/she ceased to be a charity trustee. 65. The board must ensure that the register of charity trustees is updated within 28 days of any change: 65.1 which arises from a resolution of the board or a resolution passed by the members of the organisation; or 65.2 which is notified to the organisation. 66. If any person requests a copy of the register of charity trustees, the board must ensure that a copy is supplied to him/her within 28 days, providing the request is reasonable; if the request is made by a person Page 326 of 633
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Page 15 of 20 who is not a charity trustee of the organisation, the board may provide a copy which has the addresses blanked out - if the SCIO is satisfied that including that information is likely to jeopardise the safety or security of any person or premises. Office-bearers 67. The charity trustees must elect (from among themselves) a chair, a treasurer and a secretary. 68. In addition to the office-bearers required under clause 67, the charity trustees may elect (from among themselves) further office-bearers if they consider that appropriate. 69. All of the office-bearers will cease to hold office at the conclusion of each AGM, but may then be re-elected under clause 67 or 68. 70. A person elected to any office will automatically cease to hold that office: - 70.1 if he/she ceases to be a charity trustee; or 70.2 if he/she gives to the organisation a notice of resignation from that office, signed by him/her. Powers of board 71. Except where this constitution states otherwise, the organisation (and its assets and operations) will be managed by the board; and the board may exercise all the powers of the organisation. 72. A meeting of the board, which can be held by an online meeting platform, at which a quorum is present may exercise all powers exercisable by the board. 73. The members may, by way of a resolution passed in compliance with clause 45 (requirement for two-thirds majority), direct the board to take any particular step or direct the board not to take any particular step; and the board shall give effect to any such direction accordingly. Charity trustees - general duties 74. Each of the charity trustees has a duty, in exercising functions as a charity trustee, to act in the interests of the organisation; and, in particular, must:- 74.1 seek, in good faith, to ensure that the organisation acts in a manner which is in accordance with its purposes; 74.2 act with the care and diligence which it is reasonable to expect of a person who is managing the affairs of another person; Page 327 of 633
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Page 16 of 20 74.3 in circumstances giving rise to the possibility of a conflict of interest between the organisation and any other party: 74.3.1 put the interests of the organisation before that of the other party; 74.3.2 where any other duty prevents him/her from doing so, disclose the conflicting interest to the organisation and refrain from participating in any deliberation or decision of the other charity trustees with regard to the matter in question; 74.4 ensure that the organisation complies with any direction, requirement, notice or duty imposed under or by virtue of the Charities and Trustee Investment (Scotland) Act 2005. 75. In addition to the duties outlined in clause 74, all of the charity trustees must take such steps as are reasonably practicable for the purpose of ensuring: - 75.1 that any breach of any of those duties by a charity trustee is corrected by the charity trustee concerned and not repeated; and 75.2 that any trustee who has been in serious and persistent breach of those duties is removed as a trustee. 76. Provided he/she has declared his/her interest - and has not voted on the question of whether or not the organisation should enter into the arrangement - a charity trustee will not be debarred from entering into an arrangement with the organisation in which he/she has a personal interest; and (subject to clause 77 and to the provisions relating to remuneration for services contained in the Charities and Trustee Investment (Scotland) Act 2005), he/she may retain any personal benefit which arises from that arrangement. 77. No charity trustee may serve as an employee (full time or part time) of the organisation; and no charity trustee may be given any remuneration by the organisation for carrying out his/her duties as a charity trustee. 78. The charity trustees may be paid all travelling and other expenses reasonably incurred by them in connection with carrying out their duties; this may include expenses relating to their attendance at meetings. Code of conduct for charity trustees 79. Each of the charity trustees shall comply with the code of conduct (incorporating detailed rules on conflict of interest) prescribed by the board from time to time. Page 328 of 633
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Page 17 of 20 80. The code of conduct referred to in clause 79 shall be supplemental to the provisions relating to the conduct of charity trustees contained in this constitution and the duties imposed on charity trustees under the Charities and Trustee Investment (Scotland) Act 2005; and all relevant provisions of this constitution shall be interpreted and applied in accordance with the provisions of the code of conduct in force from time to time DECISION-MAKING BY THE CHARITY TRUSTEES Notice of board meetings 81. Any charity trustee may call a meeting of the board which can be held by an online meeting platform or ask the secretary to call a meeting of the board. 82. At least 7 days' notice must be given of each board meeting, unless (in the opinion of the person calling the meeting) there is a degree of urgency which makes that inappropriate. Procedure at board meetings 83. No valid decisions can be taken at a board meeting unless a quorum is present; the quorum of the Board meetings shall not be less than 40% of all the Trustees. 84. If at any time the number of charity trustees in office falls below the number stated as the quorum in clause 83, the remaining charity trustee(s) will have power to fill the vacancies or call a members' meeting - but will not be able to take any other valid decisions. 85. The chair of the organisation should act as chairperson of each board meeting. 86. If the chair is not present within 15 minutes after the time at which the meeting was due to start (or is not willing to act as chairperson), the charity trustees present at the meeting must elect (from among themselves) the person who will act as chairperson of that meeting. 87. Every charity trustee has one vote, which must be given personally. 88. All decisions at board meetings will be made by majority vote. 89. If there is an equal number of votes for and against any resolution, the chairperson of the meeting will be entitled to a second (casting) vote. 90. The board may, at its discretion, allow any person to attend and speak at a board meeting notwithstanding that he/she is not a charity trustee - but on the basis that he/she must not participate in decision-making. 91. A charity trustee must not vote at a board meeting (or at a meeting of a sub-committee) on any resolution which relates to a matter in which Page 329 of 633
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Page 18 of 20 he/she has a personal interest or duty which conflicts (or may conflict) with the interests of the organisation; he/she must withdraw from the meeting while an item of that nature is being dealt with. 92. For the purposes of clause 92: - 92.1 an interest held by an individual who is “connected” with the charity trustee under section 68(2) of the Charities and Trustee Investment (Scotland) Act 2005 (husband/wife, partner, child, parent, brother/sister etc) shall be deemed to be held by that charity trustee; 92.2 a charity trustee will be deemed to have a personal interest in relation to a particular matter if a body in relation to which he/she is an employee, director, member of the management committee, officer or elected representative has an interest in that matter. Minutes 93. The board must ensure that proper minutes are kept in relation to all board meetings and meetings of sub-committees. 94. The minutes to be kept under clause 93 must include the names of those present; and (so far as possible) should be signed by the chairperson of the meeting. 95. The board shall (subject to clause 96) make available copies of the minutes referred to in clause 94 to any member of the public requesting them. 96. The board may exclude from any copy minutes made available to a member of the public under clause 95 any material which the board considers ought properly to be kept confidential - on the grounds that allowing access to such material could cause significant prejudice to the interests of the organisation or on the basis that the material contains reference to employee or other matters which it would be inappropriate to divulge.] ADMINISTRATION Delegation to sub-committees 97. The board may delegate any of their powers to sub-committees; a sub-committee must include at least one charity trustee, but other members of a sub-committee need not be charity trustees. 98. The board may also delegate to the chair of the organisation (or the holder of any other post) such of their powers as they may consider appropriate. Page 330 of 633
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Page 19 of 20 99. When delegating powers under clause 97 or 98, the board must set out appropriate conditions (which must include an obligation to report regularly to the board). 100. Any delegation of powers under clause 97 or 98 may be revoked or altered by the board at any time. 101. The rules of procedure for each sub-committee, and the provisions relating to membership of each sub-committee, shall be set by the board. Operation of accounts 102. Subject to clause 104, the signatures of two out of three signatories appointed by the board will be required in relation to all operations (other than the lodging of funds) on the bank and building society accounts held by the organisation; at least one out of the two signatures must be the signature of a charity trustee. 103. Where the organisation uses electronic facilities for the operation of any bank or building society account, the authorisations required for operations on that account must be consistent with the approach reflected in clause 102. Accounting records and annual accounts 104. The board must ensure that proper accounting records are kept, in accordance with all applicable statutory requirements. 105. The board must prepare annual accounts, complying with all relevant statutory requirements; if an audit is required under any statutory provisions (or if the board consider that an audit would be appropriate for some other reason), the board should ensure that an audit of the accounts is carried out by a qualified auditor. MISCELLANEOUS Winding-up 106. If the organisation is to be wound up or dissolved, the winding-up or dissolution process will be carried out in accordance with the procedures set out under the Charities and Trustee Investment (Scotland) Act 2005. 107. Any surplus assets available to the organisation immediately preceding its winding up or dissolution must be used for purposes which are the same as - or which closely resemble - the purposes of the organisation as set out in this constitution. Alterations to the constitution Page 331 of 633
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Page 20 of 20 108. This constitution may (subject to clause 110) be altered by resolution of the members passed at a members’ meeting (subject to achieving the two thirds majority referred to in clause 45) or by way of a written resolution of the members. 109. The Charities and Trustee Investment (Scotland) Act 2005 prohibits taking certain steps (eg change of name, an alteration to the purposes, amalgamation, winding-up) without the consent of the Office of the Scottish Charity Regulator (OSCR). Interpretation 110. References in this constitution to the Charities and Trustee Investment (Scotland) Act 2005 should be taken to include: - 110.1 any statutory provision which adds to, modifies or replaces that Act; and 110.2 any statutory instrument issued in pursuance of that Act or in pursuance of any statutory provision falling under paragraph 110.1 above. 111. In this constitution: - 111.1 “charity” means a body which is either a “Scottish charity” within the meaning of section 13 of the Charities and Trustee Investment (Scotland) Act 2005 or a “charity” within the meaning of section 1 of the Charities Act 2011, providing (in either case) that its objects are limited to charitable purposes; 111.2 “charitable purpose” means a charitable purpose under section 7 of the Charities and Trustee Investment (Scotland) Act 2005 which is also regarded as a charitable purpose in relation to the application of the Taxes Acts. Page 332 of 633
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Midlothian Council Tuesday 17 December 2024 Item No: 8.9 Twinning Midlothian Report by Saty Kaur, Chief Officer Corporate Solutions Report for Decision 1 Recommendations Council is recommended to: - Nominate an Elected Member to be the Council’s representative on the Penicuik Twinning Association - Nominate an Elected Member to be the Council’s representative on the Dalkeith Twinning Association - Instruct the Executive Director Place to progress options for further Twinning of Midlothian’s towns 2 Purpose of Report/Executive Summary To provide Council with information on the value of Twinning and to receive Elected Member nominations to represent the Council on the Penicuik and Dalkeith Twinning Associations. Date Monday 18 November 2024 Report Contact: Saty Kaur, Chief Officer Corporate Solutions Saty.kaur@midlothian.gov.uk Page 333 of 633
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2 3 Background 3.1 Twinning links are legal or social agreements between two cities, towns or villages, to boost trade and tourism, promote peace and cultural exchange. 3.2 The aim of twinning is to encourage the coalition of towns, cities, districts or regions. There is a growing trend for cities to join transnational networks with the aim of exchanging experience and learning from best practice 3.3 A town twinning link is a friendship agreement involving co-operation between two communities in different countries, endorsed by both local authorities. The twinned communities organise projects and activities around a range of issues. Main Report 3.4 Midlothian as a county is twinned with Heinsberg, Germany and Komárom-Esztergom, Hungary. 3.5 In addition some of its towns have twinning links: Midlothian Town Twinning link Bonnyrigg and Lasswade Saint-Cyr-l'École, France Dalkeith Jarnac, France Danderhall Angres, France Penicuik L'Isle-sur-la-Sorgue, France Twinning Associations 3.6 The Council has 4 places on the Midlothian Twinning Association and these are occupied by Provost McCall, Depute Provost Bowen, Councillor Russell and Councillor Smaill. 3.7 There are active Twinning Associations in two Midlothian towns – Dalkeith and Penicuik. The Council is not currently represented on either of these Twinning Associations. Given the value of twinning in Midlothian, Council is asked to nominate an Elected Member representative for each of those, noting that it will be for the individual Twinning Associations to accept these nominations. Further Twinning opportunities 3.8 Further to the established Twinning links that Midlothian and its towns have, as Midlothian continues to grow, it is deemed important to consider further Twinning opportunities with different countries. Council is asked to instruct the Executive Director Place to progress options for further Twinning of Midlothian’s towns to promote trade, tourism and culture for Midlothian. Page 334 of 633
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3 4 Report Implications (Resource, Digital and Risk) 4.1 Resource No implications 4.2 Digital No implications 4.3 Risk No implications 4.4 Ensuring Equalities (if required a separate IIA must be completed) No implications 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Page 335 of 633
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4 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan N/A A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value N/A A.5 Involving Communities and Other Stakeholders N/A A.6 Impact on Performance and Outcomes N/A A.7 Adopting a Preventative Approach N/A A.8 Supporting Sustainable Development N/A Page 336 of 633
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Midlothian Council Tuesday 17 December 2024 Item No: 8.10 Midlothian Workforce Strategy 2024-2034 Report by Saty Kaur, Chief Officer Corporate Solutions Report for Decision 1 Recommendations Council is recommended to: • Note the work undertaken to develop the Council’s revised Workforce Strategy 2024-2034 • Note that work is ongoing to design the final version • Note that some of the activities contained within the Action Plan will require additional one off financial support to deliver, and business cases/proposals will be presented to Business Transformation Steering Group when ready for consideration • Approve the content of the revised Workforce Strategy 2024- 2034 and associated Action Plan 2 Purpose of Report/Executive Summary This report presents the Council’s revised Workforce Strategy 2024- 2034 for consideration and approval. The report sets out the ten year strategy and associated Action Plan and asks Council to adopt this as its strategic framework for workforce planning. Date Monday 25 November 2024 Report Contact: Saty Kaur, Chief Officer Corporate Solutions Saty.Kaur@midlothian.gov.uk Page 337 of 633
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2 3 Background/Main Body of Report 3.1 In June 2023, Midlothian Council approved the Midlothian Transformation Blueprint with five key themes designed to transform services to meet the growing demand within the financial resources available. One of the key themes is the creation of a 21st Century Workforce which includes workstreams which focus on both digital and human resources. 3.2 This report presents the Council’s Workforce Strategy 2024-2034 (Appendix B) which supports Midlothian’s vision to be a great, green place to grow. It will support the Council’s medium-term financial strategy (2023-2028) and is line with both the Single Midlothian Plan, the Council’s Transformation Blueprint and the Council’s Service Plans. 3.3 The Workforce Strategy 2024-2034 was developed by taking an evidence-based management approach. This involved: • Engaging with stakeholders: o Structured interviews were held with the executive leadership team, members of CMT and selected managers with workforce management related roles. o Interviews were also held with the lead officials from all the recognised trade unions o All three Group Leaders were invited to interview A full list of interviewees is included in Appendix B • A staff survey was completed to gather the “employee voice” • Information was gathered from external stakeholders including City Deal, Other Councils, Scottish Social Services Council (SSSC) etc. • Examining the organisational workforce data available at the Council • Examining other approaches to Strategic Workforce planning with other Scottish Local Authorities and other relevant external stakeholders, as well as more generally from the academic and management literature ( • Using professional judgement; in developing this plan, the Council worked in partnership with McKinney HR. Information was gathered between 25 July and 10 October 2024. Page 338 of 633
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3 3.4 From the evidence based approach, the main workforce demand themes are: • Workforce demand (in terms of both skills and numbers) is difficult to predict at service or profession level. As a small council Midlothian is not alone in finding it difficult to measure. • Changing demographics and social attitudes are placing pressure on a range of council services but particularly in Education and Social Care, resulting in pronounced recruitment challenges. • The need for productivity improvements to address the tension between rising public expectations of better services within the context of reduced funding. • Digital skills and related emerging technology need to be distributed throughout council services. • The need to respond to the “green economy” with new and different jobs. • An increased focus on service delivery and strategic decision making. • The need for a more demographically balanced workforce that reflects the community it serves. • Creating a workplace culture that highlights Midlothian Council as a great place to work and live. • A continued need to imbed Fair Work principles in the Midlothian workplace culture. • A need to develop or recruit leaders and managers who can work effectively within this new working environment. 3.5 From the evidence based approach, the main workforce supply themes are: • A shortage of skilled professionals across the range of key professional groups who are essential to delivering Council services. This problem is a particular issue in social care. • A need to work with partner organisations to address these skills shortages. • A need to stabilise and improve the organisation’s age profile by recruiting and training more younger people. • An opportunity to make the Council an attractive place to work in comparison to other local employers. • An opportunity to capitalise on the population growth in Midlothian to recruit locally. • An opportunity to developing a more diverse workforce and capitalise on new talent. • An opportunity to build on the loyalty and pride staff have for working for their local council. • A need to continue to address the causes of employee absence. • The concerns some staff have about workload. • A need to create a future pipeline of managers and leaders. Page 339 of 633
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4 3.6 The Workforce Strategy 2024-2034 is forward thinking over 10 years with a three year short term Action Plan which will be reviewed annually. The strategic aims of the plan are to: • Deliver an evidence and outcome-based workforce planning framework that is an integral part of the Council’s approach to strategic planning. • Ensure the Council becomes the employer of choice for the population of Midlothian, by deploying best practice in attracting the best staff. • Enable the Council to become a “Learning Organisation”, providing staff with business-focussed training and development to equip them with the skills and knowledge required to deliver their best. • Ensure Fair Work principles continue to be at the heart of management practice, ensuring staff are, and feel, valued and rewarded. • Create a workforce and leadership culture focusing on the health and wellbeing of a demographically balanced workforce that reflects the community it serves. 3.7 Appendix C sets out the initial three year Action Plan split into 5 thematic areas of: • Plan • Attract • Train • Employ • Nurture Each theme has a strategic aim, high level measures of success and a number of actions under that theme that are the focus of delivery in the first three years of the strategy. Members should note that some of this can be delivered in house with existing resources and some actions will require one off funding. Proposals for funding will be presented to Business Transformation Steering Group for consideration as they are fully scoped. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource The development of the Workforce Strategy 2024-2034 was met from existing resources. Some actions in the action plan can be delivered from existing resource. Council should note that some of the actions will require one off funding and fully scoped proposals for these will be presented to Business Transformation Steering Group. Page 340 of 633
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5 4.2 Digital No digital implications 4.3 Risk In order for the Council to address the significant workforce supply and demand pressures that it faces, it is imperative that the Council has a Workforce Strategy that has a coherent plan to meet these challenges. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The Workforce Strategy 2024-2034 seeks to attract and retain a wide ranging workforce that fully represents its communities. 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Workforce Strategy 2024-2034 Appendix C – Action Plan Page 341 of 633
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6 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan All 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 N/A A.5 Involving Communities and Other Stakeholders The Workforce Strategy 2024-2034 was informed by key stakeholder interviews, focus groups and an all staff survey. A.6 Impact on Performance and Outcomes In order for the Council to deliver sustainable, modern and efficient services it must have a workforce that is able to meet the needs of the organisation. A.7 Adopting a Preventative Approach The Workforce Strategy 2024-2034 aims to set out a strategic framework for workforce planning which can respond to current and future supply and demand pressures. Page 342 of 633
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7 A.8 Supporting Sustainable Development N/A Page 343 of 633
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Workforce Strategy 2024-2034 Page 344 of 633
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2 Workforce Strategy Contents To be finalised once fully designed Page 345 of 633
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3 1 Introduction As a small council we have big ambitions. We are the fastest growing Council in Scotland. We recognise our most valuable assets are our people. We are on a transformation journey and aim to be an employer of choice, providing employment opportunities for local people to deliver quality services for communities. This Workforce Strategy 2024-2034 supports Midlothian’s vision to be a great, green place to grow. It will support the Council’s medium-term financial strategy (2023- 2028) and is line with both the Single Midlothian Plan and the Council’s Service Plans and Transformation Blueprint 2023-2028. This document sets out an organisational workforce strategy and accompanying implementation plan. It is specifically 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 is the creation of a 21st Century Workforce which includes workstreams which focus on both digital and human resources. This Workforce Strategy is forward thinking, with a ten-year time horizon scan and a three-year short-term Action Plan. Midlothian and the broader South East Scotland Region is a growing and changing economy. The work of the Council in serving its citizens is changing faster than it has before. This report identifies the impact of these changes on workforce demand. In terms of workforce supply, the report provides an “MOT report” on the Council’s workforce. It highlights a shortage of skilled professionals across the range of key professional groups who are essential to delivering Council services, and a need to work with partner organisations to address these skills shortages. The report analyses the gap between demand and supply and identifies a programme of action to close the gap with clear strategic goals and success criteria. Midlothian Health and Social Care Partnership (H&SCP) have already developed a Strategic Workforce Plan (SWP), using the five pillars of the workforce journey. This Workforce Strategy follows the same format to benefit from a common structure. Page 346 of 633
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4 The strategic aims of the Council’s plan are to: • Deliver an evidence and outcome-based workforce planning framework that is an integral part of the Council’s approach to strategic planning. • Ensure the Council becomes the employer of choice for the population of Midlothian, by deploying best practice in attracting the best staff. • Enable the Council to become a “Learning Organisation”, providing staff with business-focussed training and development to equip them with the skills and knowledge required to deliver their best. • Ensure Fair Work principles continue to be at the heart of management practice, ensuring staff are, and feel, valued and rewarded. • Create a workforce and leadership culture focusing on the health and wellbeing of a demographically balanced workforce that reflects the community it serves. The report is presented in five parts: • The Strategic Context and Purpose - a summary of the purpose of this Workforce Strategy and how it fits within the broader context of the challenges set out in the Midlothian Transformation Blueprint. • Workforce Demand – an examination of the demands on the Midlothian Council workforce to deliver this plan. • Workforce Supply – an analysis of workforce availability, including quantitative information about the current staffing profile, and the issues affecting the quality of staff experience, wellbeing and actions to support the retention of current staff. • A Gap Analysis between this workforce demand and workforce supply. • An Action Plan for closing the gap, using the five pillars of the workforce journey Page 347 of 633
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5 The Strategic Context This sets out the purpose of this Workforce Strategy. It examines the role of strategic workforce planning within organisations and specifically how this plan fits within the context of the challenges set out in the Council’s Transformation Blueprint. The Midlothian Council Transformation Blueprint was launched in May 2023. Together with the revised Medium Term Financial Strategy, the Blueprint sets out an ambitious plan to transform the way the Council operates. Many of the challenges faced by the council are common to local authorities and public sector bodies throughout Scotland. However, Midlothian also faces its own unique challenges as the fastest growing local authority in Scotland, with population growth expected between now and 2028 of 13.8%, compared to the Scottish average of 1.8%. This growth is particularly acute in the 0-15 and over 75 groups bringing significant additional pressure on council services. The Making Performance Matter sprint is part of the Developing a 21st Century Workforce theme within the Blueprint. The Blueprint defines the success criteria for the Making Performance Matter sprint as: “A supported workforce within a framework of high expectations and well-developed development opportunities so that we ‘grow our own talent’’”. Critical to success is the requirement for workforce planning to be a continual process that is owned by the whole business and enabled by Human Resources (HR). Researching the approach of other Councils, it was established that the key drivers of Local Government Workforce Challenges are: • “Budgetary Pressures - Ring-fenced budgets and continued pressure to make savings directly impact on workforce capacity • Ageing Profile - Most local authorities have an ageing workforce profile in key service areas • Skills Funding - There are not enough workforce and skills funding sources and supports available to enable capacity building • Next Generation Workforce - There is an urgent need to attract a new generation of younger employees to local government • Recruitment Challenges - Pay competitiveness and workforce availability in rural areas are now significant challenges • Skills Shortages - There is a shortage of skilled and qualified professionals across a range of statutory disciplines.” Page 348 of 633
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6 Evidence gathered for this report included information from other Local Authorities about their approach to strategic workforce planning. The survey concentrated on obtaining information from councils of a similar size to Midlothian. The main messages gathered from this evidence were: • Approaches vary widely with some councils treating their Strategic Workforce Plans (SWP) as a standalone strategy document, whilst others have a structured approach building up from workforce planning at a service level. • Longer-term workforce planning exercises and scenario modelling were not used. • Buy-in from senior management and structured links to council strategy were seen as key to success. • The resources dedicated and available to support the implementation of plans varied considerably but some (smaller) councils had dedicated resources. • Fair work principles were embedded in most approaches. • Nearly all approaches referenced new technology and digital transformation but the links between digital strategies and SWPs were unclear. • Usually poor links with H&SCP SWPs. • Common features of Action Plans within SWPs were a focus on recruitment and retention, “growing your own” / apprenticeship programmes, new approaches to performance management and leadership development and succession planning. The exercise identified that collaboration and plans to collaborate between Councils was limited. This was despite councils facing similar problems. Midlothian has the following existing shared services with neighbouring councils: • Internal Audit with East Lothian (who lead). • Public Protection with East Lothian (lead jointly). • Non-Domestic Rates with Edinburgh Council (who lead). • Contact Centre for out of hours with East Lothian (who lead). • Mobile library with East Lothian (Midlothian leads). The Improvement Service has launched six Local Government Transformation Projects that it will seek to develop and implement changes over the next 12 to 18 months, each with a Chief Executive sponsor and Project Director drawn from Scottish Local Authorities: • Collaboration within the local government sector on procurement • Analysis of local government’s statutory and discretionary services • The full implementation of Crerar for Local Government • Development of a Digital To-Be State for Scottish Local Government • Identification of new digital shared services that could be delivered nationally or regionally • Examples of active communities/participatory design Page 349 of 633
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7 Midlothian is also involved in a group of similarly sized councils from the central belt, looking at medium term options for shared services. Fair Work First is the Scottish Government’s policy for driving high quality and fair work, and workforce diversity across the labour market in Scotland. It applies fair work criteria to grants, other funding and public contracts being awarded by and across the public sector, where it is relevant to do so. Midlothian Council is committed to embedding Fair Work First across the organisation. A statement to Council on 27 August 2024 committed this Workforce Strategy to include: • Investment in development for employees at all levels of the organisation, including specific development programmes for managers and leaders. • Further investment in apprenticeships, building on the success of the Foundation and Modern Apprenticeship programmes lead by Communities, Lifelong Learning and Employability, particularly with increased adoption of Graduate Apprenticeship opportunities that tackle sectors where recruitment is more challenging. • Long-term staff engagement programme to ensure that every employee’s voice is heard. • Launch of a new Equalities programme linked to recruitment, gender pay gap, race pay gap and ensuring that the workforce is more diverse and representative of the communities that we serve. • Review of overtime, casual workers, agency and fixed term contracts to ensure services have clear, sustainable workforce plans linked to service delivery. • Review of HR policies to ensure that all policies have Fair Work principles embedded and that they are cognisant of the needs of the organisation. Page 350 of 633
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8 3 Workforce Demand This examines the workforce demand issues arising from the strategic context outlined above. Evidence from Stakeholder Interviews As part of the stakeholder interviews, interviewees were asked about their views on the external factors impacting on workforce demand. Answers were collected under the PESTLE analysis headings of: • Political • Economic • Sociological • Technological • Legal • Environmental. The results have been merged into a composite PESTLE analysis looking at the main factors impacting on workforce demand. This is set out in figure 1 below. Interviewees welcomed the opportunity to think more strategically and almost universally agreed more should be being done to plan for the future. Faced with the current perfect storm of reducing budgets and increased pressure on services, many interviewees found it difficult to think strategically beyond the immediate need to deal with the latest round of service cuts. This was described by one interviewee as: “an endless cycle of death by a thousand cuts”. Figure 1: Summary PESTLE Analysis From Stakeholder Interviews P E S T L E POLITICAL ECONOMIC SOCIAL TECHNOLOGICAL LEGAL ENVIRONMENTAL • Continuing short-term uncertainty over consistency of policy messages with different political control at Council, National and UK levels – have to plan with this uncertainty. E.g. impact of National Care Service and taxation differences between England and Scotland. • But in medium term potential for more consistency between Labour and SNP approaches, e.g. a focus on Fair Work agenda and reduced ability to contract out work. • Conflict between drive to local decision making on one hand and economies of scale benefits from regional or national collaboration e.g. shared services. • Financial sustainability of Councils in Scotland as a whole. Cuts have already been made and yet more are needed. This means staff are being asked to do more, particularly in managerial roles and sometimes might leave to do jobs where they can just keep and concentrate on their core job for more money. • Variability of capital funding from UK and national governments makes planning difficult. • Impact of annual cycle of pay negotiations to keep up with COL pressures - better to have a longer term pay deal rather than one-year deals to enable better planning. • Big strategic decisions not being taken because in “grip and control” mode. • Regional investment needed to reap longer term benefits. • Pressure to contract-out services on cost grounds. • Population growth. Midlothian unique in Scotland – growth in older and younger age groups will mean pressures on services, including education (infrastructure and teachers), social services for children and older people (care at home and in care balance), additional housing etc, but also opportunities to employ new (potentially higher skilled) staff. • Impact of behavioural problems in children on Education and Children’s Social services • Shadow of Edinburgh as a growing city – higher paid jobs in public and private sector. • Midlothian trying to forge a distinct identity - transitioning from legacy issues of ill health and poverty of an ex-Mining area to modern digitally led green economy. Importance of community wealth-building as an enabler. • Managing expectations of citizens from Council services – quality and provision. • Continued increase in caring responsibilities in population, meaning increased need for support with caring and need for carer roles. • Midlothian is a key part of making Edinburgh a digital capital – implication for Education in particular. • Demand for tech skills increasing - higher skilled younger workforce potentially attracted to move to the area. • Technology skills deficit in existing (older) population. • New technologies can be introduced across council services which will boost productivity but require investment (see Economic) and careful negotiation with employees and trade unions – in most areas new technology seen as providing better services and supporting existing staff to do their jobs better rather than replacing them. • Burden of volume of legislation – meaning less attention on service delivery (particularly in Education and Social Care) • Potential challenges to definition of statutory services as Council seeks to rationalise service provision. • In the longer-term, Local Government reorganisation could occur effecting the organisation of service provision and delivery. • Net zero targets present challenging change agenda for the way the Council operates. • Uncertainty of impact of climate change on Council Services, e.g. flooding on communities and roads. • Increased use of electric vehicles. • Likely reduction in commuting with people looking for local jobs and hybrid working (where role and job design permits). • Better building standards will have impact on housing, Council’s own property, and availability of affordable housing. • Better public transport needed, in particular to link East and West Midlothian. • Impact of green economy on demand for new skills - higher skilled younger workforce potentially attracted to move to the area. 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9 Due to a previous budget decision, there is currently no strategic learning and development function within the Council and elsewhere individual departments and teams are left to consider future roles and skills needs in isolation. The exception to this is in the areas of: • Digital skills where an established programme of training is being rolled out. • Management skills where the formation of the Management Forum was a response to a need for different management skills going forward. • Leadership skills where a programme of work has just started with a focus on skills for the future. The Council’s Midlothian profile and Scotland’s Census Midlothian Council Area profile provide demographic information about the Council area. This data shows Midlothian as having the highest projected population growth, largely due to its extensive house building programme. This increase will not be uniform across all age groups and the anomalous population growth will place an increase demand on services particularly in Education and Older People. Figure 2: Population Growth in Midlothian v Scotland Page 352 of 633
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10 Summary The main workforce demand themes are: • Workforce demand (in terms of both skills and numbers) is difficult to predict at service or profession level and as a small council Midlothian is not alone in finding it difficult to measure. • Changing demographics and social attitudes are placing pressure on a range of council services but particularly in Education and Social Care, resulting in pronounced recruitment challenges. • The need for productivity improvements to address the tension between rising public expectations of better services within the context of reduced funding. • Digital skills and related emerging technology need to be distributed throughout council services. • The need to respond to the “green economy” with new and different jobs. • An increased focus on service delivery and strategic decision making. • The need for a more demographically balanced workforce that reflects the community it serves. • Creating a workplace culture that highlights Midlothian Council as a great place to work and live. • A continued need to imbed Fair Work principles in the Midlothian workplace culture. • A need to develop or recruit leaders and managers who can work effectively within this new working environment. Page 353 of 633
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11 4 Workforce Supply This section examines workforce supply issues, looking at both the current workforce, including issues affecting the quality of staff experience and actions to support the retention of current staff, and the availability of new staff with the skills needed by the Council. Evidence from Stakeholder Interviews As part of the stakeholder interviews, interviewees were asked about their views on the factors impacting the existing council workforce. Answers were collected as a strengths, weaknesses, opportunities and threats (SWOT) analysis (below). Staff Survey Results 2024 The survey was sent to 5,465 staff (this included casual workers). A total of 1,345 returns were received, a response rate of 25%. This response rate was disappointing, despite taking measures to improve the return such as non-digital returns, incentives and time extensions. Consequently, the results should be treated with some level of caution as one source of evidence. The reasons for the poor return rate are, of course, unclear but may include survey fatigue, poor communications about the survey’s purpose and concerns about confidentiality. Staff were asked a wide range of questions based around the Fair Work Framework of: • Respect • Security • Opportunity • Fulfilment • Effective Voice Most of the survey questions were taken from the Working Lives Scotland (WLS) survey. This enabled the results of this survey to be benchmarked against the WLS survey. Page 354 of 633
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12 Figure 3: SWOT analysis INTERNAL FACTORS STRENGTHS + WEAKNESSES – • Wider roles and remits offer opportunities to affect change. • Good balance of permanent and contract staff in some areas. • Good coverage of professional skills but some gaps in key professional groups especially in terms of succession planning. • Apprenticeship and grow your own training routes already established for some professional groups. • Overall good relations with Trade Unions. • Overall job evaluation seen as offering an equitable pay system. • Employ many Midlothian citizens who are invested in their communities and care about the services provided to their communities. • Committed workforce who are loyal and proud of the local area. • Unique senior leadership with a great gender balance. • Small sized Council means can be more agile and solution focused. • An overall positive culture, described as “warm”, and “caring and supportive”. • Good at dealing with crises. • Over reliance on contract workers in e.g. care and development. • High turnover of staff on temporary contacts - not in line with Fair Work. • Proximity to Edinburgh means talented staff often use Midlothian as a springboard to bigger roles often in adjoining Councils. • Pay structure can be inflexible in response to such issues. • Increasingly difficult to hire to key professional groups – lack of candidates because of fewer professionals being trained and/or uncompetitive pay. • Lack of succession plans particularly for some key professional groups. • Over reliance on key individuals with organisational knowledge. • Gender imbalance in many professional groups (NB: like other LAs) • Individuals not taking responsibility for their own development (particularly more experienced staff) • Age profile in many areas of older staff and younger trainees, insufficient staff to mentor and develop new staff. • High staff absence in some areas, mental health issues cited as increasing. • Cuts to HR budgets that support staff (e.g. L&D, welfare and internal comms), and statutory services understandably protected. • Existing buildings often not good working environment and sometimes not fully fit for purpose e.g. Children’s Services. • Poor internal communications – resulting in silo working. • Lack of business continuity readiness, putting together multidisciplinary teams. • Lack of time to plan – reactive and firefighting. • Staff want more flexible working as response to COL and societal changes. • Lack of some basic skills e.g. report writing – resulting in additional burden on some key staff. • Staff feeling undervalued – management response to extra pressures. • Different cultures in different parts of organization – not all positive. Page 355 of 633
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13 EXTERNAL FACTORS OPPORTUNITIES + THREATS – • Stress the unique opportunities of working in Midlothian – making a difference in YOUR community and making change happen. • Seek to recruit new younger professional people moving to Midlothian. • Pilot “development promotion schemes” allowing individuals to take the role at next level on a development basis with fall back provision. • Build on apprenticeship programmes already established • Build clear career pathways and appropriate grade structures for all key professional groups, including progression without people management. • Improve support to carers to attract and retain them within workforce, particularly targeted at making a career in care. • Improve “grow our own” potential in key professional groups • Measures to support individuals to own their own learning. • Technology to improve job design and job quality e.g. introduction of Proportionate Care, remote teaching – effective consultation needed. • Improve leadership at CMT level, and supervisory and middle management promote on leadership rather than technical skills or experience. • Promote Fair Work principles - stress “soft” benefits of working for an LA, particularly Midlothian. • Develop and provide “soft” benefits that staff need e.g. childcare and help with housing – see how Council could facilitate this. • Potential for Education, Care and “rest of Council” to learn good practice from each other. • Work more closely with NHS colleagues, e.g. build on frailty model. • Develop management forum by building on strong management culture in some areas. • Develop people management skills at supervisory level. • Build on culture change of existing gender balanced leadership. Improve diversity – make Council more welcoming for BME and disabled staff. • Staff living locally can work in Edinburgh for higher salaries. • Continued competition from retail sector for lower paid flexible work. • Insufficient numbers of professional staff being trained in several key professional groups. • Trained professional staff changing career for better paid less stressful roles e.g. in social care and teaching. • Ageing workforce in many areas, concern that expertise will be lost. • Impact on service delivery of moves towards more flexible working, particularly in professional groups with a gender imbalance. • Increasing expectations from public around service delivery. • Societal trends placing additional burdens on service delivery and staff welfare e.g. behavioural problems in schools, impact of COL etc. • Current unsustainability of funding v service expectation model, cycle of service reconfiguration, cuts to balance books, & resulting change fatigue. • Continued problems of managing H&SCP, including uncertainty over impact of implementation of National Care Service. • Too slow to embrace new technology. • Change programmes may be seen by Unions as job cutting exercise and result in deterioration in collective employee relations. Page 356 of 633
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14 • Harness energy and enthusiasm of staff to change the culture. • Build homogeneous culture that takes the best from different areas. Overall, the results in Midlothian were broadly similar to this national survey. In terms of “security” and “opportunity” there were no significant differences in the results. Elsewhere there were three areas of interest where the results differed: • Respect – relating to some questions about how workers feel at work, the responses from Midlothian workers were that they were more likely to feel exhausted and under excessive pressure at work compared to the WLS survey. Similarly, in some questions about work-life balance the responses from Midlothian workers were that work impacted on their personal time. • Fulfilment: o in some questions about workload the responses from Midlothian workers were that they saw it as too high, and they were less able to complete their work within the allocated hours compared to the WLS survey. Similarly, in a question about adequacy of resources the response from Midlothian workers was that they felt they did not have the right equipment compared to the WLS overall responses. o However, in some questions relating to job autonomy and nearly all questions relating to meaningfulness of work, the Midlothian responses were better than the WLS survey, • Effective voice – in questions relating to the availability of employee voice channels and managerial openness, the Midlothian responses were better than the Working Lives Scotland survey A further qualitative analysis of the results was also undertaken and this analysis highlighted additional areas of concern. The most consistently raised of these were: • Workload • Leadership and management • Pay and benefits • Facilities • IT and systems • Communication • Making Performance Management system • Career progression and training and development • Feeling valued The analysis also looked at positive themes and the two standout areas were: • Leadership and management • Job satisfaction Page 357 of 633
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15 Diversity and Equality Overall, the Council’s workforce is 74% female and 26% male. This gender difference is very similar to the figures across local government. This overall difference masks even bigger gender differences among certain groups of employees. For example, roles in building and neighbourhood services are predominantly filled by men and roles as care workers and primary school teachers are predominantly filled by women. Women are well represented at senior management level with unusually more women than men. However, there is still a Gender Pay Gap of 2.7% in favour of men, although this is lower than the UK local government average of 4.2%. Only 2.4% of staff report a disability. This figure is based on voluntary self-reporting and the true figure may be greater. It compares to a figure of 4.5% in Scottish local authorities as a whole, and an overall 25.9% of the Scottish population. Similarly, only 2.35% of staff reported a Black and Minority Ethnic (BME) origin. This figure is also based on voluntary self-reporting and the true figure may be greater. It compares to a figure of 2.5% in Scottish local authorities as a whole, and an overall 4.7% of the Scottish population. This profile provides the opportunity to target recruitment at disabled and BME candidates. The Council should also capitalise on its gender balanced leadership both internally by promoting culture change and externally as a recruitment tool. The table at figure 4 shows the age profile of the Council’s workforce over the last six years. While the workforce profile is skewed towards older workers, this profile has not changed over this period. The average age of a worker in the Scottish public sector is 45 years old (and 40 in the private sector). The figure for Midlothian is 44.5 years old. This suggests that overall, the age of the Council workforce is static and measures to recruit younger workers may be taking effect. While the Council compares better than some other councils in this respect, this ageing workforce still provides a threat to workforce supply. Page 358 of 633
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16 Figure 4: Age Profile of the Workforce Health of the Workforce Across the Council in 2023/24, the average number of sick days lost was 11.7 days. A breakdown of sick days by Directorate over the last three years is shown in figure 5. Figure 5: Average Sick Days Lost by Directorate 8.21 8.23 7.05 8.63 8.63 7.49 27.39 28.12 29.21 28.97 29.72 31.85 39.84 38.59 37.99 36.86 35.76 35.37 9.40 9.77 10.01 9.75 9.72 9.02 7.97 7.73 8 8.04 8.25 8.58 7.18 7.56 7.73 7.75 7.93 7.7 2019 2020 2021 2022 2023 2024 AGE OF EMPLOYEES BY YEAR IN % 16-24 25-39 40-55 56-59 60-64 65+ 0 10 20 30 21/22 22/23 23/24 Average Days Lost Year Average Days Lost by Directorate Chief Executives Office People and Partnerships - Children, Young People and Partnerships People and Partnerships - Health and Social Care and IJB Place Directorate Organisation Page 359 of 633
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17 The figure of 24.25 days in the Health and Social Care Directorate is a particular concern. There is a lack of up-to-date and reliable benchmark data. Overall the Council compares reasonably well to a reported absence rate of 10.6 days across the UK public sector in 2022/23 and 6.8 days for Scottish teachers in 2022/23. A breakdown of reasons for absence is shown in figure 6. Figure 6: Reasons for absence Recruitment At interview, stakeholders reported difficulty recruiting to a range of roles. The reasons cited were a shortage of workers with the appropriate skills available locally and competition from other sectors and other local authorities. The roles affected were diverse and covered relatively low paid roles such as care workers, where there was significant competition from better paid retail roles, through to relatively higher paid roles such as head teachers where there was a lack of applicants. Nearly all professional roles were reported as difficult to fill (see appendix 1 for a list of professional roles). Managers also reported frustrations with the time to hire process. Whilst some of these delays were because of candidate shortages, anecdotal evidence suggested potential new hires had been lost because of recruitment processing delays. Overall, there is a lack of reliable data collected to successfully measure the recruitment process. Retention Employee turnover is 9.2% which compares favourably with benchmark data. This rate has stayed low over recent years (see figure 7). 11.70 11.81 13.11 2.62 1.11 2.31 30.75 28.07 30.88 19.29 15.86 14.90 4.41 4.63 4.34 2.50 0.97 2.193.81 4.26 4.16 2.47 2.92 2.16 2.85 0.76 0.523.34 3.63 3.87 0.31 0.48 0.157.20 9.53 9.25 6.80 7.37 8.37 1.97 8.60 3.75 0.00 0.03 0.00 10.00 20.00 30.00 40.00 21/22 22/23 23/24 Total FTEs lost per Absence Reson Year FTEs lost per Absence Reasons in % Stomach/bowel/blood/metabolic disorders Cardiovascular Psychological Musculoskeletal & joint disorders Respiratory Cancer Neurological & endocrine Gynaecological/urological Skin Ear/nose/throat/mouth & eye Infectious diseases Colds and flu Hospital/treatment COVID-19 Assault at Work Page 360 of 633
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18 Figure 7: Employee Turnover Similarly, length of service data shown in figure 8 compares favourably to the benchmark data from the UK public sector: • c. 16% of employees have a tenure of less than 1 year. • c. 20% of employees leave within 2 years. • 2 to 5 years is the most common length of service, employees, with about 30% of employees staying within this range. • Typically, 20% of employees have a tenure of 5-10 years. • c. 14% of employees have been with their employer for 10 years or more. Figure 8: Length of Service There are opportunities here to provide better people management (e.g. improvements to line management practice, onboarding and career progression pathways) to encourage new staff to stay. However, the Council needs to recognise that as a relatively small council there will always be churn with staff seeking development opportunities in other organisations. 10.30% 10.30% 9.20% 5.90% 9.50% 10.40% 9.20% 17/18 18/19 19/20 20/21 21/22 22/23 23/24 STAFF TURNOVER RATE Series 1 27.73% 14.75% 21.60% 9.27% 12.20% 7.70% 4.07% 2.22% 0.46% 25.37% 17.31% 27.84% 8.81% 11.04% 4.63% 1.64% 0.60% 0.07% 27.30% 15.54% 23.43% 9.21% 11.98% 6.93% 3.44% 1.80% 0.36% 0.00% 5.00% 10.00% 15.00% 20.00% 25.00% 30.00% 0-2 3-5 6-10 11-15 16-20 21-25 26-30 31-40 Over 40 Length of Service by Pay Group and for Organisation in % LG Workers Teachers Page 361 of 633
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19 Midlothian’s Population Midlothian has relatively low unemployment, but there is a need to support those who are seeking employment because the majority have barriers to employment and require dedicated support. There is also a high need to support those in employment to secure higher paid employment through access to qualification etc, especially women who earn less per hour than men and women in other parts of Scotland and the UK. Detailed information is available in the Midlothian Profile 2023/24. Summary Based on this best information available, the main workforce supply themes are: • A shortage of skilled professionals across the range of key professional groups who are essential to delivering Council services (these key professional groups are listed at appendix 1). This problem is a particular issue in social care. • A need to work with partner organisations to address these skills shortages. • A need to stabilise and improve the organisation’s age profile by recruiting and training more younger people. • An opportunity to make the Council an attractive place to work in comparison to other local employers. • An opportunity to capitalise on the population growth in Midlothian to recruit locally. • An opportunity to developing a more diverse workforce and capitalise on new talent. • An opportunity to build on the loyalty and pride staff have for working for their local council. • A need to continue to address the causes of employee absence. • The concerns some staff have about workload. • A need to create a future pipeline of managers and leaders. Page 362 of 633
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20 5 Skills Gap Analysis Introduction This section summarises the skills gap between workforce demand and supply. It identifies a range of long-term strategic priorities and a three-year action plan which is set out in detail separately to this Workforce Strategy. The Approach to Gap Analysis The overall approach to the gap analysis was informed by different tools and techniques used in other organisations, including the 7Bs of Workforce Planning. The 5 Pillars of the Workforce Journey was adopted as the framework for the summary analysis, As part of the stakeholder interviews, interviewees were asked about measures to close the gap between future demand and supply. These views have been used to inform the gap analysis set out below. Evidence was also gathered from other Councils, summary reports such as Transforming Talent in Local Government and Scotland’s Local Government Workforce Report 2024, as well as best practice set out in a wider range of HR articles and reviews. Summary Analysis: Five Pillars of the Workforce Journey The analysis below follows the five Pillars of the Workforce Journey: • Plan • Attract • Train • Employ Nurture Diagram of the 5 Pillars of Workforce Journey to be added in here A strategic aim and three measures of success are identified against each pillar. The analysis also refers to the Action Plan which implements the initial stages of the plan. This plan should be formally reviewed in quarter 3 of 2026/27 using the success criteria identified, and re-examine the strategic context, workforce demand and supply. At this point a further three-year implementation plan should then be produced. Page 363 of 633
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21 PLAN There is currently no co-ordinated standard approach to workplace planning across the Council. The immediate focus should be to put workforce plans in place and integrate these with financial and service plans. From teachers and social workers to environmental health officers and electricians, the Council relies on a range of professional staff to deliver its services. The demographic profile of many of these groups is skewed towards older workers. Developing targeted workforce plans for these professional groups is essential to providing service continuity. A list of the key professional groups identified is at appendix 1. Once these plans are established the Council will be better placed to respond with more agility to changing workforce demands in terms of both skills and numbers, responding to the emerging green economy and the rapid advances in digital technology via redeployment and reskilling programmes. This could include measures such as offering roles for administrative staff in frontline services. PLAN Strategic Aim In the longer term this plan will deliver an evidence and outcome-based workforce planning framework that is an integral part of the Council’s approach to strategic planning. Success Criteria • A named Council officer is responsible for ensuring that Strategic Workforce Planning is part of the Council’s Single Midlothian Plan. • All parts of the Council have functioning workforce and succession plans in place. • The Council’s approach to workforce planning passes any future external audit. Page 364 of 633
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22 ATTRACT Post Covid, the Council has found it challenging to attract quality candidates to key professional groups. The fundamental reasons for this are a lack of candidates with the appropriate skills and competition from other employers. Recruitment is treated as a transactional activity often on a vacancy-by-vacancy basis. There is a forecasted population growth with new people with new skills moving into Midlothian. More can be done to capitalise on this change and develop an Employer Brand Proposition (EBP) for the Council focused on the benefits of working for a Local Authority. This should be supported by targeted recruitment campaigns for key professional groups and for the right leaders and managers who can work effectively within this new working environment. While the Council can act itself to ensure it is the employer of choice locally, it also needs to work collaboratively on a regional and national level to address gaps in key professional groups, particularly in high priority roles such as social work and education. This is about both securing sufficient training posts on university and college courses and providing funding for competitive pay that will enable competition with the private sector. ATTRACT Strategic Aim In the longer term this plan will ensure the Council becomes the employer of choice for the population of Midlothian, by deploying best practice in attracting the best staff. Success Criteria • Biannual employee survey to include a question relating to Midlothian being an employer of choice, e.g. “I recommend Midlothian Council as a great place to work”. Target an increase in the positive response to this question. • Measure and target a reduction in “average time to fill vacant positions” • Measure and target an increase in “average length of employment of new hires to the organisation”. Page 365 of 633
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23 TRAIN There is a lack of strategic focus on training and development provision across the Council with training activity managed locally with decisions on spending often being taken at a service manager level (the exception is in Social Care and Education). For several key professional groups, the lack of external candidates has precipitated action to set up “grow your own” programmes. Pressure on councils’ budgets will continue at least in the short term and productivity improvements will be needed if services are to be maintained. A key driver will be the adoption of new skills. The current programme addressing the digital skills gap (and in particular maximising the potential of MS software) needs to be built on. In the longer-term, a similar approach will be needed to address the skills required to adapt to the green economy. The Council needs to work collaboratively on a regional and national level with further and higher education providers, as well as regulators such as the SSSC, to develop a comprehensive “grow your own” programme that includes all key professional groups across the Council. The staff survey results showed an appetite for career development and fostering a learning culture should be a priority. Initially, the Council needs to ensure consistency of access to training across the organisation. The first steps should be to create a network of staff involved in training and development activity. There is a need to develop managers who can work effectively within this new working environment. Developing common approaches to management should be prioritised. The current Making Performance Matter (MPM) process is not effectively addressing individual development needs (or performance issues) and it should be disbanded and replaced by a development conversation approach learning from the culture of supervision conversations in the H&SCP. TRAIN Strategic Aim In the longer term this plan will enable the Council to become a “Learning Organisation”, providing staff with business focussed training and development to equip them with the skills and knowledge required to deliver their best. Success Criteria • Biannual employee survey to include a question relating to staff feeling competent in their role, e.g. “I have the skills to do my job”. Target an increase in the positive response to this question. • Measure and target an increase in “the proportion of employees having a learning plan in place”, • Measure and target an increase in “the average hours spent on learning and development activity per employee”. Page 366 of 633
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24 EMPLOY Pressure on Councils budgets will continue at least in the short term and productivity improvements will be needed if services are to be maintained. Effective and supportive line management will be key. Management development initiatives were discussed above and these should be introduced together with a consistent application of line management behaviours founded in Midlothian values, and measures to improve induction and on-boarding. Managers and trade unions stressed the importance of the Fair Work agenda in retaining staff and ensuring that they felt valued and rewarded. Trade unions understandably want better pay for their members but recognised the difficulties of the current financial climate. There are some pressure points where Council pay appears to be out of step with external market rates, and there are other roles where other local councils paying higher salaries for similar work. A robust and equitable pay and grading system is an essential part of Fair Work, but a limited review of the system should look at the application of market supplements and the potential for regional pay equalisation. This would require collaborative working with the region’s other councils. The Council should review all fixed term contracts and consider offering full-time contracts except where there is a valid reason e.g. maternity cover. There are societal pressures for more flexible working while, in some areas service demands are placing existing arrangements under pressure. A review of the flexible working offering should be carried-out, including the embedding of recent changes to hybrid working arrangements. The aim will be to strike the right balance, while maximising flexible benefits as a retention tool. Work should continue with other councils to implement additional programmes of shared services. A specific action should include an exploration of the scope for a Lothian-wide Services company. All shared service initiatives should include working closely and constructively with staff and trade union colleagues to ensure that Fair Work principles are adhered to. Page 367 of 633
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25 EMPLOY Strategic Aim In the longer term this plan will ensure Fair Work principles continue to be at the heart of management practice, ensuring staff are, and feel, valued and rewarded. Success Criteria • Biannual employee survey to include benchmark questions from the Working Lives Matter survey of Fair Work in Scotland. Target an overall increase in the positive response to these questions v responses from overall survey responses. • Biannual employee survey to include a question relating to staff feeling rewarded and valued in their role, e.g. “I am rewarded fairly for my work”. Target an increase in the positive response to this question. • Measure and target a decrease in employee turnover. Page 368 of 633
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26 NURTURE Large parts of the existing workforce are under pressure to deliver more with less. The result is a workforce who are tired and suffering from change fatigue. The vision of the Transformation Blueprint needs to be consistently reinforced to staff. A staff engagement plan to ensure employee voice is heard and responded to is needed as a priority. This should include regular supportive line manager conversations (see above), regular staff surveys, and improved internal comms channels. There should be a continued focus on a staff wellness and the provision of a “fit for purpose” working environment. Supporting these approaches there needs to be a programme focused on the feelings of pride aimed at creating a distinct identity for Midlothian Council as a place to work and live. This should include service areas and professional groups creating a more demographically balanced workforce that reflects the communities they serve. This work should involve all staff in defining the behaviours that underpin the Council’s values and making them live. Effective leadership will be key to supporting this behavioural change and a programme of leadership development is needed to ensure existing and future leaders can work effectively within this new working environment. NURTURE Strategic Aim In the longer term this plan will create a workforce and leadership culture focusing on the health and wellbeing of a demographically balanced workforce that reflects the community it serves. Success Criteria • Biannual employee survey to include a question relating to staff feeling rewarded and valued in their role, e.g. “My immediate manager cares about me as a person”. Target an increase in the positive response to this question. • Measure and target a decrease in employee absence. • Measure and target a reduction of the average age of employees from 44.5 to 42.5 years old. Page 369 of 633
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27 Appendix 1: Key Professional Groups Health and Social Care Partnership 1. Social Workers – Adult Services 2. Social Workers – Children’s Services 3. Community Care workers - Adult Services 4. Community Care Workers – Children’s Services 5. Occupational Therapists 6. Mental Health Officers Education 1. STEM Secondary School Teachers 2. Other Secondary School Teachers 3. Primary School Teachers 4. Senior Teaching Leaders (Head Teachers, Deputy Head Teachers and Quality Improvement Managers) 5. Learning Assistants and Additional Support Needs 6. Educational Psychologists 7. Early Years Officers 8. Youth Workers Rest of the Council 1. Planners 2. Environmental Health Officers 3. Building Standards Officers 4. Mechanics (including EV Mechanics) 5. Legal Professionals / Solicitors 6. Procurement 7. Clerks of Works 8. Construction Project Managers 9. Drivers 10. Accountants 11. Generic Project Managers 12. Housing officers 13. HR Professionals 14. Painter / Decorators 15. Plumbers 16. Joiners 17. Electricians 18. IT Support 19. IT Development Page 370 of 633
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28 APPENDIX 2 - Organisational Data This section looks at the makeup of the Council’s workforce. More detailed information is available on request. Numbers and Contract Types The Council currently employs 4,493 staff, 4,007 full time equivalent (fte). Of the permanent headcount, there are 590 staff on fixed-term contracts or about 12% of the workforce. 3,686 staff are employed on local government contracts and 1,304 on teacher contracts. The Council employs a relatively high percentage of part-time staff of 47% compared to a figure of 26% in the Scottish workforce as a whole (see figure 9). Figure 9: Full Time and Part Time Staff Staff live locally. 68% of staff live in Midlothian, with a further 14% and 9% living in Edinburgh and East Lothian respectively, and 3% and 2% living in the other adjoining council areas of Borders and West Lothian respectively. This leaves only 4% who have an in excess of a one-and-a-half-hour commute to work. Full time, 52.70%, Part time, 47.30%, FULL TIME AND PART TIME STAFF Full time Part time Page 371 of 633
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29 Figure 10: Chart Showing Where Staff Live Both the high proportion of staff living and working locally, and the availability of part- time work provide opportunities that can be built on to help both develop the existing workforce and recruit new staff. The high number of fixed term contract staff represents a threat to workforce supply with such staff more likely to leave the organisation and potentially be less productive. 68.14% 14.12% 9.21% 3.0… 2.62% 2.08%0.76% % of employees per Region Midlothian Edinburgh East Lothian Scottish Borders Other West Lothian Fife Page 372 of 633
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30 Appendix 3: List of internal stakeholders interviewed Interviews were conducted with the following people: Name Role Date of Interview Kelly Parry Leader of the Council 9 September 2024 David Virgo Sponsor for Making Performance Matter Sprint 9 September 2024 Scott Montgomery and Grace Chalmers Lead Officials UNISON 25 September 2024 Simon Rutherford and Lorna Robertson Lead Officials Unite 27 August 2024 Neil Forrester Lead Official GMB 28 August 2024 Phil Alexander Joint-Lead Official EIS 29 August 2024 Isabel Dupraz Lead Official SSTA 6 September 2024 Richard Garwood Lead Official NASUWT 29 August 2024 Grace Vickers Chief Executive 22 August 2024 Morag Barrow Executive Director Health and Social Care 28 August 2024 Kevin Anderson Executive Director Place 05 August 2024 Fiona Robertson Executive Director Education and Children 29 July 2024 David Gladwin Chief Financial Officer 12 August 2024 Joan Tranent (retiring) and Rebecca Hooton (incoming) Chief Officer Children's Services 20 August 2024 Michelle Strong Education Chief Operating Officer 08 August 2024 Saty Kaur Chief Officer Corporate Solutions 12 August 2024 Page 373 of 633
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31 Derek Oliver Chief Officer Place 13 August 2024 Fiona Clandillon Head of Development 08 August 2024 Nick Clater Head of Adult Health and Social Care 15 August 2024 Grace Cowan Head of Primary Care and Older People 06 August 2024 Gill Main Integration Manager 23 September 2024 Annette Lang Group Service Manager (CLLE) 19 August 2024 Colin McLean Quality Improvement Manager 26 August 2024 Anita Lawrence Quality Improvement Officer 3 September 2024 Anthea Fraser Practice Learning and Development Manager 4 September 2024 Claire Ross Head of Allied Healthcare H&SCP 10 October 2024 Lesley Greenhill and Elizabeth McDonald HR Business Partners 28 August 2024 Page 374 of 633
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Strategic Workforce Plan 2024-2034 7. Action Plan 7.1 Introduction This chapter sets out a three-year programme of work (covering financial years 2025/26, 2026/27 and 2027/28) using the five pillars of the workforce journey. Each pillar has a strategic aim, and three measures of success are identified against each pillar. Implementation of the plan will be led by the HR Team and will involve extensive cross-Council working. The involvement of other teams is noted in the plan under “also involved”. Some supporting actions will be led elsewhere in the Council, and these are noted at the end of each section. Resourcing and timing issues have been considered. The project / action size is noted in the tables below. Where external expertise is needed this has been noted. Many of the projects are interlinked. These links are noted and cross-referenced in the tables that follow. The table at 7.7 below provides a summary of the timetable for implementation. The plan will be formally reviewed in Q3 2026/27. This review will: • report on the measures of success, • re-examine the strategic context, • summarise workforce demand and supply issues affecting the workforce using the workforce plans developed under action P1 (see below); and • produce a new updated three-year implementation plan. The plan will be accompanied by measures to influence the regional and national agenda in issues such as the numbers in teacher training and other key professional groups and the establishment of local skills gateway programmes. Page 375 of 633
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Strategic Workforce Plan 2024-2034 7.2 Plan (P) Strategic Aim: To deliver an evidence and outcome based workforce planning framework that is an integral part of the Council’s strategic planning framework. Measures of success: • A named Council officer is responsible for ensuring that Strategic Workforce Planning is part of the Council’s Single Midlothian Plan. • All parts of the Council have functioning workforce and succession plans in place. • The Council’s approach to workforce planning passes any future external audit. No Action Links Start Date End Date Delivery Date Project Lead Also Involved Project Size P1 Train and roll-out workforce planning process with the development of financial and service plans. Financial planning assumptions should reflect the prioritisation actions within the local workforce plans (i.e. to support training, new recruitment, retention etc.), so that investment is made in areas that will make the greatest impact, leading to long-term workforce sustainability. N5 Q2 2025/26 Q3 2025/26 (To tie in with Financial Planning cycle) Apr 2026 Expert External Resource & Facilitated by HRBPs Service Managers, Finance Large P2 Train and roll-out succession plan / talent process, including knowledge management. A7, T3 & T6 Q2 2025/26 Q4 2025/26 Apr 2026 As above Service Managers Large P3 Pilot Key Professional Groups approach – each with Professional Manager responsible for workforce development and annual reporting requirements for their group. Prof Managers to also form a network. A2, T1 & T2 H1 2026/27 H1 2026/27 Apr 2027 Facilitated by HRBPs Professional Managers tbc. Large Page 376 of 633
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Strategic Workforce Plan 2024-2034 P4 Regular HR MI Reports to all Service Managers about their staff, covering e.g. absence, turnover, fte etc. Including trends and targets. Early 2025 Early 2025 Apr 2025 HR iTRENT Team Quick win Page 377 of 633
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Strategic Workforce Plan 2024-2034 7.3 Attract (A) Strategic Aim: To ensure the Council becomes the employer of choice for the population of Midlothian, by deploying best practice in attracting the best staff. Measures of success: • Biannual employee survey to include a question relating to Midlothian being an employer of choice, e.g. “I recommend Midlothian Council as a great place to work”. Target an increase in the positive response to this question. • Measure and target a reduction in “average time to fill vacant positions” • Measure and target an increase in “average length of employment of new hires to the organisation”. No Action Links Start Date End Date Delivery Date Project Lead Also Involved Project Size A1 Develop a unique Employer Brand Proposition – making the Council an employer of choice – stress “supporting your community” element, benefits (including pension) and flexibility. N2, N5, A3, E2 & E3 Q4 2025/26 H1 2026/27 H1 2026/27 Expert External Resource HRBPs, Recruitment Team & iTRENT Team Large A2 Targeting recruitment campaigns at key professional groups – recruiting both seasoned professionals and those new to profession (include career maps) - Continuing and co-ordinating existing work involving CLLE. P3, T1, E2 and T2 H1 2026/27 H2 2026/27 Apr 2027 Service Managers or Professional Managers (where identified) HRBPs Recruitment Team, iTRENT Team & CLLE, Large A3 Update recruitment process more generally – seek to improve cycle time and quality of recruits– (possibly run as a DMAIC project) A1, T4 and E3 Q4 2025/26 H1 2026/27 H1 2026/27 Expert External Resource HRBPs, Recruitment Team & iTRENT Team Large Page 378 of 633
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Strategic Workforce Plan 2024-2034 A4 “Flying finish” campaign to encourage older workers to stay in Council, potentially in different roles P1 & P2 2027/28 2027/28 2027/28 HRBP Service Managers, Pensions Med. A5 School leavers / Year 5 to work in care for 6 weeks summer placements T2 Early 2025 Q1 2025/26 Jun 2026 HRBP CLLE Quick Win A6 Improve Supply Banks for Teachers and Social Workers– look at creating a Regional Bank with other local councils A2 2027/28 2027/28 2027/28 HRBP Other Councils Med. A7 Pilot “development promotion schemes” allowing individuals to take the role at next level on a development basis with fall back provision. P2 Q2 2025/26 Q4 2025/26 Q4 2025/26 HRBP Med. Supporting Work Managed Elsewhere in the Council: • Improvements in workforce mobility for the transport infrastructure and public transport to help Midlothian staff to travel across Midlothian to work. It is currently easier to get from e.g. Gorebridge to Edinburgh than from Gorebridge to Penicuik. • New housing developments to offer more affordable / smaller housing. • Working with other local councils, COSLA and the Scottish Government pursue potential discount schemes for public sector workers. Page 379 of 633
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Strategic Workforce Plan 2024-2034 7.4 Train (T) Strategic Aim: To enable the Council to become a “Learning Organisation”, providing staff with business focussed training and development to equip them with the skills and knowledge required to deliver their best. Measures of success: • Biannual employee survey to include a question relating to staff feeling competent in their role, e.g. “I have the skills to do my job”. Target an increase in the positive response to this question. • Measure and target an increase in “the proportion of employees having a learning plan in place”, • Measure and target an increase in “the average hours spent on learning and development activity per employee”. No Action Links Start Date End Date Delivery Date Project Lead Also Involved Project Size T1 Grow Your Own Work with education providers to develop a programme of entry level apprenticeships (or degree programmes) across a range of key professional groups. Steps – 1. Identify appropriate groups, 2. Identify appropriate education partner at right level. P3, A2 & T2 Q3 2025/26 H1 2026/27 H2 2026/27 Expert External Resource Service Managers, Learning Academies, CLLE HRBPs & External Providers Large T2 Work with local schools to promote careers in these Grow Your Own routes. P3, A1, A2, A5, T1 & N2 Early 2025 Q2 2025 Q3 2025 HRBP Education and CLLE Med. T3 Replace MPM with development conversations approach which link to workforce / succession plans. Build on culture of supervision in H&SCP. Include how Performance Improvement and Absence Management policies interact with new approach. P2, E6, N2 and N4 Q1 2025/26 Q4 2025/26 Apr 2027 HRBPs All Line Managers Large Page 380 of 633
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Strategic Workforce Plan 2024-2034 T4 Develop a management development programme (building on work in Place with APSE, Leadership work in Education’s Professional Learning Academy (PLA) and in the H&SCP) build on start made with Management Forum A3, E6, N2, N3 and N4 Early 2025 Q2 2025 Q3 2025 HR Mgt Forum Managers, PLA and expert external resource. Med. T5 Programme to support staff returning to the workforce with caring responsibilities to train to obtain job related qualifications - links to Equally Safe at Work accreditation T1 and N5 2027/28 2027/28 2027/28 HRBP CLLE Med. T6 Consistency of access to training funds and time off for study across the Council P2 Q2 2025/26 Q4 2025/26 Apr 2026 HR Service Managers, Learning Academies & CLLE Med. T7 Explore creating an in-house Green Economy Skills programme (similar to Digital Skills Programme) 2027/28 2027/28 2027/28 TBD Service Managers in Developmen t& Place Med. Supporting Work Managed Elsewhere in the Council: • Work with other councils and COSLA to influence the Scottish Government about numbers and subject of trainee teachers. • Work with other councils, COSLA, Skills Development Scotland and the Scottish Government to influence Scottish universities and further education colleges to provide training places for workers in key professional groups and to promote these careers at a national level. • Work with the Integrated Regional Employability and Skills (IRES) part of the City Region Deal on existing Skills Gateways for Housing Construction and Infrastructure (HCI) and new potential skills gateways in e.g. Green Energy, Social Care and Tourism. • Continue the existing Digital Skills training programme, in particular focussing it at older workers, seek to develop the programme working with the existing IRES Data Driven Innovation (DDI) Skills Gateway programme. Page 381 of 633
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Strategic Workforce Plan 2024-2034 7.5 Employ (E) Strategic Aim: To ensure Fair Work principles continue to be at the heart of management practice, ensuring staff are, and feel, valued and rewarded. Measures of success: • Biannual employee survey to include benchmark questions from the Working Lives Matter survey of Fair Work in Scotland. Target an overall increase in the positive response to these questions v responses from overall survey responses. • Biannual employee survey to include a question relating to staff feeling rewarded and valued in their role, e.g. “I am rewarded fairly for my work”. Target an increase in the positive response to this question. • Measure and target a decrease in employee turnover. No Action Links Start Date End Date Delivery Date Project Lead Support From Project Size E1 Review all fixed term contracts and consider offering full-time contracts except where there is a valid reason e.g. maternity cover Early 2025 Early 2025 Q1 2025/26 HR Budget Holders & Finance Quick Win E2 Limited review of the Pay and Grading system should look at the application of market supplements, the potential for regional pay equalisation and “one stop shop” roles A1 & A2 Q2 2025/26 Q3 2025/26 April 2027 Expert External Resource HR Med. E3 Update induction / on-boarding process A3 & T4 Early 2025 Q2 2025 Q3 2025 HR Line Managers Med. E4 Explore creating a Lothian-wide services company (like Tayside Contracts) 2027/28 2027/28 2027/28 Expert External Resource Place and HR Large Page 382 of 633
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Strategic Workforce Plan 2024-2034 E5 Review of the flexible working offering should be carried-out, including the embedding of recent changes to hybrid working arrangements. The aim will be to strike the right balance and maximise flexible benefits as a retention tool. A1 and N2 Q2 2025/26 Q3 2025/26 Q4 2025/26 HR Med. E6 Establish a ML way to manage that is applied consistently across the Council – based on defining the behaviours that underpin the Council’s values and making them live. A3, T4, N2, N3, N4 & N5 Early 2025 Q1 2025/26 Q3 2025/26 HR All Line Managers Large Page 383 of 633
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Strategic Workforce Plan 2024-2034 7.6 Nurture (N) Strategic Aim: To create a workforce and leadership culture focusing on the health and wellbeing of a demographically balanced workforce that reflects the community it serves. Measures of success: • Biannual employee survey to include a question relating to staff feeling rewarded and valued in their role, e.g. “My immediate manager cares about me as a person”. Target an increase in the positive response to this question. • Measure and target a decrease in employee absence. • Measure and target a reduction of the average age of employees from 44.5 to 42.5. No Action Links Start Date End Date Delivery Date Project Lead Support From Project Size N1 Complete roll-out Health and Wellbeing programme - programmes targeted at reasons for absence in particular areas e.g. Cleaning, teaching and social work A1 Early 2025 Review in Q1 2025/26 On-going HR Line Managers Med. N2 Programme focusing on positives of working for Midlothian – build on feelings of pride and loyalty - based on defining the behaviours that underpin the Council’s values and making them live. A1, T2, T4, E5, E6, N3, N4, N5 & N6 Early 2025 Q4 2025/26 Q4 2025/26 HR Senior Managers Large N3 Leadership training programme to support behavioural change (possibly with other councils). T4, E6 & N2 Early 2025 Q4 2025/26 Q4 2025/26 HR Senior Managers Med Page 384 of 633
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Strategic Workforce Plan 2024-2034 N4 “You ask – we did” Staff Engagement Plan to ensure employee voice is heard and responded to, including regular supportive line manager conversations, biannual staff surveys, improved internal comms channels etc. T3, E6, N2 & N3 Early 2025 Early 2025 Early 2025 HR Comms Med. N5 Equality programme – encouraging diversity and inclusion (services should reflect community – tend to be very gender biased e.g. female in social care, male in waste) include Sponsoring BME teachers (GTC scheme) P1, A1, T5, E6 and N5 Early 2025 Q4 2025/26 Q4 2025/26 HR Equality Officers Large Supporting Work Managed Elsewhere in the Council: • Ensure that in all buildings staff work in an appropriate “fit for purpose” working environment e.g. Children’s SW building should be safe and confidential. Page 385 of 633
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Midlothian Council Tuesday 17 December 2024 Item No: 8.11 Midlothian Local Development Plan 2017 – Delivery Programme Report by Derek Oliver, Chief Officer – Place Report for Decision 1 Recommendations Council is recommended to: i. Approve the draft Delivery Programme for the Midlothian Local Development Plan 2017 (MLDP) for public consultation; ii. Instruct the Planning Service to instigate a public consultation for a minimum period of six weeks; and iii. Note the outcome of the public consultation and a final version of the Delivery Programme will be reported back to Council in early 2025. 2 Purpose of Report 2.1 This report asks Council to approve the draft Delivery Programme for the MLDP for public consultation for a minimum period of six weeks. The outcome of the consultation and the final version of the Delivery Programme will be reported back to Council in early 2025. This report relates to the delivery of the spatial strategy and development allocations identified in MLDP. The draft Delivery Programme (attached to this report as Appendix B) was initially reported to the Planning Committee at its meeting of 29 October 2024 and has been amended in response to elected members comments. Date: 22 November 2024 Report Contact: Grant Ballantine, Lead Officer Conservation and Environment, Planning, Sustainable Growth and Investment Service grant.ballantine@midlothian.gov.uk Page 386 of 633
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3 Background 3.1 The Town and Country Planning (Scotland) Act 1997, as amended by the Planning etc. (Scotland) Act 2006 and the Planning (Scotland) Act 2019 (hereafter referred to as the Act) and associated Scottish Government’s Local Development Planning Guidance May 2023 (hereafter referred to as the Regulations) requires a Delivery Programme to be prepared in relation to its existing adopted local development plan, the MLDP (not the replacement MLDP2 currently being progressed). The Act and associated Regulations requires the Delivery Programme to be: • Subject to a minimum six-week public consultation; • To be prepared on a biennial basis; • For its production to be led by the Council’s Chief Executive Officer (effectively delegated to the Planning Service); and • For it to be approved by Council (rather than Planning Committee). 3.2 The Scottish Government Chief Planner wrote to all local authority Chief Planning Officers in Scotland in June 2024 setting out the Scottish Government’s expectation that planning authorities should have an adopted Delivery Programme for their local development plan by 31 March 2025. 3.3 Delivery Programmes replace Action Plans which were previously required for local development plans. The most current Action Plan for MLDP was approved by the Council in 2021. MLDP Draft Delivery Programme 3.4 The purpose of a Delivery Programme is to set out how the local development plan’s spatial strategy and development allocations will be delivered. Delivery Programmes must include: • a list of actions required to deliver each of the policies and proposals contained in the local development plan and an explanation as to how those actions are to be taken; • the timescale for the conclusion of each such action; and • the sequencing of, and timescale for, the delivery of housing sites allocated in the local development plan. 3.5 While the MLDP is programmed to be replaced at the end of 2026 by MLDP2, it will still be the adopted local development plan for Midlothian until it is superseded. MLDP contains significant development allocations and the policy framework against which planning applications submitted in Midlothian are assessed. Therefore, the Delivery Programme is important in setting how the spatial strategy and development allocations in the MLDP will be delivered. Page 387 of 633
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource Where relevant to the Council, the resources required for delivering the spatial strategy of the MLDP are/were identified in the Council’s current/previous Capital Plans. Landowners and developers taking forward development allocations identified in the MLDP are responsible for the relevant resource/investment necessary to implement the relevant planning permissions. 4.2 Digital There are no digital implications from this report. 4.3 Risk The Council is required by Scottish Government to adopt a Delivery Programme for its adopted local development plan by 31 March 2025. Failure to do so would result in the Council not meeting this Scottish Government requirement. 4.4 Ensuring Equalities (if required a separate IIA must be completed) An integrated impact assessment (IIA) is not required for this report. The Delivery Programme provides details on the delivery of the spatial strategy of the already adopted MLDP which complied with the relevant requirements in 2017. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Draft Delivery Programme Page 388 of 633
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Delivery of the spatial strategy of the MLDP relates to and supports the delivery of all seven themes of the Single Midlothian Plan 2023-27. 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 External work required by the Council to help deliver the spatial strategy of MLDP would be procured following local government procurement rules. A.5 Involving Communities and Other Stakeholders Communities and stakeholders were involved in the production of the MLDP by way of engagement and consultation. This report seeks authority to undertake a public consultation on the draft Delivery Programme. A.6 Impact on Performance and Outcomes The MLDP sets out the Council’s adopted spatial strategy. It provides the policy framework against which development proposals and planning applications are assessed. It helps guide the location and form of development in a manner consistent with Scottish Government’s National Planning Framework 4. Page 389 of 633
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A.7 Adopting a Preventative Approach The MLDP’s policy framework helps assist the Council in resisting development in locations, and in forms, it considers inappropriate and/or undesirable and consequently prevents unacceptable impacts on communities and the environment. A.8 Supporting Sustainable Development The spatial strategy and policy framework of the MLDP seek to promote sustainable development, while accommodating the strategic development requirements that were placed on the Council at the time of its production. A Strategic Environmental Assessment (SEA) was undertaken as part of the production and adoption of MLDP. Page 390 of 633
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Council meeting 17 December 2024 Appendix B: Draft Delivery Programme 2025-2027 for Midlothian Local Development Plan (2017) – for Public Engagement MIDLOTHIAN LOCAL DEVELOPMENT PLAN 2017 DRAFT FOR PUBLIC ENGAGEMENT Draft Delivery Programme 2025-2027 for Midlothian Local Development Plan (2017) Page 391 of 633
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Contents Page 1 Contents Introduction ........................................................................................................................................ 2 Background .................................................................................................................................... 2 What is a Delivery Programme? ....................................................................................................... 2 Preparation and Engagement on the Delivery Programme ................................................................ 2 Updating the Delivery Programme? .................................................................................................. 4 Housing Land Pipeline......................................................................................................................... 4 Economic Land ................................................................................................................................. 12 Infrastructure Delivery ....................................................................................................................... 15 Site Specific Actions ......................................................................................................................... 23 Policy Actions ................................................................................................................................... 37 The styling of this document is based on the Scottish Government’s National Planning Framework 4. It is available here and was published under this licence. Page 392 of 633
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I Page 2 Part 1 – Introduction Introduction Background 1. This is the draft Delivery Programme 2025-27 for the Midlothian Local Development Plan 2017. It replaces the Action Programme adopted by Midlothian Council on 15 June 2021. This Delivery Programme identifies actions and commitments necessary to deliver the spatial strategy of the adopted Midlothian Local Development Plan 2017. The Delivery Programme will align with the Council’s updated Capital Plan which is expected to be produced in 2025. The requirement to prepare delivery programmes were introduced by the Planning (Scotland) Act 2019. The Scottish Government Chief Planner has written to planning authorities to require that action programmes associated with local development plans be reviewed, updated and re-published as delivery programmes, and for this to be done by 31 March 2025. 2. The Midlothian Local Development Plan (MLDP 2017) was adopted in November 2017 and the first Action Programme approved in February 2018. This first Delivery Programme highlights the progress made with implementing its development strategy in the years since adoption, the key changes in that period and emerging issues from the ongoing review of the Plan. Another Delivery Programme will be prepared for the replacement LDP (Midlothian Local Development Plan 2 - MLDP2). The draft Delivery Programme for MLDP2 will be released at the same time as the Proposed Plan is published and finalised within three months of MLDP2 being adopted (expected in late 2026). Once MLDP2 is adopted, the current adopted MLDP 2017 and its Delivery Programme will lapse. What is a Delivery Programme? 3. A Delivery Programme sets out how an authority proposes to implement its LDP. It should support delivery of the LDP and achievement of its intended outcomes. Delivery Programmes must set out: • a list of actions required to deliver policies and proposals contained in the LDP; • an explanation as to how those actions are to be undertaken; • the timescale for the conclusion of each action; and • the expected sequencing of, and timescales for, delivery of housing on sites allocated by the LDP. Preparation and Engagement on the Delivery Programme 4. Collaboration will be important to allow partners to input to the development of the Delivery Programme. This includes engagement with internal service providers such as Education, with Key Agencies including Scottish Water, the Scottish Environment Protection Agency, NatureScot, Historic Environment Scotland and Transport Scotland; and with developers and any other organisation named in the document. The Council has used information gathered in preparing the Evidence Report to help inform the preparation of this Delivery Programme. There is a formal engagement stage lasting 6 weeks for any interested party to submit comments on this draft Delivery Programme. Page 393 of 633
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I Page 3 Part 1 – Introduction Page 394 of 633
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Part 1 – Introduction Page 4 Updating the Delivery Programme? 5. The Delivery Programme must be kept under review and updated at least every two years. In practice, the Council expects to publish a proposed Delivery Programme for the MLDP2 Proposed Plan in July 2025 to adopt a Delivery Programme for MLDP2 in early 2027, so this is likely to be the only further Delivery Programme relating to MLDP 2017. Housing Land Pipeline 6. National Planning Framework 4 (NPF4) expects Delivery Programmes to establish a deliverable housing land pipeline for the Local Housing Land Requirement. In Midlothian’s case a Local Housing Land Requirement (LHLR) is yet to be agreed through the replacement of the adopted LDP. Midlothian Council has indicatively set an LHLR of 8,851 units, and this is a matter being considered by the DPEA at Gate Check. The recent Court of Session case (Miller Homes v Scottish Ministers) has confirmed that NPF4 is operative, including prior to the adoption of new NPF4 compliant development plans. MLDP 2017 was prepared in the context of the 2013 Strategic Development Plan for South East Scotland. Paragraph 2.3.9 of MLDP 2017 contains actions for always maintaining a 5-year housing land supply, which included the Action Programme identifying the trigger for introducing actions to address a shortfall. With the status of NPF4 confirmed, the removal of the requirement to maintain a 5-year effective housing land supply, and the requirement of Scottish Ministers to prepare Delivery Programmes for ‘old style’ adopted plans, these actions will no longer be considered. 7. The purpose of the pipeline is to provide a transparent view of the phasing of housing allocations so that interventions, including for infrastructure that enable delivery, can be planned. Phasing is set out in the short (1-3 years), medium (4-6 years) and long term (7-10 years). NPF4 requires that where sites in the early phases of the housing land pipeline are not delivering as programmed, and alternative delivery mechanisms identified in the Delivery Programme are not practical, measures should be considered to enable earlier delivery of long-term deliverable sites or areas that were identified for new homes beyond the 10-year horizon of the delivery programme. De-allocations should be considered where sites are no longer deliverable. The annual Housing Land Audit will monitor the delivery of housing land to inform the pipeline and the actions to be taken in the Delivery Programme. Table 1 below sets out the housing land pipeline over the short, medium and long term. Table 2 provides this information in greater detail, broken down into individual allocated sites. 8. For this Delivery Programme, Midlothian Council has chosen to use the Housing Land Audit as the basis for its housing land pipeline. At the time of preparation, the phasing and status of sites in HLA 2024 had been agreed with representatives of the housebuilding industry, although the final document had not been approved by Midlothian Council. As the most forward-looking assessment of housebuilding, this 2024 Audit has been used to inform the delivery programme. The HLA is based on discussions with house builders on when they expect to deliver their sites. A large determinant of build rates however are the prevailing market conditions and in the case of affordable housing the availability of finance. Once sites are allocated, Midlothian Council has traditionally been keen for the sites to come forward as soon as possible, subject to the delivery of any necessary infrastructure. For MLDP2, Midlothian Council will consider the extent to which allocations may be linked more closely to build rate commitments and concomitant infrastructure delivery so that housing land can be delivered in a more planned way, as indicated by NPF4. 9. Housing delivery over the next 10 years comes from sites allocated in MLDP2, MLDP 2017, sites allocated in the previous development plans, and windfall developments. MLDP 2017 also indicates Page 395 of 633
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Part 2 – Housing Land Pipeline Page 5 long term safeguards at 5 of the large allocations; at some of these sites planning permission has been granted, and so they have entered the effective housing land supply. In addition to the allocated sites, MLDP 2017 indicated Additional Housing Opportunities. These are sites subject to development uncertainties, and so were not relied on in meeting SESplan housing requirements. Two of these 5 sites have subsequently been granted consent, the other 3 remain constrained. Table 1 indicates the expected build rates from Housing Land Audit 2024. These build rates form the basis of the Delivery Programme, as it is the Council’s view that the HLA, based on direct engagement with housebuilders, offers the most accurate forward view of completion dates. Table 1: Delivery Pipeline Expected Build Rates (from 2024 HLA) Annualised Indicative LHLR Difference Short Term 2024/25 755 885 -130 2025/26 1020 885 +135 2026/27 737 885 -148 Medium Term 2027/28 741 885 -144 2028/29 713 885 -172 2029/30 739 885 -146 Long Term 2030/31 686 885 -199 2031/32 548 885 -337 2032/33 462 885 -423 2033/34 467 885 -418 TOTAL 6,868 8851 1,983 10. Higher Bank of England interest rates from 2022 onwards appear to have led to a cut in completions in the immediate short term. Cuts to the affordable housing programme in the 2024 Scottish budget are another non-planning related factor which will weigh on future delivery rates. 11. The annualised shortfall between the indicative LHLR and delivery pipeline increases in the longer- term perspective – this is because allocated sites are built out and also reflects the role of windfall housing sites, whose contribution is unprogrammed until they are consented, and so the contribution from this is concentrated in the short and medium terms. In the face of the annualised completions being less than the annualised MATHLR, NPF4 states that in the first instance, measures should be identified in the Delivery Programme to bring sites forward, and then measures should be considered to enable earlier delivery of long-term deliverable sites or areas identified for new homes beyond 10 years. Table 3 considers the local or site-specific factors inhibiting delivery and considers possible solutions. Detailed site-specific requirements from the LDP (or as modified following later information) are set out in Table 4. Page 396 of 633
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Part 2 – Housing Land Pipeline Page 6 Table 2: Completions by Site (based on approved 2024 Housing Land Audit) Site Code Site Source Site Name Short Term 2024/25 - 2026/27 Medium Term 2027/28 - 2029/30 Long Term 2030/31 - 2033/34 Post 2034 Loanhead h54(iii) Previous LP Ashgrove Phase 3 6 0 0 0 2022LH1 Windfall Former Thornlea Nursing Home 1 0 0 0 Small sites Windfall 3 1 3 0 Total 10 1 3 0 Roslin and Bilston Hs18 MLDP 2017 Roslin Institute 101 0 0 0 Hs19(Area A) MLDP 2017 Roslin Expansion Area A 66 0 0 0 Hs19(Area B) MLDP 2017 Roslin Expansion Area B 1 0 0 0 Hs19(Area C) MLDP 2017 Roslin Expansion Area C 3 0 0 0 Hs19(Area D) MLDP 2017 Roslin Expansion Area D 4 0 0 0 Hs16(Area C) MLDP 2017 Seafield Road Area C 20 120 74 0 Small sites Windfall 0 0 0 0 Total 195 120 74 0 Penicuik h58(Areas B1and B2) Previous LP Nursery West and North (at NW Penicuik) 48 0 0 0 h58(Areas C and D) Previous LP Mauricewood and Mauricewood North (at NW Penicuik) 56 0 0 0 h58(Area F) Previous LP Rullion Road (at NW Penicuik) 48 20 0 0 h25(Area D) Previous LP Greenlaw and Adjacent Land Area D 135 63 0 0 2020PK1 Windfall Windsor Square 12 0 0 0 2022PK1 Windfall Kentigern Mall 7 0 0 0 Small sites Windfall 7 6 2 0 Total 313 89 2 0 Villages and rural remainder (Midlothian West HMA) Page 397 of 633
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Part 2 – Housing Land Pipeline Page 7 Hs20 MLDP 2017 Auchendinny 168 170 57 0 AHs1 MLDP 2017 Rosslynlee, near Penicuik 32 70 54 0 AHs1(NP) MLDP 2017 North Park (at Rosslynlee) 63 58 0 0 AHs5 MLDP 2017 Wellington School, by Howgate 27 19 0 0 2023VR1 Windfall Barley Dean 3 2 0 0 Small sites Windfall 11 12 11 0 Total 304 331 122 0 Bonnyrigg Hs10(Area C) MLDP 2017 Dalhousie Mains Area C 74 0 0 0 Hs11(Area A) MLDP 2017 Dalhousie South Area A 40 0 0 0 Hs11(Area B) MLDP 2017 Dalhousie South Area B 21 75 50 0 Hs11(Area C) MLDP 2017 Dalhousie South Area C 80 0 0 0 Hs12 and Hs12 SC MLDP 2017 Hopefield Farm 2 and Safeguarded Capacity 25 150 200 657 243 Windfall Former garage, Elm Row 3 2 0 0 2021BL3 Windfall Moorfoot Place 46 0 0 0 2022BL1 Windfall High Street 20 0 0 0 Small sites Windfall 3 5 2 0 Total 312 232 252 657 Dalkeith Hs2 MLDP 2017 Larkfield West 1 0 0 0 Hs3 MLDP 2017 Larkfield South West 53 0 0 0 2021DK1 Windfall Buccleuch Street 4 0 0 0 2023DK1 Windfall Glenarch Lodge 0 6 0 0 Small sites Windfall 6 5 3 0 Total 64 11 3 0 Gorebridge h50(1A) Previous LP Redheugh / Prestonholm new community 0 140 240 320 h24 Previous LP Newbyres 64 32 0 0 Page 398 of 633
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Part 2 – Housing Land Pipeline Page 8 h51 Previous LP Robertson's Bank 5 9 0 0 2022GB1 Windfall Newbyres Crescent 75 0 0 0 Small sites Windfall 1 2 3 0 Total 145 183 243 320 Mayfield and Newtongrange h48 Previous LP Bryans 48 0 0 0 h41 Previous LP North Mayfield 99 55 0 0 h38 Previous LP South Mayfield Sites 46 108 144 628 2022MN1 Windfall Former Newbattle High School (Phase 1) 90 0 0 0 2022MN2 Windfall Newtongrange Parish Church 5 0 0 0 Small sites Windfall 1 2 0 0 Total 289 165 144 628 Shawfair Hs0 MLDP 2017 Cauldcoats 13 120 231 66 Hs1 MLDP 2017 Newton Farm 150 180 240 50 Hs1 SC MLDP 2017 Newton Farm, Safeguarded Capacity 0 48 112 200 h43(AandE) Previous LP Shawfair (Blocks A and E) 20 84 80 0 h43(B) Previous LP Shawfair (Block B) 0 76 112 135 h43(C) Previous LP Shawfair (Block C) 0 0 48 135 h43(F) Previous LP Shawfair (Block F) 0 0 20 208 h43(G) Previous LP Shawfair (Block G) 0 0 0 67 h43(H) Previous LP Shawfair (Block H) 0 0 0 78 h43(I) Previous LP Shawfair (Block I) 0 0 0 144 h43(K) Previous LP Shawfair (Block K) 0 38 112 176 h43(L) Previous LP Shawfair (Block L) 0 76 112 47 h43(P) Previous LP Shawfair (Block P) 20 84 112 4 h43(R1andR2) Previous LP Shawfair (Blocks R1 and R2) 48 84 30 0 h43(S4) Previous LP Shawfair (Block S4) 23 0 0 0 Page 399 of 633
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Part 2 – Housing Land Pipeline Page 9 h43(S5) Previous LP Shawfair (Block S5) 0 20 40 0 h43(T2) Previous LP Shawfair (Block T2) 108 90 50 0 h43(W1) Previous LP Shawfair (Block Woolmet 1) 48 84 8 0 h43(W2) Previous LP Shawfair (Block Woolmet 2) 48 22 0 0 h44 (Area A) Previous LP North Danderhall 58 0 0 0 h44 (Area B) Previous LP North Danderhall (Area B) 28 0 0 0 h44(AA2andAA3) Previous LP North Danderhall (Blocks AA2 and AA3) 135 34 0 0 2017 SA1 Windfall Land South of Hilltown House 3 0 1 0 2023SA1 Windfall Newton Church Road 23 0 0 0 Small sites Windfall 2 2 1 0 Total 727 1042 1309 1310 Rosewell Hs14 MLDP 2017 Rosewell North 86 0 0 0 h52andh22 Previous LP Gorton Loan and Rosewell Mains 10 0 0 0 Small sites Windfall 2 1 1 0 Total 98 1 1 0 Villages and rural remainder (Midlothian East HMA) h59 Previous LP Crichton Road, Pathhead 43 0 0 0 2019VR2 Windfall Airybank House 3 0 0 0 2024 VR1 Windfall Land 100M South West of Newlandburn House 0 10 0 0 Small sites Windfall 9 8 10 0 Total 55 18 10 0 MIDLOTHIAN TOTAL 2512 2193 2163 2915 Page 400 of 633
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Part 2 – Housing Land Pipeline Page 10 Table 3: Local and Site-Specific Factors Inhibiting Delivery and Possible Solutions Site Factor inhibiting delivery Possible solution Hs5 Reduced element of site remaining after supermarket development Consider prospects with site owner/promoter and determine whether support for site is withdrawn. This will be addressed as part of MLDP2 preparation. Hs17 No application – unsure of developer interest Consider prospects with site owner/promoter and determine whether support for site continues. This will be addressed as part of MLDP2 preparation. Hs7 Need for new bridge across Borders Railway Consider allowing commencement of limited part of development in two sections either side of railway line with independent road access, with active travel links on existing crossing of rail line. Full development of site would still be dependent on the new spine road with railway crossing. If this was not considered achievable the site allocation could be reduced, (or de-allocated completely). Both of these potential courses of action would be a matter for MLDP2. Ec3 (mixed use) Scope of site and hence masterplan cannot be defined until A701 relief road is consented. Allocation stated that housing could be part of the development, but number not defined and no education solution in place. Consent A701 relief road, or reconsider transport and development strategy for this corridor in MLDP2. AHs2 Site constraints due to access and landscape Consider prospects with site owner/promoter and consider solutions, or whether support is withdrawn. This will be addressed as part of MLDP2 preparation. AHs3 No application – unsure if developer interest Consider prospects with site owner/promoter and consider whether site continues or whether support is withdrawn. This will be addressed as part of MLDP2 preparation. Page 401 of 633
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Part 2 – Housing Land Pipeline Page 11 AHs4 Site constraints due to access and landscape Consider prospects with site owner/promoter and consider solutions, or whether support for site is withdrawn. This will be addressed as part of MLDP2 preparation. Page 402 of 633
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Page 12 Part 3 – Economic Land Economic Land 12. Economic sites were allocated and identified in MLDP 2017 as part of the development strategy to be delivered over the plan period. Sites are not usually developed by a single developer or a single use development on a one-off basis, but more commonly by a range of different sized developments over time. Take up of land is influenced by a range of external market and financial factors. This makes programming the release and development of economic sites in the same way as housing land unrealistic. Although the economic land supply seems large relative to historic take-up, from engagement for MLDP2, the Council has evidence of need for available economic units. Economic sites are considered in detail in Table 5, including the infrastructure necessary to deliver them. 13. The announcement of the Edinburgh and South East Scotland City Region Deal (ESESCRD) in August 2018 seeks to deliver a programme of accelerated and inclusive growth across South East Scotland. The Deal is an agreement between the UK Government, Scottish Government, the local authorities of Edinburgh, Fife, Midlothian, Scottish Borders and West Lothian as well as the region's universities and colleges. A commitment by the Deal partners to invest £1.3bn is anticipated to generate over £5bn worth of Gross Value Added (GVA) over the next 15 years. In Midlothian, City Deal will be a key driver in delivering new roads infrastructure to enable expansion and future development of the University of Edinburgh's Easter Bush Campus (part of the ESESCRD Data Driven Innovation Project) as well as a wider stimulus for additional development at the Midlothian Science Zone. In tandem with City Deal investment, it is anticipated that the Council's recently approved Economic Strategy (2019), and its currently in production, replacement, will support and promote the development of allocated economic sites as well as regeneration and redevelopment opportunities across the Council area. Progress will be monitored through the annual Economic Land Audit (ELA) process and future Delivery Programmes. 14. MLDP 2017 allocated approximately 122ha of economic land. This comprises 14.4ha of specialist biotechnology developments at the Midlothian Science Zone, 48ha for a mix of class 4, 5 and 6 uses and a specific allocation of 60ha of commercial/mixed use development at West Straiton - a 'Midlothian Gateway' development site. The annual ELA contains all the sites that constitute the established economic land supply in Midlothian and measures the level of take-up (and/or loss to alternative uses) of economic land each year. Changes to the economic land supply over the plan period will be monitored by this survey and are summarised in Table 4 below. Table 7 considers the infrastructure requirements of these sites. Page 403 of 633
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Part 3 – Economic Land Page 13 Table 4: MLDP 2017 Strategic Economic Land Allocations Site reference Site name Gross site area (ha) Gross remaining land (ha) Uses 2024 update, including consideration of obstacles to development Ec1 Shawfair Park Extension 20.57 18.85 Business and industry No planning application submitted on the extension area to date (occupied area is historic building, viz nursery, Lowes Farm). The timing and phasing of Ec1’s development will be subject to access arrangements being agreed. The proposed grade separation of the Sheriffhall Roundabout may allow new access from the A6106. Ec2 Salter's Park Extension 16.9 16.9 Business and industry Planning permission in principle refused for mixed use with large proportion of housing in June 2018. Discussions with site promoter have identified site constraints and high infrastructure costs. MLDP2 to consider future approach to site. Ec3 West Straiton 51.47 42.88 Mixed uses, principally Commercial/ employment (but housing could form part of mix) Pre-existing development on parts of the site including concrete batching plant, park and ride, restaurants. Proposal of Application Notice for a mixed use (although residential led) development on part of the site. MDLP requires masterplan for site. Midlothian Council is not progressing this in advance of the determination of the road line which defines the western boundary of the site. Road is to be Page 404 of 633
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Part 3 – Economic Land Page 14 phased. Need resolution of A701 relief road issue to determine future of site. Ec4 Ashgrove North 15.7 14.4 Business and industry Some pre-existing take up within the site boundary, need to have discussions with site promoter to understand reasons for no take up at this and adjoining site e34. Ec5 Oatslie, Roslin 4.7 4.7 Business and industry Site needs utility connections. Need to have discussions with site promoter to understand reasons for no take up at this and adjoining site e34. Bt1 Easter Bush North 5.8 5.6 Biotechnology uses Little take up at site. In common with other MSZ sites, connection with Bush Loan to A702 is major constraint, as well as drainage and electricity supply issues. Bt2 Easter Bush South 5.8 2.5 Biotechnology uses No take up at site. In common with other MSZ sites, connection with Bush Loan to A702 is major constraint, as well as drainage and electricity supply issues. Bt3 Technopole North West 2.2 2,2 Biotechnology uses No take up at site. In common with other MSZ sites, connection with Bush Loan to A702 is major constraint, as well as drainage and electricity supply issues. Page 405 of 633
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Page 15 Part 4 – Infrastructure Delivery Infrastructure Delivery 15. This section of the Delivery Programme reviews infrastructure completed since adoption of MLDP 2017 and sets out further actions in respect of, education, health, transport, waste, water and drainage and any other miscellaneous actions required to deliver the LDP. Page 406 of 633
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Part 4 – Infrastructure Delivery Page 16 Table 5: Completed Infrastructure Actions from MLDP 2017 (at April 2024) Infrastructure Description Year of opening Education Replacement Roslin Primary School New 2017 Replacement Paradykes Primary School New 2017 Replacement Newbattle High School New 2018 Additional classroom capacity at Lasswade Primary School Extension 2018 Refurbishment to increase early learning and childcare capacity at Lasswade Primary School Upgrade 2018 Additional early learning and childcare capacity and additional classrooms at Burnbrae Primary School Extension 2018 Additional early learning and childcare capacity at Danderhall Primary School Extension 2018 Additional early learning and childcare capacity at Mayfield Nursery School Extension 2018 Reprovisioning of rooms to increase Complex Needs Provision at St David's RC High School Upgrade 2018 Additional classroom capacity at St David's RC Primary School Extension 2019 Creation of Outdoor Early Learning and Outdoor Setting at Vogrie Country Park Upgrade 2019 Refurbishment of spaces to make an additional classroom available at Woodburn Primary School Upgrade 2019 Reprovisioning of rooms to increase Complex Needs Provision at St David's RC High School Upgrade 2018 Additional capacity at Cuiken Primary School Extension 2020 Additional classrooms and early learning and childcare capacity at Sacred Heart RC Primary School Extension 2020 Replacement St Mary's RC Primary School with increased capacity and early learning/childcare capacity at Burnbrae Primary School New 2020 Replacement Danderhall Primary School New 2021 Additional Capacity at King’s Park PS, Dalkeith via temporary accommodation Extension 2023 Additional Capacity at Rosewell PS, Rosewell via temporary accommodation Extension 2023/24 Additional Capacity at Roslin PS, Roslin via temporary accommodation Extension 2023/24 Transport Mauricewood roundabout on A702 trunk road New 2018 A7/The Wisp junction Upgrade 2023 North West Penicuik Link New 2024 Waste Anaerobic digestion plant at Millerhill to recover energy content of food waste New 2017 Page 407 of 633
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Part 4 – Infrastructure Delivery Page 17 Recycling and Energy Recovery Centre at Millerhill to handle residual waste streams sustainably New 2019 Water and Drainage infrastructure delivery Scottish Water have undertaken three strategic network impact assessments and incorporated the developments contained within the 2017 MLDP. These assessments cover the vast majority of the water and wastewater networks within the Midlothian area. SW will plan, prepare and deliver the necessary solutions to reinforce our network just ahead of need. Strategic network wastewater and water impact modelling. Modelling assessments completed. Strategic network reinforcement will be delivered just ahead of need Investment at wastewater treatment works at Roslin, Rosewell, Gorebridge, Penicuik and Wellington to increase strategic capacity to support the plans for further expansion of these catchments. Growth projects Delivery just ahead of need. Table 6: Future Infrastructure Provision Infrastructure provision Description Estimated Completion Education Formation of new Mayfield Schools Campus to replace to replace Mayfield Nursery School, Mayfield Primary School and St Luke's RC Primary School (note – this project is not related to new development) New 2025 Newbattle High School Extension TBD Replacement Beeslack Secondary School on new site near Bilston New Estimated completion 2027 Additional secondary school capacity to serve Shawfair SDA. New 2027/28 Additional new primary school capacity to serve Shawfair New 2027/28 Secondary ASN Unit at Former Mount Esk Nursery as part of Lasswade HS Extension 2024/25 Easthouses Primary School New Completion August 2024 Bonnyrigg Site Hs12 New Primary School New (subject to review) TBD – subject to review Gorebridge High School (commitment to undertake a land identification study to provide an analysis of possible sites for a school) Land identification study A site can be safeguarded in MLDP2 Page 408 of 633
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Part 4 – Infrastructure Delivery Page 18 Redheugh PS Gorebridge – identified in Midlothian Local Plan (2008), MLDP (2017). LES 2022 indicates this is a project in planning, linked to progress at housing site. New TBD – linked to phasing of h50 and Hs7 Woodburn Primary School Extension 2024 Bilston Primary School expansion Extension 2025 Mauricewood Primary School expansion Extension 2026/2027 Transport A720 Sheriffhall Junction Grade Separation Grade separated junction on the A720 City of Edinburgh bypass. Awaiting Scottish Ministers decision Realignment of The Wisp - site access. TBD Link road between A720/A68 junction and B6415/Old Craighall Road. New link road. Part of consented development for Hs1 (ref.17/00408/DPP). Phasing of development and link road subject to planning condition 1. Millerhill Park and Ride (A68 north). New park and ride facility. TBD Linked to Edinburgh Orbital Bus project. A7 safety, active travel and public transport service improvements. Infrastructure and bus service improvements. After 2027. A701 relief road/link to A702 New roads, junctions and active travel infrastructure. Likely to be phased, with elements supporting the Midlothian Science Zone given priority Road/junction improvements at Pomathorn Road (B6372). Linked to implementation of site AHs4 Junction improvements at A701/access road to Wellington school. Linked to implementation of site AHs5 (ref. 20/00144/DPP and PPA- 290-2060). Potential junction improvements at Straiton/A720 and the A702. TBD Page 409 of 633
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Part 4 – Infrastructure Delivery Page 19 B6482 Bryans Road to Gowkshill Link Earlier requirement in development plan was for re-aligned road linked to development area. The approved scheme (ref. 22/00027/PPP) does not include a re-aligned road proposal, but upgrade to existing Crawlees Road included in proposed phase 1 development. Linked to site h38 implementation South Mayfield Distributor New road, linked to development area from 2003 MLP. Included in the approved scheme (ref. 22/00027/PPP) as a ‘Link Road/ Primary Street connecting Bogwood Road and Crawlees Road. Road to be completed in entirety prior to occupation of phase 6 of the development). Linked to site h38 implementation (ref. 22/00027/PPP) A702/ Bush Loan New junction, realignment of approach roads Included as part of wider A701 realignment, this element which supports Midlothian Science Zone given priority A702/ A703 Damhead Junction re-design. TBD, To be led by Transport Scotland A701/ Graham's Road/ Belwood Road Improved signals TBD Lothian Street/ High Street, Bonnyrigg Improved signals and investigate improved junction design/layout TBD Page 410 of 633
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Part 4 – Infrastructure Delivery Page 20 The Wisp/ Millerhill Road Improved junction, likely to involve signal control TBD Sheriffhall park and ride (extension) Park and ride extension. TBD Lothianburn park and ride New park and ride facility. TBD Orbital Bus Route (A720 City Bypass) New bus priority measures and bus routes. Longer Term, STPR 2 indicates this amongst the supported projects. Shawfair Infrastructure Ongoing in tandem with development Supported bus services in connection with new development Ongoing in tandem with development Potential rail station at Redheugh An additional rail halt may not be deliverable at this location, in which case developer contributions would be used for alternative transport solutions. Tramline 3 to Dalkeith New tram routes. Longer Term, STPR 2 includes mass transit for South East Scotland as one of the supported projects. Emerging tram route proposals highlighted in Edinburgh City Mobility Plan. Millerhill-Loanhead rail safeguard Majority of route re- purposed for active travel. Planning (Scotland) Act 2019 requires the review of disused railway infrastructure as part of Page 411 of 633
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Part 4 – Infrastructure Delivery Page 21 LDP production. A review of this important route will be undertaken as part of the replacement of MLDP 2017 – MLDP2. Infrastructure improvements to complement Borders Rail Active travel infrastructure improvements Ongoing in tandem with residential development Open Space and Green Infrastructure Outdoor Play Equipment – Rosewell New Play Equipment 2024 Roslin Wheeled Sports Facility New Wheeled Sports Facility 2024 Millerhill Park Asphalt/Circular Path New Path 2024 Birkenside Play Equipment New Play Equipment 2024 Welfare Park, Newtongrange Open Space Upgrades 2024 Waste By 2025, provision of a fully commissioned low carbon district heating network to Shawfair Town, capable of expansion into a regional network. New Expected 2025 Water and Drainage Gorebridge WwTW Growth project, expansion of existing facility to accommodate demand from committed development. Rosewell WwTW Growth project, expansion of existing facility to accommodate demand from committed development. Roslin WwTW Growth project, expansion of existing facility to accommodate demand Page 412 of 633
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Part 4 – Infrastructure Delivery Page 22 from committed development. Penicuik WwTW Growth project, expansion of existing facility to accommodate demand from committed development. Edinburgh and Lothians Strategic Drainage project Series of actions across Seafield WwTW catchment intended to lower load on Seafield by treating surface water in more sustainable manner Ongoing, not expressly linked to any development site, but to assist in providing capacity for committed and future development in city region. Page 413 of 633
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Page 23 Part 5 – Site Specific Actions Site Specific Actions 16. This section identifies, for each allocated site, the actions necessary to deliver the site, including infrastructure and other requirements. In the first instance these are drawn from MLDP 2017 and are set out in the settlement statements and the Implementation policies. Policies IMP1 (New Development), IMP2 (Essential Infrastructure Required to Enable New Development to Take Place), IMP3 (Water and Drainage), NRG6 (Community Heating), TRAN2 (Transport Network Interventions) provide the policy basis for the requirements. In some cases, the infrastructure requirements are different now from what was expected when MLDP 2017 was adopted. This is particularly the case in education, where an update to the Learning Estate Strategy was reported to Council in December 2022. Page 414 of 633
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Part 5 – Site Specific Actions Page 24 Table 7: Site Specific Actions Required to Deliver Sites (Housing and Economic) Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating Hs0 Cauldcoats (consented, PPP) Additional secondary school capacity. Additional new primary school capacity Sport/ recreation and community facilities. Prior rehabilitation/ decontamination of Niddrie Bing - ground engineering/ stabilisation. Structural landscape/ framework to establish community identity. Green network links. Realignment of The Wisp - site access. Grade separation of Sheriffhall Roundabout. (Borders Rail and The Wisp/A7 junction improvements already carried out) Water and drainage infrastructure as required. FRA was carried out for application 14/00910/PPP Developer (approved in July 2019). Implement district heating/ combined heat and power proposal Developers in the Shawfair area may be required to contribute to this project, as set out in Policy IMP2. Hs1 Newton Farm (Under construction) Additional secondary school capacity. Additional new primary school capacity Sport/recreation and community facilities. Landscaping. Green network planting/footpath/c ycleway. Allotments/ community food production space. Link road between A720/A68 junction and B6415/Old Craighall Road. Connection between link road and phase 2 safeguarded site. Park and Ride site. Grade Water and drainage infrastructure as required. Special provisions required to protect or re-route combined sewer Newton Farm Hs1 (480) pipe crossing site from east to west - subject to layout. FRA and drainage strategy work has Implement district heating/ combined heat and power proposal Developers in the Shawfair area may be required to contribute to this project, as set out in Policy IMP2. Page 415 of 633
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Part 5 – Site Specific Actions Page 25 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating separation of Sheriffhall Roundabout. Access and junction improvements, including footpaths and cycleways. been carried out in association with application 17/00408/DPP. Hs2 Larkfield West (under construction) Additional primary school provision. Additional secondary school capacity Structural landscape. Strategic green space/green network links. Access and junction improvements, including footpaths and cycleways. A7 safety, active travel and public transport service improvements. Water and drainage infrastructure to be provided as required. Hs3 Larkfield South West (under construction) Additional primary school provision Additional secondary school capacity Structural landscape. Strategic green space/green network links. Access and junction improvements, including footpaths and cycleways. A7 safety, active travel and public transport service This development has commenced construction, water and drainage infrastructure to be provided as required. Page 416 of 633
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Part 5 – Site Specific Actions Page 26 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating improvements. Hs5 Thornybank North (constrained site) Additional primary school provision Additional secondary school capacity Structural landscape. Strategic green space/green network links. Access and junction improvements, including footpaths and cycleways. Water and drainage infrastructure as required. Hs7 Redheugh West (phase 2) Additional secondary school capacity required. Additional primary school capacity requirement, potentially in form of new primary school Land required to be safeguard land for community use (may include health facility) Structural landscape. (phase 2), Gorebridge Strategic green space/green network links. Allotments/commu nity food production space. Access and junction improvements, including footpaths and cycleways. MLDP 2017 refers to a potential Redheugh station. For technical reasons this is not likely to be deliverable. Water and drainage infrastructure as required. Scottish Water has identified a need for further growth investment in the 2021-27 regulatory period at the wastewater treatment works serving Gorebridge. Drainage Impact Assessment required to assess impact on network. Early discussions with SW recommended. Flood Risk Assessment required and masterplan should consider treatment of buffer Page 417 of 633
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Part 5 – Site Specific Actions Page 27 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating strips along water courses. Hs10 Dalhousie Mains (under construction) Site supported by completed expansion of Burnbrae PS, St Mary’s PS, and enhancement to Lasswade HS. Note in preparation of Evidence Report for MLDP2, urgent need for replacement Primary Care facilities at South Bonnyrigg/Rosewe ll was identified by Midlothian Health and Social Care Partnership and NHS Lothian. Structural landscape. Strategic green space/green network links. Access and junction improvements, including footpaths and cycleways. A7 safety, active travel and public transport service improvements. Water and drainage infrastructure as required. Hs11 Dalhousie South (under construction) Site supported by completed expansion of Burnbrae PS, St Mary’s PS, and enhancement to Lasswade HS. Note in preparation of Evidence Report for MLDP2, urgent need for replacement Primary Care facilities at South Bonnyrigg/Rosewe ll was identified by Midlothian Health and Social Care Partnership and NHS Lothian. Structural landscape. Strategic green space/green network links. Access and junction improvements, including footpaths and cycleways. A7 safety, active travel and public transport service improvements. (Borders Rail already carried out) Water and drainage infrastructure as required. There is a 300mm water main located to the south- west of the site. There is also a combined sewer overflow pipe located to the north-east of the site. Page 418 of 633
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Part 5 – Site Specific Actions Page 28 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating Hs12 Hopefield Farm 2 (minded to consent) Additional Primary School capacity required. Note in preparation of Evidence Report for MLDP2, urgent need for replacement Primary Care facilities at South Bonnyrigg/Rosewe ll was identified by Midlothian Health and Social Care Partnership and NHS Lothian. Structural landscape. Strategic green space/green network links. Allotments/commu nity food production space. Access and junction improvements, including footpaths and cycleways. A7 safety, active travel and public transport service improvements. (Borders Rail already carried out) Water and drainage infrastructure as required. There is a 10" water main located along the path traversing the site, contact with Scottish Water recommended. Hs14 Rosewell North (under construction) Additional primary school capacity required Additional secondary capacity required Note in preparation of Evidence Report for MLDP2, urgent need for replacement Primary Care facilities at South Bonnyrigg/Rosewe ll was identified by Midlothian Health and Social Care Partnership and NHS Lothian. Structural landscape. Strategic green space/green network links. Access and junction improvements, including footpaths and cycleways. (Borders Rail already carried out) Water and drainage infrastructure as required. Scottish Water has identified a need for additional capacity at the wastewater treatment works serving Rosewell, and this project is proceeding through the SW investment process. There is a 300mm water main located in the north Page 419 of 633
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Part 5 – Site Specific Actions Page 29 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating east corner of the site. Hs16 Seafield Road (Council is minded to consent subject to legal agreement for a final phase) Additional primary school capacity required - Bilston Primary School expansion Additional secondary school capacity required - Beeslack High School replacement Site to contribute to new community facility that may be part of the new Primary School. Structural landscape. Bilston Strategic green space/green network links. Allotments/commu nity food production space. A701 relief road/link to A702 Bilston. Access and junction improvements, including footpaths and cycleways. Water and drainage infrastructure as required. Water and Drainage Impact Assessments may be required to assess impact of development on network. Flood Risk Assessment will be required. The site should be developed with enhanced SUDS and a buffer strip to the watercourse. Hs17 Pentland Plants Additional primary school capacity required - Bilston Primary School expansion Additional secondary school capacity required - Site to contribute to new community facility that may be part of the new Primary School. Structural landscape. Strategic green space/green network links. A701 relief road/link to A702 Bilston Access and junction improvements, including footpaths and cycleways. Water and drainage infrastructure as required. Water and Drainage Impact Assessments may be required to assess impact of development on network. Page 420 of 633
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Part 5 – Site Specific Actions Page 30 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating Beeslack High School replacement Hs18 Roslin Institute Additional primary school capacity required Additional secondary school capacity required - Beeslack High School replacement Possible extension to Roslin Pavilion. Structural landscape. Strategic green space/green network links. A701 relief road/link to A702 Bilston Access and junction improvements, including footpaths and cycleways. Water and drainage infrastructure as required. Scottish Water has identified a need for further growth investment in the 2021-27 regulatory period at the wastewater treatment works serving Roslin. There is a wastewater pumping station located to the south- east of the site with an additional pumping station located toward the centre of the site with additional pipework. Hs19 Roslin expansion Additional primary school capacity required Additional secondary school capacity required - Possible extension to Roslin Pavilion. Structural landscape. Strategic green space/green network links. A701 relief road/link to A702 Bilston Access and junction improvements, including Water and drainage infrastructure as required. Scottish Water has identified a need for further growth investment in the 2021-27 Page 421 of 633
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Part 5 – Site Specific Actions Page 31 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating Beeslack High School replacement footpaths and cycleways. regulatory period at the wastewater treatment works serving Roslin. There are two 300mm foul and surface water pipes located onsite Hs20 Auchendinny Additional primary school capacity required - Mauricewood Primary School expansion Additional secondary school capacity required - Beeslack High School replacement Community/leisure facility, as part of new primary school. It is now intended to deliver the primary capacity at Mauricewood. Structural landscape. Strategic green space/green network links. A701 relief road/link to A702. Water and drainage infrastructure as required. Capacity issues at sewage pumping station. Drainage Impact Assessment required to assess impact on both pump stations and identify mitigation measures which may require increasing the capacity of the pumping station. There is a 90mm water main located along the Firth Road. Early contact with SW recommended. FRA will be required. Page 422 of 633
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Part 5 – Site Specific Actions Page 32 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating Ec1 Shawfair Park extension n/a Landscaping as set out in the Shawfair masterplan. Green network - planting/footpath/c ycleway. Access and junction improvements, including footpaths and cycleways. Shawfair Sheriffhall junction upgrade. (Borders Railway, including Shawfair Station, already delivered. Water and drainage infrastructure as required. Drainage Impact Assessment required. Ec2 Salter's Park extension n/a Structural landscape. Strategic green space/green network links. Water and drainage infrastructure as required. FRA will be required. Ec3 West Straiton Depends on the scale of any housing provided in this mixed use site Additional secondary school capacity required - Beeslack High Structural landscape. Strategic green space/green network links. A701 relief road/link to A702. Access and junction improvements, including footpaths and cycleways. Water and drainage infrastructure as required. Further investigations are required to assess impact on network. Page 423 of 633
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Part 5 – Site Specific Actions Page 33 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating School replacement. Potential additional primary school capacity required - No solution identified. Ec4 Ashgrove North n/a Structural landscape. Strategic green space/green network links. Reinforce landscape protection for Straiton Pond Local Nature Reserve. A701 relief road/link to A702. Loanhead. Access and junction improvements, including footpaths and cycleways. Water and drainage infrastructure as required. Further investigations are required to assess impact on network. Ec5 Oatslie Expansion n/a Structural landscape. Green network links. A701 relief road/link to A702. Expansion, Roslin Access and junction improvements, including footpaths and cycleways. Water and drainage infrastructure as required. Scottish Water has identified a need for further growth investment in the 2021-2027 regulatory period at Roslin wastewater treatment works. Page 424 of 633
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Part 5 – Site Specific Actions Page 34 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating Bt1 Easter Bush North n/a Structural landscape. Green network links. A701 relief road/link to A702. This project includes a new junction at Bush Loan/ A702 junction. North Access and junction improvements, including footpaths and cycleways. Water and drainage infrastructure as required. West Regional Main runs through the site. SW require a significant way leave surrounding the route of the pipe for maintenance and risk management in the event of failure. Early contact with SW recommended. Drainage Impact Assessment to assess impact on network and identify mitigation measures. Bt2 Easter Bush South n/a Structural landscape. Green network links. A701 relief road/link to A702. This project includes a new junction at Bush Loan/ A702 junction. North Water and drainage infrastructure as required. West Regional Main runs through the site. SW require a significant way leave surrounding the route of the pipe Page 425 of 633
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Part 5 – Site Specific Actions Page 35 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating Access and junction improvements, including footpaths and cycleways. for maintenance and risk management in the event of failure. Early contact with SW recommended. Drainage Impact Assessment to assess impact on network and identify mitigation measures. Bt3 Technopole North n/a Structural landscape. Green network links. A701 relief road/link to A702. This project includes a new junction at Bush Loan/ A702 junction. North Access and junction improvements, including footpaths and cycleways. Water and drainage infrastructure as required. There is critical infrastructure in this area, early contact with SW Technopole North Bt3 West is highly recommended. Drainage Impact Assessment to assess impact on network and identify mitigation measures. Page 426 of 633
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Part 5 – Site Specific Actions Page 36 Site Ref and Name Education Community facilities Green Infrastructure Transport Water and Drainage Waste and Heating Mx1 Pentland Studios n/a Structure landscaping to integrate with landscaping for site Ec3 A701 relief road and A702 link plus potential junction improvements at Straiton/A720 and the A702. Similar issues to site Ec3. Page 427 of 633
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Page 37 Part 6 – Policy Actions Policy Actions 17. This section (Table 8) reviews and updates the interpretation and application of the policy framework of the plan. Since MLDP 2017 was adopted, monitoring of the policies has been carried out, to assess how the policies in the plan have been used, and to identify gaps in the plan which require a policy response. NPF4 supersedes many of the policies in the adopted plan, and the Council is considering the scope of its policies for the replacement LDP in this context. The status of Supplementary Guidance (SG) is also addressed in Table 9. Page 428 of 633
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Part 6 – Policy Actions Page 38 Table 8: Policy Framework Policy Purpose Action Responsibility Observations in respect of use of Policy Progress STRAT 1 Committed Development To ensure proposals allocated in the adopted and previous plans are implemented as part of the agreed development strategy. Monitor and report progress of sites via HLA and ELA annual updates, planning application register and building warrant completion certificates. Maintain dialogue with developers to identify any obstacles to progress and agree implementation strategy. Midlothian Council Planning, Sustainable Growth and Investment Service Developers and landowners None HLA 2024 agreed with housebuilders. ELA 2024 completed. Planning Performance Framework 2023- 24. Development Plan Monitoring Group – ongoing. STRAT 2 Windfall Housing Sites To indicate general support for housing development on non-planned sites and the criteria to be used to assess applications. Monitor through HLA process including Homes for Scotland meetings, planning application register and building warrant completion certificates. Midlothian Council Planning, Sustainable Growth and Investment Service None, although note change to windfall policy introduced by NPF4. Ongoing monitoring and annual reporting through HLA. HLA 2024 provides latest position. STRAT 3 Strategic Housing Land Allocations To identify the housing sites which constitute the development plan strategy Monitor through HLA process including Homes for Scotland meetings, planning applications register Midlothian Council Planning, Sustainable Growth and Investment Service Need for more consideration on demand for and location of care homes and wider Ongoing monitoring and annual reporting through HLA. Page 429 of 633
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Part 6 – Policy Actions Page 39 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress and building warrant completion certificates. Maintain dialogue with Homes for Scotland/developers to identify any obstacles to progress and agree implementation strategy. Developers and landowners spectrum of facilities and housing for older people or those with disabilities (also in relation to DEV3). HLA 2024 provides latest position. Ongoing dialogue with site promoters/ developers and Homes for Scotland. STRAT 4 Additional Housing Development Opportunities To identify sites which may come forward over the plan period and which provide additional flexibility. Monitor through HLA process, Homes for Scotland liaison meetings, planning application register and building warrant completion certificates. Midlothian Council Planning, Sustainable Growth and Investment Service None Ongoing monitoring, annual reporting through HLA. HLA 2024 provides latest position. AHs1 has commenced construction. AHs5 is consented. STRAT 5 Strategic Employment Land Allocations To identify the economic sites which constitute the development plan strategy. Monitor and report on progress of sites via ELA annual updates, planning application register Midlothian Council Planning, Sustainable Growth and Investment Service None ELA 2024 prepared. 1.9ha take-up in last year. Ongoing monitoring for next ELA. Page 430 of 633
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Part 6 – Policy Actions Page 40 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress and building warrant completion certificates. Maintain dialogue with developers to identify any obstacles to progress and agree implementation strategy. Analyse economic development and estates enquiry data to identify market needs to inform future planning Developers and landowners DEV1 Community Identity and Coalescence To ensure due consideration is given to the impact of proposed development between existing settlements and communities with the intention to prevent coalescence. Monitor planning applications and advise/liaise with case officers. Midlothian Council Planning, Sustainable Growth and Investment Service The policy has been cited in decision making on a relatively low number of occasions. Discussion with officers has indicated that lack of spatial definition to policy on the proposals maps Ongoing monitoring Page 431 of 633
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Part 6 – Policy Actions Page 41 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress may have contributed to this. DEV2 Protecting Amenity within the Built-Up Area To protect and enhance the amenity of residential areas Monitor planning applications and advice/liaise with case officers Midlothian Council Planning, Sustainable Growth and Investment Service Need for further policy to develop DEV2 (and DEV6), also relationship with place making policies in NPF4. Amongst other things, garden ground and open space standards and sunlight and daylight at new and existing properties, need to be considered. Road safety a ‘gap’ in plan, potential need to anchor more fully in development plan itself, not rely on road standards. This should also consider convenience and safety on non- motorised users, Ongoing monitoring Page 432 of 633
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Part 6 – Policy Actions Page 42 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress including wheelchair and pushchair users. Need to incorporate or reflect parking standards in MLDP2. DEV3 Affordable and Specialist Housing To indicate how the Council expects to deliver more affordable housing as part of the development strategy. Former action was to prepare and adopt new SG on Planning Obligations and Affordable Housing. As reported in DPS16 and decided by Midlothian Council no further SG in connection with the adopted plan will be taken forward. Monitor through HLA process, Housing Service/ RSLs and Homes for Scotland liaison meetings, planning application register and building Midlothian Council Planning, Sustainable Growth and Investment Service Registered Social Landlords, Midlothian Council Housing Services Need for more consideration on demand for and location of care homes and wider spectrum of facilities and housing for older or disabled people. Consider if policy position on HMOs required. Monitoring and liaison meetings and annual reporting. Page 433 of 633
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Part 6 – Policy Actions Page 43 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress warrant completion certificates. Consider policy on accessible housing in light of new Scottish Building Standard. Consider provision for gypsy travellers. Progress review of these matters through MLDP2. DEV4 Residential Park Homes To identify residential park homes as part of the range and choice of housing tenures and protect sites from redevelopment pressures. Monitor planning applications in respect of the designated sites and liaise with/advise case officers appropriately. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring DEV5 Sustainability in New Development Promotes the principles of sustainability in the design and construction of new development. Monitor planning applications, liaise with case officers as required. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring DEV6 Layout and Design of New Development Indicates layout and open space design considerations for new developments. Monitor planning applications, liaise with case officers as required. Midlothian Council Planning, Sustainable Growth and Investment Service Need for further policy to develop DEV6 (and DEV2), also relationship Ongoing monitoring. Page 434 of 633
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Part 6 – Policy Actions Page 44 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress with place making policies in NPF4. Amongst other things, garden ground and open space standards and sunlight and daylight at new and existing properties, need to be considered. DEV7 Landscaping in New Development Indicates landscape design considerations for new developments. Monitor planning applications, liaise with case officers Former action was to prepare and adopt new SG on Quality of Place. As reported in DPS16 and decided by Midlothian Council no further SG in connection with the adopted plan will be taken forward. Midlothian Council Planning, Sustainable Growth and Investment Service No further action in respect of SG No matters arising. Ongoing monitoring. Page 435 of 633
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Part 6 – Policy Actions Page 45 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress DEV8 Open Spaces A criteria-based policy to protect and enhance identified open spaces. Monitor planning applications, liaise with case officers. Monitor progress of open space strategy action plan. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Land and Countryside Service Small pockets of amenity space under pressure, possible need for stronger, more all- embracing policy for these areas, maybe linked to more place-based plan. Ongoing monitoring. DEV9 Open Space Standards To identify the open space standards applicable to open space provision in new developments. Monitor planning applications, liaise with case officers and apply standards Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing review. DEV10 Outdoor Sports Facilities To protect outdoor sports facilities from alternative use developments. Monitor planning applications, liaise with case officers. Midlothian Council Planning, Sustainable Growth and Investment Service Consider appropriateness of policy and linkages to wider open space and recreation policy, and more place- based new style LDP. Ongoing monitoring. ECON1 Existing Employment Locations To protect established economic sites from redevelopment for alternative non- employment generating uses. Monitor and report progress of sites via ELA annual updates, monitoring planning applications and Midlothian Council Planning, Sustainable Growth and Investment Service Important to ensure an adequate supply of cheap accessible sites for start-up companies and Ongoing monitoring and annual reporting (ELA). Page 436 of 633
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Part 6 – Policy Actions Page 46 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress building warrant completion certificates. Maintain dialogue with developers to identify any obstacles to progress and agree implementation strategy. Dialogue with Economic Development Team to contribute to Economic Development Strategy and reflect strategy in planning practice. Landowners/ developers other marginal traders. Consider breadth of uses that are acceptable in employment allocations, (but also consider NPF4 Policy 27, and widening of Town Centre first to embrace more uses) ECON2 Midlothian Science Zone To protect and promote the Midlothian Science Zone biotechnology cluster as a specialist economic sector. Monitor and report progress of sites via ELA annual updates. Monitor planning applications. Liaise with Case Officers and Midlothian Council Planning, Sustainable Growth and Investment Service Need to consider Midlothian Science Zone policy, alongside review of the Bush Masterplan. Ongoing, annual reporting through ELA. Recent discussion with Midlothian Science Zone occupiers and landowners as part Page 437 of 633
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Part 6 – Policy Actions Page 47 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress economic development colleagues and with the Midlothian Science Zone Steering Group. of MLDP2 Evidence Report preparation. ECON3 Ancillary Development on Business Parks To support the principle of development on Shawfair Park and Salter's Park to provide services to their current and future workforces. Policy provides guidance on type of use(s) and criteria influencing consideration. Monitor and report progress of sites via ELA annual updates, Planning applications and building warrant completion certificates. Midlothian Council Planning, Sustainable Growth and Investment Service Consider breadth of uses that are acceptable in employment allocations, (but also consider NPF4 Policy 27, and widening of Town Centre first to embrace more uses) – also applies to ECON1. Ongoing, annual reporting through ELA. ECON4 Economic Development outwith Established Business and Industrial Sites To provide policy framework for economic development within the defined urban area, where not on a recognised economic development site or location. Monitor and report progress of sites via ELA annual updates, planning applications and building warrant completion certificates. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing, annual reporting through ELA. ECON5 Industries with Potentially To provide guidance about operations that may have damaging impacts on the Monitor and report progress of sites via Midlothian Council Planning, Sustainable Policy not spatially referenced, MLDP review could Ongoing, annual reporting through ELA Page 438 of 633
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Part 6 – Policy Actions Page 48 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Damaging Impacts environment, human health and the physical fabric, health and wellbeing of communities. ELA annual updates, planning applications and building warrant completion certificates. Growth and Investment Service consider identifying sites where such industries be located. ECON6 Working from Home/Micro Businesses To promote economic growth and reduce the need to travel. Monitor planning applications and building warrant completion certificates. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing ECON7 Further Education Facilities Supports the retention and expansion of further education and adult education facilities. Monitor planning applications. Encourage pre- application discussion on future development/ estate masterplans Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Education Service, Edinburgh College, University of Edinburgh and Newbattle Abbey College Policy unused. Ongoing. Meetings held with Edinburgh College and UoE in 2023 on future aspirations. TRAN1 Sustainable Travel To promote, raise awareness of and prioritise support for alternative travel modes other than the car. Support development close to public transport, liaise with case officers, planning and transport officers on Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring. Midlothian Council Active Travel Strategy published 2019, consultation Page 439 of 633
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Part 6 – Policy Actions Page 49 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress applications and potential transport requirements, ensure proposed developments comply with LDP and emerging replacement Local Transport Strategy. on new strategy carried out 2024. TRAN2 Transport Network Interventions To identify the transport interventions required to support the LDP strategy (as identified in the LDP DPMTAG appraisal). To safeguard transport schemes agreed as part of the NPF, SDP and/or committed development. Monitor planning application register, liaise with DM Officers and Transport Policy Officers to ensure that requirements are secured. Council to continue to liaise with bus operators and support bus provision were able. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Transport Service No matters arising Ongoing monitoring. A720 Sheriffhall junction grade separation project has been taken forward as part of City Region Deal and has progressed to Public Inquiry. Decision awaited from Scottish Government. The Council will liaise with Transport Scotland on options if grade separation of the Sheriffhall junction is not Page 440 of 633
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Part 6 – Policy Actions Page 50 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress supported and does not proceed. A701 relief road and A702 link road proposals progressing as part of City Region Deal. There is currently a funding shortfall for the whole project, so it is to be phased with priority given to the Bush Loan/A702 junction; A720/A68 junction link road included in application for site Hs1 (under construction); A7 Urbanisation scheme design work underway/ developer contributions being collected. Park and Ride – land set aside for Page 441 of 633
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Part 6 – Policy Actions Page 51 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress proposed A68 North (Newton Farm) facility (part of consent 17/00408/DPP). Orbital bus route (A720 City Bypass) included in indicative STPR2 maps along with rapid transit routes from Edinburgh to Midlothian; Shawfair infrastructure in progress as part of agreed implementation. Interim Regional Spatial Strategy prepared in tandem with NPF4 preparation. TRAN3 Strategic Transport Network To support implementation of the grade separation of Sheriffhall Roundabout. The Public Inquiry has concluded, and the report is with Scottish Ministers. Midlothian Council Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing, await Ministerial decision. Page 442 of 633
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Part 6 – Policy Actions Page 52 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Planning and Transport Services have been involved through attendance at design consultation workshops and supporting development of Cross Boundary Transport Contributions Framework. Midlothian Council Transport Services TRAN4 Freight To support the principle of freight development and to guide development to locations close to the rail and/or strategic road networks. Monitor planning application register, investigate options at Millerhill Marshalling yards given access improvements created by zero waste facility and prospects generated by the development of Shawfair new community. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Transport Service Policy Unused Ongoing with annual review through ELA. Anaerobic Digester (AD) and Recycling and Energy Recovery Centre (RERC) operational, Road widening improvements along Whitehill Road from junction with Fort Kinnaird Retail Park and waste facility site complete. Page 443 of 633
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Part 6 – Policy Actions Page 53 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Approximately 9ha of land to south of RERC available for economic/waste development. TRAN5 Electric Vehicle Charging To support the provision of electric vehicle charging points in new developments and service stations to extend and develop an electric vehicle network to encourage their ownership and use as a contribution to lowering CO2 emissions. Extend charging facilities across council property, monitor planning application register, encourage private developers to consider the issue in pre-planning and planning application process, promote through Community Planning Partnership. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Transport Services Midlothian Community Planning Partnership No matters arising Ongoing/annual monitoring including within the council's annual climate change reporting duties in respect of its estate. IT1 Digital Infrastructure To support the development of a robust digital communications network to promote economic growth and to identify criteria to stimulate careful siting, design and operation of such equipment. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls are applied. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing, including as part of the Development Plan Monitoring Group. Page 444 of 633
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Part 6 – Policy Actions Page 54 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress TCR1 Town Centres To support the role of town centres by promoting development which increases their viability and controlling changes of use in them. Prepare SG on, food and drink and other non-retail uses in town centres. Prepare shop-front design guide. Prepare town centre strategies. Monitor planning applications and liaise with case officers to ensure implementation of policy. Midlothian Council Planning, Sustainable Growth and Investment Service Stronger defence of shopfronts from being ‘deadened’ by conversion to uses such as housing, or conversely consideration of need for town centre shrinkage where too big to sustain current level of commercial activity. Consultation with Economic Development and Estates required to consider future needs. Incorporation of NPF4 requirements in relation to fast food or other potentially negative uses in town centres or other sensitive areas such as schools. SG adopted in 2019. Gap in town centre health checks since 2019, although vacancy and composition monitoring has been carried out. Shopfront Guidance produced for Dalkeith but not for other centres. Work being carried out between Planning service, Midlothian property and community interests in several town centres. Ongoing monitoring Page 445 of 633
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Part 6 – Policy Actions Page 55 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress TCR2 Location of New Retail and Commercial Leisure Facilities To set out criteria for locating new retail development, in accordance with town centre first principle and sequential test, and SDP (now superseded). Monitor planning applications and liaise with case officers to ensure implementation of policy. Midlothian Council Planning, Sustainable Growth and Investment Service A stronger town centre first approach for a wider range of uses needs to be considered. NPF4 Policy 27 now widens the range of activities covered by town centre first. More plan led approach to location of neighbourhood convenience shopping facilities. Need to address drive through restaurants (also required by NPF4). Ongoing monitoring VIS1 Tourist Attractions To support the principle of tourist development and protect existing or consented tourist attractions against adverse impact from other development. Monitor planning applications and liaise with case officers to ensure implementation of policy. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring Page 446 of 633
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Part 6 – Policy Actions Page 56 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress VIS2 Tourist Accommodation To provide criteria to support tourist accommodation proposals and guidance on hotels and self catering accommodation. Monitor planning applications and liaise with case officers to ensure implementation of policy. Midlothian Council Planning, Sustainable Growth and Investment Service Need to consider visitor accommodation policy in rural areas, in regard to small scale facilities (also implications for RD1). Need to be aware of potential for visitor cottages to become standard houses through challenges to conditions, and implications thereof. Need to consider possible STL control policy. Ongoing monitoring VIS3 Midlothian Snowsports Centre To provide support for the development and enhancement of the centre as a 'centre for excellence'. Monitor planning applications and liaise with case officers to ensure implementation of policy. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Estate Service No matters arising The upgrading and enhancement of the snowsports centre was carried out in 2024. Ongoing monitoring to ensure correct Page 447 of 633
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Part 6 – Policy Actions Page 57 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Sportscotland. application of policy. MIN1 Areas of Search for Surface Mineral Extraction To define areas of search for sand and gravel and open cast coal extraction and set presumption against extraction outwith these areas. To protect valuable resources from sterilisation by other developments. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Liaise with enforcement officers as appropriate. Midlothian Council Planning, Sustainable Growth and Investment Service Industry Bodies Policy unused - no relevant applications (there has been pre- application discussion on aggregates extraction at two of the areas of search). Ongoing monitoring MIN2 Surface Minerals Extraction To define criteria by which the acceptability of mineral extraction proposals are determined. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Liaise with enforcement officers as appropriate. Prepare SG on resource extraction. Midlothian Council Planning, Sustainable Growth and Investment Service Industry Bodies No matters arising Ongoing monitoring, including over lifetime of consents and restoration period. Action completed – SG adopted in 2019 MIN3 Onshore Oil and Gas To set policy framework for onshore oil and gas extraction Following Ministerial decision on unconventional oil and gas, monitor planning applications and Midlothian Council Planning, Sustainable Growth and Investment Service Scotland wide ban – policy now redundant. No further action given Scottish Government decision not to support unconventional gas Page 448 of 633
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Part 6 – Policy Actions Page 58 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress liaise with case officers as appropriate. Prepare SG on resource extraction (in context of Ministerial decision on unconventional oil and gas). extraction. SG adopted, but does not address this matter following Scottish Government decision on unconventional oil and gas. RD1 Development in the Countryside To define criteria for general development in the countryside and specific considerations for housing and business development. Revise SG on Housing Development in the Green Belt and Countryside Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Review of housing ‘cluster’ policy in countryside. Awareness required of rural brownfield opportunities. More ‘place-based’ approach. Consider future approach to occupancy condition linked development, in context of NPF4. Consider approach to rural shops, Action completed - SG adopted in 2019 Page 449 of 633
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Part 6 – Policy Actions Page 59 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress where small scale and offers something of a visitor experience and not in direct competition with town centres. Odour issues and proximity to pipelines have come up in relation to rural development (could affect other areas too), need consideration as potential ‘gaps’. Need to consider policy for former quarry sites, or rural VDL land where no restoration condition. RD2 Low Density Rural Housing To set out conditions for housing development at four specific locations in order to bring about Revise SG Monitor planning applications and Midlothian Council Planning, Sustainable Growth and Investment Service None Action completed – SG adopted 2020. Ongoing monitoring Page 450 of 633
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Part 6 – Policy Actions Page 60 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress environmental enhancement in these areas. liaise with case officers to ensure appropriate conditions/controls applied. Establish dialogue with developers to identify any obstacles to progress and agree implementation strategy. Landowners and developers Ongoing – developer interest and progress at some of the sites. RD3 Pentland Hills Regional Park To protect the Pentland Hills Regional Park from proposals that do not accord with its stated aims and/or the current or future management plans for it. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Pentland Hills Regional Park Authority No matters arising Ongoing monitoring RD4 Country Parks To support development within country parks that is compatible with any management plan and to further the enjoyment of the park for outdoor recreation and activity. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Liaise with Land and Countryside Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Land and Countryside Service No matters arising Ongoing monitoring Page 451 of 633
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Part 6 – Policy Actions Page 61 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Services as appropriate. ENV1 Protection of the Green Belt To protect the green belt and set out criteria to assess development proposals Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Revise countryside SG to include green belt matters Midlothian Council Planning, Sustainable Growth and Investment Service Most consented planning applications relate to smaller scale proposals such as householder applications, single dwelling houses, camping pods, renovation of existing and erection of new agricultural buildings. Developments consented in Green Belt since last review need to be considered, to ensure that its spatial extent remains rational. Consider Reporter findings in relation to Green Belts, in Ongoing monitoring. Action completed – SG adopted in 2019. Page 452 of 633
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Part 6 – Policy Actions Page 62 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress planning appeals in the area. ENV2 Midlothian Green Network To provide the policy framework for developing the Midlothian Green Network Prepare SG Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Land and Countryside Service SNH, CSGN and landowners/ developers No matters arising Action completed – SG adopted in 2018 ENV3 Newbattle Strategic Greenspace Safeguard To identify a new protected greenspace based around the River South Esk and to set criteria to consider new development in this area (cross reference with policy RD1). Longer term intention to seek a means of creating a new country park as part of the green network. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Land and Countryside Service CSGN and landowners/ developers Considered that Newbattle Strategic Greenspace Safeguard has been successful in its ambition to prevent coalescence. It has received positive feedback from members of the public and has been supported by the Council. Ongoing monitoring. It is unlikely that further progress on creation of a new country park will come forward in the remaining duration of LDP. This will be a matter for MLDP2 ENV4 To protect prime agricultural land from development and identify Monitor planning applications and liaise with case Midlothian Council Planning, Sustainable No matters arising Ongoing monitoring. Page 453 of 633
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Part 6 – Policy Actions Page 63 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Prime Agricultural Land criteria to assess development proposals. officers to ensure appropriate conditions/controls applied. Growth and Investment Service ENV5 Peat and Carbon Rich Soil To protect peat and carbon rich soils and minimise release of CO2 emissions from development. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring. ENV6 Special Landscape Areas Prepare SG and monitor impact. To define conditions when development in SLAs may be permitted. Prepare SG and monitor impact. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising SG adopted in 2018. Ongoing monitoring. ENV7 Landscape Character To protect landscape character and ensure it is not compromised by development, maintaining the distinctiveness of the landscape and enhancing character where it has been weakened. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring. Page 454 of 633
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Part 6 – Policy Actions Page 64 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress ENV8 Protection of River Valleys To protect the landscape and character of river valleys. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring. ENV9 Flooding To prevent new development at risk of flooding or which increases the risk of flooding elsewhere and support implementation of Local Flood Risk Management Plans. Monitor planning applications and liaise with case officers, SEPA, Scottish Water and others as required to ensure appropriate conditions/controls applied. Contribute to preparation of Local Flood Risk Management Plans for the Forth Estuary Flood Risk Management Plan district. Participate in flood risk management groups. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Transport Service SEPA Scottish Water LFRMP partners No matters arising Ongoing monitoring. Local Flood Risk Management Plan was updated in 2022 (6-year cycle so next LFRMP due in lifetime of MLDP2). Midlothian Council participated in these groups, which led to the production of the Local FRMP for the Forth Estuary Flood Risk Management Plan district. A revised SFRA has been prepared in Page 455 of 633
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Part 6 – Policy Actions Page 65 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Update Strategic FRA. Former action was to prepare and adopt new SG on Flooding and the Water Environment As reported in DPS16 and decided by Midlothian Council no further SG in connection with the adopted plan will be taken forward. 2024 as part of the MLDP2 Evidence Report Process. No further action on SG. ENV10 Water Environment To ensure that planning decisions contribute to good river basin and water body management. Monitor planning applications and liaise with case officers, SEPA, Scottish Water and others as required to ensure appropriate conditions/controls applied. Contribute to preparation of Surface Water Management Plans. Midlothian Council Planning, Sustainable Growth and Investment Service SEPA, Scottish Water, landowners and developers, 3rd sector and community involvement No matters arising Ongoing monitoring Surface Water Management Plans (SWMPs) are an action in the 2022 Local Flood Risk Management Plan (LFRMP). A 3rd River Basin Management Plan was adopted in Page 456 of 633
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Part 6 – Policy Actions Page 66 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Contribute to preparation and implementation of River Basin Management Plans for Scotland. Contribute to work of Edinburgh and Lothians Drainage Partnership 2021, covering the period 2021-2027. Midlothian Council is seeking partners to work on pilot projects in district. ENV11 Woodland, Trees and Hedges To establish the principle of protecting established woodland, groups of trees and hedgerows from loss or damage from development. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls (refer to Scottish Government policy on woodland removal). Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Land Service Scottish Forestry, landowners/developers No matters arising Ongoing monitoring. ENV12 Internationally Important Nature Conservation Sites To reinforce the presumption in favour of protecting designated nature sites of national importance and identify a precautionary approach where development impacts are uncertain but Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring. Planning Guidance adopted 2020. Page 457 of 633
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Part 6 – Policy Actions Page 67 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress may cause irreversible damage Prepare Planning Guidance on nature conservation. ENV13 Nationally Important Nature Conservation Sites To reinforce the presumption in favour of protecting designated nature sites of national importance and identify a precautionary approach where development impacts are uncertain but may cause irreversible damage. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls. Prepare Planning Guidance on nature conservation. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring. Planning Guidance adopted 2020. ENV14 Regionally and Locally Important Nature Conservation Sites Identifies regional and locally important nature conservation sites and reinforces the presumption in favour of protecting them. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls. Prepare Planning Guidance on nature conservation. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring. Planning Guidance adopted 2020. ENV15 Species and Habitat Identifies the types of assessment required by development that would Monitor planning applications and liaise with case Midlothian Council Planning, Sustainable No matters arising Ongoing monitoring. Page 458 of 633
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Part 6 – Policy Actions Page 68 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Protection and Enhancement affect a species protected by European or UK law and the criteria against which applications will be assessed. Identifies that the nature conservation effects of development on habitats of conservation value will be taken into account. officers to ensure appropriate conditions/controls. Prepare Planning Guidance on nature conservation. Growth and Investment Service Planning Guidance adopted 2020. ENV16 Vacant, Derelict and Contaminated Land Provides policy framework for the redevelopment of vacant and derelict land Monitor planning applications and liaise with Officers to ensure appropriate conditions/controls. Reporting on vacant and derelict land in National Planning Improvement Framework. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Environmental Health and Building Standards Service Need to consider to what extent policy might be strengthened and widened to consider ground stability matters: at present a coal mining risk assessment (CMRA) is required for all applications located in the high risk areas as identified by the Coal Authority, but useful to provide policy support for this. Ongoing monitoring. Annual reporting. ENV17 Air Quality To provide a basis for protecting air quality in Monitor planning applications and Midlothian Council Planning, Sustainable No matters arising Ongoing monitoring. Page 459 of 633
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Part 6 – Policy Actions Page 69 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress determining planning applications. liaise with case officers and Environmental Health to ensure appropriate conditions/controls. Contribute to the Council’s Cleaner Air for Scotland Working Group Growth and Investment Service Midlothian Council Environmental Health Service Limited involvement to date, a Clean Air Policy for Scotland (CAFS) has been adopted and will inform future planning policy. ENV18 Noise Supports decision-making to avoid conflicts between noisy and sensitive uses. Monitor planning applications and liaise with Case Officers and Environmental Health to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Environmental Health Service Necessary to consider whether policy ENV18 should be put on more quantitative basis, including reference to required NR curves or other standards (e.g., BS4142 or WHO Health Guidelines) Ongoing monitoring. ENV19 Conservation Areas Reinforces the presumption against development that would adversely impact on the character and appearance of the area. Monitor planning applications and liaise with case officers and Historic Environment Midlothian Council Planning, Sustainable Growth and Investment Service Consider new CACAMP documents, these may generate more place-based Ongoing monitoring Page 460 of 633
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Part 6 – Policy Actions Page 70 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Sets out criteria for new buildings, extensions, alterations and demolitions. Scotland as appropriate to ensure appropriate conditions/controls applied. Historic Environment Scotland, East Lothian Archaeology Service (through SLA), Developers information or requirements to be reflected in new style LDP. ENV20 Nationally Important Gardens and Designed Landscapes Reinforces the presumption against development that would harm the appearance and setting of a garden or designed landscape included on Historic Environment Scotland's Inventory of sites. Monitor planning applications and liaise with case officers and Historic Environment Scotland when/as appropriate to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Historic Environment Scotland, East Lothian Archaeology Service, Developers No matters arising Ongoing monitoring ENV21 Nationally Important Historic Battlefields Provides policy basis to protect, conserve and where appropriate enhance the key landscape characteristics and special qualities of sites in Historic Environment Scotland's Inventory of Historic Battlefields. Monitor planning applications and liaise with case officers and Historic Environment Scotland when/as appropriate to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Historic Environment Scotland, East Lothian Archaeology Service, Developers No matters arising Ongoing monitoring ENV22 Listed Buildings Reinforces the presumption against development that would adversely affect the character, appearance Monitor planning applications and liaise with case officers and Historic Midlothian Council Planning, Sustainable Growth and Investment Service Take on-board the Historic Environment Scotland Interim Guidance and the Ongoing monitoring Page 461 of 633
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Part 6 – Policy Actions Page 71 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress or setting of a listed building. Sets out criteria for new development, enabling development, demolitions, extensions/ alterations. and changes of use. Environment Scotland when/as appropriate to ensure appropriate conditions/controls applied. Historic Environment Scotland, East Lothian Archaeology Service, Developers Final Guidance when available. ENV23 Scheduled Monuments Reinforces the presumption against development that would have an adverse effect on a scheduled site or the integrity of its setting. Monitor planning applications and liaise with case officers and Historic Environment Scotland when/as appropriate to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Historic Environment Scotland, East Lothian Archaeology Service, Developers No matters arising Ongoing monitoring ENV24 Other Important Archaeological or Historic Sites Reinforces the protection of these sites but outlines criteria against which development would be assessed. Monitor planning applications and liaise with case officers and Historic Environment Scotland when/as appropriate to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Historic Environment Scotland, East Lothian Archaeology Service, Developers No matters arising Ongoing monitoring ENV25 Site Assessment, Outlines the nature and extent of works required where sites may be Monitor planning applications and Midlothian Council Planning, Sustainable No matters arising Ongoing monitoring Page 462 of 633
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Part 6 – Policy Actions Page 72 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Evaluation and Recording affected by proposed development. liaise with case officers and Historic Environment Scotland when/as appropriate to ensure appropriate conditions/controls applied. Growth and Investment Service Historic Environment Scotland, East Lothian Archaeology Service, Developers NRG1 Renewable and Local Carbon Energy Projects Identifies support for renewable energy and low carbon technologies in development proposals and identifies criteria to assess applications. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising Ongoing monitoring NRG2 Wind Energy Identifies the criteria wind energy proposals must satisfy including reference to SG on wind energy development. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service. Policy unused for larger wind farms - no determined applications where policy was used (a wind farm application received in 2023 is currently being assessed) Ongoing monitoring NRG3 Energy Use and Low and Zero Carbon Encourages sustainable energy use and requires integration of low and zero carbon generating Monitor planning applications and liaise with case officers and Building Midlothian Council Planning, Sustainable Growth and Investment Service. Consider Reporter findings in relation to need to connect with heat network, referenced in Ongoing monitoring. NPF4 and revised Building Standards Page 463 of 633
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Part 6 – Policy Actions Page 73 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Generating Technology technologies into developments. Standards Officers as required to ensure appropriate conditions/controls applied. Developers Wellington School appeal. have tended to supersede this policy, particularly the more detailed quantitative elements in associated policy NRG3. NRG4 Interpretation of Policy NRG3 Provides definitions in respect of policy NRG3 and lists exceptions to it. Monitor planning applications and liaise with case officers and Building Standards Officers as required to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Developers Consider ongoing relevance in face of higher building standards and NPF4. Ongoing monitoring. NPF4 and revised Building Standards have tended to supersede the detailed quantitative elements in this policy. NRG5 Heat Supply Sources and Development with High Heat Demand Promotes the use of waste heat from developments and provides general guidance on Council's approach. Monitor planning applications and liaise with case officers to ensure appropriate advice given. Midlothian Council Planning, Sustainable Growth and Investment Service Developers Policy Unused Ongoing monitoring. RERC at Shawfair identified as the principal heat generating source for the proposed community heating network there (NRG6). Page 464 of 633
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Part 6 – Policy Actions Page 74 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress NRG6 Community Heating Promotes the use of community heating networks. Monitor planning applications and liaise with case officers to ensure appropriate advice given. Investigate and implement community heating vehicles - e.g. energy services company – where appropriate. Former action, to adopt Community Heating SG. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Resources Service No matters arising Ongoing monitoring Midlothian Council has formed a partnership to promote green energy, including waste heat from RERC. No further action, in line with decision taken in DPS16 not to adopt further SG associated with adopted MLDP. WAST1 New Waste Facilities Supports the development of new waste facilities, provides guidance on locations and reinforces the link to policy NRG5 in respect of reusing waste heat. Monitor planning applications and liaise with case officers to ensure appropriate advice given. Midlothian Council Planning, Sustainable Growth and Investment Service Policy unused Ongoing monitoring WAST2 Millerhill Safeguards site for waste management facility at Millerhill and supports further waste-related uses on the adjacent economic Monitor planning applications and liaise with case officers and representatives of Midlothian Council Planning, Sustainable Growth and Investment Service No matters arising AD and RERC plants both now operational Page 465 of 633
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Part 6 – Policy Actions Page 75 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress land. the waste management sector regarding future opportunities. WAST3 Landfill Reinforces the presumption against new landfill development and identifies criteria to be met by any landfill proposal. Monitor planning applications and liaise with case officers to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Policy Unused - No relevant applications (increasingly unlikely there will be) Ongoing monitoring WAST4 Operational Waste Site Safeguarding Safeguards operational waste sites from inappropriate nearby development. Monitor planning applications against waste sites identified in SEPA register, liaise with case officers and other services as required. Midlothian Council Planning, Sustainable Growth and Investment Service Policy Unused - Not spatially referenced. Need to consider if enhanced as part of a general waste/industrial site protection policy, with sites indicated in proposals map, or if overtaken by ‘agent of change principle’ Ongoing monitoring WAST5 Waste Minimisation and Recycling in New Developments Provides support and guidance for recycling facilities and waste separation facilities within developments. Monitor planning applications and liaise with case officers to ensure appropriate advice given. Midlothian Council Planning, Sustainable Growth and Investment Service Developers Policy Unused - need to consider if policy still required. Ongoing monitoring Page 466 of 633
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Part 6 – Policy Actions Page 76 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress IMP1 New Development Identifies the use of planning conditions and the possibility of developer contributions to ensure that where new development gives rise to need, appropriate provision is made in respect of matters specified in criteria. Also promotes the use of development briefs and developers. Masterplans to establish the planning and design principles relating to allocated sites. Monitor planning applications and legal agreements, liaise with case officers, and other services to assess impact and progress of planned, committed and windfall development. Prepare masterplans and development briefs. Former action was to review and update Developer Contributions SG. Monitor progress through the Council's Capital Programming and Asset Management Board. Midlothian Council Planning, Sustainable Growth and Investment Service Midlothian Council Education Service Midlothian Council Neighbourhood Services Midlothian Council Housing Service Midlothian Council Resources, Legal and Finance Services Developers No matters arising Ongoing monitoring IMP2 Identifies the essential Monitor progress via developer Midlothian Council Planning, Sustainable Concern that policy is insufficiently Ongoing monitoring Page 467 of 633
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Part 6 – Policy Actions Page 77 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Essential Infrastructure Required to Enable New Development to Take Place infrastructure required to support the delivery of the development strategy in tandem with IMP1. contributions software, Capital Programming and Asset Management Board. Report progress through annual National Planning Improvement Framework. Monitor planning applications and liaise With case officers, the Planning Obligations Lead Officer and other services to assess the impact of planned, committed and windfall development. Negotiate planning obligations/other legal agreements where appropriate Growth and Investment Service Midlothian Council Resources, Legal and Finance Services Developers Infrastructure providers strong in terms of requiring commodious, educationally sound solutions where costs are borne wholly by developer who has initiated the change. Annual update Page 468 of 633
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Part 6 – Policy Actions Page 78 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress and liaise with legal services and developers. IMP3 Water and Drainage Indicates the approach required by the Council to support development strategy. Report progress through annual National Planning Improvement Framework. Maintain dialogue with applicants and Scottish Water through pre- application and planning application process. Engage with SEPA and Scottish Water at regular liaison meetings. Former action was to prepare and adopt new SG on Flooding and the Water Environment. As reported in DPS16 and decided by Midlothian Midlothian Council Planning, Sustainable Growth and Investment Service Scottish Water SEPA No matters arising Annual Ongoing Ongoing No further action Page 469 of 633
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Part 6 – Policy Actions Page 79 Policy Purpose Action Responsibility Observations in respect of use of Policy Progress Council no further SG in connection with the adopted plan will be taken forward. IMP4 Health Centres Supports the development of new or expanded facilities where there is an identified need. Monitor planning applications and liaise with case officers and Midlothian Health and Social Care Partnership and NHS Lothian to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service NHS Lothian Midlothian Health and Social Care Partnership Policy unused Ongoing monitoring Liaison with Midlothian Health and Social Care Partnership and NHS Lothian IMP5 Emergency Services Support the provision and/or expansion of services to meet growing communities Monitor planning applications and liaise with case officers and emergency services to ensure appropriate conditions/controls applied. Midlothian Council Planning, Sustainable Growth and Investment Service Emergency Services Policy unused Ongoing monitoring Page 470 of 633
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Table 9: Status of Supplementary Guidance Supplementary Guidance Status Midlothian Green Network (SG) Adopted Special Landscape Areas (SG) Adopted Resource Extraction (SG) Adopted Development in the Countryside and the Green Belt (SG) Adopted Food and Drink and Other non Retail Uses in Town Centres (SG) Adopted Low Density Rural Housing (SG) Adopted Nature Conservation (PG) Adopted Dalkeith Shop Front Design Guide (PG) Adopted Dalkeith Townscape Heritage Initiative (THI) Adopted Homeowners Guide: 'Repair and Maintenance of Historic Buildings in Dalkeith, Home Owners Guide' (PG) Adopted 18. DPS16 approved by Midlothian Council’s Planning Committee in April 2024, states that the Council does not intend bringing forward further Supplementary Guidance related to MLDP 2017. This allows work to be focussed on the new LDP and reflects the changed planning policy context brought about by NPF4. 19. National Developments. Scottish Government guidance requires the Delivery Programme to help facilitate national development, where relevant. National Developments 5 (Urban Sustainable, Blue and Green Surface Water Management Solutions for places including the Edinburgh City Region and its water catchment areas), 6 (Urban Mass/Rapid Transit Networks for amongst other places the Edinburgh City Region) and 7 (Central Scotland Green Network) have a particular geographic locus relevance in Midlothian. In addition, the following National Developments are described as Scotland wide: 2 (Pumped Hydro Storage), 3 (Strategic Renewable Electricity Generation and Transmission Infrastructure); and 4 (Circular Economy Materials Management Facilities), 8 (National Walking, Cycling and Wheeling Network) and 12 (Digital Fibre Network). National Development 18 (High Speed Rail) could conceivably affect Midlothian depending on route options chosen. 20. The replacement Midlothian LDP will offer an opportunity to consider how these National Developments can be delivered locally. The geographically specific developments 5 and 6 are already supported by the adopted plan, through policies TRAN2 and ENV10. No apparent incompatibility between the adopted MLDP and the NPF4 National Developments has emerged to date. Page 471 of 633
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Midlothian Council Tuesday 17th December 2024 Item 8.12 ‘Midlothian on the Move: Our Active Travel Strategy for Everyone’ Report by Derek Oliver, Chief Officer - Place Report for Decision 1 Recommendations 1.1 It is Recommended that Council: a. Approves ‘Midlothian on the Move: Our Active Travel Strategy for Everyone 2024-2034’. b. Notes and welcomes the responses to the 12-week public and stakeholder consultation on the final draft of ‘Midlothian on the Move: Our Active Travel Strategy for Everyone 2024-2034’. c. Agrees to seek funding to deliver safer walking, wheeling and cycling active travel infrastructure, route improvements and behaviour change programmes, as set out in the Active Travel Strategy Route Action Plan and 10-year Project Pipeline. d. Agrees to accept future reports on progress relating to the aims and objectives of the Active Travel Strategy and the delivery of active travel and sustainable transport projects and activities. e. Notes progress to date in 24/25 towards the securing of active travel funding, infrastructure delivery, delivery of behaviour change activities, development of proposals for 25/26, and other active travel promotional work. . 2 Purpose of Report/Executive Summary 2.1 This report seeks approval for the Council’s adoption of ‘On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034’ (The Strategy). 2.2 Midlothian’s previous Active Travel Strategy: 2018-2021 was agreed in 2017. A new up-to-date Active Travel Strategy is now a requirement for Councils wishing to secure funding from Transport Scotland for active travel projects. 2.3 Council agreed to a 12-week consultation on the final draft of ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’ in February 2024. The consultation ran from April-July 2024 and received a total of 178 public responses and 13 stakeholder responses. This report includes a consultation report and summary of the feedback, along with details of minor amendments and additions made to the draft strategy to address the consultation feedback (Detailed in Page 472 of 633
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2 Appendix C). This most recent consultation exercise followed previous engagement activity that sought input from community and disability groups. 2.4 This report asks for Council approval to seek funding for the delivery of new active travel infrastructure projects for safer environments and paths for walking and wheeling (including wheelchair and mobility scooters), better routes to school, cycling and other active travel related activities as set out within the Strategy’s Route Action Plan, and 10-year Project Delivery Programme, and to accept future reports on progress. 2.5 This report highlights progress to date in 2024/25 in securing external funding to be used for active travel works, and in development for delivery of new active travel infrastructure, existing route improvements, and behaviour change programmes. Date: 11th November 2024 Report Contact: Madeleine Bell, Sustainable Transport Officer madeleine.bell@midlothian.gov.uk 3. Background/Main Report The importance of having a new and adopted active travel strategy 3.1. Midlothian Council’s most recent active travel strategy spanned period 2018- 2021. In February 2024, Council approved the extension of this document to the end of 2024, to allow for continued delivery of medium and long-term projects set out in the action plan, whilst a draft of a new strategy was being finalised and issued for public consultation. A new active travel strategy is required to replace the 2018-2024 document as Councils must demonstrate that they have a strategy in place that conforms to new guidelines issued by Transport Scotland in 2023, in order to apply for new funding streams. Production of the new active travel strategy 3.2. ‘Midlothian On the Move: Our Active Travel Strategy for Everyone’ has been drafted in-house, in accordance with new guidelines. It captures public and stakeholder input and feedback gathered from informal engagement events held since 2021, and most recently a consultation on the final draft that ran from April- July 2024. The title of the strategy: “On the Move Midlothian 2024-34: Our Active Travel Strategy for Everyone” follows local feedback that the terminology ‘Active Travel’ needs to be shown to be inclusive. The strategy includes a set of measurable aims and objectives relating to the delivery of safe and attractive active travel infrastructure and behaviour change activities, as well as a detailed route action plan and 10-year project delivery programme. The draft strategy is included in Appendix B. Page 473 of 633
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3 Council should note that final type-setting and graphic design support for hard- copy and online versions of the ATS has been agreed, and will commence once the final draft version has been approved. Importance of Active Travel funding to the Council 3.3. Under The Climate Change (Emissions Reduction Targets) (Scotland) Act 2019 the Scottish Government is committed to a 20% reduction in car kilometres in Scotland relative to the 2019 baseline level by 2030. Local Governments is also required as part of the Act to contribute to the reduction through long-term sustainable transport planning and better use of existing assets, with an emphasis on encouraging people to use active and public forms of transport. 3.4. The Scottish Government’s vision is for ‘walking, wheeling and cycling to be the most popular choice for everyday journeys by 2030’, with over £500m invested in active travel over the last 4 years, to help make journeys safer and more appealing for those travelling without a car. 3.5. From 2024/25 as part of a transformed funding landscape, Transport Scotland has made competitive ‘tiers’ of ‘Active Travel Infrastructure Fund’ (ATIF) to support the delivery of larger scale active travel projects. By attracting funds, Councils can deliver sustainable transport projects that provide better health outcomes for people as well as providing better access to local amenities. 3.6. Three key national policies set out the need for well-planned sustainable transport in the context of land use and wider societal outcomes. These are the National Transport Strategy (NTS2), Climate Change Plan (2020 Update) and National Planning Framework (NPF4). All three reinforce the application of new hierarchies to planned investment in transport, as follows: This is particularly important as the strategy aims to make day-to-day journeys for everyone safer by walking, wheeling and cycling – whether these are journeys to school, shops, community centres or to bus stops and train stations. “On the Move Midlothian: Our Active Travel Strategy for Everyone”, focuses on enabling more safe and active day-to-day journeys so the Council can make a positive contribution to national Climate Change targets. Page 474 of 633
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4 3.7. Improvements to enable more people to travel safely by active means of transport such as 20mph speed zones, traffic calming, ‘School Streets’, and behaviour change campaigns will also aid Scotland in its ambition to have the best road safety performance in the world by 2030, as set out in Scotland’s Road Safety Framework to 2030. 3.8. The provision of safer and more attractive active travel infrastructure for walking and cycling is particularly important as Midlothian is the fastest growing local authority in Scotland - expected to see a 13.8% population rise by 2028. Securing additional external funding to make it easier for people to walk, wheel or cycle is important for all demographics, but in Midlothian this is particularly relevant for the older and school age populations. Maintaining independence and access to services such as libraries and leisure centres in older age is a key objective in Midlothian, where we have a growing population aged over 75. For this age group in particular, it is important that their homes are well connected to services and that footways and crossings are conducive to active and safe movement and mobility. Similarly, providing safe active travel routes to school is critical to meet commitments to reduce car kilometres - particularly in Midlothian, with 9.3% more births in 2021 than 2020. ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’- Final draft Public Consultation results. 3.9. A full public consultation exercise on the final draft of the strategy was undertaken to check priorities and ensure strong buy-in to proposals. The consultation exercise ran for a period of 12 weeks from April- July 2024, with the online survey being accessible from the Council’s website and Consultation Hub, and promoted frequently and widely on the Council’s social media channels. For those without digital access, hard copies of the survey and printed copies of the draft strategy were made available in all Council libraries. 3.10. A total of 178 responses to the survey were received from individual members of the public, along with a further 13 responses from organisations/stakeholders. The survey consisted of a total of 11 questions, allowing respondents the opportunity to expand on their answers where applicable. The feedback received was supportive of the Strategy and its intentions, summarised in the detailed Consultation Report attached in Appendix C. Midlothian Council Active Travel funding and delivery: Progress 2024/25 3.11. As a result of having an Active Travel Strategy in place, Midlothian Council’s Strategic Transport Planning Team and Active Travel Team have been successful in acquiring substantial additional, external funding to deliver a range of infrastructure and behaviour change projects in 2024/25. 3.12. Midlothian Council was most recently awarded £753,062 from Transport Scotland’s ATIF Tier 2 Fund (a £10 million fund) to deliver three projects improving active travel routes to school, ensuring the safety of vulnerable children and family groups making daily journeys. This funding will cover the installation of new crossings, junction tightening, shared-use path provision and traffic Page 475 of 633
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5 calming measures in Penicuik, Easthouses and Bonnyrigg, and will be delivered this financial year. Midlothian Council also received a direct award of £655,000 from Transport Scotland’s Tier 1 funding for 2024/25 which has allowed the design and delivery of a range of smaller scale neighbourhood level interventions, including the installation of traffic islands, zebra crossings, traffic calming, cycle path surface improvements and improved marking and signage around schools. £120,000 of this fund is being used to develop designs for active travel provision along the A703 connecting Easter Bush to the City of Edinburgh and improved active travel links between Lasswade and the A7. 3.13. Partnership working with Sustrans has resulted in the Council being awarded £60,000 from Sustrans Network Funding to develop designs to extend the National Cycle Network around Roslin and Auchendinny. Additionally, Sustrans is providing some in-kind Infrastructure Design Team support for early stage design development to improve active travel connections from Eskbank College and Train Station to Dalkeith Town Centre. 3.14. Other funding received into the Council this year has included £270,000 of Transport Scotland’s ‘People and Place’ funding for Behaviour Change activities including the delivery of Bikeability training and other work in schools, staff lunchtime walks, walking step-count challenges and bike maintenance sessions. Midlothian Council has also worked to integrate active travel and public transport though the acceptance of £56,000 in partnership with SEStran to install a Brompton Bike Hire Locker at Sheriffhall Park and Ride. 3.15. In addition to new funds, significant progress has been made in projects the Council previously received funding for. With a £226,000 award from the Sustrans ‘Places for Everyone’ Programme in 2023/24, the Council is making good progress in delivering Stages 0-2 proposals for the ‘A7 Active Travel Corridor’ (Stages 0-1 feasibility work is already complete) and this has a focus on journeys by walking and wheeling, as well as by bike, and links to public transport. Work commenced in September with the delivery of Stages 0-2 funded ‘Shawfair Connections’ Project. 3.16. The Council’s adoption of ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’ will allow Midlothian Council to seek further funding from these same funding bodies from 2025/26 onwards, with funding bids and proposals already being prepared for the delivery of more safe, and properly lit routes to schools and towns, town centre cycle parking, improved active travel connections between Lasswade and Loanhead, and between Roslin and Penicuik, as well as the creation of a rural off-road connection between Penicuik and the Scottish Borders. Resourcing the delivery of the Active Travel Strategy and other Sustainable Transport projects 3.17. As part of ‘Midlothian on the Move: Our Active Travel Strategy for Everyone’ a 10-year delivery programme has been developed, to ensure the phasing of projects is realistic and deliverable. The 10-year delivery programme will be reviewed annually. Construction-ready projects will be added to the Capital Programme once funding can be confirmed and appropriate governance is in place. Page 476 of 633
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6 3.18. Dedicated and consistent staffing is essential to progress ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’; officers are required to develop funding bids, ensure solid governance and reporting arrangements are in place, manage consultants and contractors, and ensure compliance with industry and nationally agreed design standards. Between 2022 and 2025, the equivalent of two FTE officers have been available to progress Active Travel in the team. This has allowed the Council to develop relationships with funding bodies and submit successful bids to progress priority projects and develop the new Strategy which in turn helps deliver on health outcomes. The benefit to the Council to date includes funding receipt of £226,000 from the competitive ‘Places for Everyone’ fund in 2022/23, £753,062 from Transport Scotland’s Active Travel Infrastructure Fund in 2024/25 (£10 Million fund for Scotland), up to £60,000 from Sustrans Network Development Fund, as well as the development of the new Active Travel Strategy, and wider contributions to sustainable transport, including supporting Planning, Roads, and other services as required. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource The resourcing of the Strategy is entirely contained within Place Services. 4.2 Digital None 4.3 Risk The recommendations and proposals outlined within this report seek to mitigate or manage the risks to the Council set out below. Not adopting ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’ will prevent the Council from making bid proposals to Active Travel funding streams, meaning less funding is identified for Midlothian communities, especially in relation to other Council areas, and less benefits to local people who want to walk, wheel (or ride) to local opportunities, activities and education. Not developing sustainable travel may impact the Council meeting its obligations in relation to the Climate Change (Emissions Reductions Targets) Scotland Act 2019. Not adequately resourcing the delivery of the new Active Travel Strategy will also risk the delivery of existing and future funded projects and targets, as well as contributing to a deterioration of existing assets that require investment and upgrading, and may risk increased costs through the need for consultancy support. 4.4 Ensuring Equalities (if required a separate IIA must be completed) An IIA has been completed and is available online 4.4 Additional Report Implications See Appendix A Page 477 of 633
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7 Appendices Appendix A – Additional Report Implications Appendix B – On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034’ – Final Draft Appendix C- ‘On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034’ – Public Consultation Results Page 478 of 633
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8 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value Utilising a partnership approach to securing adequate staffing levels represents an example of Delivering Best Value. A.5 Involving Communities and Other Stakeholders Input into the new ATS from all geographic communities and communities of interest was actively sought through the consultation period. 178 responses from the general public were received along with 13 from stakeholders/organisations. Other engagement prior to the writing of the ATS involved public and stakeholder consultation in 2021, School engagement in 2021, engagement with Forward Midlothian, as well as wider engagement as detailed in the attached IIA. A.6 Impact on Performance and Outcomes The report recommendations all contribute to the Single Midlothian Plan Vision “Midlothian will be a Great Green Place to Grow by achieving our net zero carbon ambitions”. A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Development of active and sustainable travel options for communities actively supports sustainable development. Page 479 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 1 ON THE MOVE MIDLOTHIAN Our Active Travel Strategy for Everyone: 2024 - 2034 Page 480 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 2 Foreword ................................................................................................................ 3 1. Introduction ....................................................................................................... 5 1.1 What is active travel and why do we need an Active Travel Strategy? ..... 5 1.2. Why are we promoting active travel? ........................................................ 7 1.3. How have we developed the Strategy? ..................................................... 8 1.4. Where we are since production of the last Active Travel Strategy? ......... 9 1.5. Active Travel Action Plan .......................................................................... 12 1.6. Aims of the ATS ......................................................................................... 12 1.7. Acknowledging Risks/Uncertainties ......................................................... 13 2. Policy Context .................................................................................................. 14 2.1 Transport Targets/policies and the Transport Hierarchy ......................... 14 2.2 Scottish targets, policies, and key guidance ............................................. 15 2.3 Recent Legislative and Policy Changes ...................................................... 18 2.4 Themes ....................................................................................................... 19 3. The Current status of active travel .................................................................. 21 3.1. The current Active Travel network ........................................................... 21 3.2. A case for change: What did you say? ...................................................... 21 3.3. Current Active Travel Network Usage ...................................................... 26 4. Physical Barriers to Active Travel .................................................................... 32 4.1. Active Travel Route Maintenance ............................................................ 32 4.2. Road Safety ............................................................................................... 34 4.3. Quality/inaccessibility of the active travel environment ........................ 35 5.Other barriers to active travel .......................................................................... 37 5.1 Engagement & Behaviour Change Work .................................................... 37 5.2. Barriers to walking .................................................................................... 37 5.3. Barriers to cycling. ..................................................................................... 39 6. Auditing the Active Travel Network ................................................................. 43 7. Introduction to Priority Routes/action plan .................................................... 44 7.1. What is the Action Plan? ........................................................................... 44 7.2. Why were these routes/work-streams chosen? ...................................... 45 7.3. How were the routes/work-streams selected? ........................................ 45 7.4. The 10-year project pipeline ..................................................................... 46 7.5. Local Neighbourhood Action Plan ............................................................. 47 8.Design Standards and guidance for active travel ............................................. 49 8.1 HOW WE WILL USE AND APPLY DESIGN GUIDANCE ACROSS MIDLOTHIAN .................................................................................................. 49 8.2. PLACEMAKING IN MIDLOTHIAN ....................................................... 51 9. Funding ............................................................................................................. 53 10. Aims, objectives and indicators ..................................................................... 54 Part 2: Midlothian Council Active Travel Project Timeline and Route Action Plan .............................................................................................................................. 66 2.1. Active Travel Route Action Plan ................................................................ 66 2.2. 10-year project pipeline .......................................................................... 102 Page 481 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 3 FOREWORD I am delighted to present to you ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’. This strategy aims to make active travel a safe, reliable, healthy, cost-effective means of travel, for all or part of a journey. Active travel positively contributes to the health and well-being of Midlothian’s population, it improves connectivity within the region and neighbouring authorities, it enhances economic growth and opportunity, all whilst helping to deliver on our climate commitments and the sustainable future of Midlothian. The strategy builds on previous active travel consultation with communities, and responds to the key barriers and challenges around active travel that were identified. Since the publication of Midlothian Council’s Active Travel Strategy in 2018 a lot has changed. We have experienced significant change in society with respect to patterns of movement and ways of living and working post-pandemic. In Midlothian we are experiencing increased housing growth and demand throughout the county, and increased pressures associated with the cost of living. Alongside this, at governmental and policy level, we have witnessed the declaration of a climate emergency and commitments to meet new climate change and biodiversity targets. Commitments to carbon emission reduction and tackling the climate emergency are reflected in recent changes to the Highway Code, The Transport Hierarchy, National Transport Strategy and the National Planning Framework, where travelling by sustainable methods of transport has become a key priority. In 2019, Midlothian Council declared a climate emergency, with a commitment to make the Council’s activities net-zero by 2030. We must acknowledge the many positive aspects that transport and travel can bring to society. This includes enhancing well-being and life satisfaction through providing access to friends and family, work, education, health care, and greenspace, as well as enabling and enhancing economic opportunities and reducing inequalities. Given the importance of travel, we need to find ways to continue to move around Midlothian and our neighbouring local authorities in a sustainable way. I am aware of the transport challenges we currently face in Midlothian, and more specifically the challenges around enabling and supporting sustainable and active travel journeys. These are further complicated by the rural and semi-rural nature of some of our settlements, and the geographic and socio-economic diversity of the area. Combined with the current and future growth in population, and expansion of housing sites and urban settlements we need a strategy that will help to support Midlothian’s active travel aspirations and help Midlothian’s population use active Page 482 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 4 travel as a feasible and reliable option as part of the wider transport challenge. ‘On The Move Midlothian: Our Active Travel Strategy for Everyone’ supports a range of interventions and programmes of work aimed at enabling more journeys to be made by active modes of travel. Route development, improved and better maintained physical infrastructure, and activities to encourage and promote behaviour change are all supported, with an emphasis on enabling the shift away from private motor vehicle use where possible. The strategy will help to make active travel a realistic and accessible transport option for all of Midlothian’s residents - no matter how large or small. Councillor Colin Cassidy Midlothian Council’s Cabinet Member for Transport Page 483 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 5 1. INTRODUCTION 1.1 WHAT IS ACTIVE TRAVEL AND WHY DO WE NEED AN ACTIVE TRAVEL STRATEGY? 1.1.1. WHAT IS ACTIVE TRAVEL? “Getting around in a way that makes you physically active”; “walking or cycling to work, school, the shops or the train station”; “the transportation of people or goods by physically active means”. These are a few definitions of active travel found in the literature and the media. Active travel is much more than simply cycling and walking as a means of transport, and here in Midlothian, with our mix of urban, rural and semi-rural environments, it is important to emphasise the many forms and methods of travel and multi-modal journey types, encompassed by this term. For travel to be ‘active travel’, it does not require the entire journey to be made by physically active means. In this strategy we define active travel as: “a means of moving around using your own physical effort, when well as for leisure, sport, health and recreational purposes. Active travel can take the form of walking, wheeling and cycling, which includes the use of wheelchairs, pushchairs, adapted bikes, cargo bikes scooters and skateboards. Active travel can form part or all of a journey, and includes physically active travel to bus stops, to reach public transport, and any short distance journey such as a walk to reach nearby facilities, or a longer journey regardless of the purpose or final destination. With a push to decrease the number of journeys by car and other forms of motorised transport, it is important to recognise how even making small parts of a longer journey ‘active’ can contribute to our aim of reducing total car mileage and the number of motorised vehicles on the road. Journey hubs and public transport services will play a vital role in meeting our active travel and sustainable transport targets. Page 484 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 6 1.1.2. WHY DO WE NEED A NEW ACTIVE TRAVEL STRATEGY? We want to lead the way in providing a We are aware of the challenges ahead, given the current status and condition of our active travel infrastructure, and the barriers that currently exist in preventing people from choosing active forms of travel for their everyday journeys. Despite these barriers, we are committed to making Midlothian a place where: and realistic option for all. A lot has changed since the production of our last Active Travel Strategy in 2018. Production of the National Transport Strategy (NTS2), changes in the Highway Code, the National Transport Hierarchy, and publication of the (NPF4) all reflect a push to give more priority to active and sustainable transport. Changes in movement and lifestyle patterns post-Covid 19; more flexible working; large housing growth; growth in economic development areas; commitments to climate change and biodiversity targets, and more recent concerns around the cost of living, are all factors that emphasise the need for a new Active Travel Strategy here in Midlothian, to reflect and acknowledge changes in policy and demand. Having an up-to-date active travel strategy, reflective of Midlothian’s current needs, is vital to securing funding to deliver projects. With the period covered by the previous ATS now passed, it is important that we build on the successes achieved, and pursue funding for projects still relevant, but not yet delivered, as well as the delivery of new projects to reflect the changing demand and environment. To ensure that any funding made available to local authorities is spent in the most efficient way, and used to deliver best-practice active travel infrastructure, it is a requirement for all local authorities to have an active travel strategy and action plan in place. This reflects the importance that the Scottish Government are ascribing to active travel in helping Scotland to achieve ambitious transport, climate, biodiversity and air quality targets, as well as the prominence they are giving in ensuring that the aims of the Transport Hierarchy are reflected in all local authority areas. 1.1.3. HOW WILL THE ACTIVE TRAVEL STRATEGY SIT ALONGSIDE OTHER LOCAL TRANSPORT AND LAND-USE PLANNING STRATEGIES, AND INCORPORATE NATIONAL POLICY AND BEST PRACTICE DESIGN? Midlothian Council’s Sustainable Transport Team are currently working alongside consultants Stantec to produce a Local Transport Strategy (LTS), whilst officers in the Strategic Planning Team are in the early-stage process of developing Midlothian’s next Local Page 485 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 7 Development Plan (MLDP2). Given the importance now being ascribed to active travel in government strategy and policy, production of this Active Travel Strategy will be influential in the writing and shaping of the LTS, and in guiding land use allocation and strategic networks in the LDP. Writing these three key documents at the same time provides us with an excellent and exciting opportunity to ensure that active travel is high on the agenda and prioritised in all aspects of land-use and transport planning, and will enable close collaboration and communication between teams and council departments, which will help ensure that we can deliver and are striving for the same goals. Recent publication of NPF4 in February 2023 has allowed us to incorporate and build on National Planning Policy, spatial principles and regional policies in this document, meaning that we are referencing and referring to the most up-to-date best practice guidance/policy within any projects we deliver. 1.1.4. HOW IS THE PICTURE CHANGING IN TERMS OF PRIORITY AND INVESTMENT IN ACTIVE TRAVEL AND LOCAL LIVING? Ambitious commitments to reduce total km travelled by car by 20% by 2030, and to spend 10% of the total transport budget on active travel reflects the Scottish Government’s commitment to developing a sustainable transport network, with active travel a major component in this modal shift. In 2017, £39 million was spent on active travel in Scotland, compared to targets of £320 million by 2024/25. With such a big increase in funding availability it is vital that Midlothian Council has a strategy and plan in place to seek and implement this funding. This will allow us to deliver the highest quality infrastructure and well-connected network possible, as well as to support and enable behaviour change. In their 2030 vision for active travel, Transport Scotland would like to see walking and cycling the most popular choices for everyday journeys, and for communities and places to be shaped around people. This commitment to more sustainable living is further reflected in NPF4, with a focus on the quality of areas, to make places where we live and work sustainable and resilient, with an infrastructure first approach, to make communities great places to live and work in. 1.2. WHY ARE WE PROMOTING ACTIVE TRAVEL? The overarching vision of the Scottish Government, set out in ‘A more active Scotland’ is for ‘people to enjoy more active and healthier lives’. Active travel is, however, about much more than health through physical activity, and can take many forms. Our aim throughout this strategy is to promote the message that: Page 486 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 8 active travel is not just about walking and cycling, but that all of us, no matter our age or ability, can take part in active travel, however At Midlothian Council we recognise the many benefits that active forms of travel can have, not only to individuals personally, but to communities and the wider environment. Promotion of active travel is a key priority for Midlothian Council as it can: • • • • • • • • The many interlinkages between the positive changes brought about by people taking fewer vehicular journeys, and travelling more actively, emphasises the importance of encouraging and promoting this behaviour change, and incentivising people who already travel actively in their day to day lives to continue doing so. Figure 1. A health and well-being ride, along the NCN in Midlothian 1.3. HOW HAVE WE DEVELOPED THE STRATEGY? Development of Midlothian Council’s Active Travel Strategy has been the role of the Council’s Sustainable Transport Team, with public and stakeholder consultation events helping to shape both the strategy and action plan. The feedback from stakeholder and public consultation held in 2021, and the resultant report produced by consultants Arcadis helped to establish key priority areas/themes, acting as a case for change, as well as highlight specific problem routes and locations where demand for improved active travel infrastructure is high. Building on feedback from the consultation, we have held workshops within and across council departments to develop a strategy with measurable and achievable targets that we can commit to. Midlothian Council’s Sustainable Page 487 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 9 Transport Team also attended Forward Midlothian events in October 2022 and 2023, to learn more about challenges faced by people with disabilities. Completion of the Integrated Impact Assessment Process has allowed us to consider and mitigate any potential impacts to all sectors of the community. More detailed 1- 1 meetings with individual community councils has helped to inform the detailed site-specific action plan, with public consultation on the draft strategy and action plan helping to finalise the document. Figure 2. Midlothian Council Active Travel Officers at the Forward Midlothian Event in 2022 With a focus on connectivity and strategic routes, collaboration and communication with neighbouring local authorities has also played a key role in the determination and feasibility of key route planning, to achievable, and that any connections into neighbouring authorities will produce a cohesive and joined up network. The prominence of ‘living locally’ and ’20-minute neighbourhoods’ within Scottish Government policy and strategy means that a key focus of formulating the active travel strategy, and delivering projects has also involved building and strengthening relationships between the Roads and Development Planning teams within the council. This will help to ensure that active travel is considered/designed into all new developments going forward. We are working in collaboration with Sustrans to allow us to make the best possible use of any funding streams, with a Sustrans embedded officer now a key part of the team. 1.4. WHERE WE ARE SINCE PRODUCTION OF THE LAST ACTIVE TRAVEL STRATEGY? A lot has changed in Midlothian and surrounding local authority areas since the last ATS was produced in 2018. Our success in meeting specific objectives set out in the 2018 ATS will be reflected on in more detail in the sections that follow. On a personal level we are witnessing: Page 488 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 10 • much greater home and hybrid working; • an increase in online working, shopping and deliveries; • greater recognition of the climate and biodiversity crisis amongst the population. On a policy and governmental level we are now seeing: • greater emphasis and funding being attributed to sustainable and active travel. On a local developmental level we are currently seeing: • many of the housing and commercial land allocations set out in the Local Development Plan now built/being delivered • A change in the character of some Midlothian communities/landscapes • great opportunities to connect to and expand the existing active travel network. Many of these changes, particularly with respect to personal movement trends and lifestyles were not predicted and will have impacted (both positively and negatively) on some of the targets set out in the 2018 ATS. Three key objectives of the 2018 ATS were to: • ‘Raise awareness of all aspects of active travel and promote walking and cycling as alternative transport modes for short trips and commuting’. • ‘Encourage more people to walk and cycle more often by providing them opportunities to do so’ • ‘Increase active travel in schools through a variety of walking and cycling programmes’. Since the writing of the 2018 ATS a number of events have been held to work towards meeting these objectives, including: • recent ‘Winter-ready’ events • public cycle training sessions • Bikeability training in schools • School travel plan production and promotion • road safety awareness training in schools • attendance at Midlothian’s Disabled Access Forum • Go-E bike promotional activities • staff cycle training sessions • staff driver awareness courses • attendance at the Midlothian Outdoor Festival We plan to build on this engagement and promotional activity going forward, with more detail on what has already been achieved and is planned in the relevant sections that follow. Page 489 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 11 Figure. 3 Road Safety awareness and Bikeability training sessions in Midlothian’s schools Further objectives to ‘Increase the availability of active travel infrastructure and develop infrastructure improvements which encourage active travel’ along with ‘Improving the safety of walking and cycling and reduce the number of yearly walking and cycling casualties’ have been delivered through a range of ‘Cycling, Walking, Safer Routes’ funded projects, and expansion and development of the network through the creation of active travel routes through new housing and developments. Detail on those completed projects and progress towards others that have not yet been achieved but are actioned in the current plan is included in the local-neighbourhood action plan in Part 2 of this document. Staff from the Sustainable Transport/Active Travel Team are now attending Midlothian’s Road Safety forum and feeding in on best practice, and helping to promote infrastructure and behaviour change to reduce road casualties. The objective to ‘Ensure walking and cycling needs are included in new development design’ is currently being delivered through a detailed assessment of new housing sites in Midlothian, being undertaken by consultants ‘Living Streets’. More detail is included in the following sections on how we will use this assessment to deliver design guidance in new developments, and our aims to use this to ensure that all new developments are designed to best- practice standards in terms of active travel infrastructure, accessibility, and location to services. A move for the Sustainable Transport Team from the Roads Policy Team into the Planning Team also emphasises progress towards this objective, and how it will be built on further in the new strategy. Figure 4. The inclusion and design of active travel infrastructure and links within and around new housing developments is a key aim of the Active Travel Strategy Page 490 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 12 Progress towards the objective ‘Maintain, repair and upgrade walking and cycling infrastructure, including routes and facilities’ will be reported on throughout the main document, as well as indicated in the new action plan. Workshops and cross-team meetings have been held to discuss how we can best proportion resources and budgets going forward, to ensure that active travel infrastructure is inspected and maintained to reflect its place at the top of the transport hierarchy. Funding sources have been/are being actively pursued to demonstrate our commitment to routine maintenance of existing routes, as well as to upgrade routes for wider accessibility and year-round use. 1.5. ACTIVE TRAVEL ACTION PLAN Our active travel action plan consists of two key components. The first component is our , which takes a more strategic view of active travel infrastructure and behaviour change work which we plan to implement over the next 10 years. The project pipeline lists: • key priority routes along strategic routes and corridors • key junction improvements • larger infrastructure projects with active travel elements • key behaviour change projects • local neighbourhood level infrastructure • commitments to pursue funding for rural roads and paths The second component takes a more detailed look at the local neighbourhood level element of the 10-year project pipeline, where we have included routes from the previous active travel strategy that have not yet been delivered, along with new routes that have been suggested during consultation events and from the output of site investigations. These routes have been ranked and prioritised using a scoring matrix to help us to categorise different routes for particular funding streams depending on for example: the scale, level of funding required, ability to provide connections to key trip generators, if they are potential quick wins or more in- depth projects, or more aspirational in nature. The 10-year project pipeline and Action Plan list the potential sources of funding for each programme of delivery. The plan reflects the assumption that funding will increase over the next ten years in line with greater commitments to active travel. 1.6. AIMS OF THE ATS The 3 key aims of the Active Travel Strategy 2024 – 2034 are to: • Expand the active travel network and improve its Page 491 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 13 • Promote and enable behaviour change towards uptake in all • Provide transparent monitoring of the delivery of all These are described in detail in Chapter 10, along with their respective objectives and indicators. 1.7. ACKNOWLEDGING RISKS/UNCERTAINTIES It is acknowledged that changes in circumstances and external drivers could occur during the lifetime of the ATS and Project Pipeline/Route Action Plan. We will continue with internal and external consultation throughout the lifetime of the ATS, and update the documents as required, directed by external drivers and changing priorities. Page 492 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 14 2. POLICY CONTEXT 2.1 TRANSPORT TARGETS/POLICIES AND THE TRANSPORT HIERARCHY Active travel features prominently in many of the Scottish Government’s long-term planning priorities and has played an increasingly large role in strategy at all levels in response to both national and international targets. While environmental concerns frame much of the policy discussion on active travel (the transport sector accounts the largest share of Scotland’s carbon emissions), many policies favour active travel for its health and wellbeing, cost, and social benefits. Figures 5a. and 5b. broadly illustrate the desired outcomes of active travel policy in Scotland. Figure 5a. Desired outcomes of active travel policy in Scotland (Active Travel Framework, 2020) Figure 5b. Desired outcomes of active travel policy in Scotland (Active Travel Framework, 2020) Page 493 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 15 Many of Scotland’s active travel policies have their root in internationally agreed goals and targets. The United Nation’s Sustainable Development Goals provide an international framework for a global low-carbon future with resilient communities at their heart. Organisations such as the World Health Organisation (WHO) have published reports such as Walking and Cycling: Latest evidence to support policy-making (2022) to encourage active travel through government policy. 2.2 SCOTTISH TARGETS, POLICIES, AND KEY GUIDANCE The Scottish Government has articulated plans to reach net neutrality by 2045 – an undertaking that will require significant investment in all sectors of the Scottish economy. As of 2022, transport is estimated to make up 42% of Scotland’s carbon emissions – the largest share of any sector in the Scottish economy. The Scottish government has committed to a 20% reduction in car kilometres by 2030. The National Planning Framework 4 (NPF4), The National Transport Strategy (NTS2), and the Strategic Transport Projects Review 2 (STPR2) outline the Scottish Government’s main planning priorities, and have all placed a much greater focus on the importance of active travel for strong, healthy communities. 2.2.1 NATIONAL TRANSPORT STRATEGY The National Transport Strategy is underpinned by four key priorities, all of which have place great importance on active travel: • Reduces inequalities through ensuring easy, affordable access for all • Takes climate action through meeting net-zero targets and promoting greener choices to adapt to the effects of climate change • Helps deliver inclusive economic growth through reliable high-quality infrastructure • Improves health and wellbeing through safe and secure infrastructure that enables people to make healthy travel choices In terms of prioritising transportation, recent strategies have pointed to the transport hierarchy as a guide to prioritising user modes in transportation projects. This hierarchy is to provide a guideline for prioritisation between user groups in transportation projects, with those walking and wheeling to be considered the highest priority in the planning and development of transportation projects. This is reflected in the complementary investment hierarchy which places the reduction in unsustainable travel as the foremost priority for transportation-related investment. Page 494 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 16 Figure 6. Transport Hierarchy and accompanying Investment Hierarchy (National Transport Strategy, 2020) Recent strategies have increasingly emphasised a need to better integrate land use and transportation planning. NPF4’s spatial principles include reference to local living, compact, urban growth, and rebalanced development to help create sustainable, liveable, and productive places. The creation of a nationwide active travel network to connect these communities is seen as a key priority (National Development #8: National walking, cycling, and wheeling network). Place-based approaches that reduce car dominance should be pursued, with consideration being given to developments that promote local living and reduced car ownership levels. These priorities have been expanded on in the Strategic Transport Project Review 2 (STPR2), which breaks these strategies down into objectives at the national and regional levels. The first five objectives cover improvements to active travel infrastructure: • Connected neighbourhoods • Active freeways and cycle parking hubs • Village-town active travel connections • Connecting towns by active travel • Long-distance active travel network Similarly, active travel figures prominently under the objectives relating to ‘influencing travel choices and behaviour’. The Infrastructure Investment Plan for Scotland (2021) has allocated £550 million over five years (until 2026) for active travel, including £50 million to develop ‘active freeways’. In addition to these core policies, Transport Scotland have prepared a number of design guidance documents to help guide active travel projects across Scotland. Chiefly, Cycling by Design (updated in 2021) provides guidance to be used across all roads, streets, and paths to promote cycling as a practical and attractive choice for the everyday and occasional journeys for all people. Designing Streets (2010) has also been developed to inform the design of streets and other movement-focused public spaces at the neighbourhood level to encourage a more holistic approach to urban design. Page 495 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 17 2.2.2. REGIONAL POLICIES AND STRATEGIES SEStran is the organisation responsible for providing regional oversight and coordination over transport developments in the Southeast Scotland region. SEStran has published a number of strategic documents outlining priorities for the creation of a coherent regional active travel network. These include the Strategic Cross-Boundary Cycle Development plan (2017) and the Strategic Network Plan (2020). These documents promote walking and cycling as realistic transportation options, and greater integration between active travel and public transport networks (to enable multimodal journeys). The Regional Transport Strategy (RTS) advocates for an integrated approach to land use and transportation planning, adhering to a 20-minute neighbourhood framework. 20-minute neighbourhood or local living frameworks feature prominently in recent strategies Figure 7. The SESTran regional area (SESTran RTS, 2023) Figure 8. 20 minute neighbourhood framework (SESTran RTS, 2023) Page 496 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 18 2.2.3 LOCAL POLICIES AND STRATEGIES The Midlothian Local Development Plan (LDP, 2017) is the core document governing changes to the built environment in the Midlothian Council area. The current LDP will secure active and sustainable transport options for existing communities and future growth areas, and promote opportunities for walking, cycling and public transport, including links to shared open spaces. The current plan places an emphasis on development of active travel alongside the expansion and protection of the Midlothian Green Network. In early 2024, work began to update the Local Development Plan. In addition to MLDP2, other planning strategies make reference to active travel. The Single Midlothian Plan (2023), addresses the need for active travel infrastructure to connect communities, and provide a greater range of travel choices – particularly in areas that are not well served by public transport. From the Citizen’s Panel survey in the Single Midlothian Plan: • 94% of responses want communities better connected with good transport and active travel links, and improved network infrastructure and connectivity; • 81% of responses would like improved greener travel options; • 75% want to reduce carbon emissions from businesses and homes Local Place Plans are being encouraged under reforms to the Planning (Scotland) Act in 2019, allowing communities a greater voice in how local places can be shaped. Shawfair The SEStran 2035 RTS highlights Shawfair as one of seven strategic sites across Southeast Scotland. Once developed, the Shawfair area is estimated to accommodate over 4,000, and will contain a town centre, enterprise area, and public transport connections. Located between the Edinburgh bypass, southeast Edinburgh (particularly the Bioquarter), and East Lothian (adjoining to the Queen Margaret University masterplan area in Musselburgh), Shawfair represents a key strategic connection between communities in Midlothian, and substantial growth areas in neighbouring local authorities. Due to its position within the wider city-region, Shawfair has the potential to be a key hub in the regional active travel network. 2.3 RECENT LEGISLATIVE AND POLICY CHANGES 2.3.1. CHANGES TO THE HIGHWAY CODE (2023) In January 2023, the Highway Code was updated to reflect changes in national policy. These updates include the introduction of a hierarchy of users, where road users who are most vulnerable to Page 497 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 19 harm should be given greater priority. This does not absolve users from behaving responsibly, but does enhance the priority of active travel users – particularly at parallel crossings. 2.3.2. PAVEMENT PARKING LEGISLATION In December 2023, new legislation came into force allowing councils to pursue bans on pavement parking. Pavement parking bans are currently being implemented in Edinburgh and East Lothian, and Midlothian is currently examining the feasibility of implementing a ban locally. 2.3.3 20 MPH SPEED LIMITS Many Council areas across Scotland have been examining the potential to implement 20 mph speed limits within settlements, or in the case of some Council’s, council-wide. Midlothian approved the development towards implementation of 20mph and 30mph speed limits across Midlothian in May 2023. 2.4 THEMES 2.4.1. DEMOGRAPHIC CHANGES Midlothian is the fastest growing council area in Scotland by population, seeing a 16.1% increase between 2011 and 2022, and anticipated to see a growth of approximately 13.8% between 2018 and 2028. This is anticipated to be the highest rate of growth in any Scottish Council area. Midlothian’s population growth is boosted by the influx of young families from other parts of Scotland, accommodating a large number of young families. Simultaneously, Scotland as a whole is seeing an aging population with a unique set of needs from their transport infrastructure. Providing high-quality active travel infrastructure suited for the needs of all users, particularly younger and older residents will be a priority under this strategy. Figure 9. Changes in population (source: NRS) Page 498 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 20 Figure 10. Predicted changes in Scotland’s older population 2.4.2 HEALTH POLICY Public Health Scotland advocates for greater uptake in active travel for a number of reasons. Primarily, modal shift will result in a decrease in greenhouse gas emissions, and a reduction in noise and air pollution, but also touts active travel’s benefits for a healthier lifestyle, particularly in later years. Healthier lifestyles have also been noted to reduce the economic strains on the national health service. 2.4.3 INEQUALITY Improving active travel access, particularly in conjunction with improved public transportation provision are viewed as an important way to address inequalities – particularly related to age and income. Page 499 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 21 3. THE CURRENT STATUS OF ACTIVE TRAVEL 3.1. THE CURRENT ACTIVE TRAVEL NETWORK A map showing the existing active travel network throughout Midlothian, including on-road cycle lanes, shared use cycleway/footpaths, tracks and paths, and the Sustrans National Cycle Network can be found on the Council website at the following link: Midlothian: Active Travel Map (mapsinteractive.co.uk). Figure.11 Midlothian Council’s ‘Interactive Active Travel Map’ displays cycling and walking routes and facilities, as well as detail on the type of infrastructure. 3.2. A CASE FOR CHANGE: WHAT DID YOU SAY? 3.2.1. PUBLIC CONSULTATION In December 2021 we held a number of consultation events to establish views on the ease and accessibility of walking, wheeling and cycling in Midlothian. We wanted to know: • what is good about our active travel network • where improvements can be made • how we can support more people to walk, wheel and cycle more often • the key barriers to active travel in Midlothian In 2022 and 2023 we also attended the Forward Midlothian event in Dalkeith, hosted by The Midlothian Disabled Access Panel. The results from these consultation events have given us a clear picture of some of the main barriers to active travel, as well as examples of good practice that we aim to build on. Results from the public survey indicate that those who choose to travel by car as their main mode of transport to work or study do so because they feel it is the quickest option, and that they lack alternatives. Personal safety was also cited as a main concern. Page 500 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 22 Figure 12. Results from the 2021 public consultation, displaying the main reasons for most frequent choice of travel mode (Arcadis, 2022) In comparison, people who choose to walk do so for the health and fitness benefits, and the enjoyment aspect. Similarly those who cycle as their main mode of transport cited health and fitness as the main reason, along with cost savings. These results suggest a need to prioritise improving our active travel network so that travelling actively can be done safely along key strategic transport routes, and that desire lines and directness of routes are key principles that need to be designed into any new Promoting active travel for its health and fitness benefits and enjoyment levels should also play a key part of any behaviour Given that enjoyment and health are two of the key reasons cited by current active travel users we must also ensure that some new routes and infrastructure are designed and located to provide options for those who wish to enjoy active travel away from busier roads. Results around mode of travel by length of journey revealed that for journeys of less than 2 miles 25% of survey respondents still use the car. A focus on active travel provision within and around town and village centres and close to key trip generators is required to make leaving the car at home an easier option, as well as a focus on providing rest stops, bus shelters, dropped kerbs and access for all to ensure that everyone is able to make these short journeys actively. The top 5 priority actions for roads and pavements from the public consultation were: • • • • • The top 5 priority actions for paths were: Page 501 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 23 • • • • • The most popular answers depending on bike usage reveal some interesting differences, but also similarities between those who never cycle, and those who cycle often for transport and leisure (Figure 13). Figure 13. Top priorities for active travel infrastructure depending on respondents frequency/use of active travel (Arcadis, 2022) it is better linking of paths, more scenic paths for leisure, and more that are seen as top priorities. more segregated cycling infrastructure, better linking of paths, and more direct active travel routes are considered top priorities. This suggests that to enable more people to start travelling by bicycle a focus on linking off-road paths away from the road carriageway, via quieter rural areas and scenic routes is required. A simultaneous focus on providing well connected, safe and segregated next-to-carriageway routes as well as off-road connections is needed to improve conditions for those who already cycle. 3.2.2. SCHOOL SURVEYS The results from the schools survey are very encouraging, with 73% of pupils who answered the survey walking, cycling or wheeling as their main mode of transport to school. This reflects the very successful behaviour change and school travel plan work ongoing in the council, which we commit to continue developing. Page 502 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 24 Figure 14. Cycle and scooter parking provision and walk to school campaigns have been successful in increasing the numbers of children choosing active travel to get to school. 18% of pupils travelled by bus, which is also likely to have incorporated an element of active travel. The feedback from teachers skewed the overall results slightly, with only 16% of teachers walking or cycling as their main mode of transport. Quickness of travel and having no other alternative, and ‘other’ were the three most popular reasons for pupil transport choice, with health and fitness and enjoyment being the 4th and 5th most popular reasons. Quickness and lack of alternatives made up 71% of teachers responses. Although results are very encouraging there were some key barriers identified that prevent people from walking and cycling to school, with the lack of suitable cycle routes identified as the main reason from both pupils and teachers. The most frequent barrier identified by parents was the distance that they live from the school. Figure 15. 2021 school survey- Barriers to choosing active travel to school (Arcadis, 2022) Key improvements suggested to make cycling and walking more attractive included: • Improvement/creation of on-road and off-road segregated cycling paths Page 503 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 25 • Safe crossing points • Better maintenance and surface conditions • Safer routes more generally The feedback from the school surveys suggests that providing the most direct routes for active travel is a requirement to make these options as quick (if not quicker) than using the private car, and a realistic option for those with time constraints and other commitments. We will continue our work on improving routes to school, and build on our already very successful school travel plan work. Our collaboration with the planning department will help to address distance from school, through advising on designs for local living and 20-minute neighbourhoods. 3.2.3. STAKEHOLDER FEEDBACK Feedback from stakeholder consultation has highlighted aspects of the current active travel network considered to be good practice, which we will use to aid our decisions going forward, as well as areas where infrastructure and the wider network can be improved. Positive aspects of the current network included: • paths within new housing developments • the use of old railway lines as active travel links Figure 16. Examples of active travel provision in Midlothian that were considered a positive aspect in the 2021 stakeholder survey Page 504 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 26 key areas identified for improvements included: • • • • • • with the following themes identified as key aspects to take forward in the new strategy: • • • clutter were also highlighted as key barriers both in the stakeholder feedback and the disabled access forum event. There was also an emphasis on including leisure and tourism as part of active travel, not solely commuting- something which we have taken on board and reflected in our new strategy alongside provision for every-day utility journeys, as well as consideration of the impact of any new routes on horse-riders. Some specific route improvements were also suggested, which have been incorporated into our project pipeline and aspirational route matrix. 3.3. CURRENT ACTIVE TRAVEL NETWORK USAGE 3.3.1. STRAVA METRO HEATMAPS Strava Metro data is a very useful tool providing Midlothian Council with an insight into active travel trends and route preference- but comes with a number of limitations. The data reveals the most popular routes recorded on the app for walking, running and cycling, as well as the numbers of people recording their activity on the app. It can also be used to assess the most popular days of the week and time of day for activity. The data acts as a guide as to the most favoured and well-used roads and paths, but only provides a picture of those who choose to record their activity and upload it onto the Strava platform. As discussed in the introduction, active travel is much more than walking, running and cycling for fitness and leisure purposes, and some key everyday journeys are likely to be missed when looking at data recorded on a platform marketed for fitness purposes. Everyday journeys to shops, bus stops, work and education, for example, are unlikely to all be presented in this dataset. Although the data can reveal the most popular routes, it is not possible for us to identify the reasons for route choices. A route showing up as heavily used on Strava Metro may be used because it is the only quiet and safe option, rather than it being the preferred option. Page 505 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 27 With these limitations in mind, the data does still reveal some key findings on route choice (Figure 17). It also provides us with a clearer picture of the routes chosen for leisure and fitness purposes, and ones that should be included in any updated maintenance and inspection schedule, as well as those routes that are more heavily utilised for everyday essential journeys (and not necessarily shown here). Figure 17a. illustrates the key walking and running routes recorded on the platform in 2022/23, with the lighter, brighter colours indicating greatest usage. The Dalkeith to Penicuik NCN196 route and are both popular and heavily utilised routes, but there is an equally popular use of the network around the main town centres and areas of population density. Figure 17b. illustrates key cycling routes recorded on the platform in 2022/23, with a much more extensive network, covering many minor and country roads, as well as key transport corridors. Key popular routes from Edinburgh into Midlothian can be seen, including: A703 Seafield Moor Road, Gilmerton Road, the Roslin to Shawfair National Cycle Network route 1 around Temple and Carrington, and other country roads around Howgate and Middleton are also popular routes. a. b. Fig. 17. Midlothian Strava users May 2022 – April 2023. A. Walking/running; b. Cycling Page 506 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 28 Going forward we will use this data to feed into the roads and paths inspection and maintenance schedule, and will use this in support of any funding applications to improve routine and winter maintenance along the most popular and heavily utilised routes. We will also look at developing a quiet route network to improve safety for all users of the roads in more rural areas. The data will also be used in support of any funding applications for safe and segregated infrastructure provision along major roads where conditions are currently poor, but are clearly key direct routes for large numbers of active travel users. 3.3.2. STRAVA METRO: DEMOGRAPHICS AND TIME OF DAY/WEEK Strava Metro also provides an indication of changing demographics and users, which we will use to help prioritise behaviour change and marketing campaigns, as well as the types of interventions and improvements to the network we might look to provide. Figure 18a. suggests a decline in users of Strava aged 18-34 in Midlothian, compared to an increase in other age groups. As with the heatmap data, this must be taken with caution as it could indicate a move to recording on another platform, or an incresae in app and technology use in older age groups, rather than a true picture of active travel useage. Figure 18b. suggests an increase in e-bike use, which will influence the funding streams we target, and any route planning and infrastrutuce such as charging provision. Figure 18. a. Strava Metro users 2020-2023 b. Strava Metro bike users 2020-2023 (Strava Metro, 2023) Data on the time of day and day of week of activity reveals a clear change in cyclist behaviour patterns post pandemic. Comparison of usage data in 2019 with 2022 displayed in Figures 19, shows a strong commuter trend in cycling activity in 2019, which although still present in 2022, is less pronounced, with the time periods over which people cycle during the day now wider. This is suggestive of more flexible working and working from home, but does still emphasise the network at the times of day when the roads are likely to be busiest. Use of the walking and running network is much more evenly spread throughout the day and has been less impacted by the pandemic and flexible working. Volumes by day of the week indicate that the network is being used consistently throughout the week and weekend. Page 507 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 29 Figure 19. a. 2022 Walking/running vol. per hour/day b. 2022 Cycling vol. per hour/day (Strava Metro, 2023) c. 2019 walking/running vol. per hour/day d. 2019 cycling vol. per hour/day (Strava Metro, 2023) 3.3.3. NETWORK PLANNING TOOL FOR STRATEGIC CYCLE NETWORK PLANNING Another useful tool is the newly developed ‘Network Planning Tool Scotland’ for strategic cycle network planning. This can be used to examine the cycle-friendliness, gradients, and fastest and quietest routes around Midlothian. The tool is publicly available at the following link: NPT Scotland, and will be used in supporting and developing funding bids to expand our active travel network. 3.3.4. SUSTRANS HANDS UP SURVEY The Sustrans ‘Hands up survey’ results from 2022 display a very positive picture of school travel in Midlothian, compared to the national average. 97.3% of state schools participated in the survey, and results presented in Figure 20 show that over 60% of Midlothian’s children either walk, cycle, scoot or skate to school. The numbers of children being driven to school are much lower than the national average. Page 508 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 30 Figure 20. Results from the 2022 Sustrans ‘Hands up’ survey show higher rates of active travel to school than the national average As part of this strategy we are committed to building on these positive results through the continuation of Bikeability training and promotion of active and sustainable travel through school travel plan production and road safety initiatives. Figure 21. Walk to school campaigns and cycle and scooter storage facilities 3.3.5. CURRENT CYCLING MODAL SHARE Cycling Scotland Monitoring Group Data provided by the Cycling Scotland Monitoring group shows cycling rates from counters located at Eskbank Road in Dalkeith, and John Street in Penicuik in September 2022. Cycling contributed 0.56% to total road users, a slight increase on the same month in the previous year (table 1). It should be noted that the results are taken from a 48-hour period and may be influenced by weather conditions and other external factors. It should also be noted that these counters are located on busy roads where cycling infrastructure may not be conducive/attractive for cycling to all users, and may under-represent the modal share for the local authority more widely. Page 509 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 31 Table 1: Cycling Scotland Monitoring Group Cycle Count data: September 2022 Location Eskbank Road, Dalkeith John Street, Penicuik Midlothian total Cyclists 119 196 315 All modes 27829 27955 55784 Cycling modal share 0.43% 0.70% 0.56% Installation of three new 24-hour automatic Cycling Scotland cycling counters at Lasswade Road, Gilmerton Road and on the Eskbank to Bonnyrigg section of NCN196 has taken place in May 2023, and will provide additional data on route use and demand, as well as external factors driving usage of the network. Subject to funding we also plan to install cameras to monitor desire lines and movement patterns at key junctions to help guide street layout and infrastructure design. Table 2: Cycling Scotland Monitoring Group Cycle Count data: May 2021-September 2022 May-21 Sep-21 May-22 Sep-22 Cyclists 451 265 395 315 All modes 52674 55921 58805 55784 Cycling modal share 0.86% 0.47% 0.67% 0.56% Page 510 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 32 4. PHYSICAL BARRIERS TO ACTIVE TRAVEL 4.1. ACTIVE TRAVEL ROUTE MAINTENANCE Our Active Travel Consultation event in 2021 highlighted route maintenance as a key concern and barrier to participation in active travel, raised by both public and stakeholder groups. A number of key issues were identified, including poor road/path surface conditions; debris and vegetation overgrowth in cycle lanes and along shared use paths; lack of/limited gritting of active travel routes in winter; and lack of street lighting along some routes. We are committed to addressing these issues and will seek out all available funding for road and path surface improvements for existing routes where possible. We have highlighted the lack of funding currently available for existing route maintenance as a key priority to enable active travel to our largest funding bodies, and will continue to explore all available funding opportunities. Within the council we have held a number of cross-departmental workshops to identify the potential for pooling of resources, and to discuss how the transport hierarchy can be better reflected in any roads and paths inspection regimes, as well as in the allocation of funding. Figure 22. Vegetation overgrowth has been highlighted as a key concern for active travel users. We will make use of all available monitoring data on cyclist and pedestrian usage of the network to feed into the roads and paths inspection and maintenance schedule, so that the parts of the network most popular for active travel are prioritised for maintenance, reflecting the transport hierarchy. Page 511 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 33 We will also look at key transport corridors and desire lines and ensure that those parts of the network not used as heavily for active travel are maintained to similar levels, to ensure that this is not a barrier to use along these routes. Funding and resource permitting, we aspire to inspect all active travel routes (both on and off-road) on foot or by bicycle. We will aim to address all reports of vegetation overgrowth within 2 weeks of any member of the public reporting these to the contact centre, and routine sweeping of routes will now be aligned to coincide with routine cutting of vegetation. We will also look into resource availability to undertake routine clearing of routes in the autumn to address debris accumulation. All repairs needed to the road and path network will be addressed once reported to the contact centre by members of the public, in addition to planned repairs and maintenance on the updated inspection schedule. Figure 22. Examples of work that has recently been undertaken as part of our new late summer ‘Reclaiming our paths and pavements programme’ with teams working together in a collaborative approach to cutting, clearing, sweeping and disposing, to ensure our routes for active travel are fully accessible all year round. In collaboration with neighbouring local authorities we will look at the potential to apply for funding and set up forums to support volunteers and community groups to help with maintenance and path improvement works. Where funding allows, we will commit to pursuing improvements to Street lighting and winter gritting on all main active travel routes. Page 512 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 34 4.2. ROAD SAFETY Cyclist safety was highlighted as a key priority for roads and paths improvements in the 2021 active travel consultation- with lack of segregation between different types of road users one of the key concerns. For all new active travel schemes we will look at introducing fully segregated routes where possible, but also acknowledge that the nature of some of our roads and spaces will require other forms of improvements to enhance safety, and make the roads and paths more attractive and appealing places for active travel. Traffic calming measures were identified as a key priority action for road safety, and we will work alongside colleagues in the roads department to see these implemented where possible, along with 20mph zones in our towns and villages, and other considerations that have emerged from the Midlothian Speed Limit Policy Review in 2023. Alongside our Roads Safety and Roads Engineer colleagues we will work to improve routes to schools and key destinations throughout Midlothian as a priority. We will work with our School Travel Plan Coordinator and Road Safety Officer to prioritise key routes for improvements, where we will monitor desire lines and feedback from public consultation. We will look at increasing the number of along the most direct routes. Similarly we will look at prioritising key junctions where road safety has been flagged as an issue and work alongside road safety colleagues to look at increasing and improving crossing points and signalisation where relevant, with other measures considered on an individual basis. We will seek input from road safety officers and work alongside roads engineers and those in the roads policy team when advising on any new active travel infrastructure, as well as on policy and strategy around changes to any existing road design and layout, and other physical infrastructure. In particular we will work on writing new policy/guidance around guardrail, guardrail removal, cyclist and pedestrian priority crossings, continuous pavements, In addition to infrastructural and street/road layout and design changes, behaviour change initiatives will form a key part of our focus and drive to improve road safety, for active travel users of the network. Active Travel officers are now part of the Midlothian Road Safety Forum, allowing any key active travel concerns to be discussed with Police Community Officers, Roads Police and the Speed Camera Unit, the Fire Service, and Transport Scotland. We will use this forum as an opportunity to collaborate with these services/organisations on road safety campaigns, speed reduction and wider behaviour change initiatives, which are covered in greater detail in the behaviour change section of the strategy. We will lead by example by promoting and providing driver awareness Page 513 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 35 training on sharing the roads with cyclists to all of our staff, which will now be incorporated as an essential learning module for all new and existing members of staff at Midlothian Council. Other behaviour change initiatives, discussed in more detail in the behaviour change section include public, school and staff bicycle training and awareness sessions, all of which have a focus on road safety. Given the rural nature of Midlothian, we have a number of national speed limit country lanes and roads where visibility, gradient, road width, and road condition mean that users need to treat the roads with extra caution, and drive to the conditions. Many of these roads are found in more quiet areas of Midlothian, and are appealing for pedestrians and cyclists, as well as horse riders, who use these for leisure and sporting activities, away from busier built- up areas and volumes of traffic. We seek to promote these roads as safe spaces for active travel and will look for funding opportunities to develop a ‘green/quiet road network’ of roads, where signage and traffic calming measures, and potential speed limit reduction, will be used to increase driver awareness of the shared nature of these roads, and to make the routes safer spaces for all users. Figure 23. Rural roads throughout Midlothian are popular for walking and cycling. Many of the aspirational improvements to road and route maintenance highlighted in the route maintenance section, including improved street lighting and road surface conditions will also contribute to improved road safety for users of the active travel network. 4.3. QUALITY/INACCESSIBILITY OF THE ACTIVE TRAVEL ENVIRONMENT Design guidance produced by ‘Living Streets’ in their assessments of housing sites, discussed in Section 8 will be used to promote best-practice street design, and ensure that all new environments are designed in a way that fully delivers access for all. Feedback Page 514 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 36 from consultation events and engagement with the public and stakeholders has helped us to identify where and how we can improve the existing environment, and engagement in the IIA process throughout development of this strategy and production of the action plan has helped to identify key issues. Physical barriers such as pedestrian guardrail, lack of dropped kerbs, lack of tactile paving and a lack of rest stops have been highlighted and incorporated into our 10-year and local neighbourhood action plan, where we intend to seek funding to address these issues. We will promote the availability of external funding to community groups and volunteer organisations, and help provide support where possible to ensure that Midlothian residents have the best access and clear guidance on how to get involved. The Sustrans ‘Artwork Fund’ and ‘Paths For All’ ‘Ian Findlay Fund’ are examples of funds that can be applied for by community groups to provide more appealing and quality environments for active travel. Page 515 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 37 5.OTHER BARRIERS TO ACTIVE TRAVEL 5.1 ENGAGEMENT & BEHAVIOUR CHANGE WORK The following barriers have been identified as key aspects limiting the number of journeys made by active travel in Midlothian, and in some cases preventing people from taking part in any form of active travel. change is as important, if not more so, than providing the infrastructure to allow change to take place. In many cases the two complement each other, but the promotion of behaviour change is a vital component in seeing any funded infrastructure schemes being used effectively to their full potential. The physical aspects of barriers to active travel are covered elsewhere in the strategy, as well as being presented in the action plan. 5.2. BARRIERS TO WALKING 5.2.1. ROUTE FINDING/KNOWLEDGE OF ACTIVE TRAVEL ROUTES Working with the public The Council produces a range of mapped resources that allow people to find out about local active travel infrastructure and journey times. We are currently working on updating these maps and publicising the active travel network via a refresh of our website. Interactive consoles around Midlothian have also helped to support more accurate travel planning and sustainable journeys, and we aim to replace and repair these where necessary. We will continue to provide hard copies of walking and cycling maps on a regular basis In addition to the supply of physical maps, the Active Travel team are currently working on the production of a free ‘Active Travel App’ that will be made available to the wider Midlothian public. The aim is to offer more accessibility to a breadth of Active Travel information, allowing users to have flexibility in undertaking journeys through checking the app while out and about in the area. We consider promotion and familiarisation of the active travel network to Midlothian residents a key aspect of behaviour change. We will also look to work with developers on active travel packs provided to new residents in new-build housing estates. Page 516 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 38 Midlothian Council staff engagement To encourage and promote healthy working lives, led walks will be offered to all council staff at various office locations, enabling staff to become more active, as well as exposing them to new routes and opportunities for active travel. Step count challenges have proven very successful and will continue to run to promote competition and motivation throughout the workforce- the first step to longer term behavioural change. Figure 24. Organised lunchtime walks will be promoted to Midlothian Council staff at a range of locations to suit those working in the office and at home 5.2.2. TRAFFIC RELATED CONCERNS OVER SAFETY Working with /the public Midlothian Council staff, funded through Transport Scotland funding, will continue to work on schools projects including ‘Walk to school week’, ‘Walking Battle’, various road safety activities, ‘School Streets’, as well as working with Junior Road Safety Officers in schools on ‘Park Smart’ initiatives. We will also continue to work with Sustrans to promote ‘Sustrans Big Walk and Wheel’- the UK’s largest inter-school walking, wheeling, scooting and cycling challenge, which aims to inspire pupils to get active during the school run. Figure 25. Midlothian Council School Travel Plan and Bikeability officers will continue to lead and promote walk to school, road safety and other active travel campaigns. Page 517 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 39 5.2.3. DISTANCE AND GRADIENT Working with the public Given the varied terrain and rural nature of some of Midlothian’s towns and villages, distance between origin and destination of journeys can prevent people from using active travel. We consider in many cases, where shared transport, journey hubs, improved bus stop/rest stop provision, community owned transport and lift sharing schemes can be implemented and utilised to allow active travel to make up a . We will seek funding opportunities to implement and expand these schemes, and will work with SESTran, public transport providers and neighbouring local authorities to promote multi-modal journey provision where possible. Examples include exploring the possibility to expand bikes on bus and supporting free travel for under 22s on public transport. 5.3. BARRIERS TO CYCLING. 5.3.1. COSTS OF OWNING AND MAINTAINING A BIKE Working with the public We will continue to deliver ‘Dr. Bike’ sessions to the public, where free maintenance checks will be offered, along with advice on using the active travel network. We also providers to look at installing mobility hubs at key transport interchanges and trip generators, where bike share schemes could reduce the need to own and maintain your own bicycle and make using a bike a realistic option for those who cannot afford their own. We will also continue our work in schools where bicycle maintenance sessions are delivered as part of the Duke of Edinburgh Award. We will continue our bike loan service, which is provided to all schools across the authority, with 288 beneficiaries since 2023. The bike library consists of 49 bikes, ranging from balance bikes to 29” bikes for larger children/adults. Figure 26. Continuing to deliver free bike maintenance sessions and training will be a key component of the Active Travel Strategy Page 518 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 40 Midlothian Council staff engagement We will continue to promote the cycle to work scheme to all council staff, and seek to increase the maximum price of any bike that can be purchased. The Council is currently renewing our Cycle to Work contract, which may open up the opportunity for staff to buy an electric bike through the scheme. The Council currently has two pool bikes that are available for staff to use for business purposes, as well as an electric cargo bike to allow staff to carry and transport heavy items via active travel. Under the staff bike-loan scheme 13 bikes are available for commuting (funded by Cycling Scotland). Staff can borrow a bike for up to two months, free of charge, after which it will go to another member of staff. It is hoped that the initiative will encourage staff to buy their own bike and change their travel behaviour after the hire period. We plan to continue to offer this service going forward. Midlothian Council employee Greg explains how he has benefited from the bike loan scheme: “I thought the bike hire scheme was great and really beneficial to extra exercise out of work. Was great for both my fitness and mental health. I would definitely participate again in the future and have cycled a half decent bike and what a difference it makes! A lot 5.3.2. CYCLE STORAGE SPACE AND SECURITY Working with the public A lack of secure bike parking is a key barrier to both owning a bicycle, and to using a bicycle as part of a journey, where it needs to be stored or left temporarily at a destination. We will promote Cycling Scotland’s ‘Residential Cycle Storage and Parking Fund’, to local communities, and support them in their applications. We will also work with the planning team to update the ‘Parking Standards’ and ensure that we feed into, and are consulted on, any new developments to ensure that cycle storage is provided to reflect requirements set out in Cycling by Design. Where possible, we will seek all funding opportunities to introduce safe, secure, fully accessible and convenient cycle parking facilities at key trip generators, workplaces, and places of education. Cycling Scotland’s school storage fund will be utilised to improve shelters within school grounds across the authority. Four schools benefitted in 2023 of having updated or increased storage as a strategy to increase school pupils cycling, and reinforce behaviour change regarding cycling from an early age. Page 519 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 41 Figure 27. Secure bicycle parking at a Midlothian school. Midlothian Council staff engagement Midlothian Council currently holds Friendly Employer” status. Lockers are available in Fairfield and Midlothian Houses on a first-come, first-served basis for storage of clothing and equipment for staff that use active travel to work. Cycle parking facilities currently include an externally-funded covered cycle shelter in the car park behind Midlothian House and rails behind Fairfield House. There are two working showers for staff use. We will continue to seek funding to improve and enhance these facilities and renew our application to improve staff bicycle storage and changing and drying facilities at all sites. 5.3.3. DISTANCE AND GRADIENT Working with the public We currently provide a number of maps on our website, and as hard copies in leisure centres and libraries to promote the active travel network in and around Midlothian. We are working on updating these maps to give Midlothian residents access to the most up-to-date knowledge of direct routes to and from key destinations. We will work with to promote their Network Planning Tool, which will allow users to plan journeys based on criteria such as gradient, fastest route, how quiet the route is, cycle friendliness etc. Following the recent end to our collaboration with Bewegen and Go-ebikes we are committed to pursue future possibilities - helping to reduce the physical demands created by journey distance and hilly terrain, opening up the option to cycle to a greater number of people. Discussions with public transport providers and options around developing mobility hubs will also be actively pursued. Midlothian Council staff engagement All employees at Midlothian Council are currently able to purchase a bike, tax-free, using the Cycle to Work Scheme. Going forward we aim to open discussions with the Employment and Rewards team to increase the value of bikes that can be purchased on the scheme to Page 520 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 42 enable purchase of electric bikes, which will help to tackle barriers around distance and gradient that prevent staff from travelling by bicycle. We will continue to cycling challenges such as Cycleschemes ‘Cycle to Work’ day and Love to Ride’s ‘Ride it Out’ campaigns. 5.3.4. CYCLING SKILLS, CONCERNS OVER TRAFFIC AND PERCEPTION OF SAFETY Working with the public and Midlothian Council staff We will continue our commitment to encouraging and enabling behaviour change in schools through delivering Bikeability sessions, projects including ‘Bike to school week’, ‘Smoothie Bike’, Road Safety activities, School Streets, and work with Junior Road Safety Officers. Figure 28. Bikeability training will continue to be delivered throughout Midlothian’s primary schools. We plan to continue to deliver public and staff cycle training sessions in collaboration with Cycling Scotland, as well as led rides for adults and families. We will look to collaborate with Police Scotland on their Close Pass campaign as well as seek funding for implementation of quiet routes and infrastructure/signage to increase driver awareness of cyclists using the rural road network. Figure 29. Training sessions will be promoted to council staff and the general public to increase the safety of cycling on the road network. Page 521 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 43 6. AUDITING THE ACTIVE TRAVEL NETWORK A high-level baseline audit of the active travel network has been undertaken in developing the active travel action plan, and will be progressed further as the action plan develops and is up-dated. Further, more in –depth auditing of specific aspects and sections of the network has also been delivered as part of the development of guidance around new housing layout, as well as in school travel planning and the development of routes to school. A detailed audit of the Sustrans National Cycle Network Route 196 will be undertaken using funding from Sustran’s Barrier Removal Fund. As part of this strategy, we are committed to seek funding to allow us the resources to carry out a full audit of the active travel network to bring this in line with inspections of the main road carriageways to fully reflect the change in the transport hierarchy and feed-in to the inspection and maintenance schedule. As reflected in our Aims and Objectives, we will also look to support and collaborate with community and volunteer groups on route audits, monitoring, and maintenance of the network. Page 522 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 44 7. INTRODUCTION TO PRIORITY ROUTES/ACTION PLAN 7.1. WHAT IS THE ACTION PLAN? Our Active Travel Action Plan is comprised of two parts. The first, a 10-year strategic project pipeline, and the second, a detailed local neighbourhood scale list of priority, planned, and aspirational local and longer distance routes and connections. Together these provide an ambitious list of priority infrastructure projects that are enhance, our active travel network. The 10-year project pipeline is our action plan with respect to major strategic routes and network expansion, along with behaviour change and maintenance work. The local neighbourhood action plan looks at each of the main towns/villages in Midlothian, and their surrounding areas, and provides a list of key priority routes and aspirational routes for improvements/network expansion. The purpose of both parts of the plan is to provide a transparent picture of our aims and aspirations, against which we can monitor progress. The project plan will also help in the preparation of funding applications and has been formulated to allow us to map out interconnecting projects, and ensure joined-up approaches between projects and departments. The project plan and its transparent nature allows it to be viewed by other council departments, local authorities and key stakeholders, increasing the likelihood and opportunities for collaboration and joined-up route planning across local authority borders and departments. The project plan will also be used to steer future investment, so that resources are available at the right time for the design and build of future schemes, as well as allow funds for maintenance and upkeep of any new and existing routes to be sought. With the local Transport Strategy and the next Local Development Plan both being prepared in 2024, the Active Travel Action Plan will also directly inform these key pieces of council policy/strategy, helping to ensure that future development complements the existing and planned active travel network, and that sustainable transport and active travel are key drivers in the location and design of new developments. Smaller links in the local neighbourhood action plan will feed directly into the next Local Development Plan, to allow for integration and delivery as part of new development. The projects and work-streams set out in the 10-year project plan will inform the Local Transport Strategy regarding potential changes in future travel/transport habits, and where demand for multi-modal journeys and journey hubs may present. It can also encourage collaboration between transport providers, and local roads and planning teams. Page 523 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 45 7.2. WHY WERE THESE ROUTES/WORK-STREAMS CHOSEN? The strategic routes/work-streams and the more detailed and location specific routes have all been selected to: • improve/provide safe and accessible links from key • • link up with public transport networks and other key Routes within the local neighbourhood action plan have been prioritised to improve accessibility and ease of short journeys, with a neighbourhood concept. Elements of this are reflected in the 10- year strategic project pipeline, where commitments to addressing barriers to active travel (such as provision of cycle parking, dropped kerbs, etc.) will also aid in enabling the switch away from private car trips to active travel for local journeys. As discussed in the introduction, we consider active travel to cover travelling by physical means for a large range of purposes. This is reflected in both parts of the action plan. We are committed to: • expanding and filling gaps in the longer distance strategic network for journeys between settlements and travel to key • improving accessibility at the neighbourhood scale to • improving local street design and permeability in new • improving and expanding provision for active travel along rural roads and pathways to improve access to nature and 7.3. HOW WERE THE ROUTES/WORK-STREAMS SELECTED? The strategic routes and work-streams set out in the 10-year project plan, and the more specific routes in the local neighbourhood action plan have been selected based on a range of criteria. This includes: • • • • • • The feedback from our Active Travel Consultation event in 2021 has mostly been used to help develop our 10-year strategic project Page 524 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 46 pipeline and prioritise key work-streams. The survey was used to gather high-level feedback around barriers to active travel, and priorities for network improvement. Some of the key barriers identified in this consultation included: • a lack of segregated infrastructure • a lack of safe crossing points at major junctions • poor maintenance and route conditions • the lack of a continuous and cohesive network • busy and dangerous roads • physical barriers and poor accessibility along routes • a lack of cycle parking and bike hire All of these are reflected in the main work-streams and strategic routes/network that we propose to take forward. We will build on what we are already doing well, through a commitment to , identified as key positive aspects of the current route network. Collaborative working with Development Planning, schools and neighbouring local authorities will also allow us to: • • ensure a • enhance The Local Neighbourhood Action Plan looks to prioritise those routes that were set out in the previous Active Travel Strategy, and includes new routes, based on more detailed feedback from the community, internal audits and site visits, mapping exercises, school engagement and public consultation. Prioritisation of the routes has been achieved using a scoring matrix described in more detail in the following section. The scoring matrix includes key criteria such as: location relative to trip generators; predicted volume of users; potential to improve safety; providing links in an existing network. 7.4. THE 10-YEAR PROJECT PIPELINE The 10-year project pipeline takes a strategic view to active travel infrastructure and behaviour change work, which we plan to implement over the next 10 years, subject to funding. The pipeline identifies: • key strategic routes and corridors • key junction improvements • larger infrastructure projects with active travel elements • key behaviour change projects • commitments to pursue funding for rural roads and paths • local neighbourhood level infrastructure Page 525 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 47 Local neighbourhood level infrastructure improvements are not identified in detail by location and project type/specifics, but instead it is highlighted that 4-6 of these will be taken forward each year using Transport Scotland’s Tier 1 funding. The 10-year project pipeline identifies the following key aspects/work streams… • An active travel strategic route network (on or next to the main road carriageway) • Expansion of the long-distance off-road (away from the road carriageway) network • Major junction improvements • Rural roads and rural paths programme • Routes to school • Shared use paths • Removal of physical barriers • Production of design guidance • Behaviour change work • Multi-modal journey provision/integration Specific detail on the above, and the routes that we have selected to take forward for funding as part of the strategic route network, long-distance off-road network and major junction improvements is contained within the 10-year project pipeline, along with more in- depth detail on the behaviour change programmes of work, barriers to active travel that we will aim to address, and the types of provision that we will look to implement for multi-modal journeys. The Project Pipeline is contained within Section 2.2. It will be kept under review, and we will monitor, evaluate, and report on progress. 7.5. ACTIVE TRAVEL ROUTE ACTION PLAN This second component of the Action Plan looks at the local neighbourhood level element of the 10-year project pipeline in detail. Here we have used a scoring matrix to assess and prioritise routes for funding, and have included new routes that have been suggested during consultation events and the output of site investigations, along with those from the previous active travel strategy that have not yet been delivered. These neighbourhood- level projects are likely to be funded through Transport Scotland Tier 1 funding and Active Travel Infrastructure Fund, and the plan reflects the assumption that funding will increase over the next ten years in line with greater commitments to active travel. The scoring matrix gives points to each route depending on the following factors: Page 526 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 48 • Proximity to key services and amenities (community centres; places of education; workplace; health services; retail; e-bike docks; public transport stops/hubs; tourism and leisure attractions) • Who it will support- pedestrians, wheelers, cyclists • Intersections/interactions with existing active travel routes • The potential to provide benefit (personal safety; physical safety; improved accessibility (to existing routes); improved accessibility (new route); commuting route; inclusion of place-making elements; route to school; leisure route; connects residential areas; connects remote areas; potential modal shift) • Timeline (short term; medium term; long term) • Area of low SIMD (20% or less) • Mentioned in the 2021 Active Travel Strategy Consultation (as a minor issue; significant problem; top priority intervention) • Links to current or planned developments (large scale; medium scale; small scale) • Accident data recorded on the route (minor; significant) • Perception of safety Although not directly used in the scoring of routes, the timing of delivery with other planned or aspirational routes; deliverability (suitable topography; minimal environmental impact; affordability) and the length of the route, have all been noted to help us prioritise schemes in terms of timing, funding windows and resource availability. The Active Travel Route Action Plan is presented in Section 2.1. It will be kept under review and updated at regular intervals throughout the lifetime of the strategy. We will monitor, evaluate, and report on progress. Page 527 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 49 8.DESIGN STANDARDS AND GUIDANCE FOR ACTIVE TRAVEL When providing feedback on any new schemes during internal consultation, the Active Travel Team will refer to national guidance provided in ‘Cycling by Design 2021’ (or any newer updated versions as they are released) to ensure best-practice design is followed and implemented. It will be an expectation that the highest level of service is provided in the design of any new or updated active travel infrastructure schemes, unless solid reasoning against this can be provided as part of the design review process. We will use Sustrans’ ‘Walking for everyone’ report and Wheels for Wellbeing ‘Guide to Inclusive Cycling 2020’ (and any newer updated versions) to provide further advice on design standards, and will ensure that the Council’s IIA process is followed for any new active travel infrastructure projects. 8.1 HOW WE WILL USE AND APPLY DESIGN GUIDANCE ACROSS MIDLOTHIAN As the fastest growing Local Authority area in Scotland, it is acknowledged that local population growth and the corresponding demand for new housing will continue to increase in the coming years, putting pressure on the environment, as well as urban and rural mobility in Midlothian and surrounding areas. In Midlothian, we consider the correct design and layout of new housing and new areas of development to be the key to ensuring that this population growth can continue with minimal impacts on congestion, the natural and lived environment, and the economy, to consolidate and strengthen communities. The Council actively encourages a holistic spatial planning approach, in which active and sustainable travel is integrated within housing, planning, and economic development projects to ensure In addition to the design and layout of new developments, we also want to ensure that new and existing developments are linked and permeable, allowing ease of access by walking, wheeling and cycling, and that the highest level of design, best-practice, and access for all is applied to not only new house building, but to any new infrastructure projects, and a change to any existing The Council is committed to ensuring that active travel is designed into all new development at the earliest stages, and to the highest standard.The Council’s Strategic Transport Planning team provides feedback on best-practice design, and advice to case officers on transport assessments. Active Travel officers will act as internal consultees on any new development proposals and will refer to the Page 528 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 50 highest quality active travel routes and accessibility are considered , reflective of the new transport hierarchy. The Strategic Transport Team will work closely with the Strategic Planning Team to ensure active travel considerations are incorporated into the development of Midlothian’s new Local Development Plan, which will encourage any new developments to be close to services and key trip generators to minimise overall journeys made. In addition to referring to UK and Scottish best-practice guidance on active travel infrastructure and accessibility when consulted, the Council intends to produce a New Housing Street and Location Design Guidance for Active Travel, to advise developers at an early or pre planning application stage on best standards for active travel. Assessments carried out in 2023, of new housing sites in Midlothian, identified the following key areas where advice would help improve both the accessibility of new developments and the quality of the walking, wheeling and cycling environment: • development location • accessibility for all disabilities • best practice design for buses and public transport to allow integration with active travel • best practice design for traffic control measures such as speed bumps, traffic calming measures, and on-street parking In addition, the Council plans to develop new policy with respect to pedestrian guardrail and chicane barriers; cyclist dismount signs; introduction of priority crossings and signage; and layout of other crossing points- this infrastructure, often delivered as part of new developments, can have unintended consequences of creating barriers to access. Page 529 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 51 Figure 30. Physical barriers can prevent access for all, and make using active travel a difficult option. We will look at all opportunites to improve access and remove phyiscal barriers unless this cannot be done safely. 8.2. PLACEMAKING IN MIDLOTHIAN The nature and design of Midlothian’s towns, settlements and rural areas means that travel involves longer journeys to work and to access services for some sections of the community. By designing places that support local living, so that they are attractive and liveable spaces, in which people can live, work and socialise, we can decrease those journey times and lengths, and open up the opportunities to travel actively. The Council is committed to local living and the 20-minute neighbourhood concept and assesses how new housing can be designed to ensure services and everyday needs are provided within a 20-minute return walk, or short cycle, without the need to use a car. The Council intends to create design guidance on creating better places, where people want to live, access amenities, and do business, reducing the need and distances required to travel, thus making active modes more appealing. Midlothian has a good mix of urban and rural locations so our design guidance will take account of different locational scenarios, acknowledging the rural nature of some areas of Midlothian and the challenge that this presents for placemaking and active travel. In 2023, ‘place standard assessments were trialled with the Strategic Transport Team and Living Streets, and these helped us to understand what is needed within an area to allow people to move around actively, and how places can be designed to be attractive and pleasant centres, where people feel safe and part of the community, and where cars do not dominate. In formulating the active travel action plan and creating a more detailed local neighbourhood route network, the results of community feedback have and will continue to help rank and prioritise active travel schemes to take forward. Community engagement forms a key part of the process of each active travel project and will ensure we take a collaborative approach, listening Page 530 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 52 to the voices of local people. On-going collaboration with the planning and development teams and other key stakeholders, both internally and externally, will be a key part of any active travel work going forward. We are committed to further on-going engagement and will ensure that we maintain open and transparent conversations through the establishment of active travel forums and direct communications with community councils to ensure that communities are at the centre of any decisions we progress. Page 531 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 53 9. FUNDING The Active Travel Route Action Plan and 10-year Project Pipeline provide information on secured and potential sources of funding for the range of projects we hope to deliver. Throughout the lifetime of the strategy/action plan, different external funding sources will be identified, and applications submitted, for both capital and revenue funding. Some of the key external funding opportunities currently being pursued/utilised include: • Transport Scotland Active Travel Infrastructure Fund • Sustrans- Places for Everyone Fund (from feasibility, through to design and construction) • Sustrans- Network Fund • Sustrans- Barrier Removal Fund • Sustrans- School Cycle and Scooter Parking Grant • Sustrans Infrastructure Design Support • Cycling Scotland- Cycling Friendly Employer Programme • Cycling Scotland- Residential Cycle Storage and Parking Fund • Cycling Scotland- Bikeability Scotland Direct sources of funding from Transport Scotland include: • Transport Scotland new Tier 1 funding • Transport Scotland People and Place Fund For projects of a more recreational nature, or those that link to tourism, we will also look to apply to the following: • Rural Tourism Infrastructure Fund • Other sources of cycling tourism funding Page 532 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 54 10. AIMS, OBJECTIVES AND INDICATORS Page 533 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 55 Strategic Aim: 1. Expand the useable active travel network and 2. improve/ensure the accessibility, safety, connectivity and maintenance of new and existing routes. What Objective(s) will be used to deliver this aim What are the specific actions or Activities that will be required? What is the Outcome we hope to see? What will indicate progress? 2034 target Data source Baseline Follow- up Expand the available safe and fully accessible walking, wheeling and cycling infrastructure in Midlothian through new routes and links that connect existing routes Provide detailed input on active travel route solutions, requirements and standards, in response to planning applications submitted to the Council. All walking, cycling and wheeling provision within and around new settlements and developments meets national accessibility and design standards. Number of journeys made by active travel in Midlothian. A 5% increase on 2025 cordon count. Scottish Household Survey Midlothian Cordon Count 2022 Scottish Household Survey Transport data 2025 cordon count 2030 Percentage of crossing facilities in all new developments approved after 1 April 2025 with dropped kerbs. 100%. Design audits Living Streets- Designing and Aligning Midlothian Report (2023) 2030 Percentage of journeys to school by all active modes in Midlothian. A 2 % increase in active journeys to school Sustrans Hands Up Survey Sustrans Hands Up Survey 2023 2030 Page 534 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 56 Bus stops (or other public transport facilities) are available within 10 minutes by active travel from all new developments. Number of new developments that have points of access to public transport within a 10-minute active travel journey All new developments served by public transport within a 10- minute walk Design Audits N/A 2030 New walking, cycling and wheeling routes are delivered, including connections from new settlements to existing active travel routes Number of journeys made by active travel in Midlothian between key locations A 5% increase in numbers of recorded trips Strava Metro; Midlothian Cordon Count N/A 2030 Kms of new active travel routes and infrastructure delivered 100% of active travel routes in route action plan are delivered Active travel route audits; project completion data 2025 Active Travel network in Midlothian in kms 2030 Bicycle parking facilities in new developments approved after 1 April 2025 meet the levels set out in Midlothian Council’s Parking Standards Number of new bicycle parking spaces available in new developments 100% of required bicycle parking in new developments approved after 1 April 2025 are delivered. Approved planning applications No baseline exists. 2030 Page 535 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 57 Ensure that new active travel infrastructure is accessible for all and supports the transport hierarchy by adhering to national design and accessibility standards and guidance. Everyone can make use of local active travel infrastructure to make every-day journeys. Number of journeys made by people with disabilities along new routes and infrastructure 4% increase in number of people with disabilities using routes Midlothian Disabled Access Forum No baseline available 2030 Presence of new active travel routes and infrastructure linking to data zones within the top 20% of SIMD scores. All priority data zones have active travel routes to local amenities. Design audits Kms of active travel infrastructure from top 20% SIMD data zones in 2025 2035 Advanced stop boxes are installed at all junctions to give cyclists priority. % of new or upgraded signalised junctions with advanced stop boxes installed 100% Midlothian Council 10-year active travel route audit No baseline data is available. 2035 Tactile paving, dropped kerbs and fully accessible guardrail are installed at new works % of new crossings and signalised junctions installed with tactile paving 100% Midlothian Council 10-year active travel route audit N/A 2035 Increase council capacity for delivery of active travel infrastructure Increased capacity to deliver projects set out in the Active Travel Route Action Plan Number of active travel projects and routes delivered through design to construction stages Increase on rolling 3- year funding awards to the Council Midlothian Council financial 2021-2024 funding awards for active travel Annually Page 536 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 58 through dedicated posts Improve/ensure the accessibility, safety and maintenance of existing routes Identify funding for regular inspection and maintenance of existing active travel routes Roads and paths are surveyed routinely and maintained for all users, especially in winter months Increase in the number of journeys made by active travel along existing active travel routes All routes to be inspected annually? Midlothian Council data To be developed in 2025 Annually Audit and report on accessibility and safety on the existing network including the requirement for guardrail, barriers, signage, and lighting A fully accessible existing active travel network suitable for all users, at all times of year and times of day Kms of active travel infrastructure audited annually All of the core active travel network audited and upgraded where needed, annually. Midlothian Council audit To be developed in 2025 Annually Improve the connections between active travel infrastructure and public Work with partners to deliver accessible, safe and secure cycle parking at public transport access points. All train stations and park and ride locations, and key bus stops have secure and accessible cycle parking. Number of safe and secure cycle parking spaces delivered Secure cycle parking at key public transport interchange / station locations Midlothian Council records / audits To be developed in 2025 2030 Page 537 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 59 transport journeys Work with partners to identify key locations and secure and install benches at key interchange locations or walking routes Locations identified with partners will have appropriate seating available Number of new benches installed at public transport stops and interchanges All key locations identified will have seating Midlothian Council records To be developed in 2025 2030 Encourage local bus providers to expand spaces available for bikes on public transport Increased options and accessibility for taking bikes on buses/trains Number of bus services with provision for bike on bus transport Increase on baseline Bus operator records Baseline survey to be sent to operators in 2025 2030 Strategic Aim: Promote and enable behaviour change towards uptake in all forms of active travel What Objective(s) will be used to deliver this aim What are the specific actions or Activities that will be required? What is the Outcome we hope to see? What will indicate progress? 2034 target Data source Baseline Follow- up Collaborate with community organisations and businesses to encourage Promote Cycling Scotland’s ‘Cycling friendly employer’ scheme to Increase in the number of employers awarded Cycling Scotland’s ‘Cycling Friendly Employer’ status Number of Cycling Friendly employers in Midlothian Double the number by year 5 Cycling Scotland 4 2030 Page 538 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 60 involvement in active travel initiatives businesses in Midlothian % of Midlothian residents using active travel to get to work 2% increase by year 5. 2022 Scottish Household Survey Transport data 6% 2030 Promote the Cycle to Work Scheme to businesses in Midlothian Increase in the number of workplaces offering employees the option to participate in a Cycle to Work scheme Number of employers in Midlothian that participate in a Cycle to Work Scheme. Double the number by year 5 Midlothian Council, Transport Scotland To be determined in 2025 2030 Promote opportunities for community groups and businesses to gain funding for active travel infrastructure and activities More businesses and community groups in Midlothian apply for funding for active travel activities and infrastructure. Number of businesses and community organisations we have engaged with to promote active travel initiatives. Midlothian Council records Annually Organise and promote cycling skills sessions and led-rides for the general public More members of the public have cycling skills and confidence from attending cycling skills sessions and training events. Increase in the number of people who feel confident riding a bike Annual increase Public survey and feedback from session attendees No current data Annually Number of attendees at Midlothian Council promoted cycling training sessions Annual increase in attendees, 3 Midlothian Council records; Cycling Scotland records 2022/2023: 5 attendees Annually Page 539 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 61 sessions per year Promote and deliver active travel initiatives within Midlothian Council workplaces including driver awareness training, cycle to work scheme, staff bike hire scheme. Seek funding for and promote and deliver driver awareness training to Midlothian Council drivers Increase in the number of staff (who drive as part of their job) enrolled in driver awareness training Number of Midlothian Council drivers who have completed driver awareness training Annual increase Midlothian Council records To be determined in 2025 Annually Promote the ‘Cycle to Work’ scheme to Midlothian Council staff Increase in the number of Midlothian Council staff utilising the cycle to work scheme % of Midlothian Council employees using the ‘Cycle to Work’ scheme Annual increase Midlothian Council records To be determined in 2025 Annually Increase in the number of Midlothian Council staff using active travel as part of their commute % of Midlothian Council employees using active travel for some or all of their commute to work Annual increase Midlothian Council staff survey To be determined in 2025 Annually Promote the staff bike loan scheme to Midlothian Council staff Increase in the number of Midlothian Council staff utilising the bike loan scheme Number of Midlothian Council staff who have used the staff bike loan scheme Annual increase (plus introduction of e-bike hire) Midlothian Council records 2023-2024: 14 users of the scheme Annually Page 540 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 62 Promote and enable behaviour change to all forms of active travel in Midlothian’s primary and secondary schools Seek funding for and continue to deliver/increase Bikeability training, led- rides, road safety training and other active travel promotional activity within Midlothian Primary and Secondary schools. Increase in the number of children and young people who feel safe and use active travel to get to school Number of children and young people using active travel to get to school/education Annual increase Sustrans Hands Up Survey 2024: 68% Annually Decrease in the number of school journeys made using the private car Number of children and young people travelling to school or education via private car Annual decrease Sustrans Hands Up Survey 2024: 17% Annually Seek funding for and deliver road safety and active travel infrastructure improvements along routes to schools Increase in the number of children and young people who feel safe using active travel to get to school Number of children and young people using active travel to get to school/education Annual increase Sustrans Hands Up Survey 2024: 68% Annually Decrease in the number of school journeys made using the private car Number of children and young people travelling to school or education via private car Annual decrease Sustrans Hands Up Survey 2024: 17% Annually Page 541 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 63 Increase availability and accessibility of active travel information online and offline. Regularly update the council website with active travel news and information More people have access to up-to-date information on active travel news in Midlothian Number of visits to the Active Travel section of the Midlothian Council website Annual increase Midlothian Council IT services No data Annually Update active travel route maps as required and in- line with new developments More people have access to route planning information Maps correctly illustrate changes in infrastructure Update in line with new developments in housing and infrastructure Midlothian Council records N/A Annually Ensure sufficient provision of active travel route maps at Council libraries and leisure centres More people have access to route planning information Number of active travel route maps distributed to Council libraries and leisure centres Print and distribute as required to meet demand Midlothian Council records N/A Annually Attend and contribute to local, regional and national active travel information sharing events and workshops Council officers have greater access to up-to- date information and guidance on active travel and opportunities for collaboration Number of active travel information sharing events attended by Active Travel and Sustainable Transport Officers N/A Midlothian Council records N/A Annually Strategic Aim: Provide transparent monitoring in the delivery of all active travel projects Page 542 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 64 What Objective(s) will be used to deliver this aim What are the specific actions or Activities that will be required? What is the Outcome we hope to see? What will indicate progress? 2034 target Data source Baseline Follow- up Produce accurate data on the number of journeys undertaken on key active travel routes Seek funding for active travel counters and monitoring equipment Active travel infrastructure use is monitored and baseline figures are obtained before active travel improvements are planned Number of count points or monitoring units in Midlothian In-line with active travel route action plan route delivery Midlothian Council records N/A Annually Work with external partners to scope and deliver a cordon count exercise at three key locations, and at regular intervals Observed use of routes and count data obtained Number of cordon counts conducted At least two cordon counts undertaken, five years apart. Midlothian Council No baseline exists. 2030 Review progress and provide active travel updates and reports Produce an annual Active Travel Newsletter for inclusion on the Midlothian Council website and distribution at council libraries More members of the public have access to information on active travel related plans, funding and completed projects Number of Active Travel Newsletters produced 1 per year Midlothian Council records No data Annually Page 543 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 65 and leisure centres Ensure active travel delivery programme is well managed, with progress reports provided to funders at scheduled intervals Funding bodies receive transparent and timely updates regarding project spend to ensure funding is fully utilised and outputs maximised Number of completed interim reports submitted to funders Interim reports produced annually for all funded projects Midlothian Council records, Transport Scotland records N/A Annually Page 544 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 66 PART 2: MIDLOTHIAN COUNCIL ACTIVE TRAVEL PROJECT TIMELINE AND ROUTE ACTION PLAN 2.1. ACTIVE TRAVEL ROUTE ACTION PLAN Type of funding/funding source/potential funding source: PFE = Places for Everyone, TS = Transport Scotland, ATIF = Active Travel Infrastructure Fund, Mid C = Midlothian Council, IDS = Infrastructure Design Support Route reference numbers relate to those ascribed in the 2018-2021 ATS, if not completed Funding/design/construction stages: F = feasibility; CD = concept design; DD = detailed design; C = construction. Dark green shading indicates elements of projects where funding has been secured; light green indicates elements of projects where funding applications are being prepared/submitted; unshaded boxes indicate potential funding sources for that element of the project Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 1. Very high RR3a. Roslin to Auchendinny Creation of a new route linking the Roslin to Shawfair Path (at the end of Manse Road) to NCN196 at Auchendinny. The route is likely to go via Penicuik Road, Oatslie Road, and Mix of new shared- use off-road and fully-segregated infrastructure Sustrans Network 24/25 Sustrans Network Sustrans Network Sustrans Network Topographical and gradient challenges. If the route is not feasible then route 17 should be Page 545 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 67 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C through the new Bellway housing site at Auchendinny. promoted in terms of priority 2. Very high BL8. A7 Hardengreen Roundabout to Gilmerton Road Roundabout Connection between Hardengreen Roundabout and Gilmerton Road Roundabout along the A7. Creation of new fully segregated active travel infrastructure along one or both sides of the A7 Sustrans PFE 23/24 Sustrans PFE 23/24 TS Developer Cont. 3. Very high BL4. Part 1: Melville Dykes Road Part 2: Lasswade Road or Wadingburn Lane Improved walking, wheeling and cycling provision along Melville Dykes Road from the A7 into Lasswade to meet Wadingburn Road. This is currently a narrow pedestrian only path. Onwards links to the Loanhead cycle path via Improved pedestrian provision via wider footways or shared- use where space and gradients allow. Improved on-road cycling provision where shared- use/segregated Part 1: TS Tier 1 Part 2: Mid C Part 1: TS Tier 1 Part 2: Mid C Part 1: TS Part 2: TS Part 1: TS ATIF Part 2: TS ATIF Potential topographical challenges and width restrictions. Section from Gilmerton Station Road to Wadingburn Road could be delivered Page 546 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 68 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Wadingburn Lane and Loanhead OR Lasswade Road. The route would allow strategic active travel journeys from Bonnyrigg/Dalkeith/Lasswa de and the A7 corridor into Edinburgh, and local journeys between Lasswade and the A7 and Lasswade and Loanhead provision is not feasible. Shared-use off-road connections from Lasswade to Loanhead. alongside route 15 as an alternative 4. Very high LB4. A701. Gowkley Moss Roundabout to the Straiton Junction. Connection between Gowkley Moss Roundabout and the Straiton Junction along the A701 Fully segregated active travel infrastructure where widths allow City Region Deal City Region Deal City Region Deal 5. Very high LB1. A701 to the Easter Bush Campus and the A702 Part 1: Connection between A701 Gowkley Moss Roundabout and the Easter Bush Campus Improvements to existing shared-use infrastructure, new provision along missing sections, Part 1: Sustrans Network 24/25 Part 1: Sustrans Network Part 1: Sustrans Network Part 1: Sustrans Network Part 2 will depend on outcome of the A701 Relief Road Project Page 547 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 69 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Part 2: Connection between the Easter Bush Campus and A702 along Bush Loan Road footpath improvements, pavement widening, improved wayfinding TS Tier 1 TS Tier 1 TS TS ATIF 6. Very high LB3. A703 Easter Bush Campus to the A720 via Hillend and Lothianburn Connection between the A703/A701 junction, along the A703 to Hillend, and onwards along the A702 to the Lothianburn Junction of the A720. Providing for commuter journeys from Edinburgh to the Easter Bush Campus and Science Park Fully segregated active travel infrastructure TS Tier 1 24/25 TS Tier 1 24/25 TS TS ATIF The A702 and A720 Lothianburn Junction are managed by Transport Scotland 7. Very high DS1. A7. Gilmerton Road roundabout Connection along the A7 corridor from Gilmerton Road Roundabout to Sherifhall Park and Ride, allowing onward journeys connecting Midlothian to Fully segregated active travel infrastructure Sustrans PFE 23/24 Sustrans PFE 23/24 TS TS ATIF The A720 Sherifhall Roundabout is managed by Transport Scotland Page 548 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 70 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C to Sherifhall Park and Ride Edinburgh, across the A720. 8. Very high Millerhill to East Lothian via Old Craighall Road. Millerhill to Shawfair Town Centre. Connection to link the existing shared use path network at the end of the Shawfair to Roslin path and Millerhill to East Lothian, via Old Criaghall Road. Connections to link Millerhill into the new Shawfair town centre. A mix of shared use and fully segregated active travel infrastructure Sustrans PFE 23/24 Sustrans PFE 23/24 TS TS ATIF 9. Very high RR4 Roslin or Penicuik to Leadburn Extension of NCN196 from either Rosewell or Penicuik to the Midlothian/Scottish Borders boundary at Leadburn. This will link into the Scottish Borders extension of their network from Peebles-Eddleston- Leadburn, creating a fully A mix of shared-use off road paths and quiet rural roads Sustrans Network (25/26) Sustrans Network (25/26) Sustrans Network Sustrans Network Page 549 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 71 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C off-road/quiet route from Peebles to Musselburgh. 10. Very high Rosewell to Auchendinny improvements Resurfacing of NCN196 from Rosewell to Auchendinny to make the entire length of the off- road shared use route from Dalkeith to Penicuik fully accessible year-round Surface improvements TS CWSR TS CWSR TS CWSR TS CWSR/Tier 1 11. Very high NM6. Newtongrange to Hardengreen Roundabout Connection between Main Street, Newtongrange and Hardengreen roundabout, via the A7 Fully segregated active travel infrastructure Sustrans PFE 23/24 Sustrans PFE 23/24 TS TS ATIF 12. Very high B7006 Roslin High Street from the Roslyn Inn to A701/Bilston Connection between the centre of Roslin to Bilston and the A701 corridor- providing a connecting route for residents of new housing in Roslin and Widening of pedestrian only footpath to create a shared use path as a minimum – ideally TS Tier 1 TS Tier 1 TS TS ATIF Page 550 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 72 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Bilston to Quiet Route 61 and the proposed A701 active travel corridor fully segregated infrastructure 13. Very high BL1. NCN1 connection to NCN196, B6392 and Rosewell Road Part 1: Connection between the quiet on-road section of NCN1 near Dalhousie Burn with the B6392 Mix of off-road shared-use paths and segregated infrastructure TS Tier 1 Mid C TS Tier 1 Mid C TS Tier 1 Mid C TS ATIF Part 2: B6392 to NCN196 and Rosewell Road New housing New housing New housing New housing 14. Very high BL5 + BL10. Connection between Melville Dykes Road, Eskbank Provision of an off- road/quiet route link through Broomieknowe Golf Course, plus an Surfacing of existing track (currently track and surfaced road) Mid C Mid C Mid C TS ATIF Page 551 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 73 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Road and NCN196 onward connection to NCN196 15. Very high BL12. Quiet route connecting Wadingburn Road to Bonnyrigg Opening of Lasswade Viaduct to provide a quiet route from Wadingburn Road to Westmill Road, via Kevock Rd. Opening of Bromieknowe Tunnel to provide a quiet route connecting Westmill Road to Bonnyrigg, and NCN196. Mix of off-road shared use paths, quiet roads, and segregated active travel provision Sustrans IDS 24/25 Highways England Highways England/S ustrans Highways England/S ustrans TS ATIF 16. Very high Shawfair to NCN1 Link from Newton Village via Shawfair Railway station to NCN1 at the A1 underpass via Whitehill/Cauldcoats Road Mix of quiet roads and shared use paths Sustrans PFE 23/24 Sustrans PFE 23/24 TS TS ATIF Additional design and build support to be sought from Transport Scotland Tier 1 and ATIF funds Page 552 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 74 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 17. Very high A701 from Gowkley Moss Roundabout to Peebles Road, Penicuik Provision of fully segregated active travel infrastructure along the A701 from Gowkley Moss to Penicuik, to link up with the A701 active travel corridor, and replace existing on-road advisory lanes Fully-segregated active travel infrastructure TS Tier 1 25/26 TS Tier 1 25/26 TS TS ATIF Proposal to use Transport Scotland Tier 1 funding 25/26 for Stages 0- 2 design and feasibility 18. Very high RR1. Connection between Dryden Farm and A701 Connecting route from the Roslin to Shawfair path across to meet the A701 at Bilston. Surfacing and upgrading of existing path via Langhill Farm. Shared-use off-road path Mid C Mid C TS TS ATIF 19. Very high RR2. Connection between Manse Road Extension of Quiet Route 61 to Easter Bush Estate. via the former Roslin Institute site and B7006. Surfacing of existing path and creation of new paths. Shared-use, off road path network Sustrans Network 24/25 Sustrans Network Sustrans Network Sustrans Network TS ATIF Some aspects already delivered through new housing. Page 553 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 75 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C and Penicuik Road, Roslin. Potential route via the underpass and steps at Main Street and onwards links to the A701 20. Very high RR3c. Roslin to Gowkley Moss Roundabout via the B7003 Creation of new segregated infrastructure to provide a strategic route alternative to off-road shared use path network Fully-segregated active travel infrastructure TS Tier 1 TS Tier 1 TS TS ATIF 21. High Lauder Road and Newmills Road to Dalkeith Town Centre Fully-segregated infrastructure along the length of the A6106 from Dalkeith Town Centre to connect communities of Woodburn, Kippielaw and Easthouses Road Fully-segregated active travel infrastructure TS Tier 1 25/26 TS Tier 1 25/26 TS TS ATIF 22. High NM1. Stobhill Road to Bogwood Alternative active travel connection to avoid use of Crawlees Road, which lacks a pavement and is a busy Due to be delivered as part of new housing in the area Page 554 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 76 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Road/B6482 Suttislea Road road with national speed limit 23. High NM4. Connections to Butterfield Road Connection along the B704 between Butterfield and Cockpen, and Butterfield and the A7, improving links to the industrial estate and NCN1 from Gorebridge Shared use path or fully segregated infrastructure TS Tier 1 TS Tier 1 TS TS ATIF 24. High Newbattle Abbey Road/Newbatt le Road Connection between Eskbank Toll through Newbattle to Newtongrange. Providing an alternative route to the A7 and access to connecting footpaths and trails. Widening of pavement to create a shared-use path if feasible. Options to look at traffic- calming and off-road alternatives Mid C Mid C TS TS ATIF Potential width restrictions- feasibility study required 25. High LB2 Connections within Bilston and Loanhead Widening and surfacing of some existing off-road paths; creation of new shared-use pathways Mix of widening, surfacing/re- surfacing and Mid C Mid C TS TS ATIF Some funded through developer contributions or Page 555 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 77 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C through new housing developments- providing key connections to the A701, A703 in Bilston, and avoiding main roads through Loanhead creation of new shared use paths provided through new housing 26. High Links from Shawfair/Mille rhill to Dalkeith Country Park Connections from Shawfair and Millerhill via a crossing/under the A720 Edinburgh Bypass to allow access into Dalkeith Country Park and onward links to East Lothian Shared-use off-road rural connection Mid C Mid C Mid C TS ATIF 27. High Link from the Shawfair Spine Road to the Edinburgh boundary Connecting the Shawfair to Roslin path onwards into Shawfair Town Centre, railway station and the Edinburgh City boundary via Millerhill Road Fully segregated active travel infrastructure Sustrans PFE 23/24 Sustrans PFE 23/24 TS TS ATIF Page 556 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 78 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 28. High D4. Connection between Easthouses Road and Waterfall Park Widening of existing path from Easthouses Road to Lothian Drive; creation of new link between lothian Drive and existing cycleway along Wester Kippielaw Drive; creation of new cycleway between Wester Kipplielaw Drive and Waterfall Park. Part of the route has been completed- The section from the bottom of Kippielaw to Easthouses road is not complete. Mid C Mid C Mid C TS ATIF 24/25 29. High Abbey Road and Lothian Road, Dalkeith Providing quieter and more direct connection from/to Eskbank train station into the centre of Dalkeith, avoiding busier roads Shared use paths or segregated infrastructure where feasible Sustrans IDS 24/25 Sustrans IDS TS TS ATIF 30. High Improvements to NCN1 along the B704- Dundas Street and Cockpen Road, Former section of NCN1 (now declassified). On-road cycling only. The former NCN1 route continues over the roundabout at the junction with the B6392 to Widening of pavements to provide shared use facilities, or fully Sustrans Network Sustrans IDS Sustrans Network Sustrans IDS Sustrans Network Sustrans IDS Sustrans Network Sustrans IDS Potential to combine this with other routes in and around Bonnyrigg Page 557 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 79 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Bonnyrigg, to meet Carrington Road the junction with Carrington Road- no longer NCN but still popular with users. segregated infrastructure as part of a town centre study 31. High Nivens Knowe Road and The Loan, Loanhead Provision of safe routes from the Loanhead railway path (in the centre of Loanhead) to Bilston and Loanhead Industrial Estates, and onwards to the A701 is required. This is also required for safe routes to school for pupils attending the new Beeslack High School Widening of pavements to provide shared use facilities, and improved crossing points Mid C Mid C Mid C ATIF 25/26 Width restrictions may prevent fully segregated infrastructure 32. High DS1 (part 2). Sheriffhall Park and Ride to the Wisp. Connection along the A7 between Sheriffhall P&R and The Wisp Fully segregated active travel provision TS Tier 1 TS Tier 1 TS TS ATIF Collaboration with CEC and Edinburgh Bioquarter Page 558 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 80 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 33. High D3. Improved direct connection into Dalkeith Town Centre along Musselburgh Road Connection between the existing cycleway along Musselburgh Road and Shadepark Drive and onwards into the town centre. Removal of guard rail and widening of path to create a shared use or fully segregated facility Mid C Mid C Mid C Mid C/ATIF 34. High Dalhousie Road North of Eskbank Train Station (to meet Eskbank Toll) Direct cycling links are currently lacking from Eskbank Station onwards to Eskbank Toll, Dalkeith and Edinburgh. Widening of pavements to create shared-use facilities or segregation TS Tier 1 TS Tier 1 TS TS ATIF Potential width restrictions 35. High Penicuik town centre to NCN196 Improved links to Valleyfield Road and NCN196 from Penicuik town centre required. Links towards Cornbank via Crossing points, signage and shared use paths/full segregation Sustrans Network 25/26 Sustrans Network 25/26 Sustrans Network Sustrans Network Potential to combine this with Penicuik to Leadburn project Page 559 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 81 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Cairnbank Road could also be investigated 36. High NM8. Connections within Easthouses Improved walking and cycling links within Easthouses, as well as to and from the new Easthouses primary school, and Newbattle High School New crossing points and shared use pathways Mid C Mid C Mid C TS ATIF New housing Funded through a mixture of developer contributions for the new Easthouses Primary School, new housing, and CWSR 2023/24 37. High LB6. Straiton. Connection between existing cycleway along Straiton Road and Hillend (LB6) Creation of a new off-road East-West link between Straiton and Hillend/the Pentland Hills, as an alternative to using busy sections of the A701, Pentland Road and the A702 Shared use or fully segregated remote rural pathway TS Tier 1 TS Tier 1 TS TS Subject to land ownership. Collaboration with CEC Page 560 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 82 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 38. High Loanhead Railway Path to Straiton Retail Park (and the A701 via B702) Inc. improved accessibility to Straiton Nature Reserve and QR61 Resurfacing of the path connecting QR61 (Loanhead Railway Path) at Straiton Nature Reserve to the retail park and onwards to the A701 Including converting the stepped access to Straiton Nature Reserve path and connection to QR61 to a ramp Shared use, remote rural pathway- surfaced to provide year-round accessibility for all. Widening of pedestrian only path on B702 to shared- use or segregated infrastructure Ramp access Mid C Mid C Mid C TS ATIF Subject to land ownership and development 39. High G1. North Middleton to Gorebridge (Gore Glen Primary) Direct connection between North Middleton and Gorebridge along the A7. Widening of pedestrian-only pavement to create a shared-use pathway or preferably fully- segregated walking/cycling infrastructure Mid C Mid C TS Tier 1 TS TS ATIF Priority level to be re-assessed in 25/26 Page 561 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 83 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 40. High G2. Connection between Hunterfield Road and Goreglen Country Park- Upgrading of remote trails to provide improved, safe and accessible access from Gorebridge to the Country Park widenning and surfacing of paths to allow access for all, provision of crossing facilities over main roads Mid C Mid C Mid C TS ATIF Priority level to be re-assessed in 25/26 41. High Vogrie Country Park West to Gorebridge and East to Edgehead/For d Connection between Barleyknowe Road, Gorebridge and Vogrie Country park via B6372, and onwards to the junction with Edgehead and Ford to create improved provision towards Pathhead Widening and surface improvements of the current pedestrian only path to create a shared-use facility alongside the main carriageway Installation of a new shared-use path where sections of pavement are currently missing Mid C TS Tier 1 Mid C TS Tier 1 TS TS ATIF Gradients to reach the top of Gorebridge are steep, before you reach this section of the route Page 562 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 84 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 42. High CP1. A6106 Lauder Road/Cowden Road Roundabout to Cousland Connection between A6124 and Lauder Road/Cowden Road roundabout along the A6106 Widening of current pedestrian only pavement to allow either shared use or fully segregated active travel infrastructure alongside the main carriageway TS Tier 1 Mid C TS Tier 1 Mid C TS Mid C TS ATIF Potential to link into active travel infrastructure being planned by TS along the A68 to Pathhead (TS feasibility study 24/25)- awaiting outcome of this study before progressing 43. High BL11. Dobbies Road to Hillhead through King George V Park. Connecting Hillhead to Dobbies Road via a quiet off-road route and an alternative to the busier main street and town centre. Provision of a quiet route from/to Polton from NCN1/196 Widening of existing paths to allow shared-use, off-road remote access Sustrans IDS 24/25 Highways England Sustrans Highways England Sustrans Highways England TS ATIF Sustrans To be combined with route 15 Page 563 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 85 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 44. High LB8. Connection between Bush Loan Road. and Seafield Moor Road. Surfacing of trails and new provision to allow connections between Bush Loan Road and Seafield Moor Road, avoiding the A701/A703 Fully segregated off- road remote active travel path Sustrans Network 24/25 Sustrans Network Mid C Education Sustrans Network Mid C Education Sustrans Network Mid C Education Funding refers to the section from Bush Loan Road to the University Campus Potential for the remaining part of this route be provided through new Beeslack High School. 45. Medium G3. Gorebridge Medical Centre to the A7 Improved, quiet, off-road connections between Gorebridge town centre and health centre to existing multi-user paths and onwards to the A7, Gore Glen Country Park, and Engine Road Surfacing, widening and upgrading of existing off-road path/trail to create an accessible shared- use path Funding required Page 564 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 86 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 46. Medium Easthouses Road to Cauden Road, Dalkeith Easthouses Road leading up to Lauder Road, and then East on Lauder Road to meet Cauden Road Shared-use pathway alongside both carriageways to link into the existing shared use path along Easthouses Road. Crossing points Funding required 47. Medium Loanhead to Lasswade- Wadingburn Road Better provision for direct active travel journeys between Loanhead and Lasswade – currently a narrow, pedestrian only un-lit pavement alongside Waddingburn Road Widening of the current pedestrian only, narrow pavement to shared- use with street- lighting, or fully segregated pedestrian/cycling infrastructure Funding required Subject to width restrictions and land ownership Priority will be adjusted depending on feasibility of Route 3. 48. Medium Bilston Glen Viaduct to Bilston Glen Link from Bilston Glen Viaduct to Bilston Glen Ind. Estate to allow off-road access from the Loanhead Off-road, remote shared surface path Mid C Mid C TS Tier 1 Mid C TS Tier 1 TS ATIF Page 565 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 87 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Industrial Estate Railway Path. Surfacing of existing off-road trails required. 49. Medium G4. Gorebridge Railway Station to Stobhill Primary School Improved connections for cycling between Gorebridge Town Centre and Stobhill Primary School, where currently pedestrian-only pavements and on-road cycling are available Widening of pedestrian-only pavements to create shared-use. Widening of existing pedestrian only paths through parkland, and provision of crossing facilities to connect paths Funding required Subject to gradient challenges 50. Medium G6. Gorebridge Primary School to Cockpen Off-road connection between the A7 at Gorebridge Primary School and the B704 Upgrading and creation of new off- road, remote shared surface path Funding required Potential for some of this to be delivered through new Redheugh housing Page 566 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 88 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 51. Medium G7 and G9. New Hunterfield Road to Stobhill Road, Gorebridge, and the A7 Improved off-road connection between Stobhill Road, New Hunterfield Road, and the A7, and new active travel links through new housing development from Stobhill Road to New Hunterfield. Improved facilities along Greenhall Road Surfacing and upgrading of existing off-road path to a shared-use path. Potential installation of crossing facilities and widening of current pedestrian only path Funding required for part of the route. Part of the route to be completed/progres sing as part of new housing development. 52. Medium RR3b. Connecting RR3a to A701 and Science park Crossing facilities and onward connections from Oatslie Road across The Brae, Auchendinny, to meet the existing shared- use path on the A701 – plus onward connection to the Science Park Shared-use provision or fully-segregated infrastructure, crossing facilities, shared-use remote path Sustrans Network 24/25 Sustrans Network New housing Sustrans Network New housing Sustrans Network Could be combined with route 1 Some crossing facilities provided through new housing 53. Medium Edinburgh Road from Connection required to join Dalkeith’s planned new Fully-segregated or shared use path Funding required. Subject to restrictions on the Page 567 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 89 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Dalkeith Main Street to Lugton Brae pedestrianised high street to the existing shared use path on Old Dalkeith Road for onward journeys towards Edinburgh alongside the main carriageway, or alternative use of Old Edinburgh Road as an active travel route and traffic restrictions Potential to look at this connection as part of a wider ‘Dalkeith Connections’ project bridge over the River North Esk and other width restrictions. 54. Medium BL6. Cockpen Road to NCN196 Improved off-road path/quiet road connection between Cockpen Road and NCN route 1/196 Widening of existing path to allow shared- use for the full length. Barrier removal Funding required Alternative off- road link from the B704 to NCN1/196 avoiding the busy B704- May not be as great a priority if improvements made to the B704 55. Medium P5, P6, P7 Penicuik- John Street to Beeslack High School Provision of an off-road road route to improve travel in Penicuik and an alternative to the A701. Connections between St. Kentigern Way & Eskhill; Widening of existing surfaced pedestrian only off-road paths to allow shared use. Widening and resurfacing of Funding required Page 568 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 90 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Loanburn and Eastfield Drive along Cuiken Burn; Eastfield Industrial Estate and Beeslack High-School via Beeslack Woods. existing off-road unsurfaced path. Installation of crossing facilities 56. Medium A702 Bush Loan Road to Flotterstone Improving connections from Roslin, Easter Bush, Loanhead etc. to Flotterstone and the Pentland Hills Regional Park Pavement widening to create shared-use infrastructure alongside the A702 carriageway Alternative surfacing of pathways through the Bush Estate to allow access for all Funding required Owned/managed by Transport Scotland Subject to width restrictions 57. Medium D5. Dalkeith High School campus to ]Salters Road Connection between Salters Road and NCN route 1/196 creation of new shared-use active travel infrastructure as part of new development Potential to be delivered as part of new housing development Look at advantages over the current NCN route Page 569 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 91 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 58. Medium Eskbank Toll to the A7 via Lasswade Road Flatter and shorter route from Eskbank Toll to the A7 than using the un- protected cycle lanes on the B6392. Will provide a direct link into the A7 urbanisation active travel infrastructure Shared-use or fully segregated pedestrian/cycling infrastructure alongside the carriageway TS Tier 1 TS Tier 1 TS TS ATIF This route could be combined with route 66 to improve connections to/from the A7 (once the A7 route is complete) 59. Medium P2. Connection between Rulion Rd and Queensway Provision of an off-road cycling connection and improved access to Cuiken Primary School, avoiding busier roads Widening and resurfacing to allow shared-use Funding required 60. Medium P3. Cuiken Burn path link to Edinburgh Rd. Improved active travel connectivity within Penicuik, avoiding main roads Widening and re- surfacing of existing paths. Funding required Page 570 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 92 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 61. Medium Eskbank Toll to Beccleuch Street Direct connection between Eskbank Toll (and the A7 if route 58 is funded) to the centre of Dalkeith Upgrading of pavements to fully- segregated pedestrian/cycling infrastructure along busy road into the town centre Funding required Subject to width restrictions and land ownership This could be combined with route 58 as part of a ‘Dalkeith Connections’ project 62. Medium Edgehead to Whitehill Footpath or shared use provision to fill in the missing section between Whitehill and Edgehead. Shared use provision along the entire length of road would require widening of existing sections of pavement. New path to replace existing on-road only walking/cycling, and widening to shared- use. Alternatively look to make this part of a ‘Quiet Road’ network Funding required Would provide better access to Vogrie Country Park Steep gradients may restrict usage Quiet rural roads Potential for Quiet Road status. 63. Medium Hillhead- linking Melville Dykes Most direct route from Bonnyrigg for commuting towards Edinburgh, also Next to carriageway fully segregated Funding required Town centre location at beginning of route- Page 571 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 93 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C Road to Bonnyrigg avoiding the A7. This would link into route number 3 if it proceeds pedestrian/cycling provision width restrictions along length 64. Medium P12 – Penicuik. Rullion Road to Bellman's Road. Improved road safety for travel to primary and secondary schools. Widening of existing path to make a shared-use facility. Funding ]required 65. Medium Carlops Road from Bog Road to Penicuik House Improved access to Penicuik House/Penicuik Estate Widening of existing pedestrian only pavement alongside the carriageway. 66. Medium D6. Path along Melville Gate Rd - widening of existing path (currently pedestrian only). Providing a connection between the shared use path on Old Dalkeith Road and the B6392, and onwards to Edinburgh via the shared use path on Gilmerton Road. Shared-use path next to the carriageway to link in with the surrounding shared- use path network Funding required Provides an alternative to using the Sheriffhall Roundabout to Edinburgh, or the unprotected lanes on the B6392 from Eskbank Page 572 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 94 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 67. Medium NM2. Connection between B6482 Suttislea Road and A7 Murderdean Road Improved connections between Newtongrange and Mayfield, Newbattle High School, and the existing shared-use path network. Improved active travel links to the railway station Widening of existing pedestrian-only paths, upgrading of some existing paths, provision of crossing facilities Funding required 68. Low NM3. Connecting B704 and the A7 via Butterfield Improved provision through Butterfield Ind. Estate, linking the B704 and A7 and Newtongrange Station. Will also provide a Widening of existing pedestrian only pavement to allow shared-use. Crossing facilities on the B704 Funding required This could be combined with route 23 to enable onward connections 69. Low NM5. Connection between Suttislea Road Improving links between Mayfield and existing paths around the Newbattle Campus to the centre of Widening of existing pedestrian only pavements to allow shared-use facilities Funding required Page 573 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 95 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C and B703 Main Street, Newtongrange, avoiding double roundabouts in Newtongrange alongside the main carriageway and through the park 70. Low NM7. Mayfield- Connection between Oak Place and B6482 Improving links between north east Mayfield and Easthouses and Newbattle Community Campus, linking into the existing shared-use path network in the area Widening of existing pedestrian only pavements to allow shared use alongside the main carriageway, and provision of crossing points Funding required 71. Low LB7. Loanhead- Connecting Park View and Park Avenue Surfacing of an existing off- road path to provide an off-road link as an alternative route to Bilston Glen Industrial Estate Surface improvements to provide an off-road remote shared-use path Funding required 72. Low G5. Barleyknowe Road Connection between Stobhill Primary and Stobhill Road along Barleyknowe Road Widening of pedestrian only pavement to shared- Funding required Page 574 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 96 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C use, plus addition of continuous crossings 73. Low BL3. Path along Polton Road W and Polton Drive between Cameron Crescent and Dobbie’s Road Improving connectivity in the vicinity of schools and around Polton Widening of pedestrian only pavement to provide a shared-use path alongside the carriageway, plus addition of continuous crossings Funding required If extentded to Lasswade and combined with route 3 it would provide a connection from Polton to the Edinburgh boundary 74. Low P11. Connection between Belwood and Glencorse Resurfacing of existing unsurfaced path for more local connections avoiding the A701 Surfacing of existing path to provide a fully-accessible remote off-road rural route Funding required 75. Low CP3. Edgehead Road between B6372 Similar to route 62, but only the Edgehead end of the route Widening of existing pedestrian only path Funding required Page 575 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 97 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C and Cotty Burn 76. Low Road from Cousland Village Hall to the A6124 (down to and through the traffic signals) Pavement provision out of the village of Cousland to meet up with existing pavement on the A6124 for safe active travel out of the village and into East Lothian Pavement or shared- use path to allow for safe active travel on a country road with no current pavement Funding required 77. Low P4. Penicuik- Broomhill Road to Carlops Road via Bog Road and Loan Burn. Improved access to Montgomery Park and shared-use paths around the school; improved onward connections from NCN196 avoiding the A701, improved access along Loan Burn; improved access towards Penicuik Estate Widening of pavements next to the carriageway to allow shared-use, and re-surfacing of existing paths along the burn Funding required Page 576 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 98 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 78. Low BL2. Connection between Polton Road W and Rosewell Road. Improved connectivity within Polton Widening and re- surfacing of existing path. Funding required 79. Low BL7. Cockpen Road, B704 to Hardengreen Roundabout Improved connections from NCN1 at Cockpen Roundabout to the A7 and onwards to Dalkeith. Improved connections around new housing Widening of existing paths next to the main road carriageway. Provision of crossing facilities. Part delivered as part of new housing development Additional crossing points/continuous crossings/widening required 80. Low P1. Rullion Road to the A702 Surface improvements to increase accessibility linking Rullion Road and the A702. Improved links to the Pentland Hills- but no direct access point off the A702 Surface improvements to allow access for all along a shared-use off road remote path. Addition of lighting. Funding required Crossing point required on the A702. Onward access to the Pentland Hills required. Page 577 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 99 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 81. Low P8.Penicuik. Connection between Rullion Road and Mauricewood Road. Improved, shorter, direct access for all from Mauricewood Road to Rullion Road avoiding longer route incorporating the A701 New shared-use path creation as part of new housing development. Under construction/to be completed as part of new housing development Look at provision of signage 82. Low P9. Penicuik. Philip Place to Mauricewood Road Improved, shorter, direct access for all from Mauricewood Road to Rullion Road avoiding longer route incorporating the A701 New shared-use path creation as part of new housing development. Under construction/to be completed as part of new housing development Look at provision of signage 83. Low P10. Penicuik. Belwood Road to Mauricewood Road. Improved connectivity New shared-use path creation as part of new housing development. Under construction/to be completed as part of new housing development Look at provision of signage Page 578 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 100 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C 84. Low P13. Connections around the Mauricewood area of Penicuik Improved connectivity within new housing, and between Mauricewood Road and Belwood Road to avoid sections of the A701 Shared use paths through new housing. New crossing facilities and access to bus stops Under construction/to be completed as part of new housing development 85. Low CP2. Pathhead to the A6106 along the A68 - Fully segregated active travel infrastructure, or widening of existing path to shared-use N/A The A68 is managed by TS who have plans to do a feasibility study along this route in 24/25 86. Low BL9 S and BL9 N. Cockpen (NCN1) to NCN196, Bonnyrigg and the A7 Improved connectivity between NCN196 and Cockpen, and onwards on NCN1. Quiet road options as an alternative to using the busier surrounding roads. Creation of new shared-use paths to be delivered as part of new housing developments Page 579 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 101 Priority Name/area Description Desired infrastructure Funding status (Funder/potential funding source) Notes F CD DD C New links into the A7 active travel corridor 87. Low LB5. Straiton Road, Loanhead to Pentland Road Provision of new active travel links from the Straiton Junction to Pentland Road, avoiding the main A701 and busy roads around the retail park. Providing improved access from Straiton to Hillend and Easter Bush Segregated or shared use active travel paths and crossing facilities Heavily dependent on development in the area, and progress with the relief road. Some funding required Subject to development proposals and relief road progress Page 580 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 102 2.2. 10-YEAR PROJECT PIPELINE Type of funding/funding source/potential funding source: PFE = Places for Everyone, TS = Transport Scotland, ATIF = Active Travel Infrastructure Fund, IDS = Infrastructure Design Support Funding/design/construction stages: F = feasibility; Dev D = developed design; DD = detailed design; C = construction; OG = on-going; I = installation Project Type Project Title Project Description/Notes Estimated route distance (km) Funding body/Potential Funding Body Strategic route network (on/next to carriageway) A7 Active Travel Provision of active travel infrastructure from Newtongrange to Sheriffhall Park and Ride) including junctions (excluding Sheriffhall roundabout). Funding bid successful to begin stages 0-2 (feasibility, early-stage design) in Dec 2023. Stantec appointed as consultants. 5 Sustrans PFE, TS ATIF Shawfair Connections Provision of improved active travel infrastructure between Shawfair and Millerhill, and onwards to East Lothian and CEC boundaries. Funding bid successful to begin stages 0-2 (feasibility, early stage design) late 23/early 24. 6.5 Sustrans PFE, TS ATIF A701 Active Travel corridor Segregated active travel provision from Gowkley Moss Roundabout to the Straiton Junction. Consultants appointed and working on the design stage as part of the A701 Relief Road project (City Deal funded). More funding potentially required 3.7 City Deal, Sustrans PFE A701 relief road active travel provision Provision of segregated active travel infrastructure along one side of the new relief road. Active travel links at the 5 City Deal Page 581 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 103 end of the relief road into the junction at Straiton are needed, or alternative options i.e. an active travel bridge over the A720 to be explored. Funded as part of the City Deal project- potential for more funding to be required for the inclusion of crossing points, lighting, higher standards of provision Eskbank to Dalkeith/Bonnyrigg Improved connections between NCN196, Eskbank Train Station, Edinburgh College and Dalkeith Town Centre. Improved connections between the B6392 and other onward routes to Edinburgh/Bonnyrigg/Lasswade etc. with Dalkeith town centre 4 Sustrans IDS, TS ATIF A703/A702 Easter Bush to Fairmilehead Cross-boundary link collaborating with CEC to cater for commuters to the Easter Bush campus and Science Park from the West of Edinburgh. Support required from TS to look at options along the A702 section of the route. Plan to submit bid for Sustrans 0-2 stage funding Jan 2024 4.5 TS Tier 1/ATIF Lasswade Road/Melville Dykes Road/Wadingburn Road Provision of safe and segregated cycling and walking infrstructure to link Lasswade and Bonnyrigg with Loanhead, Edinburgh and Dalkieth- challenging due to topography and width restrictions. An alternative option could be provided by the Lasswade viaduct and Broomieknowe tunnel/link to Loanhead- but this will cater for alternative users/journey types. Both options to be considered. 4 Sustrans IDS, Highways England, Sustrans Network A701 Gowkley Moss to Penicuik Improved active travel infrastructure along the busy A701. Extension of the proposed A701 active travel corridor (currently only going as far as Gowkley Moss) to Penicuik to replace current poor on-road advisory lanes. Busy road with high HGV use. 5 TS Tier 1, ATIF A7 Newtongrange to Gorebridge Extension of the A7 provision Southbound to cater for population growth around Gorebridge. An alternative 5 TS Tier 1, ATIF Page 582 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 104 direct/fast route alternative to some quiet road options which already exist. Pathhead to Dalkeith. Collaboration with TS Direct, main road route for faster uninterrupted journeys along the A68. Quiet routes through Edgehead already exist but lack any segregation and footpaths in places. Alternative route through Edgehead/Whitehill can be challenging due to gradients. Both routes to be considered. Collaboration with TS required. 3.5 TS, TS TIER 1, ATIF Dalkeith to Easter Langside/Cousland/A68 Eastbound connections from Dalkeith Town Centre to communities to the East as well as provision along the A6106 to link to Whitehill and Cousland 7 TS Tier 1, ATIF Rosewell to Roslin Provision of a safer route across the Esk to link the two communities- challenging due to topography, gradients and widths 3 TS Tier 1, ATIF Easter Bush to Flotterstone Provision of safe and segregated cycling and walking infrastructure to provide a safe and direct route to access the Pentland Hills from the Edinburgh, Roslin, Bilston directions. Collaboration with TS required – A702 under management of TS 2.5 TS Tier 1, ATIF A7 Gorebridge to Middleton Lower priority depending on future growth and demand. Extending the A7 segregated provision to the local authority border to cater for growth in housing along the corridor. 3.5 TS Tier 1, ATIF West Lothian connections Route improvements to encourage travel between e.g., Balerno and Easter Bush. Difficulties due to the Pentland Hills dissecting the two areas. Feasibility studies and alternative route options to be assessed. 10 TS Tier 1, ATIF A6094 segregated active travel infrastructure linking Bonnyrigg to Rosewell and Howgate Lower priority depending on future growth and demand, and potential improvements to alternative routes. NCN196 could provide an alternative route but this would provide for faster and more strategic journeys. Fast road with high usage by HGVs. Growing populations in Rosewell. 10.5 TS Tier 1, ATIF Page 583 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 105 A6094 segregated active travel infrastructure linking Dalkeith to Whitecraig Busy road, narrow in places. This would provide an alternative route for commuters and cyclists travelling at higher speeds than on the NCN route. Width restrictions? 3 TS Tier 1, ATIF Major Junction Improvements Straiton Junction Active Travel Improvements Consultants already appointed and currently working on the design stage. Further funding potentially needed to look at alternative options to avoid the existing junction e.g. Active travel bridge/bridges over the A720 City Region Deal Lothianburn Junction (included in A703/A702 bid above) TS Tier 1, ATIF Sheriffhall Roundabout Under the management of Transport Scotland. Collaboration with TS required throughout to ensure onward connections etc. Eskbank Toll Active Travel Provision Some work has already looked at including pedestrian crossings on all arms of the junction. Further work required to look at how the junction can be made safer for cycling TS Tier 1, ATIF, Sustrans IDS Hillend 3-way junction Being delivered by TS. Collaboration with TS required throughout to ensure onward connections and surrounding impacts are considered TS Long-distance off-road route network Rosewell to Auchendinny NCN196 surface improvements Approval from Council required following public consultation. Surface improvements to provide year-round accessibility for a wider range of users. These works will improve the surface on the only section of NCN196 from Dalkeith to Penicuik missing a sealed surface. 3.5 TS Tier 1 QR61 extension to Easter Bush/ new Beeslack High School Most of the route is already present, and has a good surface, but requires signage and promotion. Small sections of footpath upgrades are required. Land ownership needs to be clarified. 5 Sustrans Network Page 584 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 106 Dalmore Grange connection to Roslin Manse Road (QR61) 2nd section of a quiet road/off-road connection between NCN196 at Auchendinny and QR61 at Manse Road, Roslin. This would provide a connection between two of Midlothian’s most popular off-road shared-use pathways, and increased opportunities for journeys to Penicuik from Edinburgh 2 Sustrans Network NCN196 Auchendinny connection to Dalmore Grange Upgrade of existing off-road path required to link NCN196 to site of 395 new homes. Difficulties with topography and gradient - feasibility study required as well as discussions with land owners. Would provide the first part of a link between NCN196 and the Roslin-Shawfair path. Sustrans Network Roslin/Rosewell or Penicuik to Leadburn (onwards to Peebles) An off-road route on sections of quiet roads and old railway lines/Penicuik Estate land to extend NCN196 as far as Leadburn. This would connect with Scottish Borders plans to extend the Eddleston Water Path to Leadburn, and provide a long-distance off-road route from Dalkeith to Peebles. 10 Sustrans Network Lasswade Viaduct and Broomieknowe Tunnel and link to NCN196 Highways England plan to assess/survey both structures and are keen to fund a feasibility study to look at re- opening these. Funding would be required to support that from Highways England and connect to NCN196 2 Sustrans/Highways England Lasswade Viaduct to Loanhead/Shawfair path This connection would provide an off-road link from the Lasswade Viaduct (and Bonnyrigg, Dalkeith, NCN196 and communities on the East of the North Esk etc.) to Loanhead, linking in to the Roslin to Shawfair path and onwards to Edinburgh, Roslin, Penicuik, East Lothian etc. 3 Sustrans/Highways England, TS Tier 1, ATIF Rural Roads Programme Maintain/improve road conditions for on-road cycling between towns and villages Focus on roads currently used by cyclists, where no segregated infrastructure is provided. Inspections and improvements required to the section of lane where cyclists are positioned. Potential to look at creating an inspection hierarchy that treats these quiet rural roads as a priority, as the ones most heavily used by cyclists. Funding source required Page 585 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 107 Signage and road safety features to create a 'quiet route' network on rural roads Focus on creating a rural road network around the Gorebridge/Borthwick/Mayfied/Dewartown/Edgehead area, with signage to slow vehicles down, raise awareness and promote these roads as cycling, walking and horse- riding friendly Funding source required Routes to School New Easthouses Primary School Design and construction of active travel routes and infrastructure around the new Easthouses Primary School TS Tier 1, ATIF, + developer contributions New Beeslack High School Feasibility, design, and construction of active travel routes to the new Beeslack High School TS ATIF + developer contributions Any new schools TBC TS Tier 1, ATIF + developer contributions Local neighbourhood route expansion Footpath, road and shared surface Improvements/creation of new routes 3-4 Routes to be selected from the Active Travel Route Action Plan in order of priority 5 TS Tier 1, ATIF As above 3-4 Routes to be selected from the Active Travel Route Action Plan in order of priority 5 TS Tier 1, ATIF As above 4-5 Routes to be selected from the Active Travel Route Action Plan in order of priority 5 TS Tier 1, ATIF As above 4-5 Routes to be selected from the Active Travel Route Action Plan in order of priority 5 TS Tier 1, ATIF As above 4-5 Routes to be selected from the Active Travel Route Action Plan in order of priority 5 TS Tier 1, ATIF As above 4-5 Routes to be selected from the Active Travel Route Action Plan in order of priority 5 TS Tier 1, ATIF As above 5-6 Routes to be selected from the Active Travel Route Action Plan in order of priority 5 TS Tier 1, ATIF Page 586 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 108 As above 5-6 Routes to be selected from the Active Travel Route Action Plan in order of priority 5 TS Tier 1, ATIF As above 5-6 Routes to be selected from the Active Travel Route Action Plan in order of priority 5 TS Tier 1, ATIF As above 5-6 Routes to be selected from the Active Travel Route Action Plan in order of priority 5 TS Tier 1, ATIF Rural Paths Programme Improved signage/promotion and condition of core paths and the wider rural path network Work with colleagues from Land and Countryside to improve and promote off-road, and recreational routes Funding required Barriers to active travel Local Neighbourhood Barrier/Guardrail assessment Identification of areas to prioritise, followed by removal/improvements Sustrans barrier removal fund Local Neighbourhood Dropped Kerb Programme Identification of areas to prioritise, followed by installation/upgrading TS Tier 1 Local Neighbourhood Bench provision Identification of areas to prioritise, followed by installation/upgrading TS Tier 1 Cycle Parking Provision (in towns) Identification of areas to prioritise, followed by installation/upgrading TS Tier 1, Cycling Scotland Cycle Parking Provision (at key trip generators) Identification of areas to prioritise, followed by installation/upgrading TS Tier 1, Cycling Scotland Cycle Parking Provision (existing housing) Identification of areas to prioritise, followed by installation/upgrading Sustrans, Cycling Scotland, TS Tier 1 Street lighting installation/upgrading Identification of areas to prioritise, followed by installation/upgrading Funding source required Existing route maintenance and upgrading of existing infrastructure Funding source required Page 587 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 109 Production of Design Guidance Living Streets ‘Designing and Aligning Midlothian’ report Finalisation/publication and use of design guidance Behaviour Change Active Travel in the community behaviour change projects Could include: cycle training sessions; promotion of routes; marketing; funded bike hire/maintenance; driver awareness etc. TS P+P Active Travel in the workplace behaviour change projects Could include cycle training sessions; bike loan schemes; promotion of cargo and e-bikes for work; promotion of routes; marketing; funded bike hire/maintenance; driver awareness etc. TS P+P Active Travel School Engagement Continuation and expansion of current programmes TS P+P Multi-modal journey provision Provision of e-bike/bike hire stations SESTran Facilitation of bikes on bus schemes Will require collaboration with bus providers Funding required Creation of and connections to key journey hubs Will require collaboration with car club providers and SESTran Funding required, TS, SESTran Creation of and connections to key journey hubs Will require collaboration with car club providers and SESTran Funding required, TS, SESTran Creation of and connections to key journey hubs Will require collaboration with car club providers and SESTran Funding required, TS, SESTran Total estimated distance 162.2 Project Type Project Title 23/24 24/25 25/26 26/27 27/28 28/29 29/30 30/31 31/32 32/33 33/34 Page 588 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 110 Strategic route network (on/next to carriageway) A7 Active Travel F Dev D Detail D C C Shawfair Connections F Dev D Detail D C C A701 Active Travel corridor F Dev D Detail D C C A701 relief road active travel provision Subject to funding Eskbank to Dalkeith/Bonnyrigg F Dev D Detail D C C A703/A702 Easter Bush to Fairmilehead F F Dev D Detail D C C Lasswade Road/Melville Dykes Road/Wadingburn Road F Dev D Detail D C C A701 Gowkley Moss to Penicuik F Dev D Detail D C C A7 Newtongrange to Gorebridge F Dev D Detail D C C Pathhead to Dalkeith. Collaboration with TS F Dev D Detail D C C Dalkeith to Easter Langside/Cousland/A68 F Dev D Detail D C C Rosewell to Roslin F Dev D Detail D C C Easter Bush to Flotterstone F Dev D Detail D C C A7 Gorebridge to Middleton F Dev D Detail D C C Page 589 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 111 West Lothian connections F Dev D Detail D C C A6094 segregated active travel infrastructure linking Bonnyrigg to Rosewell and Howgate F Dev D Detail D C C A6094 segregated active travel infrastructure linking Dalkeith to Whitecraig F Dev D Detail D C C Major Junction Improvements Straiton Junction Active Travel Improvements F/D Dev D Detail D C C Lothianburn Junction (included in A703/A702 bid above) F Dev D Detail D C C Sheriffhall Roundabout Dates TBC Eskbank Toll Active Travel Provision F Dev D Detail D C C Hillend 3-way junction Dev D Detail D C C Long-distance off-road route network Rosewell to Auchendinny NCN196 surface improvements C C QR61 extension to Easter Bush/ new Beeslack High School F Dev D Detail D C Dalmore Grange connection to Roslin Manse Road (QR61) F Dev D Detail D C C NCN196 Auchendinny connection to Dalmore Grange F Dev D Detail D C C Roslin/Rosewell or Penicuik to Leadburn (onwards to Peebles) F Dev D Detail D C C Page 590 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 112 Lasswade Viaduct and Broomieknowe Tunnel and link to NCN196 F Dev D Detail D C C Lasswade Viaduct to Loanhead/Shawfair path F Dev D Detail D C C Rural Roads Programme Maintain/improve road conditions for on-road cycling between towns and villages OG OG OG OG OG OG OG OG OG OG OG Signage and road safety features to create a 'quiet route' network on rural roads F C Routes to School New Easthouses Primary School F Dev D C New Beeslack High School F Dev D Detail D/C C Any new schools TBC TBC TBC TBC TBC TBC TBC TBC TBC Local neighbourhood route expansion Footpath, road and shared surface Improvements/creation of new routes F/D D/C As above F/D D/C As above F/D D/C As above F/D D/C As above F/D D/C As above F/D D/C As above F/D D/C As above F/D D/C As above F/D D/C As above F/D Page 591 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 113 Rural Paths Programme Improved signage/promotion and condition of core paths and the wider rural path network OG OG OG OG OG OG OG OG OG OG OG Barriers to active travel Local Neighbourhood Barrier/Guardrail Assessments F C C Local Neighbourhood Dropped Kerb Programme F C C F C C Local Neighbourhood Bench provision F C C F C C Cycle Parking Provision (in towns) F C F C Cycle Parking Provision (at key trip generators) F C F C Cycle Parking Provision (existing housing) F C Street lighting installation/upgrading OG OG OG OG OG OG OG OG OG OG OG Existing route maintenance and upgrading of existing infrastructure OG OG OG OG OG OG OG OG OG OG OG Production of Design Guidance Living Streets ‘Designing and Aligning Midlothian’ report OG Behaviour Change Active Travel in the community behaviour change projects OG OG OG OG OG OG OG OG OG OG OG Active Travel in the workplace behaviour change projects OG OG OG OG OG OG OG OG OG OG OG Active Travel School Engagement OG OG OG OG OG OG OG OG OG OG OG Multi-modal journey provision Provision of e-bike stations/bike hire statioins F I F I Facilitation of bikes on bus schemes F I Creation of and connections to key journey hubs F Detail D C C Page 592 of 633
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On The Move Midlothian. Our Active Travel Strategy for Everyone: 2024- 34 114 Creation of and connections to key journey hubs F Detail D C C Creation of and connections to key journey hubs F Detail D C C Page 593 of 633
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On the Move Midlothian: Our Active Travel Strategy for Everyone (2024-2034). Final Draft- Public and Stakeholder Consultation Results. 1. Introduction. Midlothian Council’s ‘On the Move Midlothian: Our Active Travel Strategy for Everyone 2024-2034’ was put to public consultation for 12 weeks between April and July 2024. The consultation exercise was delivered using the Council’s Citizen Space survey platform, and was widely advertised on all Midlothian Council’s webpages, social media channels and in council libraries. Having previously consulted with the public and stakeholders during the ‘case for change’ stage of strategy development, this most recent consultation was designed to make sure we have fully understood the key problems and opportunities around active travel, and presented these within the new Active Travel Strategy. Respondents were provided with the opportunity to make additional comments alongside most survey questions. A high level thematic analysis of the responses is presented for these questions, and where less than 3 respondents provided comments on the same theme, these themes have not been included. This report presents the key findings of the consultation, from which we received 178 responses from the public, and 13 organisational/stakeholder responses. Figures 1 and 2 show the demographics of responses received from the public, with Figures 3 and 4 showing the transport and active travel habits of those who responded to the public consultation. Organisational/stakeholder responses were received from the following: Scottish Borders Council, City of Edinburgh Council, East Lothian Council, South East Scotland Transport Partnership (SEStran), Roslin and Bilston Community Council, Rosewell and District Community Council, Vattenfall Heat UK, Spokes, Public Health Scotland, HcL Handicabs Lothian, Musselburgh Roads Cycling Club, Edinburgh University Estates Department, and Sustrans Scotland. These responses are presented separately to the public responses. Following presentation of the results in Section 3 and 4 of this report, a summary is provided within Section 5 on how we have addressed both public and stakeholder feedback in making any changes to the draft strategy. 2. Who responded? The age and gender distribution of respondents are presented in Figures 1 and 2 below. The greatest number of responses (23%) was received from the 35-44 age group, followed by the 45-54 age group (17%). The smallest number of responses was received from the under 18 and 19-24 age groups. Targeted attempts to engage with these age groups during the consultation did not significantly increase the number of responses received. Across genders, 51% of the responses were from females 40% from males, and 10% of respondents stated this was either not applicable or preferred not to say. Page 594 of 633
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Figure 1. Age distribution of respondents Figure 2. Gender distribution of respondents Information was also gathered on individuals’ modes of transport and frequency, as well as their use of active travel for different purposes. The results relating to these are presented in Figures 3 and 4. The most popular method of transport used on a daily basis was walking, followed by the private car. Only 11% of respondents cycle on a daily basis, and 7% use a form of wheeling. The third most popular form of daily transport by respondents was bus travel, at 12%. Figure 3. Methods and frequency of different forms of transport used by respondents 1% 1% 5% 23% 17% 15% 13% 9% 12% 1% 4% 0 5 10 15 20 25 30 35 40 45 Under 18 19-24 25-34 35-44 45-54 55-59 60-64 65-69 70-79 80 or over Prefer not to say NUMBER OF RESPONDENTS AGE GROUP 51% 40% 4% 6% 0 20 40 60 80 100 Female Male Not applicable Prefer not to say NUMBER OF RESPONDENTS GENDER 72% 7% 11% 12% 49% 6% 18% 16% 28% 6% 25% 31% 10% 19% 18% 5% 6% 8% 19% 36% 6% 23% 18% 9% 15% 22% 19% 41% 11% 81% 46% 7% 17% 15% 19% 33% 90% 79% 0 20 40 60 80 100 120 140 160 180 NUMBER OF RESPONDENTS Daily Weekly Monthly Occasionally Rarely Never Page 595 of 633
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In relation to their existing use of active travel, the most common journey types where people use active travel as their form of transport (always, sometimes and often) are to get around their local neighbourhood, and for leisure and recreation. Journeys to get to work or education elicited the least number of responses. The journeys with the highest number of respondents who always use active travel were to get to work or education and to access the bus or train station. Figure 4. Survey respondents use of active travel for different types of journey 3. Public Consultation Survey Responses Question 1. To what extent do you agree that the strategy will help us to expand the active travel network and improve its accessibility, connectivity, and maintenance? Figure 1 shows more than half of respondents (58%) agree or strongly agree the strategy will help expand the active travel network, and a further 23% of responses remain neutral. 19% of respondents either disagree or strongly disagree. Respondents were also given the opportunity to provide additional comments to support their answer. Table 1. provides thematic analysis of the feedback. Figure 1. Responses to the survey question: ‘To what extent do you agree that the strategy will help us to expand the active travel network and improve its accessibility, connectivity, and maintenance? 11% 7% 14% 14% 15% 25% 28% 11% 28% 25% 31% 40% 33% 8% 32% 20% 25% 14% 18% 14% 15% 17% 21% 10% 14% 33% 10% 21% 12%19% 7% 0 20 40 60 80 100 120 140 160 180 200 To get around local neighbourhood To access local services To get to work or education For leisure or recreation To access the bus or train For other purposes Always Sometimes Often Rarely Never Not applicable 11% 8% 23% 35% 23% 0 10 20 30 40 50 60 70 Strongly Disagree Disagree Neutral Agree Strongly Agree NUMBER OF RESPONDENTS Page 596 of 633
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The key themes discussed in the additional comments section for Q1 of the survey are presented in Table 1, with the ambitious nature of the document and its contents looked upon favourably, and support that the proposed routes will provide better connectivity and accessibility, particularly where infrastrucutre is fully segregated and active travel users are protected from motor vehicles. There was support for greater clarity around funding availability and timescales for delivery of work, the requirement to improve and better maintian existing routes and infrastructure before creating new routes, and the unrealisitic nature of some proposals. There were also suggestions to include route maps alongside the route action plan to aid understanding and provide better clarity. Table 1. A summary of key themes reported in the ‘additional comments’ section to Q1 of the survey. Key themes in the additional comments to Q1 Frequency The strategy is ambitious/interesting/welcomed 15 Proposed routes and connecting of existing safe routes will improve accessibility and connectivity 12 The strategy should be clearer on delivery/funding/timescales 12 Maintenance of existing routes (roads and paths) is needed before expanding the network 11 Provision of segregated infrastructure and safety improvements will improve accessibility and connectivity 9 The strategy is theoretical/timescales are too long 5 More traffic-free paths where cyclists and pedestrians are treated as independent users will improve accessibility 4 Reduced road speed limits and road safety schemes will help improve accessibility and connectivity 4 A map of routes would be very useful 4 The strategy will benefit–people’s health, biodiversity, and climate 3 Funds should be spent on other priorities where demand is greater 3 Question 2. To what extent do you agree that the strategy will help us to address barriers to active travel through promoting and enabling behaviour change? More than half of respondents agree or strongly agree that the promotion and behaviour change work will help us to address existing barriers to active travel. 21% of respondents provided a neutral response, and 28% disagreed, or strongly disagreed. Figure 2. Responses to the survey question: To what extent do you agree that the strategy will help us to address barriers to active travel through promoting and enabling behaviour change? 14% 14% 21% 33% 19% 0 10 20 30 40 50 60 70 Strongly Disagree Disagree Neutral Agree Strongly Agree NUMBER OF RESPONDENTS Page 597 of 633
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Table 2. presents themes emerging in response to Question 2, with the most frequent issue being that exisitng and new infrastructure needs to be maintained to a higher standard than at present to allow safe active travel options and changing travel behaviours. There was support expressed for the behaviour change activities noted in the strategy including driver awareness training, cycling skills training, provision of safe and secure active travel storage facilities, facilities for multi-modal journeys and route planning. Comments suggested that access to bicycle repair shops, affordable bicycles, affordable e-bikes and e-bike charging facilities would help transform behaviours. To a lesser extent, there was concern expressed around shared pedestrian and cycling facilities discouraging behaviour change due to issues around safety Table 2. A summary of key themes reported in the ‘additional comments’ section to Q2 of the survey. Key themes discussed in the additional comments to Q2 Frequency We need safe and maintained cycle lanes/routes/segregation before behaviour change will happen 31 Any action to educate drivers on close passes/sharing space etc. will be a benefit 13 Bike racks (at home and destination) will help but they need to be secure and have CCTV 6 Reducing motor vehicle speeds will be very beneficial to Active Travel use 5 Bicycle training and road safety training in schools is key 5 People are unlikely to change behaviour unless active travel requires the least effort and time- there isn’t the desire/demand 5 Bike repair shops/training and affordable bikes are needed 5 Multi-modal journey hubs/provision and more bus stops will provide more active travel opportunities 4 Improved maps and help with route planning will allow more people to travel actively 4 Provision of changing and storage facilities at work and destination is key 4 Not everyone can/is able to cycle/journey distances are too long 4 E-bikes (and charging) could transform behaviour 4 Shared spaces with cyclists, pedestrians and dogs are unsafe for cycling/walking- spaces need to be safe for behaviour change to happen 3 Question 3. To what extent do you agree that the strategy and the route action plan described in Chapter 7 will help us to track the delivery of new active travel routes? Figure 3. shows more than half of respondents agreeing or strongly agreeing that the strategy and route action plan will help us to track the delivery of new active travel routes. Over a quarter of respondents provided a neutral response, with 20% either disagreeing or strongly disagreeing. 9% 11% 27% 36% 17% 0 10 20 30 40 50 60 70 Strongly Disagree Disagree Neutral Agree Strongly Agree NUMBER OF RESPONDENTS Page 598 of 633
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Figure 3. Responses to the survey question: To what extent do you agree that the strategy and the route action plan described in Chapter 7 will help us to track the delivery of new active travel routes? Table 3 presents comments provided alongside Q3 of the survey, including feedback that the strategy will improve cross-local authority boundary and cross-departmental working and collaboration on ideas and infrastructure. Responses added suggestions that there needs to be more detail included on responsibilites for deliverability. The use of more monitoring equipment was also advised. Table 3. A summary of key themes reported in the ‘additional comments’ section to Q3 of the survey. Key themes discussed in the additional comments to Q3 Frequency In favour of transparency and cross-boundary working to collaborate and share ideas 5 This should help with cross-department communication and delivery of joined up thinking 3 The strategy needs clarification on whose responsibility it will be to deliver/accountability 3 More counters should be used to monitor numbers 3 Question 4. To what extent do you agree that the strategy and the route action plan will allow you to walk, wheel or cycle more in your everyday life? The results from Q4 are presented in Figure 4., with 45% of respondents either agreeing or strongly agreeing that they would use active travel more in their everyday lives as a result of the strategy and route action plan. A quarter of respondents provided a neutral response, 14% disagreed, and 15% strongly disagreed. Figure 4. Responses to the survey question: To what extent do you agree that the strategy and the route action plan will allow you to walk, wheel or cycle more in your everyday life? Table 4 shows themes emerging in additional comments for Q4, including that if the routes are delivered as planned, and fully accessible, they will be used. One of the main reasons for people saying they are not likely to use active travel more as a result of the strategy is their concern over funding availability to deliver projects. There were some concerns expressed over the safety of new shared- use paths, and a concern that commitments around maintenance need to be stronger. Table 4. A summary of key themes reported in the ‘additional comments’ section to Q4 of the survey. Key themes discussed in the additional comments to Q4 Frequency If the routes are developed, they will be used/very supportive 13 If routes are accessible and safe for all/all types of bikes they will be used 10 15% 14% 26% 30% 15% 0 10 20 30 40 50 60 Strongly Disagree Disagree Neutral Agree Strongly Agree NUMBER OF RESPONDENTS Page 599 of 633
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Doubts regarding deliverability of the Action Plan 9 Mixing users on shared-pathways causes safety concerns 5 If facilities are provided near to homes/new homes active travel will be used 4 Route maintenance is key to the strategy’s success 4 More commitment is needed to addressing winter conditions and maintenance 4 Distance, rural location, weather, work and family commitments will stop me from making more active travel journeys 4 Question 5. To what extent do you agree that the strategy addresses the future every-day journey needs of a growing and changing population? Figure 5. shows that 46% of respondents either agree or strongly agree that the strategy addresses the future every-day journey needs of a growing and changing population. 21% of respondents provided a neutral response, 15% disagreed, and 18% strongly disagreed. Figure 5. Responses to the survey question: To what extent do you agree that the strategy addresses the future every-day journey needs of a growing and changing population? The key themes discussed in the additional comments section for Q5 of the survey are presented in Table 5. Positive feedback suggests delivering safe and well-connected routes that link up isolated communities and address major severences such as the A720, will have a positive impact on every-day journeys. Early assessment of new planning applications to provide high quality active travel provision in new developments was viewed favourably. This question elicited a number of wider transport concerns from our respondents, which are summarised here. One recurring area of concern relates to the availability, frequency and accessibilty of public transport- and it is recognised that this is a key factor in allowing people to travel actively as part of a multi-modal journey. The distance between homes and services, jobs and trip generators was cited by some as too far for active travel. Concerns were raised around the increase in motor traffic, road use and congestion, resulting from population and housing growth, making the roads more hostile to active travel users. Although travelling distance will be a barrier to some members of the community, (as with a lack of desire to use active travel) it is clear that there is high awareness of the transport and travel impacts of a rapidly increasing population. Table 5. A summary of key themes reported in the ‘additional comments’ section to Q5 of the survey. Key themes discussed in the additional comments to Q5 Frequency 18% 15% 21% 31% 15% 0 10 20 30 40 50 60 Strongly Disagree Disagree Neutral Agree Strongly Agree NUMBER OF RESPONDENTS Page 600 of 633
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Bus services need to increase (and be fully accessible) to allow for multi-modal journeys 17 Midlothian Council need to deliver safe and well-connected routes (including links to isolated communities) and address the A720 (city bypass) severance 14 There are not enough services and jobs near to homes for active travel/the 20-minute neighbourhood to work 14 The amount of new housing is causing more traffic and busier roads/lack of infrastructure- making active travel unappealing 6 Local high streets need to be attractive and offer services close to people’s homes 6 Some people want to travel much wider/further for multiple reasons/benefits 5 Get children active through training and facilities in schools 5 Planning needs to ensure that housing includes or is close to services 3 There needs to be the desire for people to use the network 3 Twenty minutes by active travel is too long for some of the elderly population 3 Planning should ensure that new housing is conducive to active travel, and this is well sign posted, and provided from the outset 3 Question 6. To what extent do you agree that ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’ addresses strategic policy challenges? The results from Q6 are presented in Figure 6., with over a quarter of respondents stating that the strategy fully addresses the key strategic policy challenges. A further 55% agree that these are partly addressed, with 19% stating that these are not addressed. Figure 6. Responses to the survey question: To what extent do you agree that ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’ addresses strategic policy challenges? As presented in Table 6, the most common feedback related to public transport provision and public transport journey times being of primary importance in tackling the strategic policy challenges. Other recurring themes indicate a desire to see quick delivery and a lack of funding availability and reference to current road conditions. Changes to town centres and better connections to rural areas were cited as necessary for an increase in local and longer journeys by active travel. Table 6. A summary of key themes reported in the ‘additional comments’ section to Q6 of the survey. Key themes discussed in the additional comments to Q6 Frequency Public transport provision/journey time should be the top priority 19 We need action ASAP and outcomes 11 Concerns over availability of funding and regional/national direction 7 19% 55% 26% 0 20 40 60 80 100 120 Not at all Partly Fully NUMBER OF RESPONDENTS Page 601 of 633
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Not everyone has the desire/ability to use active travel or public transport 6 More focus needed on local travel/basic changes and town centre active travel 6 Road infrastructure and conditions need to be addressed 5 Rural areas need to be addressed 4 Money would be better spent elsewhere 4 Need more transport connections/hubs for multi-modal journeys 4 Question 7. How well do you feel the strategy and route action plan address the need for small scale local improvements? (this includes routes to school; removal of physical barriers; provision of dropped kerbs, junction and crossing improvements)? The results from Q7 are presented in Figure 7., with 36% of respondents stating that the strategy and route action plan address the need for small scale local improvements either very well or quite well, a further 33% stating that they slightly achieve this, 20% providing a neutral response, and 11% stating that this is not achieved at all. Figure 7. Responses to the survey question: How well do you feel the strategy and route action plan address the need for small scale local improvements? (this includes routes to school; removal of physical barriers; provision of dropped kerbs, junction and crossing improvements)? Table 7 again shows concerns over funding availability and the realistic implementation of local small- scale improvements. There is support for the proposals, and for the maintenance and up-keep of existing routes. New in this section were suggestions that parking restrictions would help to increase active travel use locally. Improved street lighting and road safety are both needed, as is regular updates to the route action plan with input from local communities. Table 7. A summary of key themes reported in the ‘additional comments’ section to Q7 of the survey. Key themes discussed in the additional comments to Q7 Frequency Concerns over funding availability and implementation 7 Vegetation clearance and other maintenance will have a big impact/much needed 5 Very well- action is needed now 4 Parking restrictions (at destinations as well as in new developments) will increase use of Active Travel 4 Road safety and traffic management is the biggest concern 3 11% 20% 33% 28% 8% 0 10 20 30 40 50 60 70 Not at all Neutral Slightly Quite well Very well NUMBER OF RESPONDENTS Page 602 of 633
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This needs to be updated regularly with input from local users and community groups 3 Improved street lighting is important 3 Question 8. How well do you feel the strategy addresses the need for larger scale strategic connections (including villages to towns; towns to towns; cross-boundary journeys into other local authorities)? The results from Q8 are presented in Figure 8., with 32% of respondents agreeing that the strategy addresses the need for larger scale strategic connections very well or quite well, 29% feel that this is slightly achieved, 21% that this has not been achieved at all, with 18% providing a neutral response. Figure 8. Responses to the survey question: How well do you feel the strategy addresses the need for larger scale strategic connections (including villages to towns; towns to towns; cross-boundary journeys into other local authorities)? Table 8 shows respondents concerns around public transport service levels to connect communities. Comments were provided in support of the ambition and intentions to provide active travel connections to Edinburgh and East Lothian, and addressing barriers and gaps in the network at Shawfair and crossing the A720 (City bypass). There were some concerns over the availability of funding and resources, and a desire to see action on the ground at a quicker pace. Table 8. A summary of key themes reported in the ‘additional comments’ section to Q8 of the survey. Key themes discussed in the additional comments to Q8 Frequency Better and more frequent public transport is needed for connecting communities 10 Very supportive of the intentions/ambition 6 Concerns over funding sources and/or political support 6 Supportive of connections into Edinburgh 4 Supportive of connections into East Lothian from Shawfair 4 Resources could be better used elsewhere 4 Connections over the A720 at Shawfair/Sheriffhall are much needed 3 We need to see action not just words 3 21% 18% 29% 21% 11% 0 10 20 30 40 50 60 Not at all Neutral Slightly Quite well Very well NUMBER OF RESPONDENTS Page 603 of 633
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Question 9. To what extent do you agree that we have developed a fair and sensible approach to prioritising routes? The results from Q9 are presented in Figure 9., with 41% of respondents either agreeing or strongly agreeing with the approach taken to prioritising routes. A neutral response was provided by 32% of respondents, with 28% either disagreeing or strongly disagreeing. Figure 9. Responses to the survey question- To what extent do you agree that we have developed a fair and sensible approach to prioritising routes? Table 9. A summary of key themes reported in the ‘additional comments’ section to Q9 of the survey. Key themes discussed in the additional comments to Q9 Frequency Better bus services and public transport provision is needed 5 Looks good but concerns over funding availability/deliverability 4 Great plan/good approach 4 Existing routes and maintenance need to be given as much priority as new and planned routes/areas 3 Question 10. Question 10 gathered suggestions for routes not already identified in the draft route action plan. None of the new routes suggested had a frequency count of more than 2 respondents, but included improving facilities on Roslin Glen Road- between Roslin and Rosewell, and links to the Country Park; improvements to the existing multi-user path along Gilmerton Road; Newtongrange to Newbattle via former the former railway and railway bridge; and an off-road route from Edinburgh to the Scottish Borders adjacent to the A7, and improvements in Bonnyrigg Town Centre. Improvements to Sheriffhall Roundabout were also mentioned on several occasions- however this has not been included in the route action plan due to its management by Transport Scotland. Responses highlighted the demand for works already planned, including better crossings of the A720 to connect with routes into the City; improved links within and between Shawfair, Newton Village and Fort Kinnaird; and crossing the A7 at the Sun Inn/Lothian Bridge, Question 11. 14% 14% 32% 28% 13% 0 10 20 30 40 50 60 Strongly Disagree Disagree Neutral Agree Strongly Agree NUMBER OF RESPONDENTS Page 604 of 633
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Question 11 provided an opportunity for respondents to raise any other comments that they had with respect to the strategy and route action plan more generally. Many of the themes discussed reiterated what has been identified in previous questions, including support for the strategy, and its need. Concerns over a lack of action or funding were raised, with some suggesting that this was a box-ticking exercise. The priority around public transport improvements and road condition improvements were reiterated by some respondents. 3 Stakeholder consultation results. A total of 13 responses were received from stakeholders/organisations, with 8 of these being completed using the same survey response forms as the public, and 5 responses (provided by our 3 neighbouring local authorities, Spokes and Sustrans) submitted directly to the Council via the form of more general feedback. The results of all responses are summarised below. Question 1. To what extent do you agree that the strategy will help us to expand the active travel network and improve its accessibility, connectivity, and maintenance? East Lothian, City of Edinburgh Council and Scottish Borders Council all support the cross-boundary routes proposed, and on-going collaboration between officers to support cross-boundary route development and work to deliver a cohesive network. Comments from the survey and the general feedback referred to: • The ambitious and encouraging nature of the strategy • Support for the routes presented in the action plan, and the intentions of the strategy • Recognition that the route action plan will help achieve a coherent and direct cycling network • Opportunities to align with and cooperate with other green and sustainable energy strategies • Support for ‘School Streets’ and suggestions to roll this out across the whole local authority • Recognition that the strategy provides a good balance between new infrastructure and behaviour change investment. • The need for transparency and clarity on deliverability and funding availability • Suggestions to include route maps alongside the route action plan • Support for active/sustainable travel input at the development management stage of planning • Support for more transparency on route maintenance and reporting • The importance of ensuring that active travel is accessible to all- including children, the elderly, and the risk-averse Question 2. To what extent do you agree that the strategy will help us to address barriers to active travel through promoting and enabling behaviour change? Comments from the survey and the general feedback referred to: • Support for promoting workplace behaviour change initiatives to other employers within Midlothian to build on the work done within the Council and with the public. Page 605 of 633
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• E-bike hire schemes, E-car sharing clubs and shuttle buses having the biggest potential impact on encouraging behaviour change and multi-modal journey uptake. • The importance of providing high-quality infrastructure as an important first step in encouraging/achieving behaviour change- supportive of our ambitions to deliver this. • Suggestions to provide more clarity on monitoring and evaluation to allow evaluation of the impact of initiatives • The requirement for greater clarity on funding availability Question 3. To what extent do you agree that the strategy and the route action plan described in Chapter 7 will help us to track the delivery of new active travel routes? General comments included: • Support for the timescale of the strategy and proposals to update the route action plan as needed • A suggestion to refresh the strategy every 2 years to reflect changes to the policy and funding landscape Question 4. To what extent do you agree that the strategy and the route action plan will allow you to walk, wheel or cycle more in your everyday life? Comments from the survey and general feedback included: • A consensus that the proposed routes/connections would make active travel a safer experience • Delivery of the proposed routes will result in an increase in active travel • Support for the removal of physical barriers where it can be done safely - to allow more people to take part in everyday active travel • A request for more clarity on how businesses could incorporate actions on a practical level • Support to work to best-practice standards for accessibility • Reference to the negative impacts that additional road building and road infrastructure projects could have on the benefits achieved through the Active Travel Strategy and route action plan Question 5. To what extent do you agree that the strategy addresses the future every-day journey needs of a growing and changing population? Comments from the survey and general feedback included: • A feeling that the strategy will act as a good first step to increasing active travel • Recognition of the focus on areas of population growth and the role the strategy will play in connecting new areas of growth to existing active travel infrastructure • The potential to see some transformational change as a result of the strategy • Support for sustainable transport input into the design and build of new housing layouts to allow for 20-minute neighbourhoods and less car dependence • Concerns over a lack of service provision near to new housing developments, leading to increased car dependence Page 606 of 633
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Question 6. To what extent do you agree that ‘On the Move Midlothian: Our Active Travel Strategy for Everyone’ addresses strategic policy challenges? Comments from the survey and general feedback included: • The need to address service provision around housing and population growth to better facilitate 20-minute neighbourhoods and active travel • Requests for improved public transport close to housing to encourage less car dependence • Recognition of the positive impact that providing more people with the opportunity to walk, wheel and cycle more will have on climate, air quality, road safety and biodiversity • Recognition of the economic benefits achievable through improving opportunities for people to travel via cheaper active travel modes Question 7. How well do you feel the strategy and route action plan address the need for small scale local improvements? (this includes routes to school; removal of physical barriers; provision of dropped kerbs, junction and crossing improvements)? The City of Edinburgh Council were supportive of our approach to local neighbourhood improvements and open to collaboration on establishing a forum of volunteers and community groups to address maintenance issues. Support towards auditing the current active travel network was offered by Spokes. City of Edinburgh Council were also supportive of our aim to produce new design guidance, and willing to share learnings. Comments from the survey and general feedback included: • Recognition of the comprehensive nature of the plans and the benefits these will bring to existing users of the network • A suggestion to refresh the project pipeline/route action plan every 2 years to reflect changing drivers, policies and priorities • Support for actions to reduce car dependency around areas of new housing • Support for active travel improvements at major junctions • Support for the provision of direct routes to destinations • Support for the removal of chicane barriers on multi-user paths, unless this cannot be done safely • Support for auditing and maintenance of existing and new infrastructure Question 8. How well do you feel the strategy addresses the need for larger scale strategic connections (including villages to towns; towns to towns; cross-boundary journeys into other local authorities)? There was strong support from neighbouring local authorities to see these links delivered. Scottish Borders Council highlighted their willingness to work together to deliver a long-distance route from Peebles into Midlothian, recognising this as a high-priority route and the significant opportunities of linking Penicuik/Rosewell to Eddleston. East Lothian Council offered their support and commitment to collaborate on cross-boundary connections- with specific reference to areas around Shawfair, Queen Margaret University, Craighall and Cousland. Similarly, there was strong support from CEC to collaborate on cross-boundary routes, particularly at the A720 City Bypass boundary, in agreement Page 607 of 633
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that the A701 crossing at Straiton/Burdiehouse is of the highest priority. All local authorities indicated their eagerness and commitment to continuing discussions with MLC to ensure that the most appropriate route alignments can be delivered. Comments from the survey and general feedback included: • Support for the aims of the strategy and the proposed routes • The need for transparency and clarity on deliverability and funding availability • Suggestions to collaborate with other infrastructure projects, particularly district heating, to deliver large scale connections • Acknowledgement that cross-boundary routes and addressing major junctions at local authority boundaries is of very high importance to achieve a coherent network • Suggestions to prioritise strategic links in north Midlothian • Equal support for rural/off-road connections that will serve more of a recreational purpose Question 9. To what extent do you agree that we have developed a fair and sensible approach to prioritising routes? Comments from the survey and general feedback included: • Reference to the importance of community engagement on route development • Suggestions to collaborate more with public transport providers • Support for collaboration with planning colleagues on route development, to improve multi-modal journey provision • A suggestion to incorporate children’s play into new routes to make journeys more attractive to children. Q10 and Q11. Questions 10 and 11 asked for information on any routes that stakeholders would like to see introduced into the route action plan, that were not already included, along with any other comments. There was strong support for routes already included around the Roslin and Auchendinny areas in particular, and cross-boundary links to ensure a cohesive network across local authority boundaries and the A720 City Bypass. New routes included some smaller scale interventions, alternative alignments to those proposed, crossing provision and improvements to routes to schools. Additional comments were received flagging minor language corrections and updates to facts and figures contained throughout the document. 4 Changes made to the draft ATS following consultation feedback The Active Travel Strategy and Route Action Plan have been updated in response to the feedback received through this consultation exercise. The Route Action Plan (Part 2.1) now provides more clarity on funding and deliverability of each project. This has been addressed through the addition of detail on the relevant stages of design and construction where funding has already been secured, and potential sources of funding that are currently being pursued for all routes identified as ‘very-high’ or ‘high’ priority. The 10-year project pipeline has also now been included as Part 2. within the Strategy document- to provide clarity and Page 608 of 633
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timescales relating to the range of work that is planned, in addition to the Route Action Plan. This expands on the text within the Strategy, and covers timelines and delivery plans for behaviour change activities, and other programmes of work including the delivery of cycle storage, maintenance works, rural road improvements, multi-modal journey hubs and bench provision. Requests for more monitoring and evaluation of the Strategy and programmes of work have been addressed through revisions to the ‘Aims, objectives and Indicators’ section, which now includes greater detail on actions, sources of data, baseline data, targets, and methods of monitoring and evaluation. Both the ‘Aims, objectives and indicators’ section and the ‘10-year project pipeline’ include more detail on collaboration with public transport providers and workstreams that will help to address multi-modal journey options and public transport accessibility. A map of routes has been produced and will be made available and updated along with the Route Action Plan, taking on board community and consultation feedback at regular intervals throughout the lifetime of the Strategy, as projects progress and new work is planned. Routes identified in Q10 that are not already listed in the Action Plan have been recorded and investigated for feasibility. If not addressed by similar/alternative routes in this version of the Action Plan, they have been noted and will be introduced into the scoring matrix for prioritisation in the next update of the Route Action Plan. Routes that relate more specifically to travel to school and crossing provision, or smaller scale neighbourhood level interventions have been reported to our Schools Travel Planning and Roads Teams for consideration for TS Teir 1 level funding. Page 609 of 633
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Midlothian Council Tuesday 17 December 2024 Item No: 8.13 Animal Boarding Establishment Licence Conditions Report by Derek Oliver, Chief Officer – Place Report for Decision 1 Recommendations Council is recommended to approve the proposed conditions for an animal boarding establishment licence (appendix C) in relation to commercial kennels and catteries. 2 Purpose of Report/Executive Summary To inform the Council of proposed conditions for animal boarding establishment licences (kennels and catteries) and seek approval for implementation. Date: 27th November 2024 Report Contact: Laura Gunning, Principal Environmental Health Officer laura.gunning@midlothian.gov.uk Page 610 of 633
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2 3 Background/Main Body of Report 3.1 All animal boarding establishments providing accommodation for other people’s dogs or cats require a licence from Midlothian Council under The Animal Boarding Establishments Act 1963. This Act requires a licence to be renewed every year and provides power of entry (Section 2 of The Act) for authorised officers to conduct premises inspection. The proposed conditions (Appendix C) are considered necessary and incorporate the good practice measures of the Scottish Government Codes of Practice for the welfare of dogs and cats. They extend the requirements of the licence conditions to further secure the following : • General conditions (licence display, insurance) • Accommodation specifications • Exercise facilities • Disease control measures • Management/supervision criteria • Fire safety & emergency precautions • Registration records Adopting the proposed licence conditions will provide authorised inspecting officers with improved scope for ensuring compliant premises operation and sufficient standards of animal welfare. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource No significant impact. The Protective Services Public Health and Environmental Protection team already have appointed authorised officers who conduct animal licensing premises inspection. 4.2 Digital No specific additional requirements. 4.3 Risk The recent increased popularity of XL Bully ownership demonstrates the changing risks involved with animal welfare premises. Strengthening licence conditions provides an opportunity for tighter regulation and control. 4.4 Ensuring Equalities (if required a separate IIA must be completed) Not required. 4.4 Additional Report Implications (See Appendix A) See Appendix A Page 611 of 633
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3 Appendices Appendix A – Additional Report Implications Appendix B – Background information/links Appendix C – Proposed animal boarding licence conditions (kennels and catteries) Page 612 of 633
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4 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Midlothian will be healthier Midlothian will be safer A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value There are no cost implications. A.5 Involving Communities and Other Stakeholders Other Local Authorities and Scottish Government guidance have been consulted during the preparation of this report. A.6 Impact on Performance and Outcomes This will tighten licensing control of animal boarding establishments and drive improved standards of operation. A.7 Adopting a Preventative Approach Implementation of the proposed conditions will improve the risk management of licensed premise operation. A.8 Supporting Sustainable Development Not applicable Page 613 of 633
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5 APPENDIX B - Background information / links Animal Boarding Establishments Act 1963: https://www.legislation.gov.uk/ukpga/1963/43 Code of practice for the welfare of dogs Scotland 2010 - Welfare of dogs: code of practice - gov.scot Code of practice for the welfare of cats Scotland 2010 - Welfare of cats: code of practice - gov.scot Page 614 of 633
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6 APPENDIX C – Proposed animal boarding licence conditions (kennels and catteries) Midlothian Council BOARDING ESTABLISHMENT (KENNELS / CATTERIES) LICENCE CONDITIONS ANIMAL BOARDING ESTABLISHMENTS ACT 1963 CODE OF PRACTICE FOR THE WELFARE OF DOGS SCOTLAND 2010* CODE OF PRACTICE FOR THE WELFARE OF CATS SCOTLAND 2010* (*Although the Code does not have legislative effect, it is intended to promote and give examples of good practice. Failure to comply with a provision of this Code, whilst not an offence in itself, may be relied upon as tending to establish liability where a person has been accused of an offence under Part 2 of the Act.) GENERAL CONDITIONS Licence Display 1. A copy of this licence must be suitably displayed to the public in a prominent position in the boarding establishment. Insurance 2. The Licensee must ensure that the establishment is covered by adequate and suitable public liability insurance and, where necessary, adequate and suitable employers liability insurance. Use, Number and Type of Animal 3. The number of dogs accommodated at the establishment at any one time shall not exceed [ ]. The number of cats accommodated at the establishment at any one time shall not exceed [ ]. Page 615 of 633
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7 4. No animals other than specified in the licence may be boarded in relation to the licenced activity. Accommodation 5. Accommodation provided for animals must in all respects, be suitable as regards construction, size of quarters, exercising facilities, temperature, lighting, ventilation and cleanliness. 6. Walls should be built from bricks, mortar or breeze blocks. If wood is used in existing construction it must be smooth and treated to render it impervious. Any exposed wood in animal areas must be sealed, i.e. with a suitable animal-safe paint. 7. Each kennel must contain an adequately sized sleeping area and be suitably accessible for cleaning. 8. Catteries must make allowances for the increased prevalence of respiratory disease and climbing agility. 9. All animals accommodated at the premises must be provided with suitable bedding material and must be given adequate exercise. 10. Exercise facilities shall be provided as follows: • Dogs: All small runs must be paved or surfaced in such a way as to allow adequate cleansing and disinfection. Grass runs are only allowable in paddocks large enough to prevent the ground from becoming unduly fouled or trodden and the entrance and inside perimeter should be paved or surfaced with suitable material. • Cats: Cat compartments where there is inadequate room for exercise should be serviced by a fully paved and securely enclosed exercise area of adequate size. 11. The sleeping accommodation should be maintained at an adequate temperature and draught and damp should be excluded. 12. The accommodation should be lighted by a source of daylight with adequate supplementary artificial light to allow the proper working and cleaning of the compartments. 13. Ventilation should be adequate to maintain the atmosphere of the sleeping quarters of the animals clean and draught free. Page 616 of 633
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8 14. The accommodation and ancillary establishment, kitchen, corridors, runs, etc. should be maintained in a state of cleanliness conducive to maintenance of disease control and animal comfort. All excreta and soiled material should be removed at least once daily and more often if necessary from all living compartments and exercise areas. The floors of living compartments must be kept clean and dry. 15. All reasonable precautions shall be taken to prevent illegal access to or escape of the animals. 16. If a collection and delivery service is provided, a suitable vehicle with a dog guard or fixed and secure cage in the rear must be provided. Guidance: Please follow the advice listed in the Code of Practice for the Welfare of Dogs & Cats Health and Welfare/Disease Control 17. Suitable food and drink must be provided for all animals. Fresh drinking water must be available at all times (unless advised otherwise by a veterinary surgeon) and the drinking vessel cleaned daily. The water must be changed at least twice a day. 18. All bulk supplies of food must be kept in rat-proof containers. 19. Whilst animals are boarded at the establishment, there must always be someone resident at the premises, and all animals must be visited at suitable intervals. 20. All reasonable precautions must be taken to prevent and control the spread, among the animals and/ or people, of infectious or contagious diseases, pathogens and parasites, including the provision of adequate isolation facilities which must be a minimum of 5 m from the main kennels. Guidance: Please follow the advice listed in the Code of Practice for the Welfare of Dogs & Cats Management 21. A fit and proper person should always be present to exercise supervision and deal with emergencies. In case of absence of the responsible resident, the licensee shall appoint a responsible person residing within reasonable distance of the premises to have custody of a duplicate key. The name and address and telephone number of such person shall be displayed in legible characters on the front door, or Page 617 of 633
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9 windows of the premises and be notified to the local fire brigade and police. 22. A written training policy must be prepared for any staff involved in the care of the boarded dogs/cats. Training records should show that there has been a systematic training of staff. 23. All areas in use by dogs and cats must be kept clean and free from accumulations of dirt and dust and must be kept in such a manner as to be conducive to maintenance of disease control and dog comfort. 24. Facilities should be provided for the collection of all used bedding and cat litter and other waste material which should be disposed of by a registered waste contractor or other suitable nuisance free arrangement. 25. Feeding utensils should be satisfactorily cleaned or disposed of after each feed. A kitchen must be provided for preparing the animals’ food and must be kept clean and vermin-free at all times. Refrigeration facilities must be provided where fresh meat is used. All bulk supplies of food must be kept in rat and mouse proof containers. 26. All excreta and soiled material must be removed from all areas used by dogs and cats at regular intervals and more if necessary and stored in a manner as to avoid nuisance to neighbours. 27. All bedding areas must be kept clean and dry. Cats must be provided at all times with a sanitary tray. 28. Facilities must be provided for the proper reception, storage and disposal of all waste. Particular care should be taken to segregate clinical waste arising from the treatment and handling of dogs/cats with infectious diseases. The final route for all such waste shall comply with current waste regulations. 29. Measures must be taken to minimise the risks from rodents, insects and other pests within the premises. Fire Safety & Other Emergency Precautions 30. Appropriate steps must be taken for the protection of animals in case of fire or other emergency. 31. All heating & electrical appliances must be regularly maintained and of such construction as to constitute no risk of fire. Page 618 of 633
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10 32. A written fire warning procedure and emergency evacuation plan – including details of where dogs are to be evacuated to in the event of a fire or other emergency – must be drawn up, brought to the attention of those involved in the boarding arrangements and displayed on the premises. The emergency evacuation plan must be practiced periodically and a record kept of the occasions and a review made as to the effectiveness of the procedure. The Licensee must have suitable prior arrangements for the temporary boarding of dogs/cats in the event that the licensed premises is rendered uninhabitable. 33. Fire detection equipment must be provided in accordance with general advice given by the Fire Safety Officer. Register of Animals 34. A register must be kept of all dogs boarded. The information kept must include the following: • Date of arrival • Name of dog, any identification system such as microchip number, tattoo • Description, breed, age and gender of dog • Name, address and telephone number of owner or keeper • Name, address and telephone number of a contact person whilst boarded • Name, address and telephone number of dog’s veterinary surgeon • Anticipated and actual date of departure • Proof of current vaccinations, medical history and requirements • Health, welfare nutritional and exercise requirements 35. Such register to be available for inspection at all times by an Officer of the local authority, veterinary surgeon or veterinary practitioner authorised under Section 2(1) of the Animal Boarding Establishments Act, 1963. 36. The register must be retained, kept readily available for a period of not less than 2 years and kept in such a manner as to allow an authorised officer easy access to such information. 37. If medication is to be administered, this must be recorded on the register. 38. Where records are computerised, a back-up copy must be kept. 39. A register must be kept containing a description of any animals received into the establishment, date of arrival and departure, and the Page 619 of 633
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11 name and address of the owner, such register to be available for inspection at all times by an Officer of the local authority, veterinary surgeon or veterinary practitioner authorised under Section 2(1) of the Animal Boarding Establishments Act, 1963. Inspection of the Premises 40. The Licensee shall permit any Officer of the local authority, veterinary surgeon or veterinary practitioner authorised by them, to enter the premises at all reasonable times and inspect the premises and any animals found thereon or anything found therein. Staff 41. Washing and lavatory facilities must be available for staff 42. All staff (including volunteers) should be adequately trained in the operation of the boarding establishment and in the work they are expected to carry out. Page 620 of 633
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Midlothian Council Tuesday 17 December 2024 Item No 8.14 Motorhome Overnight Parking Report by Fiona Robertson Executive Director Children, Young People and Partnerships Report for Decision 1 Recommendations Council is requested to: • Approve a pilot project to establish overnight motorhome parking at identified sites across Midlothian; • Delegate authority to the Executive Director Children, Young People and Partnerships to set overnight parking charges for motorhomes based on availability of facilities and having benchmarked charges nationally; • Agree that a report is brought back to council on the outcome of the pilot for its consideration. 2 Purpose of Report/Executive Summary The purpose of this report is to seek approval to establish single overnight motorhome parking at identified sites across Midlothian. 12 November 2024 Report Contact: Fiona Robertson Fiona.Robertson@midlothian.gov.uk Page 621 of 633
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3 Background/Main Body of Report 3.1 Midlothian has a number of award-winning destinations on its doorstep from world famous tourist attractions to award winning restaurants and bars and expansive green space where tourists can explore our history and have fun. 3.2 The pilot project to establish single stay overnight parking for motorhomes will open up new opportunities for more visitors to experience much of what is on offer within Midlothian. It is evident that a growing form of tourism brings not only challenges but opportunities for stakeholders who live in and visit Midlothian. The pilot project will consider the impact of establishing overnight motorhome parking on nearby residents, landowners, Community Councils and other visitors. 3.3 It is anticipated that an overnight motorhome parking project will be established in the first instance at Vogrie Country Park near Gorebridge which offers visitors an opportunity to explore the park and woodland and use an onsite café. Single overnight stays will be permitted in the overspill carpark which will reduce the impact on day visitors. Single overnight stays are not subject to planning conditions associated with longer stays.. Assessment of other locations where self-contained motorhome vehicles can park for an overnight stay allowing the occupants to sleep in their vehicle will also be progressed. 3.4 There will be no provision for items of equipment to be placed outside of the motorhome and no on-site facilities available overnight which is why vehicles must have washing, toilet and waste storage facilities on board. The aim is purely to provide a single night’s stay. The normal terms and conditions of the car park will apply outside of the operating hours (for example users must pay the appropriate parking charge where charges apply). Vehicles found to be in contravention of the rules may be subject to a Penalty Charge Notice (PCN). 3.5 Initial exploration of the Vogrie Country Park site suggests it may be feasible to accommodate 8-10 motorhomes overnight within designated bays. Overnight parking requires motorhomes to be parked 3 meters apart and the number of designated bays will be adjusted to reflect this specification. 3.5 Indicative Charges Information on the number of spaces, size of motorhome permitted, parking availability and online payment will be available on the Council’s website. A Frequently Asked Questions document on overnight parking will also be available to download on the website. Charges vary dependant on the facilities available and payments will be made via a Council online booking system. For example: • £12 single overnight stay, operating hours 6pm-8am, no facilities • £10 single overnight stay, toilets open overnight • £17 single overnight stay, Black and grey wastewater disposal available, as well as a fresh water point • Penalty Charge Notice (£25) Charges will be set based on the facilities available to users and taking into account any additional costs associated with monitoring compliance with the parking terms and conditions. Page 622 of 633
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource This initiative may generate income for Midlothian Council that could be reinvested in projects to embed wider financial, social and environmental value and mitigate efficiencies arising from current financial challenges. A short life cross council working group has been established to support the establishment of identified parking sites and required infrastructure. 4.2 Digital Digital support will be required to create the online platform to support the overnight motorhome parking information, pitch availability and payment process. 4.3 Risk Most motorhome users comply with the terms and conditions for overnight parking, including disposal of black and grey waste. We will be closely monitoring the pilot project to ensure compliance with the parking permit. 4.4 Ensuring Equalities (if required a separate IIA must be completed) This report does not recommend any change to policy pr practice and therefore does not require an equalities impact assessment. 4.4 Additional Report Implications (See Appendix A) No additional report implications Appendices Page 623 of 633
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative x 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 x Innovative and Ambitious None of the above A.4 Delivering Best Value This pilot project could potentially maximise uitilisation of existing assets in Midlothian A.5 Involving Communities and Other Stakeholders Informal consultation will take place with communities and other stakeholders as required. A.6 Impact on Performance and Outcomes Insert text here A.7 Adopting a Preventative Approach Insert text here A.8 Supporting Sustainable Development Insert text here Page 624 of 633
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Midlothian Council 17 December 2024 Item No 8.15 Capital Plan Prioritisation – Progress Report Report by Kevin Anderson, Executive Director - Place Report for Information 1 Recommendations Council is recommended to; a) note the actions to date to reprofile the available resources on our Capital Plan priorities b) note that further consideration needs to be given to further reducing the size of the existing General Services Capital Plan (GSCP) in the context of a balanced Medium Term Financial Strategy c) note a revised plan of recommended project changes towards an affordable GSCP is scheduled with a timescale for the Council Meeting on 25 February 2025 2 Purpose of Report/Executive Summary The report details the progress to date in reducing the capital plan and the requirement for delivery of the remaining workstream areas being revised to complete the exercise. The rationale for this is to ensure that an effective strategy is in place, is achievable and affordable. The Capital Plan Prioritisation is being carried out to agree an appropriate and required level of borrowing in the context of a financially sustainable MTFS and while this is an ongoing piece of work, a significant element of this has been progressed as referenced in the paper. Date: 3 December 2024 Report Contact: Name: Kevin Anderson, Executive Director – Place Email: kevin.anderson@midlothian.gov.uk Page 625 of 633
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3 Background 3.1 The Capital Strategy outlines the Council’s corporate priorities and the considerations required relating to funding, governance and assessing affordability. There is recognition of a need to balance investment in maintaining and enhancing existing infrastructure against the ambition for developing new assets. 3.2 Key to the strategy is making the best use of the capital resources available. There is a requirement to demonstrate that capital expenditure and investment decisions are taken in line with corporate aims and objectives and take account of value for money, sustainability and affordability. 3.3 Our capital investment is restricted in terms of affordability and our investment need goes beyond the resources available, so we prioritise resources and continue to review all funding options and models available. Any increase in the General Services Capital Plan (GSCP) debt as a percentage of net revenue stream ratio must be supported by clear, evidenced progress in bridging the gap between recurring expenditure and recurring income. 3.4 Our Medium-Term Financial Strategy recognises that the Council is operating with finite resource and that affordability and sustainability associated with capital investment and the associated revenue consequences will continue to be challenging. 3.5 The Capital Investment Strategy 2018 – 2028 agreed by the Council on 26 June 2018, comprised of investment over its 10 year period. Clearly it was difficult to fully anticipate the local authority environment over such a long period, so an element of the strategy represented aspiration and expectation rather than certainty, particularly given the affordability gap for the projects currently identified and costed. 3.6 The response to the Covid pandemic, EU exit and the war in Ukraine has led to a significant increase in construction inflation driven by shortages in the supply of materials and labour and forced a rethink in our investment plans. 3.7 Recognising that in this environment it will not be possible to deliver the agreed plan within the available resources a review to establish options to deliver the Council’s priorities has been undertaken. What is proposed is that we focus the resources we have on our priorities and critical building projects. 4 Actions implemented 4.1 Council approved at the meeting on 27 February 2024 to adopt a longer-term strategic planning approach through the Strategic Infrastructure Investment Framework for future capital investment and asset management. Council also agreed to establish a forum for continued elected member involvement in a cross-party group for governance of the Capital Plan and Infrastructure investment into the Business Transformation Steering Group remit as the Investment Strategy Group. After the Capital Plan Prioritisation work to date the impact on MTFS reduced the projected budget gap by £5.046 million. Page 626 of 633
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Capital Plan Workstream Action Council Report approval Asset Management Following Council approval the Shawfair Town Centre Site missives were concluded, and the site acquired from Network Rail Infrastructure Limited for education purposes. Midlothian High Schools surveys including condition & suitability completed, costed and reported to BTSG. Midlothian House options report to realise recurring savings Digital Transformation Strategy December 2023 12 November 2024 12 November 2024 Children, Young People & Education Approved the inclusion in the General Services Capital Plan for: i the extension of Bilston Primary; ii the extension of Mauricewood Primary, both expected to be fully funded by developer contributions (so no overall net borrowing cost to the Council); iii expansion of Hawthornden & Mount Esk to provide dedicated Additional Support Needs (ASN) provision for Lasswade CHS and relocate Mount Esk ELC provision to Hawthornden PS, expected to be fully funded by developer contributions and early years funding (so no overall net borrowing cost to Council) Inclusion of Backlog Upgrades to existing schools (King’s Park, Rosewell, Mauricewood and Newtongrange Primaries) where the originally proposed extension/refurbishment project is no longer proposed to progress. 7 May 2024 Regeneration & Development The New Building Contract for Destination Hillend not proceeded, with a revised replacement to reduce the footprint of the building with a focus on facilities essential to the wider business case to protect the level of revenue generated on site. Noting the extent of saving to be made is reviewed and presented to Council in the form of a revised Business Case once this exercise is complete. 7 May 2024 Transport, Energy & Infrastructure Deferral, pause or deletion of £10.604 million of capital expenditure, against a target of £71.901 million. Climate Change/Net Zero realignment of the target deadline of 2030 for net zero emissions from the Midlothian Council estate to 2045. 21 February 2023 12 November 2024 Page 627 of 633
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5 Actions to be completed 5.1 Remaining activity towards an affordable General Services Capital Plan (GSCP) is scheduled with a timescale for the Council Meeting on 25 February, 2025 Capital Plan Workstream Activity Status Asset Management Primary Schools condition surveys completed. Primary School suitability assessments to be completed and works costed. Children, Young People & Education Edge Analytics are appointed to review all school pupil roll projections. The output of this exercise will be used to inform the Dalkeith/ Shawfair Education Solution. Gorebridge Roll projections continue to be monitored to establish timing of expansion of school provision within this catchment, with further work to be undertaken to identify sites within the Gorebridge area that would be suitable for a Secondary School (preferably on land owned by Council). Newbattle extension to existing Newbattle High School to be explored within existing site capable of accommodating increase in capacity. Developer Contributions guidance and policy position will be reviewed as part of the MLDP2 process and also review individual agreements where a developer applies for a modification. Noting that the developer contributions are required to mitigate the identified (in the local plan) impact from development. MLDP2 may see an increase in contributions in some cases and a decrease in other cases. Regeneration & Development Destination Hillend – Main Building & Facilities, Zipline, Glamping franchise, etc Next phase to be revised and reported to Council Transport,. Energy & Infrastructure Fleet and Plant Asset Replacement Budget for 2025/26 to 2029/30 BTSG report agreed and will be incorporated into MTFS base budget reporting to Council in February 2025 6 Learning Estate Strategy 6.1 Further work is required to the Shawfair All Through Education Campus to review the strategy, developer contributions and associated costs for the education provision. 6.2 Additional Support Needs (ASN) The continued increase in population coupled with the continued growing increase in children with ASN continues to exceed the capacity we have within Midlothian to meet the needs of our learners within our authority. Future consideration of Capital funding is required to deliver ASN learning estate projects, based on current projection figures. Page 628 of 633
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6.3 Learning Estate Capacity; due to the delay in the delivery of a number of learning estate projects, ongoing validation of school pupil data we are now facing a challenge to place catchment pupils into some secondary schools. 7 Report Implications (Resource, Digital and Risk) 7.1 Resource The Capital Plan will continue to be subject to review on a regular basis. Affordability and sustainability will be a key feature of assessment and in the coming years is likely to remain challenging whereby investment needs are likely to continue to outweigh the affordable level of funding available. There are a number of funding sources that contribute to financing the Capital Plan. When preparing the ten-year capital plan, a number of assumptions are made in relation to each of the possible funding streams: • An estimate is made of general and specific capital grants from Scottish Government • Capital receipts are estimated based on the likely assets which may be disposed of over the life of the plan • All known contributions from revenue budgets • An estimate is made of the affordable and sustainable level of borrowing, taking cognisance of the long-term nature of the cost of borrowing • Other innovative funding sources including the ESES City Region Deal • Developer contributions are a significant funding source given the predicted level of strategic growth. • Any planned commitments from reserves • Each time the Capital Investment Plan is reviewed we will assess the available level of funding compared to the investment needs. 7.2 Digital There are no digital implications of this report. 7.3 Risk The risk is of emerging financial risks associated with the need to meet identified affordability targets in the General Services Capital Plan. Following approval of the Capital Investment Plan, regular monitoring is undertaken and reported to Committee. Rephasing of capital expenditure is carried out on an annual basis. During the Capital Investment Plan review, consideration is given to the overall affordability and costs of borrowing. This is assessed in line with the Council’s Medium Term Financial Strategy and the revenue budget process. 7.4 Ensuring Equalities (if required a separate IIA must be completed) Page 629 of 633
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An IIA is not required at this stage. 7.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 630 of 633
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Actively managing priorities within the GSCP will ensure that capital investment required to ensure Midlothian Council’s priorities as set out in the Single Midlothian Plan are achieved in a financially sustainable way. To determine the level of investment required the Council will continue to undertake a Capital Plan Review process. This process is robust, comprehensive and designed to critically review the existing investment plan as well as considering future investment needs of the Council to ensure these are in line with the key investment priorities set out in the strategy. The process involves: • Critical assessment of the current plan to identify cost pressures, phasing and status of project • Assessment of new pressures, requirements and additional investment needs • Financial modelling and affordability testing • Scenario planning • Consultation with relevant stakeholders including Services, Corporate Management Team and Elected Members • Elected Members approve the Capital Investment Plan A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above Page 631 of 633
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A.4 Delivering Best Value The Capital Planning process aims to deliver Best Value as making the best use of public resources with clear plans and strategies in place, and with sound governance and strong leadership, the council will be well placed to ensure that all its resources are deployed to achieve its strategic priorities, meet the needs of its communities and deliver continuous improvement. A.5 Involving Communities and Other Stakeholders Midlothian Council is the fastest growing local authority in Scotland and is currently holding developer contributions totalling £50.3m. The use of planning obligations is a key element of the development management duty placed on the Council as planning authority. It is the tool to ensure the supporting infrastructure of Midlothian’s settlements are able to grow in step with population growth. The appropriate management of developer contributions assists in ensuring that the infrastructure required to meet our growing communities can be provided. It also reduces the risk of contributions expiring and having to be repaid to developers which would have consequential implications for the Council’s ability to deliver essential infrastructure, the Council’s financial position and the Council’s reputation. The application of developer contributions towards infrastructure will provide for new facilities for our growing communities. Local communities and their elected members are likely to be involved in considerations about facilities to be delivered, in particular where there is an element about of direction about the spending of contributions for example in relation to children’s play and community facilities. External legal advice to the Council in 2023 confirmed that an S75 agreement is a contract between the parties i.e., if the agreement provides that a contribution is to be repaid if not applied or legally committed within a prescribed period that is what the Council is obliged to do. A.6 Impact on Performance and Outcomes Assets make a significant contribution to Council revenue, but also carry holding and maintenance costs along with compliance and income risks. Our backlog maintenance costs continue to increase, and substantial investment is required to meet our net zero aspirations. A.7 Adopting a Preventative Approach Utilising our assets base to efficiently deliver services to support our wider transformation aims. Utilising our assets base to efficiently deliver services to support our wider transformation aims. Page 632 of 633
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A.8 Supporting Sustainable Development Option appraisal guidelines have been developed in the Strategic Infrastructure Investment Framework which allow services to consider systematically whether individual capital projects provide value for money in future planning. An Outline Business Case is completed for all projects of £1m or above being considered for inclusion in the Council's Capital Plan. All Option Appraisals are presented to the Capital Plan & Asset Management Board in the first instance. The Strategic Infrastructure Investment Framework (SIIF) sets out the key principles for decision making around capital investment in Midlothian at a time of financial constraint and is utilised in the option appraisal section of t he Outline Business Case. These key principles are aligned to the Single Midlothian Plan and the Transformation Blueprint. Place Based Designed around the end user in a way that responds to local spatial context and in line with relevant national and Best Practice Guidance (Heat In Buildings) Evidence Based Based on clearly defined objectives and performance metrics. Joined Up Developed in partnership with all relevant Council personnel and if appropriate third sector stakeholders. Community Led Community members engagement Context Specific Accounting for unique attributes surrounding the Council Office campus and proposals for Dalkeith Town Centre Strategically aligned Developed in a way that is consistent with and Contributes towards the Single Midlothian Plan, Local Development Plan, Financial Strategy. Adaptive to Change Developed in a way that factors change to the delivery landscape post- pandemic, record levels of construction costs, EU exit, Local Authority austerity; and in a way that can adapt to any external shocks that may arise in future. Environmentally sustainable With carbon impact of each project option fully understood, monetised and incorporated into the benefits- cost ration calculation Socially Beneficial Benefits to society of each option fully understood including the scope of each option to tackle inequalities Affordable With clear understanding of the capital outlay and how this will be met and the long term revenue cost projections, and how financial sustainability can be assumed, including sensitivity analysis to understand the implications of an future inflation overspend. Page 633 of 633