Agenda Document Pack - Midlothian Council - 13/05/2025
Midlothian Council · 13 May 2025
Back to Midlothian Council — 13 May 2025 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, 13 May 2025 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 164
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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 Midlothian Council meeting of 1 April 2025 submitted for approval 5 - 8 Minute of Midlothian Council meeting of 1 April 2025 submitted for approval 9 - 30 Private Minute Addendum of Council meeting of 1 April 2025 submitted for approval 5.2 Minute Volume Index submitted for approval 31 - 32 5.3 Action Log 33 - 40 6 Questions to the Council Leader No items for discussion 7 Motions No items for discussion 8 Public Reports 8.1 Midlothian Council Annual Performance Report 2023-24, report by Chief Officer Corporate Solutions 41 - 106 Page 2 of 164
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8.2 Refurbishment of Children’s Outdoor Play Areas - Scottish Government Capital Grant and Developer Contributions, report by Chief Officer Place 107 - 116 8.3 A7 Urbanisation – Phase 1, report by Chief Officer Place 117 - 126 8.4 Lothian Esk Catchment Partnership Terms of Reference, report by Chief Officer Place 127 - 144 8.5 Borders Railway 10 Year Anniversary, report by Chief Officer Place 145 - 148 8.6 Housing Services Update, report by Executive Director Place 149 - 164 8.7 Intake Figures and Reserved Places for Primary and Secondary Schools Session 2025/26 Exclusion of Members of the Public (A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPH 9 OF PART 1 OF SCHEDULE 7A TO THE LOCAL GOVERNMENT (SCOTLAND) ACT 1973 - THE RELEVANT REPORTS ARE THEREFORE NOT FOR PUBLICATION; AND (B) TO NOTE THAT NOTWITHSTANDING ANY SUCH RESOLUTION, INFORMATION MAY STILL REQUIRE TO BE RELEASED UNDER THE FREEDOM OF INFORMATION (SCOTLAND) ACT 2002 OR THE ENVIRONMENTAL INFORMATION REGULATIONS 2004. 9 Private Reports 9.1 Dalkeith Regeneration Development Framework – Development Strategy & Business Case, report by Executive Director, Place 10 Date of Next Meeting The next meeting will be held on Tuesday 24 June 2025 at 11am. Page 3 of 164
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Minute of Meeting Midlothian Council Tuesday 13 May 2025 Item No 5.1 Midlothian Special Council Date Time Venue Tuesday 1 April 2025 10.30 am Council Chambers, Midlothian House/Hybrid Present: Provost McCall (Chair) Deputy Provost Bowen Councillor Parry (Council Leader) Councillor Cassidy (Depute Council Leader) Councillor Alexander (attended virtually) Councillor Curran Councillor Drummond Councillor Imrie Councillor McEwan Councillor McKenzie Councillor McManus Councillor Milligan Councillor Pottinger (attended virtually) Councillor Russell Councillor Scott Councillor Smaill Councillor Virgo Councillor Winchester Religious Representatives: In attendance: Dr Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place Fiona Robertson, Executive Director Children, Young People and Partnerships Morag Barrow, Director of Health & Social Care: Midlothian HSCP / Chief Officer to Midlothian IJB Derek Oliver, Chief Officer Place Saty Kaur, Chief Officer Corporate Solutions David Gladwin, Chief Financial Officer (Section 95 Officer) Alan Turpie, Legal and Governance Manager / Monitoring Officer Page 5 of 164
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Paul Johnson, Senior Communities Lifelong Learning & Employability Worker Karen McGowan, Communities, Lifelong Learning & Employability Officer Hannah Forbes, Democratic Services Officer Louise Middleton, Democratic Services Officer Maria Perez, Democratic Services Officer Nicola Thorburn, Democratic Service Officer 1. Welcome, Introductions and Apologies The Provost welcomed everyone to this special meeting of the Midlothian Council and advised that the meeting was open to the public and would be webcast live. There were no apologies received for this meeting. 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. Page 6 of 164
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8. Reports Report No. Report Title Submitted by: 8.1 Review of the Scheme for the Establishment of Community Councils in Midlothian (2025) Executive Director Children, Young People & Partnerships Outline and Summary of Discussion The Executive Director Children, Young People & Partnerships presented the report. The executive summary of this report notes three periods of public engagement and consultation have taken place for this review, as recommended in the Model Scheme for Community Councils and the Good Practice Guide. Following each period of consultation changes were made as appropriate. As the consultation period is at an end and no further amendments are proposed by stakeholders, Council is recommended to approve the new Scheme for the Establishment of Community Councils in Midlothian (2025). The Provost thanked the Executive Director Children, Young People & Partnerships for the report and also thanked Paul Johnson, Senior Communities Lifelong Learning & Employability Worker and Karen McGowan, Communities, Lifelong Learning & Employability Officer for attending the meeting and opened the report up for questions. The Elected Members thanked all of the Community Lifelong Learning & Employability Team for all their hard work and acknowledged this report had already been circulated and consulted on previously, and therefore did not feel any further discussion was required. The report was moved by Councillor Scott, seconded by Councillor Parry. Decision The Council approved the recommendations set out 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, 9 and 11 of Part I of Schedule 7A to the Local Government (Scotland) Act 1973: No Items for discussion. Page 7 of 164
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Date of Next Meeting N/A Page 8 of 164
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INTERNAL USE ONLY DRAFT BY/DATE: REVIEW BY/DATE: 1-993 Minute of Meeting Midlothian Council Tuesday 13 May 2025 Item No 5.1 Midlothian Council Date Time Venue Tuesday 1 April 2025 11.00 Council Chambers and Hybrid Present: Provost McCall (Chair) Deputy Provost Bowen (Deputy Chair) Councillor Parry (Council Leader) Councillor Cassidy (Deputy Council Leader) Councillor Alexander (virtual) Councillor Curran Councillor Drummond Councillor Imrie Councillor McEwan Councillor McKenzie Councillor McManus Councillor Milligan Councillor Pottinger (virtual) Councillor Russell Councillor Scott Councillor Smaill Councillor Virgo Councillor Winchester Religious Representatives None in attendance In attendance: Dr Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place Fiona Robertson, Executive Director Children, Young People and Partnerships Morag Barrow, Director of Health and Social Care: Midlothian Health and Social Care Partnership, Chief Officer to Midlothian Integrated Joint Board David Gladwin, Chief Financial Officer/ Section 95 Officer Derek Oliver, Chief Officer Place Michelle Strong, Education Chief Operating Officer Alan Turpie, Legal and Governance Manager/Monitoring Officer Grant Ballantine, Lead Officer Conservation and Environment Fiona Clandillon, Head of Development Wayne Clark, Group Manager, Roads and Transportation John Delamar, Senior Manager Building Services Magnus Inglis, Resource Officer Education Hannah Forbes, Democratic Services Officer Maria Perez, Democratic Services Officer Nicola Thorburn, Democratic Services Officer Page 9 of 164
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1. Welcome and Apologies The Chair, Provost McCall, welcomed everyone to this meeting of Midlothian Council. There were no apologies submitted. The Chair noted that this meeting will be broadcast live and saved to the Council’s archive. Items heard in private will not be made available to the public. The Chair shared the sad news that David Kennedy, Head of Communications at the Convention of Scottish Local Authorities (COSLA) recently passed away after a short illness. The Chair noted David was known to many in the Chambers. The Chair advised a minute’s silence would be observed for David Kennedy’s memory and invited Elected Members to share their recollections of David. The Chair advised they had known David Kennedy and wife Jane personally since their school days and remained firm friends. David and Jane settled in Howgate where they brought up their two children, Adam and Rachel, the latter of whom also worked at COSLA. David Kennedy was also a very active member of Howgate Community Council. Councillors Parry and Imrie reflected on their own experiences working with David Kennedy, and highlighted David’s commitment to social justice and openness to support Midlothian councillors and residents alike. As well as an invaluable source of support to councillors in his professional life at COSLA David was also known as a kind and likeable person. Elected Members noted David’s passing is a huge loss for Midlothian and for public service in Scotland and added their hearts were with David’s Family. The Chair congratulated Beeslack All Stars disability sports club who recently celebrated their 21st birthday and praised the students from St David’s who were in attendance for the celebration and had fundraised for the club. Councillor Parry congratulated the Chair on their upcoming wedding. Congratulations were reiterated by Group Leaders Councillor Milligan and Councillor Virgo who wished the Chair and their husband a long and happy marriage. 2. Order of Business The order of business is as per the agenda. 3. Declarations of Interest Elected Members were invited to declare their interest in items of the agenda. No declarations of interest were intimated at this stage of the proceedings. Deputations There were no deputations. Page 10 of 164
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4. Minutes of Previous Meeting Report No. Report Title Presented by: 5.1 Minute of Midlothian Council Meeting of 25 February 2025 Executive Director Place The Minute of the Meeting of Midlothian Council from the 25 February 2025 was submitted for approval. The Executive Director Place noted that there was an error on page 5, item 5.1, as the decision states “The Council approved minute of the meeting of 12 November 2024” when it should say “The Council approved the minute of the meeting of 17 December 2024”. Democratic Services also made the following amendments to the minute following the distribution of the agenda, as requested by officers in the lead up to the Council Meeting: The Executive Director Children, Young People and Partnerships noted that item 8.10 that “Council approved the report and its recommendations and amendment” when it should read “Council approved the report and its recommendation.” The Chief Officer Corporate Solutions noted that item 8.2 states “Add in the Housing Officers staffing level report and also to the Action Log please” and that this line should be removed. Councillor Parry raised attention to the letters appended to the minute and confirmed that a roundtable was held with Member of Parliament (MP) Kirsty McNeil, Council Leader and representatives from businesses and Third Sector Organisations in Midlothian to discuss the impact of increased National Insurance employer contributions. Councillor Parry requested the minutes of this meeting be appended to the Minutes of the April Council meeting. Councillor Smaill thanked Councillor Parry for the letter sent to Kirsty McNeill MP on the matter of the £20 million regeneration pledge for Mayfield and expressed disappointment that these funds will not be forthcoming, whereas other local authorities have been granted such funds. Elected Members requested that Council Leader engages with the Midlothian MP to enquire why Mayfield has been excluded given the area’s social problems. Councillor Parry advised they would take this forward. Councillor Curran requested an amendment on the private section of the minute. It was confirmed this would be discussed in the Private Items section of the meeting, and that Elected Members would only be asked to approve the public minute at this time. Councillor Parry moved to approve the public section of the Midlothian Council minute. The motion was seconded by Councillor Cassidy. Decision The minute was approved with the above amendments. Page 11 of 164
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Action Democratic Services Report No. Report Title Presented by: 5.2 Minute Volume Index Executive Director Place The Minute Volume Index was submitted for approval. The Minute Volume Index was moved by Councillor Parry and seconded by Councillor Cassidy. Decision Council approved the Minute Volume Index. Report No. Report Title Presented by: 5.3 Action Log Executive Director Place The Action Log was submitted for noting. Elected Members noted item 24 in the action log states the completion date of the Mauricewood Primary School condition survey as 1 April 2025. A copy of the previous condition survey was shared by the Executive Director Place, but the information on Mauricewood is absent, so Elected Members requested this was provided. The Executive Director Place advised that the condition survey for Mauricewood Primary was completed in 2022, that requested version to be provided to Councillor McEwan, and that a revision is due to take place during the Easter break. Once findings are collated, work packages will be brought to Council for approval. Elected Members noted the contents of the Action Log and agreed for completed actions to be removed. Decision Council noted the Action Log 5. Questions to the Leader of the Council None Page 12 of 164
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6. Motions Report No. Report Title Presented by: 7.1 Feasibility for Bridge Infrastructure Councillor Parry The notice of motion was proposed by Councillor Parry and seconded by Councillor Imrie. Councillor Parry recognised the input of the Planning Department in keeping Midlothian running and improving and facilitating transportation. Midlothian is the fastest growing Local Authority, and the transport network needs to connect areas separated by hills, rivers and glens. Travelling from the East to the West of the Local Authority is a challenge due to areas prone to closures, and doing so on public transport or by bicycle is an even bigger challenge. This motion acknowledges these challenges and encourages Midlothian Council to investigate the use of bridges as a connectivity tool to facilitate travel. There were attempts in the past to re-evaluate the use of existing bridges, like those of the Borders Railway or the Lasswade viaduct however these were abandoned which was described as a missed opportunity. Requesting financial support from the Scottish Government to fund a viability study is seen as a positive step on this direction. Councillor Imrie agreed with the need to seize the opportunity to offer residents more connectivity and noted that as the existing infrastructure is no longer fit for purpose it is appropriate to ask the Scottish Government for funds to conduct a feasibility study to explore a network of bridges. It is hoped this can improve on the existing transport network and include public transport and cycling as part of this infrastructure. This motion was welcomed as the starting point of this journey. Elected Members agreed there are some vulnerabilities, noting weather conditions led to the A68 being out of commission for several weeks. The Executive Director Place advised that the directorate was heavily involved during this and other extreme weather events. The motion was moved by Councillor Parry and seconded by Councillor Imrie. Decision Council approved the motion. Action Council Leader to write to Scottish Government as per action noted in the Motion. 7. Reports and Items for Discussion Report No. Report Title Presented by: 8.1 Lasswade High School Childcare Service Consultation Executive Director Children, Young People and Partnerships Page 13 of 164
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The Executive Director Children, Young People and Partnerships presented the report for decision. This report advises on the outcome of the statutory consultation and proposal to close Lasswade High School Childcare Service as of September 2025 and seeks approval for this recommendation. This service is the only childcare provision under leadership from a secondary school in Midlothian. Currently the nursery serves 10 children of which only one is a full-time placement, and some of the families using the service are not Midlothian residents. Staff absences have also required staff to be transferred from other childcare services as secondary staff are not qualified to cover in the early learning care setting. The closure of the childcare service will also allow the premises to be used for young people in the High School, which may be a necessity given the increase in the school roll. Information sessions were held and one member of the public attended. There was also a consultation held. 62 consultation responses were received of which 11 were in favour to the closing and 51 opposed. The effect of the closure on staff or parents who will lose an affordable childcare option will be kept under review. While the closure will also remove work experience options for young people in Lasswade High School, work experience in nurseries can be provided through other early learning settings in Midlothian. If the proposal is approved, the children in the service will be supported to transition to other early learning settings in Midlothian. The Executive Director Children, Young People and Partnerships noted that Education Scotland conducted an impartial review and produced a report which has been included in the papers. Inspectors agreed the closure will result in benefits for the children in terms of better transitions, and better access to leadership for staff. The Chair thanked the Executive Director Children, Young People and Partnerships for the report and opened it up for discussion. Elected Members noted that while it was sad to see a childcare service close, benefits derived of this closure for staff and families should also be considered. It was also pointed out that a busy High School may not be the best environment for the nursery age children. While the decision to close the childcare service is not one the Council is keen to take, and it is regrettable that it is not the first community service that has closed or reduced hours in Bonnyrigg, financially there is little option but to close this service. The report was moved by Councillor Scott and seconded by Councillor Virgo. Decision Council approved the recommendations in the report. Page 14 of 164
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Report No. Report Title Presented by: 8.2 Intake Figures and Reserved Places for Primary and Secondary Schools Session 2025/2026 Executive Director Children, Young People and Partnerships The Executive Director Children, Young People and Partnerships presented the report for approval. The report seeks Council’s approval to set intake limits and number of reserved spaces in both primary and secondary schools to safeguard places for the catchment's children and young people and manage placing requests. In line with legislation, Education Authorities can reserve places for incoming pupils in catchment area. House building continues to cause pressures in school numbers. Pupil enrolment for the academic session 2025/2026 is well under way however estimated P1 numbers are subject to change as parents of children who are due to start Primary 1 can defer entry by a year. Four schools within Midlothian have increased their intake limit for next year and this will be monitored. Some schools are increasing rolls; 17 primary schools are maintaining the current intake levels from the previous year and Penicuik High School catchment numbers have reduced. Council is requested to: Approve intake levels for Midlothian schools for the academic sessions 2025/26 and reserve places for incoming catchment’s pupils. Delegate authority to the Executive Director Children, Young People and Partnerships to amend the number of reserved places in consultation with the Education Convener should the number of pupils requiring a place at a school significantly increase or decrease - if higher number of P1 defer the number of reserved spaces can be changed. Elected Members acknowledged the housing pressures affecting school numbers, and noted the reserve places need to be kept for families moving into the area or changing schools, since knowing the children will be offered a place in the catchment school provides a sense of certainty for parents. While it is fortunate that schools age population is thriving in Midlothian compared to other areas where school rolls are decreasing, it should also be noted that the effects of COVID are still seen in the children due to start Primary 1, as they have had less socialisation opportunities which may prompt more parents to defer. Councillor Scott moved for the paper to be approved; the motion was seconded by Councillor Parry. Councillor Curran moved an amendment to defer the decision on this paper stating that there is an important document missing. This document is the consultation on intake policy for the academic year 2026/2027, which is due to go live on 02/04/2025 and was not disclosed to Elected Members. Councillor Curran shared the view that the Elected Members would not be able to decide on the paper without Page 15 of 164
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this document, particularly as the admissions policy attached to report as appendix D would effectively become redundant. Councillor Milligan seconded the amendment to defer this decision until the consultation paper was shared with Elected Members. The Resource Officer, Education and Executive Director Children, Young People and Partnerships advised that this report for approval concerns the academic year 2025/2026, not 2026/27 which the consultation refers to and will come to council for decision at a later time. Councillor Curran reiterated that the Elected Members were asked to work in the dark and asked The Chief Executive why the Elected Members were not given access to the document. The Chief Executive acknowledged Councillor Curran’s request and advised they had not had sight of the consultation due to be released tomorrow. Elected Members also reminded Officers of the need to submit papers timeously and in full and raised concerns about the condition of some of the schools mentioned in the report such as Lasswade Primary. The Executive Director Children, Young People and Partnerships noted that this school has not increased its school roll for the next academic year and reminded Elected Members the admissions policy attached to this report is still the current one and there are no changes requested for the academic year starting August 2025. The timing of this report coming to council was decided taking into consideration the deadline for deferral, as this would give the most accurate projections for school roll in the coming academic year. Elected Members also queried whether the report alluding to the Education Convener was correct or whether Convener should be updated to Cabinet Member for Education. A further point was made that the condition of the school estate and the consultation on the admission policy have no bearing on the decision Elected Members are asked to make in this report. Elected Members were asked to vote on the motion to approve the substantive paper or the amendment to defer decision on this paper until the consultation was made available to Elected Members. There were 10 votes for the motion and 8 for the amendment, the motion then became the decision of the Council. Decision The Council approved the recommendations in the report Report No. Report Title Presented by: 8.3 Midlothian School Uniform and Clothing Policy Education Chief Operating Officer The Education Chief Operating Officer presented the report for decision. The Education Chief Operating Officer noted that Midlothian Council is committed to reducing the cost of the school day for families, and schools have tried to ensure that Page 16 of 164
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all aspects of the school day come at no cost or very limited cost. While there is no legal requirement for pupils to wear uniform in Scotland, pupils are encouraged to wear uniform for safeguarding, equality and to develop a sense of belonging. In June 2024 Council agreed a motion which recommended schools adopt unbranded uniform to minimise costs. This report provides an update on the progress made towards this goal. Council is asked to note the contents of the report and approve the expectations for Midlothian schools from August 2025 onwards. The Scottish Government has also published non statutory guidance to encourage affordability and sustainability. The Education Chief Operating Officer advised that through consultations it became clear uniform arrangements differ from one school to another. The Education Department has provided expectations so that each school has a policy that supports the use of unbranded uniform, provides preloved uniforms or uniform grants to parents who are struggling and reduces barriers to participation on trips, special occasions and other activities. Elected Members are asked to note the national guidance and approve the expectations that will be applied in Midlothian schools from August 2025 onwards. Councillor Scott moved to approve the paper, noting Midlothian Council should recognise work done by schools to reduce costs for families and provide a greener and cheaper alternative, while ensuring pupils remain visible to teachers in school. Councillor Drummond noted that they had submitted the motion in June 2024 and expressed satisfaction at seeing it become a reality, however moved to make a small amendment to the text of the report, noting that Page 101 of the reports refers to Midlothian Expectations when it should be called Midlothian Directives. It was also requested that a further point is added to these directives, namely that “Branded items of uniform and blazers should not be compulsory, nor promoted or encouraged by schools.” It was felt this adjustment of wording would take away wiggle room and uncertainty and ensure schools adhere to the national expectation of affordability. Decision Council approved the recommendations set out in the report with the suggested amendment in the report wording. Action Education Chief Operating Officer. Report No. Report Title Presented by: 8.4 Mobile Phone Use in Midlothian Secondary Schools Education Chief Operating Officer The Education Chief Operating Officer presented the report for noting. This report lays out the guiding principles for mobile phone use in Midlothian Secondary schools, developed by headteachers in line with non-statutory guidance published in Autumn 2024. Page 17 of 164
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The Behaviour in Scotland’s Schools Research (BISSR) Paper notes that overexposure to phones has a negative effect on young people’s concentration. The report states that one third of 15-year-olds have been distracted by devices during maths classes and a quarter of all young people were distracted by others using devices. There is also a further concern that mobile phones can be used to bully and harass pupils and staff. Non-statutory guidance produced in 2024 by the Scottish Government encourages Head Teachers to act in the best interests of pupils, and use measures up to a ban on devices if necessary. The Education Department is reassured at how this guidance has been applied in Midlothian High Schools and how disruptions are minimised. Secondary Head Teachers have worked together to produce a set of agreed principles for all High Schools. Separate guidance/principles for all 32 Primary School settings will be developed and shared with Elected Members in due course. While it is recognised that mobile devices are an integral part of children’s lives and can give confidence to parents when their children are out of the house, the Education Department is committed to ensure that learning is not disrupted. Elected Members noted that schools have good policies to manage the use of phones, such as a pocket in which they are put away so as they cannot be used in class, or a rule that the devices are to remain in pupils’ bags. As well as minimising disruption and protecting teachers from being recorded, applying limitations on mobile phone use is a way to teach children to focus for when they join the workforce. The parents’ role was also noted, with feedback being that parents should be calling the school office if they want to speak to their children during school hours, rather than calling the children’s phones. Elected Members wondered whether the school’s policy on mobile phones also includes smart watches that have the same capabilities. The Education Chief Operating Officer confirmed this is the case that both watches and phones must be switched off and left in pockets. The use of pockets also minimises the chances of phones being lost or stolen, and pupils have gotten used to forming an orderly queue to retrieve their devices after lessons. Elected Members noted the policy may put onus on teachers to enforce, and asked what is done whenever a pupil does not comply, and what is being used to protect staff. The Education Chief Operating Officer noted that the schools encourage working in partnership with students to ensure a responsible use of devices, and whenever a young person misuses their device there is a disciplinary process in place. The Education Chief Operating Officer praised Head Teachers working in partnership with trade unions to protect teachers. Elected Members also noted the influence of social media on children is ever growing and it is an area that they feel they have little control over. A request was made for the Council Leader to write to Government to put pressure on social media Page 18 of 164
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companies to raise awareness of the risks to children and young people and remind them of the need to act responsibly given that phones and other devices are here to stay. While some Elected Members shared the view this may be a futile effort, Councillor Parry indicated this is a reserved issue the UK Government is looking at and that they would be willing to contact the Government in the matter. Decision Council noted the recommendations set out in the report. Action The Council Leader to write a letter to Government urging them to put pressure on Social Media companies to ensure they are aware the risk online content has on young people and request them to act responsibly. I Report No. Report Title Presented by: 8.5 Midlothian Local Development Plan 2017 – Delivery Programme Chief Officer Place The Chief Officer Place presented the report for decision. The report asks Council to approve the Midlothian Local Development Plan (MLDP) 2017 delivery programme. The report also asks Council to: Note the outcome of the public consultation undertaken on the draft MLDP 2017 delivery programme. Instruct the Planning, Sustainable Growth, and Investment Senior Manager to inform the Scottish Government and interested parties of the approval of the MLDP 2017 delivery programme, place copies in Council libraries and a copy on the Council’s website. The Chief Officer Place noted the report has been amended to include public comments on the consultation held between 20 December 2024 and 14 February 2025, as approved at December Council. Public bodies have also responded with some points on the plan and proposed council response. These have been included in this version of the MLDP 2017 delivery programme. Reflecting on Elected Members’ comments, the MLDP 2017 delivery programme now provides information on all development sites identified in MLDP instead of only newly allocated sites. The Chief Officer Place confirmed Elected Members are required to adopt a delivery programme by 31 March 2025 by the Scottish Government, who have been made aware of the timescales. Council is recommended to note the outcome of public consultation and approve the MLDP 2017 delivery programme with two further recommendations as set out in the report. The Chair thanked the Chief Officer Place for the report and opened it up for discussion. Page 19 of 164
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Elected Members raised the matter of additionality and pointed out that Community Councils are opposed to additionality beyond the allocation in the MLDP 2017, and asked why more houses were allowed to be built. The Lead Officer Conservation and Environment pointed out the National Housing Planning Framework notes a minimum of 8850 homes had to be built in Midlothian over 10 years as per the MLDP, and housing level requirement for next MLDP has been set at 8851 and it will require land to be identified. The latest Housing Land Supply audit has identified that land is available, and there will be workshops with Elected Members to determine how to identify the land. Elected Members will receive multiple opportunities to attend these workshops. Although the matter of additionality and outstanding infrastructure is relevant for the next stage of the MLDP, Elected Members were reminded the purpose of this report is to approve the MLDP 2017 delivery programme. The Lead Officer Conservation and Environment advised the views of the Community Councils would be considered as part of the next consultation. Councillor Imrie moved to approve the report; this was seconded by Councillor Cassidy. Decision Council approved the recommendations of the report. The Chair advised the meeting would go into recess between 12.25pm and 12.45pm. Councillor McManus declared interest on item 8.6 of public agenda and item 9.2 in the private section of the agenda due to their secondary employment by Police Scotland. Councillor McManus advised they would recuse themselves from the discussion of the private item, but not of the public item as this has no financial impact to their secondary employer. Councillor McKenzie left the meeting Report No. Report Title Presented by: 8.6 CCTV Phase 1 Upgrade Chief Officer Place The Chief Officer Place presented the report for information. The report outlines the delivery of the public domain CCTV upgrade project, which was approved by Council in December 2021, and installation across the Council estate to add to existing assets, including mobile units. The Chief Officer Place confirmed all assets have been purchased and installed, with a particular focus on Sheriffhall Park and Ride following feedback from users of the site. For transparency it was noted that at the time of writing the report the Page 20 of 164
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project was not completed within the approved budget. There are some invoices still to be paid, and the final spend on this project will be reported to Elected Members once data is available. The report lists examples on how the CCTV has benefitted Midlothian, for example improved investigation capabilities, enhanced community safety and reduction in antisocial behaviour. Council is asked to note the upgrade of CCTV assets and its role in reducing crime in Midlothian. The Chair thanked the Chief Officer Place for the report and opened it up for questions. Elected Members welcomed the paper, noting that making communities safer is a priority for Council and residents, and improvements in the security of Sheriffhall Park and Ride and Dalkeith Town Centre have been noted since the CCTV cameras have been installed. It was also noted that the CCTV cameras were instrumental in helping the Police resolve a stabbing, and police have confirmed CCTV cameras are a useful tool to prevent and solve crime and make communities safer. The cameras have also been used by the Environmental Health Team to stop fly-tipping of asbestos panels. Elected Members also noted that it is good that CCTV was prioritised in the current economic climate, adding that other Councils had opted not to do this. The CCTV expansion was hailed as an example of successful cross-party cooperation, and Elected Members suggested highlighting the benefits to the public, so they fully understand the positive aspects of having more CCTVs in their area. Elected Members asked when Phase 2 of the CCTV expansion was expected to be presented to Council for consideration. The Chief Officer Place advised that Phase 1 prioritised some areas of the Local Authority, and work is underway on Phase 2 of the CCTV expansion proposal. Police Scotland has been consulted with to determine the strategy and the next areas to prioritised. A report will come back within 2 Council cycles once the costing for Phase 2 is completed. Elected Members pointed out that dashcams are inexpensive and wondered whether given the benefits seen by the use of CCTV in the public domain it would be worth installing dashcams in council vehicles. The Group Manager, Roads and Transportation advised this is being considered as part of the Council’s fleet replacement programme. Decision Council noted the contents of the report. Councillor McManus left the meeting. Councillor McKenzie rejoined the meeting Page 21 of 164
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8. Private Reports 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 paragraph 9 of Part I of Schedule 7A to the Local Government (Scotland) Act 1973: 9. Date of next meeting The next Council meeting is scheduled for Tuesday 13 May 2025 The public section of the meeting concluded at 13.00pm. Page 22 of 164
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INTERNAL USE ONLY DRAFT BY/DATE: REVIEW BY/DATE: 1-993 Minute of Meeting Roundtable on employer National Insurance Contributions with Council Leader and Kirsty McNeill MP Date Time Venue Friday 21 March 2025 13.00 Midlothian Voluntary Action, Dalkeith Present: Councillor Kelly Parry Council Leader, Midlothian Council Kirsty McNeill Member of Parliament for Midlothian Dr Grace Vickers Chief Executive, Midlothian Council Lynn Cochrane Team Leader Communications, Midlothian Council Annette Lang Strategic Service Re-Design Manager (Community Lifelong Learning/ Services with Communities) Ellie Cumberbatch Kirsty McNeill MP Office Bronwen Jackson Kirsty McNeill MP Office Richard Harris The Original Rosslyn Inn Jamie Piriou Loanhead After School Club Cheryl Brown Midlothian Sure Start Ricky Ray Neil Williams Haulage Group David Peters Saltire Hospitality Richard G S Prenter MacTaggart Scott & Co Ltd. Lesley Kelly Midlothian Third Sector Interface Julie Podet Dalkeith Citizens Advice Bureau Sharon Hill Mayfield and Easthouses Development Trust Alan Paterson McSence Group Maria Perez Democratic Services Officer, Midlothian Council, (MINUTES) Page 23 of 164
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1. Welcome from Councillor Kelly Parry and Kirsty McNeill Member of Parliament (MP) Midlothian Council Leader Councillor Kelly Parry and Midlothian MP Kirsty McNeill welcomed all attendees to the roundtable and introductions were made Councillor Parry advised the purpose of the roundtable discussion was to offer attendees a nonpolitical forum to express their views and share their concerns with the MP for Midlothian, ahead of the new budget arrangements coming into effect on 1 April 2025. The main concern reported is the increase in employer National Insurance Contributions (eNIC), so the roundtable is an opportunity for attendees to explain what this measure will mean for businesses in Midlothian. Councillor Parry noted that Midlothian Council has received funding from the Scottish Government to cover 60% of its eNIC derived expenses but this does not extend to commissioned services so there is still a budget gap for the Council to address. Councillor Parry and MP Kirsty McNeill opened the roundtable discussions and asked attendees for their views on the matter. 2. Roundtable input Lesley Kelly (Midlothian Third Sector Interface) reported that due to the budget squeeze many Third Sector organisations have reached out for advice. A recent COSLA forecast suggests that the employer costs derived from wage increases and increased eNIC are not likely be absorbed in the short-term leading to what was described as a “perfect storm”. If the inflationary raises are also taken into account, it is possible that many Third Sector organisations will struggle to survive. Sharon Hill (Mayfield and Easthouses Development Trust) advised t advised that funding and eNIC pressures had already led to a reduction in their already small workforce and shared the view that many other organisations will struggle to cope too. Mayfield and Easthouses Development Trust supports people in crisis through a community pantry and foodbank and feel that they will struggle to provide a service to a growing user base with reduced staff numbers. Julie Podet (Dalkeith Citizens Advice Bureau) stated they expect demand for the service will be greater as the consequences of increased eNIC are felt. The CAB service has already noticed that both small and large organisations are making staffing cuts, and this is likely to affect people with no experience of how to navigate the system. This was described as a perfect storm from a benefits point of view, as the system is already at a vulnerable point and clients are reporting frustration with how the benefits system works. Jamie Piriou (Loanhead After School Club) explained that their organisation employs over a hundred workers to provide affordable childcare to families, including parents of children with Additional Support Needs. The additional cost to the organisation derived from increased eNIC would be in the vicinity of £80,000 so they feel they may have no alternative but to negotiate an increased rate with Midlothian Council or reduce the number of places available due to a combination of increased Page 24 of 164
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costs and difficulty recruiting staff. The difficulty to offer affordable childcare options is likely to have a knock-on effect on families who may not be able to work due to caring responsibilities. It was also noted that it seems harsh to force charities to pay the same charges as businesses that do not have a charitable status. Cheryl Brown (Midlothian Sure Start) noted they operate a charitable organisation which provides a service to 760 families with children under the age of five, and offers 150 childcare places, most of which are funded by the Local Authority although they have also started to offer private places. While the organisation recognises the impact of childcare costs for families and tries to keep costs competitive, with 80 staff in the organisation they are looking at a steep increase in running costs as the result of the new eNIC measures, along with a rise in the living wage and sick and maternity pay. Alan Paterson (McSence Group) noted that the McSence Group employ over 220 people, most of whom are Care at Home workers, but they also offer staff for cleaning operations. As a Real Living Wage provider, the eNIC, rising employment wage costs and in house costs is likely to result in a total cost increase of £400,000. Over £128,000 of this is expected to be increased eNIC. While they are being contracted to provide services to the Local Authority means they are unlikely to go under, increased costs mean less money to go into reserves and less money to do work in the community. Ricky Ray (Neil Williams Haulage Group) advised Neil Williams Haulage Group employ HGV drivers and have a workforce of 500 employees in Midlothian. The company foresees the new eNIC measures will result in an additional cost of £400,000. This will be passed on to customers but stressed the need not to profiteer as they are a fair pay employer, and this should come through shareholders rather than customers. While they believe the new measure will have a huge impact, they feel they have little scope to change this. Richard Harris (The Original Rosslyn Inn) expressed his gratitude at the opportunity the roundtable discussion provides to raise awareness, and explained they are a small business but that they have been trading for a long time. Their company prioritises employing local people and offers apprenticeships to give back to the community. Unfortunately, these changes may take away the flexibility to provide these posts as they do not have surplus, particularly as with rising prices they have reduced their margin of profits. It was also noted that this industry is still dealing with the COVID debt. While it was acknowledged that it is difficult for the government to make targeted approaches to protect certain employers, the pub business provides companionship and a social beacon for small rural communities. The new increased eNIC rates may be the final straw for many hospitality businesses and will be a great loss for pub owners and communities, particularly since every business model uses and benefits from the hospitality sector. Richard Harris noted that they have not yet chosen to use tools such as QR codes or click and collect as they feel it reduces human interaction and expressed his worry at having to be forced to use these to cut costs. David Peters (Saltire Hospitality) explained Saltire Hospitality employ several hundred members of staff between permanent and temporary workers, most of whom live locally. The business benefited from support during lockdown, but it was pointed out that Scottish businesses have not benefited from rates relief. For Saltire Hospitality the eNIC will cost a six-figure sum and force them to consider their prices carefully to ensure they do not run at a loss. The business was described as an asset Page 25 of 164
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to the community but, with the onus on surviving the difficult conditions, there will be no funds left to build and expand, and wondered whether this may result in the end of operations. Richard Prenter (MacTaggart Scott Ltd) noted that MacTaggart Scott Ltd employ 440 people in Loanhead, but due to eNIC reasons they have had to slow down the process of recruitment. Increased eNIC was a further obstacle to recruitment in apprentices, and although they want to continue growing, prioritising local candidates and offer long term work prospects they feel financial measures such as eNIC and inheritance tax are huge hurdles. Despite the world changing the company is committed to continue manufacturing in the UK and generate revenue for the country but noted that increased costs will make competing with other providers difficult. Annette Lang (Midlothian Community Lifelong Learning) explained that they support local people into employment or to progress their career. Between January and February 2025, they have observed that there are 70 more people in Midlothian who are claiming benefits, and the figure in South East Scotland has gone up by 11.4 percent. Many of the users the service supports are working parents, who are worried about their hours being reduced, and there is not a lot of training they can offer to help them find a second job that works around their existing hours or caring commitments other than qualifying as a taxi driver. Another trend observed is service users who are term workers and need to find a second job during the school holidays. However, childcare costs are an obstacle for those who need to work and don’t have family who can support them. Historically Midlothian has had a lower wage economy compared to other, more affluent areas like Edinburgh. While the local wage has gone up in the last two years, for women this change has not yet been seen. However, commuting to Edinburgh in search of better wages results in additional costs in terms of transport and childcare, and it is not ideal for families’ mental health and wellbeing to resort to taking a second job. Councillor Parry noted that the Council’s Cost of Living Task Force has noticed many of these trends and is concerned. While there is scope for tweaking some policies to provide additional resources there is little more that can be done. Councillor Parry added that Midlothian Councillors are keen to work together to achieve the best for the community. 3. Outcomes and Impacts MP Kirsty McNeill noted the concerns voiced by the participants and acknowledged there were no easy choices. The increased eNIC contributions are an election pledge which would not be possible to overturn. While it is understood that this will have knock on effects for local businesses there is a commitment to helping in other ways: • Working with frontline organisations to support new claimants. The lack of interoperability of the welfare systems was acknowledged as an issue, so there is also need for support there. • Requesting quality funding for Third Sector organisations. It was noted that the issues with lack of funding of these organisations predate the increased eNICs, and while there are no guarantees that increased statutory funding can be provided by the government, the MP advised she would campaign for this. Page 26 of 164
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• Research on job loss figures to determine if there is any bespoke support that can be offered to highly qualified volunteer sector workers. Lesley Kelly agreed to provide figures available to them to illustrate this issue. • Acknowledgment of the cumulative effect of poverty and charges such as tourist tax, Scotland only taxes and increased eNICs, and reassurance that the Council will open discussions with Governments to alleviate these pressures on business. • Acknowledgement of the importance of social clubs and hospitality businesses to foster mental health and social connections in communities. The MP advised that she took the initiative to protect Miners Welfare Clubs, but wider places of human connection will also be supported. MP Kirsty McNeill and Councillor Parry asked attendees to raise any other areas of policy that are of particular concern for their businesses. Attendees mentioned Business Property Relief and Inheritance Tax affecting family businesses disproportionately. The MP advised that the Head of Treasury visited Scotland recently and this matter was also raised. Attendees accept that it is not within the government’s ability to revert the increased eNICs but pointed out that the impact of this policy will be seen within a few months by how many businesses are forced to close. Jamie Piriou noted that they barely escaped bankruptcy recently due to lack of funds and are at the mercy of the economic situation not getting any more difficult. The MP agreed with all attendees that circumstances are difficult but noted that the Cabinet also needed to make difficult decisions. Richard Harris advised that they could welcome smaller changes such as there being a taxi service to cover Loanhead. Councillor Parry advised that this is a known issue and suggested options such as engaging Uber or other providers. Richard Prenter also raised the state of the roads and the cleanliness in the community as a chance to encourage local morale and give a good impression to investors and visitors. Councillor Parry advised the Council has put additional funding into road repairs and maintenance and while it is not possible to change people’s attitudes in matters such as littering, there are proposals to curb antisocial behaviours, that will be discussed at an upcoming Council meeting. 4. Any other business Councillor Parry thanked all attendees for their contributions, and invited roundtable participants to supply local data that illustrates business trends, noting the participation of businesses and Third Sector organisations provides a better picture of what is happening at a local level. MP Kirsty McNeill stressed the importance of good communication between Midlothian Council, the Scottish Government and the UK Government, as initiatives that are working elsewhere may or may not be helpful for Midlothian. Attendees were invited to leave their details and keep in touch if there is any support Midlothian Council can give to mitigate the impact of eNICs. Page 27 of 164
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Kirsty McNeill MP Member of Parliament for Midlothian House of Commons, London SW1A 0AA Councillor Kelly Parry Midlothian House Buccleuch Street Dalkeith EH22 1DN 1st April 2025 Dear Kelly, RE: Mayfield Funding Pledge Thank you for your letter regarding the unfunded spending commitment made to Mayfield by the Conservatives in the midst of the general election campaign. As you will be aware, this was a political pledge rather than a serious statement of intent from the then Government and no money was allocated to it being fulfilled. As with previous correspondence on this matter, I’d appreciate if you could circulate this to the Council at- large. As we’ve previously discussed, I am in regular contact with Mayfield and Easthouses Community Council to provide support and advice on this. I’m sure you will agree that finding a durable way forward for Mayfield after the reckless mismanagement of the public’s purse by the previous Conservative government is vital. To bolster this effort, in February, I wrote to the relevant government department advocating for Mayfield’s Town Centre project to ensure that it is considered in the Spending Review currently underway. I will ensure to update both you and the group as to any news affecting Midlothian that arises from the Spending Review, which will conclude in late spring of this year. Rest assured, as the Spending Review moves forward, I will continue to champion the potential of Mayfield to the relevant ministers. I hope we can continue to work together to ensure that Midlothian feels the benefit of funding from both the UK Government and Scottish Government. Yours aye, Kirsty McNeill MP Member of Parliament for Midlothian Email address: kirsty.mcneill.mp@parliament.uk Constituency Office: 97 High Street, Dalkeith, EH22 1AX Website: www.kirstymcneill.com Page 29 of 164
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Midlothian Council Minute Volume Presented to the Meeting of Midlothian Council on Tuesday, 13 May 2025 Midlothian Council Tuesday 13 May 2025 Item No 5.2 Page 31 of 164
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1 Minutes of Meetings submitted for Approval Minute of Petitions Committee Meeting of 31 March 2025 2 Minutes of Meetings submitted for Consideration 3 Minute of the Midlothian Integration Joint Board of 20 February 2025 Minute of Performance, Review and Scrutiny Committee Meeting of 26 November 2024 Minute of Local Review Body Meeting of 16 December 2024 Minute of Planning Committee Meeting of 21 January 2025 Minute of the Additional Planning Committee Meeting of 24 March 2025 Minutes of Meetings submitted for Information Page 32 of 164
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Midlothian Council Tuesday 13 May 2025 Item No 5.3 Midlothian Council Action Log No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 1 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. Q4 out turn will be presented to Council in June 2025. 2 26/03/2024 8.4 Midlothian Council Mixed Tenure Strategy Arrange an Elected Member briefing on arm’s length organisations (ALEOs) Executive Director Place Oak Leaf homes option (MMR & Market Rent) included in MTFS 2025/26 proposals Recommended for closure. Housing Services update report on Council Agenda. Page 33 of 164
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 3 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 ELC site assessment currently taking place. Align any action jointly with ELC. 4 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 Currently under review with the additional MTFS road repairs allocation. 5 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. Final account being concluded and will be reported to members in General Services Capital Plan Q4. 6 27/08/2024 8.3 General Services Capital Plan 2024/25 Quarter 1 Monitoring Report to be presented to Council on a site search for Gorebridge High School within six months. Executive Director Place End Feb 2025 Verbal update given at February Council and land assessment to Council by June 2025. 7 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. Current rent strategy final year is 2025/26. A consultation Rent Strategy report will be Page 34 of 164
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments submitted to Council by October 2025. 8 17/12/2024 7.2 Requirement for approval and additionality of Planning Obligations associated with increasing major developments Referred to Chief Officer Place and Chief Planning Officer to action after motion was approved with amendment at December 2024 Council meeting. Chief Officer Place & Chief Planning Officer Recommended for closure. The Planning Obligations and Developer Contributions criteria and practice is scoped into the MLDP2 stakeholder review and current workshop process with elected members. 9 17/12/2024 8.9 Twinning Midlothian Updated Midlothian Council website to include a dedicated page which lets communities know what Twinning activities are taking place. Chief Officer Corporate Solutions 2025 In progress. 10 17/12/2024 8.13 Animal Boarding Establishment Licence Conditions Conduct a review on commercial dog walkers, including a review of any existing policy. Chief Officer Place 2025 In progress Page 35 of 164
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 11 25/02/2025 Housing Revenue Account Revenue Budget 2024/25 – 2025/26 and Capital Plan 2024/25 – 2027/28 (Item 8.2) Prepare a paper for Council detailing the reasons why attic hatches are locked in new build Council properties, and details on Housing Officer staffing level. Executive Director Place June 2025 Recommended for closure. Housing Services update report on Council Agenda 12 25/02/2025 Housing Revenue Account Revenue Budget 2024/25 – 2025/26 and Capital Plan 2024/25 – 2027/28 (Item 8.2) Prepare a report regarding the installation of air source heat pumps, showing comparison costs of utility bills when using gas, electricity. Executive Director Place June 2025 Recommended for closure. Housing Services update report on Council Agenda 13 25/02/2025 Proposed Disposal of Property Asset The Chief Officer Place to provide the exact number of single units in a block of four. Chief Officer Place 1 April 2025 In progress 14 25/02/2025 Capital Plan Prioritisation The Executive Director, Place would provide the details of developer. contributions that have no expiry date at St. David’s Primary School. The Executive Director Place 1 April 2025 Recommended for closure. Details circulated to members 14/03/2025 15 25/02/2025 Capital Plan Prioritisation The Executive Director, Place would provide the respective timescales for the extension and refurbishment of Mauricewood Primary School. The Executive Director Place Existing Building Condition Survey for Mauricewood Primary School in 2021 notes the Overall Condition Assessment as Condition Page 36 of 164
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments B level, which is defined as Satisfactory in performing adequately but showing minor deterioration. The re- surveying of Mauricewood Primary School is taking place over the Easter Break, and we expect those results in May 2025 when we can review the outcome. 16 01/04/2025 Minute of the Council Meeting of 25 February 2025 Update the Minute of the Council Meeting of 25 February with the agreed wording on items 5.1, 8.2 and 8.10 Democratic Services 1 April 2025 Recommended for closure. Minute of the Council Meeting of 25 February 2025 updated with the agreed wording on items 5.1, 8.2 and 8.10. 17 01/04/2025 Private Addendum to the Minute of the Council Meeting of 25 February 2025 Update the Minute of the Council Meeting of 25 February 2025 with the agreed wording (item 9.3) Democratic Services 1 April 2025 Recommended for closure. Minute of the Council Meeting of 25 February 2025 updated with the agreed wording. Page 37 of 164
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 18 01/04/2025 Feasibility for Bridge Infrastructure Write to the Scottish Government to ask for funds to conduct a feasibility study to explore a network of bridges. Council Leader ASAP Recommended for closure – letter issued. 19 01/04/2025 Midlothian School Uniform and Clothing Policy Update the wording on the policy summary on page 101 so that Midlothian Expectations is reworded to say Midlothian Directives and an additional directive to be added to state that branded school uniform should not be encouraged. Education Chief Operating Officer ASAP Recommended for closure. Complete. 20 01/04/2025 Mobile Phone Use in Midlothian Secondary Schools Council Leader to contact Social Media companies to raise awareness of the negative impact of Social Media content in young people and encourage them to take responsibility. Councillor Parry ASAP Recommended for closure – letter issued. 21 01/04/2025 9.1 Police Scotland & Midlothian Council Funding Model 2025- 2026 and Antisocial Behaviour Liaise with Chief Inspector McArthur-Kerr to set up a discussion to review the MCAT SLA Executive Director - Place Completed Recommended for closure - MCAT offer submitted to Police Scotland post council. includes nominated elected members involvement in the revised SLA. Page 38 of 164
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 22 01/04/2025 9.1 Police Scotland & Midlothian Council Funding Model 2025- 2026 and Antisocial Behaviour Members of PFRB measure the services provided and performance of the MCAT Team against the SLA. Executive Director - Place Completed Recommended for closure - MCAT offer submitted to Police Scotland post council. includes nominated elected members involvement in the revised SLA. Midlothian Police, Fire & Rescue Board to monitor reported performance measures. 23 01/04/2025 9.2 Waverley District Heat Network – Consultation Following consultation, provide Elected Members with details and costs for all the alternative options in relation to the District Heating Network. Head of Development TBC Approved consultation exercise in progress. Page 39 of 164
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17 April 2025 Version number 1.0 Midlothian Council Tuesday 13 May 2025 Item No 8.1 Midlothian Council Annual Performance Report 2023-24 Report by Saty Kaur, Chief Officer Corporate Solutions Report for Information 1 Recommendations Council is asked to: note the contents of the Draft Midlothian Council Annual Performance Report 2023/24 (Appendix B) note the changes in the Planning and Performance Management Framework (PPMF) (Appendix C) following the recent update to the SPI Directions 2024 note the changes to the Best Value Framework self-assessment process (Appendix D) to better align the annual review with the Annual Governance Statement process. 2 Purpose of Report/Executive Summary The purpose of this report is to advise Council of the publication of the Midlothian Council Annual Performance Report 2023/24. The information and data presented in the report has previously been reported through performance updates presented to Cabinet and Performance, Review and Scrutiny Committees in 2023/24. The report also presents an updated Planning and Performance Management Framework (PPMF) in response to updated SPI Directions 2024 and a change to the Best Value Framework (BVF) self- assessment process to align with the Annual Governance Statement process. Date 17 April 2025 Report Contact: Myra Forsyth, Continuous Improvement Manager Myra.Forsyth@midlothian.gov.uk Page 41 of 164
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2 3 Background/Main Body of Report Public Performance Reporting 3.1 The Council has a statutory duty to comply with the Accounts Commission SPI Direction under section 1(1)(a) of the Local Government Act 1992. The Direction (previous guidance December 2021) defines the performance information that councils must publish for performance comparison and benchmarking purposes. 3.2 It is expected that councils report a range of information of how it is performing against its duty of Best Value and how it has engaging with, responding to and helping to empower its communities. 3.3 Performance is reported quarterly to elected members as part of the performance management framework and subsequently published on the Council’s performance pages on our website timeously. 3.4 A visual version of the year end Council Report is produced to support our Public Performance Reporting duties and to complement the annual performance reports previously presented to Cabinet/PRS and published on the Council’s performance pages for the end of the year 23/24. 3.5 A copy of the draft Midlothian Council Annual Performance Report 2023/24, is available in Appendix B. Planning and Performance Management Framework 3.6 For information, in 2024, the Accounts Commission published a new version of the SPI Direction, this version takes effect from April 2025. The 2021 version of the Direction applies to reporting of performance in the financial year 2024/25. The 2024 version applies to reporting of performance in the financial year 2025/26 onwards and changes have been incorporated into the Planning and Performance Management Framework (PPMF) available in Appendix C. 3.7 Introducing a revision to our existing Planning and Performance Management Framework (PPMF) ensures a focus on outcomes while continuing to reflect our statutory performance reporting requirements set out in the Statutory Performance Information Direction 2024 which states that each council will report a range of information covering the following four key areas: Using resources effectively to address strategic priorities Working with partners and communities to achieve shared outcomes Financial sustainability and budget transparency Use of data and assessments to support improvement and transformation 3.8 The Accounts Commission expects clear, balanced and effective reporting to the public on how well services are performing, enabling citizens to understand the reasons behind decisions that can have a Page 42 of 164
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3 significant impact on their lives. The better-informed people are, the more they feel able to engage in the decision-making process. 3.9 The Commission has a statutory duty to direct councils to publish information that will: enable comparisons of performance between councils and over time (developed for and with councils, there is an expectation that indicators from the Local Government Benchmarking Framework (LGBF) should be used, as this is seen as the most effective and comprehensive means of enabling comparisons to be drawn by councils themselves and by the public), and show how well they are improving local outcomes with community planning partners in their area. 3.10 Complying with the SPI Direction is fundamental to councils fulfilling their duty to secure best value – a duty that focuses on improving lives and services for local people alongside using resources effectively. The Direction reinforces the importance of councils being transparent through reporting to their local communities on how well they are meeting this duty. Best Value Framework 3.11 Best Value relates to ensuring that there is good governance and effective management of resources, with a focus on improvement, partnership and community working, to deliver the best possible outcomes for the public. The duty of Best Value applies to all public bodies in Scotland. It is a statutory duty for all local authorities. 3.12 The seven themes within the 2020 Best Value guidance have been adopted by the council as part of its Best Value Framework, for monitoring compliance with Best Value duties. The Best Value themes reflect the wide scope required to fully demonstrate Best Value, reflecting the changing and complex environment in which local authorities deliver services: Vision and Leadership Governance and Accountability Effective Use of Resources Partnerships and Collaborative Working Working With Communities Sustainable Development Fairness and Equality 3.13 The Council continues to put delivering in partnership with our Community Planning Partners at the heart of what we do. We recognise that there is always more we could do to improve services, make them more effective and deliver them more efficiently – balancing quality of service with value for money. Page 43 of 164
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4 3.14 The Council’s commitment to continuous improvement and this framework are centred on the belief that we have to be self-aware of our strengths and weaknesses, we need to be more proactive about identifying improvement opportunities and managing our performance and be critically honest in our evaluation of our own performance. 3.15 The previously identified self-assessment process for Best Value aligns well with the already established self-assessment process in place for producing the Annual Governance Statement. To streamline self- assessment and avoid duplication the process for Best Value will be incorporated into the 2024/25 Annual Governance Statement review process. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource No implications 4.2 Digital No implications 4.3 Risk This report supports the Council’s statutory duty to comply with the Accounts Commission SPI Direction under section 1(1)(a) of the Local Government Act 1992. 4.4 Ensuring Equalities (if required a separate IIA must be completed) No implications 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Annual Public Performance Report 2023/24 Appendix C – Planning and Performance Management Framework Appendix D – Best Value Self-assessment Checklist Page 44 of 164
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5 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Midlothian Council and its Community Planning Partners have made a commitment to treat the following areas as key priorities under the Single Midlothian Plan: Reducing inequalities in learning outcomes Reducing inequalities in health outcomes Reducing inequalities in economic circumstance Equality, diversity and human rights underpin all three priorities. This report does not relate directly to the key priorities within the Single Midlothian Plan; however it supports our public performance reporting requirements and the need to report performance against 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 Performance reporting provides an important source of data for organisations, providing opportunities for learning and identifying areas for improvement which support delivery of Best Value. A.5 Involving Communities and Other Stakeholders Progress is reported against the Single Midlothian Plan which is produced with our Community Planning Partners and priorities informed as part of a wider community engagement exercise. Page 45 of 164
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6 A.6 Impact on Performance and Outcomes Publication of this report supports open and visible reporting of performance against identified priorities and outcomes. A.7 Adopting a Preventative Approach Regular and ongoing reporting of performance provides the opportunity to learn from the data presented and to introduce steps to support changes in service delivery, including potential opportunities for a preventative focus. A.8 Supporting Sustainable Development The content of this report contributes to a sustainable approach to continuous improvement using the data presented to identify areas for improvement. Page 46 of 164
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Appendix B - Annual Public Performance Report 2023/24 Midlothian Council Annual Performance Report 2023/24 For more information visit: www.midlothian.gov.uk/performance Page 47 of 164
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Single Midlothian Plan Vision: By working together as a Community Planning Partnership, individuals and communities will be able to lead healthier, safer, and greener lives by 2045. No child or household need live in poverty. Midlothian will be a Great Green Place to Grow by achieving our net zero carbon ambitions and supporting local people to strengthen the skills they need for learning, life, and work. Our new Single Midlothian Plan 2023-27 focuses on three main priorities: • Individuals and communities have improved health and skills for learning, life and work. • No child or household need live in poverty. • Significant progress is made towards net zero carbon emissions by 2030. Midlothian is projected to have the highest percentage change in population size of all mainland council areas in Scotland with an increase of 16%. In addition, Midlothian has 10 zones which fall into the most deprived 20% data zones in Scotland. To accommodate growth within the resources available we need to think differently about the services we deliver and how we deliver them. Rooted in the creation of a wellbeing economy, in June 2023 Council approved the new Transformation Blueprint 2023-2028 The 5 key objectives of the Transformation Blueprint are: 1. Support the Council to address the 5 year funding gap of £29.121 million outlined in the Medium Term Financial Strategy. 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible ensuring that all staff have the necessary skills to work effectively supported by digital technologies that fit for a 21st century workforce. 4. Design a workplace fit for the future delivering services in a holistic and integrated way as well as utilising our assets to maximise their potential. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in integrated service delivery which improve community outcomes. Page 48 of 164
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The Single Midlothian Plan 2023-27 incorporates seven overarching themes which support the achievement of outcomes. This thematic approach is used for quarterly reporting. The themes are: Midlothian will be Healthier By working with all our community partners, we will help more people in Midlothian live healthier lives for longer. Midlothian will be Safer People can live in Midlothian free of fear and harm. Midlothian will Get it Right for Every Child Our vision for children and young people in Midlothian is to have the best possible start in life and live safe, healthy, active, happy and independent lives. Midlothian will Support Residents to Improve Employability and Outcomes in our Communities Our vision is to reduce the gaps in learning, economic circumstances and poverty. Midlothian will be Greener Significant progress is made towards net zero carbon emissions by 2045. Midlothian will have a Wellbeing Economy and be Better Connected To create a connected, collaborative and ambitious economic culture in Midlothian. Midlothian will Work Towards Reducing Poverty To reduce all aspects of poverty using a data informed approach whilst learning from those with direct experience of poverty. Page 49 of 164
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SINGLE MIDLOTHIAN PLAN THEMES Midlothian will be Healthier Duty Social Work and Adult Protection Duty Social Work continued to ensure that individuals referred to the service are supported and supported in crisis, including signposting to appropriate services, undertaking assessments and direct interventions. Work continued with colleagues and VOCAL to identify and support unpaid carers. Work continued to ensure that staff have the relevant skills, competence and knowledge to work effectively, and that they are trauma informed and able to engage with service users using a range of approaches. Care at home continued to be challenged with increasing demand for people to live safely at home in the community. The commissioned providers and the in-house service have all been inspected by the Care Inspectorate and received positive grades relating to service delivery. All services continued to promote self- management by, informing, sign posting and encouraging the use of digital platforms. Midlothian’s Mental Health and Resilience Service (MHARS) continued to provide prompt, effective and compassionate support to individuals aged 18-65 residing in Midlothian. Effective collaborative working between the Adult Community Mental Health Team and Intensive Home Treatment Team has been essential in providing an effective response to supporting individuals at home rather than in hospital. This is achieved through assertive outreach, dynamic risk assessment, early intervention, and prevention, supporting individuals in their own home environment where appropriate. Services continued to contribute to working groups to promote a public health agenda and increase strategic partners. Various groups include: trauma training steering group, Mid & East Lothian Drug and Alcohol Partnership Group, Midlothian Suicide Prevention Group, Equally Safe Strategy Leadership Group, Midlothian will be Healthier Thematic Group, Lothian Green Health Network and the Third Sector Summit. “By working with all our community partners, we will help more people in Midlothian live healthier lives for longer.” Page 50 of 164
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Delivery of strategic outcomes Midlothian Integration Joint Board (IJB) plan and direct delegated health and social care services for the people of Midlothian. Midlothian Health and Social Care Partnership (HSCP) oversees the delivery of all the services delegated to Midlothian IJB. The aim of integrated health and social care is for the people to experience more joined up treatment and care. In order to meet the legal requirements of the Public Bodies (Joint Working) (Scotland) Act 2014, the HSCP was required to develop, consult on, and publish a 3 year Strategic Plan. The Strategic Plan for 2022-25 which was published in April 2022 Sport and Leisure: Tonezone memberships continues to grow through improved marketing and promotion with a total of 4,628 memberships this year to date. An increase of 13% from quarter 1 of this year. 1,250 primary 4 pupils attended free swimming lessons this year. Midlothian Active Choices (MAC) is a sport and leisure physical activity referral programme, aimed at adults who are inactive and experience various health conditions. The programme offers a range of supported activities across Midlothian to help manage these health conditions. This year saw 5,688 Midlothian Active Choices attendees and 1,435 new referrals after completion of MAC sessions. Website/Social Media: Supporting Midlothian Health and Social Care GP surgery teams with Pharmacy First social media campaign encouraging patients with minor ailments to administer self- care at home, check symptoms online, and attend a local pharmacy for help before phoning their local surgery. Published information for mental health services available to Midlothian residents, with one focused on the Mental Health Practice Nurse service available through GP surgeries; the other on Midlothian Access Point (MAP), which provides signposting assistance linking patients to local mental health services. 2023-24 Outcomes included: 7,200 37 171 people given health assessment by Health inclusion team since April 2023 152 33 71 month. 444 Page 51 of 164
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Midlothian will be Safer People can live in Midlothian free of fear and harm. Justice Services: Justice services work collaboratively to ensure that those subject to statutory supervision are enabled and supported to effectively participate. The service takes a person centred and flexible approach when seeking to engage individuals, including how to support them to engage on their order, or licence. The Justice Service increased access to services for perpetrators of domestic abuse and to victims and children who have been impacted by the behaviour. There are two routes through which men can access support: after conviction a Court can impose a Community Payback Order (CPO) with a requirement to undertake the Caledonian Programme – if the man is assessed as suitable. There is the option to undertake the programme voluntarily (non-court mandated) via Your Chance to Change. Referrals can also be received from partner agencies. The service works closely with Psychological Therapy Team colleagues to ensure appropriate responses are taken for those with complex needs - ensuring risk assessments are robust. Suicide Prevention: The Creating Hope Together strategy has a clear focus on inequalities, prevention and determinants of health and wellbeing. Specifically, the strategy aims to take a population health approach to Suicide Prevention and try to tackle key risk factors such as poverty and isolation. Substance Misuse: Services continue to make ongoing improvements to deliver the 90% target individuals accessing services to be seen within 21 days from point of referral to treatment. Neighbourhood Services: a total of 4,352 memorials were inspected throughout the year, safeguarding our heritage and enhancing public safety. Capital programme was completed ahead of plan this year with a targeted 752 new lighting column replacements. 14.83km of carriageway resurfaced and 4.59km of footway resurfaced this year. 1,802.52 tonnes of material used in 2023/24 to fill potholes. The Pothole Pro project equated to 9,214m2 of permanent patching, repairing 2,985 potholes this year. Protective Services: Public Health and Environmental Protection team received 1,121 service requests this year from Midlothian residents and businesses and 412 requests from internal sources. Trading Standards received 208 consumer complaints this year with at least £28,200 returned to Midlothian consumers following their involvement including refunds, repairs and replacement goods. 2023-24 Outcomes included: 92% (237) 299 14.83km 4.59km 2,985 312 275 208 ith at least £28,200 returned to consumers Page 52 of 164
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Midlothian will Get it Right for Every Child Our vision for children and young people in Midlothian is to have the best possible start in life and live safe, healthy, active, happy and independent lives. In Midlothian the Getting It Right for Every Child Board (GIRFEC) is one of the subgroups of the SMP, and one of the main drivers for the effective delivery of services to children. The GIRFEC Plan also known as the Integrated Children’s Service Plan 2023-2026, is a statutory three-year plan devised by the local authority and health. The plan develops key outcomes and priority actions which are designed to improve the lives of children, young people and families. The new 3-year plan was approved towards the end of 2023. The plan has 12 shared priority themes, outcomes and actions which sit within 4 subgroups, namely: 1. Children& Young People’s Rights 2. Children & Young People’s Mental Health and Wellbeing 3. Whole Family Wellbeing 4. Information Sharing and Commissioning Children’s Services Children’s Services are fully committed to realising a children’s rights approach to all of their work and ensuring that the principles of the United Nations Conventions on the Rights of the Child (UNCRC) are embedded alongside the Promise commitments. Referrals into the service in Q4 saw a 56% decrease compared to Q1 (2,353 to 1,324). The Family Wellbeing Service received 172 referrals over the year. Improvement plans were introduced and are being monitored for Fostering/Adoption and Continuing Care, Hawthorn Family Learning Centre and Young People’s Care Homes. The new National Child Protection Guidance was implemented during the year. Midlothian’s looked after away from home population was fairly static and fluctuated between 140 – 152 children. The number of children’s names on the child protection register also remained fairly consistent across the year. Funding for a single point of access post was agreed with CAMHS to support the development of pathway for children and families to navigate mental health services Education Education Services encompasses Early Learning and Childcare (ELC), Primary Schooling, Secondary Schooling, Special Schooling, Additional Support Needs, Digital Learning, Educational Psychology and Community, Lifelong Learning and Employability (CLLE). The Education Service Plan is informed by and links to the outcomes determined by the Getting it Right for Every Midlothian Child Board. The Education Service Improvement Plan not only reflects the key priorities in the Midlothian Single Plan but also aligns closely with the key priorities in Education – Achieving Excellence and Equity: National Improvement Framework and Improvement Plan 2023. Priority 1: Raising attainment to ensure that all children and young people in Midlothian achieve outcomes which lead to positive destinations In summary, the attainment outcomes for leavers in 2022/23 are positive in comparison to last year and pre- pandemic levels. Almost all leavers are in a positive destination (95.3%), and there is strong performance in attainment in comparison to our virtual comparators. There was also positive achievements in SCQF levels 3 and 4 versus the national and LGBF comparator authorities. There are however challenges where improvement will be focused, which includes the core middle 60% attainment cohort and learners at SCQF level 6. Page 53 of 164
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Priority 2: All children & young people feel valued & included, and have the same opportunities to succeed A full refresh of school roll projections was undertaken to assess current and future demand and will inform and shape the Learning Estate Strategy of the next 5 years. Active Schools Midlothian: team continue to work in partnership with Sports Scotland, providing opportunities for our children to adopt healthy and active lifestyles throughout their school years and into adulthood by supporting and sustaining a network of volunteers, coaches, leaders and teachers who, in turn, deliver extra- curricular physical activity and sport before, during and after school and in the wider community. Libraries: 4,091 children’s library initiatives took place in 2023/24. The Summer Reading Challenge, based around the power of play, sport and games, saw over 1,000 children sign up this year (a 15% increase on last year) with 55% of those completing the challenge (a 4% increase on the numbers finishing last year). Nearly 130 events were attended by over 4,000 children and their families and over 21,000 items of junior stock were issued over July and August. As a result, libraries saw 668 new child memberships which reflects the positive engagement of the Summer Reading Challenge. Book Week Scotland saw 66 events held across our libraries including Bookbug sessions, author visits, workshops, crafting, school visits and Bookbug bag gifting sessions. Almost 2,300 people attended which was a great turn out for what was a very wet Book Week Scotland. Education 2023-24 Outcomes included: Children’s Services 2023-24 Outcomes included: 95.3% of school leavers initial destination positive (22/23) 65.34% of school leavers achieving Literacy and Numeracy at level 5 2,254 P1 and P2 pupils have access to individual learning tables 11,872 P3-P6 pupils have their own learning Chromebook increase in primary pupils with additional support needs 16.5% increase in secondary pupils with additional support needs Primary and Secondary attendance rates below target for the year 74 families using Self Directed Support option 1 81 families participating in family group decision making 52 families have a family group decision making plan 224 families offered income assessments (41% more than previous year) Page 54 of 164
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Midlothian will Support Residents to Improve Employability and Outcomes in our Communities 2023-24 Outcomes included: Community, Lifelong Learning and Employability (CLLE) A positive progress visit of Midlothian Community Learning and Development Partnership by Education Scotland HMIe took place in March 2024. The inspection focused on: • How effective is the leadership of the local authority and their CLD partners in improving outcomes? • How well does the performance of the local authority and their CLD partners demonstrate positive impact? Initial feedback provided indicated that leadership of CLD at all levels is confident and effective. Noting that there is a shared vision and ambition for improving the lives of individuals and communities. Further noting that there is a well embedded culture of strong partnership working and that robust evidence bases underpin the work taking place to remove barriers to participation. The feedback recognised that overall participants across a range of CLD services are gaining new knowledge and skills to help them meet their aspirations and needs. As a result of gaining new skills and qualifications, learners are better able to secure employment. Across provision, the achievements of young people and adults were noted as being regularly recognised and celebrated well. An action plan was to be developed to address areas of continuous improvement. CLD Partnership Plan: Overall, very good progress has been made in meeting the targets set in the CLD Three Year Partnership Plan which ensures Midlothian Council fulfils its statutory duty in relation to youth work, adult learning, and community capacity building (with zero red actions, 10 amber and 23 green). The CLLE service and partners worked together to produce a padlet which provides detailed information on the opportunities available to support young people, adults, families and communities to build skills for learning, life and work. The Cost-of-Living Task Force agreed £66,000 carry forward funding to support the trusted partners model until June 2024 Libraries: The number of library events has increased by 7% from last year with 6,135 library events held this year resulting in a total of 81,006 attendees, an 11% increase from those attending events last year. This covers regular events and activities for both adults and children as well as standalone events. This year, Library Services were awarded the SLIC Library Service Excellence Award for activities that put our communities at the heart of the service. 298 parents supported by Parental Employability Project (186 new & 114 existing). 80 entered or progressed their employment with more hours or pay. 80 entered or progressed self-employment to increase income. 36.78% achieved a work-related accredited qualification totalling 275. 9 started Further or Higher Education 3,422 engagements by young people accessing youth work provision 1,525 engagements in community based & adult learning programme 58 groups received direct community capacity building support 477 participants in paid adult learning programme 799 people received 1:1 support 6,225 local people engaged with CLL projects 2,531 qualifications gained by CLLE learners 509 CLL opportunities/ projects/courses offered 2,652 library customers supported with digital queries Page 55 of 164
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Midlothian will be Greener Significant progress is made towards net zero carbon emissions by 2045. Midlothian Council was one of the first local authorities to sign Scotland’s Climate Change Declaration, publicly acknowledging the challenges and opportunities that climate change brings with a commitment to make the Council’s activities net zero carbon by 2030. In line with Scottish Government, this date has been revised to 2045. Work continues to implement the Council’s Climate Change Strategy and focus continues to achieve future emissions targets. Local Heat & Energy Efficiency Strategies (LHEES) will set out the long-term plan for decarbonising heat in buildings and improving energy efficiency across an entire local authority area. This year work has progressed at pace to review the findings of the previously reported Stage 4 LHEES study, the outcome of which has provided a good foundation for the remaining stages. There has been positive and good engagement with internal stakeholders’ business and community representatives, and regular engagement with Joint Venture Partners Midlothian Energy who will be an essential partner in delivering an effective and viable plan. The LHEES Strategy and covering report is complete and approved by the Scottish Government for compliance and subject to Council approval. Thematic actions are designed to increase awareness, promote reflection and action on the key Climate Emergency issues of energy, food and travel. The actions will help inform and give people the opportunity to get involved to make a difference. Midlothian’s future will be different through having more people aware and engaged in Climate Emergency issues, both consciously and subconsciously. This will make Midlothian more resilient to the effects of Climate Change and in addition help contribute more widely to Climate Change resilience. Work continues to engage with businesses regarding their own climate change commitments via the ‘climate change pledge’ programme and there is increasing awareness in the Council and across communities on the back of communications from the Council and the working progressed by the Community Planning Climate Change Emergency group. Parks and Greenspaces: Utilisation of the Nature Restoration fund from the Scottish Government, Butterfly and Bee happy mixes of Bulbs and wildflowers were planted at some of our prominent roundabouts and in our parks. 20 locations were planted with 1,184,670 bulbs. To further support the Scottish Government’s draft Scottish Biodiversity Strategy and Midlothian’s Local Biodiversity action plan, additional funding was spent on further biodiversity measures to be undertaken in the next quarter involving large areas of wildflowers on the former Golf Course at Vogrie Country Park to create pollinator friendly areas. Our Countryside Ranger Service continues to ensure our sites are an attractive, safe and welcoming environment for all to enjoy. This year, 6,990 volunteer hours (1,165 days) were spent in countryside sites. Volunteer numbers have increased significantly over the last few years, with a 25% increase in volunteer hours this year compared to last year and a 45% increase from 2021/22. Work on our Countryside sites would not be possible without close partnership working between volunteers and their coordination by our Ranger service. Other achievements this year included: 36 ranger events held with 1,557 participants and 174 school and community group events with 2,603 participants; delivery of Midlothian Outdoor Festival 2023, including 30 events and over 1,550 participants, with volunteers and partners throughout Midlothian; and Grassland management to increase pollinator species and carbon sequestration rates carried out at Vogrie, Roslin and Straiton Pond by volunteers cutting and lifting wildflower rich meadow areas Housing: the housing programme included the largest Passivhaus programme in Scotland with 191 homes to be built to the exacting Passivhaus standard in line with Midlothian Council’s Net Zero Housing Design Guide. At present any further Passivhaus developments are paused for a cost benefit analysis exercise. Page 56 of 164
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Building Maintenance: Earlier in the year, Building Maintenance Service commenced the trial fit out of a brand new heating system which incorporates infra-red heating technology and are monitoring the cost of running this system through the winter with the assistance of the tenants who have moved into this property. This is a further step in achieving net zero and reducing the heating costs for our tenants. In line with our Damp and Mould policy the service continued to roll out the environmental sensors throughout our portfolio. This year BMS have installed 2,370 monitors across 1,158 homes. Street lighting: capital programme was completed ahead of plan this year with a targeted 752 new lighting column replacements. A further 1,164 street lights were upgraded to LED lanterns to include a central management system for dimming. collected for recycling and improve operational efficiencies. In addition, £2.2m was awarded from the Scottish Government’s Recycling Improvement Fund which allow the Council to fully transition existing waste and recycling collection services to meet the recommendations in the Charter for Household Waste Recycling. Protective services: Environmental Crime Pilot was launched this year with an increased emphasis on fly-tipping, littering and dog fouling. 2023-24 Outcomes included: The year long pilot has the power to issue statutory and fixed penalty notices between £80-£200 to offenders and report potential crimes to the procurator fiscal. Libraries: This year saw the launch of Gorebridge Library’s Lend and Mend Hub. The Hub provides free access to sewing machines and other equipment to allow communities to repair, re-use and upcycle their own items. Waste services: Waste Services team carry out over 5.8 million individual waste and recycling collections each year. The team completed 99.95% of all collections as scheduled. New waste service standards and waste collection policies were approved by Council. The development of these policies will ensure services operate transparently and fairly, encouraging householder participation, maximise the quality and quantity of materials 77 Greenspaces: improvements or new facilities completed. 28 improvement projects: 12 play areas and 16 village improvements 25% increase in volunteer hours this year compared to last year 6,990 volunteer hours (1,165 days) spent in countryside sites 108 Businesses signed up to Midlothian Business Green Pledge 43.5% waste recycled 5.8 million individual waste and recycling collections each year. 2 Green Flags awarded at Straiton Pond nature reserve and Kings Park 38.1% energy from waste 17.2% waste to landfill Page 57 of 164
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Midlothian will have a Wellbeing Economy and be Better Connected To create a connected, collaborative and ambitious economic culture in Midlothian. Midlothian Council’s Economic Renewal Strategy sets out our ambitious approach to managing the transition from pandemic lockdown and planning for the longer term challenges the local economy will face. The strategy aims to mitigate the adverse economic impact on the local economy from COVID-19. Key aims are to protect jobs and aid business recovery using a place-based partnership approach that maximises the opportunities developing from the pandemic. Taking this partnership approach, the strategy will foster entrepreneurship, upskilling and training, addressing gaps in the market and changing the way business is done to better align this to customer behaviour. Alongside support for agriculture, tourism and the leisure and hospitality sectors, the council will also promote local jobs and self-employment opportunities, particularly for young people, to give them the necessary skills and support they need to benefit from economic recovery. Work is ongoing to refresh the Economic Strategy. Localised procurement is promoted to clients, encouraging registration with the Supplier Development Programme and Public Contracts Scotland (PCS). Businesses are encouraged to register with the Supplier Development Programme which provides access to free training and support in all aspects of public sector tendering to improve the tender readiness of local suppliers. The creation of action groups to take forward key areas of proposed work to focus on are: • Refresh of the Local Procurement Strategy, supporting Community Wealth Building. • Managing change – the need for better understanding throughout the Council to increase the local spend and to minimise unregulated spend. • Creation of sessions hosted by procurement and economic development to encourage services to direct spend to the local supply base. The Economic Development priorities for the 2023/27 Single Midlothian Plan align to the social, environmental and economic aspirations of the wellbeing economy with people focussed outcomes that will also deliver local economic benefit. The Capital Investment Strategy sits centrally within the Council’s future planning activities and in doing so has to reflect the demands of Council services to ensure positive outcomes are achieved in the right place, at the right time for the maximum benefit to Midlothian. The extensive capital programme delivers new schools, a record investment in council housing, improved community infrastructure, investment in the local transport network and innovative developments such as the new low carbon heat network in Shawfair. To ensure Midlothian is ‘building back better’, this investment is also creating new jobs, apprenticeship opportunities, opportunities for businesses and communities and families hard- hit by the impact of the pandemic. These new opportunities help lead the way out of the pandemic and towards a better future for Midlothian. Page 58 of 164
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Housing: the housing programme Phase 1 provided 864 additional houses within Midlothian. The total number of new homes from phases 2, 3 and 4 is currently estimated at 1134, comprising of 489 from phase 2 budget and 645 from phase 3 and 4 budgets. An additional 327 homes are funded for delivery in phase 5. 2023-24 Outcomes included: 181 new build homes 235 ‘Planning to Start’ business enquiries received, 120% more than previous year 103 new business start-ups this year 1.690 Locate in Midlothian followers 2,288 Business Gateway followers 63 Social enterprises supported this year 54.6 weeks average time to determine planning applications for major developments in Q4 (up from 50.1 weeks in Q3 9.3 weeks average time to determine planning applications for minor developments in Q4 (up from 9 weeks in Q3) Page 59 of 164
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Midlothian will Work Towards Reducing Poverty To reduce all aspects of poverty using a data informed approach whilst learning from those with direct experience of poverty. Homelessness: There continues to be a significant demand placed on homeless and temporary accommodation services, alongside the increase in energy, food and fuel costs, requiring a comprehensive preventative approach. Homelessness is not inevitable and can often be prevented. Our aim is to reduce the length of time that an applicant is in Temporary Accommodation and through our Rapid Rehousing transition plan we are seeing households moving through the homeless system more quickly. The Council’s Strategic Housing Investment Plan (SHIP) 2024/25 to 2028/29 was submitted to the Scottish Government. The SHIP identifies the Council’s priorities for investment in new affordable housing in Midlothian over a 5-year period. The delivery of more affordable housing remains a high priority for Midlothian, as reflected by our ongoing and ambitious housing development programme. Our Rapid Rehousing Transition Plan has brought significant change for homelessness over the last 4 years in ending the use of Bed and Breakfast type accommodation and developing better quality temporary accommodation, developing nomination agreements for people experiencing domestic abuse, and leaving the armed forces to enable access to permanent housing, preventing the need for a homeless assessment. Midlothian Council also adopted a model of Housing First which finds suitable properties before inviting nominations from a multi- disciplinary core group. Through the last award of our Rapid Rehousing Transition Plan (RRTP) monies this year, Housing Services have commissioned the Rock Trust for a two year contract to support our young tenants, helping them to move on from homelessness or avoid it altogether. Cost of Living Crisis: To respond to this emerging crisis, the Council established a Cost of Living Task Force in 2022, which is chaired by the Council Leader and meets regularly to coordinate mitigating activities. The Cost-of- Living Task Force agreed £66,000 carry forward funding to support the trusted partners model till June 2024, with a further report being prepared jointly by CLLE and Place Directorate regarding future Cost of Living Supports. Community Capacity Building and Reducing Poverty: 58 groups in the last 12 months have received direct community capacity building support. Warm and Well Hubs: As part of Challenge Poverty Week we relaunched our 4 warm and well hubs. Working in partnership with other services including Communities, Lifelong Learning and Employability, Citizens Advice Bureau, Social Security Scotland and Into Work, a number of workshops and drop-in sessions were held in our Warm and Well Hubs providing advice on benefits, employability support, household budgeting and Cost of Living support and advice. In order to continue to support our communities through the Cost of Living Crisis, Dalkeith Library launched a free coat swap where coats could be donated or taken by those who were in need. Wellbeing: In conjunction with Midlothian Voluntary Action’s project MFIN (Midlothian Financial Inclusion Network) and the cost of living agenda, HR and Communications staff were involved with promoting support available through partner agencies to combat the cost of living pressures currently being experienced by employees and friends and family living in Midlothian communities. This included awareness of supports for debt advice, energy costs, healthy eating and stress management. Page 60 of 164
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Website/Social Media: A dedicated communications campaign encouraging eligible families to apply for free school meals and clothing grants. A further social media campaign to promote Social Security Scotland’s Drop-In Services at libraries throughout Midlothian and a short social campaign to raise awareness of the updated offering of the Best Start Food Grant. 2023-24 Outcomes included: 35 days averaged for property re-let times to permanent accommodation continuing a downward trend from 46 days in 21/22 93.2% of homeless applicants sustained a permanent tenancy after 1 year. 552 housing lets this year, 56.52% Homelessness and 43.48% General needs 139 temporary accommodation households flipped to permanent accommodation this year 43.8 weeks homeless applicants wait time. Down from 70 for same period last year 19 houses let through our Housing first model 217 lets were made to new build and open market £527,868 granted from Scottish Welfare fund for crisis £449,088 granted for community care grants up to Q4 5,712 applicants on housing waiting list this year 1,243 homeless cases provided with advice and assistance Page 61 of 164
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Other areas of interest Growing Council: Midlothian is projected to have the highest percentage change in population size of all mainland council areas in Scotland with an increase of 16%. In addition, Midlothian has 10 zones which fall into the most deprived areas living a local share of 8.7% living in the most deprived areas in Scotland. Corporate Solutions will “deliver forward looking services fit for a modern 21st Century organisation and put the citizen at the centre of service redesign”. Corporate Solutions supports the whole Council delivering services to internal and external stakeholders, playing a key role in the delivery of the Council’s Medium Term Financial Strategy and ensuring organisational compliance, developing the workforce, and advancing transformation. 2023-24 Outcomes included: Comparing performance, or benchmarking, allows us to compare our performance with other local authorities so that we can identify best practice, learn from each other, and improve what we do. We do this through the Local Government Benchmarking Framework (LGBF). The framework is a set of performance indicators developed for Scottish councils to compare performance and encourage shared learning and continuous improvement. Information on our performance in the LGBF Framework nationally and against similar councils is available via the Local Government Benchmarking Framework Dashboard. 1,201 complaints were closed in the year. 78.27% of all complaints responded to in full at Stage 1 15.4% of all complaints responded to in full following escalation 6.24% of all complaints responded to in full at Stage 2 3.37 working days on average to respond to Stage 1 22.75 working days on average to respond to Stage 2 11.71 days average Sickness Absence per Employee 9.2% staff turnover (including teachers) 2.7% gender pay gap between average hourly male & female pay 58.9% of Council employees in top 5% of earners are women 22,100 Midlothian Council Facebook followers 154,176 customer enquiry calls to our Contact Centre 18,000 @midlothian twitter followers Page 62 of 164
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Appendix C – Planning and Performance Management Framework 2025 Midlothian – A Great Green Place to Grow Planning and Performance Management Framework 2025 (January 2025) Page 64 of 164
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Content Page Midlothian – A Great Green Place to Grow 1 The Framework 2 Performance Management 5 Outcomes and Priorities 9 Performance Monitoring and Reporting 9 Self-evaluation 12 Service Improvement Planning and Management 13 Scrutiny 15 Appendix 1: Good Practice Self-assessment Toolkit 19 Diagrams: 1. Hierarchy of performance indicators and plans 5 2. Planning and Performance Management Framework Cycle 5 3. Planning and Performance Management Framework Timeframe 9 4. ‘Midlothian Excellence Framework’ Overview - Key questions / Self-evaluation cycle 12 Tables: 1. Examples of activities across the framework 6 2. Key documents and policies supporting the framework 7 3. Reporting of Performance 11 4. Purpose/Responsibility of the scrutiny committees 16 Page 65 of 164
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Midlothian – A Great Green Place to Grow Midlothian – A Great Green Place to Grow. Our ‘Great, green place to go’ vision and supporting strategies recognise that the next five years will, amongst other priorities, see Midlothian build on its recovery from the Covid-19 pandemic and build a wellbeing economy while working towards delivering against our climate change commitment. Our Transformation Blueprint 2023-2028 and supporting Medium Term Financial Strategy are designed to align with the Single Midlothian Plan which is supported by the Council’s Service Plans. Rooted in the creation of a wellbeing economy, the vision of our new 5 year strategy focuses on reducing inequalities at the same time as looking after the health of our planet. Specifically we have three priority outcomes: • Individuals and communities have improved health and skills for learning, life and work • No child or household live in poverty • Significant progress is made towards net zero carbon emissions by 2045 Our nine drivers for change (see figure 1) continue to support our continuous improvement and transformation journey while the Transformation Blueprint (see figure 2) focusses on the nature of the work and developing a 21st century workforce supported by a workplace fit for the future where joined up services are delivered in a holistic and integrated way. Figure 1: Enabling Strategies: Our nine drivers for change Page 66 of 164
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Figure 2: Transformation Blueprint Dimensions A key focus supporting delivery of our ambition is a focus on outcomes and the associated planning and performance management framework (PPMF). The Framework The Council and its partners will continue to strive for effective, efficient and sustainable services which provide best value and focus on continuous improvement. Introducing a revision to our existing Planning and Performance Management Framework (PPMF) ensures a focus on outcomes while continuing to reflect our statutory performance reporting requirements set out in the Statutory Performance Information Direction 2024 which states that each council will report a range of information covering the following four key areas: 1: Using resources effectively to address strategic priorities 2: Working with partners and communities to achieve shared outcomes 3: Financial sustainability and budget transparency 4: Use of data and assessments to support improvement and transformation The Accounts Commission expects clear, balanced and effective reporting to the public on how well services are performing, enabling citizens to understand the reasons behind decisions that can have a significant impact on their lives. The better informed people are, the more they feel able to engage in the decision-making process. The Council’s Performance web pages reflect these requirements. The Commission has a statutory duty to direct councils to publish information that will: • enable comparisons of performance between councils and over time (developed for and with councils, there is an expectation that indicators from the Local Government Benchmarking Framework (LGBF) should be used, as this is seen as the most effective and comprehensive means of enabling comparisons to be drawn by councils themselves and by the public), and • show how well they are improving local outcomes with community planning partners in their area. Page 67 of 164
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Complying with the SPI Direction is fundamental to councils fulfilling their duty to secure best value – a duty that focuses on improving lives and services for local people alongside using resources effectively. The Direction reinforces the importance of councils being transparent through reporting to their local communities on how well they are meeting this duty. Information on performance over time and in comparisons to others is a crucial tool for continuous improvement and transformation. Through public performance reporting, councils should be able to demonstrate: • how they are working with partners to achieve shared local outcomes, • how they are responding to the needs of their local communities, • how they are learning from best practice elsewhere, • what factors are impacting on their performance • how they are using data to inform decision-making, and • how they measure success. In satisfying the requirements set out in the directions, the Commission requires each council to ensure that its reporting meets the following criteria: • Balance in reporting areas of improvement that have been achieved and not achieved. • This is undertaken in a timely manner. • Easy access to its performance information for all of its citizens and communities, with such information presented in an accessible style. Best Value relates to ensuring that there is good governance and effective management of resources, with a focus on improvement, partnership and community working, to deliver the best possible outcomes for the public. The duty of Best Value applies to all public bodies in Scotland. It is a statutory duty for all local authorities. The seven themes within the 2020 Best Value guidance have been adopted by the council as part of our Best Value Framework for monitoring compliance with Best Value duties. The Best Value themes reflect the wide scope required to fully demonstrate Best Value, reflecting the changing and complex environment in which local authorities deliver services: • Vision and Leadership • Governance and Accountability • Effective Use of Resources • Partnerships and Collaborative Working • Working With Communities • Sustainable Development • Fairness and Equality The Council continues to put delivering in partnership with our Community Planning Partners at the heart of what we do. We recognise that there is always more we could do to improve services, make them more effective and deliver them more efficiently – balancing quality of service with value for money. The Council’s commitment to continuous improvement and this framework are centred on the belief that we have to be self-aware of our strengths and weaknesses, we need to be more proactive about identifying improvement opportunities and managing our performance and be critically honest in our evaluation of our own performance. Inspections, audits and accreditation support the process by providing independent and external assessment of how we are doing and what can be improved. Page 68 of 164
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All Council staff have a responsibility to strive to deliver excellent, efficient and effective services. The Workforce Strategy approved by Council in December 2024 focuses on delivery of the Transformation Blueprint. However, managers throughout the organisation have a responsibility to lead and manage the improvement process and delivery of transformation, they do this by adopting good management behaviours and practices including: • Translating the Single Midlothian Plan and translating Council strategies into something that is meaningful for their service • Showing staff that performance matters by what they do • Working within and putting into practice the Planning and Performance Management Framework established by the Council • Taking time to join-up their thinking and learn about whether things are improving, and if not why • Measuring what matters to service users and to staff to encourage effort around what is most important • Taking action on what matters the most, to ensure that change happens • Helping people perform to the best of their ability and being prepared to deal with situations where the service is under-performing. The framework incorporates the following inter-related elements to ensure that planning and performance management activities deliver on the continuous improvement agenda: Setting clear outcomes and priorities – what we need to do to achieve our vision and ambitions for Midlothian Self-evaluation – measuring how are we doing and what do we need to improve Service and improvement planning and management – setting out how we are going to deliver and manage services and improvement Performance management, monitoring and reporting – monitoring how we are doing External assessment and accreditation – how others see us and gaining external validation. Another way of expressing this is through the concept and language of Best Value: • Are we doing the right things? • Are we doing them right? • How do we know how well we are doing? • Could we do things differently and better? The framework allows for outcomes and priorities across the full range and level of planning carried out to be captured and the associated performance measures and indicators to be identified to support the performance management process. Diagram 1 represents the different levels of plans and measures/indicators incorporated within the framework. Page 69 of 164
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Diagram 1: Hiearchy of performance indicators and plans Performance Management In practice, performance management involves four areas of activity: planning, delivering, monitoring and reviewing as shown in the Diagram 2 below with examples of outputs shown in Table 1. Examples of performance management outputs are shown in Table 2 and the timeframe for the Council is shown in Diagram 3. Diagram 2: Planning and Performance Management Framework Cycle Page 70 of 164
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Table 1: Examples of activities across the framework cycle Activity Council wide Service/ Unit / Team / Individual Planning what we need to do Single Midlothian Plan Transformation Blueprint Medium Term Financial Strategy Service Plans Unit/Team Plans Individual Plans/Making Performance Matter 1-2-1s Delivering what we have planned Delivering services/achieving Outcomes Feedback Work schedules/project plans/targets/ milestones) Achieving Outcomes Feedback Monitoring or checking how we are delivering Performance management process Quarterly/Annual Performance Reports/Balanced Score Card Interna/lExternal Audits Inspections Benchmarking Indicators Staff Surveys Trade Union engagement forums (DCGs, CJWG and JCG) Performance management process Quarterly/Annual Performance Reports/Pentana Browser Making Performance Matter process Customer Feedback/Complaints/ Compliments Listen and Learn exercises Reviewing what we do to make it more successful Review Single Midlothian Plan Review of Council Strategy Self-evaluation (e.g. MEF) Self-evaluation (MEF) Performance improvement tools; for example, CSE Making Performance Matter process Page 71 of 164
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Table 2: Key documents and policies supporting the framework Outcomes and Priorities Self- evaluation Service and Improvement Planning and Management Performance Reporting Financial Management External Assessment Service Planning Workforce Management Risk Management Single Outcome Agreement (SOA) Single Midlothian Plan Transformation Blueprint Medium Term Financial Strategy Council Balanced Score Card Midlothian Excellence Framework (MEF) How good is our - • education authority • early learning and childcare • school • community learning and development Care Inspectorate quality framework for daycare of children, childminding and school aged childcare Quality Framework for children and Planning and Performance Management Framework 2025 Service Plans Service Planning Guidance Workforce Planning Workforce Strategy Service Review Process Competency Framework Equalities in Employment Monitoring Risk Management Strategy Strategic Risk Profile Service Risk Registers Internal Audit Single Midlothian Plan Performance Reports Annual/Quarterly Performance Reports Benchmarking Review Balanced Scorecard Budget Setting and approval process Medium Term Financial Strategy Financial Reporting requirements (Revenue/ Capital/HRA etc) Financial Monitoring CMT External Auditor Report (including Best Value) Citizens Panel Customer Feedback Page 72 of 164
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young people in need of care and protection Employee Engagement Survey Listen and Learn Page 73 of 164
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Diagram 3: Planning and Performance Management Framework Timeframe Outcomes and Priorities The Council’s outcomes and priorities have been identified and agreed with our Community Planning Partners and are captured in the Single Midlothian Plan and in the Transformation Blueprint. Each Service develops ‘Service Outcomes’ which directly reflect the services that they provide, and showing how they contribute to the delivery of the outcomes and priorities in the Single Midlothian Plan and the Transformation Blueprint. The Balanced Scorecard also provides the opportunity to identify, frame and report on key measures and outputs that reflect the strategic outcomes and priorities. Performance Monitoring and Reporting Performance Measures/Indicators - Accurate, high quality, timely and comprehensive performance data is essential to the effectiveness of the Council’s Planning and Performance Management Framework. Performance data is generated for a range of purposes: • Statutory Performance Indicators (SPIs) and SOLACE Benchmarking Indicators are collected by all Scottish local authorities • Key Performance Indicators (KPIs) are defined by the Council and Community Planning Partners and are aimed at measuring performance in relation to the key priorities/outcomes • Single Outcome Agreement (SOA) indicators are defined in the Single Midlothian Plan and are aimed at measuring performance in relation to the SOA outcomes • Service Scorecard Indicators are defined to measure performance in relation to outcomes and priorities outlined in Service Plans, to assist managers to assess how the service is performing against the agreed performance management framework. • Q4 Performance Reporting Page 74 of 164
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The range of performance data collected should be regularly reviewed to ensure that data collected is useful in terms of being able to measure performance against key priorities and outcomes. It is important that data collected provides the ability to measure performance against outcomes and the quality of the service provided, not just the volume of service delivery. All indicators should include stretching targets based on improving past/current performance so that they contribute to the improvement momentum. Consideration should also be given to how the Council’s performance can be benchmarked against comparator authorities or organisations. Services such as the APSE (Association for Public Service Excellence) Performance Networks can be a useful tool to support benchmarking. Monitoring and Reporting - The reporting of performance data is required in a number of respects. The regular reporting of accurate and clear information (and effective scrutiny of that information) helps lead to good decision making and improved performance. Managers can use performance data to identify where performance is below expectations and take remedial action to improve performance. Reviewing targets in the light of experience – setting higher targets where performance is above expectations – can help to drive continuous improvement. The reporting of performance to elected members, the public and other stakeholders helps to ensure accountability. Performance indicators are reported via Pentana, the Council’s performance management software. Pentana can also be used to report and monitor actions from Service and other Plans and Risks. Performance Indicators, Service Plan Actions and Risks can all be captured and viewed via Pentana Browser. Performance is reported in several different ways to satisfy the needs of different stakeholders as is shown in Table 3. Page 75 of 164
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Table 3: Reporting of Performance Report Quarterly/Annual Performance Reporting Annual Council Performance Report Performance Framework (Balanced Scorecard) Reporting Single Midlothian Plan Reporting Purpose Quarterly Performance Service reports include all of the key indicators that Services measure. Indicators may reflect inputs, outputs and outcomes. Actions might also be reported. The Council report is set out against the thematics of the Single Midlothian Plan. The Annual Council Performance Report includes Key Performance Indicators. The indicators show how the Council is performing against the outcomes and priorities set out in the Single Midlothian Plan. The Balanced Scorecard captures the outcome indicators from the Single Midlothian Plan which Midlothian Council is actively targeting. Performance reporting of the Single Midlothian Plan shows how the Council and its partners are performing against the agreed outcomes and priorities Example % of working days lost due to sickness absence Number of homecare hours per 1000 population aged 65+ Proportion of Pupils Entering Positive Destinations % of satisfactory complete Community Payback Orders Content Performance narrative/visuals Performance indicators Actions Narrative/visuals against the SMP Thematic areas. Key Performance Indicators including Balanced Scorecard. Report set out against the outcomes and measures related to Customer, Finance, Service Improvement and Learning and Growth Local Government Benchmarking Indicators Narrative overview for each of the SMP thematic areas CPP Thematic Actions CPP Thematic Performance Indicators Audience Chief Executive, Directors, Chief Officers, Cabinet and PRS. Published on Council website Public and community groups, Elected Members Operates as a strategic performance management tool for the whole Council. Published on Council website CPP Board, Council, Public Frequency Quarterly/Annual Mixture of quarterly and annual measures Half-yearly and Annual Half Yearly and Annual Media Report published on Midlothian Council website Pentana (performance management software and browser) Report published on Midlothian Council website Report published on Midlothian Council website Pentana (performance management software and browser) Report published on Midlothian Council website Pentana (performance management software and browser) Page 76 of 164
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Self-evaluation The development of a robust self-evaluation approach is a key component of the planning and performance management framework. Self-awareness of strengths and weaknesses and taking action to build on strengths and address weaknesses is essential if the Council is to continually improve. A good practice self-assessment toolkit for performance management which focuses on the key questions noted below has been introduced to support the introduction of a revised planning and performance management framework and is available in Appendix 1. 1. Is there a consistent, rigorous and open approach to performance management? 2. Do the organisation and its partners know how well they and each other are performing against planned outcomes? 3. Is knowledge about performance used to drive continuous improvement in outcomes? The Council’s corporate self-evaluation tool is the ‘Midlothian Excellence Framework’ (MEF), a model based on the PSIF model. Through collating and evaluating evidence and assessing performance across key questions MEF provides the basis for services to identify areas for improvement. Any improvement actions that need to be undertaken as a result of self-evaluation should be included in the relevant Service Plan. An overview of the MEF framework is shown in Diagram 4. Diagram 4: Midlothian Excellence Framework Overview - Key questions/Self- evaluation cycle • How effective is our Leadership? • How effective is our Service planning and performance management? • How well are our Staff managed, developed, involved, communicated with and recognised and cared for? • How well do we work with Partnerships and manage resources? • How well do services manage the needs and expectations of customers? • How good are our results in relation to our Customers, Staff, Communities and key performance targets? Different self-evaluation models may be used where a specific model has been developed for that service area (for example, the Care Inspectorate Performance Improvement Model). Where alternative self-evaluation models are used it is important that they are based on a structure that is similar to MEF. Performance improvement tools, such as, Customer Service Excellence (CSE), can also be used to complement MEF by assisting services to review the effectiveness of their processes. Plan when and how to address questions Collate evidence Undertake self- evaluation Prioritise improvement actions in Service Plan Page 77 of 164
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Service and Improvement Planning and Management Service and improvement planning and management is principally carried out at a service and team level through the Service Planning process and at a Council wide level through strategic planning of Transformation, Finance, Workforce and Risk. Transformation Blueprint (2023-2028) – In moving to a post pandemic world, we committed to building on the learning and new ways of working adopted during this time and renewed our focus on delivering our key priorities at the most local level possible. Rooted in the creation of a wellbeing economy, the vision of our 5 year strategy focuses on reducing inequalities at the same time as looking after the health of our planet. Specifically, we have three main priorities: • Individuals and communities have improved health and skills for learning, life and work • No child or household live in poverty • Significant progress is made towards net zero carbon emissions by 2030 The pandemic accelerated the financial challenges and reprioritisation and redesign is crucial to balancing the financial position, as well as preparing for future challenges and changes. The Transformation Blueprint sets out our biggest challenges that need to be addressed over the next five years. We will continue to work to address the inequalities that our communities face, respond to the demands of being one of the fastest growing local authorities in mainland Scotland, and delivering our vision of being a great, green place to grow. Transformation Blueprint Objectives 1. Support the Council to address the 5 year funding gap of £29.121 million outlined in the MTFS 2. Follow the Money to ensure that the services we commission, contracts we manage and digital solutions we use deliver value for money. 3. Develop an organisational workforce that is flexible ensuring the all staff have the necessary skills to work effectively supported by digital technologies that fit for a 21st century workforce 4. Design a workplace for the future delivering services in a holistic and integrated way. 5. Drive forward multi-agency transformation to deliver systems-level change resulting in joined-up service delivery which improve outcomes Service Planning - Service Plans (and Team Plans) provide a link to the outcomes and commitments contained within the Single Midlothian Plan, the Transformation Blueprint and the Medium Term Financial Strategy and any relevant legislation that is specific to the Service and to the results of self-evaluation using the ‘Midlothian Excellence Framework’ or other similar self-evaluation tool. • The Service Plan provides a specific representation of what is involved in the delivery of outcomes and priorities, recognising the outcome indicators and measures, resource implications, actions, and risks concerned. Service Plans translate ‘what we intend to do’ into ‘how we will achieve it’. Page 78 of 164
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• The Team Plan links to the Service Plan, but serves a different purpose. Team Plans provide a more functional link for staff and managers to refer to. For most staff the Team Plan would answer the question of ‘What am I meant to be doing?’ The Team Plan is not supposed to re-iterate the links that are explained in the Service Plan, just as the Service Plan is not intended to re-invent the Single Midlothian Plan. Service Plans will identify the relevant Single Midlothian Plan/Strategic Plan outcomes and priorities to which the service will contribute as well as define service specific priorities, with associated outcome indicators and measures. Plans will also capture challenges the service is facing, summarise strengths and areas for improvement arising from self-evaluation and also reflect the actions required to achieve the stated outcomes and priorities with appropriate outcome indicators and measures. Service Plans will contain the outcome indicators for each Service. Identified actions and improvement actions should contribute to the achievement of the outcome indicators. Any indicators or measures used should have a clear definition to establish what is being measured and how. They should contain robust and reliable data and should, if possible, facilitate comparison with other areas or organisations. Service Plans should also identify the main risks that might prevent the Service from achieving its ambitions Financial Planning and Management - The financial objective of the Council is to provide the services that the Councillors believe are required for the lowest Council Tax or service charge possible. Underpinning this objective are two key principles of public finance that the Council must observe – that there should be no taxation in advance of need and that there should be fairness in the tax burden between generations and taxpayers. Budget review and development is not a once-a-year process. External circumstances are continuously changing and performance compared against budget is under regular review with formal reports produced at agreed intervals and a year-end report to the Council following submission of the draft accounts for audit. In addition, monthly and quarterly performance reports are issued to managers with budget responsibility and the Corporate Management Team (CMT) scrutinise the financial position quarterly. The overall finances of the Council are also subject to detailed annual independent audit review. If at any time spending pressures are not containable within the Service/Team, the service manager should report this to their Chief Officer. Further consultation on the flexibility to move budgets between groups may then occur. Should this not resolve the spending issue, it is the service Directors’ responsibility to formally report this to the Chief Financial Officer. In this situation the matter may be reported to Cabinet and the Council may be asked to reconsider their policies applying within that Service with a view to reducing services and costs or increasing charges and income. If this cannot be achieved, then the Council may be asked to approve policy changes elsewhere that will yield the necessary savings through service reductions or increased charges. Workforce Management Planning - The Workforce Strategy outlines the Council’s approach to workforce development and people management. Its intent is to ensure that the Council’s workforce is ready and able to deliver the outcomes within the Single Midlothian Plan, Transformation Blueprint and Medium Term Financial Strategy. The Strategy is driven by a number of key strategic actions focussed on the following areas of people management and workforce development improvement: • Performance • Customer Focus Page 79 of 164
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• Leadership • Innovation • Wellbeing and Engagement • Community and Partnership Working • Continuous Improvement. The Making Performance Matter process provides an opportunity for all staff to review how they contribute to the Council’s vision and strategic plans. It provides the link between the staff and the planning and performance management framework by identifying what and how individuals can be supported to deliver against work related objectives set with them. Risk Management - This is the process of identifying, analysing, treating and monitoring risks which the organisation face. Risks are recorded within the Corporate Risk Register, Service Risk Registers and/or project risk registers. The Pentana Risk module facilitates the recording and monitoring of risks electronically. Corporate risks represent those risks with the potential to impact on the ‘corporate body’, Midlothian Council, in achieving its stated policies and corporate objectives and those that require strategic leadership (for example the Single Midlothian Plan/Transformation Blueprint). The Corporate Management Team has responsibility for the Strategic Risk Profile Service risks represent the potential for impact on ‘individual services’ in relation to service delivery, or the experience of those who work within the services, i.e. staff, partners, contractors and volunteers, or the general public and clients in receipt of the services provided. Service risks may be included on the corporate risk register where a risk impacts on multiple services or requires significant central resources in the development of risk control measures. Chief Officers have responsibility for Service Risk Registers. The Strategic Risk Profile (SRP), Service Risk Registers and risk management plans are formally reviewed annually to ascertain progress and to check for contextual changes affecting the risks but are also subject to ongoing review and monitoring by the Corporate Management Team and as part of the Audit Committee governance process, with the SRP being presented to Audit Committee quarterly for review. Services are also encouraged to be proactive in identifying new or potential risks throughout the year. Scrutiny The role of Elected Members - Scrutiny is conducted by the Performance Review and Scrutiny (PRS) Committee and the Audit Committee. The Committees each plan their workload in advance in order to balance regular items with scrutiny arising from performance monitoring. The Committees are able to recommend changes in policy or practice to Council, Cabinet or to Council officers where appropriate. Members of the PRS Committee are provided with a briefing on each Quarter’s Performance Indicators and they can seek further information or explanation of any issues about poorly performing indicators at the subsequent Committee meeting. All elected members have access to the elected members browser function on Pentana which provides online access to the latest quarterly performance data via service dashboards. A Risk Management Policy is in place which underpins the quarterly review of the Strategic Risk Profile by the Audit Committee. At time of writing the policy is being revised and a link will be added once the policy is approved. Page 80 of 164
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Table 4: Purpose/Responsibility of the scrutiny committees Performance Review and Scrutiny Committee Audit Committee Performance Review • Reviewing performance when viewed against policy objectives arising from: The Planning and Performance Management Framework and the quarterly performance reports to committee. External inspection reports. The Community Planning Partnership and other major partnership projects. Specific performance reports requested by the committee. Ad hoc performance reports presented to the Committee by Chief Officials. Any other reports of a performance-related nature • Making recommendations by formal report to the Cabinet on unsatisfactory performance highlighted in areas above Scrutiny • Monitoring the delivery of corporate improvement programmes and ensuring that they are progressing in line with corporate aims and objectives. Reporting findings and recommendations to Cabinet. • Commenting on decisions and policies agreed by Cabinet and other committees and the impact they have on Midlothian as an area, and making recommendations as appropriate to Cabinet. • Inviting Cabinet and Other Committee members to attend and elaborate on Cabinet or Committee decisions or proposals. • Where appropriate eliciting views of partners, service users and/or interested parties on Cabinet decisions. • Inviting stakeholders to attend and elaborate on any matter relating to the Council e.g. Police. • Provides an independent and high- level focus on the audit, assurance and reporting arrangements that underpin good governance and financial standards. • Provides independent assurance to elected members of the adequacy of the risk management framework and the internal control environment. • Provides independent review of Midlothian Council’s governance, risk management and control frameworks and overseas the financial reporting and annual governance processes. • Oversees internal and external audit, helping to ensure efficient and effective assurance arrangements are in place. Role of Corporate Management Team (CMT) - CMT, use their regular meetings to consider a range of reports relating to performance. These reports are brought forward by Directors, Chief Officers or Strategic Leads and highlight any significant issues in relation to performance, finances, workforce and risk. CMT also consider quarterly reports on Key Performance Indicators as part of quarterly performance meetings with the Chief Executive. Outcomes from this level of scrutiny can suggest or take action in response to poor performance or increased risk in any area to ensure that the Council maintains its improvement momentum. External Assessment and Accreditation - Scrutiny coordination in local government is led by the Strategic Scrutiny Group (SSG). The SSG comprises Scotland's main public sector scrutiny bodies and aims to deliver efficient and effective, well-coordinated scrutiny Page 81 of 164
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that supports improvement. It is convened and chaired by the Accounts Commission and is supported by the Operational Sub-group (OSG). Scrutiny bodies share intelligence and agree scrutiny risks in each of Scotland's 32 councils using the shared risk assessment process (SRA). The process is designed to identify where scrutiny will make the most difference in terms of helping councils to improve and providing assurance to the public. It also provides a focus for more coordinated engagement between councils and scrutiny bodies. In March 2020 revised statutory guidance was produced for Best Value which was felt to better reflect the significantly changed policy and public service delivery landscape within which local government bodies now operate. The revised guidance reflects that achieving Best Value is increasingly dependent upon the effectiveness of partnerships and collaborative working arrangements, in addition to how well a council manages its own activities. Since the original Best Value guidance was published in 2004, there has been an increased focus on partnership and collaborative working across the public sector, with more of a requirement to work jointly to deliver shared outcomes. The revised guidance also reflects an increased emphasis on citizens and personalised services, a focus on outcomes, and a need for innovation in designing public services for the future. Alignment of key plans and strategies with partners, an understanding of place, a commitment to reducing inequalities, empowering communities to effect change, and being able to measure improved outcomes for people who use services have increasingly become key requirements in demonstrating the achievement of Best Value. There are five themes in the revised guidance which broadly replace the previous themes used as follows: • Vision and Leadership • Governance and Accountability • Effective Use of Resources • Partnerships and Collaborative Working • Working With Communities There are a further two cross-cutting themes in the latest Best Value guidance that a local government body is advised to embrace across all of its activities. These are: • Sustainable Development • Fairness and Equality The Accounts Commission Strategy 2021-26 set out plans to introduce a new approach to auditing Best Value in councils from the 2022/23 financial year audit. The new approach integrates Best Value audit work into annual audit work with the outcome of Best Value work being reported through Annual Audit Reports. In addition, Auditors will also report annually to the Commission on specific themes to facilitate the exchange of ideas and performance data, as well as offering a detailed analysis of a specific aspect of the work of all councils. The first themes identified were leadership and workforce innovation and more recently transformation. From October 2023, short reports (Section 102 reports) will also be presented to the Accounts Commission, with each council requiring to submit one S102 over a four year period. All reports produced by our External Auditor are presented to Audit Committee for consideration. Page 82 of 164
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The MEF self-evaluation is intended to meet the requirements of external inspections carried out by regulators and inspections bodies. Many of the questions and statements addressed in MEF can be matched to questions and statements covered by external audits and inspections so that duplication in completing various evaluations and submissions can be minimised. Accreditation - Accreditation and awards from peer bodies and accreditation bodies can be a useful way to assess whether the Council as a whole, or particular services, are performing to the highest standards. Page 83 of 164
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Appendix 1 – Good Practice Self-Assessment Toolkit 1. Overall question: Is there a consistent, rigorous and open approach to performance management? Key features of good practice Current position A. Performance Management • Systematic monitoring and review ensures the organisation stays on track. • There is a culture of open debate and constructive challenge, with a focus on solutions rather than blame. • The organisation has helped to develop performance management for its key strategic partnerships. • This is robust, systematic and sustainable and is helping to deliver outcomes in line with priorities. B. Leadership • Leaders have a record of focused involvement in performance management through formal meetings. • Leaders make use of information to manage continuous improvement. • Scrutiny is outcome-focused, working within the framework of agreed corporate plans. • The leadership team have clearly defined roles in performance management. C. Monitoring & Review • The organisation adjusts the frequency of monitoring and review of different performance information. • This takes account of risk and timescales for taking remedial action. D. Prioritisation • There are strong mechanisms to help sustain the focus on priority issues, including ‘shared priorities’. Page 84 of 164
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• The organisation has a track record of using performance management to help secure outcomes for the community that reflect its ambitions and priorities. • Performance management is integrated with the management of resources so that resources follow priorities whilst retaining the flexibility to respond to performance issues. • This happens within an annual cycle that is regularly reviewed and improved. E. Raising Concerns • There is a well-publicised, user-friendly and supportive system for service users and staff to submit complaints, grievances or representations. • The organisation takes seriously the need to respond to grievances and complaints about service delivery and deals with these in a timely way. • User focus is well understood and is a central driver of the organisational culture. • The organisation is open to external evaluation and challenge and makes effective use of opportunities to learn in this way. F. Organisational Factors • Performance management is well embedded across the organisation. • Managers and staff focus on what is important, especially where performance is not meeting targets. • Performance management is seen as part of how people work and manage proactively rather than just monitoring. • Most senior officers set a strong example which cascades through the organisation. • There are strong links between the organisation’s overall ambitions and strategic plans, through to service and Page 85 of 164
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individual plans, priorities and targets (including value for money targets). • Staff’s, contractors’ and partners’ views of their own priorities are usually aligned with those of the organisation and they know how these contribute to delivery. • The organisation is self-aware about the strengths and weaknesses of its approach to performance management, and learns internally and from others. 2. Overall question: Do the organisation and its partners know how well they and each other are performing against planned outcomes? Key features of good practice Current position • Regular, robust and balanced intelligence and information about performance is sought and produced throughout the organisation and key partnerships. • The information produced is simple to access and understand, and is user-focused. • It includes financial, budgetary, quality of service and value for money information. • The organisation has a reasonable understanding of the level of importance and satisfaction that different sections of the community attach to its activities. • This is a key performance measure that is assessed and used to inform improvement priorities. • The organisation works pro-actively with its partners and other providers to compare and evaluate processes, costs and outcomes. • It uses comparison and benchmarking to increase its self- awareness and efficiency. • Service users, staff and other stakeholders are given opportunities to influence how performance is measured and monitored and what targets are set. Page 86 of 164
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• They have access to service standards and targets. The organisation reports information about its performance in a coherent and accessible fashion. • As a result, the organisation, the community and its partners have a good picture of how well the council is performing, especially against its ambitions and priorities. 3. Overall question: Is knowledge about performance used to drive continuous improvement in outcomes? Key features of good practice Current position • The organisation sets realistic but challenging targets for improvement in performance, linked to the management of resources. • The organisation allows time to monitor and compare performance information. • The organisation uses performance information to focus on priorities and takes effective action to address areas of identified under performance. • Cross-departmental working is well advanced and the corporate centre is able to coordinate this effectively through the performance management system. • The organisation considers the needs of its diverse communities in planning and delivering joined up services. • The organisation uses its knowledge about performance to solve performance problems at an early stage and this is widespread and systematic. • Information about poor performance and problems is used to inform decision making. • The organisation has a good understanding of the drivers of performance in all areas of activity to support this? • The organisation uses knowledge from complaints and user feedback to drive improvement. • It is developing full access to these for the diverse communities served. • It also makes use of staff complaints and grievances. Page 87 of 164
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• It has challenge and review mechanisms that ensure a thorough understanding of levels of customer satisfaction and the drivers of performance in all areas of work. • The organisation makes good use of opportunities to learn from its own successes and failures, good practice within the organisation and in other public, private and voluntary sector organisations, its partners and the outcomes from external challenge or review. • The process of learning, both internally and externally, is viewed as a positive, constructive activity. • It is used to develop priorities and improve value for money. Source: NIAO adapted from the Audit Commission Page 88 of 164
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Appendix D: Best Value Self-Assessment Checklist BEST VALUE FRAMEWORK STANDARDS Annual Compliance Process Best Value is core to the council’s operations throughout the year, the Best Value Framework introduces an annual monitoring and reporting compliance process, which verifies this and provides assurance that the council is meeting its Best Value duties. The Best Value Standards detailed in this document should be reviewed on an annual basis and updates provided from relevant council officers. Completion of this exercise should provide significant assurance on the achievement of Best Value by the council. All service managers are asked to provide an update for their service unit confirming that it has complied with Best Value requirements contained in the Best Value Framework during the year. The response to this exercise can be: • Yes, this area has complied with Best Value – the service can provide further (optional) commentary on this. • No, this area has not complied with Best Value – the service should explain what remedial action is being taken and the timescale for this. • N/A, Best Value does not apply to this area – the service should explain why this is the case. The output from this exercise should also be reviewed and approved by the relevant Chief Officer/Head of Service and to streamline review activity completion of this review will inform and be referenced in the Annual Governance Statement self-assessment exercise undertaken annually Best Value is assessed annually by the council’s external auditors and is an important feature of the Annual Audit report. The Code of Audit Practice sets the framework for public audit in Scotland and outlines the responsibilities of external auditors appointed by the Auditor General for Scotland and the Accounts Commission. The external auditors are required to comment on how effectively the Council demonstrates that it meets its Best Value responsibilities. This will be assessed under the themes in the Best Value guidance and evidenced in the adoption of the Best Value Framework by the council. Page 89 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 1 BEST VALUE STANDARDS 2024/25 – SELF ASSESSMENT CHECKLIST The Best Value Standards detailed in this document should be reviewed on an annual basis and updates provided from relevant council officers. Completion of this exercise should provide significant assurance on the achievement of Best Value by the council. BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. Theme 1 – Vision and Leadership: 1.1 The local authority’s vision for its area is developed in partnership with its citizens, employees, key partners and other stakeholders. 1.2 Members set strategic priorities that contribute to achieving the local authority’s vision, reflect the needs of communities and individual citizens, and are aligned with the priorities of partners. They take decisions that contribute to the achievement of those priorities, in particular when allocating resources and in setting monitoring performance targets. 1.3 The local authority’s vision and strategic priorities are clearly communicated to its citizens, staff and other partners. 1.4 Strategic plans reflect a pace and depth of improvement that will lead to the realisation of the local authority’s priorities and the long-term sustainability of services. 1.5 Service plans are clearly linked to the local authority’s priorities and strategic plans. They reflect the priorities identified through Page 90 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 2 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. community planning, and show how the local authority is working with partners to provide services that meet community needs. 1.6 Priority outcomes are clearly defined, and performance targets are set that drive continuous improvement in achieving those outcomes. 1.7 There are clear and effective mechanisms for scrutinising performance that enable the taking of informed decisions and the measuring of impacts and service outcomes. 1.8 There is a corporate approach to continuous improvement, with regular updating and monitoring of improvement plans. 1.9 The local authority and its partners agree on how the key elements of Best Value will contribute to achieving the commonly agreed local priorities and outcomes. These key elements include the need to: • secure continuous improvement, in particular for those services aligned to the local authority’s priorities • provide customer- and citizen-focused public services, which meet the needs of diverse communities • achieve the best balance of cost and quality in delivering services (having regard to economy, efficiency, effectiveness and equalities) Page 91 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 3 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. • contribute to sustainable development encourage and support innovation and creativity. 1.10 Members and senior managers communicate the approach to Best Value methodically throughout the local authority in terms that are relevant to its staff and set out clear expectations of them. The local authority has a positive culture in which its people understand its vision and objectives and how their efforts contribute to their achievement, and they are engaged with and committed to improvement. 1.11 Members and senior managers are self-aware. They commit to training and personal development to update and enhance their knowledge, skills, capacity and capabilities to deliver Best Value and perform their leadership roles, and they receive sufficient support to do so. 1.12 Leadership is effective and there is good collaborative working. Members and senior managers have a culture of cooperation and working constructively in partnership, informed by a clear understanding of their respective roles and responsibilities and characterised by mutual respect, trust, honesty and openness and by appropriate behaviours. Theme 2 – Governance and Accountability 2.1 Members and senior managers ensure accountability and transparency through effective internal and external performance reporting, using robust data to demonstrate Page 92 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 4 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. continuous improvement in the local authority’s priority outcome measures. 2.2 Management information and indicators that allow performance to be assessed are widely and consistently used by the local authority. Senior management regularly receives information that is used to inform members about performance. 2.3 Performance is reported to the public, to ensure that citizens are well informed about the quality of services being delivered and what they can expect in future. 2.4 Learning from previous performance, and from the performance of other local authorities, informs the review and development of strategies and plans to address areas of underperformance. 2.5 Key organisational processes are linked to, or integrated with, the planning cycle; these include strategic analyses, stakeholder consultations, fundamental reviews, performance management, staff appraisal and development schemes, and public performance reporting. 2.6 The local authority has a responsible attitude to managing risk, and business continuity plans (including civil contingencies and emergency plans) are in place to allow an effective and appropriate response to planned and unplanned events and circumstances. Page 93 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 5 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. 2.7 Key discussions and decision-making take place in public meetings, and reasonable measures are taken to make meeting agendas, reports and minutes accessible to the public, except when there are clear reasons why this would be inappropriate. 2.8 The local authority’s political structures support members in making informed decisions. 2.9 The scrutiny structures in the local authority support members in reviewing and challenging its performance. 2.10 Members and senior managers promote the highest standards of integrity and responsibility, establishing shared values, mutual trust and sound ethics across all activities. Effective procedures are in place to ensure that members and staff comply with relevant codes of conduct and policies. This includes ensuring that appropriate policies on fraud prevention, investigation and whistleblowing are established and implemented. 2.11 Members and senior managers understand and effectively communicate their respective and collective roles and responsibilities to members and staff. They understand that effective delegation enables and supports the local authority’s ability to achieve Best Value. Page 94 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 6 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. 2.12 An information governance framework is in place that ensures proper recording of information, appropriate access to that information including by the public, and legislative compliance. 2.13 Technological innovation and digital transformation are promoted and used to ensure accessibility of performance information and public accountability. 2.14 Members and employees across the local authority understand and implement their responsibilities in relation to its Standing Orders and Financial Regulations. 2.15 There are clear governance and lines of accountability when delivering services via a third party, and there is evidence of the application of the principles within the ‘Following the Public Pound’ guidance when funding is provided to external bodies. Theme 3A – Effective Use of Resources – Staff 3A1 A workforce strategy is in place that sets out expectations on how the local authority’s staff will deliver its vision, priorities and values. 3A2 The strategy is translated into workforce plans, covering employee numbers, skills, knowledge, competencies and organisational structures, that demonstrate how staff will be deployed to deliver the services planned for the future. Plans are regularly reviewed at appropriate intervals according to a clear review cycle. Page 95 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 7 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. 3A3 All employees are managed effectively and efficiently, and know what is expected of them. Employee performance is regularly assessed through performance appraisal, with individuals and teams being supported to improve, where appropriate. 3A4 Members and senior managers understand and demonstrate that effective delegation is an important contribution to the local authority’s ability to achieve Best Value. 3A5 The contribution of staff to ensuring continuous improvement is supported, managed, reviewed and acknowledged. 3A6 The local authority demonstrates a commitment to fairness, equity and safety in the workplace; it adopts relevant statutory guidance through progressive workplace policies and a commitment to best practice in workplace relationships. 3A7 Leaders ensure that there is the organisational capacity to deliver services through effective use of all employees and other resources. They communicate well with all staff and stakeholders, and ensure that the organisation promotes a citizen- and improvement-focused culture that delivers meaningful actions and outcomes. Theme 3B – Effective Use of Resources – Asset Management 3B1 There is a corporate approach to asset management that is reflected in asset management strategies and plans, which are subject to regular review. Page 96 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 8 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. 3B2 There is a systematic and evidence-based approach to identifying and managing risks in relation to land, buildings, plant, equipment, vehicles, materials and digital infrastructure. 3B3 The local authority actively manages its asset base to contribute to its objectives and priorities. 3B4 Fixed assets are managed efficiently and effectively, taking account of availability, accessibility, safety, utilisation, cost, condition and depreciation. Theme 3C – Effective Use of Resources – Information 3C1 Information is regarded as a strategic resource and is managed accordingly. 3C2 There is a clear digital strategy in place, which includes resilience plans for information systems. 3C3 Information is shared appropriately, and the local authority seeks to develop data compatibility with its partners. Theme 3D – Effective Use of Resources – Financial Management and Planning 3D1 There is clear alignment between the local authority’s budgets and its strategic priorities. 3D2 Regular monitoring and reporting of financial outturns compared with budgets is carried out, and corrective action taken where necessary to ensure the alignment of budgets and outturns. Page 97 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 9 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. 3D3 Financial plans show how the local authority will fund its services in the future. Long-term financial plans that include scenario planning for a range of funding levels are prepared and linked to strategic priorities. 3D4 An appropriate range of options is considered when taking decisions, and robust processes of option appraisal and self- assessment are applied. 3D5 The local authority has clear plans for how it will change services and realise efficiencies to close future budget gaps. 3D6 Members and senior managers have a clear understanding of likely future pressures on services and of how investment in preventative approaches can help alleviate those pressures, and they use that understanding to inform decisions. 3D7 Financial performance is systematically measured across all areas of activity, and regularly scrutinised by managers and members. 3D8 There is a robust system of financial controls in place that provides clear accountability, stakeholder assurance, and compliance with statutory requirements and recognised accounting standards. 3D9 The local authority complies with legal and best practice requirements in the procurement and strategic commissioning of goods, services and works, including the Scottish Model of Page 98 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 10 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. Procurement. There is clear accountability within procurement and commissioning arrangements. 3D10There are clear and effective governance and accountability arrangements in place covering partnerships between the local authority and its arm’s-length external organisations (ALEOs), including for performance monitoring and the early identification of any significant financial and service risks; there is evidence of the application of the principles of ‘Following the Public Pound.’ 3D11The local authority has a reserves policy that supports its future financial sustainability, and its reserves are held in accordance with that policy. Theme 3E – Effective Use of Resources – Performance Management 3E1 Effective performance management arrangements are in place to promote the effective use of the local authority’s resources. Performance is systematically measured across all areas of activity, and performance reports are regularly scrutinised by managers and elected members. The performance management system is effective in addressing areas of underperformance, identifying the scope for improvement and agreeing remedial action. 3E2 There is a corporate approach to identifying, monitoring and reporting on improvement actions that will lead to continuous improvement in priority areas. Improvement actions are clearly Page 99 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 11 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. articulated and include identifying responsible officers and target timelines. 3E3 The local authority uses self-evaluation to identify areas for improvement. This includes the use of comparative analyses to benchmark, monitor and improve performance. 3E4 The local authority takes an innovative approach when considering how services will be delivered in the future. It looks at the activities of other organisations, beyond its area, to consider new ways of doing things. A full range of options is considered, and self-assessment activity and options appraisal can be demonstrated to be rigorous and transparent. 3E5 Evaluation tools are in place to link inputs, activities and outputs to the outcomes that they are designed to achieve. There is evidence to demonstrate that improvement actions lead to continuous improvement and better outcomes in priority service areas. 3E6 The local authority seeks and takes account of feedback from citizens and service users on performance when developing improvement plans. 3E7 Improvement plans reflect a pace and depth of improvement that will lead to the realisation of the local authority’s priorities and the long-term sustainability of services. Page 100 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 12 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. 3E8 Performance information reporting to stakeholders is regular and gives a balanced view of the local authority’s performance, linked to its priority service areas. The information provided is relevant to its audience, and clearly demonstrates whether or not strategic and operational objectives and targets are being met. 3E9 The local authority demonstrates a trend of improvement over time in delivering its strategic priorities. Theme 4 – Partnership and Collaborative Working 4.1 Members and senior managers actively encourage opportunities for formal and informal joint/integrated working, joint use of resources and joint funding arrangements, where these will offer scope for service improvement and better outcomes. 4.2 The local authority is committed to working with partner organisations to ensure a coordinated approach to meeting the needs of its stakeholders and communities. This includes: • scenario planning with partners to identify opportunities to achieve Best Value • collaborative leadership to identify Best Value partnership solutions to achieve better outcomes for local people • proactively identifying opportunities to invest in and commit to shared services • integrated management of resources where appropriate Page 101 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 13 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. • effective monitoring of collective performance, including self-assessment and reviews of the partnership strategy, to ensure the achievement of objectives • developing a joint understanding of all place-based capital and revenue expenditure. 4.3 Members and senior managers identify and address any impediments that inhibit collaborative working. The local authority and its partners develop a shared approach to evaluating the effectiveness of collaborative and integrated working. 4.4 In undertaking its community planning duties, the local authority works constructively with partners to agree a joint vision for the Community Planning Partnership and integrates shared priorities and objectives into its planning, performance management and public reporting mechanisms. Service plans clearly reflect the priorities identified through community planning, and show how the local authority is working with partners to provide services that meet stakeholder and community needs. Theme 5 – Working with Communities 5.1 Members and senior managers ensure that meaningful consultation and engagement in relation to strategic planning take place at an early stage and that the process of consultation and engagement is open, fair and inclusive. Page 102 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 14 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. 5.2 Members and senior managers are proactive in identifying the needs of communities, citizens, customers, staff and other stakeholders; plans, priorities and actions are demonstrably informed by an understanding of those needs. 5.3 Communities are involved in making decisions about local services, and are empowered to identify and help deliver the services that they need. Suitable techniques are in place to gather the views of citizens, and to assess and measure change in communities as a result of service interventions. 5.4 Active steps are taken to encourage the participation of hard-to- reach communities. 5.5 The local authority and its Community Planning Partnership work effectively with communities to improve outcomes and address inequalities. 5.6 A locality-based approach to community planning has a positive impact on service delivery within communities, and demonstrates the capacity for change and for reducing inequality in local communities by focusing on early intervention and prevention. 5.7 Members and senior managers work effectively with partners and stakeholders to identify a clear set of priorities that respond to the needs of communities in both the short and the longer term. The local authority and its partners are organised to Page 103 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 15 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. deliver on those priorities, and clearly demonstrate that their approach ensures that the needs of their communities are being met. 5.8 The local authority engages effectively with customers and communities by offering a range of communication channels, including innovative digital solutions and social media. 5.9 The local authority plays an active role in civic life and supports community leadership. Theme 6 – Sustainable Development 6.1 Leaders create a culture throughout the local authority that focuses on sustainable development, with clear accountability for its delivery across the leadership and management team. 6.2 There is a clear framework in place that facilitates the integration of sustainable development into all of the local authority’s policies, financial plans, decision-making, services and activities through strategic-, corporate- and service level action. In doing so, the local authority will be able to demonstrate that it is making a strategic and operational contribution to sustainable development. 6.3 The local authority has set out clear guiding principles that demonstrate its, and its partners’, commitment to sustainable development. Page 104 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 16 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. 6.4 There is a broad range of qualitative and quantitative measures and indicators in place to demonstrate the impact of sustainable development in relation to key economic, social and environmental issues. 6.5 Performance in relation to sustainable development is evaluated, publicly reported and scrutinised. Theme 7 – Fairness and Equality 7.1 The local authority demonstrates compliance with all statutory duties in relation to equalities and human rights. 7.2 The local authority is taking active steps to tackle inequalities and promote fairness across the organisation and its wider partnerships, including work and living conditions, education and community participation. 7.3 The local authority and its partners have an agreed action plan aimed at tackling inequality, poverty and addressing fairness issues identified in local communities. 7.4 The local authority engages in open, fair and inclusive dialogue to ensure that information on services and performance is accessible to all, and that every effort has been made to reach hard-to-reach groups and individuals. 7.5 The local authority ensures that all employees are engaged in its commitment to equality and fairness outcomes, and that its Page 105 of 164
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ANNUAL COMPLIANCE CHECK LIST – BEST VALUE STANDARDS 2024/25 17 BEST VALUE STANDARDS AND HOW THEY ARE DEMONSTRATED RESPONSE (YES/NO/NA) COMMENTS IN SUPPORT OF RESPONSE • If Yes – the service can provide further (optional) commentary on this. • If No – the service should explain what remedial action is being taken and the timescale for this. • If N/A – the service should explain why this is the case. contribution to the achievement of equality outcomes is reflected throughout its corporate processes. 7.6 The local authority engages with and involves equality groups to improve and inform the development of relevant policies and practices, and takes account of socio-economic disadvantage when making strategic decisions. 7.7 The equality impact of policies and practices delivered through partnerships is always considered. Equality impact information and data is analysed when planning the delivery of services, and measuring performance. 7.8 The local authority’s approach to securing continuous improvement in delivering on fairness and equality priorities and actions is regularly scrutinised and well evidenced. Page 106 of 164
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Midlothian Council Tuesday 13 May 2025 Item No 8.2 Refurbishment of Children’s Outdoor Play Areas - Scottish Government Capital Grant and Developer Contributions Report by Derek Oliver, Chief Officer, Place 1 Recommendations Midlothian Council is recommended to: • Approve a capital expenditure budget of £0.545 million in the General Services Capital Plan, to be fully phased in 2025/26 and to be fully financed by £0.295 million of Scottish Government Capital Grant allocation 2024/25 and £0.252 million of Section 75 Developer Contributions for children’s outdoor play. • Approve a capital expenditure budget of £0.495 million in the General Services Capital Plan, to be fully phased in 2025/26 and to be fully financed by £0.495 million of Scottish Government Capital Grant allocation 2025/26. • Subject to Council approval, the proposal to install and/or construct the outdoor play equipment be progressed. • Note the update on expenditure of Scottish Government Capital Grant funding on outdoor play since the fund began. 2. Purpose of Report The purpose of this report is to advise on the proposed expenditure on children’s outdoor play facilities using the Scottish Government Capital Grant allocation 2024/25 of £0.295 million along with £0.252 million of relevant developer contributions to be fully phased in 2025/26. The improvements generally are to replace existing equipment and/or install more inclusive play areas and surfacing so the Council can continue to meet its obligations under equalities legislation. The Scottish Government Capital Grant allocation 2025/26 amounting to £0.495 million is to fund refurbishment of the adventure play area at Vogrie Country Park and fully phased in 2025/26. The proposal complements the Vogrie Renewal Strategy to drive more income generation for the park. The report also lists play areas that have been improved to date using the Scottish Government Grant Allocations between 2021 and 2024. Page 107 of 164
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3. Background 3.1 During financial years 2021-22 and 2022-23, £5 million of capital funding for children’s outdoor play was allocated by the Scottish Government and distributed between each of the 32 Local Authorities in Scotland. 3.2 Midlothian Council was awarded £98,000 in FY 2020-21 and £97,000 in FY 2021-22. 3.2 Approved expenditure of the capital funding was allocated as follows: FY 2020-21 Equipment in Waterfall Park and Kings Park, Dalkeith £98,000 FY 2021-22 Removal and/or replacement of equipment including installing inclusive play kit, access paths and new surfacing. (See Appendix 1) £97,000 3.3 In August 2022, the Scottish Government advised that initial capital funding of £50 million was agreed and was to be distributed between each of the 32 Local Authorities in Scotland based on the agreed model of: a. Funding allocation: i. 2023/24 - £10m ii. 2024/25 - £15m iii. 2025/26 - £25m b. Distribution based on: i. 93% on population 0-14yrs ii. 7% on rurality Consequently, the capital allocation for Midlothian Council over the next three years was: 2023/24 £197,000 2024/25 £295,000 2025/26 £495,000 3.4 To date expenditure of the capital allocation for FY 2023/24 was spent on 12 play areas and contributed to the construction of two pump tracks, as per Appendix 2. 3.5 The report to Midlothian Council dated 27 June 2023, gave an outline indication that the Scottish Government allocation for FY 2024/25 would be spent on the following broad elements: Page 108 of 164
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• replacement and upgrade of damaged surfaces of rubberised wetpour areas at 10 play areas • introducing bound surfaces and paths, where required, to 8 play areas to reduce maintenance and create improved inclusivity for wheelchair users. 3.6 An exercise was undertaken in November 2024 which aligned Scottish Government allocation for FY 2024/25 with available developer contributions for children’s outdoor play to maximise upgrades and improvements. 3.7 In April 2025, this revised programme of play improvement works was finalised, combining the Scottish Government Capital Grant allocation 2024/25 of £0.295 million with developer contributions totalling £0.252 million. 4 Proposal 4.1 It is proposed the 2024/25 allocation of Scottish Government Capital Grant of £0.295 million and the £0.252m of developer contributions, totalling £0.547m, is apportioned according to the projects listed in Appendix 3. The expenditure will be fully phased in 2025/26. 4.2 Expenditure of the 2025/26 Scottish Capital Grant allocation will take place during 2025/26 and it is proposed that expenditure is prioritised for the replacement and enhancement of equipment at Vogrie Country Park. This proposal complements the Vogrie Renewal Strategy to drive more income generation for the park through more users which will increase income from the car park. 5. Report Implications 5.1 Resource Capital 5.1.1 The capital costs of the proposed supply and/or installation of play equipment per appendix 3 is anticipated to incur expenditure of up to £0.547 million, with the purchases/installations/works fully phased in the 2025/26 financial year. 5.1.2 The capital expenditure will be fully financed by £0.295 million of Scottish Government Capital Grant and £0.252 million of Section 75 Developer Contributions for children’s play. 5.1.3 The proposed equipment to be installed with these funds will be amended to accord with the available budget once tenders are returned and prices received and if the prices returned exceed this sum the items within the contracts will be reduced to bring final expenditure within budget. Page 109 of 164
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5.1.4 Expenditure of the 2025/26 Scottish Government Capital Grant allocation of £0.495 million at Vogrie Country Park will be procured on a design and build basis. Additional funding sources will be explored to finance an enhanced play offer. Works will be fully phased in 2025/26. Revenue 5.1.5 As the capital costs are fully grant funded, there are no loan charges implications from the above. 5.1.6 The ongoing maintenance of these facilities will be met from existing budgets. 5.2 Risk 5.2.1 The funds can only be spent on children’s outdoor play equipment by the Council. 5.2.2 The risk of overspend will be mitigated by setting fixed budgets, including contingencies, as part of the procurement process and any overspend in one area of the programme will result in reduced output in another part of the programme to ensure budgets are not exceeded. 5.2.3 The respective equipment/works will be procured in accordance with the Council’s procurement procedure. 5.2.4 Upon completion of the project, grounds maintenance will incur little or no extra cost, since equipment being replaced, in the main, is being installed within or as a part of existing play areas and the service is already maintaining these facilities. Consequently, maintenance of each site will be met from the existing Greenspace Services budget. 5.2.5 The expected timeline for completion of the supply and installation of equipment consequent on the £0.547m of funds allocated for 2024/25 is 1st March 2026. It is therefore expected that the full works, including installation, will be completed by 31st March 2026 and therefore in compliance with the timescale requirements set out in the Scottish Government Offer of Grant. 5.2.6 The expected timeline for completion of the supply and installation of equipment consequent on the £0.495m of funds allocated for FY 2025/26 is 1st March 2026. It is therefore expected that the full works, including installation, will be completed by 31st March 2026 and therefore in compliance with the timescale requirements set out in the Scottish Government Offer of Grant. 5.3 Single Midlothian Plan and Business Transformation Themes addressed in this report: Page 110 of 164
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Community safety Adult health, care and housing Getting it right for every Midlothian child Improving opportunities in Midlothian Sustainable growth Business transformation and Best Value None of the above 5.4 Key Priorities within the Single Midlothian Plan This project will contribute to one of the key outcomes of the Single Plan 2023-27 which is that, “Individuals and communities have improved health and skills for learning, life and work” by providing better opportunities for young people of all abilities to live healthier lives. 5.5 Impact on Performance and Outcomes Delivering improvements to open spaces is embedded in Greenspace Services performance monitoring matrix. 5.6 Adopting a Preventative Approach Introducing inclusive play equipment in existing outdoor equipped play areas means children of all abilities have opportunities for healthy living with potential impact on reducing risk of poor health. Additionally, the council is meeting its obligations under equalities legislation to provide services that are fair and inclusive. 5.7 Involving Communities and Other Stakeholders The programme of works using the Scottish Government Capital Grant allocation 2024/25 focuses on installation of equipment to meet equalities legislation obligations. The sums being spent on each play area are relatively small and therefore given these constraints opportunities for meaningful consultation are limited. It is felt, in these instances, the proposals should be circulated to community councils and elected members for information. The Scottish Government does, however, require that consultation takes place over the design of play areas and where there is scope to involve the public this will take place for the refurbishments at Rosewell Park, Montgomery Park, Callendar Park and Vogrie Country Park. 5.8 Ensuring Equalities All the proposed play area refurbishments are designed for inclusivity and where there is an opportunity to replace equipment for use by people with mobility issues. Inclusive equipment includes such roundabouts which cater Page 111 of 164
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for wheelchair users, this is included in the programme along with accessible surfacing. 5.9 Supporting Sustainable Development The projects supports one of the key Single Plan outcomes which is, “Individuals and communities have improved health and skills for learning, life and work” through the Plan’s “Greener” theme by improving the sustainability and quality of the environment and supporting the 20 minute neighbourhood concept. 5.10 Digital Services Issues There are no Digital Services issues associated with any aspect of this project. 17 April 2025 Contact Person: james.kinch@midlothian.gov.uk Page 112 of 164
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APPENDIX 1 SUMMARY OF WORKS COMPLETED 2022/23 Location Item Installed Status Mayfield – Dougal Court Cone Climber Complete Mayfield – Dougal Court See-saw Complete Dalkeith – Clarinda Gardens See-saw Complete Penicuik, Ladywood Springer De-prioritised due to access issue Gorebridge, BIrkenside Park Springer (x2No.) Complete Loanhead, Hunter Terrace Infinity Bowl De-prioritised due to lack of space Loanhead, Memorial Park Infinity Bowl Complete Easthouses, Main Park Infinity Bowl Complete Newtongrange, Gowkshill Park Infinity Bowl Complete Bonnyrigg, Staiside Park Infinity Bowl Complete Danderhall, D’hall Park Inclusive roundabout Complete Gorebridge, Burnside Play Pk. Springer Complete Bilston, by Primary School Infinity bowl Complete Penicuik, Cornbank Inclusive roundabout Complete Mayfield, Oak Crescent Springer Complete Penicuik – Queensway LC See-saw Complete Dalkeith, Shade Park Springer (x2No.) Complete Bonnyrigg, Waverly Park Cone Climber Complete Gorebridge, BIrkenside Park Access path Complete Easthouses Park Access path Complete Page 113 of 164
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APPENDIX 2 LIST OF PROPOSED PLAY EQUIPMENT INSTALLED USING SCOTTISH GOVERNMENT CAPTIAL GRANT ALLOCATION 2023/24 Location Proposed Replacements Status Arniston Park, Gorebridge Seesaw non-bump Complete Gorebridge, Birkenside Inclusive roundabout (plus total refurbishment through developer contributions of £72k) Complete Multi spinner carousel Complete Carrington Seesaw non bump Complete Dalkeith, Clarinda Gardens Inclusive roundabout (plus total refurbishment through developer contributions of £41k) Complete Bonnyrigg, Cockpen View Seesaw with springs Complete Cousland Village Seesaw with springs Complete Dalkeith, Cowden Park Seesaw with springs Complete Edgehead Village Seesaw non bump Complete Bonnyrigg, KGV Playing Fields Inclusive roundabout Complete Penicuik, Ladywood Inclusive roundabout Complete Penicuik Park Seesaw with springs Complete Millerhill Park Access path to existing play area funded through developer contributions (new play area being provided by developer not installed yet) Complete Rosewell Pump Track Developer contributions to be secured to progress procurement and delivery of pump track Complete (early May 2025) Roslin Pump Track Developer contributions to be secured to progress procurement and delivery of pump track Complete (end April 2025) Reserve Projects Funding Permitting Bonnyrigg, KGV Playing Fields Rail-type flying fox Complete Page 114 of 164
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Appendix 3 Proposed Locations and works Overall Cost Estimate (£) Developer Contributions (£) Capital Play Spend (£) Penicuik Cornbank Play Area Inclusive roundabout and relocated Orbital with wet pour surround 25,550.00 0 25,550.00 Montgomery Park Inclusive roundabout, Basket Swing and relocated Seesaw with wet pour surrounds and access 42,134.32 33,088.321 9,046.00 Queensway Play Area Inclusive roundabout and Orbital with wet pour surrounds and access 21,550.00 0 21,550.00 Bonnyrigg Viewbank Play area Inclusive roundabout and Orbital with wet pour surround and access 29,840.00 0 29,840.00 Poltonhall Play Area Inclusive roundabout with wet pour surround and access 22,169.51 22,169.512 0 Lasswade Lasswade Park Inclusive mini whirl with wet pour surround and access 18,450.00 7,163.693 11,286.31 Rosewell Rosewell Park Play Area Significant refurbishment and inclusive features to be added 65,109.69 65,109.694 Gorebridge Burnside Road Inclusive mini whirl with wet pour surround and access 15,450.00 0 15,450.00 St Andrews Way Orbital with wet pour surround 6,000.00 0 6,000.00 Stobhill Play Area, Gowkshill Inclusive roundabout, 2no. springies and Inclusive bucket seat with wet pour surrounds and asphalt access 31,800.00 0 31,800.00 Bonnybank Inclusive roundabout and Orbital with wet pour surround and asphalt access 31,600.00 28,858.615 2,741.39 Dalkeith Kings Park Track Glide with wet pour surround/access 21,500.00 16,466.456 5,033.55 Shadepark Inclusive mini whirl, Orbital and relocated Springy with wet pour surrounds and access 26,100.00 0 26,100.00 Page 115 of 164
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Cowden Park Inclusive bucket seat with wet pour surround and access 9,775.00 0 9,775.00 Newtongrange Newtongrange Welfare Park Wet pour access 3,500 0 3,500 Newtongrange Primary School Extension to school play area 35,334.157 35,334.157 0 Loanhead Loanhead Memorial Park Aurora spinner and relocated Orbital with wet pour surrounds and access 32,655.00 28,094.428 4,560.58 Morth Middleton Morth Middleton Play Area Inclusive mini whirl with wet pour surrounds and access 22,100.00 0 22,100.00 Newton Village Newton Village Play Area Inclusive mini whirl and Orbital with wet pour surrounds 25,610.00 0 25,610.00 Cousland Cousland Play Area Inclusive roundabout with wet pour surround and access 29,600.00 16,127.109 13,472.90 Pathhead Callander Park Play Area, Phase 1 Elephant Springy, Play Panel 3-Learning and Kaleidoscope Play Panel with wet pour surrounds and access 22,470.00 0 22,470.00 TOTALS (£) 538,297.67 252,411.94 285,885.73 Temple* Temple Play Area Inclusive mini whirl, Orbital, 2no springies and Inclusive bucket seat with wet pour surrounds and geogrid access 34,200.00 0 34,200.00 *Subject to project underspends Page 116 of 164
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Midlothian Council Tuesday 13 May 2025 Item No 8.3 A7 Urbanisation – Phase 1. Report by Derek Oliver, Chief Officer – Place Report for Decision 1 Recommendations It is recommended that Council: i. Approves all the proposals within the scope of A7 urbanisation – Phase 1, and ii.Endorses a capital expenditure budget of £1.496m to be allocated in the General Services Capital Plan, to be fully phased in 2025/26, and fully funded by £1.496m of already-received developer contributions, thereby giving rise to no additional loan charges to the Council. 2 Purpose of Report/Executive Summary This report describes the proposals to urbanise the A7 corridor which has experienced multiple neighbouring developments which now requires investment to enable active travel and also access to public transport. The report proposes that Phase 1 is delivered utilising exclusively Section 75 developer contributions which have been secured to enable the urbanisation of the A7. These funds have been gathered since 2017/18 and some of the initial funds are due to expire in 2031. This report is for Phase 1 only. Further phases will be delivered in future years subject to further modelling and investigation into additional external funding streams. Date: 20/03/2025 Report Contact: Wayne Clark, Group Manager - Roads & Transportation Email: Wayne.Clark@midlothian.gov.uk Page 117 of 164
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2 3 Background 3.1 The A7 Urbanisation forms a core objective within the Local Transport Strategy as a critical arterial route connecting neighbouring authority areas 3.2 The scope of these undernoted works safeguards the “A” road classification and use of the road, ensuring a minimum 7.3m road width is maintained. 3.3 The adopted Midlothian Local Development Plan 2017 has allocated a number of developments along the A7 corridor. An updated LDP2 is currently under production but it is likely that further demands may be placed upon the A7 as a result of additional allocations. 3.4 The A7 corridor has already accommodated a number of developments of different types and scale, which now requires infrastructure improvements and to support active travel. 3.5 Delivery of this project will act as the gateway to improved modal change of travel, opening up direct active travel access to public transport facilities such as bus routes and to the Eskbank rail station. 3.6 Midlothian Council’s Roads Services receives regular community feedback on prioritising progress of the A7 urbanisation - in particular around the Melville > Eskbank Road roundabouts. 3.7 Midlothian Council Transportation service also receives a range of similar requests regarding access to reliable bus services for residents in the newly expanded South of Eskbank. Page 118 of 164
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3 Main Report 3.8 Melville > Eskbank Road Roundabouts - It is proposed that active travel is implemented along this section which currently has no pedestrian provision. - 3.5m width footpath on South Bound Lane of the A7 from North Esk Bridge > Eskbank Road Round about. - Bus stops and lay-bys would be installed (these have been discussed with service providers which have confirmed they will service them) - Toucan crossings will be installed to enable safe crossing of the A7 for pedestrians who are looking to reach bus stops – these will also be interlinked to control flow management of traffic and pedestrians. - Upgraded lighting on full stretch to include pedestrian level lighting. - 1.5m Green/Blue strip separating carriageway from pedestrians where achievable as per appendix B & C. 3.9 Project will include, but not limited to the below improvements 2 new Toucan Crossings 4 new bus stops to include lay-bys, shelters and Real Time Passenger Information (RTPI) signage where applicable 12,000m2 improved carriageway surface Low energy LED lighting 3.5m shared use footpath 1.5m green blue strip (enhancing drainage, biodiversity and creating a boulevard street scene) Revised speed limit to 30mph over section which is being upgraded. this will support aligned projects of the wider Midlothian speed review. 3.10 Guide cost utilising internal schedule of rates - £1,496,315 however we expect to value engineer this cost utilising a competitive procurement process. 3.11 Works will commence and be completed in 2025/26 financial year. 3.12 All works will be designed and managed using internal, existing resource. 3.13 Project Overview in Appendix B. 3.14 Typical street scene of boulevard footpath in Appendix C. Page 119 of 164
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4 4 Report Implications (Resource, Digital and Risk) 4.1 Resource Capital The proposed works total £1.496m and would require an expenditure budget of £1.496m to be allocated in the General Services Capital Plan, fully phased in 2025/26. The forecasted cost includes a 10% contingency value. Already-received Developer Contributions of £1.496m would be fully allocated in 2025/26 to fully fund the capital expenditure. The net cost to the Council’s capital account would be nil. Revenue The direct revenue consequences of capital expenditure (loan charges) are nil, given that the capital expenditure is fully met by already- received developer contributions. The ongoing maintenance costs of the widened active travel corridor will be fully met within existing road revenue budgets. The ongoing utility costs associated with the new Toucan crossings will be fully met within existing utility budgets. E&R 1 x FTE senior roads officer shall plan/manage the project from within internal resource pool for the duration. The expectation is for the works to be delivered over an 8–10-week period. 4.2 Digital N/A. 4.3 Risk Failure to utilise section 75 developer contributions within validity period could see funds returned to developers. Any potential over spend can be mitigated by the ongoing collection of Developer contributions with further funds expected throughout 2025/26; although the project team must keep this in check and highlight to Section 75 officer if threat of overspend exists. Page 120 of 164
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5 4.4 Ensuring Equalities (if required a separate IIA must be completed) Project will be built to a standard to promote walking and wheeling to include DDA compliant bus bays enabling level loading onto bus fleets. 4.5 Additional Report Implications Appendices Appendix A Appendix B – Section 1 overview Appendix C - typical Boulevard footpath configuration Page 121 of 164
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6 Appendix A A.1 Key Priorities within the Single Midlothian Plan In terms of the key priorities through 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 Competitive tender process will be used to obtain best value. A.5 Involving Communities and Other Stakeholders Project has formed part of the Local Transport strategy and active travel strategy both of which has been heavily consulted on. Early delivery phases have been discussed with MTRAP (Midlothian Transportation Roads and Pavements) group led by the federation of Community councils. Ongoing consultation is in process in relation to the wider, full A7 urbanisation project. A.6 Impact on Performance and Outcomes Project will enable access to wider public transport provision and reduce overall traffic flows via delivery of travel options to residents. A.7 Adopting a Preventative Approach. N/A Page 122 of 164
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7 A.8 Supporting Sustainable Development Effective, reliable public transport will give residents the option to move away from personal vehicles and embrace lower emission modes of transport Appendix B A7 Melville Roundabout > Eskbank Road Roundabout – Page 123 of 164
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9 Appendix C – typical Boulevard street scene (B6392 Bonnyrigg) Page 125 of 164
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Midlothian Council Tuesday 13 May 2025 Item No 8.4 Lothian Esk Catchment Partnership Terms of Reference Report by Derek Oliver, Chief Officer - Place Report for Decision 1 Recommendations It is recommended that the Council: i) Agrees to Midlothian Council becoming a formal partner in the Lothian Esk Catchment Partnership; and ii) Agrees to the Lothian Esk Catchment Partnership Terms of Reference. 2 Purpose of Report The purpose of this report is to seek Council agreement on Midlothian Council becoming a formal partner of the Lothian Esk Catchment Partnership. The partnership aims to initiate, co-ordinate and scale up the delivery of a suite of projects within the catchments of the North and South Esk Rivers. Primary focus will be on enhancing flood resilience and wilder climatic resilience, restoring nature, and enhancing ‘sense of place’. Date 18 April 2025 Report Contact: Derek Oliver Tel No: 0131 271 3418 derek.oliver@midlothian.gov.uk Page 127 of 164
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2 3 Background 3.1 Since October 2023, Midlothian Council officers have been working with Forth Rivers Trust, SEPA, NatureScot, Scottish Water and East Lothian Council to explore the potential for partnership working in the catchments of the River North Esk and River South Esk. The primary focus of the partnership working is to promote natural flood management and other forms of nature-based solutions to help manage water flow, improve water quality across the catchment and where possible enhance ‘sense of place’. 3.2 Driven by the need to tackle interplaying climate and nature crises, the project partners came together to explore how collective working could bring meaningful progress. There was already relevant collaboration underway through existing groups such as Esk River Improvement Group and Citizen Esk project. However there was recognition of further opportunity to co-ordinate and scale up the delivery of nature- based projects and river improvements within the catchment. Given the breadth of challenges and opportunities posed by the catchment the group considered a broad coalition of Local Government, National Agencies and wider cross-sector partners was needed to shape, catalyse and deliver change on the ground. 3.3 Bringing expertise from their work in other catchments, Forth Rivers Trust helped advise the project partners and were successful in receiving grant support from the Scottish Government’s Nature Restoration Fund in August 2024. This was complemented by financial contributions from SEPA, East Lothian Council and Scottish Power Energy Networks (SPEN). 3.4 Midlothian Council officers have been actively participating in the development of the proposed partnership. East Lothian Council, Forth Rivers Trust, SEPA, NatureScot and Scottish Water have now agreed to the formation of the Lothian Esk Catchment Partnership. Agreement of Midlothian Council formally joining the partnership is now sought. 4 Report Implications (Resource, Digital, Risk and Equalities) 4.1 Resource No further capital or revenue spending is requested beyond that previously set out in the paper ‘Expenditure of Scottish Nature Restoration Fund on Lothian Esk Catchment Partnership’ tabled at Divisional Management Team 26th August 2024 and agreed at Capital Project and Asset Management Board (CPAMB) 3rd September 2024. That paper recommended the following: - i. a capital expenditure budget of £0.007 million (£7,000) in the General Services Capital Plan, to be fully phased in 2024/2025 and to be fully financed from the £0.100 million of 2020/2025 Scottish Government Nature Restoration Fund Edinburgh Process Strand capital allocation provided to Midlothian Council. This would be Midlothian Council’s contribution to works to be undertaken by the Lothian Esk Catchment Partnership (LECP); Page 128 of 164
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3 ii. 12 days Midlothian Council Place Directorate staff time to contributed to the Lothian Esk Catchment Partnership (LECP) from August 2024 to July 2025; iii. Midlothian Council continuing to be an active partner within the LECP; iv. Continued council involvement in identifying the appropriate Vision and LECP Partnership governance structures; and v. Continued officer involvement in further developing LECP’s vision and objectives, and an appropriate LECP working agreement. Recommendations No. ii to v were approved in 2024 as above. With respect to I, changes posed by Scottish Government of relevance that came into play immediately prior to 3rd September CPAMB tabling. his involved Scottish Government putting a hold on the Scottish Government Nature Restoration Fund Edinburgh Process Strand (NRFEPS) 2024/25 Council allocations withdrawing/diverting it to cover pay rises. For note, Midlothian’s allocation of the NRFEPS 2024/25 had sat at £100,000.00 prior this withdrawal/diversion. Given this change the 3rd Sep 24 CPAMB agreed that: - 1. £2,500.00 of the £7,000.00 requested would be promised for non-native invasive species spraying with the proviso that that spraying involved land set within Midlothian. 2. The remaining £4,500.00 would be made available should Scottish Government consequently release further funds to cover Scottish Government Nature Restoration Fund Edinburgh Process Strand 2024/25 allocation. On Wed 29th January 2025, officers had notification (via the Biodiversity Officers Network) of Scottish Government intention to provide both 2024/25 and 2025/26 NRFEPS allocations in 2025/26, (an estimated sum of £200,000.00). This budget is currently subject to COSLA agreement. If approved, it would facilitate MLC in making their remaining £4,500.00 2024/25 allocation as planned. 4.2 Digital There are no IT implications of this report. 4.3 Risk Formalising Midlothian Council’s membership of the Lothian Esk Catchment Partnership is considered as relatively low risk. Membership can be reversed at any time. Riverine flooding impacts associated with the Esk catchment currently largely pertain to East Lothian. However catchment dynamics Page 129 of 164
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4 determine that most natural flood projection works will be undertaken within the Midlothian section of the catchment. It will be important that any proposals are considered and informed by local Midlothian Council knowledge. Whilst the intention will be to establish a stakeholder steering group, this has purposefully been delayed to year two. During year one, LECP focus will be on development and scoping activities, including detailed stakeholder mapping. This phase will identify key individuals, groups, and organisations interested in or supporting the project, ensuring an understanding of the stakeholder landscape. Engagement during this period will lay the groundwork for collaborative decision- making and ensure the project reflects the needs and priorities of the communities along the Esk. 4.4 Ensuring Equalities This report does not relate to a new / revised policy / service change / budget change. It is therefore considered that undertaking an Equalities Impact Assessment (EqIA) in relation to this report is unnecessary. 4.5 Additional Report Implications (See Appendix A) Page 130 of 164
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5 APPENDIX A – Additional Report Implications A.1 Key Priorities within the Single Midlothian Plan Under the “Midlothian Will Be Greener” theme within the Single Plan, there is reference to “Midlothian’s biodiversity and associated geodiversity are among a range of important factors that will contribute in helping to adapt to, and ameliorate, the effects of climate change”. This proposal improves biodiversity and directly supports this theme. 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 A.4 Delivering Best Value Scottish Government recognise the critical importance of Local Authorities working collaboratively in cross-sector partnerships, on a regional and national basis. This ensures most efficient and effective use of public funds. The LECP catchment initiative aligns with this vision. LECP has significant potential to enhance momentum in support of climatic and nature-restoration objectives, in doing so benefiting local communities. A.5 Involving Communities and Other Stakeholders A landscape focused initiative, involving community, land owners and local business in support of ‘win-wins’ sits at the heart of what LECP are setting out to achieve. It is anticipated group members will continue to work cross sector and alongside community partners. Page 131 of 164
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6 A.6 Impact on Performance and Outcomes LECP has been set up with the underlying principle that ‘together as partners’ we can be more impactful. Delivering the transformational change the climate emergency requires more effectively and efficiently. A.7 Adopting a Preventative Approach Investing in climate resilience and nature restoration is fundamental in reducing the effects of climate change. It will help ensure Midlothian’s natural environment is an attractive place to live work, visit and learn, thereby improving mental and physical health and reducing illness. A.8 Supporting Sustainable Development Building climate resilience and enhancing nature fundamentally supports our future generations. Place based landscape enhancement programs such as LECP are fundamental in ensuring Midlothian remains an attractive place to live, work, learn, play and invest in. . This report does not relate to the adoption by the Council of a strategic document and “Strategic Environmental Assessment” (SEA) legislation does not apply to this report. Page 132 of 164
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7 APPENDIX B Background Papers/Resource Links (if applicable) 0125 LECP Terms of Reference & Governance v0.2 Page 133 of 164
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SW Internal General TERMS OF REFERENCE Draft V0.2 – January 2025 Page 135 of 164
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SW Internal General INTRODUCTION OUR PURPOSE The purpose of the Lothian Esk Catchm ent Partnership (LECP) is to initiate, co-ordinate and scale up the delivery of projects which help restore nature, address clim ate change and im prove the places within the catchm ents of the North and South Esk Rivers. With a particular focus on the health of the rivers and their surrounding environm ents, LECP will work on a catchm ent wide basis to establish a portfolio of nature-based projects to m eet our overall aim s. As a partnership, we will work in a collaborative m anner and with all relevant stakeholders within the catchm ent, helping shape project proposals and to support efforts towards on the ground im plem entation. We will seek to prioritise our efforts on the projects which deliver the greatest range of benefits for people, place, clim ate and nature. BACKGROUND Fram ed by the Scotti sh Governm ent’s am bitions for tackling the nature and clim ate crises and following cross party-political support by East Lothian Council in October 2023 for exploring the benefits of a catchm ent wide partnership to deliver nature-based solutions to help tackle flooding challenges Project Partners convened to explore how collective working could bring m eaningful progress to the issues of flood risk m anagem ent, nature restoration and clim ate action within the Esk catchm ent. Agreem ent was reached that although there was already useful on-going collaboration through the likes of the Esk River Im provem ent Group and Citizen Esk project, there was still significant opportunity for more to be done to co-ordinate and scale up on the delivery of nature-based projects and river im provem ents within the catchm ent. Driven by the breadth of challenges and opportunities within the catchm ent a broad coalition of Local Governm ent, Agencies and others was seen to be needed to bring the com prehensive and co-ordinated focus to help shape, catalyse and deliver change on the ground. Bringing expertise from their work in other catchm ents, Forth Rivers Trust helped advise the em erging partnership and were successful in receiving grant support for the Partnership from the Scotti sh Governm ent’s Nature Restoration Fund in August 2024 and contributions from SEPA, East Lothian and Scotti sh Power Energy Networks (SPEN). Page 136 of 164
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SW Internal General STRATEGY VISION Working together to deliver a healthy and nature rich Lothian Esk Catchment – valued by, enhancing and connecting the communities through which it flows. AIMS The LECP will shape and deliver projects which have m ultiple aim s and benefits. Each individual project will have project specific aim s and benefits which relate to the location, the landownership and the site-specific opportunities and constraints of the area. However, the aim s of the partnership are sum m arised below. We will use these key aim s to guide and inform our strategic approach and to inform individual project developm ent and the priorities for im plem entation. 1. Delivering Natural Flood Management “Slowing the flow ” or reducing the speed of surface water runoff into the rivers will assist with the reduction of localised and downstream flooding. By using nature-based solutions to reconnect floodplains, re-m eandering channelled sections of the river and im proving soils and introducing other m easures such as riparian woodland and ‘leaky dam s’ to increase catchm ent resilience and support adaptation. 2. Restoring Nature From peatland restoration to im provem ents to channel and m arginal river habitats, nature restoration will support the delivery of other aim s within the catchm ents while providing an im proved and healthy water environm ent. Focus will be placed on projects that prom ote ecological connectivity, support nature networks and clim ate resilience. Strategic and project-based approaches to m anaging the spread of non-native species will also be pursued. 3. Embedding Net Zero Many of the projects proposed, such as tree planting and peatland restoration, will help sequester carbon, thus helping our national efforts towards net zero. We will prom ote the role of carbon reduction and sequestration in our projects and attem pt to define the quantity of carbon sequestered by individual projects as they em erge. 4. Supporting Sustainable Land Management Working with landowners, land m anagers, and farm ers, to understand their needs and to ensure projects support their objectives, is fundam ental to our project-based approach. We will work collaboratively with others to ensure proposed m easures m eet wider policy aim s, support sustainable land use and other farm ing outcom es. Page 137 of 164
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SW Internal General 5. Supporting a resilient local economy and local supply chains We will seek to support and develop projects which deliver wider social and econom ic benefits for the local area, including such issues as circular econom y, fair work and local supply chains. This includes, where applicable, working with com m unities to deliver the principles of Com m unity Wealth Building. 6. Improving local places and supporting the delivery of sustainable communities The opportunities to im prove the quality of place through well considered urban greening and the retro-fit of blue-green infrastructure will be explored. Engagem ent and participation in project design, particularly within and around com m unities within the catchm ent will be actively encouraged. This will help ensure adaptation of local places to the im pacts of clim ate change and creation of m ore resilient com m unities. 7. Enhancing local landscape character Projects will seek to enhance local landscape character by ensuring that designs reflect local character and natural features of the landscape. Opportunities to strengthen landscape character will be explored with land m anagers. 8. Promoting responsible access and facilitating the enjoyment of nature Measures to im prove and support responsible access for all and ensure connectivity of paths within and around settlem ents will be explored within individual projects, to enable everyone to experience the health and wellbeing benefits of being in nature. 9. Building knowledge and sharing information on what works and what does not We will utilise science, evidence, and expert advice to support our approach, engaging with academ ic institutions, com m unities and other stakeholders as opportunities arise. We will prom ote the principles of ‘learning by doing’ and we will prom ote good practice through inform ation sharing, case studies and field-based peer to peer learning approaches. We will celebrate our successes and explore our failures. 10.Fostering a wider agenda of awareness, engagement, and support for the rivers and the health of the water environment Building a wider understanding of the rivers and water environm ent and celebrating the wider benefits of the catchm ent and our project in general, working with com m unities and diverse audiences to engage and involve them using a variety of m ethods such as engagem ent events and digital m edia. Page 138 of 164
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SW Internal General GOVERNANCE LECP BOARD The role of the board is to ensure appropriate strategic direction for the initiative, explore and develop financial support and oversee and co-ordinate the project portfolio and the strategic issues related to its im plem entation. The board also has an im portant role in prom oting the initiative, ensuring wider prom otion of its aim s and establishing political, financial, organisational and stakeholder buy-in. Mem bership of the board consists of the below noted partners, with individual representatives bringing relevant knowledge and expertise to enable the delivery of partnership aim s and project based m ission. Individuals representing m em ber organisations m ay vary between m eetings. Board Mem bers, NatureScot, SEPA, Scotti sh Water, Midlothian Council, East Lothian Council, Forth Rivers Trust Chair- Forth Rivers Trust Secretariat- East Lothian Council Project and Strategy Co-ordinators- Forth Rivers Trust Corresponding Mem ber- Scotti sh Governm ent STAKEHOLDER STEERING GROUP The role of the Stakeholder Steering Group (SSG) is to im plem ent the direction of the Board by bringing local or them atic knowledge and inform ation and helping identify and establish potentially successful areas of work, projects, or initiatives. It will have an overview role in supporting individual project developm ent and im plem entation. The SSG will provide technical direction through the prom otion and im plem entation of cross- organisational working, including the sharing of data and the investigation of opportunities to deliver the vision. New m em bers of the SSG can be co-opted by the existing SSG as necessary and corresponding m em bers will be considered. While the SSG is intended prim arily to be a collaborative platform for inform ation gathering, knowledge exchange and project developm ent any decisions taken will be agreed on a m ajority basis. In the first year of the project, the focus will be on developm ent and scoping activities, including detailed stakeholder m apping. This phase will identify key individuals, groups, and organisations interested in or supporting the project, ensuring an understanding of the stakeholder landscape. Engagem ent during this period will lay the groundwork for collaborative decision-m aking and ensure the project reflects the needs and priorities of the com m unities along the Esk. Following this initial phase, a stakeholder steering group will be established to provide strategic guidance and oversight for the project’s ongoing developm ent and im plem entation. This group will include a diverse range of representatives, such as land m anagers, landowners, NGOs, com m unity councils, and other interested parties from the Esk com m unities. By encouraging inclusive Page 139 of 164
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SW Internal General participation, the steering group will ensure the project gives com m unities a voice in the partnership, is transparent and is aligned with the broader goals of sustainability and collaboration. INDIVIDUAL PROJECT DELIVERY GROUPS The form ation of individual project delivery groups (IPDGs) will be bespoke to the needs of individual projects or specific geographic areas of working. Their role will include overseeing and supporting the engagem ent with and participation of local com m unities, com m unities of interest, land m anagers, and other relevant stakeholders, bringing people together as necessary to support project developm ent and on the ground delivery. There is intended to be an autonom y of action at the project delivery level (i.e. project leads progress with delivery on an independent basis) but Mem bers of the Board or SSG can support IPDGs as required, and as resources allow. IPDGs can prom ote their work to the wider partnership, and seek funding, advice or partnership support as necessary from both within the SSG and the Partnership Board. AGREEMENT MANAGEMENT All projects set up as part of the LECP will be projects on behalf of the LECP and will be agreed by the Board.. Partners can provide financial contributions in the form of capital/revenue funding or grant funding or a non-financial contribution in the form of staff resource or in-kind support. There will be no form al requirem ent on each m em ber, but it is expected that all board m em bers will contribute suitably and effectively to im plem enting projects that will deliver the vision of the partnership. An agenda and m inutes will be produced for each board or steering group m eeting. Board m em ber organisations will take the responsibility for developing and dissem inating these item s. This Agreem ent is not legally binding and creates no legal rights or legal obligations between the partners. All partners are accountable and responsible for honouring their com m itm ents in this Agreem ent. There will be a form al Annual Review and joint Annual Reporting by all partners to assess progress against the vision and aim s outlined in this Agreem ent and to assess success. All partners reserve the right to withdraw from this Agreem ent if they believe it is no longer effectively prom oting their organisation’s aspirations and/or they are unable to further contribute toward achieving the vision. Page 140 of 164
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SW Internal General SIGNATORIES FORTH RIVERS TRUST Signed Dated Print Designation EAST LOTHIAN COUNCIL Signed Dated Print Designation MIDLOTHIAN COUNCIL Signed Dated Print Designation NATURE SCOT Signed Dated Print Designation SEPA Signed Dated Print Designation SCOTTISH WATER Signed Dated Print Page 141 of 164
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SW Internal General Designation MEMBER DETAILS A river conservation charity working to im prove rivers for wildlife and com m unities. FRT’s role will be to help support the delivery of works from developm ent to delivery, using our expertise and knowledge of grant funding, river restoration, landowner and com m unity engagem ent to develop the project and deliver activities on the ground. As a charity, we will support funding applications and be a lead applicant in som e cases, with support from other partners to deliver activities on the ground. East Lothian Council (ELC) is the local authority in which the bottom stretch of the River Esk (Lothian) runs. East Lothian Council’s Plan 2022-27 provides a vision towards a m ore prosperous, safe and sustainable East Lothian, with a dynam ic and thriving econom y, that enables our people and com m unities to flourish. As a key organisation within the catchm ent in a num ber of areas, we are com m itted to providing support so we will contribute our wide- ranging expertise, local knowledge, data and staff resource to support the partnership’s applications and works, with a key aim of delivering actions on the ground that prom ote im provem ents for our environm ent and com m unities. Much of the North and South Esk catchm ents lie within the Midlothian Council area. The Single Midlothian Plan 2023-27 identifies m aking significant progress towards net zero carbon em issions as one of its three m ain outcom es. Making Midlothian m ore resilient to the effects of clim ate change and contributing m ore widely to clim ate change resilience is a key part of this. The Midlothian Local Biodiversity Action Plan identifies im provem ent of the ecology of watercourses as a key priority. Lothian Esk Catchm ent Partnership (LECP) and the potential actions on the ground will support the overarching objectives of Midlothian Council. Scotland’s Nature Agency, protecting and restoring nature, and inspiring everyone to value our natural world. We do this because everyone’s future depends on it. NatureScot’s role will be to support and facilitate the developm ent of this project. Through our engagem ent we will look to strengthen the partnership, and energise the partners to develop positive outcom es. We will enable a collective effort towards understanding and delivering on our purpose which is to prom ote, care for and im prove our natural heritage, help people to enjoy nature responsibly, enable greater understanding and awareness of nature, and prom ote the sustainable use of Scotland’s natural heritage. Everyday SEPA works to protect and enhance Scotland’s environm ent, helping com m unities and businesses thrive. The North and South Esk catchm ents have m ultiple environm ental pressures and pose risk of flooding to com m unities. SEPA is responsible for leading on tackling these pressures and aim s to work in partnership with others to drive change at the catchm ent scale. We contribute our data and expertise to assess the condition, identify opportunities and help deliver projects on the ground. Page 142 of 164
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SW Internal General Scotti sh Water is responsible for providing water and wastewater services to household custom ers and wholescale Licenced Providers across Scotland delivering investm ent priorities of Ministers within the funding allowed by the Water Industry Com m ission for Scotland. We work closely with our custom ers, com m unities and stakeholders to invest in our networks to support a flourishing Scotland. As Scotland’s public water and wastewater provider, a healthy environm ent is vital to the delivery of our services. To reduce our im pact on the environm ent, we are working towards being Net Zero by 2040 – five years ahead of Scotland’s national targets. Page 143 of 164
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Midlothian Council Tuesday 13 May 2025 Item No 8.5 Borders Railway 10 Year Anniversary Report by Derek Oliver, Chief Officer – Place Report for Decision 1 Recommendations It is recommended that Council consider engagement and participation with the planning, delivery and management of events to mark the Borders Railway 10 Year Anniversary. 2 Purpose of Report/Executive Summary The report describes the opportunity to mark the 10 year anniversary, on the 9 September 2025, of the Borders Railway and 20 years since devolution of rail to the Scottish Government. This is a prospect to mark the impact and transformation that the railway has had along the entire length of the Borders Railway route. The report seeks Council approval for officers to engage in collaboration and planning with the national and regional stakeholders to pool available resources and deliver a coordinated schedule of events. Date: 17/04/2025 Report Contact: Derek Oliver, Chief Officer Place Email: derek.oliver@midlothian.gov.uk Page 145 of 164
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2 3 Background 3.1 The Borders Railway situated in the south east of Scotland joins the regions of Edinburgh, Midlothian and the Scottish Borders, it follows part of a historic railway line that was originally opened between Edinburgh and Hawick in 1849, before being extended to the Carlisle line, which became known as the Waverley Route. 3.2 That line was controversially closed in 1969, as part of the Beeching cuts, leaving the Borders region without any access to the National Rail network. Following the closure, a campaign to revive the Waverley Route emerged. Discussion on reopening the northern part of the line came to a head during the early 2000s. Following deliberations in the Scottish Parliament, the Waverley Railway (Scotland) Act 2006 received royal assent in June 2006. The project was renamed the "Borders Railway" in August 2008, and building works began in November 2012. Passenger service on the line began on 6 September 2015, whilst an official opening by Queen Elizabeth II took place on 9 September. 3.3 The railway was rebuilt as a non-electrified, largely single-track line. Several surviving Waverley Route structures, including viaducts and tunnels, were rehabilitated and reused for the reopened railway. The Borders Railway line is 30 miles long (49 km) blending rich history, landscapes, and activities and it passes over and through 140 bridges and tunnels, including the majestic Lothianbridge Viaduct in Newtongrange. 3.4 Passenger services run half-hourly on weekdays until 20:00, and hourly until 23:54 and on Sundays. The timetable also allows charter train promoters to run special excursion services, and for the weeks following the line opening scheduled steam trains were run. 3.5 Transport Scotland has confirmed to officers it will be responsible for taking on a coordination role to ensure all plans are joined up and have Scottish Government buy-in and approval. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource Engagement in the process will be undertaken by colleagues in Economic Development. Any Midlothian Council offer will be contained within existing budgets. 4.2 Digital Not applicable 4.3 Risk Not applicable Page 146 of 164
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3 4.4 Ensuring Equalities (if required a separate IIA must be completed) Not applicable 4.5 Additional Report Implications Page 147 of 164
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4 Appendices Appendix A A.1 Key Priorities within the Single Midlothian Plan In terms of the key priorities through 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 Not applicable A.5 Involving Communities and Other Stakeholders Partnership working in delivering an appropriate occasion. 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 148 of 164
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Midlothian Council Tuesday 13 May 2025 Item No 8.6 Midlothian Council 1 April 2025 Housing Services update Report by Kevin Anderson, Executive Director - Place Report for Information 1 Recommendations Council is recommended to note the Housing Services update report. 2 Purpose of Report/Executive Summary This report provides members with an update on items of Housing Service actions and activities discussed at Council in the wider benefits of providing more and better quality homes; as better health and an improved quality of life, better educational attainment for young people, significant economic benefits and achieving net zero ambitions are all linked to housing. Date 18 April 2025 Report Contact: Kevin Anderson, Executive Director - Place kevin.anderson@midlothian.gov.uk Page 149 of 164
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2 3 Background 3.1 Despite the success in significantly adding to the new supply of affordable housing in Midlothian, it is evident that the level of need is increasing. 3.2 Local Authority housing and homelessness services are experiencing unsustainable pressure reflecting the lack of capacity in local housing systems across Scotland. Some local authorities are unable to meet their statutory duties, resulting in households in housing need being failed by the system setup to support them. The reality is that there are not enough social and affordable homes available and local authorities currently have inadequate means to reverse this position. 3.3 Existing domestic housing pressures associated with homelessness and general housing need, humanitarian programmes and widening refugee populations have made additional demands and pressures, with changes in the private rented sector further limiting access to affordable housing. Humanitarian Protection Schemes 3.4 In the UK the contracted accommodation providers can procure properties in any local authority area for asylum dispersal as the UKG Home Office have allocated a proportional share of beds to each ‘region’. Mears brief covers all of Scotland and they are leasing from private landlords, purchasing properties and working with Registered Social Landlords (RSLs) and local authorities to identify properties that aren’t being utilised for other purposes; this creates a situation where different areas of government are competing in the same market for finite resources. 3.5 Though local authorities are not required to identify the properties, local authorities are expected to work with Mears to support their procurement process, but also when asylum seekers living in the dispersal properties receive a positive decision, they have a right to access housing (in a local authority of their choosing) as would anyone else in Scotland. In addition, there are contingency hotels in use across the country and there is of course an impact on services to support these sites. People receiving positive decisions in contingency accommodation will also have a right to access housing within Scotland. Unaccompanied Asylum Seeking Children (UASC) 3.6 UK Government has mandated all local authorities to provide placements for Unaccompanied Asylum Seeking Children (UASC) (65 of every 652 children entering the UK will be placed in Scotland). This is a significant rise in the number of children needing accommodation from the day of arrival and potentially until they are 26 years of age. Most young people arriving are over 15 years old and therefore supported Page 150 of 164
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3 models of accommodation are often the most appropriate. This places a further pressure on housing supply for local authorities. Temporary Accommodation and Breaches of Unsuitable Accommodation Orders 3.7 The use of bed and breakfast (B&B) accommodation is increasing across most of Scotland, when households need immediate accommodation. Several local authorities which have not had to use bed and breakfast in the past are now using them which is increasing the risk of breaches of the unsuitable accommodation order. 3.8 Midlothian Council meets its statutory duties and we provide emergency accommodation for those presenting as homeless, including out of hours provision. However, since the removal of the local connection requirement we are experiencing breaches in the Unsuitable Accommodation Order, which is an exceptional position from our regular practice; as a consequence of displaced demand from neighbouring authorities outwith area which have declared a housing emergency. 3.9 Midlothian Council has not declared a housing emergency, as while we do have significant pressures, we do not have systematic failure of our housing or homelessness services. We are gathering evidence that neighbouring local authorities are advising cases to present to Midlothian as we provide move- on self-contained accommodation to individuals and families onwards from our temporary accommodation within 7 days as we fully withdrew from B&B use during the pandemic. Homelessness 3.10 Our Equally Safe Housing Services Policy adopted in 2021 defines the proactive housing response to all who have experienced gender based violence, and we work constructively with appropriate agencies such as Midlothian & East Lothian Violence Against Women Partnership and positively with Women’s Aid East and Midlothian. 3.11 There is a nomination agreement in place with Midlothian Women’s Aid and separately we lease properties to households experiencing domestic violence, who are supported in that property by Midlothian Women’s Aid. This of course is in addition to the local authority’s obligation to applicants presenting as victims of domestic abuse and we have attained the percentage lets to Homelessness to 60% in the Housing Allocation Policy for some considerable time now. 3.12 Care Leavers or Looked After Children have a single point of contact identified in the Housing Services Youth Homelessness Team, who provides housing options advice in accordance with the national guidance. 3.13 In this specific provision we can ensure this client group do not have to access services through the mainstream Homelessness service. 3.14 The direct liaison with our Children’s Services results in appropriate housing solutions being identified and is person centred rather than Page 151 of 164
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4 resorting to emergency homelessness situations. The Council’s Housing Services lease properties for this client group and there is also a nomination arrangement with a local Housing Association. 3.15 We adopted the SHORE standards, Scottish Quality Standards – Housing Advice, Information and Support for People on Remand or Serving a Short Term Sentence, although, a local Prison Protocol was in operation with HMP Edinburgh for some significant time before these were implemented nationally. 3.16 We are delivering the Health & Homelessness Action Plan in Midlothian to improve integrated work involving health and homelessness services to both prevent and ensure provision meets the needs of people and families in Midlothian. 3.17 The stable position in homelessness in Midlothian is attributed to our Housing Options solutions provided, as a holistic person centred response. The Scottish Housing Regulator has commissioned Engage Scotland to undertake research with users of social landlord services and we have offered to participate as part of this work in the interview based research with users of homelessness services. Build or Buy Affordable Homes Supply Programme (AHSP) 3.18 In 2023/24, Midlothian had to slow or stop the AHSP, due to it becoming increasingly difficult to afford to deliver new build homes, with more and more projects financially unviable based on the recent years 26% grant reduction. 3.19 Whilst SG More Homes Division have confirmed in this new financial year that the Resource Planning Assumption for Midlothian will be reinstated to its previous level, currently the unit cost to deliver a general needs 2 bedroom home is on average around £300,000 in Midlothian and that cost is matched across most Scottish local authorities. Costs were steadily increasing before the pandemic due to increased costs in materials, labour and additional safety standards including fire suppression systems. 3.20 Costs have continued to increase due to enhanced specifications to meet the Scottish Government’s net zero targets, post COVID space standards, inflation and higher price of materials and labour. It is noted that grant levels per unit are generally paid at a higher rate for Registered Social Landlord (RSL) development than for local authority development. 3.21 Scottish Government housebuilding statistics published in June 2024 indicated a housebuilding decline across Scotland. In 2023-24 private sector completions were down 13% and site starts down 16% on the previous year. Statistics for the social housing sector that year reveal completions were down 27% and site starts down by 14%. 3.22 The subsequent reinstatement of the Affordable Housing Supply Programme and the Resource Planning Assumption will allow re- Page 152 of 164
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5 instatement and an update to the Annual Midlothian Housing Programme report to members later this year. At present financial modelling suggests the Housing Revenue Account can support funding for Phase 5 new build housing to 2027/28. 3.23 The most significant projects for 2025 in terms of delivery of new supply are handovers at Normandy Court, Dalkeith; sites AA2 and AA3 at Shawfair (Bellway); and former Newbattle High School, Easthouses Road. Figure 1 – Programmed AHSP handovers 2024/2025 Page 153 of 164
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6 Acquisitions 3.24 Midlothian Council met our target for our annual home acquisition in Financial Year end 2024/25. The Open Market Purchases were 7 properties this year as a result of reduced funding, although the scaling up of property purchases to meet housing need was one of the recommendations of the SG Temporary Accommodation Task and Final Group. 3.25 A significantly expanded acquisitions programme would allow Councils to purchase more properties on the private market. Midlothian Council has engaged with developers to purchase turnkey properties to enhance supply in the last two years, when funding has allowed. However, the developers have been unwilling to hold these properties for the Council due to market demand. At present, available ASHP grant is fully committed to new build programmes by Midlothian Council and RSLs. Without further grant uplift, a grant would require to be diverted from the new build progamme to acquisitions. As land in the ownership of Midlothian Council that is suitable for housing diminishes, diversion of grant funding to increase the level of OMPs may be required to sustain the growth in provision of affordable housing by the Council. 3.26 In the context of private landlords selling properties, Councils need the flexibility to decide the balance between an increasingly unaffordable new build programme and buying homes at scale including the property portfolios of disinvesting private landlords or developers. 3.27 The Land and Building Transaction Tax and Additional Dwelling Supplement (ADS) on properties purchased by councils under section 2 of the Housing (Scotland) Act 1988 limits acquisitions with the AHSP, which would rule out acquisitions in anticipation of inclusion; land banking, land purchased to support improved services for the Gypsy/Traveller community and property bought for use as temporary accommodation would still be subject to LBTT and ADS and requires greater local flexibility. Table 1 – cost comparison Page 154 of 164
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7 Energy Efficiency & Affordability 3.28 The Scottish Housing Quality Standard (SHQS) was introduced by the Scottish Government in 2004 to ensure that homes meet a minimum standard. The budget for SHQS works is secured in the Housing Revenue Account (HRA) for the ongoing work 3.29 The Energy Efficiency Standard for Social Housing (EESSH) was introduced by the Scottish Government to improve the energy efficiency of social housing, making sure homes are fit for the future with low emissions heating system and adapting and retrofitting existing homes so that the people who live in them can benefit from improved energy efficiency and decarbonised heating. 3.30 The EESSH2 standard subsequently set a requirement that all social housing must meet an Energy Performance Certificate Band B rating by December 2032. However, the EESSH2 criteria is being reviewed at present. 3.31 The programme of upgrades to the Council’s existing housing stock to enhance energy efficiency has advanced by implementing external wall insulation and window and door replacement. 3.32 Changeworks have managed the first phases of the EESSH2 programme for Midlothian Council. The table below shows the number of homes that have benefitted from this to date. Table 2 EESSH Programme Status House Tenure Completed Confirmed In Progress Referred Grand Total HA Rent 4 4 LA Rent 483 61 114 18 676 Owner Occupied 499 10 2 52 563 Private Rented 36 36 Private Rented - Family Member 3 1 4 Grand Total 1025 71 116 71 1283 Key Referred – HH is eligible and has been referred to the contractor Confirmed – The contractor has confirmed that works can proceed and has programmed in In progress – works are in progress Completed – works are complete and signed off by Changeworks QA Page 155 of 164
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8 3.33 Council houses are more energy efficient and the standards are also important if we are to protect residents from fuel poverty. The priority is tackling fuel poverty. 3.34 The costs associated with meeting the Energy Efficiency Standards in Social Housing (EESSH2) requirements is significant; the Edinburgh and South East Regional Housing Partners (a City Deal partnership of West Lothian, Midlothian, East Lothian, City of Edinburgh, Borders and Fife) has conservatively estimated that it will take over £2 billion of investment to meet the demands. This is inherently linked to the ability to build more council homes and highlights the need for appropriate funding to meet increasing legislation obligations relating to energy efficiency and zero carbon. 3.35 In 2023 the Scottish Government announced plans to introduce new minimum environmental design standards for all new build housing to meet a Scottish equivalent to the Passivhaus standard. This was consulted on by the Scottish Government in July 2024. A further round of consultation on detailed proposals for specific changes to performance targets and compliance processes will be launched in Summer 2025. 3.36 To enable the construction sector to prepare for the changes, an implementation date of 31 March 2028 has been set out in amendments to regulations. Changes to guidance for the confirmed new standard will be made available in 2026. 3.37 Midlothian Council paused further Passivhaus development for a cost benefit analysis report. A report into the cost implications of passivhaus versus standard high energy efficiency housing (Silver Active 2) was submitted to Council on 26th March 2024 in response to questions raised by elected members in October 2023 about this issue. This included an analysis by cost consultants Currie & Brown on the cost differences between the core super structure and substructure elements of passiv and non-passiv housing, as the additional costs relating to fabric would only impact on these elements. This found an estimated uplift of circa 10.4%. The report provided recommendations on specification that would reduce this cost differential further by driving down Passivhaus costs, if implemented. Council decision was to continue to suspend the delivery of further Passivhaus homes and to adopt alternative high standard energy efficiency systems in future housing development. The impact of energy efficiency measures, including Passivhaus standard, is currently being analysed by BRE and the outcome will be reported to Members in due course. Private Void Properties 3.38 Abandoned houses are at risk of being vandalised and falling into disrepair which increase the cost of repairs making it even less likely that owners will bring them back into use. Empty houses can be a blight on a neighbourhood and contribute to a poor image of areas affected, taking a toll on local economic development. 3.39 Some action has been taken in regard to empty homes including the Scottish Empty Homes Partnership and the ability for Councils to increase the tax payable on these properties through the Local Page 156 of 164
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9 Government Finance (Unoccupied Properties etc) (Scotland) Act 2012, which is applied in Midlothian, however despite the numbers involved and the good will to make the repurposing of empty homes a key component of the solution to the housing crisis, the complexities involved mean this is not a panacea. The majority of empty homes are uninhabitable, in locations that would be unsuitable, with owners that cannot be traced or are unwilling to take action to bring them back into use. 3.40 An offer of match funding for two years has recently been made by the Scottish Government to support an Empty Homes Officer in Midlothian Council. This would require a target of empty homes to be returned to residential use to be set and delivered within a specific timescale. Midlothian Council are currently developing a proposal in response to this. Housing Service Structure 3.41 The Housing & Homeless Team existing staff establishment has all posts appointed. There are no unfilled posts. The Housing staffing structure review remains an active workstream as initial proposals are benchmarked with other local authorities on stock/staff/ housing management ratios to be completed. 3.42 It will also need to align to the BMS Phase 1 closure report as the outcomes for workforce resourcing and service standards in Housing/BMS and incorporated into the rent strategy review. Strategic Housing Policy 3.43 Housing to 2040 is an ambitious strategy, which sets out action to address the housing crisis including: delivery of a further 100,000 affordable homes over the following ten years up to 2031/32, with at least 70% of these for social rent. 3.44 Housing to 2040 vision makes a more joined up approach that takes a holistic view of housing provision in Scotland and the Midlothian contributions which translate into policies are scheduled for reporting to Council by October 2025. Report Purpose Strategic Housing Investment Plan The SHIP is the key document for identifying strategic housing projects that will contribute to meeting the Government’s 110,000 affordable housing target. This document is updated annually to present up to date information on affordable housing investment plans. The SHIP provides an opportunity for the Council to: • Set out investment priorities for affordable housing and identifies how these will be delivered • Identify the resources required to deliver these priorities; and Page 157 of 164
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10 • Involve key partners in the delivery of new affordable housing. The SHIP will continue to inform the allocation of resources from the Scottish Government’s Affordable Housing Investment Programme, which primarily supports the delivery of affordable housing via the Council and Registered Social Landlords. In addition, other funding streams that support investment in affordable housing have also been evaluated. Local Housing Strategy Timeline of process - Initial development work and prepare draft document January 2025 to July2025. First public consultations with Midlothian residents taking place in April 2025. May until July to add consultation findings to a draft document. August consultations with partner agencies will take place and a draft document prepared working with partner agencies such as Energy Scotland/ Changeworks to assist in final draft of “Fuel Poverty/energy efficiency and climate change chapter. Then there will be a 2nd public consultation. Following consultations and adding any amendments to the final outcomes Improvement Plan in winter 2025/26, with the final LHS submitted to council for approval in March 2026 SHR Annual Assurance Statement The Scottish Housing Regulator (SHR) requires all registered social landlords to submit an annual assurance statement. The purpose of the statement is to assure the SHR, landlords, tenants, and other stakeholders that regulatory requirements are met, or to disclose areas where improvements are needed. Rent Strategy Consultation Council approved the Rent Setting Strategy for 2022/23 – 2025/26. The rent strategy beyond 2026/27 will be reviewed and consider continuing investment in the Council’s current housing stock as well as a significant programme of refurbishment while also determining any level of new build investment beyond the current social housing programme commitment. Consultation report to Council October 2025 on rent modelling options. Housing Allocation Policy Allocation Policy Review last implemented in June 2024 Page 158 of 164
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11 To increase the availability of larger properties for families the Council offers grants to Midlothian Council tenants who wish to move to a smaller property owned by the Council through normal letting or by a mutual exchange. The grant is only payable to those moving from a three bedroom property or larger. Any tenants with an outstanding debt owed to Midlothian Council will have this offset against the grant before any payment is made. • Midlothian Council tenants who downsize by 1 bedroom - £1000 • Midlothian Council tenants who downsize by 2 or more bedrooms £1500 Next Allocation Policy review scheduled from April 2027 13 Housing Design Guide - New Build HousingSpecification 3.45 The Housing Revenue Account continues to provide for investment in existing stock to ensure housing is of good quality and invest in new housing to meet housing need in Midlothian. 3.46 Midlothian Council, through the development and housing management process, has gained substantial experience and knowledge of housing provision. The Design Guide aims to convert this knowledge into principles and preferences for Designers and professional teams to follow. The end result should be the delivery of effective solutions which introduce an element of standardisation, enhance cost effectiveness and minimise maintenance. The Design Guide is currently being updated to reflect lessons learnt in Phase 4 and 5 housing delivery and changes to building standards and suspension of Passivhaus standard, as are Midlothian’s own house type designs. 3.47 This will allow for updates on how homes can better accommodate services associated with varying zero emissions heating and ventilation systems, energy generation and storage and better balance these with storage needs for tenants. 3.48 Midlothian Council are not able to amend standard housetypes from developers when acquiring homes through Section 75 agreements. This has resulted in many homes not having accessible attics due to the nature of the timber frames they are built with. Tenants in new homes typically do not have access to attic space, due to the extent of insultation now installed in new homes and the need for services mentioned in paragraph 50 to be accommodated securely in attic space. However, the review of the Design Guide will seek to balance tenant storage requirements with these services. Page 159 of 164
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12 Mixed Tenure Strategy Mid -Market Rent, Market Rent, Oak Leaf Homes 3.49 In relation to activity in the private sector, such as a Mid-Market Rent or Market rent, a Private Residential Tenancy is required with the tenant. 3.50 Current legislation prevents local authorities from directly offering tenancies other that Scottish Secure Tenancies or Assured Tenancies, so an Arms Length External Organisation (ALEO) is required to offer Private Residential Tenancies. 3.51 An ALEO is not required for development of homes for sale and the properties can be developed under the General Fund. The use of an ALEO in developing homes for sale can also offer additional legal and finances transparency in VAT and Land & Building Tax transactions. The legal basis for doing so is Local Government in Scotland Act 2003 part 3 which gives statutory power to local authorities in Scotland to do anything which they consider likely to promote or improve the wellbeing of its authority or people within the area, commonly referred to as the power to advance wellbeing. Midlothian Council would need to advance an argument that the housing will directly contribute to wellbeing in the area. 3.52 Any on-lending from a local authority to an ALEO requires consent from the Scottish Government. There are 2 types of ALEO, each with a different purpose- i. Limited company, wholly owned by a local authority ii. Joint Venture Limited Liability Partnership with developer or funder as external partner. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications arising directly from this report but a need to balance investment in additional housing and also providing adequate resources to maintain the existing stock and services whilst taking account of the affordability of rental charges in accordance with the views of tenants and applicants. 4.2 Digital Not applicable. 4.3 Risk There is a regular review of risk to ensure the retained risk in the new house building programme is of an acceptable and tolerable level to maximise opportunities and have full consideration of risk implications in achieving our aims and objectives. Page 160 of 164
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13 4.4 Ensuring Equalities (if required a separate IIA must be completed) Equality is central to all housing and housing services delivery. An Integrated Impact Assessment has been undertaken on the Local Housing Strategy to ensure that the needs of local communities have been fully considered. The SHIP reflects identified needs and draws on findings from the IIA when considering implications flowing from strategic aims into housing policies. 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 161 of 164
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14 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Affordable housing and homelessness outcomes are delivered through the provision of housing and housing services. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value We manage all aspects of our business so that tenants and other customers receive services that provide value for money in the rent and other charges they pay. A.5 Involving Communities and Other Stakeholders A full consultation in the current Rent Setting Strategy, Housing Allocation Policy and Local Housing Strategy was available to Midlothian Council tenants and waiting list applicants. Stakeholders are informed of outcomes at the regular Local Housing Strategy Forum. A.6 Impact on Performance and Outcomes Page 162 of 164
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15 Not applicable A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Good practice in relation to energy efficiency and sustainability is contained in the Strategic Housing Investment Programme and the Local Housing Strategy. Page 163 of 164
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