Agenda Document Pack - Midlothian Council - 24/06/2025
Midlothian Council · 24 June 2025
Back to Midlothian Council — 24 June 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, 24 June 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 482
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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 5 Minutes 5.1 Minute of Midlothian Council meeting of 13 May 2025 submitted for approval 5 - 20 Private Minute Addendum of Midlothian Council meeting of 13 May 2025 submitted for approval 5.2 Minute Volume Index 21 - 22 5.3 Action Log 23 - 28 6 Questions to the Council Leader 7 Motions 7.1 Volunteers’ Week 2025 29 - 30 7.2 Commending Lothian Community Transport Services for Enhancing Women's Safety in Midlothian 31 - 32 7.3 Celebrating Midlothian Gala Days 33 - 34 8 Public Reports 8.1 Financial Monitoring 2024/25 – General Fund Revenue, report by Chief Financial Officer/Section 95 Officer 35 - 50 8.2 Housing Revenue Account: Revenue and Capital Final Outturn 2024/25 and Capital Plan 2025/26 - 2027/28, report by Chief Financial Officer/Section 95 Officer 51 - 62 Page 2 of 482
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8.3 General Services Capital Plan 2024/25 Final Outturn, report by Chief Financial Officer/Section 95 Officer 63 - 76 8.4 Annual Treasury Management Report 2024/25, report by Chief Financial Officer/Section 95 Officer 77 - 106 8.5 Medium Term Financial Strategy 2026/27 to 2028/29, report by Chief Financial Officer/Section 95 Officer 107 - 118 8.6 Cost of Living Supports, Executive Director Children, Young People and Partnerships 119 - 126 8.7 Midlothian Integration Joint Board – Appointment of Vice-Chair, report by Executive Director Place 127 - 132 8.8 Midlothian Community Planning Annual Report 2024/2025, report by Chief Executive 133 - 236 8.9 Keeping the Promise in Midlothian, report by Chief Officer Children’s Services, Partnerships and Communities Deputy Chief Social Work Officer 237 - 302 8.10 Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-2025, report by Chief Officer Corporate Solutions 303 - 338 8.11 Midlothian Council Equality Outcomes 2025-2029, report by Chief Officer Corporate Solutions 339 - 370 8.12 Fees and Charges - Personal Training and Swim Instruction, report by Chief Officer Place 371 - 380 8.13 Midlothian Strategy for Inclusive Economic Growth Delivery Plans 2025-2027, report by Chief Officer Place 381 - 446 8.14 Midlothian Tourism Strategy Progress Report, report by Chief Officer Place 447 - 482 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 South of Scotland Electric Vehicle Charging Infrastructure Partnership (SoS-EVCIP) - Progress Report, report by Executive Director Place 9.2 Gorebridge High School – Site Search Options, report by Executive Director Place Page 3 of 482
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10 Date of Next Meeting The next meeting will be held on Tuesday 9 September 2025 at 11:00am. Page 4 of 482
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INTERNAL USE ONLY DRAFT BY/DATE: REVIEW BY/DATE: 1-993 Minute of Meeting Midlothian Council Tuesday 24 June 2025 Item No 5.1 Midlothian Council Date Time Venue Tuesday 13 May 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 Anne-Theresa Lawrie In attendance: Dr Grace Vickers, Chief Executive Kevin Anderson, Executive Director Place Nick Clater, Head of Adult & Social Care and Chief Social Work Officer Saty Kaur, Chief Officer Corporate Solutions Derek Oliver, Chief Officer Place Michelle Strong, Education Chief Operating Officer Alan Turpie, Legal and Governance Manager/Monitoring Officer Fiona Clandillon, Head of Development Margaret Black, Senior Accountant (Virtual) Wayne Clark, Group Manager, Roads and Transportation Magnus Inglis, Resource Officer Education Maria Perez, Democratic Services Officer Nicola Thorburn, Democratic Services Officer 1. Welcome and Apologies The Chair welcomed everyone to this meeting of Midlothian Council. There were no apologies submitted. Page 5 of 482
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The Chair noted that this meeting would be broadcast live and saved to the Council’s archive. Items heard in private will not be made available to the public. 2. Order of Business The order of business is as per the agenda. 3. Declarations of Interest Elected Members were invited to declare their financial or non-financial interest in items of the agenda. Councillor Virgo noted their intention to recuse themselves from the discussion on item 8.4. No other declarations of interest were intimated at this stage of the proceedings. Elected Members were reminded that they could make further declarations of interest at relevant items of the agenda. 4. Deputations There were no deputations. 5. Minutes Report No. Report Title Presented by: 5.1 Minutes of Special Midlothian Council and Midlothian Council meetings of 1 April 2025 submitted for approval Executive Director Place The Minute of Special Midlothian Council meeting of 1 April 2025 was submitted for approval. Councillor Parry moved to approve the minute as the correct record and the motion was seconded by Councillor McManus. The Minute of Midlothian Council meeting of 1 April 2025 was submitted for approval. Councillor Curran asked the Chair to consider a matter arising in connection with item 8.2 in the minute, noting that the consultation on school admissions for the next academic year has caused distress for several parties. Given the content of the consultation document, Councillor Curran believes that this is dismissive of Loretto Roman Catholic (RC) Primary School as a catchment school, which has been custom and practice for many years. Councillor Curran motioned to suspend Standing Orders to discuss withdrawing the consultation with immediate effect. Councillor McEwan seconded the motion to suspend Standing Orders. Page 6 of 482
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The Legal and Governance Manager/ Monitoring Officer advised that, as per Standing Order 7.9, the minutes submitted for approval are not an opportunity to reopen a debate from a previous meeting and Council has to agree to suspend Standing Orders and consider this matter as an additional agenda item. In terms of Standing Order 3.1, two thirds of Elected Members present must vote in favour, and as everyone is present today that is 12 votes in favour. For the sake of brevity this vote may be done as a show of hands. Councillor Parry moved a request for a short recess before the additional item is debated, given that the groups had not been given advance notice. Councillor Alexander seconded the motion to have a short recess in the event the vote results support the matter arising being added as item 8.7 in the agenda. The Legal and Governance Manager/ Monitoring Office asked Elected Members to vote whether they would support suspending Standing Orders to discuss the motion proposed by Councillor Curran as an additional item to the agenda after a short recess. 13 Elected Members voted in favour of suspending Standing Orders. The Chair confirmed the addition of the arising matter as agenda item 8.7 and noted the committee would take a 10-minute recess prior to this agenda item being opened for discussion. Councillor Smaill noted the letter from Kirsty McNeill Member of Parliament (MP) appended to the Minute of the Midlothian Council of 1 April and expressed disappointment at its political undertone. Councillor Smaill stated that Mayfield should be receiving the funds pledged for deprived neighbourhoods, particularly given that other areas in Scotland with lower levels of poverty and deprivation are receiving development funds. Councillor Parry noted that Kirsty McNeill MP was invited to meet with the Ward Councillors to discuss the matter, but the offer was not taken up. Councillor Parry agreed to write to Kirsty McNeill MP again and reiterate the need to meet with the Ward Councillors for Mayfield to allow Ward Councillors to speak to the MP concerning the need for these funds. Councillor Parry moved to approve the Minute of Midlothian Council meeting of 1 April 2025 and Private Minute Addendum of Council meeting of 1 April 2025 as a correct record and the motion was seconded by Councillor Cassidy. Decision The minutes of the meeting of Midlothian Council Meeting and Special Council Meeting of 1 April 2025 and the Private Addendum for the Midlothian Council meeting of 1 April 2025 were approved as the correct record. Action Council Leader to write to Kirsty McNeill MP, inviting them to meet with the Mayfield Ward Councillors and discuss the funding pledge. Page 7 of 482
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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. The Chair noted that the Minute Volume included the Minute of the Petitions Committee of 31 March 2025 which would also require approval. Councillor Parry moved to approve the minute and Councillor Cassidy seconded. Decision Council approved the Minute Volume Index. The minute of the Petitions Committee of 31 March 2025 was approved as the correct record. Report No. Report Title Presented by: 5.3 Action Log Executive Director Place The Action Log was submitted for noting. Elected Members noted the contents of the Action Log and agreed completed actions were to be removed. Councillor Parry provided an update on Action 20. As the Online Harms Bill came into effect in the weeks following the Council meeting of 1 April 2025, Councillor Parry wrote to the UK Cabinet Secretary for Education and to The Office of Communications (Ofcom) urging them to uphold the terms of the Bill. Decision Council noted the Action Log 6. Questions to the Leader of the Council No items for discussion. 7. Motions No items for discussion. Page 8 of 482
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8. Public Reports Report No. Report Title Presented by: 8.1 Midlothian Council Annual Performance Report 2023-24 Chief Officer Corporate Solutions The Chief Officer Corporate Solutions presented the report for information, advising 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 Statutory Performance Indicators (SPI) Directions 2024 and a change to the Best Value Framework (BVF) self-assessment process to align with the Annual Governance Statement process. This version will take effect from April 2025 and will apply to performance reporting for 2025-26 onwards. 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. The Chair thanked the Chief Officer Corporate Solutions for the report and opened for discussion. Elected Members praised the hard work of the Officers and highlighted some areas worthy of note, such as the 13% increase in ToneZone memberships, the completion of the Capital Programme ahead of target and the maintenance and repairs completed by the Roads Team. Other successes which should be celebrated include helping 224 families with income assessments, the summer reading challenge increasing its uptake from the previous year, and the Community Lifelong Learning and Employment Team supporting its users to gain 2,531 qualifications. Elected Members thanked the Officers involved in the delivery and implementation of these initiatives. Decision Council noted the contents of the report. Page 9 of 482
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Report No. Report Title Presented by: 8.2 Refurbishment of Children’s Outdoor Play Areas - Scottish Government Capital Grant and Developer Contributions Chief Officer Place The Chief Officer Place presented the report for decision, which advises 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. Appendices 1 and 2 highlight improvements completed in last two financial years. The report also lists play areas that have been improved to date using the Scottish Government Grant Allocations between 2021 and 2024. 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 increase income generation for the park. 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. The Chair thanked the Chief Officer Place for the report and opened for discussion. Elected Members noted the report highlights that Midlothian Council acknowledge the importance of play for children’s emotional and physical development and wishes to make a significant investment in play facilities. Part of this funding will go to improve Vogrie, enhancing existing facilities and adding an inclusive high-quality provision which will generate revenue that can be used for improving more Council parks. Elected Members noted this is commendable but recommended that the public is made aware that the funds for this series of works come from the Scottish Government and developer contributions. Page 10 of 482
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Elected Members asked for further details on the accessibility aspect of the projects as parents of children with Additional Support Needs (ASN) had reported that adapted play facilities are scarce and only available in bigger parks. The Chief Officer Place acknowledged there is a balance to be achieved but the recommendation is to provide mixed access play equipment in most parks so children with disabilities can play alongside their peers. Vogrie has also been earmarked as a site which will have a more comprehensive range of play equipment which is aimed at children with ASN. Elected Members pointed out Vogrie is not covered by bus routes, other than the new Council bus route, so this may affect the public’s ability to use the facilities. On the subject of Vogrie it was also pointed out that the system of car parking charges has been described as contentious by some residents and that it would be beneficial to clearly advertise charges. Conversely, it was pointed out it is a very popular area with commercial dog walkers, and a suggestion was made to capitalise on this through a specific ticket. The Chief Officer Place noted the suggestion and advised that, as an income generation measure, these would be presented through the blueprint. Elected Members noted that other parks have been highlighted by residents as needing upgrades or improvements, such as Easthouses, and asked whether these will be included in the plan. The Executive Director Place advised that there is ongoing work to determine the prioritisation of works in the Capital Plan, and that an update on the matter may be presented at the June 2025 Council meeting. Elected Members also noted Community Councils would welcome the opportunity to advise the Council to ensure the new facilities meet the requests made by each community. The report was moved by Councillor Alexander and seconded by Councillor Cassidy. Decision Council approved the recommendations in the report. Action Place Directorate to consult with Community Councils to ensure facilities match the requests of residents. Report No. Report Title Presented by: 8.3 A7 Urbanisation – Phase 1 Chief Officer Place The Chief Officer Place presented the report for decision, which details the proposals to urbanise the A7 corridor. With the character of the A7 evolving from a trunk to a more urban road, there is need to improve access to public transport by creating safe access to bus stops and encourage active travel on foot and by bicycle. The report proposes that Phase 1 is delivered utilising exclusively Section 75 developer contributions which have been secured to enable the urbanisation of the Page 11 of 482
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A7. These funds have been gathered since 2017/18 and some of the initial funds are due to expire in 2031. Funding is also sought from the Active Travel Infrastructure Fund Tier 2 to deliver upgrades to the Carrington Road junction as this area is not eligible for the use of Developer Contributions. The junction and road upgrades will be delivered in 2025-26 and there is a longer- term project to design appropriate and safe solutions along and across the A7, the first step of this being a feasibility and concept by external consultants and funded by Transport Scotland. So far, the feedback has been positive, and the initiative has received interest from local groups. 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. Council is recommended to: (i) Approve all the proposals within the scope of A7 urbanisation – Phase 1, and, (ii) Endorse 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. The Chair thanked the Chief Officer Place for the report and opened for discussion. Elected Members welcomed the report, noting that this infrastructure is long overdue given the importance of public transport routes in facilitating people to travel and commute, and hoped that this may result in an improvement on the bus service frequency to the area if the volume of users justifies it. The project was also welcomed for its potential to reduce cars per household, which addresses both parking issues and road congestion, and will have benefits for residents’ health and the environment. The recent success of the community bus service also sets a good precedent for investment in active travel in Midlothian. Elected Members asked for clarification about the timing of the projected works and whether there are plans to minimise the disruption caused by these works. The Group Manager Roads and Transportation clarified that the works will be carried out during the school holidays, and resurfacing works will be delivered through evening closures to reduce impact. The Group Manager Roads and Transportation also confirmed Lothian Buses have been involved throughout this project Elected Members suggested that a slip road would avoid buses queuing at the roundabout and asked whether this could be explored. The Chief Officer Place advised this can be considered, and that this and other matters such as signalisation will be considered during a specific study. Private land ownership would also need to be considered. Page 12 of 482
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The report was moved by Councillor Cassidy and seconded by Councillor Alexander. Decision The Council approved the recommendations in the report. Councillor Virgo recused themself and left the meeting at 12.00pm. Report No. Report Title Presented by: 8.4 Lothian Esk Catchment Partnership Terms of Reference Chief Officer Place The Chief Officer Place presented the report for decision. The report seeks 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’ in line with Midlothian’s Council climate agenda. This Partnership will also allow all partners to collectively tackle issues and bring meaningful progress. As Midlothian Council Officers have been actively participating in the development of this initiative since its inception, this is an opportunity for the arrangement to be formalised. Council is recommended to: (i) Agree to Midlothian Council becoming a formal partner in the Lothian Esk Catchment Partnership; and (ii) Agree to the Lothian Esk Catchment Partnership Terms of Reference. The Chair thanked the Chief Officer Place for the report and opened it up for discussion. Elected Members expressed their support for Midlothian Council formally joining the Lothian Esk Catchment Partnership, noting that rivers are key in maintaining biodiversity in the ecosystem. Given climate change the need to protect people and infrastructure is ever increasing as Midlothian’s population grows. The report was moved by Councillor Alexander and seconded by Councillor Cassidy. Decision Council approved the recommendations in the report. Councillor Virgo rejoined meeting at 12.05pm. Page 13 of 482
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Report No. Report Title Presented by: 8.5 Borders Railway 10 Year Anniversary Chief Officer Place The Chief Officer Place presented the report for decision. This report notes the upcoming opportunity to mark the 10-year anniversary, on the 9 September 2025, of the Borders Railway and celebrate the impact and transformation that the railway has had along the entire length of its route. Midlothian Officers have collaborated with colleagues from other Local Authorities, Transport Scotland, Scotrail, Network Rail and Visit Scotland. The report seeks Council approval for Officers to engage in collaboration and planning, to pool available resources and deliver a coordinated schedule of events. There is no funding stream identified so costs will be met from each of the authorities’ existing budgets. Council is recommended to consider formal engagement and participation with the planning, delivery and management of events. The Chair thanked the Chief Officer Place for the report and opened for discussion. Elected Members noted the positive impact the Borders Railway has had on Midlothian residents by opening more transport opportunities and easing congestion on the roads, particularly since the Scottish Government’s decision to abolish peak rail fares on ScotRail services from 1 September 2025. Elected Members also noted that this is an ideal opportunity to assess performance and open a discussion with operators on how to improve the service, for example by increasing frequency, introducing later trains and adding more carriages, which is necessary to meet demand as Midlothian grows, and will be helpful during the Edinburgh Festival. Elected Members also discussed whether this could be an opportunity to encourage more people to use the service and consider opportunities to future proof the line, particularly as it was decided not to electrify the service and it relies heavily on subsidies. The Chief Officer Place advised that there is a short life working group including neighbouring authorities and rail groups which aims to compete a 10-year evaluation. Local Authorities have been asked to provide feedback and determine how different partners could work better together. Elected Members added that getting new rolling stock from England to increase carriage numbers will be helpful in getting more finance. The report was moved by Councillor Scott and seconded by Councillor Parry. Page 14 of 482
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Decision Council approved the recommendations of the report. Action Place Directorate to take part in short life working group with other stakeholders, Local Authority representatives and train companies to consider whether service frequency and train capacity should be upgraded to improve service. Report No. Report Title Presented by: 8.6 Housing Services Update Executive Director Place The Executive Director Place presented the report for information. This report updates Elected Members on Housing Service including requests from the previous Council meetings (as listed on the action log) and information on the benefits of providing more and better-quality homes. The report also references pressures on housing stock as part of the national housing emergency and demand for services in humanitarian schemes as well as statutory homeless provision, and how the Council’s efforts and proactive measures has resulted in recognition by the Scottish Housing Regulator and Third Sector organisations like Shelter. One matter for Housing Services to determine is whether to continue to build or add to housing stock through other means. While there is mixed provision Housing Services is mostly adding to stock through building. As the service is going into phase 5 of the new build programme it will move towards delivery of a total of 8,000new homes. While in 2023-2024 the Council had to slow delivery, the Scottish Government confirmed that resource planning assumption for Midlothian will be raised to previous levels and allow Housing Services to resume interest in deferred sites. The Executive Director Place advised the current average price of a two-bedroom unit in Midlothian is £300,000 which matches prices in most Local Authorities in Scotland. Costs have been increasing since before the pandemic, due to increases on the cost of materials and labour and the introduction of additional safety standards. Table 1 in the report compares the costs of new build versus bringing existing housing to the Scottish quality housing level. Current pieces of work in progress include the Midlothian Housing Design for new builds and the post occupancy survey which will be brought back to Council once complete. The Housing Services staffing structure is being reviewed, and stock numbers doubled as demands of tenants evolving. Stock numbers will be incorporated into the rent strategy review, which will be brought back to Council later in the year, along with the local housing strategy and annual assurance process. The Chair thanked the Executive Director Place for the report and opened for discussion. Elected Members noted the benchmarking costs and asked whether the cost comparison between new build and refurbished off market purchases remains accurate with the rising costs and whether, given the housing crisis, there is a programme of incentives to reward tenants willing to downsize. The Executive Page 15 of 482
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Director Place confirmed the benchmarking data from other Local Authorities mirrored the trends seen in Midlothian and show the downward trend in completions. The results of the downsize incentivisation programme, introduced in June 2024, are due to be reviewed in April 2027. Elected Members asked whether the Passivhaus scheme is now formally abandoned, and if the cost of new build includes purchase of land. The Executive Director Place advised that the Housing Department is looking at how to deliver the Passivhaus standards in other ways and that, wherever possible, new housing stock is built on Council owned land, but if this became an issue the costs would need to factor into land purchase prices. Elected Members wondered if mixed tenure strategy would give Midlothian Council an opportunity to set up an Arm's Length External Organisation (ALEO) which could include the construction and sale of houses as a collective and requested a report on the pros and cons of such an organisation. Elected Members noted the ability to move house is critical and should be recognised and asked whether the allocation policy could be brought to Council before its scheduled review. This early review is partially motivated by the knowledge that Edinburgh Council is signposting some clients to Midlothian, which will put pressure on Midlothian Council’s housing list. The Executive Director Place noted that the allocation policy is reviewed on a biannual basis, but the passing of the Housing Bill may be a catalyst to bring forward an early review. The Executive Director Place confirmed that they have noticed displacement from Edinburgh now that the condition of having a local connection has been dispensed with. Elected Members expressed their concern and asked whether it would be possible to prioritise Midlothian people given the size of the waiting lists. The Executive Director Place advised that while the local connection requirement has been dispensed for homelessness reasons, the current allocation policy gives additional points to local residents. The matter has also been brought up through the regulator and at an Officer level by engaging with Edinburgh Council. Elected Members asked for an update on the matter. Elected Members also noted that the current data suggests there are 3,000 bedrooms empty in Midlothian Council’s housing stock and, if managed efficiently, this would allow those on the waiting list to access housing. The Executive Director Place clarified that those empty bedrooms are linked to underoccupancy, not to empty houses. Decision Council noted the contents of the report. Action Council to receive an update on the number of displaced persons on the housing list. Executive Director Place to prepare a report exploring the pros and cons of building new stock homes through an Arm's Length External Organisation (ALEO). Page 16 of 482
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Executive Director Place to provide an early review on the Midlothian allocation policy Executive Director Place to provide data on the number of residents electing to downsize. Report No. Report Title Presented by: 8.7 Intake Figures and Reserved Places for Primary and Secondary Schools Session 2025/2026 Education Chief Operating Officer The Chair confirmed that this item was added following the suspension of Standing Orders moved by Councillor Curran and seconded by Councillor McEwan. Councillor Curran stated that following concerns reported by parents they wish to move a motion to withdraw the consultation on the School Admission Policy until it has been reviewed and approved by Elected Members. The Education Chief Operating Officer provided some background on the School Admission Policy consultation. On 12 November 2024 authorisation was given to the Executive Director Children, Young People and Partnerships to update the School Admission Policy for all Midlothian schools, in accordance with the School Policy Act. As the Education Authority is experiencing challenges with school place provision, due to the rapid population growth Midlothian is experiencing, it is necessary to consider changes to the current admission policy so the Education Authority can continue to provide an educational provision for all children in the area. The revised admission policy would take effect from the academic year 2026/2027 and a public consultation was released on 2 April 2025. The changes proposed that are in the consultation for consideration for a new policy do not affect the provision for children with complex needs, and the admissions for this provision are dealt with through a different process. The Education Chief Operating Officer clarified that admissions for the academic year 2025/2026 are now complete, and letters confirming school placements have been sent. Out of catchment placement requests have also been considered and in the event that those were turned down by the Education Authority there is a period in which parents can appeal this decision. As the proposed changes will affect admissions for all Midlothian schools for the academic year 2026/2027, there have been 5 public information events and the closing date for the consultation has been extended to 2 June 2025. The report, with the findings of the consultation, will be published before 18 August 2025 so it can be presented at the Midlothian Council meeting of 9 September 2025 for decision. The Education Chief Operating Officer advised there has been positive engagement with the consultation, both online and at the public events arranged by the Children, Young People and Partnerships Directorate. In the proposed new catchment policy Midlothian children living in a designated catchment area will be given priority for that school, and Midlothian children living in the designated catchment area and who are baptised in the Catholic faith will be given priority for denominational schools. All placement requests will be dealt with Page 17 of 482
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after the priority places have been allocated and only granted if there are places still available. The Education Chief Operating Officer also confirmed that at present the only out of catchment pupils who are able to apply for a Midlothian school with the same priority as Midlothian pupils are those who attend Loretto RC Primary School and live within its catchment area, but there are proposals to change this in the new policy. Councillor Curran advised this is a significant departure from the current school admission policy, and if there is no political appetite in the Chamber to continue with this then there is no need to continue with the consultation. Councillor Curran reminded Council that this consultation had not been shared with Elected Members before opening to the public. The Chair called the Committee to a 10-minute recess for discussion and a 30- minute lunch break. The meeting paused for recess at 13.05pm and resumed at 13.44pm. Councillor Scott acknowledged that this is an emotive subject, and that parents from Loretto RC Primary School have made their concerns known. However, the role of the consultation is to gather the views of parents and carers and then present these to Council for information and discussion prior to making a decision. For that reason, Councillor Scott moved an amendment to allow the consultation to continue as it would not be a good precedent to pull a consultation before the deadline. Councillor Virgo seconded the amendment to allow the consultation to continue in accordance with democratic process so that Elected Members can be presented with the full consultation feedback before a decision is made. Elected Members noted that although the consultation has the potential to cause distress, or be perceived as discriminatory, it is a necessary step to make an informed decision. While it is unfortunate that the Council may be forced to make a difficult decision, this can be done in an empathetic and informed way, and the consultation is the means to do this. Elected Members were also reminded that the result of this consultation is not binding, as the findings will included in the report which Elected Members will be asked to consider. Further discussion ensued about Loretto RC Primary School in East Lothian which has historically been within the catchment of St David’s High School although it is not in Midlothian. It was noted that this anomaly is currently allowing children who are not in the catchment area to apply for places with the same priority as Midlothian residents. The new admissions policy is a way to close this loophole and going forwards any parent who is not a Midlothian resident and wants to send their children to St David’s High School should make an out of authority placement request. It was also noted catchment boundaries can change over the course of the years. Elected Members added that Midlothian Council wholly supports and are proud to support Catholic school provision and has a strong tradition of denominational schools. The Chair agreed and expressed their disappointment at the implication that Midlothian Council has an anti-Catholic stance in the matter. Page 18 of 482
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Some Elected Members disputed the assertion that Loretto RC Primary School pupils do not fall within the catchment, noting that Loretto was a catchment school for St Davids High School even after the formal local government reorganisation. Although Musselburgh moved away from Midlothian, when Officers negotiated the disaggregation in 1995, Loretto RC Primary School remained in the catchment area for St David’s and Musselburgh children have attended this school for many years, and St David’s High School has benefitted from this arrangement. The Religious Representative agreed with this view, stating that Musselburgh was part of Midlothian for many years and Musselburgh residents want to continue giving their children the opportunity to attend a faith-based school. Elected Members also noted the proposed changes to prioritise baptised children could be seen as being against freedom of choice, the United Nations Convention on the Rights of the Child and Roman Catholic doctrine. Furthermore, it was reiterated that Elected Members should have been provided with the consultation draft once it was agreed by the Education Cross Party Working Group, and that even if the consultation was pulled and reissued, it would still allow for the new admissions policy to be presented to Council in time for its implementation for the next academic year. It was noted that the minutes from the Midlothian Council meeting of November 2024 state that Elected Members authorise the Executive Director Children, Young People and Partnerships to make a consultation to review Midlothian Council’s admission policy for all schools and its recommendations/outcome would come back to Council for consideration. The Chair called the committee to a vote. There were 8 votes for the motion to fully withdraw the consultation and submit it to Elected Members for approval before it is reissued, and 10 votes for the amendment to allow the consultation period to end and consider consultation responses when it is presented to Council in September 2025. The Chair confirmed the findings of the school admission consultation would be reviewed as part of the report, which is due to be submitted to Council in September 2025. The Chair asked Elected Members whether there are any amendments requested to the Minutes of Midlothian Council of 12 November 2024 and 1 April 2025 after this discussion. Councillor Curran confirmed there are no objections to the Minutes of Midlothian Council of 12 November 2024. The original proposer and seconder for the minutes of Midlothian Council of 1 April 2025 advised the minutes remain as the accurate record. Decision Council voted to review the results of the consultation admission policy in September 2025. Page 19 of 482
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4. Private Reports Exclusion of Members of the Public (A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPH 9 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. 5. Date of next meeting The next Council meeting is scheduled for Tuesday 24 June 2025. The public section of the meeting concluded at 14.11pm. Page 20 of 482
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Midlothian Council Minute Volume Presented to the Meeting of Midlothian Council on Tuesday, 24 June 2025 Midlothian Council Tuesday 24 June 2025 Item No 5.2 Page 21 of 482
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1 Minutes of Meetings submitted for Approval No items for discussion 2 Minutes of Meetings submitted for Consideration Minute of the Meeting of the Police, Fire and Rescue Board of 18 November 2024 Minute of the Meeting of Cabinet on 4 March 2025 3 Minutes of Meetings submitted for Information No items for discussion Page 22 of 482
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Midlothian Council Tuesday 24 June 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 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. 3 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 Page 23 of 482
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 4 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 Q4 Financial Monitoring report to Council in June 2025. Coaster operational. Final account being concluded and will be reported to members in General Services Capital Plan Q4 in June 2025 5 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 June 2025 Verbal update given at February Council and site search report to Council by June 2025. 6 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 October 2025 Current rent strategy final year is 2025/26. A consultation Rent Strategy report will be submitted to Council by October 2025. 7 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. Page 24 of 482
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 8 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. 9 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 June 2025 Property sale disposal completed. Under-occupation properties analysis n progress. 10 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 Mauricewood Primary School Building Condition Survey 2025 completed and shared with ward elected members. Parent Council Meeting attended 29/05/2025 for school parent and School Leaders input to prioritise works in this financial year alongside the findings of the condition survey for which there is some existing budget. Page 25 of 482
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 11 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. 12 13/05/2025 5.1 Minutes of Midlothian Council of 1 April 2025 Write to Kirsty McNeill MP and invite her to meet with ward councillors for Mayfield to discuss the need for development fund for the area. Council Leader June 2025 Completed 13 13/05/2025 8.2 Refurbishment of Children’s Outdoor Play Areas - Scottish Government Capital Grant and Developer Contributions Place Directorate to work with Community Councils to ensure facilities match the requests of residents. Chief Officer Place TBC 14 13/05/2025 8.5 Borders Railway 10 Year Anniversary Working group to monitor the use of the service and consider whether service frequency and train capacity should be upgraded to improve service. Chief Officer Place TBC 15 13/05/2025 Housing Services Update Council to receive an update on the number of displaced persons on the housing list. Provide Elected Members with more details on the option to build housing stock through an Arms Length External Organisation (ALEO) Executive Director Place ASAP Page 26 of 482
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments Provide information on the number of residents electing to downsize Allocation policy to be brought back for Elected Members to review ahead of next scheduled review in 2027. Downsizing numbers - 25 in 2023/24 22 in 2024/25 Page 27 of 482
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MOTION TO MIDLOTHIAN COUNCIL TUESDAY 24 JUNE 2025 Volunteers’ Week 2025 Council recognises Volunteers' Week, which ran from 2 to 8 June 2025, with the theme of "Volunteering for All"; notes that Midlothian Community Action hosted the annual Volunteer Awards at Newbattle Abbey College on Thursday 29 May 2025, with ten different awards being presented on the night; welcomes the breadth and depth of volunteering opportunities within Midlothian; recognises the hard work by Midlothian Community Action to host the event and promoting volunteer opportunities; thanks the sponsors without whom the event could not take place; congratulates all the winners and nominees and thanks them for their commitment and dedication. Moved: Seconded: Councillor Debbi McCall Councillor Ellen Scott Midlothian Council Tuesday 24 June 2025 Item No 7.1 Page 29 of 482
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MOTION TO MIDLOTHIAN COUNCIL TUESDAY 24 JUNE 2025 Commending Lothian Community Transport Services for Enhancing Women's Safety in Midlothian Midlothian Council welcome the recent introduction of a dedicated night bus service by Lothian Community Transport Services (LCTS), aimed at ensuring the safety of women traveling at night in Midlothian. The service operates on Friday and Saturday nights, collecting passengers from ten venues in and around Dalkeith and providing safe transportation to any postcode within Midlothian. LCTS has collaborated with local venues and organisations such as StrutSafe and the Ask for Angela campaign to enhance the effectiveness and reach of the service. Midlothian Council, in line with its commitment to the eradication of violence against Women and girls, believes that the safety and well-being of women traveling at night is a paramount concern that requires proactive and community-driven solutions. Initiatives like the LCTS night bus service play a crucial role in fostering safer communities, boosting the night time economy and promoting social inclusion. Therefore, Council resolves to formally commend and write to Lothian Community Transport Services for their innovative approach to enhancing Midlothian Council Tuesday 24 June 2025 Item No 7.2 Page 31 of 482
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women's safety in Midlothian, and to acknowledge the dedication of LCTS staff and volunteers in implementing this vital service. Moved: Seconded: Councillor Kelly Parry Councillor Colin Cassidy Page 32 of 482
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MOTION TO MIDLOTHIAN COUNCIL TUESDAY 24 JUNE 2025 Celebrating Midlothian Gala Days Midlothian Council notes that Gala Days are a cherished tradition across Midlothian, deeply rooted in the area's history and community spirit, and acknowledges that these events are primarily organised by dedicated local committees and volunteers, with vital support from Midlothian Council staff in areas such as logistics, safety, and infrastructure. Gala Days provide an important platform to bring communities together, celebrate local identity, and create lasting memories for residents of all ages. Midlothian Council recognises the tireless efforts of Gala Day organisers and volunteers who give freely of their time and energy to plan, coordinate, and deliver these vibrant community events. Midlothian Council formally congratulate and thank all Gala Day organisers, volunteers, and Council staff for their continued commitment to making these events a highlight of Midlothian’s calendar. Moved: Seconded: Councillor Connor McManus Councillor Kelly Parry Midlothian Council Tuesday 24 June 2025 Item No 7.3 Page 33 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.1 Financial Monitoring 2024/25 – General Fund Revenue Report by David Gladwin, Chief Financial Officer and Section 95 Officer Report for Decision 1 Recommendations Council is recommended to: (a) Approve a supplementary estimate of £4.883 million to increase the budget for Midlothian Integration Joint Board to £69.072 million with the condition that any additional funding received to support immediate financial pressures in Adult Social Care is used to enhance the Council’s General Fund Reserve (section 4). (b) Note the enhancement to the General Fund Reserve of £5.526 million relating to the Loans Fund Review (section 5). (c) Approve the application of £3.373 million of Loans Fund Review Savings to part-fund the supplementary estimate for Midlothian Integration Joint Board (recommendation (a)). (d) Approve that the unused Loans Fund Review savings of £2.153 million are earmarked in the General Fund Reserve to offset borrowing costs already included in the Medium Term Financial Strategy (MTFS) with the timing of application to be agreed alongside the finalisation of the Capital Plan Prioritisation exercise (section 5.5). (e) Approve that the remaining element of the supplementary estimate for Midlothian Integration Joint Board (£1.510 million) is funded by a release of Service Concession Retrospection funding that is currently earmarked in the General Fund Reserve. (f) Approve an additional £1 million of earmarked reserves to enhance funding available to support delivery of the Transformation Blueprint, in particular relating to contract management, commissioning and income generation (section 6.4). Funding will be created by a re-purposing of other earmarked reserves with a detailed proposal presented to Council in September for approval. and otherwise (g) Note the contents of this report. 2 Purpose of Report / Executive Summary 2.1 The purpose of this report is to provide Council with information on performance against service revenue budgets in 2024/25 and to provide commentary on areas of material variance against budget. The budget performance figures as shown in appendix 1 result in a net overspend of £3.311 million which is a deterioration of £1.143 million from projections at quarter 3. The overspend represents 1.1% of the revised budget. Page 35 of 482
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2 2.2 Some areas of overspend relate to recurring and familiar areas of financial pressure or slower than planned delivery of savings measures. During 2024/25, in response to fiscal pressures, the Chief Executive instructed a moratorium on any spend that was not business critical and in addition, the Chief Executive has extended this directive into 2025/26 including robust and formal scrutiny arrangements to oversee Directors progress in monitoring the urgent recovery actions required. 2.3 The General Fund balance at 31st March 2025 is £32.029 million, of which £25.621 million is earmarked for specific use leaving a non- earmarked General Fund balance of £6.408 million. 2.4 Midlothian Integration Joint Board (MIJB) spend on Adult Social Care exceeded budget by £4.883 million and this requires to be funded in 2024/25. 2.5 To consider the element of earmarked General Fund Reserve required to support delivery of the Transformation Blueprint. Date: 5th June 2025 Report Contact: David Gladwin, Chief Financial Officer and Section 95 Officer David.Gladwin@midlothian.gov.uk 0131 271 3113 Page 36 of 482
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3 3 Background 3.1 This report encompasses all performance against revenue budget for General Fund services. 3.2 In response to the immediate and challenging financial outlook the Chief Executive, during the financial year 2022/23, introduced a moratorium on non-essential spend and a freeze on non-essential vacancies. This was recently heightened to a moratorium on any spend that is not business critical and it is expected that some areas of general spend, including staffing will reduce as a consequence. Some evidence of this can be seen in service spend in 2024/25 with increased delivery expected in 2025/26. In addition, the Chief Executive has extended this directive into 2025/26 including robust and formal scrutiny arrangements to oversee Directors progress in monitoring the urgent recovery actions required. Performance against budget 3.3 The material areas of variance against budget at quarter 4 are outlined in table 1 below which also describes mitigating measures and next steps. Table 1: Material cost variances against budget Budget Overspend Reason Action Plan / Mitigating Measures Next Steps Pupil Transport £1,677,000 Volume and value of school pupil transport invoices higher than budgeted. Council approval to proceed with the transport review was granted on 25th June 2024. This includes a root and branch review of practices, processes and costs Where possible, early implementation of identified efficiencies. Passenger Transport Transformation project is well underway. Staff Costs £987,000 Maternity cover in schools (£540,000), staffing in excess of budget in Neighbourhood Services (£274,000), absence cover costs for cleaning and janitorial services (£206,000) and higher costs from deploying temporary resources to cover service areas with permanent recruitment challenges (£378,000). Offset by vacancies across the Council partly as a consequence of vacancy control. Strategic Workforce Plan has being developed with recommendations approved. Continuation of enhanced level of vacancy control in line with mantra of business critical spend only. Continual review of service costs. Full Implementation of Neighbourhood Services Review will reduce costs to budgeted levels. Continued action to find a permanent staffing solution for Procurement. Page 37 of 482
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4 Housing Benefit Subsidy £537,000 The 2024/25 Housing Benefit subsidy has been reduced by £517,000 as a consequence of an adjustment relating to an ongoing audit query from 2021/22 concerning the accuracy of Housing Benefit Claims paid following additional audit testing. Discussion on this matter with the Department of Work and Pensions continues. Revenues systems transformation work is at an early stage with BTSG approval of funding in place. Insurance £378,000 The volume of insurance claims settled, particularly relating to potholes, increased considerably during quarter 1 and whilst reducing a little during quarters 2 to 4 remains at a higher level than seen in previous years. Internal processes to consider each claim have been reviewed with potential to increase repudiation rates and consequently minimise costs in 2024/25 and beyond. Officer review meeting linking in with professional insurer advice. Council Tax Income £516,000 Whilst the Council Tax Base continues to grow total projected income is lower than budgeted. Household growth is slower than anticipated, the value of households eligible for a Single Person Discount has increased considerably from budgeted figures and a higher provision has been made for non- collection of Council Tax. A detailed review has been carried out and informs Council Tax Income projections for future financial years as part of the MTFS. The 2025/26 budget has been set applying the 2024/25 in-year position. This will be monitored closely during 2025/26 and also reflected in MTFS projections. Waste Disposal £529,000 Midlothian Council’s share of income from the sale of electricity to the grid from the Residual Waste Plant was £376,000 lower than budgeted due to reduced wholesale electricity prices. The contract for disposal of Bulky Items expired in July. Tender responses necessitated an extension to the contract which came at an estimated additional cost for the current financial year of £77,000 including additional costs to separate upholstered materials. The Waste Disposal budget in the MTFS has been updated with most recent energy prices. Officers continue to review the unpredictability of energy prices and are working with colleagues, both internally and externally, to improve forecasting. Page 38 of 482
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5 A legislative change on treatment and haulage of air pollution contaminants has driven a higher cost than budgeted of £118,000. Fleet £573,000 Ageing vehicles and higher volumes of external contracting than planned (£436,000). High cost repair during quarter 4. External vehicle hire in Waste Services to support service continuity (£137,000). Areas of service have been re- provisioned. Cost containment measures in place. Fleet Maintenance Review underway. Multi-year Fleet Asset Management Plan approved by Council. Pressure on the repairs budget continues with a spike in costs during quarter 4. A detailed review of this is underway. In some areas purchase of new vehicles have eased repairs costs and pressure will be eased further as the Fleet Replacement Plan is implemented. Control measures are in place to ensure only essential spend is incurred. A review of the operational need for all externally hired vehicles is underway. Destination Hillend £297,000 A later than expected opening date and carefully managed opening hours have resulted in a shortfall against budget of £297,000. Opening hours are being extended. Current customer numbers are in line with 2025/26 budget provision. Winter Maintenance £268,000 The available budget for 2024/25 was £1.064 million. Spend continues to shift from cold weather response to wet weather response. Milder conditions provided opportunity to grit some lower priority areas. Page 39 of 482
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6 Roads £203,000 Costs of the Lighting Service chargeable to the General Fund exceeded budget (£155,000). Damages to two bridges from vehicle accidents resulted in essential spend that was not fully recovered from third parties and the opportunity to accelerate remedial work on these bridges whilst closed was taken. Table 2: Shortfalls against income targets in the Budget Budget Overspend Reason Action Plan / Mitigating Measures Next Steps Cafes £42,000 Income is lower than budgeted targets. New menus have been introduced as a trial and will be fully implemented if successful. It is anticipated this development will move income received to targeted levels. Trial underway and outcomes to be evaluated early in 2025/26. There also remains £1.320 million of MTFS cost reductions either to be finalised or to be fully implemented. A number of these are taking longer than planned to implement with an impact on the 24/25 financial position. A detailed report on this was presented to the Business Transformation Steering Group (BTSG) on Monday 9th June with further updates scheduled on a half-yearly frequency. Underspends • Loan Charges are underspent by £1.320 million in 2024/25. There are three main factors: o Deferral of borrowing to later years to match timing of capital expenditure; o A reduction of £29 million in the borrowing requirement for 2024/25; o Higher than forecast surplus cash related directly to timing of capital expenditure thus providing opportunity to generate deposit income. • Unit prices for the purchase of Electricity and Gas are considerably lower than those used to create the budget which was based on the latest available information from Scotland Excel. Consumption in some sites exceeds budget and these Page 40 of 482
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7 are being looked at in more detail. Overall, there is an underspend of £0.360 million. • Income from Roads Construction Charges has exceeded budgetary targets in 2023/24 and 2024/25. Whilst some of the additional income generated will be required to offset costs in future years or has been provided up-front and is reflected in budget carry forwards, £0.471 million can be recognised as an in-year 2024/25 variance. • Sport and Leisure income exceeded budget by £0.371 million. Tonezone membership levels have continued to increase and are now 754 higher than a year ago. Customer income at Midlothian Snowsports Centre was higher than budgeted. • With the exception of Additional School Needs (ASN), costs across the spectrum of learning settings for children and young people are lower than provided for in the budget mainly due to lower than expected pupil numbers thus giving rise to a positive variance of £0.406 million. • Due to lower than budgeted school and nursey pupils the cost of preparing meals was £0.276 million lower than budgeted. • Cost pass through from PPP contracts for utility costs is £0.249 million lower than budget due to reduced energy prices. • The total cost of residential and day education placements for children and also for some non-residential services is £0.196 million less than budget. • Non ring-fenced Scottish Government Grant is £0.175 million more than expected due to a distributional upside and provision of some additional funding relating to expenditure that was included in the approved budget. Pay and funding 3.4 The pay award for 2024/25 equated to a total uplift of 4.27% in-year with, at each Spinal Column Point (SCP), a £0.67 uplift to the hourly rate or 3.6% (whichever is better). 3.5 Funding for 2024/25 pay costs involves an assumption of 3% in council budgets, another 0.2% funded from Council Reserves, with remaining costs provided by the Scottish Government. Midlothian Council budgeted at 3% for pay in 2024/25 with the additional 0.2% budget approved by Council on 27th August. Page 41 of 482
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8 4 Delegation of resources to Midlothian Integration Joint Board 4.1 The approved budget provided for the allocation of £63.535 million to the Midlothian Integration Joint Board (MIJB) for the provision of delegated services. 4.2 In accordance with the Integration Scheme the MIJB is required to deliver delegated services within the budget allocations from the Council and NHS Lothian and where any overspend is projected, to put in place a recovery plan to address that. As a last resort the integration scheme allows for the MIJB to seek additional financial support from its partners, either by way of an additional budget allocation or by “brokerage” (provision of additional resources in a year which are repaid in the following year). 4.3 Financial Monitoring reports covering all of the MIJB activities are presented to the Integration Joint Board. In addition, during 2024/25 several all member briefings took place with discussion covering the ongoing financial challenge. MIJB reports are available on the committee management section of the Council website:- Midlothian Integration Joint Board (cmis.uk.com) 4.4 The final position for 2024/25 for MIJB will be presented to MIJB on Thursday 12th June. The financial position for Adult Social Care spend relative to budget was an overspend of £4.883 million, after the application of any available reserves. In accordance with the Scheme of Integration, overspends need to be funded by Partners and for Adult Social Care services this falls to Midlothian Council. It was hoped, in recognition of severe financial pressures in the Social Care sector, that some additional Scottish Government funding in 2024/25 to offset immediate pressures may have been provided to Councils but this did not happen. 4.5 It is therefore recommended that Council approve a supplementary estimate of £4.883 million to increase the IJB requisition in 2024/25 to £69.072 million but with a condition that if any additional funding relating to immediate financial pressures materialises it will be used to reinstate the unplanned utlisation of reserves in 2024/25. 5 Loans Fund Review 5.1 Council on 11th February 2020 approved a change to the accounting policy for repaying Loans Fund Advances to match the repayment term to the life of the asset that was funded (Asset Life Method). The accounting policy was applied both prospectively and retrospectively to all Loans Fund Advances made since 31st March 1996. 5.2 Application of the revised policy resulted in a reduction in prospective Loans Fund Principal Repayments over the life of the MTFS which helped support higher levels of capital expenditure at a time where resources are stretched. In addition, the prior year / retrospective overprovision of £8.250 milllion was available to use to further reduce the level of Loans Fund Principal Repayments over the life of the MTFS. Page 42 of 482
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9 5.3 As part of a corporate solution to balance the 2021/22 budget some of the retrospective savings were applied. There remains £5.526 million retrospective savings unapplied. 5.4 In recent times, Capital Accounting has been an area of particular Scottish Government focus with consideration of some statutory changes which could have impacted on the availability for use of retrospective Loans Fund review savings. However, this has proven not to be the case, and the correct accounting treatment is for the Council to (like Service Concession Retrospection) recognise the unapplied savings of £5.526 million in the General Fund Reserve. 5.5 As a result, a value equivalent to General Fund Loans Fund Principal Repayments in 2024/25 of £3.373 million can be applied to fund in-year General Fund expenditure. The remaining balance of £2.153 million can be earmarked in the General Fund Reserve to support loan charges that are included in the MTFS. The profile of applying these can be considered further as Capital Plan Prioritisation work draws to a close. 6 General Fund Reserve 6.1 The balance on the General Fund as at 31 March 2025 is as follows: £ million £ million General Fund Reserve at 1 April 2024 46.338 Loans Fund Review Retrospective Savings (recommendation b) 5.526 Updated General Fund Reserve at 1 April 2024 51.864 Planned movements in reserves Application of Budgets carried forward from 2023/24 for use in 2024/25 (15.366) Utilisation of reserve to balance 2024/25 budget (2.680) Utilisation of retrospective service concessions to fund costs in 2024/25 (4.093) Additional Scottish Government Funding 1.083 Transformation funding applied (1.292) Funding for pay (0.2%) – supplementary estimate (0.330) Voluntary Severance Costs (0.160) Other 0.002 (22.836) Supplementary Estimate for MIJB (recommendation a) (4.883) Budgets carried forward for use in 2025/26 11.195 Overspend per appendix 1 (3.311) General Fund Balance at 31 March 2025 32.029 Page 43 of 482
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10 An element of the General Fund is earmarked for specific purposes and this is shown below: £ million General Fund Balance at 31 March 2025 32.029 Earmarked for specific purposes Budgets carried forward for use in 2025/26 (11.035) To support Council Transformation Blueprint (1.504) To balance the 2025/26 Budget (0.163) Planned use of Service Concession Retrospection (recommendation (e)) (10.767) Planned use of Loans Fund Review Retrospection (recommendation (d)) (2.152) General Reserve at 31 March 2025 6.408 6.2 The Reserves Strategy approved by Council on 12th February 2019 requires Council to maintain an adequate level of General Reserve to provide a contingency for unforeseen or unplanned costs. In the financial context at that time Council approved the adoption of 2% of the approved budgeted net expenditure (excluding resources delegated to the IJB) to be considered a minimum. This now equates to £4.9 million. Council also agreed that where projections indicate that should the 2% minimum General Reserve balance be breached an immediate recovery plan be implemented to recover the position, failing which, the next available budget would need to provide for the reinstatement of reserve position. 6.3 The General Reserve of £6.4 million is £1.5 million above the minimum set in the Reserves Strategy. Considering current financial pressures, the General Reserve must be viewed both in the context of £4.3 million of service pressures in 2024/25 (Appendix 1 - General Fund Services Net Expenditure), the MTFS projected gap through to 2028/29 and also the ongoing financial pressure faced by MIJB. Until there is significant progress towards a balanced MTFS it remains sound financial practice to maintain a substantial buffer in the General Reserve to offset any further adverse performance against budget or delays in delivering savings measures. 6.4 The earmarked element of the General Fund Reserve to support delivery of the Transformation Blueprint, as shown in the previous table, is £1.504 million. Of this, all but £0.069 million is aligned to individual project funding approvals with spend anticipated in 2025/26 and 2026/27. Additional funding will be required to continue to progress transformation work aligned to the blueprint. This could be funded by a re-purposing of other earmarked reserves to provide an additional £1 million. The specific details of this will be presented to Council for approval as part of Quarter 1 Financial Monitoring for 2025/26. Page 44 of 482
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11 7 Report Implications (Resource, Digital and Risk) 7.1 Resource Performance against budget set out in this report presents the final position for the year ended 31st March 2025. Work continues across the council to reduce overspends and to progress at pace delivery of approved savings. 7.2 Digital Increased reliance and investment in digital solutions and digital first solutions will be a key element of future plans. 7.3 Risk Section 95 of the Local Government (Scotland) Act 1973 requires all Local Authorities in Scotland to have adequate systems and controls in place to ensure the proper administration of their financial affairs. The assessment of performance against budgets by services is underpinned by comprehensive financial management and budgetary control arrangements. These arrangements are central to the mitigation of financial risk. Ensuring that adequate systems and controls are in place reduces the risk of significant variances arising, and where they do arise they help to ensure that they are identified and reported on and that appropriate and robust remedial action is taken. The primary purpose of this report is to provide an assessment of performance against budget for the full year. The material variances detailed in the report highlight that the financial management and budgetary control arrangements require continual review and enhancement if financial risk is to be effectively mitigated during the year. There are some areas where effective forecasting of spend against budget is hindered due to incomplete service information which in some previous years has resulted in previously unreported or significantly adjusted variances at the financial year end. CMT continues to consider these areas and supports actions to address the underlying issues and mitigate the risk associated with them. In 2024/25 forecasting of spend on Building Maintenance, Roads Maintenance, Fleet Repairs and Passenger Transport were all particular areas of concern. The Council recognises the potential for compensation claims deriving from Scottish Government’s Limitation (Childhood Abuse) (Scotland) Act 2017 which removes the three year time limit on claims of child abuse. Some claims will be historic and relate to Lothian Regional Council, Midlothian District Council or their predecessors and some will date post reorganisation and relate to Midlothian Council, and so presents a risk that would further reduce reserves from those currently Page 45 of 482
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12 projected. Further financial obligations may also arise as the implications associate with the The United Nations Convention on the Rights of the Child (Incorporation) (Scotland) Bill, which has yet to secure Royal Assent, are more fully understood. 7.4 Ensuring Equalities As changes to existing plans are developed the assessment of the impact of these proposals in relation to their impact on equalities and human rights will be carried out. This will help to ensure wherever possible that there are no negative impacts on equality groups or potential for infringement of individuals’ human rights from the any of the proposals. 7.5 Additional Report Implications See Appendix A Appendices Page 46 of 482
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13 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The existing financial plans support the delivery of the key priorities in the Single Midlothian Plan. As the impact on the Council of the pandemic and recovery continues to unfold over the financial year any changes in the availability and allocation of resources will need to be considered in parallel to the actions proposed to continue to delivery key priorities. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value. A.5 Involving Communities and Other Stakeholders The development of the Medium Term Financial Strategy reflects community consultation exercises carried out in 2019 and again in 2022 to help shape the drafting of the “Midlothian Promise” and the development of the Council’s Longer Term Financial Strategy. A further round of community consultation is underway. In addition, there is continued engagement with the recognised Trade Unions on the financial position. Page 47 of 482
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14 A.6 Impact on Performance and Outcomes The Financial Strategy facilitates decisions on how Council allocates and uses its available resources and as such has fundamental implications for service performance and outcomes. The lasting financial consequences of the pandemic will impact on the availability and allocation of resources in pursuit of key outcomes as set out in the Single Midlothian Plan for both the immediate and longer term and therefore the ability of the Council to continue to deliver services in a financial sustainable manner. A.7 Adopting a Preventative Approach Maintaining the effectiveness of the Financial Strategy will support the prioritisation of resources to support prevention. A.8 Supporting Sustainable Development There are no direct sustainability issues arising from this report and we will work to mitigate as far as feasible any sustainability issues which arise as a consequence of any of the changes to existing plans. Appendix 1 financial tables Page 48 of 482
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MIDLOTHIAN COUNCIL Appendix 1 GENERAL FUND 2024/25 Performance against budget Revised Budget Revised Budget Revised Budget (Underspend) Function Approved Budget Expenditure Income Net Outturn / Overspend £ £ £ Management and Members 3,892,101 2,685,253 0 2,685,253 2,464,840 (220,413) Place Corporate Solutions 23,264,869 49,565,264 (24,556,049) 25,009,216 26,469,312 1,460,096 Place 43,184,760 64,683,906 (18,416,393) 46,267,513 47,842,633 1,575,120 Central Costs (504,556) 24,248 0 24,248 378,141 353,893 People and Partnerships Midlothian Integration Joint Board 63,534,354 89,753,035 (20,681,331) 69,071,704 69,071,704 0 Non-Delegated Services - Community Safety and Welfare Rights 710,635 771,403 (53,162) 718,241 705,921 (12,320) Childrens Services, Partnerships and Communities 20,171,442 21,663,265 (2,346,265) 19,316,999 19,117,383 (199,616) Education 145,081,046 160,209,162 (10,964,052) 149,245,110 150,599,581 1,354,472 Lothian Valuation Joint Board 581,659 581,659 0 581,659 613,210 31,551 Non Distributable Costs 898,936 991,768 0 991,768 922,563 (69,205) GENERAL FUND SERVICES NET EXPENDITURE 300,815,246 390,928,963 (77,017,253) 313,911,711 318,185,289 4,273,578 Loan Charges 5,460,091 5,460,091 0 5,460,091 4,140,506 (1,319,585) NDR Discretionary Relief 70,300 70,300 0 70,300 76,850 6,550 Investment Income (110,736) 0 (110,736) (110,736) (51,045) 59,691 Allocations to HRA, Capital Account etc. (5,536,901) (5,536,901) 0 (5,536,901) (5,587,168) (50,267) 300,698,000 390,922,453 (77,127,989) 313,794,465 316,764,432 2,969,967 less Funding: Scottish Government Grant (226,443,000) 0 (229,789,000) 229,789,000 229,964,000 (175,000) Council Tax (64,686,000) 0 (64,686,000) 64,686,000 64,169,863 516,137 Service Concessions - in-year (2,796,000) 2,796,000 0 2,796,000 2,795,983 17 Utilisation of Reserves 6,773,000 393,718,453 (371,602,989) 16,523,465 19,834,586 3,311,121 Page 49 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.2 Housing Revenue Account Revenue and Capital Final Outturn 2024/25 and Capital Plan 2025/26 - 2027/28 Report by David Gladwin, Chief Financial Officer and Section 95 Officer Report for Information 1 Recommendations Council is recommended to note the contents of this report. 2 Purpose of Report/Executive Summary The purpose of this report is to provide Council with:- • The final outturn position for 2024/25 for both the Housing Revenue Account (HRA) and Capital Plan supported by the HRA; • A revised capital plan for 2025/26 to 2027/28 reflecting the cross-year budget movements and the latest capital plan delivery programmes. The summarised financial performance for 2024/25 is: • Capital Investment in the year totalling £53.174 million; • A net overspend of £3.196 million on the Revenue Account; • An HRA reserve at 31st March 2025 of £31.910 million, the majority of which is committed to finance investment in the new build programme. Date 29th May 2025 Report Contact: Name Lisa Young Tel No 0131-271-3111 lisa.young@midlothian.gov.uk Page 51 of 482
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2 3 Background 3.1 Capital Plan 2024/25 The Capital Plan reported to Council on 25th February 2025 allowed for investment of £47.459 million during 2024/25. The capital plan has been updated and re-profiled in line with recent delivery programmes resulting in budget to be brought forward of £5.876 million to 2024/25 from 2025/26, as shown in Appendix B to reflect:- • The most up-to-date delivery programme for Phases 2-5 of the New Social Housing programme resulting in a requirement to bring budget forward of £7.808 million from future years due to an accelerated in-year spend. This will continue to be monitored going forward; Offset by: • Slippage in the Dalkeith Town Centre and Bonnyrigg District Heating Scheme metering project of £0.424 million and £0.500 million, respectively. Council have recently approved feasibility studies to allow these projects to progress; • The profile of spend for the application of the historic developer contributions requires to be revised in line with the delivery of the current learning estate strategy resulting in slippage of £0.648 million; • General slippage or acceleration in Off-market Purchases, Environmental Improvements, Central Heating System Upgrades and Energy Efficiency projects, as shown in Appendix B, of £0.360 million. A reduction in the borrowing requirement of £1.030 million due to additional capital receipts for net-zero emissions of £0.825 million and the sale of Station House at Loanhead of £0.175 million, with no other material variances, was reported to Council on 25th February 2025. The final outturn position as shown in Appendix B has slightly updated these figures and is now showing an underspend of £0.161 million against the revised budget of £53.335 million with increased in-year borrowing in line with increased project spend than projected at quarter 3. 3.2 Revenue Account 2024/25 The projected overspend reported to Council on the 25th February 2025 was £0.049 million. This has increased by £3.147 million to an overspend of £3.196 million, as shown in Appendix C, due to: • High values repairs, particularly in relation to damp and roofing works of £1.810 million, the requirement for electrical installation reports of £0.210 million, insurance excess costs of £0.120 million and other spend increases of £0.437 million have resulted in an overall increase in spend for general repairs; Page 52 of 482
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3 • The underspend for loan charges has reduced by £0.175 million due to increased capital expenditure relative to expectations at quarter 3; • An increase in the internal recovery rate charged by the Landscaping Team due to a higher than budgeted (3%) pay award in 2024/25 has resulted in an overspend of £0.103 million for grounds maintenance works; • An increase in levels of outstanding debt and write-offs of historic debt is higher than experienced previously resulting in an increase in the overspend for voids and irrecoverable rents to £0.607 million. Offset by:- • An increase in rental income of £0.299 million for Normandy Court; • An increase in costs properly rechargeable to the HRA from the General Fund resulted in an overspend of £0.050 million in the administration and management budget. The HRA reserve balance is £31.910 million at 31st March 2025. The longer-term financial projections demonstrate that this will be required to finance existing investment commitments to 2039/40. 3.3 Capital Plan 2025/26 – 2027/28 The capital plan has been updated to reflect cross year movements and current delivery programme which is detailed in Appendix D. A fuller review of the Capital Plan and other potential investment plans will be completed over the summer and reported to Council later in the year alongside work to develop the next iteration of the rents strategy. 4 Report Implications 4.1 Resource There are no direct resource implications arising from this report. 4.2 Digital There are no direct digital implications arising from this report. 4.3 Risk The principal risks are around the issue of affordability, ensuring that the investment in new build and the existing stock can be made without having to impose unacceptable increases on weekly rents. Whilst the HRA reserve balance is £31.910 million at 31 March 2025, the longer-term financial projections demonstrate that the majority of this will be required to finance existing investment commitments. Page 53 of 482
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4 4.4 Ensuring Equalities There are no equality issues arising directly from this report. 4.5 Additional Resource Implications See Appendix A. Appendices Appendix A – Additional Resource Implications Appendix B - Capital Plan 2024/25 Appendix C – Revenue Account 2024/25 Appendix D – Capital Plan 2025/26-2027/28 Page 54 of 482
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5 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Not applicable A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value A.5 Involving Communities and Other Stakeholders The report does not directly relate to involving communities A.6 Impact on Performance and Outcomes The report does not directly impact on Midlothian Council’s performance and outcomes A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 55 of 482
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MIDLOTHIAN COUNCIL Appendix B HOUSING REVENUE ACCOUNT CAPITAL PLAN 2024/25 Revised Budget 2024/25 Cross-year Budget Movement (to)/from 2025/26 Revised Budget 2024/25 Final Outturn Variation (Under)/Over £'000 £'000 £'000 £'000 £'000 FUNDING Grants - Affordable Housing Supply Programme Funding 7,647 351 7,998 7,998 0 - Off Market Purchases Funding 471 1 472 472 0 - Social Housing Net-zero Funding 0 0 0 819 819 Council Tax on Second Homes 90 0 90 59 (31) Other Receipts 0 0 0 175 175 Borrowing Requirement 39,251 5,524 44,775 43,651 (1,124) TOTAL AVAILABLE FUNDING 47,459 5,876 53,335 53,174 (161) APPROVED EXPENDITURE £'000 £'000 £'000 £'000 £'000 New Build Houses Phase 2 - Phase 5 33,184 7,808 40,992 40,992 0 Dalkeith Town Centre Regeneration - Social Housing 500 (424) 76 76 0 Backdated Developer Contribution 724 (648) 76 76 0 Off Market Purchases 1,260 (81) 1,179 1,179 0 Aids & Adaptations 519 0 519 388 (131) Environmental Improvements 100 (100) 0 0 0 BDHS Meters 500 (500) 0 0 0 Homelessness - Temporary Accommodation Provision 30 0 30 0 (30) Scottish Housing Quality Standard -Upgrade Central Heating Systems 1,677 185 1,862 1,862 0 -Energy Efficiency Standard for Social Housing (EESSH) 2,800 (76) 2,724 2,724 0 -SHQS Repairs 6,165 (288) 5,877 5,877 0 TOTAL EXPENDITURE 47,459 5,876 53,335 53,174 (161) Page 57 of 482
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MIDLOTHIAN COUNCIL Appendix C HOUSING REVENUE ACCOUNT 2024/25 Revised Budget Final Outturn Variation (Under)/Over Average Number of Houses 7,664 7,595 (69) £'000 £'000 £'000 Repairs and Maintenance General Repairs 8,484 11,999 3,515 Decant/Compensation 71 71 0 Grounds Maintenance 602 705 103 9,157 12,775 3,618 Administration and Management 5,537 5,587 50 Loan Charges 16,568 15,532 (1,036) Other Expenses 2,979 3,760 781 TOTAL EXPENDITURE 34,241 37,654 3,413 Rents Houses (35,299) (35,516) (217) Garages (690) (692) (2) Others (176) (174) 2 TOTAL RENTS (36,165) (36,382) (217) NET EXPENDITURE/(INCOME) (1,924) 1,272 3,196 Movement in HRA Reserve Opening HRA Reserve (33,182) Utilisation during 2024/25 as above 1,272 Reserve earmarked to fund capital investment plans (31,910) Page 59 of 482
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MIDLOTHIAN COUNCIL Appendix D HOUSING REVENUE ACCOUNT CAPITAL PLAN 2025/26-2027/28 Revised Budget 2025/26 Proposed Budget 2026/27 Proposed Budget 2027/28 £'000 £'000 £'000 FUNDING Grants - Affordable Housing Supply Programme Funding 6,654 7,656 8,742 - Off Market Purchases Funding 590 472 0 -Net Zero Funding 1,046 0 0 Council Tax on Second Homes 59 60 62 Borrowing Requirement 59,372 70,226 30,694 TOTAL AVAILABLE FUNDING 67,721 78,414 39,498 APPROVED EXPENDITURE £'000 £'000 £'000 New Build Houses Phase 2 - Phase 5 41,638 41,604 18,209 Backdated Developer Contributions 1,000 1,000 1,000 Housing Led Town Centre Regeneration 10,424 9,500 0 Off Market Purchases 1,700 1,496 0 Aids & Adaptations 529 540 550 Bonnyrigg District Heating Scheme Meters 1,300 0 0 Environmental Improvements 2,100 2,000 2,000 Scottish Housing Quality Standard -Upgrade Central Heating Systems 2,828 0 0 -Energy Efficiency Standard for Social Housing 2,472 18,800 15,100 -SHQS Upgrades 3,730 3,474 2,639 TOTAL EXPENDITURE 67,721 78,414 39,498 Page 61 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.3 General Services Capital Plan 2024/25 Final Outturn Report by David Gladwin, Chief Financial Officer & Section 95 Officer Report for Decision 1 Recommendations It is recommended that the Council:- 1. Note the inclusion of the projects listed in Section 3.1 in the General Services Capital Plan (GSCP) 2. Approve the addition of the new projects to the GSCP, as outlined in Section 3.2 and the adjustment to project budgets, as outlined in Section 3.3; 3. Note the General Services Capital Plan outturn position for 2024/25 as set out in Section 4. 2 Purpose of Report/Executive Summary The purpose of this report is to provide Council with:- • An update of the GSCP incorporating information on further additions to the Capital Plan for approval (Section 3) • Information on the final outturn performance against budget for 2024/25 (Section 4.1-4.5); • An update on the capital fund balance at 31 March 2025 (Section 5). Date: 6 June 2025 Report Contact: Gary Thomson, Senior Finance Business Partner gary.thomson@midlothian.gov.uk Page 63 of 482
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3. 2024/25 Final Outturn Position 3.1 Projects endorsed by Council and to be added into the Plan The plan now incorporates the projects approved by Council on 25 February 2025 and 13 May 2025 in respect of the following:- 25 February 2025 • Shawfair All-Through Campus: New All-Through Campus with provision for Early Years, ASN, Primary School, Secondary School and Community Facilities. Capital expenditure budget of £88.675 million to be phased across 2024/25 to 2029/30 and funded by £80.210 million of developer contributions and £8.465 million of prudential borrowing. Scope of project includes a stand (incorporating SFA standard changing rooms, café and reception/lounge area) adjacent to the west side of the all-weather surface (currently being costed). • Bonnyrigg Rose Athletic Football Club: Engineering and ground works to the Football Club assets. Capital Expenditure budget of £0.101 million, fully phased in 2024/25 and to be fully funded by £0.101 million of developer contributions. 13 May 2025 • A7 Urbanisation: Urbanisation of the A7 to enable both active travel and public transport along the corridor. Capital expenditure budget of £1.496 million, to be fully phased in 2025/26 and fully funded by already received developer contributions. Replaces the previous £0.187 million expenditure/funding provision in the General Services Capital Plan. • Play Park Renewal: Regeneration and new provision of children’s outdoor play areas across Midlothian. Allocation of 2 tranches of provision: o Tranche 1: Capital expenditure budget of £0.547 million, fully funded by £0.295 million of Scottish Government General Capital Grant funding and £0.252 million of Developer Contributions, and to be fully phased in 2025/26. o Tranche 2: Capital expenditure budget £0.492 million, fully funded by £0.492million of Scottish Government General Capital Grant funding, and to be fully phased in 2025/26. 3.2 Projects presented for endorsement in the Plan The following projects are presented for endorsement to be fully adopted within the GSCP:- Business Transformation Steering Group 17 March 2025 • Tennis Court Upgrades: Renovation of tennis courts and provision of gate access systems at King’s Park, Newtongrange and Beeslack. Capital expenditure budget of £0.188 million, phased across 2024/25 and 2025/26, to be funded by £0.136 million of Lawn Tennis Association (LTA) external grant funding and £0.052 million of prudential borrowing. Page 64 of 482
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Capital Plan & Asset Management Board 24 April 2025 • ASN Provision – Social Complex Needs: Conversion of £0.250 million capital expenditure budget previously ‘approved in principle’ into fully approved capital expenditure budget, funded in full by prudential borrowing, and phased across 2024/25 and 2025/26. Children & Young People Estates Board 24 April 2025 • Replacement of Mount Esk Early Years provision at Hawthornden Primary School: Inclusion of new project in GSCP to replace the existing Early Years capacity at Mount Esk with new dedicated space at Hawthornden Primary School. Capital Expenditure budget of £2.684 million to be fully funded by remaining 600 / 1140 hour Early Years Capital Grant funding from Scottish Government. 3.3 Adjustments to existing project budgets The following adjustments to existing project expenditure and income budgets are included in the GSCP:- • Early Years Capital Grant: Minor adjustments to project budgets to reallocate minor underspends on completed projects to fund the required £0.028 million Outdoor Shelter at Vogrie Outdoor Early Learning Centre. • Road Safety Improvement Fund (RSIF): Allocation of 2 additional tranches of funding: o Leadburn: Additional capital expenditure budget of £0.050 million for the Leadburn project (in addition the already approved capital expenditure budget of £0.169 million), fully phased in 2024/25 and fully funded by additional RSIF funding from Scottish Government. o 20mph zones: Additional capital expenditure budget of £0.177 million for 20mph zones across the county (in addition to the already approved capital expenditure budget of £0.051 million in 2023/24), fully phased in 2024/25 and fully funded by additional RSIF funding from Scottish Government. Page 65 of 482
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4. 2024/25 Final Outturn Position 4.1 Expenditure The latest 2024/25 General Services Capital Plan was approved by Council on 25 February 2025, with an expenditure budget of £56.452 million. After reflecting the incorporation of new projects and the adjustment to project budgets as outlined in Section 3; and the rephasing of 2024/25 budgets to/from 2025/26 as shown in Tables 1 and 2 below, the final expenditure budget for the year is £49.270 million. Table 1: Material rephasing of budgets from 2025/26 back to 2024/25 Project 2024/25 Budget £000’s 2024/25 Actual £000’s Rephased Amount £000’s Notes CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD Polton Street – Intermediate, Day & Extra Care 5,668 5,901 +233 Acceleration of spend due to exceptionally fine weather during winter 2024 and spring 2025 which has enabled the roofing works and external facades to be installed earlier than scheduled REGENERATION & DEVELOPMENT PROGRAMME BOARD Shawfair Town Centre Land Purchase 2,122 3,625 +1,503 All acquisition costs now expended and grant funding fully drawn from the Scottish Government’s Vacant & Derelict Land Programme Total 7,790 9,526 +1,736 Appendix 1 contains detail on rephasing of budgets on a project by project basis. Page 66 of 482
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Table 2: Material Rephasing of budgets from 2024/25 forward to 2025/26 Project 2024/25 Budget £000’s 2024/25 Actual £000’s Rephased Amount £000’s Notes CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD Woodburn Primary School Extension 7,359 7,026 -333 Rephasing of project expenditure related to Pre- Construction Services Agreement and retention works which will be paid in late summer 2025/26 Mayfield & St. Luke’s Primary School Campus Replacement 1,080 683 -397 Modular Units will now be moved from existing site to Hawthorn Centre in summer 2025 A701 Beeslack Community High School Replacement 2,720 1,174 -1,546 Programme dates on the project have been rephased. The project is currently undergoing a cost review to ascertain where the project sits in the current market and what level of Value Engineering is required Penicuik High School Refurbishment 2,058 1,338 -720 Programme dates on the Penicuik Project have been rephased due the value engineering process. This process has added 16wks to the current programme Shawfair All-Through Campus 650 480 -170 Minor rephasing of project expenditure to 2025/26 with no material impact on project programme Early Years Capital Grant Funded Projects 588 25 -563 Reprofiling of expenditure across Early Years projects into 2025/26 ASSET MANAGEMENT PROGRAMME BOARD Digital Services Asset Management Plan 969 535 -434 There has been a rephasing of expenditure in the Networks team as multiple elements of planned expenditure have been put on hold pending the decant from Midlothian House to Fairfield House. Telephony, firewall and network hardware spend is likely to be pushed back to 2026/27 to coincide with the return to Midlothian House Roads: Potholes & Upgrades 4,687 3,763 -924 Contractor and procurement lag in appointing framework contractors through the latter half of 2024/25 has resulted in a rephasing of budget back to 2025/26. A new contractor framework for road services has just been awarded and will give substantially more external resources available in 2025/26 to bring spend back on track with original planning projections Vehicle & Plant Replacement Programme 3,369 2,401 -968 Procurement of vehicles and lead in times has impacted on delivery and expenditure in 2024/25 resulting in rephasing of spend to 2025/26 Property Upgrades 1,005 872 -133 Phasing of roofing upgrade in Cornbank St. James Primary School across both 2024/25 and summer 2025 Page 67 of 482
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Project 2024/25 Budget £000’s 2024/25 Actual £000’s Rephased Amount £000’s Notes TRANSPORT, ENERGY & INFRASTRUCTURE PROGRAMME BOARD Active Travel Tier 1 Infrastructure 796 453 -343 Progress on design, or part construction, of suite of projects has been made in 2024/25 with remainder of design/construction work to be delivered in early 2025/26, in agreement with Transport Scotland Sustrans: People & Places Equipment Purchases 170 46 -124 School year runs from July-June and dispensation granted from Transport Scotland to allow project expenditure to install cycle storage in primary schools to be carried out in early 2025/26 with a completion date of June 2025 Zero Waste – Heat Offtake Facility 1,040 0 -1,040 Delay with procurement of Heat Offtake Facility by FCC REGENERATION & DEVELOPMENT PROGRAMME BOARD Place Based Investment Fund 2021/22-2023/24 630 150 -480 Library Bus contract awarded but due to specialised nature of vehicle there is a longer than anticipated lead in time for delivery which will now be summer 2025. Upgrades to existing toilet provision in Vogrie Estate is now complete along with groundworks for the new Changing Places kiosk, with the delivery and installation of the kiosk expected in summer 2025. All other project strands of PBIF are drawing to a conclusion with notification of funding for 2025/26 expected soon. Shawfair Town Centre Land Purchase 2,122 3,625 +1,503 Project now complete with expenditure fully funded by Scottish Government Vacant & Derelict Land Improvement Programme grant. OTHER Free School Meals 234 24 -210 Free School Meal rollout is ongoing and scope of works/equipment required will be further developed in 2025/26 Assistive Technology: Analogue to Digital Transition 600 478 -122 The roll-out of new equipment continues, with purchases made as required to avoid holding too much stock. The programme is still anticipated to be complete by December 2025 Others 17,329 16,622 -707 Total 44,696 36,045 -8,651 Appendix 1 contains detail on rephasing of budgets on a project by project basis. Page 68 of 482
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Actual expenditure in the year was £49.034 million, giving a net underspend of £0.236 million against the rephased budget as noted in table 3 below. Table 3: Project Under/Over Spends in 2024/25 Project Rephased Project Budget 2024/25 £000’s Actual Outturn 2024/25 £000’s (Under)/ Over Spend 2024/25 £000’s Notes CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD Woodburn Primary School Extension 7,026 6,906 -120 Release of £0.120m of project contingency Modular Units 2023/24 336 172 -164 External Works complete and only final retentions due to be paid in June 2025 with project saving realised. Paradykes Primary School Replacement 34 5 -29 Final defects now resolved and final retentions due to be paid in June 2025 with project saving realised TRANSPORT, ENERGY & INFRASTRUCTURE BOARD Sustrans: People & Places Equipment Purchases 46 31 -15 Cycle Storage project delayed beyond grant cut off point (31 March 2025) and funding withdrawn by Sustrans OTHER 32-38 Buccleuch Street Refurbishment 1 47 +46 Percentage of costs apportioned between GSCP & HRA based on fair & proportionate split of costs; with marginally higher share to GSCP than originally budgeted. CCTV Network 146 203 +57 Overspend due to approved project scope being extended to address public safety and Anti-Social Behaviour concerns 2-4 West Street 20 9 -11 Project now complete Total 7,609 7,373 -236 4.2 Funding The latest 2024/25 General Services Capital Plan was approved by Council on 27 February 2025, and after adjusting for project funding budgets as outlined in Section 3, budgeted for funding of £23.126 million. Rephasing of £6.915 million of 2024/25 project expenditure budgets (as reported in Section 4.1 above) has also resulted in a rephasing of external grant funding in 2024/25 of £3.873 million, giving a rephased funding budget for the 2024/25 year of £19.253 million. Actual funding was £19.061 million. Page 69 of 482
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Table 4: General Services Capital Plan Funding Item 2024/25 2024/25 2024/25 Rephased Actual Variance Budget Outturn £000’s £000’s £000’s General Capital Grant 7,996 7,996 0 Specific Grants 7,934 7,906 -28 Developer Contributions 2,756 2,592 -164 Capital Receipts 0 0 0 Transfer from Capital Fund 0 0 0 Other Capital Contributions 567 567 0 Total Funding 19,253 19,061 -192 Material movements in the funding between the rephased funding budget and actual funding outturn as outlined in Table 4 above are as follows:- • Specific Grants:- o Sustrans (People & Places Equipment Purchases): delay to cycle storage project beyond 31 March 2025 and withdrawal of funding from Sustrans (£0.015 million expenditure/funding budgets), o UKSPF: Infrastructure Improvements: £0.013 million of grant unable to be drawn in relation to kitchen works at Millerhill hub which had to be completed by 31 March 2025 to meet the conditions of grant offer; • Developer Contributions: an underspend of £0.164 million on the provision of Modular Units 2023/24 (as noted in table 3) with corresponding reduction in level of developer contributions applied. 4.3 Borrowing After adjusting for carry forwards and rephasing, the plan budgeted for in- year borrowing of £30.017 million. Actual borrowing was £29.973 million, reflecting the net underspend and movements in funding as noted in Sections 4.1 and 4.2. 4.4 Summary A summary of the final outturn position for 2024/25 is outlined in the table below. Table 5: General Services Capital Plan Performance against Rephased Budget 2024/25 Item 2024/25 2024/25 2024/25 2024/25 2024/25 Budget1 Rephased Actual Variance Carry £000’s Budget Outturn £000’s Forward £000’s £000’s £000’s Expenditure 56,185 49,270 49,034 -236 -6,915 Funding 23,126 19,253 19,061 -192 -3,873 Borrowing Required 33,059 30,017 29,973 -44 -3,042 1 At Quarter 3, with addition of new projects as outlined in Section 3 Page 70 of 482
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4.5 2024/25 General Services Capital Plan Performance against 2024/25 Base Budget The original 2024/25 capital expenditure & funding budgets, and the resulting borrowing required, as reported to Council on 21 February 2023, are as noted in Table 6 below, with the final rephased budget (as per table 5) also shown in Table 6 below:- Table 6: General Services Capital Plan Outturn against Base Budget 2024/25 Item 2024/25 2024/25 2024/25 2024/25 Base Budget Budg Rephased Of Base Total Budget £000’s Budget Budget Carry F Q4 £000’s Spent % Forward £000’s Expenditure 90,929 49,034 54% -41,985 Funding 32,375 19,061 59% -13,314 Borrowing Required 58,554 29,973 51% -28,581 As can be noted from the table above, only £49.034 million (54%) of the original base expenditure budget of £90.929 million has been spent in 2024/25, with the remainder (£41.985 million, or 46%), of the original base budget rephased forward into 2025/26 or later years. Similarly, only £29.973 million (51%) of borrowing has been required, with the remainder (£28.581 million or 49%) of the borrowing requirement rephased back to later years. The resultant reduction in loan charges in 2024/25 will therefore largely be unwound in 2025/26 and 2026/27, once the capital expenditure relating to these projects is incurred. The 2024/25 outturn position in terms of % of budget spent compared to originally budgeted (54%) is a slight improvement on the comparative 2023/24 position (48% of original budget spent). Improved measures implemented at CPAMB and Programme Boards with a greater focus on robust cashflow forecasting are expected to see this improved trend continue for the current 2025/26 financial year. 5 Capital Fund The Capital Fund at the start of the 2024/25 financial year was £17.242 million. Capital receipts of £0.358 million were realised in 2024/25 and transferred to the capital fund. Of the £17.600 million Capital Fund balance at 31 March 2025, £7.694 million of this is committed to fund the City Deal, with a further £7.061 million committed to support capital investment. Page 71 of 482
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The non-committed capital fund balance at 31 March 2025 is £2.241 million, as shown in table 5 below. Table 7: Capital Fund Item Amount £000’s Balance at 01 April 2024 17,242 Actual Capital Receipts received in 2024/25 358 Balance at 31 March 2025 17,600 Committed to fund City Deal Project -7,694 Committed to support Capital Investment -7,061 Developer Contributions earmarked for specific purposes -604 Non-committed balance at 31 March 2025 2,241 6 Report Implications 6.1 Resource The 2024/25 borrowing requirement has reduced from £31.383 million as reported at Quarter 3, to £29.973 million. The reduction in borrowing in 2024/25 is largely due to rephasing of several projects, with expenditure subsequently carried forward / rephased into 2025/26. As such, the movement in loan charges in 2024/25 will largely be unwound in 2025/26 and 2026/27, once the capital expenditure relating to these projects is incurred. 6.2 Digital None. 6.3 Risk The inherent risk in the Capital Plan is that projects will cost more than estimated thus resulting in additional borrowing. The monitoring procedures ensure that significant variations are reported at an early stage so that remedial action can be taken to mitigate this risk. 6.4 Ensuring Equalities There are no equalities issues arising directly from this report. 6.5 Additional Report Implications See Appendix A. Page 72 of 482
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Background Papers: Appendix A: Report Implications A.1 Key Priorities within the Single Midlothian Plan Not applicable. A.2 Key Drivers for Change A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value. A.5 Involving Communities and Other Stakeholders No external consultation has taken place on this report. A.6 Impact on Performance and Outcomes There are no issues arising directly from this report. A.7 Adopting a Preventative Approach Not applicable. A.8 Supporting Sustainable Development Not applicable. Page 73 of 482
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Appendix 1: General Services Capital Plan 2024/25 Expenditure Outturn Budget is approved in principle - requires approval of OBC before budget is fully approved Budget is a "Project Under Development" - requires approval of SOBC before budget is fully approved Rephased Rephased 2024/25 2024/25 2024/25 2024/25 2024/25 GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Variance Carry Q4 Monitoring Q3 Outturn Outturn Outturn Forward OT £000's £000's £000's £000's £000's CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD FULLY APPROVED PROJECTS Education - Primary Woodburn Primary 9 class & activity hall extension 7,359 7,026 6,906 (120) 333 Easthouses Primary School 6,044 6,032 6,032 - 12 Mayfield & St. Luke's School Campus 1,080 683 683 - 397 Burnbrae Primary - Conversion of ASN to GP Space 55 27 27 - 28 Modular Units 2023/24 344 336 171 (164) 8 Bilston Primary School Extension 100 113 113 - (13) Roslin Primary School Modular Units - 4 4 - (4) Education - Secondary - Beeslack CHS Replacement 2,720 1,174 1,174 - 1,546 Penicuik High School 2,058 1,338 1,338 - 720 Shawfair All-through Campus 650 480 480 - 170 Education - ASN Hawthornden Primary - ASN Unit 24 20 20 - 4 Education - Early Years Settings/Catering Kitchens 6 6 6 - - Vogrie Outdoor Early Learning Centre 1 1 1 - - Other Outdoor Spaces - 18 18 - - Education - Primary - Projects near completion Paradykes Primary Replacement 69 34 4 (29) 35 New Danderhall Primary hub 61 (3) (3) - 64 Acoustic Upgrades 95 4 4 - 91 Education _ General - - Learning Estate Strategy: Development Budget 200 102 102 - 98 Burnbrae Primary School External Works 1 1 1 - - TOTAL - CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD20,866 17,396 17,083 (313) 3,488 Rephased Rephased 2024/25 2024/25 2024/25 2024/25 2024/25 GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Variance Carry Q4 Monitoring Q3 Outturn Outturn Outturn Forward OT £000's £000's £000's £000's £000's PROJECTS APPROVED IN PRINCIPLE Education - Primary Mauricewood Refurbishment 100 97 97 - 3 Education - ASN ASN Provision - Social Complex Needs - 38 38 - (38) TOTAL - CYPP APPROVED IN PRINCIPLE 100 135 135 - (35) CYPP - OVERALL TOTAL 20,966 17,532 17,218 (313) 3,453 Page 74 of 482
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Rephased Rephased 2024/25 2024/25 2024/25 2024/25 2024/25 GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Variance Carry Q4 Monitoring Q3 Outturn Outturn Outturn Forward OT £000's £000's £000's £000's £000's ASSET MANAGEMENT PROGRAMME BOARD Digital Business Applications 275 268 268 - 7 Front Office - Hardware, Software & Services 80 81 81 - (1) Back Office - Hardware, Software & Services 55 45 45 - 10 Network, Software & Services 440 - - - 440 Schools - Hardware, Software & Services 306 409 409 - (103) Recharge of Staffing 88 - - - 88 Digital: Equipped for Learning 1,785 1,756 1,756 - 29 Roads & Street Lighting Street Lighting and Traffic Signal Upgrades - New 1,015 1,047 1,047 - (31) Footway & Footpath Asset Management Plan - New 542 524 524 - 18 Road Upgrades - Asset Management Plan 1,598 1,561 1,561 - 36 Accelerated Roads Residential Streets 76 76 76 - - Roads: Potholes & Upgrades / Residential Streets 4,687 3,763 3,763 - 924 Fleet Vehicle & Plant Replacement Programme 3,369 2,401 2,401 - 968 Property Property Upgrades 1,005 872 872 - 133 Open Spaces / Play Areas Millerhill Park Asphalt Path 62 62 62 - - Birkenside Play Equipment 72 72 72 - - Play Park Upgrades: Clarinda Gardens & Ironmills Park 51 51 51 - 0 Play Park Renewal 2023/24+ 46 46 46 - (0) Nature Restoration Fund 2023/24 31 18 18 - 13 Contaminated Land 70 68 68 - 2 Sport & Lesiure Loanhead Memorial Park Pitch 66 66 66 - - Tennis Court Upgrades 146 146 - - Flotterstone Car Park Infrastructure & Charging 16 - - - 16 TOTAL - ASSET MANAGEMENT PROGRAMME BOARD15,736 13,334 13,334 - 2,548 TRANSPORT, ENERGY & INFRASTRUCTURE PROGRAMME BOARD Transport A701 Relief Road: Bush Loan Junction 269 214 214 - 55 A701 Relief Road: A701 Active Travel Corridor 327 132 132 - 195 A701 Relief Road: Phases 3-8 - 168 168 - (168) Active Travel Infrastructure: Tier 1 796 453 453 - 343 Active Travel Infrastructure: Tier 2 753 700 700 - - Sustrans - People & Places Equipment Purchases 170 46 31 (15) 125 Community Bus Fund 4 - - - 4 Road Safety Improvement Fund 395 395 395 - - UKSPF: Infrastructure Improvements 267 254 254 - 13 FCC Zero Waste - Heat Offtake Facility 1,040 - - - 1,040 TOTAL - TRANSPORT, ENERGY & INFRASTRUCTURE PROGRAMME BOARD4,022 2,361 2,346 (15) 1,608 REGENERATION & DEVELOPMENT PROGRAMME BOARD Regeneration Place Based Investment Fund 2021/22 298 22 22 - 276 Place Based Investment Fund 2022/23 182 97 97 - 85 Place Based Investment Fund 2023/24 149 31 31 - 118 Rosewell Development Trust - The Steading Infrastructure Upgrades10 - - Development - Destination Hillend 4,975 5,020 5,020 - (45) Midlothian House RetroFit 255 340 340 (85) Shawfair Town Centre Land Purchase 2,122 3,625 3,625 - (1,503) Highbank Intermediate Care Reprovisioning 5,082 5,337 5,337 - (255) Day Care Centre 464 434 434 - 30 General Fund Share of Extra Care Housing 122 130 130 - (8) Recycling Improvement Fund (Stobhill Recycling Depot) 47 42 42 - 5 TOTAL - REGENERATION & DEVELOPMENT PROGRAMME BOARD13,706 15,078 15,078 - (1,382)Page 75 of 482
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Rephased Rephased 2024/25 2024/25 2024/25 2024/25 2024/25 GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Variance Carry Q4 Monitoring Q3 Outturn Outturn Outturn Forward OT £000's £000's £000's £000's £000's OTHER (PROGRAMME BOARD NOT YET DEFINED) PLACE - Digital Council Hybrid Meetings 6 6 6 - - Property/Development - Midlothian & Fairfield House Shower Upgrades 5 - - - 5 32-38 Buccleuch Street Ground Floor Redevelopment 1 1 47 46 - Public Sector Housing Grants 291 220 220 - 71 Penicuik THI: Public Realm Scheme 86 - - - 86 TCCF2: Jarnac Court, Dalkeith 9 9 - - CCTV Network 146 146 203 57 - 2-4 West Street, Penicuik 20 20 9 (11) - Millerhill Pavilion 7 - - - 7 PEOPLE & PARTNERSHIPS - Education - Free School Meal Provision 234 24 24 - 210 Communities & Partnerships - Members Environmental Improvements 251 63 63 - 187 Adult Social Care - Assistive Technology 50 28 28 - 22 Analogue to Digital Transition 550 449 449 - 101 TOTAL NOT ALLOCATED TO PROGRAMME BOARDS1,647 966 1,058 92 689 GENERAL SERVICES CAPITAL PLAN TOTAL 56,185 49,270 49,034 (236) 6,915 Page 76 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.4 Annual Treasury Management Report 2024/25 Report by David Gladwin, Chief Financial Officer & Section 95 Officer Report for Information 1 Recommendations It is recommended that Council note the Annual Treasury Management Report 2024/25. 2 Purpose of Report/Executive Summary The purpose of the report is to inform members of the Council of the Treasury Management activity undertaken in 2024/25 and the year-end position. Audit Committee will scrutinise the report on 16 June 2025 and any approved changes will be advised verbally to members of Council at the meeting on 24 June 2025. Date: 6 June 2025 Report Contact: Gary Thomson, Senior Finance Business Partner gary.thomson@midlothian.gov.uk Page 77 of 482
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3 Background The main points arising from treasury activity in 2024/25 were: • The pooled internal loans fund rate for General Fund and HRA was 2.73% in 2024/25, which is again expected to be one of the lowest when benchmarked against all mainland Authorities in Scotland; • Were the pooled internal loans fund rate to have equated to the Scottish weighted average of 3.66%, this would have generated loan charges in 2024/25 of £26.4 million. The Council’s actual 2024/25 loan charges for General Services and HRA were £22.3 million, representing a cash saving (compared to the Scotland weighted average) of £4.1 million in 2024/25; • Total long term borrowing maturing in the year amounted to £1.426 million, comprising the following:- o £0.057 million of PWLB Annuities of various tenors and interest rates; o £0.626 million of PWLB Maturities (original o £0.673 million of Annuity and EIP, and £0.070 million of interest free loans. • Total new long term borrowing taken in the year amounted to £40.000m, this being four £10.000 million loans from PWLB:- o 2 x £10.000 million Maturity loans drawn on 20 August 2024 with tenors of 4 and 4.5 years and at interest rates of 4.15% and 4.13% respectively; o 1 x £10.000 million Maturity loan drawn on 25 November 2024 with a tenor of 5.5 years and at an interest rate of 4.67%; o 1 x £10.000 million Equal Instalment of Principal (EIP) loan drawn on 20 December 2024 with a total tenor of 10 years and at an interest rate of 4.49% all drawing down loan funding to fund the Council’s 2024/25 capital plans in line with the 2024/25 Treasury Management and Investment Strategy approved by Council on 27 February 2024; • The remainder of the 2024/25 borrowing requirement was supported by the change in policy to no longer fully cash back the Council’s useable reserves and to run down cash balances, to allow the Council to navigate past the current interest rate plateau; • As a result, the Council were under-borrowed by £90.421 million (19% of the borrowing Capital Financing Requirement (CFR)) at Page 78 of 482
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31 March 2025. This means that the Council has funded the majority (81%) of its underlying borrowing requirement as at 31 March 2025. This position is prudent in the current economic climate (with PWLB rates forecast to drop from their prevailing rates, across the next 2-3 financial years), as it balances longer- term interest rate and refinancing risk with short-medium term budgetary implications; • The average rate of interest paid on external debt was 3.14% in 2024/25, up from 3.00% in 2023/24 reflective of the financing of the Council’s CFR in the current interest rate environment; • Only instant access deposits were placed during the year, with each deposit with an approved counterparty in line with the Council’s approved creditworthiness process as outlined in the “Treasury Management and Investment Strategy 2024/25 & Prudential indicators” (TMSS 24/25) report approved by Council on 27 February 2024. The Council’s deposit portfolio at 31 March 2025 is outlined in Table 2 below and in detail in Table 11 in Appendix 1; • The average rate of return on deposits was 5.03% in 2024/25 (exceeding the benchmark1 of 4.82% for the twenty first year in succession) with total interest earned on deposits totalling £2.438 million and reflecting the approved strategy in the TMSS 24/25; • Useable reserves at 31 March 2025 equated to £85.295 million, with cash balances partly cash backing reserves and partly used to support the deferral of borrowing as outlined in the TMSS for 2025/26. • No debt rescheduling was undertaken during 2024/25. A detailed report “Annual Treasury Management Review 2024/25” on the activity during 2024/25 is attached as Appendix 1. The Treasury Portfolio at the start and end of the financial year is shown in Tables 1 and 2 below. 1 3 month forward uncompounded SONIA (Sterling Overnight Index Average) which reflects the weighted average duration of the Council’s portfolio for the year Page 79 of 482
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Table 1: Loan Portfolio at 1 April 2024 and 31 March 2025 Loan Type Principal Outstanding 1 Apr 2024 £000’s Principal Outstanding 31 Mar 2025 £000’s Movement £000’s PWLB Annuity 452 395 -57 PWLB Maturity 304,128 333,502 +29,374 PWLB EIP 0 10,0000 +10,000 LOBO 20,000 20,000 0 Other Market Loans 16,221 15,548 -673 Salix Loans 70 0 -70 Total Loans 340,871 379,445 +38,574 Underlying Borrowing Requirement 401,845 469,866 +68,021 Over/(Under) Borrowed -60,974 -90,421 -29,447 Table 2: Deposits at 1 April 2024 and 31 March 2025 Deposit Type Principal Outstanding 1 Apr 2024 £000’s Principal Outstanding 31 Mar 2025 £000’s Movement £000’s Bank Call Accounts 1,518 538 -980 Money Market Funds 25,100 25,946 +846 Bank Fixed Term Deposit Accounts 30,000 0 -30,000 Total Deposits 56,618 26,484 -30,134 Useable Reserves 84,505 85,295 +1,504 Throughout 2024/25, all counterparties that the Council placed deposits with met their obligations in respect of the return of the deposited funds and interest receivable in full and on the required dates. 5 Report Implications (Resource, Digital and Risk) 5.1 Resource Treasury Management activity during the year, in accordance with the approved strategy, has once again been effective in minimising loan charges through minimising the cost of borrowing and maximising the return on deposits within the parameters set by the strategy for the year. Although benefits from Treasury Management activity continue to accrue there are no direct financial implications or other resource issues arising from this report. Page 80 of 482
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The loan charges associated with Capital Expenditure and Treasury Management activity during 2024/25 are reported in the Financial Monitoring 2024/25 – General Fund Revenue report and HRA 2024/25 Outturn report elsewhere on the Council agenda for 24 June 2025. 5.2 Digital None. 5.3 Risk As the Council follows the requirements of the CIPFA Code of Practice and the Prudential Code this minimises the risks involved in Treasury Management activities place. For those risks that do exist there are robust and effective controls in place to further mitigate the level of risks. These include full written Treasury Management Practices, which define the responsibilities of all staff involved and reflect the provisions of the Prudential and Treasury Management Codes. 5.4 Ensuring Equalities (if required a separate IIA must be completed) This report does not recommend any change to policy or practice and therefore does not require an Equalities Impact Assessment. 5.5 Additional Report Implications See Appendix A Appendices:- Appendix 1: Annual Treasury Management Review 2024/25 Page 81 of 482
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Not applicable A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value. A.5 Involving Communities and Other Stakeholders Although no external consultation has taken place, cognisance has been taken of professional advice obtained from Link Asset Services, the Council’s appointed Treasury Consultants. A.6 Impact on Performance and Outcomes The strategies adopted are an integral part of the corporate aim to achieve Best Value as they seek to minimise the cost of borrowing by exercising prudent debt management and placement of deposits. This in turn helps to ensure that the Council’s capital expenditure is sustainable in revenue terms. A.7 Adopting a Preventative Approach Page 82 of 482
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Not applicable. A.8 Supporting Sustainable Development Not applicable. Page 83 of 482
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Appendix 1 Annual Treasury Management Review 2024/25 Midlothian Council June 2025 Page 84 of 482
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Contents 1 The Council’s Capital Expenditure and Financing 2024/25 2 The Council’s overall borrowing need 3 Treasury Position as at 31 March 2025 4 The Strategy for 2024/25 5 The Economy and Interest Rates 6 Borrowing Rates in 2024/25 7 Borrowing Outturn for 2024/25 8 Deposit Rates in 2024/25 9 Deposit Outturn for 2024/25 10 Performance Measurement 11 Conclusion Page 85 of 482
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This Council is required by regulations issued under the Local Government in Scotland Act 2003 to produce an annual treasury management review of activities and the actual prudential and treasury indicators for 2024/25. This report meets the requirements of both the updated CIPFA Code of Practice on Treasury Management, (the Code), and the updated CIPFA Prudential Code for Capital Finance in Local Authorities, (the Prudential Code). During 2024/25 the minimum reporting requirements were that the full Council should receive the following reports: • an annual treasury strategy in advance of the year (Council 27 February 2024); • a mid-year, (minimum), treasury update report (Council 17 December 2024); • an annual review following the end of the year describing the activity compared to the strategy, (this report); The regulatory environment places responsibility on members for the review and scrutiny of treasury management policy and activities. This report is, therefore, important in that respect, as it provides details of the outturn position for treasury activities and highlights compliance with the Council’s policies previously approved by members. This Council confirms that it has complied with the requirement under the Code to give prior scrutiny to all of the above treasury management reports by the Audit Committee before they are reported to the full Council. Page 86 of 482
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1. The Council’s Capital Expenditure and Financing 2024/25 The Council undertakes capital expenditure on long-term assets. These activities may either be: • Financed immediately through the application of capital or revenue resources (capital receipts, capital grants, revenue contributions etc.), which has no resultant impact on the Council’s borrowing need; or • If insufficient financing is available, or a decision is taken not to apply resources, the capital expenditure will give rise to a borrowing need. The actual capital expenditure forms one of the required prudential indicators. The table below shows the actual capital expenditure and how this was financed. 2023/24 2024/25 2024/25 Actual Budget Actual £000 £000 £000 General Fund Capital Expenditure 47,656 78,524 48,778 Available Funding 26,903 28,579 19,155 Borrowing Required 20,753 49,945 29,623 HRA Capital Expenditure 50,412 103,054 53,175 Available Funding 6,724 19,611 9,523 Borrowing Required 43,688 83,443 43,652 General Fund and HRA Capital Expenditure 98,068 181,578 101,953 Available Funding 33,627 48,190 28,678 Borrowing Required 64,441 133,388 73,275 Table 1: Capital Expenditure + Financing Page 87 of 482
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2. The Council’s Overall Borrowing Need The Council’s underlying need to borrow for capital expenditure is termed the Capital Financing Requirement (CFR). This figure is a gauge of the Council’s indebtedness. The CFR results from the capital activity of the Council and what resources have been used to pay for the capital spend. It represents the 2024/25 unfinanced capital expenditure (see above table), plus prior years’ net or unfinanced capital expenditure which has not yet been paid for by revenue or other resources. Part of the Council’s treasury activities is to address the funding requirements for this borrowing need. Depending on the capital expenditure programme, the treasury service organises the Council’s cash position to ensure sufficient cash is available to meet the capital plans and cash flow requirements. This may be sourced through borrowing from external bodies (such as the Government, through the Public Works Loan Board [PWLB] or the money markets), or utilising temporary cash resources within the Council. Reducing the CFR – the Council’s underlying borrowing need (CFR) is not allowed to rise indefinitely. Statutory controls are in place to ensure that capital assets are broadly charged to revenue over the life of the asset. The Council is required to make an annual revenue charge, called the Scheduled Debt Amortisation (or loans repayment), to reduce the CFR. This is effectively a repayment of the borrowing need. This differs from the treasury management arrangements which ensure that cash is available to meet capital commitments. External debt can also be borrowed or repaid at any time, but this does not change the CFR. The total CFR can also be reduced by: • the application of additional capital financing resources (such as unapplied capital receipts); or • charging more than the minimum loan repayment each year through an additional revenue charge. The Council’s CFR for the year is shown below, and represents a key prudential indicator. 31-Mar-24 2024/25 31-Mar-25 Actual Budget Actual £000 £000 £000 Opening balance 346,898£ 496,656£ 401,845£ Add Borrowing Required 64,441£ 73,893£ 72,862£ Loans Fund Review Retrospective -£ -£ 5,525£ Less scheduled debt amortisation (9,494)£ (10,760)£ (10,366)£ Closing balance 401,845£ 559,789£ 469,866£ Table 2: Council's Underlying Borrowing Requirement CFR: Page 88 of 482
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Borrowing activity is constrained by prudential indicators for net borrowing and the CFR, and by the authorised limit. Gross borrowing and the CFR - in order to ensure that borrowing levels are prudent over the medium term and only for a capital purpose, the Council should ensure that its gross external borrowing does not, except in the short term, exceed the total of the capital financing requirement in the preceding year (2023/24) plus the estimates of any additional capital financing requirement for the current (2024/25) and next three financial years. This essentially means that the Council is not borrowing to support revenue expenditure. This indicator allows the Council some flexibility to borrow in advance of its immediate capital needs in 2024/25. The table below highlights the Council’s gross borrowing position against the CFR (excluding PFI schemes). The Council has complied with this prudential indicator. The authorised limit – this Council has kept within its authorised external borrowing limit as shown by the table below. Once this has been set, the Council does not have the power to borrow above this level. The operational boundary – the operational boundary is the expected borrowing position of the Council during the year. Periods where the actual position is either below or over the boundary is acceptable subject to the authorised limit not being breached. 31-Mar-24 2024/25 31-Mar-25 Actual Budget Actual £000 £000 £000 Gross Borrowing 340,871£ 509,105£ 379,445£ CFR 401,845£ 559,789£ 469,866£ Table 3: Council's Gross Borrowing Position 2024/25 Authorised limit - borrowing £ 604,957 Operational boundary - borrowing £ 604,957 Maximum gross borrowing position £ 379,623 Average gross borrowing position £ 358,618 Table 4: Gross Borrowing against Authorised Limit / Operational Boundary Page 89 of 482
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3. Treasury Position as at 31 March 2025 The Council’s debt and investment position is organised by the treasury management service in order to ensure adequate liquidity for revenue and capital activities, security for investments and to manage risks within all treasury management activities. Procedures and controls to achieve these objectives are well established both through Member reporting detailed in the Purpose section of this report, and through officer activity detailed in the Council’s Treasury Management Practices. At the beginning and the end of 2024/25 the Council‘s treasury (excluding borrowing by PFI and finance leases) position was as follows: 31 March 2024 Principal Rate/ Return Average Life (Yrs) 31 March 2025 Principal Rate/ Return Average Life (Yrs) Debt Fixed Rate Debt PWLB 304,580£ 3.02% 29.40 343,897£ 3.16% 25.79 Market 21,291£ 3.01% 28.34 20,548£ 3.03% 27.68 Total Fixed Rate Debt 325,871£ 3.02% 29.33 364,445£ 3.15% 25.90 Variable Rate Debt PWLB -£ n/a n/a -£ n/a n/a Market 15,000£ 4.63% 26.71 15,000£ 4.63% 25.71 Total Variable Rate Debt 15,000£ 4.63% 26.71 15,000£ 4.63% 25.71 Total debt/gross borrowing 340,871£ 3.09% 29.22 379,445£ 3.21% 25.89 CFR 401,845£ 469,866£ Over/(under) borrowing (60,974)£ (90,421)£ Deposits Fixed Rate Deposits In House 30,000£ 5.12% 0.83 -£ n/a n/a With Managers -£ n/a n/a -£ n/a n/a Total Fixed Rate Deposits 30,000£ 5.12% 0.83 -£ n/a n/a Variable Rate Deposits In House 26,618£ 5.28% 0.01 26,484£ 4.54% 0.01 With Managers -£ n/a n/a -£ n/a n/a Total Variable Rate Deposits 26,618£ 5.28% 0.01 26,484£ 4.54% 0.01 Total Deposits 56,618£ 5.20% 0.45 26,484£ 4.54% 0.01 Table 5: Treasury Position Page 90 of 482
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The maturity structure of the debt portfolio was as follows: The maturity structure of the Council’s deposits was as follows: The exposure to fixed and variable interest rates on debt was as follows:- £000 % £000 % Under 12 months 1,426£ 0% 0% to 50% 2,263£ 1% 12 months to 2 years 1,263£ 0% 0% to 50% 11,759£ 3% 2 years to 5 years 22,323£ 7% 0% to 50% 45,346£ 12% 5 years to 10 years 45,106£ 14% 0% to 50% 60,095£ 16% 10 years to 20 years 32,365£ 10% 0% to 50% 22,220£ 6% 20 years to 30 years 51,505£ 16% 0% to 50% 60,879£ 16% 30 years to 40 years 81,883£ 25% 0% to 50% 81,883£ 22% 40 years to 50 years 100,000£ 31% 0% to 50% 90,000£ 24% 50 years and above 5,000£ 2% 0% to 50% 5,000£ 1% Total 340,871£ 106% 379,445£ 100% Table 6: Maturity Structure of Debt Portfolio 31-Mar-24 2024/25 31-Mar-25 Actual Original Limits Actual % 31-Mar-24 31-Mar-25 £000 £000 Deposit Under 1 Year 56,618£ 26,484£ Over 1 Year -£ -£ Total 56,618£ 26,484£ Table 7: Maturity Structure of Deposit Portfolio £0 % £0 % Fixed Interest Rate Exposure £325,871 96% 0% to 100% 364,445£ 96% Variable Interest Rate Exposure £ 15,000 4% 0% to 30% 15,000£ 4% Total 340,871£ 100% 379,445£ 100% Table 8: Fixed/Variable Interest Rate Exposure of Debt Portfolio 31-Mar-24 2024/25 31-Mar-25 Actual Original Limits Actual % Page 91 of 482
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4. The Strategy for 2024/25 At the outset of the financial year, the Council were under borrowed by £60.974 million and holding £56.618 million in instant access accounts and fixed term deposits. Interest rate forecasts within the 2024/25 Treasury Management & Investment Strategy suggested that interest rates were expected to gradually fall throughout the year and the forthcoming 2 financial years. Link Interest Rate forecasts at time of TMIS 2024/25 setting (February 2024) MUFG Interest Rate forecasts at end of 2024/25 Financial Year (May 2025, unchanged from March 2025) With interest rates on new borrowing remaining elevated throughout much of 2024/25 at the medium-long end of the curve, borrowing was undertaken at the short end, in order to navigate past the expected hump in interest rates, and timed to correlate to dips in Gilt Yields. Borrowing undertaken during the 2024/25 financial year amounted to £40.000 million, this comprising • 2 x £10.000 million Maturity loans drawn on 20 August 2024 with tenors of 4 and 4.5 years and at interest rates of 4.15% and 4.13% respectively; • 1 x £10.000 million Maturity loan drawn on 25 November 2024 with a tenor of 5.5 years and at an interest rate of 4.67%; • 1 x £10.000 million Equal Instalment of Principal (EIP) loan drawn on 20 December 2024 with a total tenor of 10 years and at an interest rate of 4.49% all drawing down loan funding to de-risk the funding of the Council’s 2024/25 capital plans in line with the 2024/25 Treasury Management and Investment Strategy approved by Council on 27 February 2024; MUFG Corporate Markets Interest Rate View 05.02.24 Mar-24 Jun-24 Sep-24 Dec-24 Mar-25 Jun-25 Sep-25 Dec-25 Mar-26 Jun-26 Sep-26 Dec-26 Mar-27 BANK RATE 5.25 5.25 4.75 4.25 3.75 3.25 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3 month ave earnings 5.30 5.30 4.80 4.30 3.80 3.30 3.00 3.00 3.00 3.00 3.00 3.00 3.00 6 month ave earnings 5.20 5.10 4.60 4.10 3.70 3.30 3.10 3.10 3.10 3.10 3.10 3.10 3.10 12 month ave earnings 5.00 4.90 4.40 3.90 3.60 3.20 3.10 3.10 3.10 3.10 3.10 3.20 3.20 5 yr PWLB 4.50 4.40 4.30 4.20 4.10 4.00 3.80 3.70 3.60 3.60 3.50 3.50 3.50 10 yr PWLB 4.70 4.50 4.40 4.30 4.20 4.10 4.00 3.90 3.80 3.70 3.70 3.70 3.70 25 yr PWLB 5.20 5.10 4.90 4.80 4.60 4.40 4.30 4.20 4.20 4.10 4.10 4.10 4.10 50 yr PWLB 5.00 4.90 4.70 4.60 4.40 4.20 4.10 4.00 4.00 3.90 3.90 3.90 3.90 MUFG Corporate Markets Interest Rate View 28.05.24 Jun-24 Sep-24 Dec-24 Mar-25 Jun-25 Sep-25 Dec-25 Mar-26 Jun-26 Sep-26 Dec-26 Mar-27 BANK RATE 5.25 5.00 4.50 4.00 3.50 3.25 3.25 3.25 3.25 3.00 3.00 3.00 3 month ave earnings 5.30 5.00 4.50 4.00 3.50 3.30 3.30 3.30 3.30 3.00 3.00 3.00 6 month ave earnings 5.30 4.90 4.40 3.90 3.50 3.30 3.30 3.30 3.30 3.10 3.10 3.20 12 month ave earnings 5.10 4.80 4.30 3.80 3.50 3.40 3.40 3.40 3.40 3.20 3.30 3.40 5 yr PWLB 4.90 4.70 4.50 4.30 4.10 4.00 3.90 3.90 3.90 3.90 3.90 3.80 10 yr PWLB 5.00 4.80 4.60 4.40 4.30 4.10 4.10 4.10 4.00 4.00 4.00 3.90 25 yr PWLB 5.30 5.20 5.00 4.80 4.70 4.50 4.50 4.40 4.40 4.40 4.30 4.30 50 yr PWLB 5.10 5.00 4.80 4.60 4.50 4.30 4.30 4.20 4.20 4.20 4.10 4.10 Page 92 of 482
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This position is prudent in the current economic climate (with PWLB rates forecast to drop from their prevailing rates, across the next 2 financial years), as it balances longer-term interest rate and refinancing risk with short-medium term budgetary implications. At 31 March 2025, the Council was under-borrowed by £90.421 million. This means that the majority (81%) of the capital borrowing need, (the Capital Financing Requirement), is fully funded with loan debt. Useable reserves at 31 March 2025 equated to £85.295 million, with cash balances partly used to support the deferral of borrowing as outlined in the TMSS for 2025/26. Deposits at 31 March 2025 equated to £26.484 million. Page 93 of 482
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5. The Economy and Interest Rates UK Economy UK inflation has proved somewhat stubborn throughout 2024/25. Having started the financial year at 2.3% y/y (April), the CPI measure of inflation briefly dipped to 1.7% y/y in September before picking up pace again in the latter months. The latest data shows CPI rising by 2.8% y/y (February), but there is a strong likelihood that figure will increase to at least 3.5% by the Autumn of 2025. Against that backdrop, and the continued lack of progress in ending the Russian invasion of Ukraine, as well as the potentially negative implications for global growth as a consequence of the implementation of US tariff policies by US President Trump in April 2025, Bank Rate reductions have been limited. Bank Rate currently stands at 4.50%, despite the Office for Budget Responsibility reducing its 2025 GDP forecast for the UK economy to only 1% (previously 2% in October). Moreover, borrowing has becoming increasingly expensive in 2024/25. Gilt yields rose significantly in the wake of the Chancellor’s Autumn Statement, and the loosening of fiscal policy, and have remained elevated ever since, as dampened growth expectations and the minimal budget contingency (<£10bn) have stoked market fears that increased levels of borrowing will need to be funded during 2025. The table below provides a snapshot of the conundrum facing central banks: inflation pressures remain, labour markets are still relatively tight by historical comparisons, and central banks are also having to react to a fundamental re- ordering of economic and defence policies by the US administration. UK Eurozone US Bank Rate 4.50% 2.5% 4.25%-4.5% GDP 0.1%q/q Q4 (1.1%y/y) +0.1%q/q Q4 (0.7%y/y) 2.4% Q4 Annualised Inflation 2.8%y/y (Feb) 2.3%y/y (Feb) 2.8%y/y (Feb) Unemployment Rate 4.4% (Jan) 6.2% (Jan) 4.1% (Feb) The Bank of England sprung no surprises in their March meeting, leaving Bank Rate unchanged at 4.50% by a vote of 8-1, but suggesting further reductions would be gradual. The Bank of England was always going to continue its cut- hold-cut-hold pattern by leaving interest rates at 4.50% but, in the opposite of what happened at the February meeting, the vote was more hawkish than expected. This suggested that as inflation rises later in the year, the Bank cuts rates even slower, but the initial impact of President Trump’s tariff policies in Page 94 of 482
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April 2025 on the financial markets underpin our view that the Bank will eventually reduce rates to 3.50%. Having said that, the Bank still thinks inflation will rise from 2.8% in February to 3.75% in Q3. And while in February it said “inflation is expected to fall back thereafter to around the 2% target”, this time it just said it would “fall back thereafter”. That may be a sign that the Bank is getting a bit more worried about the “persistence in domestic wages and prices, including from second-round effects”. Accordingly, although we expect a series of rate cuts over the next year or so, that does not contradict the Bank taking “a gradual and careful” approach to cutting rates, but a tepid economy will probably reduce inflation further ahead and prompt the Bank to cut at regular intervals. From a fiscal perspective, the increase in businesses’ national insurance and national minimum wage costs from April 2025 is likely to prove a headwind, although in the near-term the Government’s efforts to provide 300,000 new homes in each year of the current Parliament is likely to ensure building industry employees are well remunerated, as will the clamp-down on immigration and the generally high levels of sickness amongst the British workforce. Currently wages continue to increase at a rate close to 6% y/y. The MPC would prefer a more sustainable level of c. 3.5%. As for equity markets, the FTSE 100 has recently fallen back to 7,700 having hit an all-time intra-day high 8,908 as recently as 3rd March. The £ has also endured a topsy-turvy time, hitting a peak of $1.34 before dropping to $1.22 in January and then reaching $1.27 in early April 2025. USA Economy Despite the markets willing the Federal Open Market Committee (Fed) to repeat the rate cut medicine of 2024 (100 basis points in total), the Fed Chair, Jay Powell, has suggested that the Fed Funds Rate will remain anchored at 4.25%- 4.5% until inflation is under control, and/or the economy looks like it may head into recession as a consequence of President Trump’s tariff policies. Inflation is close to 3.0% and annualised growth for Q4 2024 was 2.4%. With unemployment just above 4.0%, and tax cuts in the pipeline, the FOMC is unlikely to be in a hurry to cut rates, at least for now. EZ Economy The Eurozone economy has struggled throughout 2024 and is flat lining at present, although there is the promise of substantial expenditure on German defence/infrastructure over the coming years, which would see a fiscal loosening. France has struggled against a difficult political backdrop, but with a large budget deficit it is difficult to see any turn-around in economic hopes in the near-term. Page 95 of 482
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With GDP currently below 1% in the Euro-zone, the ECB is likely to continue to cut rates, although the headline inflation rate is still above 2% (2.3% February 2025). Currently at 2.5%, a further reduction in the Deposit Rate to at least 2% is highly likely. Page 96 of 482
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6. Borrowing Rates in 2024/25 PWLB rates are based on gilt (UK Government bonds) yields through HM Treasury determining a specified margin to add to gilt yields. The main influences on gilt yields are Bank Rate, inflation expectations and movements in US treasury yields. Inflation targeting by the major central banks has been successful over the last 30 years in lowering inflation and the real equilibrium rate for central rates has fallen considerably due to the high level of borrowing by consumers: this means that central banks do not need to raise rates as much now to have a major impact on consumer spending, inflation, etc. This has pulled down the overall level of interest rates and bond yields in financial markets over the last 30 years. Indeed, in recent years many bond yields up to 10 years in the Eurozone turned negative on expectations that the EU would struggle to get growth rates and inflation up from low levels. In addition, there has, at times, been an inversion of bond yields in the US whereby 10-year yields have fallen below shorter-term yields. In the past, this has been a precursor of a recession. However, since early 2022, yields have risen dramatically in all the major developed economies, first as economies opened post-Covid; then because of the inflationary impact of the war in Ukraine in respect of the supply side of many goods. In particular, rising cost pressures emanating from shortages of energy and some food categories have been central to inflation rising rapidly. Furthermore, at present the Fed, ECB and Bank of England are all being challenged by levels of persistent inflation that are exacerbated by tight labour markets and high wage increases relative to what central banks believe to be sustainable. Gilt yields have been volatile through 2024/25. Indeed, the low point for the financial year for many periods was reached in autumn 2024. Thereafter, and especially following the Autumn Statement, PWLB Certainty rates have remained elevated at between c. 5% - 6% with the exception of the slightly cheaper shorter dates. At the close of 31 March 2025, the 1-year PWLB Certainty rate was 4.82% whilst the 25-year rate was 5.98% and the 50-year rate was 5.67%. Regarding PWLB borrowing rates, the various margins attributed to their pricing are as follows: - • PWLB Standard Rate is gilt plus 100 basis points (G+100bps) • PWLB Certainty Rate is gilt plus 80 basis points (G+80bps) • HRA Borrowing Rate is gilt plus 40bps (G+40bps) There is likely to be a fall in gilt yields and PWLB rates across the whole curve over the next one to two years as Bank Rate falls and inflation (on the Consumer Price Index measure) moves lower. Page 97 of 482
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As a general rule, short-dated gilt yields will reflect expected movements in Bank Rate, whilst medium to long-dated yields are driven primarily by the inflation outlook. The Bank of England is also continuing on a process of Quantitative Tightening. The Bank’s original £895bn stock of gilt and corporate bonds will gradually be sold back into the market over several years (currently c£623bn). The impact this policy will have on the market pricing of gilts, while issuance is still markedly increasing, and very high in historic terms, is an unknown at the time of writing. HIGH/LOW/AVERAGE PWLB RATES FOR 2024/25 3.50% 4.00% 4.50% 5.00% 5.50% 6.00% 6.50% PWLB Rates 02.04.24 - 31.03.25 1 Year 5 Year 10 Year 25 Year 50 Year 50 year target % 1 Year 5 Year 10 Year 25 Year 50 Year Low 4.77% 4.31% 4.52% 5.08% 4.88% Date 26/02/2025 17/09/2024 17/09/2024 17/09/2024 17/09/2024 High 5.61% 5.34% 5.71% 6.18% 5.88% Date 29/05/2024 13/01/2025 13/01/2025 13/01/2025 09/01/2025 Average 5.14% 4.86% 5.07% 5.56% 5.32% Spread 0.84% 1.03% 1.19% 1.10% 1.00% Page 98 of 482
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7. Borrowing Outturn for 2024/25 New Treasury Borrowing:- The following table gives details of new external treasury loans drawn during the year:- Maturing Debt:- The following table gives details of treasury debt maturing during the year:- Rescheduling:- No rescheduling was done during the year. Summary of debt transactions:- The average interest rate payable on external debt gradually increased during the year as a result of new external loans drawn at the prevailing PWLB rates, averaging 3.14% for the 2024/25 financial year (opening rate of 3.09% with closing rate of 3.21%). The average life of debt within the loan portfolio dropped from 29.22 years to 25.89 years. Lender Date Taken Principal £000's Interest Rate Fixed/ Variable Maturity Date Term (Yrs) PWLB Maturity 20 Aug 2024 £ 10,000 4.15% Fixed 22 Aug 2028 4.00 PWLB Maturity 20 Aug 2024 £ 10,000 4.13% Fixed 22 Feb 2029 4.50 PWLB Maturity 25 Nov 2024 £ 10,000 4.67% Fixed 24 May 2030 5.50 PWLB EIP 20 Dec 2024 £ 10,000 4.49% Fixed 20 Dec 2034 10.00 Total £ 40,000 Table 9: New Loans Taken in Financial Year 2024/25 Lender Date Repaid Principal £000's Interest Rate Fixed/ Variable Date Originally Taken Original Term (Yrs) PWLB Annuities Various £ 57 7.75%-9.50% Fixed 02 Aug 1968 to 15 May 1972 56-60 years PWLB Maturity 28 Sep 2024 £ 626 8.25% Fixed 28 Sep 1995 29.00 Salix Various £ 70 0.00% Fixed Various 7-8 years Deutsche Pfandbriefbank Various £ 357 2.63% Fixed 29 Jun 2017 28.00 Deutsche Pfandbriefbank Various £ 316 2.73% Fixed 15 Nov 2018 25.50 Total £ 1,426 Table 10: Maturing Debt in Financial Year 2024/25 Page 99 of 482
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8. Deposit Rates in 2024/25 Investment returns decreased throughout 2024/25, reflective of the Bank of England base rate cuts during the year. Money market funds and instant access bank call accounts were utilised to manage the Council’s day to day liquidity needs. Money market fund / bank account rates started the year at 5.09%-5.29%, decreasing throughout the year in line with movements in Bank of England Base Rates, ending the year at 4.34%-4.56%. HIGH/LOW/AVERAGE BANK AND SONIA RATES FOR 2024/25 Investment returns remained robust throughout 2024/25 with Bank Rate reducing steadily through the course of the financial year (three 0.25% rate cuts in total), and even at the end of March the yield curve was still relatively flat, which might be considered unusual as further Bank Rate cuts were expected in 2025/26. 4.00 4.25 4.50 4.75 5.00 5.25 5.50 5.75 6.00 Bank Rate vs term SONIA rates % 2.4.24 - 31.03.25 Bank Rate SONIA 1 mth 3 mth 6 mth 12 mth FINANCIAL YEAR TO QUARTER ENDED 31/03/2025 Bank Rate SONIA 1 mth 3 mth 6 mth 12 mth High 5.25 5.20 5.21 5.20 5.17 5.08 High Date 02/04/2024 03/05/2024 27/06/2024 17/04/2024 31/05/2024 30/05/2024 Low 4.50 4.45 4.45 4.36 4.28 4.15 Low Date 06/02/2025 12/02/2025 04/03/2025 31/03/2025 31/03/2025 10/02/2025 Average 4.95 4.90 4.88 4.82 4.72 4.54 Spread 0.75 0.75 0.76 0.85 0.89 0.93 Page 100 of 482
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Bank Rate reductions of 0.25% occurred in August, November and February, bringing the headline rate down from 5.25% to 4.50%. Each of the Bank Rate cuts occurred in the same month as the Bank of England publishes is Quarterly Monetary Policy Report, therein providing a clarity over the timing of potential future rate cuts. As of early April 2025, market sentiment has been heavily influenced of late by President Trump’s wide-ranging trade tariffs policy. Commentators anticipate a growing risk of a US recession, whilst UK GDP is projected by the Office for Budget Responsibility to remain tepid, perhaps achieving 1% GDP growth in 2025/26. Looking back to 2024/25, returns in excess of 5% were able to be achieved for all periods ranging from 1 month to 12 months in the spring of 2024, but by March 2025 deposit rates were some 0.75% - 1% lower. That is not to say that investment choices were straight-forward. Concerns over rising inflation after the Autumn Statement in October led to reduced expectations for Bank Rate to fall. Indeed, the CPI measure of inflation is expected to reach c. 3.75% by the autumn of 2025, which could provide for some presentational issues for a Bank whose primary mandate is to ensure inflation is close to 2% on a two-to-three-year timeframe. At the end of March, only two further rate cuts were priced into the market for 2025 (to fall to 4.00% by December 2025). A week later and sentiment has changed dramatically in the wake of the equity market sell-off to the extent that markets now expect three Bank Rate reductions between May and December 2025 (Bank Rate to fall to 3.75% by December 2025). Page 101 of 482
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9. Funds on Deposit Outturn for 2024/25 Deposit Policy:- The Council’s policy for placing deposits is governed by Scottish Government Investment Regulations, and the requirements of the CIPFA Prudential and Treasury Management Codes, which have been implemented in the annual investment strategy approved by the Council on 27 February 2024. This policy sets out the approach to the considerations when placing deposits, specifically security, liquidity and then yield (in that order) and sets out the approach for choosing counterparties based on their credit strength, and for financial institutions is based on credit ratings provided by the three main credit rating agencies supplemented by additional market data (such as rating outlooks, credit default swaps, bank share prices etc.). The activity during the year conformed to the approved strategy, and the Council had no liquidity difficulties. The position at 31 March 2025 was as follows:- * As at 31 March 2025 by MUFG Clients Deposits placed by the Council:- The Council maintained an average balance of £48.386 million of instant access and fixed term deposits, earning an average rate of return of 5.03%. The comparable performance indicator2 is 4.82%. 2 3 month forward uncompounded SONIA (Sterling Overnight Index Average) which reflects the weighted average duration of the Council’s portfolio for the year Counterparty Principal Outstanding 31 Mar 2025 £000's Security Long/Short Term Rating (Colour) Yield UK Local Authority Investment* £000's Bank of Scotland 518 AA-/F1+ (Orange) 4.34% 162,087 Royal Bank of Scotland 1 A+/F1 (Orange) 2.50% 21,221 Handelsbanken 19 AA/F1+ (Orange) 4.34% 129,896 MMF - Aberdeen Liquidity Fund 10,982 AAAmmf (Yellow) 4.53% 1,118,170 MMF - Federated 51 AAAmmf (Yellow) 4.53% 704,965 MMF - LGIM 14,913 AAAmmf (Yellow) 4.56% 548,057 Total Deposits 26,484 4.54% 2,684,395 Instant Access Money Market Fund Instant Access Money Market Fund Table 11: Breakdown of Deposits by Counterparty at 31 March 2025 Liquidity Instant Access Call Account Instant Access Call Account Instant Access Call Account Instant Access Money Market Fund Page 102 of 482
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10. Performance Measurement One of the key requirements in the Code is the formal introduction of performance measurement relating to investments, debt and capital financing activities. Loans Fund Rate Combining the interest paid (earned) on external debt (deposits) with charges for premiums written off and internal interest allowed into an average Loans Fund Rate, Midlothian’s result of 2.08% for 2023/24 was the 2nd lowest Loans Fund Rate amongst all mainland authorities in Scotland, as reported previously to Council. The comparative Loans Fund Rate for 2024/25, of 2.73%, is once again expected to be one of the lowest when benchmarked against all mainland authorities in Scotland (note that at present, these benchmark figures are not yet available). Deposit Benchmarking The Council participates in the Scottish Investment Benchmarking Group set up by its Treasury Management Consultants, Link. This service provided by Link provides benchmarking data to authorities for reporting and monitoring purposes, by measuring the security, liquidity and yield within an individual authority portfolio. Based on the Council’s funds on deposit as at 31 March 2025, the Weighted Average Rate of Return (WARoR) on deposits of 4.54% against other authorities is shown in the graph below:- As can be seen from the above graph, Midlothian is performing in line with the Link model benchmarks (red to green lines). Population Returns against Model Returns Actual WARoR Model WARoR Difference Lower Bound Upper Bound Performance 4.52% 4.65% -0.13% 4.50% 4.80% Inline Midlothian Council Midlothian Council 3.00% 3.25% 3.50% 3.75% 4.00% 4.25% 4.50% 4.75% 5.00% 5.25% 5.50% 5.75% 6.00% 4.00% 4.25% 4.50% 4.75% 5.00% 5.25% 5.50% 5.75% 6.00% Actual WARoR Model WARoR Upper Return Lower Return Peer Returns Portfolios within +/- 2% Benchmarking Group 6 Midlothian Council Page 103 of 482
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Debt Performance Whilst deposit performance criteria have been well developed and universally accepted, debt performance indicators continue to be a more problematic area with the traditional average portfolio rate of interest acting as the main guide. In this respect, the relevant figures for Midlothian are incorporated in the table in Section 3. Page 104 of 482
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11. Conclusion The Council’s overall cost of borrowing continues to benefit significantly from the approved strategy and the proactive Treasury Management activity undertaken. The weighted average cost of long term borrowing has risen marginally during the year, reflective of the borrowing undertaken at prevailing Gilt Yields during the year. Tenor of borrowing has been kept short on the market expectation that the current plateau in Gilt Yields will gradually reduce over the coming 2-3 years. A better than average return on deposits has been achieved for the twenty first consecutive year and Midlothian continues to perform in line with the Link model benchmarks. Overall Midlothian’s Loans Fund Rate of 2.73% for the year is expected to be one of the lowest when benchmarked against all mainland Authorities in Scotland. Page 105 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.5 Medium Term Financial Strategy – 2026/27 to 2028/29 Report by David Gladwin Chief Financial Officer and Section 95 Officer Report for Information 1 Recommendations a) Note that the Business Transformation Steering Group (BTSG) will continue to consider measures necessary to support delivery of a balanced Medium Term Financial Strategy (MTFS) before any policy measures are presented to Council. b) Note the recommendation from the best value audit report on transformation that the Council recognises that it is operating in a fiscally challenging environment and now needs to find a way to accelerate progress on the remaining projects within the Transformation Blueprint with the resources it has available. c) Note the MTFS planning assumptions set out in the report (sections 4.1 to 4.3). d) Note that the budget gap for 2026/27, incorporating the planned use of service concession retrospection and an indicative 9% annual Council Tax increase is projected to be £2.452 million, rising to a projected £10.131 million by 2028/29 (section 4.1). e) Note the urgent need to address the gap between recurring expenditure and recurring income (section 5). and f) Otherwise note the remainder of the report. Date: 5th June 2025 Report Contact: David Gladwin Chief Financial Officer and Section 95 Officer David.gladwin@midlothian.gov.uk Page 107 of 482
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2 2 Purpose of Report / Executive Summary 2.1 The report sets out the outcome of a review of the Council’s financial planning assumptions which point to a projected budget gap of £2.452 million in 2026/27 rising to £10.131 million by 2028/29. 2.2 Pressure on budgets across the public sector is severe and as the fastest growing Local Authority in Scotland the impact is intensified in Midlothian. Population projections show a continued high level of growth in Midlothian through to 2043. 2.3 There is a significant underlying funding gap of 6.545 million (2% of expenditure) in 2026/27 rising to £10.131 million by 2028/29 (2.9% of expenditure) that will impact on what services the Council can continue to deliver and how they are delivered. Reprioritisation and redesign are crucial to balancing the MTFS and immediate action is needed. 3 Medium Term Financial Strategy 2026/27 to 2028/29 - Background 3.1 The aim of the MTFS is to provide a multiyear financial strategy aligned to the Council’s Strategic Plans. It seeks to support the Council in fulfilling its statutory duty to set a balanced budget and determine Council Tax levels annually with a key aspect being ongoing financial sustainability for the Council where recurring costs are matched by recurring income. 3.2 Council last considered the MTFS on 25th February 2025 when the 2025/26 budget was approved. To reach a balanced budget, approval was granted for a 10% increase in Council Tax levels for 2025/26, use of £4.093 million of service concession retrospection and a £0.163 million use of Reserves. Economic Commentary 3.3 In terms of economic growth measured by Gross Domestic Product (GDP), a modest increase of around 1% is seen in 2025 with prospects through to 2027 remaining at that level. 3.4 The last published inflation figures, at the time of writing this report, were for April 2025. Consumer Price Index (CPI) rose by 0.9% from March figures to 3.5%. The hike was largely due to rises in regulated energy prices and the impact of some higher taxes. Some areas of inflation remain well above the Bank of England target of 2%. 3.5 Interest rates (Bank of England Base rate) reduced by 0.25% in May bringing them to down to 4.25% from the high of 5.25%. A further 0.25% reduction is forecast later in 2025 with further projected falls to 3.5% in the first half of 2026. 3.6 Wage increases have outstripped inflation in recent times. The Scottish Government published their Public Sector Pay Policy for 2025/26 which runs through to 2027/28 with an annual pay metric of 3% per annum. Page 108 of 482
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3 3.7 The UK Governments Spending Review is on the 11th June 2025.The Scottish Government are due to publish their own Medium Term Financial Strategy, including an update on draft tax strategy, on Wednesday 25th June. 4 Budget Projections 4.1 MTFS Budget projections were last presented to Council in February 2025. Projections have been re-worked based on updated data and assumptions. Revised figures are shown in table 1 below. Table 1: MTFS Projected Gap to 2028/29 2026/27 £m 2027/28 £m 2028/29 £m Opening Budget Gap 0.000 2.452 6.466 Use of Reserves to balance the 2025/26 budget 0.163 Retrospective Service concessions 4.093 4.093 2.581 Revised Opening Budget Gap 4.256 6.545 9.047 Pay Inflation 6.531 6.727 6.929 Utilities and other Contractual inflation 2.055 1.887 1.932 Provision for School Roll Increases 1.000 1.000 1.000 Loan Charges 3.317 4.511 0.640 Reinstatement of MIJB one-off funding (1.100) Council Tax Reduction Scheme 0.549 0.532 0.359 Council Tax Band D number increase (1.120) (1.221) (1.319) Scottish Government Grant – increased share (1.065) (1.160) (1.160) Scottish Government Grant – LEIP Funding (2.404) (2.025) Other (0.588) (0.433) (0.456) Gross Gap 13.835 15.984 14.947 Full year impact of 23/24 approved savings measures (0.212) 0.000 0.000 Transformation Blueprint Savings (0.134) (0.093) Fees and Charges increase (0.350) (0.350) (0.350) Gap after savings 13.139 15.541 14.597 Council Tax Rate increase (9%, 8%, 5%) (6.594) (6.494) (4.466) Gap after Council Tax increase 6.545 9.047 10.131 Utilisation of Reserves Retrospective Service Concessions (4.093) (2.581) Budget Gap to be addressed 2.452 6.466 10.131 4.2 Projections are based on some key planning assumptions which will undoubtedly change due to economic factors, Scottish Government funding decisions, pay awards and local cost pressures. The main assumptions included in the figures above are: • Council Tax increases of 9% in 2026/27, 8% in 2027/28 and 5% in 2028/29 with corresponding increases in Council Tax Reduction Scheme payments. • Household growth in Midlothian generating additional Council Tax income. • A flat cash overall Scottish Government Grant settlement to support existing services and an assumption that any new or enhanced Scottish Government policy requirement will be fully funded. • An increasing share of Scottish Government Grant funding for Midlothian as population-based indicators continue to grow relative to other Councils with an assumption that funding floor remains at the 2025/26 level. Page 109 of 482
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4 • Pay Inflation of 3% in all years which is in line with Scottish Government public sector pay policy. This is based on the working assumption that any pay award more than this will be funded by the Scottish Government. Every 1% increase equates to a cost change of approximately £2.2 million. • A continuation of the Employers Superannuation contribution rate (excluding Teachers) at 17.6%. The next triennial revaluation is due in 2026 and may provide opportunity to further reduce contribution rates. • Inflation provision of 3% for contracts where inflation uplifts are an integral part. • A general provision for demographic growth in learning settings. • Borrowing costs in-line with the most up to date approved version of the General Services Capital Plan with Learning Estate Infrastructure Program (LEIP) revenue funding aligned to expected delivery timescales of supported projects. Any further approvals of capital projects, unless fully funded by grant or other external funding, will result in an increase in loan charges and possibly also infrastructure running costs from those figures shown in table 1. • Full delivery of savings measures previously approved by Council. • An increase in funding provided to Midlothian Integration Joint Board (MIJB) to cover pay increases and inflationary costs. 4.3 The main areas of sensitivity are outlined in table 2 below. Table 2: Impact on MTFS of changing assumptions Budget Area Change Impact on budget gap (£m) Scottish Government Grant 1% +/- 2.4 Council Tax 1% +/- 0.7 Pay 1% +/- 2.2 Contractual Inflation 1% +/- 0.7 MIJB Funding Flat Cash - 1.4 4.4 Assumptions will all be reviewed and updated as we move through the budget process and Members will be updated on a regular basis. Scottish Government Funding 4.5 The First Minister set out his Programme for Government for 2025 to 2026 on 6th May 2025. It’s focus was on growing the economy, eradicating child poverty, tackling the climate emergency and ensuring high quality and sustainable public services. Page 110 of 482
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5 4.6 The Scottish Government will publish its Medium Term Financial Strategy on Wednesday 25th June 2025. This will be a look ahead at the trajectory for Scotland’s public spending and government spending priorities with forecasts produced by the Scottish Fiscal Commission. It remains unknown when Councils will be advised of funding through the Local Government Finance Settlement. Initial figures are normally provided in December with near final figures late-January the following year. 4.7 It is clear from commentary that the Scottish Government face a challenging public finance outlook driven by rising demand and cost pressures and that all areas of the public sector are seeing difficult financial challenges. 4.8 One of the most significant assumptions in table 1 above is on Scottish Government Grant funding. MTFS forecasts in recent years have assumed a flat cash grant settlement and this has been closely aligned to the actual position. However, the position in 2025/26 changed with Councils receiving an uplift of £289 million broadly equating to funding equivalent to inflationary costs. If funding for 2026/27 to 2028/29 was to be more than the cash flat assumption the impact of this, based on scenarios of a £150m increase and a £300m increase, on projected budget gaps is shown in table 3 below. Table 3: Financial Outlook 2025/26 to 2028/29 – Adjusted for additional Scottish Government Funding 2026/27 £m 2027/28 £m 2028/29 £m Scenario 1 Budget Gap per Table 1 above 2.452 6.466 10.131 Scottish Government funding – additional £150 million per annum (2.728) (5.455) (8.183) Revised Budget Gap / (surplus) (0.276) 1.011 1.948 Scenario 2 Budget Gap per Table 8 above 2.452 6.466 10.131 Scottish Government funding – additional £300 million per annum (5.455) (10.910) (16.365) Revised Budget Gap / (surplus) (3.003) (4.444) (6.234) 4.9 Whilst useful to understand the impact of changes in Scottish Government funding, the situation persists where detail is not known to Councils until approximately two months before future year budgets are set thus making financial planning extremely difficult. Discussions on a multi-year Scottish Government funding settlement and the use of a Fiscal Framework to deliver this have not been concluded. A positive outcome to these discussions will bring much more certainty to Councils financial planning. Page 111 of 482
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6 Scottish Government / COSLA Partnership Agreement 4.10 On 30th June 2023 COSLA and the Scottish Government signed a new Partnership Agreement (the Verity House Agreement) setting out a vision for a more collaborative approach to delivering a number of shared priorities. The agreement includes a commitment to improved budgetary engagement and specifically agreement, by September 2023, of a principle-based fiscal framework between the Scottish Government and Local Government. 4.11 Discussions on facets of the Verity House Agreement continue with limited tangible impact to date on the flexibility that Councils require to help tackle severe financial challenges in a way that fits with local priorities. 5 Measures to Balance the Medium Term Financial Strategy 5.1 As part of the 2025/26 budget setting process, Officers prepared a range of possible savings measures and ran a Public Consultation exercise from 10th October 2024 to 20th November 2024. Council on 25th February 2025 approved some of these savings proposals to help balance the 2025/26 budget. 5.2 Council on 27 June 2023 approved the Council Transformation Blueprint. The five themes are: • Following the Money. • 21st Century Workforce. • Commercialisation and Income Generation • Workplaces of the Future. • Multi-Agency Transformation. 5.3 Work on the blueprint involves a series of short and focused projects, described as sprints, to be phased over several years. The dashboard that is managed by the Business Transformation Board and subsequently shared with BTSG as a matter of course. 5.4 Work on the blueprint is progressing and in some areas there is a strong likelihood of achieving cost savings or generating additional income which will contribute to bridging the 2026/27 budget gap. However, at this point it is too early to attach a value to this work and although there will be some operational efficiencies which can be delivered without requiring approval from Council it remains the case that much of the delivery will require elected member approval. 5.5 In June 2025, Audit Scotland completed their Best Value Review of Midlothian’s Transformation Programme and highlighted that the Council recognises that it is operating in a fiscally challenging environment and now needs to find a way to accelerate progress on the remaining projects within the Transformation Blueprint within the resources it has available. 5.6 Based on the projected budget gap for 2026/27 and the range of savings measures that are currently in play, it is clear that, in the Page 112 of 482
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7 absence of significant additional government funding, savings emanating from the Transformation Blueprint may not be sufficient, at least in the short-term, to plug budget gaps. 5.7 The Chief Executive, Executive Directors and the Chief Financial Officer & Section 95 Officer discussed the main challenges at their meeting on 4th June and agreed to prioritise, from the budget consultation savings templates, those savings options which may need to be focused on by BTSG during the course of 2025/26 in order to secure recurring savings. 6 Next Steps 6.1 Public engagement will take place at the appropriate point on new savings options with the outcome reported back to Council. Engagement will continue throughout with recognised Trade Unions. 6.2 The scheduled meetings of the Business Transformation Steering Group and Council will support approval of the MTFS and decisions required to finalise the 2026/27 budget at Council on 24th February 2026. 6.3 As Council Tax funds the gap between expected income and expenditure, it is necessary to first identify the proposed expenditure to determine the resulting gap that Council Tax needs to fund. If no other action is taken to redress any shortfall, then the Council Tax has to be set at a rate that will do so, otherwise the budget will not balance. Accordingly, Council Tax decisions should not be taken in advance of other budget decisions. Midlothian Integration Joint Board 6.4 The Chief Officer and Chief Financial Officer of the MIJB will continue to be kept updated on the Council’s budget position and are engaged in the development of the MTFS. 6.5 The planning assumptions for the indicative budget to be delegated to MIJB for 2026/27 together with future years indicative allocations have been prepared based on a funding increase for both pay and contractual inflation. However, it will only be possible to formulate a formal offer for the IJB once the annual grant settlement is available and the quantum of any additional monies for delegated activities and any conditions attached to the settlement are known. 6.6 MIJB overspent in the previous two financial years and have benefitted from a £2.680 million and £4.1 million increase in non-ring-fenced funding from Midlothian Council in financial years 2024/25 and 2025/26 respectively. MIJB is working through a financial recovery plan to keep 2025/26 costs within budget. Failure to do so brings further risk to partner budgets. 6.7 The acute financial pressure faced by IJBs across Scotland has featured frequently in recent national commentary most notably by Page 113 of 482
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8 Audit Scotland, who in March 2025, reported the sector position to the Accounts Commission. 6.8 BTSG will be asked to consider the formal offer arising from the settlement when it meets in January 2026 and this will inform part of the final budget recommendations to Council. 7 Report Implications (Resource, Digital and Risk) 7.1 Resource Whilst this report deals with financial issues there are no financial implications arising directly from it. 7.2 Digital The adoption of digital solutions is a central strand of the Medium Term Financial Strategy. 7.3 Risk Within any financial projections there are inherent risks in making assumptions to arrive at figures and also a risk of costs changing significantly or new pressures emerging. The following key risks and issues are highlighted in the context of this report: • Uncertainly over the Scottish Government’s and Council’s financial position. • The economic outlook and decision by Scottish Government on future years grant settlements and grant distribution. • Impact of UK Government budget announcements and any associated policy revision. • The risk to service provision and service users associated with a continued decline in available resources to fund services. • Future years Public Sector pay policy and current and future year pay award settlements. • Actual school rolls varying from those provided for in the budget. • The impact of the wider economic climate on range of factors including: inflation, interest rates, employment, tax and income levels and service demands. • Cost pressures, particularly demographic demand, exceeding budget estimates. • The reform of public services and the implications for the National Care Service (Scotland) Bill. • The impact of any changes to benefits. • The cost of implementing national policies varying from resources provided by Government. • Potential liabilities arising from historic child abuse. • The financial sustainability of MIJB. • The affordability of borrowing to support capital investment; and Page 114 of 482
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9 • Ability to continue to meet the expectations of communities within a period of fiscal constraint. Developing and updating a MTFS is key to support the mitigation of a number of these risks by setting out the key assumptions on which forward plans are based. The risk of not having a balanced MTFS is the potential elimination of available reserves, which in turn would severely limit the Council’s ability to deal with unforeseen or unplanned events and also the imposition of significant cuts at short notice with limited opportunity for consultation. Early agreement of the measures required to balance the 2026/27 budget is crucial. 7.4 Ensuring Equalities The MTFS together with the resource allocation measures which will support financial sustainability will, as far as the constraint on resources allow, be developed within the context of the Council’s priorities, ensuring as far as possible that resources are directed towards the key priorities of reducing inequalities in learning, health and economic circumstance outcomes. The MTFS will continue, as far as is possible, to reflect Midlothian Council’s commitment to the ethos of the Equality Act 2010 with careful consideration of the interests of the most vulnerable in our communities through the preparation of equality impact assessments. Individual Integrated Impact Assessments (IIA) will be published in respect of future policy savings measures and an overarching IIA will be published alongside the MTFS report presented to the Council meeting in February 2026. 7.5 Additional Report Implications See Appendix A Appendices APPENDIX A – Report Implications Page 115 of 482
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Appendix A A.1 Key Priorities within the Single Midlothian Plan The MTFS facilitates decisions on how Council allocates and uses its available resources and as such has fundamental implications for delivery of the key priorities in the Single Midlothian Plan. It helps ensure that resources are available to continue to delivery key priorities. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on delivering Best Value. A.5 Involving Communities and Other Stakeholders The development of the MTFS provides for public engagement. In addition, there has been and will continue to be, engagement with the recognised Trade Unions on the Council’s financial position and the development of the MTFS. A.6 Impact on Performance and Outcomes The MTFS facilitates decisions on how the Council allocates and uses its available resources and as such has fundamental implications for service performance and outcomes. The financial consequences of the pandemic have impacted on the availability and allocation of resources in pursuit of key outcomes as set out in the Single Midlothian Plan for both the immediate and longer term and therefore the ability of the Council to continue to deliver services in a financial sustainable manner. A.7 Adopting a Preventative Approach Page 116 of 482
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11 An effective Strategic plan supported by a MTFS will support the prioritisation of resources to support prevention activities. A.8 Supporting Sustainable Development There are no direct sustainability issues arising from this report and work will take place to mitigate any sustainability issues which arise as a consequence of the MTFS. Page 117 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.6 Cost of Living Supports Report by Fiona Robertson, Executive Director Children, Young People and Partnerships Report for Decision 1 Recommendations Council is requested to approve the following Cost of Living Task Force (COLT) recommendations: • Agree the request for £227,167 funding for 25/26 which includes scope for 5 regular or portable sized Virtual Expert Remote Advice (VERA) or more portable versions to be funded from Covid recovery funds earmarked in the General Fund Reserve. • Agree that the cost-of-living funding is considered as part of the medium-term financial strategy for 26/27 equating to £230,000. • Note £54,276 funding has been secured in 24/25 from the Tyne and Esk Local Action Group for Midlothian food projects. • Note £20,000 of community benefits and match funding has been secured via Destination Hillend Project for fuel poverty interventions delivered by Changeworks. 2 Purpose of Report/Executive Summary The purpose of this report is to provide Midlothian Council with an update on the current cost-of-living related funded projects for noting. The report also seeks council approval for funding as outlined in the report which could support Midlothian residents until 31st March 2026. Finally, the report recommends that Council consider continued funding until 2027 as part of the Medium-Term Financial strategy going forward. Please note that due to preventative work we have been able to reduce the prospective funding requested by 53%, not including the additional contingency/development fund of £20,000. Date 29thth May 2025 Report Contact: Annette Lang, Group Service Manager (CP/CLLE) annette.lang@midlothian.gov.uk Page 119 of 482
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2 3 Background 3.1 On 25th June 2024, Council agreed funding of £462,500 to support mitigation and prevention actions to reduce poverty detailed in the table below. On 29th January 2025 COLT agreed the reprofiling of the existing funding up to end of May 2025. The proposed costings/projections for 25/26 have been detailed below for each intervention, with an indication of the potential top 4 priorities. Project Agreed 25/6/24 Proposed Costing for 25/26 (9 months) Continuation of Trusted Partners model (Priority 1 as no other funding available) £159,500 £80,000 (£39,000 remaining from June 2024 allocation) Continuation of Food / Pantry Fund £30,000 £14,000 (based on £2,000 per pantry including an allocation for the Bonnyrigg and Danderhall pantries) Holiday food vouchers for Midlothian Foodbank £15,000 £12,500 to cover school holiday periods in 25/26 (£3,000 underspend from Easter 2025 will be added to this) Care Support Scotland (formerly With You) Previous carry forward £30,000 £8,000 (After reallocation agreed 29th Jan 2025 still approx £20,000 to allocate) School Trusted Partner Model (Priority 3) £64,000 £12,000 (£14,500 remaining to be allocated from current fund) CLLE Discretionary Food/Essentials Fund £10,000 £3,000 (approx. £5,000 remaining to be allocated from current funding) Central Food Coordinator £65,000 £0 Page 120 of 482
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3 and Storage Income maximisation workers (Priority 2 due to demand) £64,000 £42,667 (1st August 2025 – 31st March 2026 (8-month figure) Warm and Well Hubs (Priority 4) In 24/25 spend has been approximately £6,250 per quarter £20,000 Total Projections (note the financial amount for 24/25 was £487,500 including warm and well hubs). Allocation left as of 23rd April 2025 is £81,500 but will reduce as we progress into May 25) £192,667. Additional new preventative work VERA £5,000 for a regular sized unit, £2,000 for a smaller unit Based on purchasing 5 units - £25,000 or £10,000 Contingency/developmental To respond to further identified gaps or changing cost of living needs £20,000 TOTAL £227,167 3.2 Update on new interventions and additional funding secured to support Midlothian residents through the cost-of-living crisis and Midlothian Foodbank The trial of Penicuik Library acting as an emergency food pick up point for single people referred to Midlothian Foodbank, reducing the need for travel to Gorebridge, has worked well. There is a need to promote amongst referrers, but we plan to continue the pilot and look at the potential to expand to Danderhall and Lasswade libraries if there is demand. Tyne Esk LAG Funding £54,276 was secured in 2024/25 to support 15 Midlothian organisations supporting older people, food insecurity and community lunches. Dalkeith organisations were not eligible for this funding as the criteria for the funding is for rural areas as defined by the fund guidelines. Midlothian Food Pantry Network Six pantries so far have signed up to the Midlothian Pantry Network. Due to a change in funding arrangements for the pantries operated by the Cyrenians in Bonnyrigg and Danderhall they are now run independently and have been linked into the network. This will provide these pantries with support, signposting, training and developing their pantry model. In January and February 2025, 354kg and 1,075kgs of food waste was distributed via the Network. The Network held their first official food drive on the first weekend in March 2025 and gathered 624kg of food donations which has been split between Gorebridge, Newtongrange Page 121 of 482
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4 and Central Dalkeith and Woodburn pantries (Mayfield and Easthouses had already held a food drive so did not take a share this time round). Whilst the Network is already having a positive impact, we recognise there is still a need to invest in the individual pantries. Changeworks £10,000 funding has been secured through the community benefits received from the Destination Hillend Project for providing winter warmth measures for vulnerable households across Midlothian. These measures will include heated blankets, draught proofing, thermal curtains, and winter duvets. This is estimated to reach about 140 people within Midlothian. This fund works in partnership with an anticipated contribution of £10,000 from SGN to provide fuel vouchers. Revenues outreach work As part of ongoing outreach work, the Revenues Team have been trialling advice drop-ins across the county where support can be provided on Scottish Welfare Fund, Discretionary Housing Payment, Council Tax and Housing Benefit. Arrears staff are also on hand to discuss repayment plans for people struggling with rent, council tax and other household financial pressures. Footfall has been mixed across the locations, high footfall at Penicuik Food Fact Friends, Central Dalkeith & Woodburn Pantry and Loanhead Library. There have been no queries at Gorebridge, Lasswade, Danderhall and Newbattle Library drop-in sessions so these will not be the focus going forward but will be revisited at a later date. In response to demand, regular monthly sessions are now organised for Central Dalkeith and Woodburn Pantry, Gorebridge Beacon, Penicuik Food Fact Friends and Loanhead Library. The communications campaign to raise awareness and promote successes has started, information was issued with the annual council tax bills and leaflets are out in community settings. 3.3 Request for funding for 2025/26 Trusted Partner model: funding for the current Trusted Partner model has been secured until the end of June 2025. £80,000 is requested to continue to fund the model until the end of March 2026. This is based on using the average number of monthly allocations made in 2024. Food Pantry/Fund: funding of £14,000 to seven individual pantries. Care Support Scotland (formerly With You): £8,000 to continue cash first supports for residents. Holiday food vouchers: £12,500 for Midlothian Foodbank to provide vouchers for school holidays in 2025 on condition that it is clear on the referral form that vouchers are only as an alternative to emergency food provision, that the referral partner has checked they are receiving Page 122 of 482
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5 income maximisation support and that all other sources of funding have been explored. • Trusted Partner model – school expansion: 7 schools are now signed up as Trusted Partners: Lasswade High School, Hawthornden Primary School, Danderhall Primary School, Burnbrae Primary School, Stobhill Primary School, Woodburn Primary School and Saltersgate. £12,000 to continue the model. • Income Maximisation Officers: £42,667 to continue to provide an additional 2 FTE Income Maximisation Officers employed by CAB to deliver Income Maximisation support. This funding would support this work until the end of March 2026. From July 2024 to end of Jan 2025, 455 clients were supported with a financial gain of £619,255. The main issues were benefits (change over from ESA to UC), issues resulting from this include assisting with Council Tax Reduction & benefit overpayments from previous benefit claims (e.g. Working Tax Credit/Child Tax Credit, Benefit forms (UC50 & ADP) and relationship breakdowns resulting in splitting UC Claims/ Housing applications. • VERA (Virtual Expert Response Advice): to provide 5 additional VERA units across the county to allow residents to access income maximisation supports and other local services. Larger units cost £5,000, smaller more mobile units cost £2,000. 3.4 Medium Term Financial Strategy (MTFS) Over the last 3 years the Cost-of-Living Taskforce has requested an allocation of funding from Council to offer additional preventative and mitigation measures to our local communities in Midlothian to offset the cost-of-living crisis. As Council review the MTFS for 26/27 and beyond, there is an opportunity to consider the inclusion of any of the existing mitigation and preventative interventions by the Cost-of-Living Taskforce into the Medium-Term Financial Strategy. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource From an analysis of spend and demand over the last 2.5 years it is proposed to reduce the level of funding requested for Cost of Living Task Force preventative and mitigation measures by 53% to £192,667 with the option to allocate funding to expanding the number of VERAs which would take the overall costs to £217,167 and also incorporate £20,000 as a contingency/development fund. Uncommitted Covid Recovery funding is earmarked in the General Fund Reserve and can be utilised to fund costs identified in this report. Page 123 of 482
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6 4.2 Digital None 4.3 Risk Midlothian communities are continuing to face significant challenges due to the cost-of-living crisis and employment related issues which are forecast to continue throughout 2025/26 due to current economic and social pressures. Council has the opportunity to fund a range of supports to aid residents during this time and work to prevent further poverty and inequality. It is not envisaged that the cost-of-living pressures will reduce in 26/27. 4.4 Ensuring Equalities (if required a separate IIA must be completed) All cost-of-living interventions are intended to reduce inequality and tackle poverty. 4.4 Additional Report Implications (See Appendix A) See Appendix A Page 124 of 482
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7 Appendices Appendix A – Additional Report Implications APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The Single Midlothian Plan aims to reduce poverty, inequality and mitigate against the cost-of-living crisis. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The mitigating and preventative actions have been independently reviewed through the Hopkins report and have found to be based on delivering best value using an asset-based partnership model. Income Maximisation work, if viewed as a return on investment, more than covers the £64,000 funding dedicated to income maximisation. A.5 Involving Communities and Other Stakeholders We have utilised feedback from the Citizens Panel, Hackathon and Trusted Partners to design and deliver cost of living interventions. A.6 Impact on Performance and Outcomes Robust tracking is in place across the range of mitigating actions and will continue for 2025/26 for the interventions that are funded. Page 125 of 482
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8 A.7 Adopting a Preventative Approach The request for interventions will directly support preventative measures for Midlothian residents. A.8 Supporting Sustainable Development By utilising a community-based partnership model for the cost of living supports it reduces some of the climate change associated costs, for example being able to access services locally and accessing other climate change services like Changeworks. Page 126 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.7 Midlothian Integration Joint Board – Appointment of Vice-Chair Report by Kevin Anderson, Executive Director, Place Report for Decision 1 Recommendation The Council is invited to appoint a nominee to act as Vice-Chair of the Midlothian Integration Joint Board from the tenth anniversary of the establishment of the Integration Joint Board in August 2025 until the Local Government Elections in May 2027; 2 Purpose of Report/Executive Summary This report invites Council to nominate an elected member to act as Vice- Chair of the Midlothian Integration Joint Board. Date: 27 June 2025 Report Contacts: Alan Turpie, Legal and Governance Manager Email: Alan.Turpie@midlothian.gov.uk Page 127 of 482
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2 3 Background 3.1 Under the Public Bodies (Joint Working) (Scotland) Act 2014, and associated Regulations, Local Authorities and Health Boards were required to jointly submit Integration Schemes for Ministerial approval by 1 April 2015. Following preparation of, and consultation on, a proposed Midlothian Integration Scheme, on 24 March 2015, Midlothian Council authorised the submission of the Integration Scheme to the Scottish Government for approval. The NHS Lothian Board had agreed similarly at its meeting on 4 March 2015. 3.2 The Midlothian Integration Scheme was subsequently submitted to and approved by Scottish Ministers and The Public Bodies (Joint Working) (Integration Joint Board Establishment) (Scotland) Amendment Order 2015 laid before the Scottish Parliament on 29th May 2015, coming into force on 27th June 2015. 3.3 The inaugural meeting of the Midlothian Integration Joint Board was then held on 20th August 2015. 3.4 The “Local Governance Arrangements” for the Midlothian Integration Joint Board are set out in the Midlothian Integration Scheme, an extract of which is shown at Appendix B hereto. Under the Scheme Midlothian Council requires to nominate four Councillors, who will be voting members of the Integration Joint Board. There will also be four non- executive directors nominated by NHS Lothian who will likewise be voting members. 3.5 Following the Local Government elections in 2022, at its meeting of 24 May 2022, the Council nominated 4 elected members as follows: • Councillor Kelly Parry • Councillor Colin Cassidy • Councillor Derek Milligan • Councillor Pauline Winchester The Council appointed Councillor Cassidy as its nominee to act as Vice-Chair. 3.6 Following the resignation of the Depute Provost, at its meeting of 21 March 2023, Council appointed Councillor Connor McManus to replace Councillor Cassidy on the Midlothian Joint Integrated Board. 3.7 At its subsequent meeting of 09 May 2023, Council appointed Councillor McManus as its nominee to act as Vice Chair until the eight anniversary of the establishment of the Midlothian Integration Joint Board and thereafter to act as Chair until the tenth anniversary. No decision was made at that meeting as to the Council’s nominee to act as Vice Chair from the tenth anniversary onwards. 3.8 The tenth anniversary of the establishment of the Midlothian Integration Joint Board will fall on 20th August 2025 and the Council is therefore Page 128 of 482
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3 invited to nominate a member to act as Vice-Chair until the Local Government Elections in 2027, from the current membership (Councillors Parry, Milligan, McManus and Winchester). Disqualifying Criteria 3.9 The Public Bodies (Joint Working) (Integration Joint Boards) (Scotland) Order 2014 also specifies that persons will be disqualified from being a member of an Integration Joint Board if they:- (a) have within the period of five years immediately preceding the proposed date of appointment been convicted of any criminal offence in respect of which they have received a sentence of imprisonment (whether suspended or not) for a period of not less than three months (without the option of a fine); (b) have been removed or dismissed for disciplinary reasons from any paid employment or office with a Health Board or local authority; (c) are insolvent; (d) have been removed from a register maintained by a regulatory body, other than where the removal was voluntary; or (e) have been subject to a sanction under section 19(1)(b) to (e) of the Ethical Standards in Public Life etc. (Scotland) Act 2000 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications arising from this report. 4.2 Digital There are no digital implications related to this report. 4.3 Risk Failure to nominate a Vice-Chair to the Midlothian Integration Joint Board would mean that the Council was not meeting its statutory obligations and this in turn would restrict the Board in fulfilling its statutory duties. 4.4 Ensuring Equalities An equalities impact assessment has not been required in connection with this report. 4.5 Additional Report Implications See Appendix A Page 129 of 482
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4 Appendix A - Additional Report Implications A.1 Key Priorities within the Single Midlothian Plan One of the key objectives of the Integration Joint Board is to have a positive impact on healthy inequalities. This will entail collaborating closely with Community Planning Partners, particularly in targeted work in areas of deprivation. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value There are no direct implications related to this report. A.5 Involving Communities and Other Stakeholders The regulations accompanying the Public Bodies (Joint Working) (Scotland) Act 2014 are quite unequivocal about the importance of working with localities and involving in a meaningful way all key stakeholders. This includes staff, users, family carers, voluntary sector, housing and independent providers of health and social care. Locally a Strategic Planning Group has been established in line with these regulations. Alongside this the Integration Joint Board has taken a particularly strong interest in developing effective mechanisms for communicating with users, carers and the general public. Page 130 of 482
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5 A.6 Impact on Performance and Outcomes The Integration Joint Board will have a duty to publish an annual performance report which measures progress against a suite of nationally agreed outcome indicators. Of critical importance will be those indicators which measure the shift in balance of care reducing delayed discharge and repeat emergency admissions. A.7 Adopting a Preventative Approach In keeping with the Christie Report on the future of public services the move towards integration of health and social care is driven by the recognition that the current model of service delivery will become unsustainable. Preventing ill health and enabling people to recover as far as possible from ill health, whether physical or mental, is a central theme of the strategic direction of the Integration Joint Board A.8 Supporting a Sustainable Development There are no sustainability issues arising from this report. Page 131 of 482
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6 Appendix B Extract from Midlothian Integration Scheme 3. Local Governance Arrangements 3.1 Membership 3.1.1 The IJB shall have the following voting members: a) 4 councillors nominated by the Council; and b) 4 non-executive directors nominated by NHS Lothian, in compliance with articles 3(4) and 3(5) of the Integration Joint Boards Order. 3.1.2 The Parties may determine their own respective processes for deciding who to nominate as voting members of the IJB. 3.1.3 Non-voting members of the IJB will be appointed in accordance with article 3 of the Integration Joint Boards Order. 3.1.4 The term of office of members shall be as prescribed by regulation 7 of the Integration Joint Boards Order. 3.2 Chairperson and Vice Chairperson 3.2.1 The IJB shall have a chairperson and vice-chairperson who will both be voting members of the IJB. 3.2.2 The term of office of the chairperson will be two years, with the Council appointing the first chairperson for the period from the date on which the IJB is established until the second anniversary of that date, and NHS Lothian appointing the second chairperson for the period from the second anniversary of the date on which the IJB is established until the fourth anniversary of that date. 3.2.3 As from the fourth anniversary of the date on which the IJB is established, the power to appoint the chairperson will continue to alternate between each of the Parties on a two-year cycle. 3.2.4 The term of office of the vice chairperson will be two years, with NHS Lothian appointing the first vice chairperson for the period from the date on which the IJB is established until the second anniversary of that date. The provisions set out above under which the power of appointment of the chairperson will alternate between the Parties on a two-year cycle will apply in relation to the power to appoint the vice chairperson, and on the basis that during any period when the power to appoint the chairperson is vested in one Party, the other Party shall have power to appoint the vice-chairperson. 3.2.5 The Parties may determine their own processes for deciding who to appoint as chairperson or vice-chairperson. 3.2.6 Each Party may change its appointment as chairperson (or, as the case may be, vice chairperson) at any time; and it is entirely at the discretion of the Party which is making the appointment to decide who it shall appoint. Page 132 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.8 Midlothian Community Planning Annual Report 2024/2025 Report by Dr Grace Vickers, Chief Executive Report for Approving 1 Recommendations Council is asked to: • Note the Midlothian Community Planning Partnership Annual Report achievements for 2024/2025. Celebrate the strong partnership ethos, leadership and commitment of the community planning partners in Midlothian who have worked together alongside community members to improve outcomes. • Approve a change in the reporting format for 2025/2026 moving from three community planning reports in a year to one collated annual report. 2 Purpose of Report/Executive Summary The purpose of this report is to provide Midlothian Council with an update on the progress the Community Planning Partnership in Midlothian has made during 2024/2025 in implementing the outcomes and targets as set out in the four-year Single Midlothian Plan. It also sets out a rationale for changing the reporting going forward to once per year. Date 26th May 2025 Report Contact: Annette Lang, Group Service Manager (CP/CLLE) annette.lang@midlothian.gov.uk Page 133 of 482
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2 3 Background 3.1 The annual report for the Single Midlothian Plan 2023 – 2027, focuses on year two 2024/2025. The Single Midlothian Plan outlines how we will meet the needs of our local communities and brings together all the priorities for Midlothian into one place. It shows how the Public, Private, Voluntary sectors and local communities will work together to make improvements. They will do this by improving outcomes with individuals and communities, promoting preventative approaches that reduce demand for public services and working with communities to increase their influence in decision making. Our priority outcomes for the 4-year period are: • Individuals and communities have improved health and learning outcomes • No child or household should live in poverty • Significant progress is made towards net zero carbon emissions by 2045 The purpose of this annual report is to provide our governance groups, communities and stakeholders with an update on our progress towards the actions in the Single Midlothian Plan. The reporting period for this document is from April 2024 until the end of March 2025. This report shows the actions for each outcome with targets and updates on progress. We have reported on the actions underway or due to take place in year 2 of the Single Midlothian Plan. A proportion of the Single Midlothian Plan Actions only take place in years 3 and 4. Within the annual report there is a two-page executive summary. The vision for the plan is that: By working together as a Community Planning Partnership, individuals and communities will be able to lead healthier, safer, greener and successful lives by 2030. No child or household need live in poverty. Midlothian will be a Great Green Place to Grow by achieving our net zero carbon ambitions. The annual report demonstrates that positive progress is being made across all seven themes of community planning with the majority of outcomes and actions being on target. There are some key areas which have not progressed at the pace envisaged or others which have been realigned due to the changing context and resources available. In addition, The Midlothian Community Planning Partnership undertook a self-evaluation in 2024/2025, as part of the national Community Planning Self Evaluation coordinated by the improvement service. Page 134 of 482
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3 Further information on Community Planning Nationally can be found at the following link: Community Planning | Improvement Service. The key strengths of the Midlothian Community Planning partnership were self-assessed as being: • Shared Leadership of Community Planning in Midlothian • Community Engagement and Capacity Building • Governance and Accountability • Reporting of Performance Management and Outcomes • The Impact that Community Planning is having in Midlothian by working together to improve outcomes with Communities. The annual report gives us time to reflect on the good work undertaken by all partners, stakeholders, the third sector and community members. Continuous improvement in how we work as a partnership is crucial and invaluable therefore going forward as a partnership, we have identified two areas for targeted attention over the next year as part of our self-assessment these are: • Review resource sharing arrangements within the Midlothian Community Planning Partnership to support the achievement of the Single Midlothian Plan. • Consider how partners can improve the sharing of data to support the work of the partnership. Finally, we would like to extend our genuine and sincere thanks to local people, stakeholders, partners, the third sector, community activists and researchers who have worked tirelessly to create a strong vision for Midlothian. We have set challenging improvement outcomes and we work together to deliver on these shared endeavours alongside our communities. The Midlothian Community Planning Partnership is looking forward to continuing to develop and expand our partnership over the next 2 years of the Single Midlothian Plan. The Midlothian Community Planning Annual Report is attached in appendix B. Page 135 of 482
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4 Below is a highlight summary of the key achievements: 3.2 Request for changes to reporting to Council for 25/26 Historically the Community Planning Partnership has reported 3 times per year to Council on their progress in implementing the Single Midlothian Plan. As part of the partnership’s improvement journey, they are seeking to streamline reporting and ensure that through reporting mechanisms that fuller information can be disseminated and discussed by Council. Therefore, the partnership is proposing to council that they move to an annual report being presented to council for 2025/2026. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource The community planning partnership has an improvement action to review resource sharing arrangements for 2025/2026. The Council providers the Community Planning Partnership with £10,000 annual budget and the staff time of 1.5 FTE council officer’s time. 4.2 Digital None 4.3 Risk Page 136 of 482
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5 The capacity of partners and the council to deliver on the Single Midlothian Plan continues to be challenged by the current financial climate and short-term external funding arrangements. However, partners continue to strive to deliver on the outcomes and actions to the best of their ability. 4.4 Ensuring Equalities (if required a separate IIA must be completed) N/A to the Annual Report. 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Single Midlothian Plan Annual Report 2024/2025 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The Single Midlothian Plan aims to reduce poverty, inequality and mitigate against the cost-of-living crisis. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Page 137 of 482
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6 Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The Single Midlothian Plan has best value as one of its core principles, is enshrined in legislation through the Community Empowerment Act (2015) and sets out how partners must work together to achieve best value and improve outcomes with communities. A.5 Involving Communities and Other Stakeholders We have utilised feedback from a variety of consultations including with the Citizens Panel, the Midlothian Youth Hackathon, Community Planning Conference attendees and a variety of stakeholders to produce the Single Midlothian Plan for 2024 to 2027. The annual report reflects the work achieved to meet the outcomes as influenced by communities and stakeholders. A.6 Impact on Performance and Outcomes Robust tracking is in place across the range of outcomes and actions, and this will continue for the duration of the Single Midlothian Plan. A.7 Adopting a Preventative Approach Prevention is at the heart of the work the Single Midlothian Plan sets out to do and is evident through the outcomes and targets as illustrated in the annual report. A.8 Supporting Sustainable Development Sustainable development is also a foundation of the Single Midlothian Plan with one of the seven themes dedicated to the environment, other themes where appropriate are also contributing to sustainable development. Page 138 of 482
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Single Midlothian Plan Annual Report 2024/25 April 24 until March 25 Page 139 of 482
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pg. 2 Contents Executive Summary Single Midlothian Plan Year 2 (2024/2025) .......................................... 3 Key Achievements Across Strategic Themes ......................................................................... 3 Introduction .......................................................................................................................... 5 Our Vision .............................................................................................................................. 5 Midlothian Will Be Healthier ................................................................................................ 7 Summary of Successes ....................................................................................................... 8 Summary of Challenges ...................................................................................................... 8 Midlothian will be Safer ...................................................................................................... 13 Summary of Successes ..................................................................................................... 14 Summary of Challenges .................................................................................................... 15 Midlothian will Get It Right For Every Child ........................................................................ 23 Summary of Successes ..................................................................................................... 24 Summary of Challenges .................................................................................................... 29 Midlothian will have a CLD Partnership Plus ...................................................................... 55 Summary of Successes ..................................................................................................... 56 Summary of Challenges .................................................................................................... 56 Midlothian will be Greener ................................................................................................. 71 Summary of Successes ..................................................................................................... 72 Summary of Challenges .................................................................................................... 72 Midlothian will have a wellbeing economy and be better connected ................................ 77 Summary of Successes ..................................................................................................... 78 Summary of Challenges .................................................................................................... 79 Midlothian will work towards reducing poverty ................................................................ 84 Summary of Successes ..................................................................................................... 85 Summary of Challenges .................................................................................................... 85 Conclusion ........................................................................................................................... 97 Page 140 of 482
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pg. 3 Executive Summary Single Midlothian Plan Year 2 (2024/2025) The Single Midlothian Plan 2023–2027 sets out a shared vision for improving the lives of people in Midlothian through collaborative action across public, private, voluntary and community sectors. This annual report provides a detailed account of progress made during Year 2 (April 2024 – March 2025), highlighting achievements, challenges and areas for continued focus across the plan’s seven strategic themes. Key Achievements Across Strategic Themes 1. Midlothian is Healthier, Health and Wellbeing • A system-wide approach to frailty was implemented, including the use of a co-created Frailty Scale and enhanced falls prevention services. • The Emergency Falls Phoneline became fully operational, and over 290 individuals received falls prevention training. • The British Red Cross delivered 93 holistic assessments for people living with frailty. • Challenges included the pausing of the Digital Self-Management Platform due to strategic reprioritisation. 2. Midlothian is Safer, Community Justice • The Women’s Justice Network expanded nationally, supporting gender-specific justice services. • The No11 Allocations Service improved early intervention for individuals leaving prison. • A short film was produced with Edinburgh College to raise awareness of the justice system’s impact on families. • Challenges included staff turnover and overly prescriptive action plans. 3. Children and Young People (GIRFEC) • The GIRFEC Plan 2023–2026 progressed with 125 partners across 58 organisations. • Trauma-informed training reached over 1,400 professionals. • A pilot for a Single Point of Access for mental health and wellbeing support was developed. • A neurodevelopmental pathway was aligned with national strategy. • Whole Family Wellbeing and transitions support were strengthened. • Data gaps and funding uncertainties remain key challenges. 4. CLD Partnership Plus – Youth Work, Adult Learning, Employability and Community Capacity Building • Employability programmes exceeded targets, with strong outcomes for parents and young people. • The Community Learning and Development Partnership Strategy and Plan was approved. • Paid placements with NHS Lothian and Midlothian Council led to 75% job success rates. • Foundation Apprenticeships and digital skills training expanded. Page 141 of 482
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pg. 4 • Challenges include funding uncertainties and the impact of increased employer costs. 5. Midlothian is Greener, Climate and Sustainability • The Midlothian Climate Action Hub was established. • Progress was made on freshwater education, active travel promotion, and peatland engagement. • A Climate Strategy refresh is underway, aligned with national guidance. • Resource constraints and funding volatility are challenging. 6. Wellbeing Economy and Connectivity • A Community Wealth Building (CWB) Delivery Plan was developed with 22 active and 17 new actions. • Enterprise hubs were launched in SIMD areas, and outreach sessions supported entrepreneurship. • A dedicated online space for social enterprise was created. • Challenges included low referral rates and limited capacity for continued outreach. 7. Tackling Poverty • Over £7.5 million in financial gains were secured for residents via Penicuik and Dalkeith Citizen Advice Bureaus services. • The Midlothian Food Pantry Network redistributed over 2,200 kg of food waste. • Trusted partners, including schools, provided cash-first support to families and individuals with 1,178 incidences of supports recorded. • Ethnographic peer researchers have published their findings and recommendations to support the cost of living approaches in Midlothian. • Challenges include increasing living and operating costs, benefit uptake and sustainability of funding. Looking Ahead The Midlothian Community Planning Partnership has identified two key areas for improvement: 1. Resource Sharing – Reviewing how resources are shared across the partnership to better support delivery. 2. Data Sharing – Enhancing data sharing to inform decision-making and improve outcomes. Conclusion This report reflects the collective efforts of hundreds of individuals and organisations working together to make Midlothian a healthier, safer, greener, and more inclusive place to live. While challenges remain, the commitment to continuous improvement and community collaboration remains strong. We extend our sincere thanks to all partners, stakeholders, and community members who have contributed to this year’s progress. Together, we are building a Great Green Place to Grow. Page 142 of 482
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pg. 5 Introduction Welcome to the annual report for the Single Midlothian Plan 2023 – 2027, which focuses on year two 2024/2025. The Single Midlothian Plan outlines how we will meet the needs of our local communities and brings together all the priorities for Midlothian into one place. It shows how the public, private, voluntary sectors and local communities will work together to make improvements. They will do this by improving outcomes with individuals and communities, promoting preventative approaches that reduce demand for public services and working with communities to increase their influence in decision making. Our outcomes for the 4-year period are that: • Individuals and communities have improved health and learning outcomes • No child or household should live in poverty • Significant progress is made towards net zero carbon emissions by 2045 The purpose of this annual report is to provide our communities with an update on our progress towards the actions in the Single Midlothian Plan. The reporting period for this document is from April 2024 until the end of March 2025. This report shows the actions for each outcome with targets and updates on progress. - We have met or are on track to complete our target - We were close to achieving our target (75% or above) or are making progress to meet our target - We have not been able to meet our target (less than 75% achieved) Please Note: We have only reported on the actions underway or due to take place in year 2 of the Single Midlothian Plan. A proportion of the Single Midlothian Plan Actions only take place in years 3 and 4. Our Vision By working together as a Community Planning Partnership, individuals and communities will be able to lead healthier, safer, greener and successful lives by 2030. No child or household need live in poverty. Midlothian will be a Great Green Place to Grow by achieving our net zero carbon ambitions. The Story So Far… In the first year of the four-year Single Midlothian Plan, great strides were made in improving outcomes across the seven themes of community planning. We produced a 2023/2024 annual report which can be found at the following link: https://www.midlothian.gov.uk/downloads/file/5344/single_midlothian_plan_2023-24 Page 143 of 482
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pg. 6 Page 144 of 482
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pg. 7 Midlothian Will Be Healthier Page 145 of 482
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pg. 8 Summary of Successes There has been a System-wide focus on Frailty including: • Co-created Frailty Scale, every intervention includes use of the frailty scale • Early directory of services mapped to the frailty scale • Community engagement, collaboration with the University of Edinburgh • Facilitated learning sessions to support Future Care Planning, Power of Attorney and Frailty Scale We are augmenting the current falls programme to include a wider range of professionals, in line with evidence-based practice. There is an enhanced falls pages now available on the internet. A range of contributions have informed the new NHS Lothian Falls Prevention and Management Framework. The Implementation group is being established. We are engaging communities through a range of approaches and networks. Allied Health Professionals (AHP) Career Fellowship Project has been funded to support the testing of Community Appointment Days to allow us to move from consultation to conversation. This approach supports citizen to self-manage, providing input from a range of professionals in one non-medicalised space - Learning from Be Healthier scoping across Scotland. We have conducted an overview of Midlothian through a Be Healthier lens – including networks, health inequalities, what communities have told us matters, alignment to strategy, mapping to other thematic groups and stakeholder mapping. New directions have been agreed by Midlothian Integrated Joint Board including developing an integrated self-management framework to support people to be more informed about their conditions, better prepared for when they feel less well and describes how to access the right support. Summary of Challenges There has been a pause to Digital Self-Management Platform action and following initial scoping Midlothian IJB took the decision to focus on other aspects of the carer’s agenda and revoked the direction to undertake this work on 27th March 2025. Page 146 of 482
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pg. 9 Outcome 1: Midlothian Care and Support Community Cooperative (Delivery model for a community care and support co-operative is established and expanded, evaluation, and targets set) Outcome 2: Falls Prevention and Support Action Indicator Target Progress Our Progress at a Glance Explore and define the demand for and the benefit of a Midlothian Care and Support Co-operative by January 2024 through a process of co-design N/A N/A Following initial scoping Midlothian Integrated Joint Board (IJB) took the decision to focus on other aspects of the carer’s agenda and revoked the direction to undertake this work on 27th March 2025. Action Indicator Target Progress Our Progress at a Glance Define the future Midlothian Falls Pathway Progress of Pathway defined Define pathway 100% Establish an emergency falls phone line Emergency Falls Phoneline is fully operational, offering a 24/7 service Phone-line operational 100% The Emergency Falls Phoneline is fully operational, offering 24/7 support. Establish urgent falls referral routes and processes Establish urgent falls referral routes and processes In operation 100% In operation. Referral routes and processes will be revised following the planned review of the fall’s pathway process. Page 147 of 482
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pg. 10 Action Indicator Target Progress Our Progress at a Glance Design falls prevention and management training Training is designed and carried out. Training is designed and carried out. Complete Wider participation from all relevant professions secured. Input to augment the falls prevention and management training. Deliver falls prevention and management training to 100 people at risk of falling Deliver falls prevention and management training to 100 people at risk of falling 100 Complete - 296 Pathway between Musculoskeletal service and Midlothian Active Choices (MAC) continues to improve with direct referral now in place Evaluate progress and develop an improvement plan to inform required progress in relation to available data intelligence Evaluation complete Develop Improvement Plan N/A Falls dashboard now live and being promoted across the system Evaluate progress and develop an improvement plan to inform required progress in relation to proactive identification and engagement with people at risk of falls N/A N/A This work has been incorporated in the Frailty Programme using frailty scores in addition to assessment data. Multi-factorial falls assessment training being provided across our Midlothian Active Rehab Team (MART) and MERRIT teams who provide care at home, to better support those at risk of future falls A Lothian-wide falls prevention and management framework has been ratified (April 2025) and Midlothian Health and social Care Partnership will engage in the implementation group Page 148 of 482
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pg. 11 Outcome 3: Digital Self-Management Action Indicator Target Progress Our Progress at a Glance Evaluate progress and develop an improvement plan to inform required progress in relation to access to service offers and supports n/a n/a Programme resource not currently available. Services mapped to frailty scale and early directory in development. Community Appointment days testing will focus on falls and bone health and inform next steps Action Indicator Target Progress Our Progress at a Glance Collaboratively develop a minimum viable Digital Self- Management product in 2023-24 N/A Develop Digital Self- management product Off Target This work has been paused as per IJB paper 18/6/24 Using insight from the early development and testing, continue to build and connect the range of resources available in 2024-2025 N/A N/A Off Target This work has been paused as per IJB paper 18/6/24 Upscale engagement and use of platform in 2026-27 N/A N/A Off Target This work has been paused as per IJB paper 18/6/24 Further develop functionality based on evaluation and feedback N/A N/A Off Target This work has been paused as per IJB paper 18/6/24. Page 149 of 482
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pg. 12 Outcome 4: Early Identification and Support for People Living with Frailty Action Indicator Target Progress Our Progress at a Glance Provide training for people/staff/volunteers within the Community Planning Partners on the signs of Frailty Delivery workshops for 25 people. 25 On Target Workshop 14/11/24 enabled peer learning session for 27 staff across the system the target was 25. Online learning resources are in development to create opportunities for those unable to attend Increase the identification of people living with frailty using an Electronic Frailty Index (EFI) N/A N/A As of August 2023, SPIRE EFI data is no longer available. This indicator is now closed. Increase the number of people living with frailty who have a completed holistic assessment N/A N/A The British Red Cross have delivered 93 holistic assessments April 2024 to June 2024 Expand the use of Rockwood Frailty Index to identify the most vulnerable people living with frailty in the community and connect them with support to live healthy lives for longer N/A N/A Modified Dalhousie Frailty Score co-created. Training session facilitated with team-based sessions negotiated. Resource pack developed. Frailty is everyone's business – all services and teams to use frailty scale in every intervention. Page 150 of 482
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pg. 13 Midlothian will be Safer Page 151 of 482
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pg. 14 Summary of Successes Community Justice Coordinator and Reducing Reoffending Partnership Analyst now in post. Partners are now supported to coordinate and update on actions with priority given to completion of the Self Evaluation of the Community Justice Partnership. Utilisation and analysis of data will improve our service delivery, help identify gaps and inform reporting. Women's Justice Network The Women's Justice Network was formed following discussions between managers of local women's service in Edinburgh and the Lothians which highlighted a need to share best practice, to learn and connect with colleagues and to advocate for women's issues nationally to benefit gender-specific Justice Services and women involved in the Justice System. The second forum was held in November 2024 and was attended by 48 professionals representing all local authority areas across Scotland and is now a national network. The network continues to gain traction nationally and provides a valuable space where practitioners can share expertise and ensure that the prevention strategy is mainstreamed into service delivery. No11 Allocations Service There has been a review of the No11 Allocations Service and additional partners have been identified to attend fortnightly meetings. Police Scotland, Skills Development Scotland and Melville Housing will now attend to improve our collaborative approach and enhance early intervention support for those liberated to Midlothian. Work has progressed to establish a new Information Sharing Agreement and the terms of reference to allow a more streamlined approach to data sharing which will ensure partners have ample time to prepare for upcoming meetings, and improved use of technology has been implemented to strengthen data protection. In response to critically high numbers of prisoners within the Scottish Prison Service estate, the Scottish Government agreed regulations for the early release of some short-term prisoners. The Emergency Release in July 2024 and the STP40 (Short term prisoners being released after serving 40% of their sentence) in February - March 2025 were successfully supported through our established No11 Allocation processes. The service responded to late revisions of Scottish Prison Service liberation lists with a comprehensive approach to voluntary throughcare covering supports for housing, substance use, mental health, benefit maximisation, employment/training and gate pick-ups. Views of those with lived experience In consultation with members of the ‘BOUND’ advisory group, work was completed to review and improve Justice appointment letter templates, Justice Social Work Report templates and warning letter templates. The BOUND group also consulted on the Joint Agreement, Community Payback Order and Justice Social Work Report information leaflets. This ensured that the views of those with lived experience were fully integrated and their recommendations implemented to produce meaningful improvements to Justice Service delivery. The renewed templates have received praise from other local authorities and have been adapted for use in Fife Council. Collaboration with Edinburgh College Our partner, Families Outside, collaborated with media students from Edinburgh College to produce a short film to highlight the experiences of families impacted by the justice system. It calls attention to the Page 152 of 482
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pg. 15 stigma faced by families and the impact this can have on individuals within the community. The film promotes the services offered by Families Outside and raises public awareness with the aim to reduce stigma and increase access to supports. It will be utilised in various Families Outside events and shared across the Partnership. It will also feature at our Community Justice event planned for 2025. Summary of Challenges It is acknowledged that at least two of the actions within Midlothian will be Safer plan are too prescriptive and are no longer achievable in their current wording. We will prioritise a review of actions to ensure they are CSMART and broaden baselines to encompass the strengths and reach of partners. We have prioritised the Self Evaluation of the partnership in 2025 which will highlight our priority actions and review effectiveness of our governance structure, leadership, accountability and reporting arrangements. Page 153 of 482
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pg. 16 Outcome: Midlothian Communities Will Be Safer Action Indicator Target Progress Our Progress at a Glance Partnership delivery of restorative café programme to support the development of Restorative Justice (RJ) delivery in Midlothian Meetings subsequently held with Police Scotland and Thriving Survivors to plan delivery of the Restorative Justice programme 1 x Programme delivered 70% RJ training delivered by CYCJ 28th and 29th Oct. 10 spaces for Children and Families staff, residential staff, CLLE and family wellbeing service. The partnership prioritise further training on restorative justice and acknowledge the importance of a collaborative approach to service design. Community Justice Coordinator attending RJ Development Forum. Partnership undertaking self evaluation from April 2025 which will support review of CJOIP action in relation to RJ. Conduct a bi-annual public consultation with the community to gather views and perspectives on Safety & Justice within Midlothian Mapping of partners consultations to identify the gaps in our consultation. Community Justice to focus on those areas for a fuller picture our communities views and perspectives 2 x consultations per year 50% Planning group established including various Community Justice partners. Review of previous consultations conducted and draft questionnaire produced. Consultation will refer to 4 national strategic aims and will use data from previous consultations to measure improvements and identify gaps in public perception and access to services. Page 154 of 482
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pg. 17 Action Indicator Target Progress Our Progress at a Glance Reducing Reoffending Partnership Analyst has now joined the partnership and has supported in the analysis of previous data and the production of questionnaire. Aim to launch public consultation in end of May 2025 with report and analysis of findings to be completed shortly after Complete an annual project with Edinburgh College media department and students with a focus on Community Justice and the wider partnership Project to begin in the academic year 24/25. Meeting to be held with partners and Edinburgh College end of the summer to confirm project timeline. Yearly production of a short media film 1 x annual project 90% project to raise awareness of the experiences that families have when supporting someone in prison, and the stigma they can face. Families Outside met with the group of students to discuss focus for the work and plan resources. Filming took place over 2 days. First draft of the 10-minute video has been reviewed and feedback given. Families Outside have attended a screening of the film at the college campus. Final copies of 10 minute and 3-minute film have been reviewed. Film to be show cased at Community Justice Event in mid- September 2025 and shared on social media platforms Support the implementation of Equally Safe Policy Community Justice to focus on Priority 4 (as per improvement plan). Implementing work to support Equally Safe Strategy n/a 60% Progress on this action has stalled due to staffing changes during H2. Meeting held with Unpaid Work Supervisors in February 2025 to establish plan to reconvene BOUND Advisory Group and develop a focused session to gather views around Equally Safe priority 4. Meeting held with BOUND member to discuss promotion of BOUND and best way to recruit members. Planning to progress in 2025 - 2026. Page 155 of 482
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pg. 18 Action Indicator Target Progress Our Progress at a Glance STRIDE men's group continue to facilitate programme which focuses on relationships and emotional regulation. Plans are going ahead to develop a module on masculinity/ toxic masculinity. Views will be gathered within that module. Violence Against Women and Girls (VAWG) is a priority for Police Scotland with senior leaders in Division attending varying internal meetings to share learning and actions to educate and tackle Gender Based Violence. Senior Police Scotland representatives sit on multi-agency steering and chair groups to deliver Police input. Increased representation at MARAC and lived experience feedback form available on Police Scotland website to gather feedback re survivor experience of investigations. Licensing have provided training to staff in public houses and clubs to identify domestic abuse and sexual offence behaviours. Police Scotland, Women’s Aid East and Mid, and East and Mid Public Protection engaged in 16 days of activism campaign in November 2024. To raise public awareness of Equally Safe strategy. Access to Industry facilitated 'Living Life to the Full' course and Women's group for wellbeing, building confidence and resilience. This is ongoing. Page 156 of 482
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pg. 19 Action Indicator Target Progress Our Progress at a Glance Community Justice Partnership to review actions on Community Justice Outcome Improvement Plan and undertake self-evaluation from April 2025. Support the facilitation of Public Protection Office (PPO) Training Briefs to support and promote the prevention agenda Increase Prevention Agenda Work delivered. Highlighting available services and consultations. 2 x training inputs delivered to the Public Protection Office per year. n/a Progression of this action has stalled due to staffing changes. Training in relation to Equally Safe was facilitated by previous Community Justice Coordinator as part of their role and is now commissioned through Thriving Survivors. Safer Together identified specific training need in relation to improving confidence of practitioners who work alongside perpetrators. Planning for this will progress in 2025 - 2026. East and Mid Public Protection Office to further develop learning and development activities to address all four priorities of the national Equally Safe Strategy. Women’s Justice Network established in 2023. First network meeting held in May 24 and second meeting held Nov 24. Focus on trauma informed approaches to practice, Advocacy for women's issues nationally, sharing of best practice and challenges. Next scheduled meeting in May 25 and will welcome Prof. Jane Monkton Smith to discuss her work around Homicide Timeline. The Women's network is well attended and has reps across all local authorities supporting the prevention strategy to be mainstreamed into service design. Page 157 of 482
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pg. 20 Action Indicator Target Progress Our Progress at a Glance Acknowledgement that this action is overly prescriptive and reliant on specific skill set of previous personnel. Community Justice Coordinator to meet with Community Justice Board and working group to discuss request to broaden the action in 25/26. Promote and support individuals in the justice system to access timely and person-centred support services for mental health and substance use. Agreement given from the Custody Division Area Commander, Police Scotland to ensure ALISS is an approved information tool n/a On Target: Community Support Services Toolkit (CSST) toolkit now launched from Community Justice Scotland. This includes identifiable mapping of specific programmes. A Local Information System for Scotland (ALISS) and CSST to both be used nationally for clients accessing mental health and substance use services. Locally the No 11 Allocations Service will enhance access to services. Ensure buildings are trauma informed and meet the needs of those accessing a range of supports within, and that their voice shapes joint service delivery. Conduct annual survey with people accessing support services at No 11 to measure collaborative working. n/a 100% Services within No 11 are now progressing the recommendations within the report. Individuals accessing the services within No 11 have a number of opportunities to help shape service design and delivery. Justice Services held consultation with BOUND advisory group to review appointment letters, Justice social work report letters and warning letter templates sent out by Justice Social Work. Recommendations were made and changes to correspondence have now been implemented ensuring a trauma informed approach. The letter templates have been shared and have been adapted for use in Fife Council Page 158 of 482
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pg. 21 Action Indicator Target Progress Our Progress at a Glance Raise public awareness of the work and responsibilities of public protection among the general public Facilitate podcast with professionals within Justice & Health to raise awareness of their roles and remits n/a Progress on podcast ongoing. 4 interviews have been recorded and transcribed including input from individual with lived experience, Justice Social Work, Police Scotland and Public Health Practitioner. Awaiting input from Crown Office and Procurator Fiscal, this was delayed whilst they obtained approval to participate. Once all interviews are complete, podcast to be edited and plan for it to be shared. Aim for project to be complete by September 2025. Engage with further and higher education establishments on a range of projects that promote the work of community justice Raise awareness of Community Justice with higher education establishments of Midlothian students n/a 70% Off Target Community Justice Service Manager attended Edinburgh Napier University to provide input to Justice Social work students and those interested in pursuing career in Justice Social work. Raising awareness of Justice social work and Community Justice and supporting the recruitment of Justice practitioners. Acknowledgement that this action is overly prescriptive and reliant on a specific skill set. The partnership aims to promote Community Justice across all areas of the community not limited to universities. Community Justice Coordinator and Justice Service Manager are to meet with Community Justice Board and Working Group to discuss broadening this action. Set out our view of including Boys and Men describing the essential features for services Consult with boys and men describing the essential features for n/a Views of Young People (63 Young People) from S1-S6 gathered in Hackathon. This led to some young people joining WAEM Young People Shadow Board. Data from hackathon to be triangulated Page 159 of 482
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pg. 22 Action Indicator Target Progress Our Progress at a Glance based on the Equally Safe gender framework. services based on equally safe with views gathered from Men's groups to inform priority actions and service delivery. Meeting held with Unpaid Work Supervisors in February 2025 to establish plan to reconvene BOUND Advisory Group and develop a focused session to gather views around Equally Safe priority 4. Meeting held with BOUND member to discuss promotion of BOUND and best way to recruit members. Planning to progress in 2025 - 2026. STRIDE men's group continue to facilitate programme which focuses on relationships and emotional regulation. Plans are going ahead to develop a module on masculinity/ toxic masculinity. Views will be gathered within that module. Page 160 of 482
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pg. 23 Midlothian will Get It Right For Every Child Page 161 of 482
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pg. 24 Summary of Successes The GIRFEC (Integrated Children Services) Plan 2023-26 was developed in collaboration with a range of public and third sector organisations across Midlothian and considers feedback from children and young people, parents/carers and practitioners. This 3-year Plan is a statutory requirement, which is the reason the actions are up to March 2026 (rather than 2027, as with the Single Midlothian Plan). Between April 2024 and March 2025, 4 multi-disciplinary Subgroups took forward the 12 priority actions identified. 125 partners are involved in the work of this GIRFEC Partnership Board, representing 58 services and organisations. Children’s and Young People’s Rights Subgroup 46 partners are involved in the work of this Subgroup, representing 28 services and organisations. Priority 1: Ensure UNCRC principles are incorporated in all partnership programmes Our aim is to ensure the rights of children and young people in Midlothian are respected in everything we do across our Community Planning Partnership. We continue to share good practise and build on existing strengths across our Partnership, learning more about the requirements of the UNCRC (Incorporation) (Scotland) Act 2024 and what this means for Partners. We have adopted the Getting Ready for UNCRC Incorporation Framework by the Improvement Service as a means for organisations across the Partnership to assess their own ‘readiness’. This helps us to consider how we are currently meeting the requirements of the legislation, think about which children and young people who may be missing out on their rights (rights at risk) and identify what future action is needed to embed children’s rights across the Partnership. Priority 2: Deliver the actions outlined in The Promise and the Midlothian Corporate Parenting plans Work on the Promise and Corporate Parenting strands are progressing well. Who Cares? Scotland have been commissioned to support advocacy and participation over three years, supporting our plans around Corporate Parenting, The Promise and UNCRC. As part of this ongoing work, the Midlothian Champions Board is being refreshed to ensure it is representative of, and reaching care experienced young people of all ages across Midlothian, whether they have experienced or are currently experiencing foster care, kinship care, residential care, secure care, adoption or looked after at home on a Compulsory Supervision Order (CSO). A new recording mechanism for capturing feedback from children and young people is in place and evidence is being collated of good practice across partner organisations. This will be used to evidence progress for Corporate Parenting, The Promise and UNCRC. We have established a ‘road map’ for the coming year, which is illustrated via the Getting Ready for UNCRC Incorporation Framework by the Improvement Service. Working group members have identified ‘what is already happening’ and ‘what needs to happen’. This is in the process of being shared with our children and young people so that an action plan can be created in line with our road map. Priority 3: Develop a partnership approach to Spatial Planning that ensures Midlothian is a place where children enjoy growing up There is a short-life working group responsible for the Midlothian Play/Recreation Strategy, and it has agreed areas of focus (play at home, play in the community and play in childcare and educational settings) Page 162 of 482
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pg. 25 alongside draft actions and outcomes for each. We have presented to the Education Leadership Board resulting in increased representation from Education and we are working to ensure UNCRC principles are embedded. 10 planning sessions have taken place, and the draft plan is in its final stages. A core play strategy steering group will report 3 monthly to the C&YP Rights group who will provide governance and accountability for implementation. The Midlothian Local Development Plan Evidence Report passed the Scottish Government Gate check. It was written with considerable input from GIRFEC members and engagement from children, young people and their families. The data from this and the Play Sufficiency Assessment which was embedded in the Evidence Report is informing the work on the Play Strategy. The current LDP2 stage (Call for Ideas) is progressing. During this stage housing sites are proposed across Midlothian, and the planning team assess the proposals against criteria. Once this is complete Planning will work with GIRFEC Children’s and Young People’s Rights members to engage with children, young people and organisations who work with them on the proposed plan and proposed policies. Children’s and Young People’s Mental Health and Wellbeing Subgroup 25 partners are involved in the work of this Subgroup, representing 18 services and organisations. Priority 4: Develop a single, central point of access to efficiently allocate mental health and wellbeing supports The aim of a Midlothian Single Point of Access (SPA) is to enable children and young people in Midlothian to have quicker and easier access to the right mental health and wellbeing support at the right time and in the right place. The rate of Midlothian referrals to CAMHS remains high, with 194 new referrals in the last three months alone (Dec 2024 – Feb 2025). The SPA project lead commenced work in July 2024. The working group was established, involving key multi-disciplinary practitioners. A scoping and costing exercise were undertaken for the implementation of a Midlothian SPA, which coincided with challenges around funding commitments; this resulted in a change of scope involving a scaled-down approach. The project lead contributes to the NHS Lothian oversight group, which supports the development of SPAs in each locality through collaboration and information sharing. Building on the existing GIRFEC framework we have in place in Midlothian, our focus has been on developing a single, central point of access to efficiently allocate children and young people’s mental health and wellbeing services, family support services and certain educational resources requests. This means fewer hand-offs and a structure that enables effective decisions to be made faster, so that supports can be identified for children and young people sooner. From a technology perspective, we are working to reduce hand-offs and automate the process where possible. We have been working on an online solution involving a secure workflow manager system that reduces the need for manual uploading and re-directing. It also means we can gather better quality data throughout the experience, from point of entry to the end of the support time. We plan to pilot this referral process across a small number of primary and secondary schools in October 2025. To improve access to information and support options, we are exploring the possibility of enhancing the current online information point for Midlothian residents which is currently tailored for adults only. Page 163 of 482
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pg. 26 Midspace (is an online source of mental health information for Midlothian residents) has the potential of making mental health and wellbeing information for all ages more accessible. We could also provide a link to make requests for support using this website. Priority 5: Implement a neurodevelopmental pathway in line with the Scottish Government service specification, linking with the single point of access As of February 2025, 1,322 children and young people are on the waiting list for a neurodevelopmental assessment in Midlothian. Research was undertaken in summer 2024 to understand the views of those waiting, leading to the mapping of strengths and gaps within planning and support arrangements. These insights have informed our plans to strengthen neuro-affirming practice in Midlothian. Mapping of professional learning has been undertaken for schools and settings to promote universal neuro-affirming practice and effective targeted support and intervention. Conversations that shift focus towards intervention and targeted support beyond diagnosis are ongoing, as well as thresholds for assessment. A pan-Lothian Neuro-Developmental (ND) Steering Group has been set up to ‘establish a comprehensive and integrated neurodevelopmental pathway for Lothian’s children, young people, and their families, driven by a child-centred approach and anchored in equity, consistency, and excellence.’ After a short pause whilst the pan-Lothian programme was being established, the Midlothian working group continues progressing actions around earlier stages of inclusion and support for ND within Midlothian schools and communities. Priority 6: Implement Trauma Informed Practice throughout the partnership workforce The universal training offer for trauma-informed practice is now well established in Midlothian. Around 1400 people across Midlothian council and 3rd sector providers have undertaken trauma levels 1 or 2 programmes (over a quarter of the workforce across Midlothian and 3rd sector) so far. Bespoke training has also been offered to specific teams, such as CLLE, Early Years, Education support staff and 3rd sector organisations. The training offer is supported by a Trauma-informed Practice Steering Group and by the Relationships Wellbeing Care Group which meetings bi-monthly continue to work on the 3 aligned priorities. Trauma leads are supporting pieces of work across the Lothians where needed. Within education, the professional learning programme universal trauma-informed practice ‘Safe, Connected and Ready to Learn’ (equivalent to trauma level 2) was facilitated in each Associated Schools Group (ASG) with over 1000 teachers, support staff and early years practitioners. Ongoing programmes are planned for the remainder of this school year, with a refined delivery option being developed for 2025-26. Evaluation suggests significant impact on self-reported levels of knowledge, confidence and skills. Further professional learning and networking activities are planned to build on targeted interventions. A relationships policy is currently in draft to map out our trauma-informed approach in educational settings with the aim of launching in August 2025. The Midlothian Nurture Leads Community of Practice is for nurture leads across schools, settings and partners and is focused on exploring structures of professional support and supervision and building skills in facilitating reflective spaces. The Scottish Trauma Informed Leader Training (STILT) programme concluded in February. Attendance has not been as hoped. There is a focus on further defining and strengthening trauma-informed leadership with partners from Education, NHS, Children’s Services and 3rd sector. Next steps involve a focus on knowledge and skills of trauma-informed leadership and embedding professional structures of support and supervision across the workforce. Page 164 of 482
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pg. 27 Whole Family Wellbeing Subgroup 54 partners are involved in the work of this Subgroup, representing 31 services and organisations. Priority 7: Implement our whole family wellbeing approach and make best use of the Whole Family Wellbeing Fund Our Midlothian Whole Family Wellbeing approach has been developed, informed by families’ and practitioner’s views. Third sector supports and services are in place to enhance Whole Family Wellbeing in Midlothian. The Family Learning Strategy was approved by the GIRFEC Board and is now being implemented. A Family Learning coordinator was recruited and is working with partners to complete a mapping exercise on existing family support services and family learning opportunities. Data about the need for the support and interventions provided has been gathered and analysed. Family Learning mapping is well underway, with our parent/carer feedback survey reaching over 140 families in Midlothian. The insights gained have informed our Family Learning future planning. Themes from the survey include a broad lack of understanding about what Family Learning is and where to access information about opportunities. Existing family learning opportunities for early years children were better understood and received a lot of positive feedback. The Family Wellbeing Service (FWS) is undertaking its second annual report and has increased the number of families supported this year. The team have experienced significant change, with a new Team Leader starting in November 2024 and a move out of Easthouses Primary; positively this has had nominal impact on service delivery to the children and families they work with. The team have just recruited a second senior practitioner which will increase capacity to undertake assessments and work with families with complex needs that don’t meet the remit of statutory services. Service standards have been developed and the priority for the year ahead is to review and define the priorities of the team alongside partners. FWS data has significantly improved, with monthly data reports now available. Priority 8: Develop a Transitions Framework to support local services and processes We are working towards ensuring transitions planning and decision-making is carried out in a person- centred way, with effective multi-agency co-ordination across all services. This is to ensure young people transition into services in a planned, safe, and seamless manner. A benchmarking exercise was undertaken to map practices and processes in line with national recommendations. Ongoing benchmarking will help to inform future practice. An Additional Support Needs (ASN) forum was set up to ensure that all young people S3+ who are in receipt of Stage 3 / 4 supports in Education are now being discussed, tracked and monitored throughout their transition journey. Education, Adult Services and CLLE are liaising with PTs, ESOs, Educational Psychologists, guidance staff and deputes to ensure everyone is aware of processes and no young people are missed. Works continues with education which will inform future plans for a transitions passport that travels with the young person and can be updated easily. As part of this work, we have developed a new referral to the Additional Support Needs (ASN) forum, which will improve the information travelling with the young person during transition. Page 165 of 482
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pg. 28 The Transitions policy has been developed; it is vital we took the time needed to get it right. A Parent/Carer Group and Young Person’s Group have been set up, looking at what information is helpful at transition and to ensure their involvement in service development. Huge amounts of useful information and insights have been shared by both groups. The Young Person’s Group had the opportunity to comment on the National Transition to Adulthood Strategy, provide input into current review process and provide feedback that will feed into the new NHS Children’s Rights Plan. Transitions work for Early Years is also underway with key stakeholders. Four ARC training sessions have been completed for key education, social work and third sector staff. ARC Scotland’s Principles of Good Transitions 3 provides a framework to inform, structure and encourage the continual improvement of support for young people with additional needs between the ages of 14 and 25 who are making the transition to young adult life. Most staff have been trained but this will continue as staffing changes, and we want all new staff aware of our values and practices around transition. Planning for the Futures Fair continues which will ensure that young people, families and carers have access to the info they need. This will take place in April 2025, with plans for parents, carers and young people to peruse stalls with different options and get information from partners. The website continues to be developed, and the Compass app is available to use. Priority 9: Apply a partnership approach to test targeted support during pregnancy and early years to reduce inequalities A local breastfeeding working group was set up in the Mayfield and Easthouses area and proved a success. This led to a successful funding bid for a 12-month pilot to improve the breastfeeding rate in Mayfield and Easthouses, comprising of antenatal sessions and 1:1 support for pregnant women and parents for breastfeeding and infant feeding. The first antenatal session was held in January and was well attended. The number of ‘Breastfeeding Friendly’ spaces in Midlothian has been increased, with appropriate NHS and Council premises accredited as breastfeeding-friendly (Breastfeeding Welcome Scheme). Work continues around supporting pregnant women to quit smoking. There has been a wobble down over a few months – we are speculating it follows the change in the lead role. With new support staff, we have seen the highest number of quit attempts in January for a long time. Priority 10: Implement and deliver on the actions set out in the Local Child Poverty Action Plan The sixth annual Local Child Poverty Action Report sets out the Midlothian Partnership’s local collective effort to tackle child poverty (Child Poverty Action Reports | Child Poverty Action Report Year 6 (23/24)). The Child Poverty Working Group have progressed a range of initiatives that address child poverty across Midlothian. In summary: • Community researchers were trained in ethnographic techniques to capture lived experience feedback from Midlothian residents. • Person-centred help continues to be provided to address barriers to work for parents through our Parental Employability Service. • We have strengthened financial wellbeing pathways across Health Visiting, Midwifery and the Family Nurse Partnership service to maximise income and address infant food insecurity. • We continue to provide holistic support to help deliver improved outcomes for children, young people and families through our Family Wellbeing Service. Page 166 of 482
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pg. 29 • We have improved awareness of child poverty and routes to support amongst Midlothian based workers. • There have been focused communications to promote the uptake of Free School Meals, Clothing Grants, Educational Maintenance Allowance and National Entitlement cards. In the coming years, we will continue to work together, across our collective service areas and with our partners to provide responsive and preventative support to children, young people and their families. Information Sharing and Commissioning Subgroup Priority 11: Develop robust joint commissioning processes and oversight Our aim is to establish joint commissioning, to better support our Partnership to identify local needs, resources and priorities to improve outcomes for children, young people and families. A draft Framework was developed to support the Midlothian Getting it Right for Every Child (GIRFEC) Partnership in deciding how best to use the total resources available, to improve outcomes in the most effective, equitable, transparent and sustainable way. The Framework was shared for wider consultation and workshops with senior leaders were in the planning stages, to refine and confirm local framework requirements. In November 2024, the work of the Subgroup paused following confirmation that there will be a review of strategic commissioning across Midlothian adult social care and children’s services, as part of the Council Transformation Programme. Funding has been secured and the work commenced in early 2025. It was agreed that any workshop with senior leaders should take place following on from the review and its recommendations and would include leaders from both adult social care and children and families. The understanding is that there may be need for another iteration of the Subgroup following completion of the review. Priority 12: Strengthen information sharing between partners to effectively support prevention and early intervention measures The Pan Lothian Information Sharing Working Group has issued its updated Information Sharing Policy which is available from the Midlothian Council Data Protection Officer (DPO). This is a high-level document containing overview guidance only. Each department/organisation is responsible for completing their own local information sharing agreements with their DPO. Completed agreements are to be held centrally by the DPO where they can be accessed as required. A template for local information sharing agreements is with the DPO for further development, but once completed should provide an easy-to-use tool supporting transparent and clear local agreements. Summary of Challenges Data Local data about mental health and wellbeing support provision and capacity, and levels of need, will inform future decisions about the development of the Midlothian SPA. In recognition that gaps remain in this area, funding was secured to allow Midlothian Schools to administer the SHINE (Schools Health and Wellbeing Improvement Research Network (gla.ac.uk)) online pupil mental health survey. SHINE aims to help transform health and wellbeing outcomes for young people in Scotland through high quality, school- based health improvement research and data-driven innovation. In early 2025, 3,737 young people across 6 high schools took part in the survey. Understanding survey results at a local-authority and individual school level will provide the Council and teachers with a subjective-information baseline from which to Page 167 of 482
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pg. 30 build and improve. Whilst work has been undertaken to develop the data we gather around Whole Family Wellbeing; development of a collective picture and data dashboard has slowed due to recruitment issues. Data development remains a key priority. The GIRFEC Board have instructed that a Joint Strategic Needs Assessment on children and young people’s services is carried out, which will be conducted during 2025. This will look at the current and future health and care needs of our Midlothian population to inform and guide the planning and commissioning of health, well-being and social care services. Funding and resources • Funding and resource limitations temper our aspirations for transformational change in relation to children and young people’s mental health and wellbeing support system. We await clarity on NHS Lothian funding to support the Midlothian SPA development; in the meantime, partners have committed to redirecting staffing resource to support earlier response to requests for support. • Whole Family Wellbeing Partners continue to experience challenges with short-lived funding. • The Transitions Lead is on fixed term funding, which may impact future progress. Linking local actions with regional and national programmes • The local actions for implementing a neurodevelopmental pathway in line with the Scottish Government service specification have been aligned with the pan-Lothian programme. Actions and timescales have been updated accordingly, and local working group members are contributing to the pan-Lothian programme. • There continues to be ongoing challenge in defining the purpose and function of clinical structured assessment and diagnosis as part of a neurodevelopmental pathway of support and intervention, recognising that the current model is unsustainable. • The draft of the National Play Strategy has not been shared with the Midlothian Subgroup despite multiple requests. This means we are working using assumptions. Page 168 of 482
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pg. 31 Outcome 1: The rights of children and young people in Midlothian are respected in everything we do Action Indicator Target Progress Our Progress at a Glance Understand the readiness for incorporation of UNCRC into Scots law across partners' organisations and teams Areas of focus for baselining are identified Produce a map of organisational readiness exists (a snapshot in time) Areas identified 1 x map produced High levels of knowledge exchanged via presentation sessions. The mapping exercise is now complete and offers a snapshot of work completed and work remaining that will progress through time. Baseline children and young people’s perspectives on how they feel their rights are respected, focussing on priority areas as identified from ‘understanding the readiness for incorporation’ Channels of participation are established and evidenced between this CPP subgroup and children and young people Feedback is collated and analysed from children and young people. An action plan exists to support the incorporation of Channels of participation are established and evidenced Feedback analysed 1 x action plan produced Priority areas have been identified for collective focus, namely multi-agency learning and self-assessment. The working group has mapped all known participation groups. The next steps will be capturing multi agency feedback from children and young people during 2025/26. Page 169 of 482
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pg. 32 Outcome 2: Families are supported to stay together at home Action Indicator Target Progress Our Progress at a Glance UNCRC principles in partnership programmes Support the implementation of the action plan to incorporate UNCRC principles in partnership programmes Support the implementation of the action plan to incorporate UNCRC principles in partnership programmes Action plan to incorporate UNCRC principles No action plan is in place at a partnership level. NHS Lothian have an action plan in place. Midlothian Council are in the process of undertaking a self-assessment, which will enable areas of improvement to be identified within Council services, and actions to be agreed. Action Indicator Target Progress Our Progress at a Glance Gain and maintain an overview of progress across Community Planning Partnership organisations to meet their obligations under Plan 21-24 outcomes Progress reporting template is routinely completed by subgroup members Actions RAG rated and progress compiled. 1 x progress report completed 100% Progress reporting is in place for the Promise and Corporate Parenting strands. Our aim is to extend to wider stakeholders and increase return rate. Page 170 of 482
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pg. 33 Action Indicator Target Progress Our Progress at a Glance Report taken to GIRFEC Board and recommendations taken forward. Review the mechanisms that exist to share key achievements and challenges between partner organisations A review of existing reporting/working groups is completed, and an agreement is reached on the best structure. 1 x review completed 100% Review completed. Children and Young People's Rights Subgroup is being trialled as the single reporting group. This has worked well during 24/25 and will continue into 25/26. Identify challenges, successes and opportunities for collaborative action and agree areas of focus Areas of collective focus are identified, and challenges and successes are fed back to the Board Areas identified and reported to Board 90% Working group has identified areas of collective focus, and challenges and successes will be fed back to the Board (May 2025). Page 171 of 482
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pg. 34 Outcome 3: Children and young people have improved access to a variety of safe and health promoting places and spaces Action Indicator Target Progress Our Progress at a Glance Work together to provide a child-inclusive approach to the Midlothian Local Development Plan 2 (LDP2) The Integrated Impact Assessment is completed with representation from GIRFEC members The LDP2 Evidence Report has incorporated the representative views of children and young people The draft Evidence Report has been reviewed by members of the GIRFEC Children and Young People's Rights Subgroup 1 x integrated impact assessment completed LDP2 Report includes views of children and young people 1 x evidence report reviewed by subgroup 100% Action complete. GIRFEC members promoted the Midlothian Play survey to their population groups. Planning colleagues worked with partner agencies and collated existing consultation and engagement. IIA identified gaps for attention. On Target Completed. Comments made by Public Health and Play Midlothian. LDP2 Evidence Report went to Scottish Ministers in July 2024. On Target Data is being gathered on an ongoing basis. This is being co- ordinated by Council Planning Officers, with GIRFEC Subgroup contribution; updated timescale summer 2025. Page 172 of 482
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pg. 35 Action Indicator Target Progress Our Progress at a Glance Contribute to the Play sufficiency assessment and open space strategy There is evidence that the play sufficiency assessment and open space strategy have been informed by GIRFEC stakeholders There is evidence that the play sufficiency assessment and open space strategy have listened to and incorporated the representative views of children and young people Evidence compiled 100% Comments made by Public Health and Play Midlothian and both documents are almost finalised. Further work emerging as a result e.g. via the Play strategy. Documents were shared with relevant partners for comment. Improved connections through this work. Review the need for a Midlothian play/recreation strategy or statement incorporating (safe & healthy spaces) Review is complete and recommendations are presented to GIRFEC Board Play strategy or alternative exists, the actions have been implemented and there is a mechanism 1 x review completed Play strategy implemented with review process in place 100% The review was completed, and recommendations were presented to GIRFEC Board in February 2025. Following the review findings, the GIRFEC Board agreed that a play strategy is required. This will dovetail with the physical activity strategy. Short-life working group progressing, with strategy due to be presented to Board in May 2025. Actions for 24/25 have been completed. Page 173 of 482
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pg. 36 Outcome 4: Midlothian's children and young people have timely access to appropriate emotional, mental health, and wellbeing support Action Indicator Target Progress Our Progress at a Glance in place to review progress Action Indicator Target Progress Our Progress at a Glance Understand service demand, capacity, impact and what's important to children and young people Data sets analysed SPA Delivery plan in place Strengths and gaps established SPA project lead recruited and scoping exercise completed n/a 100% Baseline dataset gathered and gaps identified, and joint strategic needs assessment planned for 25/26. 6 High Schools participated in SHiNE survey in Feb 2025 with 3,737 young people participating, adding to the data available. TAtC have been gathering data about demand for various supports funded via WFWF and CMHF using their activity tracker and will use this to inform funding decisions for WFWF and CMHF in 2025/26. Project lead was recruited in July 2024. Scoping exercise completed, then revised in February 2025 due to funding challenges. Page 174 of 482
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pg. 37 Action Indicator Target Progress Our Progress at a Glance Mobilise programme Programme Sponsors in place, leaders recruited, and steering group established Comms and Engagement Plan in place for Phase 1 and 2 Funding amount and duration confirmed n/a Funding amount and duration confirmed. Project Sponsors in place, lead recruited and steering and working groups established. Completion date moved in response to Council discussions in January 2024, on what is in scope and timescales. Scale of implementation impacted by limited funding available and approach adapted to maximise early supports through CMHF and WFWF. Develop Single Point of Access (SPA) model for Midlothian (Phase 1) High level model blueprint signed off and quality assurance framework in place Recruitment for operational post(s) is complete Costing exercise undertaken for full implementation of SPA and presented to GIRFEC Board for approval n/a 60% Progress delayed as we await clarity on funding to support the Midlothian SPA development. Scope changed to include bespoke education support requests, and we are exploring what current Council resources can be aligned for this purpose. Actions will be taken forward in 2025. Page 175 of 482
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pg. 38 Action Indicator Target Progress Our Progress at a Glance SPA providers and referrers consulted and engaged for Phase 1 along with TOR and partner/provider agreements Referral process, triage system and safeguarding system in place Data sharing protocols in place and IT system changes completed High level model blueprint signed off and quality assurance framework in place This action will be undertaken during 25/26, on completion of the above actions. This action is in progress. We are working with Midlothian Council Digital Services Team to develop an online Request for Support process using Granicus, a council-based secure workflow manager system. It uses a secure database that has reporting functionality, and cases can be viewed and managed using this system. Priority action, as whole project dependent on data sharing. Initial conversations have taken place with Council DPO and DPIA commenced. This action will be undertaken during 25/26, on completion of the above actions. Page 176 of 482
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pg. 39 Outcome 5: Children and young people receive the appropriate needs-based support whilst they are assessed for neurodevelopmental concerns Action Indicator Target Progress Our Progress at a Glance Engagement with children, young people, families and partners Assessment and planning approaches are informed by views of children, young people, and families Children, young people and families’ reference/strategy group established Learning gained from tests of change in East Lothian and Fife n/a 100% ND Peer support toolkit launched in June 2024. Engagement interviews/focus groups undertaken involving young people currently on ND assessment wait list and their parents/carers. Data analysed. Action completed. This action is now aligned with LA-level focus on improving our engagement approach. A number of models are being reviewed including the Children's parliament model. New timescale to be confirmed. Page 177 of 482
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pg. 40 Action Indicator Target Progress Our Progress at a Glance Inclusive, neuro-affirming practice and effective support for children and young people on Neuro Diversity Waiting List (Phase 1) Training plan established for inclusive classrooms and neuro-affirming practice Demographics of waitlist understood, and support options identified. Project cohort identified and Multi-Disciplinary Team (MDT) working group membership and duration identified n/a 100% Training plan established for inclusive classrooms and neuro- affirming practice. Professional learning offer being established to school staff in Midlothian. Further roll out of SCERTS training to school and central team. Project plan established to map level and effectiveness of current support arrangements - participation information and consent forms in development. Scope elements within pathway implementation (Phase 2) Potential supports identified. Impact analysis undertaken to identify way to progress, commissioning options etc. Review of Requests for Assistance processes, thresholds for n/a This work is being driven at a national level and so the timeline for actions have changed. See summary of successes narrative for more details. Page 178 of 482
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pg. 41 Action Indicator Target Progress Our Progress at a Glance specialist assessment, triage processes Review of post- assessment and post- diagnostic support Mapping activity completed for current neurodevelopmental assessment pathways for under and over 7s Develop pre-clinical assessment element of the pathway (Phase 3) Rollout including training in use of confirmed post diagnostic tools and supports in schools and communities for children and young people and families (Training on post diagnostic tools completed) Data capture points introduced along the pathway to monitor n/a 0% Pan-Lothian ND pathway transformation programme now underway. The actions outlined in the GIRFEC Plan are still valid, they will just progress in a different way and at a different pace. Page 179 of 482
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pg. 42 Outcome 6: All professionals are appropriately trained and equipped to deliver services in a trauma- informed way Action Indicator Target Progress Our Progress at a Glance improvements (Data capture points introduced) Action Indicator Target Progress Our Progress at a Glance Implement and strengthen trauma-informed practice across workforce Professional learning delivered across informed, skilled, and enhanced levels Communications, resources, and implementation support is established Baseline established for trauma-informed practice across the partnership workforce Learning is delivered Support established Baseline established 100% A universal offer of Trauma Level 1 and Level 2 training is offered on a monthly basis, this is open to all council services and organisations across the Midlothian community. In total, 1381 people have now completed trauma training. Page 180 of 482
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pg. 43 Action Indicator Target Progress Our Progress at a Glance and measures of ongoing progress Define and strengthen trauma-informed leadership and systems Definition of trauma- informed leadership agreed and clear commitment visible Professional learning delivered on trauma- informed leadership Values and principles of TIP are evident across leadership Systems established that support and challenge leadership across the system Definition of trauma- informed leadership agreed 1 x learning delivered TIP evident Systems established 100% A defined leadership pledge of support to Trauma Informed Practice approaches to council services has been agreed by the Trauma Steering Group, with a launch event planned for later in 2025. Strengthen workforce care, support, and wellbeing Needs of staff in meeting needs of children and young people presenting with n/a 20% Work has commenced on identifying training and support needs of staff in supporting children and young people presenting with distress and mental health needs. Page 181 of 482
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pg. 44 Outcome 7: Families receive holistic support to help to deliver improved outcomes for children, young people and families Action Indicator Target Progress Our Progress at a Glance distress and mental health needs identified Development plan in place for professional support and supervision in schools and with partners Action Indicator Target Progress Our Progress at a Glance Phase 1: Develop Midlothian's Whole Family Wellbeing Approach Existing family learning opportunities mapped Whole Family Wellbeing Working Group established Whole Family Wellbeing Working group established Approach defined 100% Whole Family Wellbeing Approach defined, informed by families' views. Family learning strategy approved and existing family support services mapped. Data about the need for the support and interventions provided is being gathered and analysed. Page 182 of 482
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pg. 45 Action Indicator Target Progress Our Progress at a Glance approach/Framework defined Families’ views are gathered and are informing the Family Wellbeing Service approach Family learning strategy signed off by GIRFEC Board Existing family support services mapped Data about the need for the support and interventions provided is being gathered and analysed Families’ views gathered 1 x family learning strategy complete 1 x map of family support services Data on support and interventions is gathered and analysed Page 183 of 482
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pg. 46 Action Indicator Target Progress Our Progress at a Glance Phase 2: Implement Midlothian's WFWA including partnership funding SLA and contracts for third sector support via WFWF are in place Outcome measures for WFWA have been agreed Family learning and parenting support programme is established to offer opportunities across Midlothian for families with children of all ages SLA and contracts in place Outcomes agreed 1 x programme established 100% SLA and contracts for third sector support via Whole Family Wellbeing Approach are in place. Outcome measures for Whole Family Wellbeing Approach have been agreed. Family learning and parenting support programme is established to offer opportunities across Midlothian for families with children of all ages. 6 of the 8 organisations funded will be delivering elements of family learning and parenting support via their funded activities/supports. Further developments will come from mapping exercise. Phase 3: review and enhance Whole family wellbeing approach Data analysis of WFWF fund and outcomes Additional funding steams identified to support WFWA n/a 100% Annual report completed and shared with planning partners. New measures and data set created for 24/25 will enable more robust data. CMHF has been identified as additional funding stream to support WFWA and complements the aims of the WFWA. Decision-making for the next financial year is being informed by the data regarding services, supports and needs. Page 184 of 482
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pg. 47 Outcome 8: Young people transition into services in a planned, safe, and seamless manner Action Indicator Target Progress Our Progress at a Glance Take actions to ensure transitions planning and decision-making is carried out in a person-centred way with effective multi-agency co-ordination across all services Template developed for a transition passport that travels with the YP that can be updated easily ARC Transitions training carried out for all key education, social work and third sector staff Transition assessment process in place for young people at 14 years Eligibility criteria clearly defined for all services Benchmarking exercise undertaken to map practices and 1 x Template developed 1 x ARC transitions training carried out Transition assessment process in place Defined criteria Benchmarking exercise undertaken 80% A transitions lead is progressing the development of this framework, straddling children and adult services (from 14 plus), with support from Health and Social Care and Children and Families. A “transitions passport” is being developed for young people that can be updated easily. Plans are underway for a parent/carer group and a young person’s group, involving drop-in transitions, informal chats at Saltersgate with parents and young people. Any big pieces of work will go through the parent and young person’s groups to ensure inclusion of family’s views in decision making processes. The Eligibility policy is in draft form and has been consulted with parents and carers, and young people. The working group are currently reviewing the document. An oversight group within the LA has been formed to ensure that process within transitions is sustained. This will also provide a governance route for the policy, which will encompass transitions across CS to AS. Benchmarking exercise complete. Page 185 of 482
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pg. 48 Outcome 9: Families are supported in a way that demonstrably improves outcomes for mothers and babies Action Indicator Target Progress Our Progress at a Glance processes in line with National recommendations Young people, parents and carers have access to the information they need, when they need it measurement to be defined Parent/Carer Group and YPG set up, looking at what information is helpful at transition. Website pages are now live and a good source of reference for parents and young people around transitions. Coupled with the Compass app it gives a digital option to help people navigate and inform around transitions. The Planning for the Futures Fair in April was highly successful, with a large number of people attending, also young people were involved with the organisation and running of the event. Action Indicator Target Progress Our Progress at a Glance Take actions to improve the breastfeeding rate in Mayfield and Easthouses A local breastfeeding working group is co- ordinated in the Mayfield and Easthouses area. Peer support is provided for pregnant 1 x workshop established Peer support established 100% A local breastfeeding working group is set up and running well in the Mayfield and Easthouses area. Now with a focus on the promotion and evaluation of the pilot project. Pilot underway, 14 women engaged with the 'Bump Buddies' sessions and 1:1 telephone support so far, 50% of those are from our proprity post codes. A decision on further funding required by Page 186 of 482
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pg. 49 Action Indicator Target Progress Our Progress at a Glance women and parents for breastfeeding/infant feeding Increase the awareness and familiarity of breastfeeding support in the local area during pregnancy and at birth. The number of ‘Breastfeeding Friendly’ spaces in Midlothian has been increased, including private businesses with a focus on Mayfield and Easthouses and Pathhead Appropriate NHS and Council premises have Awareness increased Breastfeeding friendly spaces increased Breastfeeding- friendly accreditation achieved end of June 2025. If successful, the pilot will support this. Good engagement from all stakeholders including third sector. Breastfeeding Welcome Scheme complete. Appropriate premises defined, BFW Scheme complete. Page 187 of 482
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pg. 50 Action Indicator Target Progress Our Progress at a Glance breastfeeding-friendly accreditation Increase the number of women who quit smoking during pregnancy Pilot project undertaken in Midlothian providing 1:1 support to pregnant women 30% of women identified as smoking have an appointment to make a quit attempt date through Quit Your Way programme A successful 12 week quit rate (above national average) is achieved and maintained Pilot project completed 30% Quit rate achieved and maintained 100% Pilot project undertaken in Midlothian providing 1:1 support to pregnant women. 30% of women identified as smoking at booking appointment have an appointment to make a quit attempt date through Quit Your Way programme. Engagement rate – 32.1% six month rolling average back from April 2025 (NHS Lothian 11%). An improving picture. 12 week quit rate – 12 month rolling average – 31%. Still below national average of 40%, but an improving picture from 10% in 2021. Support children in their early years who are at risk of language and communication delay, to The Circle Up, Up and Away approach is embedded across the Partnership Approach embedded 60% Action complete. The Circle Up, Up and Away approach is now embedded across the Partnership Page 188 of 482
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pg. 51 Outcome 10: Lower numbers of children and young people live in relative poverty Action Indicator Target Progress Our Progress at a Glance meet their developmental potential Speech and Language Therapy Teams receive appropriate referrals into S&L service n/a In progress. Linzi Fowler leading on this work with input from South East Region Speech and Language SERSLCL. Action Indicator Target Progress Our Progress at a Glance Implement and deliver on the actions set out in the Local Child Poverty Action Plan Deliver on the actions set out in the Local Child Poverty Action Plan n/a 60% Three areas of focus linked with GIRFEC action plans are: 1) Uptake of Best Start Grants and Best Start Foods; 2) Referral pathway; 3) Crisis Support/Infant Food insecurity. Work is progressing to plan. Page 189 of 482
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pg. 52 Outcome 11: Joint commissioning is in place, to better support our Partnership to identify local needs, resources and priorities to improve outcomes for children, young people and families Action Indicator Target Progress Our Progress at a Glance Develop and implement Joint Commissioning Framework Final version of Joint Commissioning Framework document complete NHS and Council authorisations in place Governance structure agreed by GIRFEC Board Training/workshops in place on use of Joint Commissioning Framework Communications messages shared Scoping exercise to identify commissioning n/a 100% Confirmation received that this work is being taken forward via Midlothian Council Transformation Programme. The Subgroup Chair will be on the working group so will be able to keep GIRFEC Board updated with plans and progress once the work commences. Page 190 of 482
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pg. 53 Outcome 12: Strengthened GIRFEC practice ensures information is shared proactively to aid prevention and early intervention Action Indicator Target Progress Our Progress at a Glance projects/budgets underway DPIAs in place for Council and NHS Final draft of Joint Commissioning Framework complete Stakeholder consultation period complete Action Indicator Target Progress Our Progress at a Glance Establish Information Sharing Protocol across GIRFEC partnership Next steps confirmed following update on current position Scoping exercise to identify commissioning n/a 100% Updated local Information Sharing Agreement back with DPO. Finalised version will be shared with GIRFEC members for circulation within their departments/organisations. Each department/organisation has responsibility to create their own local agreements along with their DPO. Once agreements created Page 191 of 482
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pg. 54 Action Indicator Target Progress Our Progress at a Glance projects/budgets underway Delivery plan in place then they should be held centrally (available for inspection as required). Identify and resolve any other information sharing issues - outside Protocol sphere - impacting on GIRFEC Partners Consultation with GIRFEC Partners complete n/a 100% Action complete. No issues were identified by GIRFEC partners. This will be monitored, and actions taken, if any issue is highlighted. Page 192 of 482
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pg. 55 Midlothian will strengthen its Community Learning and Development Partnership Plus Page 193 of 482
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pg. 56 Summary of Successes It is the early stages of new CLD Partnership Plus format showing promising signs of increasing and widening partnership work and engagement. This will lead to better joint planning, evaluation and outcomes for participants e.g. Newbattle Abbey College/Y2K joint programmes. The approval of the new Midlothian Community Learning and Development 2024 to 2027 provides a strong foundation for sustaining and improving outcomes relating to youth work, adult learning and community development. UK Shared Prosperity projects are exceeding the targets set and is currently in transition year. No One Left Behind programmes are reaching and exceeding targets with significant increase of participants from minority ethnic communities. The Local Employability Partnership is working effectively with wide representation and increased involvement from those with lived experience on scoring panels; successful work placements with NHS Lothian and Midlothian Council with 75% securing jobs within NHS at end of the placement, this project will be continued next year. There is a new test of change underway with Community Justice and the Health and Social Care Partnership (HSCP). There has been re-engagement with Chamber of Commerce to widen reach and engagement with employers. There is an increase in Foundation Apprenticeship's (FA) offered, including joint work with HSCP to ensure the right young people are targeted to work in sector. Summary of Challenges There has been an increase in employer National Insurance contributions impacting organisations, particularly third sector, and a lack of funding to ensure that Fair Work practices are implemented. This has been raised at national level by the employability national network, the Third Sector and directly with Scottish Government. Ensuring all organisations understand changes to Protecting Vulnerable Groups (PVG) requirements and definition of regulated and unregulated roles. Midlothian Community Action are delivering session in May for voluntary organisations. There is a lack of clarity for UK Shared Prosperity, Foundation/Modern Apprentices and No One Left Behind employability funding from 2026 onwards and difficulties with year-on-year funding streams remains a challenge to effective planning, retaining qualified and experienced staff and continuity of provision for participants. Further partnership work is planned to consider further supports for young people to secure and sustain positive destinations looking inward, outward and forwards as part of this joint approach. Page 194 of 482
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pg. 57 Outcome 1: Improve employability outcomes for Midlothian residents Action Indicator Target Progress Our Progress at a Glance Target employability support to those in the following groups: Priority families highlighted in Child Poverty Action Report; People with longer term health conditions; Young people under the age of 25; Those aged over 50; Those in low paid or insecure work Number of economically inactive people engaging with keyworker support services through UKSPF The number of people supported through employability programmes: Fair Start The number of people supported through employability programmes: NOLB 2023/24 – 130 2024/25 – 121 Baseline 216 Target 289 Baseline 624 Target 430 103 – off target. The number of economically inactive people who are actively seeking employment remains low across Midlothian Fair Start are no longer funded and are only dealing with existing clients so no figures available PES: Working with 194 parents carried forward from previous year plus 165 new parents. In period October 2024 to March 2025, 47 parents progressed into employment or furthered their career within their current employment e.g. higher pay, increased hours, new posts. 250 qualifications have been gained and 14 parents are involved in volunteering. 22 completed paid work placements for a period of 6 months either within the Council or third sector organisations. 71% secured sustainable employment at the end of their placement NOLB All Age Employability(16+ not in school and not parents) Working with 48 new starts over period with 17 progressing into employment, 1 into college, 3 started MA’s and 12 qualifications attained. On Target Page 195 of 482
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pg. 58 Action Indicator Target Progress Our Progress at a Glance Midlothian residents earn above the national average (NOMIS – tracking only) Baseline: Midlothian full-time workers gross weekly pay (£622.90) is below Scottish average (£640.30) Midlothian residents in full time work now exceed the Scottish average earnings of £702.40 week although women are still below the average of £683.80 (£725.70) but with the gap closing (NOMIS 2023) Anchor organisations create pathways into better paid, secure, and local employment 2 tests of change are completed and impact evaluated – years 1 and 2 target 2 1 completed and second started due to delays but on track to be completed by March 2026. H&SC Partnership has included clause in service level agreements with private providers they fund to ensure staff are paid according to Fair Work practices e.g. paid for travel time as well as contact time. 2 posts created at Y2K in catering and youth work for youth volunteers with access to full training. This has resulted in an increase in volunteering numbers. Focused work with H&SC and Community Justice and LEP is underway as second test of change to support people with experience of criminal justice system into employment. Page 196 of 482
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pg. 59 Action Indicator Target Progress Our Progress at a Glance Identify opportunities to establish collaborative practices between NHS Lothian, Midlothian Council and colleges that support HSCP and LEP members to create more opportunities for local people to enter HSC work 1 opportunity identified years 2-4 3 NHS and Midlothian Council paid work placements completed for year 2. A HSCP Employability Action Plan has been developed by NHS Lothian, HSCP and Midlothian Council and signed off by the HSCP Workforce Governance Board. Anchor organisations deploy their influence and resources to support fairer work and create opportunities through procurement and community benefits n/a n/a H&SCP introduced clause in SLA's with private providers to ensure all staff are paid according to Fair Work principles e.g. paid for travel etc. Community benefits: 7 Midlothian bids received and progressed by NHS Lothian (23% of total bids received). Through partnership working NHS Lothian has achieved the highest number of bids across the Scottish Health Board. CLLE monitoring 10 community benefit projects with 5 signed off as complete Sustain level of Modern Apprenticeships (MA) / Foundation Apprenticeships (FA 70% completing or moving into positive destination 70% Baseline completion rates: MA 85%; FA 57.3% MA - 70% FA – 70% H&SC have increased FA's and are working closely with Education to ensure right people are targeted and young people are completing. Funding for MA's moving to Scottish Funding Council next year may have an impact moving forward.are being offered FA total starts in 2024/25 was 217, results not available until August 2025. 3 new level 6 frameworks offered in accountancy, IT hardware and scientific technologies. Overall SDS achievement Page 197 of 482
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pg. 60 Action Indicator Target Progress Our Progress at a Glance rate for MA's 16-19 years is 70% and for those aged 20+ is 75%. Total of 118 MA's on programme with 48 successful completers and 12 early leavers moving into a positive destination (75% success rate). Focus on labour market gaps and new opportunities to create learning and employability pathways into new and growing occupations (green technologies, data driven innovation, health and social care and childhood practices) Labour market analysis (SDS) data reviewed twice year to identify priorities 8 reviews 8 25% Communities Lifelong Lerning and Employability Service (CLLE) working to pilot City and Guilds Fibre Communication level 2 in May/June targeted at 8 NOLB participants. NOLB grants awarded to organisations offering greener jobs upskilling and identified labour gaps. Queen Margaret University (QMU) promoting Healthfest 2025 to encourage young people to pursue a career in nursing and allied health professions. Identify and develop links with employers, colleges / universities, and social enterprises 1 new partnership opportunity offered each year to address gaps 4 1 per year 2 parnterships have taken place in the first two years: Y2K and Newbattle Abbey College delivered joint programme to develop lifeskills, 6 young people supported and gained an Adult Achievement Award, 4 applied for FE places to progress with their learning. Expansion to level 6 FA's with Business as part of Midlothian Aligned Curriculum Offer in schools Page 198 of 482
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pg. 61 Action Indicator Target Progress Our Progress at a Glance Maintain school leaver destinations (SLDR) and annual participation measures (APM) at 1% above Scottish average through partnership supported transitions and direct individual support Tracking: 1% above Scottish average 1% 100% APM is above national average at May 24. 92.9% for 16 to 19 year olds compared to 92.3% nationally. SLDR follow up for 22- 23 for positive destinations is at 92.4% compared to 92.8% nationally, so sustain rates are in line with national picture. Interim APM and follow up SLDR figures presentations delivered to Local Employability Partnership Plus (LEP Plus) and Positive Destination data working groups has been set up. Curriculum review of school’s education with partners New measure – actions identified year 1, implement recommendations years 2-4 3 Midlothian Aligned Curriculum Offer (MACO) in place across six high schools. FA offers in schools has increased with more Level 6 opportunities. Schools and CLLE staff are being supported to become Forest Outdoor Learning Awards (FOLA) leaders and deliver opportunities in local settings for young people and adults. Support young people to build skills for life and work through CLLE provision Target 3200 young people supported each year 3200 On Target 3,422 engagements have taken place over the last 12 months by young people accessing youth work provision across a range of provisions for example Croft Street Hub, Feel Good Friday, Dungeon and Dragons, Youth Platform, Soup Group, Ladywood Youth Club, Young Carer’s Projects, Duke of Edinburgh, and Youth Participation focus groups Identify key priorities, develop and deliver NOLB action plan n/a n/a 7 out of 9 targets completed, 2 on track. Only 57 respondents to satisfaction survey (target 100) and 5 green, no red ratings recorded. Overall, the number of people indicating that their needs were always met decreased from the previous year in 11 areas out of 13. The LEP will review the survey on Citizen Spaceand develop a Word form with QR code to increase take up. Page 199 of 482
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pg. 62 Action Indicator Target Progress Our Progress at a Glance Completion of survey at the end of engagement will be a condition of Service Level Ageements (SLA) in 25/26 to increase participation. The replacement Child Poverty Employability Co- ordinator will be recruited and prioritise lived experience panel for employability, better employer engagement and support and training to the LEP. Joint allocation meetings with funded partners have been successful and expanding to wider range of partners, developing Single Point of Contact for all NOLB referals being explored. NOLB and partner grant panels have included those with lived experience in scoring grant applications and making decisions on funding. Page 200 of 482
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pg. 63 Outcome 2: Local people will have increased opportunities to influence decisions through work with public sector, Third Sector and community capacity building Action Indicator Target Progress Our Progress at a Glance Create opportunities for those with direct experience to co-create and continually enhance employability services 1 for each anchor organisation annually Baseline: Midlothian score card shows satisfaction rates on 12 standards with all above 50% but only 1 above 85% Target: 12 above 85% by year 4 2 annually Numbers of participants low (57). Taking action to ensure SLA's include this as condition of grant and joint training with LEP being planned Use Customer Charter for Employment Support Services and Employability Shared Measurement Framework to benchmark services and identify improvements Minimum 8 service users engaged in Forum Twice yearly questionnaire to users 8 50% Not yet established but will be a priority for new CP Emp Co- ordinator Page 201 of 482
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pg. 64 Action Indicator Target Progress Our Progress at a Glance Create and support volunteering programmes that engage local people in community capacity building activities Number of volunteering opportunities created through UKSP Number of people engaged in community capacity activities through UKSP 23/24 target – 996 24/25 target – 520 Interventions S8.3 and S33.2 Target: 122 23/24 Target: 73 Intervention S9 2,548 - 100% Exceeding targets. UKSP volunteers continues to be high particularly in areas such as food pantries. Number of supported volunteering opportunities has already exceeded 24/25 target as have the number of people engaged in Community Capacity Building (CBB) training opportunities 97 Maximise opportunities for volunteering to be promoted and celebrated through partnership working Number of nominations to Volunteer Awards Baseline 2022/23: 44 nominations Number of organisations advertising volunteer vacancies with Third Target 2023/24: 40 nominations Target 2023/24: 60 46 - 100% No update, figures included in last half year reporting 74 organisations advertising 157 opportunities Page 202 of 482
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pg. 65 Action Indicator Target Progress Our Progress at a Glance Sector Interface Baseline 2022/23: 59 Number of people attending volunteer recruitment fair Baseline 2022/23: 26 Voluntary Organisations and 140 visitors Number of Third Sector Interface Saltire Awards achieved Baseline 2022/23: 223 Number of Third Sector Interface registrations for Saltire Awards Baseline 2022/23: 248 Target 2023/24: 20 VIO and 100 + visitors Target 2024/25: 114 Target 2024/25: 125 125 – 100% Recruitment Fair had 125 attending plus 30 stall holders 122 216 - On Target Support Third Sector organisations to manage their organisations effectively and access funding Number of Third Sector Interface funding events Baseline 2022/23: 4 (due to UKSPF) Target 2024/25: 2 2 – On Target Page 203 of 482
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pg. 66 Action Indicator Target Progress Our Progress at a Glance Number of Third Sector Interface training courses Baseline 2022/23: 10 Number of organisations receiving 1-2-1 support from Third Sector Interface Baseline 2022/23: 56 Target 2024/25: 5 Target 2024/25: 29 6 – On Target 29 - On Target Work in partnership with local communities and organisations to coordinate outreach services in areas where residents must travel to access services (Loanhead, Bilston, Danderhall and rural areas) Number of coordinated partnership outreach sessions. New measure Number of people attending outreach sessions – new measure to establish baseline 1 per year in identified areas Total = 3 n/a Bilston/Roslin event organised and will take place in May/June. Danderhall is currently piloting this approach at pantry in church hall with revenues drop-in established, looking to include other partners such as CAB, Social Security Scotland, CLLE etc but space is limited. New mobile library bus may be utilised once it is delivered particularly for rural areas. Page 204 of 482
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pg. 67 Outcome 3: Improve the breadth, quality and impact of informal and formal lifelong learning including access to qualifications Action Indicator Target PI update Our Progress at a Glance Further develop adult learning and capacity building opportunities for local residents to remain active and involved in their local communities Number of people participating in CLLE adult and family learning programmes Baseline 22/23: 1,581 Target 23/24 – 1,600 1,600 1,525 - Off Target 685 people participated in this half year. Paid programme numbers are below the 500 target set for the year (achieved 375.) New community based adult learning programme is planned for spring term. Family learning opportunities tend to be concentrated over Easter and summer periods, so figures are not included in this half year. Review paid adult learning programmes to identify priorities and gaps and produce action plan % of recommendations implemented in years 2-4 Review completed and priorities and actions identified by 2024 3 1 3 actions identified, 2 are making good progress. New offers and range of qualifications expanded including qualifications in mental health and wellbeing. New tutor recruitment has been completed and will influence what is offered next academic year, particularly higher-level qualifications such as National 5 and Higher. Off target but prioritised for 25/26. New CLD Partnership Plus has met twice and will focus in 2025/26 on joint mapping and planning of adult learning across Midlothian. Page 205 of 482
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pg. 68 Action Indicator Target PI update Our Progress at a Glance Increase opportunities for Midlothian residents to be digitally included Midlothian Volunteer Action Connect Online baseline -74 learners, 22 volunteers Number of Midlothian learners participating in digital skills via anchor organisations and Third Sector Interface Review targets annually CLLE Baseline 22/23: 57 CLLE Number of Midlothian residents accessing Data Skills Gateway (Data Education in Colleges) Baseline 2020: 186 Target: 74 learners, 22 volunteers Target 23/24: 70 Target 2024: 204 Target 2025: 224 Target 2026: 246 85 - target exceeded 173 - On Target 53 CLLE learners, slightly below target of 57. Libraries offering free wifi and digital spaces with some support for online payments etc. CLLE activity delivered in libraries to reach out to potential audience. 368 - exceeded Target at all levels, biggest increases in qualification levels 4, 7 and 8. Scottish Credit Qualifications Framework (SCQF) level 4 had 125 learners (50% increase), SCQF level 5 had 126 (3.28% increase), SCQF level 6 had 43 (22.8% increase), SCQF level 7 had 43 (79.1% increase), SCQF level 8 had 31 (47.6% increase). This reflects progress in supporting young people, career returners, unemployed and developing critical digital and data skills Sustain qualification levels for adults at National Vocational Qualifications (NVQ) at all levels Tracking only – maintain above Scottish average levels 1 to 4; below Scottish n/a The number of adults in Midlothian with qualification levels at National Vocational Qualification (NVQ) 1 to 3 are above the Scottish average and the number of people with Level 4 (degree level and above) is below the Scottish average (52.3% Midlothian, Page 206 of 482
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pg. 69 Action Indicator Target PI update Our Progress at a Glance average no qualifications 54.5% Scotland). Number of adults with no qualifications is 3,800 (6.8%) which is below the Scottish average of 8%. This is a tracking measure only and does not give a true picture as it only measures vocational qualifications. Deliver CLD Plan on annual basis and prepare annual report on performance and impact Report published Number of 3-year plan actions on target Baseline 21/22: 20 on target, 13 requiring some action, 1 requiring focused attention 100% New 3 year partnership plan is in place until September 2027 and is monitored on a six monthly basis by the CLD Partnership Plus. The annual reporting period runs from October to September, so this is out of sync with the Single Midlothian Plan. An annual report is produced in October/November each year outlining progress. Page 207 of 482
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pg. 70 Outcome 4: Enhance the impact of Police Scotland’s priorities to support communities through the work of the Police Scotland Local Authority Liaison Officer Action Indicator Target PI update Our Progress at a Glance The Police Scotland Local Authority Liaison Officer will act as a single point of contact to support partnership working: Number of partnership projects undertaken New post no baseline Number of requests for support n/a The Local Authority Liaison Officer (LALO) role has now been in place for over two years and has become a well-established point of contact for partner agencies seeking to engage with the Police. Over this period, the LALO has built strong working relationships with a variety of stakeholders, ensuring effective communication and collaboration across multiple sectors. The LALO continues to facilitate regular consultations with partner agencies, addressing emerging issues and fostering proactive solutions. A daily anti-social behaviour (ASB) report has been developed and is now regularly shared with all social housing providers, ensuring that key partners are kept informed and able to take swift action when necessary. Additionally, a bi-weekly partnership meeting focused on tackling youth-related ASB is now successfully up and running, providing a dedicated forum for discussing strategies and coordinating efforts. The LALO maintains ongoing and consistent communication with Community Councillors and their respective Councils, ensuring that community concerns are addressed promptly and that the Police are aligned with local priorities. This collaborative approach continues to strengthen relationships within the community and improve outcomes for all involved Page 208 of 482
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pg. 71 Midlothian will be Greener Page 209 of 482
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pg. 72 Summary of Successes 1. The Community Planning Climate Emergency Group held an in person workshop which consolidated our understanding of the changing backdrops and priorities we each have in play as partners. • Scottish Government participated supporting valuable two-way discussion on national framing of our work. • Refreshed focus on how we can ‘add value to each other’s day jobs’. In support of this presentations are being given in each meeting by members explaining their individual roles. 2. Midlothian Climate Action Hub funded for 2024/25, there is a new manager in place and a refresh of priorities is underway. There is good work taking place at a grass roots level. 3. November 2024 – Midlothian Council have agreed that a Climate Strategy refresh can be undertaken over 2025. This will have action programming embedded and take account of coverage of Scottish Government direction in their comprehensive Feb 25 statutory guidance on public bodies climate change duties (currently in draft). • The work is being undertaken by Midlothian Climate Change lead officer with cross organisational, cross partner discussions. • There is clear Scottish Government expectation of cross organisational change, the need for strong co-creation and collaboration, facilitated by significant private-public funding and regional project pipelining. • Climate Change Emergency Group members will continue to play a key role as an expert sounding board as the Strategy progresses through 2025. Summary of Challenges 1. The group focuses on adding value whilst collectively and individually raising awareness and understanding of what can be done as points of support within our individual organisations and communities due to competing priorities. 2. Priorities set for the Climate Change Lead Officer post are strategic and resources are required at system, cross organisational, at various levels to achieve impact. 3. There is pressure being placed on individual members within their own organisations in response to Scotland’s current economic and political backdrop. Funding and resource challenges exacerbate this position. A challenging working context for all as we look to ensure our actions are aligned with impactful medium and long term local, regional and national objectives that deliver effectively across climate, social, economic and biodiversity crises. Page 210 of 482
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pg. 73 Outcome 1: Learning for Sustainability is increased Action Indicator Target PI update Our Progress at a Glance Train Midlothian Council Ranger Service and Volunteers in river fly monitoring Two Council Rangers and 10 volunteers trained by 31 March 2024 2 x rangers 10 x volunteers 100% Complete Both targets reached and undertaken. Engage with Midlothian Council education service and encourage Midlothian schools to adopt freshwater sites, in the context of the Scottish Government’s Learning for Sustainability Action Plan for Vision 2030+. 3 schools adopting freshwater sites Education delivery package produced 3 Yes Contact made with Council Education Service to take this forward. Contact made with Council Education Service to take this forward. Work with Midlothian Energy (MEL Ltd) on targeted education of low carbon heating and renewable energy solutions in Midlothian Delivery of actions by 31 March 2027 n/a On Target Working with Midlothian Energy (MEL Ltd) in this on-going work. MEL is progressing with its education programme. Page 211 of 482
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pg. 74 Outcome 2: Sustainable Living is increased Action Indicator Target PI update Our Progress at a Glance Establish a Midlothian Climate Hub - to act as an information and sign posting point for climate information and projects Midlothian Climate “Hub” established by 31 March 2025 Yes 100% - Complete Climate Emergency Group helped support the establishment of the Midlothian Climate Hub and remains in contact with them. Use Climate Emergency Group and Midlothian Climate Hub to help promote available active travel information and events e.g. Walk to School events, Sustrans Big Walk and Wheel, Cycle to Workdays, and wider walk and cycle promotion events Promotion of active travel information and events complete Yes 100% - Ongoing Action Events distributed when they occur. Work being undertaken to help integrate Council active travel colleagues with the Climate Emergency Group and Midlothian Climate Action Hub. The 2023-27 Single Midlothian Plan, in principle, will support and encourage climate and climate adaptation/resilience projects that come forward in its lifetime that help deliver its Vision Supported and encouraged climate and climate adaptation/resilience projects Yes 100% - Ongoing Action This is ongoing work for the Climate Emergency Group and the Midlothian Climate Action Hub. Page 212 of 482
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pg. 75 Outcome 3: Low Carbon/Renewable Energy Development and Home Energy Saving is Increased Action Indicator Target PI update Our Progress at a Glance Support and promote Changeworks household decarbonisation project in Midlothian – and Information on home energy savings and funding sources are signposted from a Midlothian Climate Hub Promotion of Changeworks events in Midlothian and funding sources signposted from Midlothian Climate hub Yes 100% - Ongoing Action This is ongoing work for the Climate Emergency Group and the Midlothian Climate Action Hub. Work with Midlothian Council on delivery of its Local Heat and Energy Efficiency Strategy (LHEES) No indicator for this action Yes 100% - Ongoing Action This is ongoing work for the Climate Emergency Group and the Midlothian Climate Action Hub. Outcome 4: Carbon Storage is increased Action Indicator Target PI update Our Progress at a Glance Map areas of existing wildflower and meadow in Midlothian, Mapping Produced 1 0% Page 213 of 482
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pg. 76 Action Indicator Target PI update Our Progress at a Glance encourage Midlothian Wildflowers, and seek to increase number of partners on wildflower meadows, hedgerows and roadside verges projects Action not started by the Climate Emergency Group yet. Assistance/Input from the Midlothian Climate Action Hub planned, and it is expected the Hub will take on this action. NatureScot to connect Midlothian Council with Peatland Action team to explore peatland issues and the potential for support on assessment and future project delivery Advice provided from NatureScot by 31 March 2024 Yes 100% - Complete Engage with landowners of peatland on peatland matters identified by NatureScot Engagement undertaken to connect NatureScot/Midlothian Council with landowners 50% On Target There has been engagement with individual landowners and as part of the Midlothian Local Development Plan 2(MLDP2) work with Scottish Land and Estates (overarching representative body for larger estate landowners). Page 214 of 482
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pg. 77 Midlothian will have a wellbeing economy and be better connected Page 215 of 482
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pg. 78 Summary of Successes Develop a Midlothian Community Wealth Building (CWB) Action Plan to guide future economic activity across the partnership. The CWB Action plan has been developed in partnership with the Wellbeing Theme Stakeholder group and Council Services led by the Economic Development Service. This has resulted in a Community Wealth Building Delivery Plan 2025-2027 with 22 ongoing actions and a further 17 identified actions to be progressed. To further this work an implementation group led by Economic Development will be created with services and external partners to develop and deliver those new actions and scope out further actions in partnership. The Delivery Plan will be presented to Council in June 2025 for approval. This will then lead to the publication of a Strategic, CWB Progress Report and Action Plan for Midlothian. The second action for this outcome is to deliver on CWB actions in the remaining 2 years of the plan and we will add in an indicator to progress new actions over years 3 & 4. Increase economic opportunity to maximise income, empowering individuals and communities. The delivery of the Community Sessions has received referrals from Edinburgh College and has been well received by attendees. A session was delivered to the Local Employability Partnership in Quarter 1 2024/25 to raise awareness of the offer. A dedicated page on the Locate in Midlothian website has been developed and will be regularly updated with information on support available, case studies and funders. Develop a culture of entrepreneurship, increasing business knowledge, for current and future generations. The successful development of the BASE Hub (which provides dedicated spaces for business advice and support for entrepreneurs) at Edinburgh College in Eskbank has now been absorbed into the local Business Gateway delivery with an Adviser on-site each Thursday. The Hub has now been replicated with additional partner delivery at 3 Edinburgh College Campuses. In year two we trialled outreach sessions in two of the Midlothian Scottish Index Multiple Deprivation (SIMD) areas, Gorebridge and Woodburn, with Officer attendance fortnightly at each venue. There has been continued engagement between Education and Economic Development to progress activity with a session delivered to the Newbattle High Nurture Group, this led to a request to support a group of business students. The Midlothian Business Directory has referred 76 local businesses committing to support schools with career choice inputs/visits and placements. Page 216 of 482
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pg. 79 Summary of Challenges Increase economic opportunity to maximise income, empowering individuals and communities. We received less referrals for these sessions than anticipated which has contributed to the referral and case study elements being off target for the year. Groups are made up of individuals at different stages and there may be a reluctance to share detail in the sessions. The trial of the drop-in sessions at Woodburn and Gorebridge resulted in only 2 attendees from 14 sessions, these sessions were delivered by a funded Officer through SPF and as this post has ended, we do not have capacity in the core team to continue this delivery. Develop a culture of entrepreneurship, increasing business knowledge, for current and future generations. Aligning diaries due to timetables, school holidays and Officer work commitments have made it difficult to deliver these sessions in schools. Page 217 of 482
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pg. 80 Outcome 1: Develop a Midlothian Community Wealth Building Action Plan to guide future economic activity across the partnership Action Indicator Target PI Update Our Progress at a Glance Work with Council services and local anchor organisations to develop a shared action plan to embed the CWB principles into our work with individuals, businesses, and communities Shared action plan completed 90% In progress Meetings being held with individual stakeholders, groups of stakeholders and internal colleagues to identify actions for delivery. Draft CWB Action Plan due before Council in June 2025 Partnership delivery of actions identified in the CWB Action Plan against the 5 pillars Action plan delivered 100% Complete Links to the strategy delivery plan for development, actions being delivered internally and with partners Page 218 of 482
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pg. 81 Outcome 2: Increase economic opportunity to maximise income, empowering individuals, and communities Action Indicator Target PI Update Our Progress at a Glance Deliver sessions in community settings to raise awareness and understanding of Self Employment and Social Enterprise as career pathways Number of sessions delivered by March 2025 6 In progress 4 sessions delivered for the year. Presentation to Local Employability Partnership to encourage interest and bookings. Relationship developed with Edinburgh College & CLLE who have referred appropriate client groups for delivery. Referrals for continued to support from Business Gateway and Midlothian Voluntary Action Number of referrals to Business Gateway/Midlothian Voluntary Action for support 12 Off Target 0 referrals from sessions delivered in H2. Sessions are embedded with clear sign posting to next steps but yet to see this resulting in referrals Develop case studies to highlight success stories Number of case studies developed by March 2025 6 In progress Case studies are dependent on referrals and can be expected once referrals come through 1:1 support for self- employment and social enterprise development Number of one to one support Tracking only In progress – 83% One to One Support is dependent on referrals from sessions. 0 referrals from sessions delivered so far. Page 219 of 482
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pg. 82 Action Indicator Target PI Update Our Progress at a Glance Create a dedicated space on Locate in Midlothian for Social Enterprise to include learning materials, tools, case studies and signposts to funding providers. Progress against completion on the development of a dedicated space on Locate in Midlothian site by August 2027 100% completed Complete Webpage is now published but it will be continually updated to ensure content is current and relevant to the audience. Outcome 3: Develop a culture of entrepreneurship, increasing business knowledge, for current and future generations Action Indicator Target PI Update Our Progress at a Glance Creation of Enterprise Hubs in educational and community settings to reach and support students, pupils and those in our communities that aspire Establish a hub in Edinburgh in year one and in SIMD area year two (by August 2026) 1 14 Complete Fortnightly sessions delivered between December 2024 and March 2025 in Gorebridge & Woodburn both identified as key SIMD areas. Page 220 of 482
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pg. 83 to be financially independent. Outreach sessions for enterprise support in community and educational settings across Midlothian. Number of community/education sessions held 1 Education In progress Session delivered to a group of nurture base pupils at Newbattle HS in November 2024. A session has been delivered and further digital sessions have been offered. Page 221 of 482
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pg. 84 Midlothian will work towards reducing poverty Page 222 of 482
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pg. 85 Summary of Successes The four main strategic and operational groups are working well together to work towards reducing poverty against a background of rising living costs. These include: The Strategic Poverty Group, The Cost-of-Living Task Force, the Child Poverty Action Group and Midlothian Financial Inclusion Network (MFIN). Significant work has taken place across the partnership to support local people. These include significant efforts to support income maximisation, ensure people claim all their entitlements, joint promotion of supports and the cash first trusted partners model supporting local people in need of cash first support. Details of a range of other supports can be found on the Midlothian Council Website and through joint information work produced by Midlothian Financial Inclusion Network (MFIN). Cost of living | Midlothian Council Midlothian Financial Inclusion Network (MFIN) - Midlothian Community Action (MCA) Key Highlights • Midlothian Council’s Cost of Living Task Force has invested £462,500 to support those most affected by the Cost-of-Living Crisis and worked in partnership to deliver these, for example through fifteen trusted community partners. They have also funded the Midlothian Food Pantry Network Pilot as another example. • Over the last year Citizens Advice Bureaus in Midlothian (Dalkeith and Penicuik) have jointly secured £7,584,548 in financial gains for local people. • CABx Older People’s Outreach St John’s Church, Client Financial Gain: £370,474.81. A total of 232 clients were seen, 49% benefits, 15% energy issues and 8% housing. • The Cost-of-Living Ethnographic Peer Research Report has been launched alongside an Interactive display report researched and produced by local people, funded by Scottish Government and supported by Midlothian Surestart and Midlothian Council. • There are several new schools piloting cash first in areas where there are not any or few other cash first trusted partners. Including Saltersgate School. • Community Benefits through Destination Hillend have been secured resulting in Change Works being able to offer £10,000 of additional support and this was matched by £10,000 from SGN Network resulting in extra practical support for 130 people. Summary of Challenges • Some benefits are not being applied for, or the approval rate is lower than expected. Therefore, we need to continue to promote these and look at underlying common themes and address these. • The funding and resources to reduce poverty remains challenging to sustain over time set against a backdrop of rising living and operational costs. Page 223 of 482
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pg. 86 Outcome 1: Poverty and child poverty is reduced through use of partnership levers and resources Action Indicator Indicator Target PI Update Our Progress at a Glance A single Midlothian data profile produced including information from Hopkins report, Public Health Scotland and Education A poverty data profile produced Initial mapping completed and improvements identified Template for poverty data set produced and updated annually by CPP 1 data profile Mapping completed 1 template completed On Target Develop a range of ways to establish relationships and gather views of those with direct experience of poverty: online forum, citizen’s panel, citizen assessors, focus groups and appraisal project. Number of residents on the Panel Number of residents trained as citizen assessors Number of processes reviewed over the 4 years Number of staff trained to support direct experience work 5 5 1 4 Off Target The cost of living researchers through the Surestart Project are doing very well with their peer research work on those living on a low income and have presented to the Child Poverty Thematic Group and they have launched their research report with key recommendations. However, we have not increased the number of people on the Living in Midlothian Panel and unfortunately, we are having to re-commission the provider for the Citizen Panel. Page 224 of 482
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pg. 87 Action Indicator Indicator Target PI Update Our Progress at a Glance Agree strategy and action plan for reducing the cost of the school day through the child poverty action plan Number of actions on target in the child poverty plan School, child and parent impact statements of the difference the actions have made Number of staff completed COSD training 22 2 100 19 progress well. 3 impact statements secured Schools are actively working to reduce the cost of the school day with support from the local authority these include guidance on school uniform as an example. Data will be available in H1 (25/26) Prioritise access to Tenancy Support for tenants and housing applicants with children who are living in or at risk of living in poverty. Number of tenants and applicants with children who access tenancy support. Number of households with children in temporary accommodation n/a 150 241 (H1 figure) Awaiting Data for H2 161 for H2 31st March 2025. Reduce the number of households with children Housing Policy Approved Numbers are reduced Data not available until mid-June 2025 Awaiting Data Page 225 of 482
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pg. 88 Action Indicator Indicator Target PI Update Our Progress at a Glance in Temporary Accommodation Reduce the average time taken to close a homeless case Average number of weeks to close a homeless case 52 Data not available till mid-June 2025 Awaiting Data Review local childcare needs against provisions available and implement recommendations Review of local childcare needs completed 1 On Target Childcare Review and Report recommendations produced and presented to Children, Young People and Partnerships Directorate. Action planning is underway based on the recommendations. Identify, influence and review Midlothian Council Service Plans to ensure reducing poverty is embedded into them – e.g. Housing, Travel and Transport. 3 plans reviewed over 4 years 3 On Target Integrated Impact Assessments have been adapted and includes United Nations Convention on the Rights of the Child (UNCRC) and Poverty. In addition, both the Children Services and Education Service Plans and the new CLD Partnership plan have poverty targets embedded. The Poverty thematic group will decide which plan should be identified for review next in 25/26. Deliver the living well in Central Dalkeith and Evaluate improved outcomes completed 1 On Target: The majority of actions are on track. The Stage 2 feasibility study funded by Shared Prosperity has been completed for the Woodburn Hub Building. The Woodburn Hub internal building Page 226 of 482
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pg. 89 Action Indicator Indicator Target PI Update Our Progress at a Glance Woodburn placed based approach Approach delivered and evaluated improvements are in place. The Lego dinosaur trail in Dalkeith to promote active travel was positively received. The path from Waterfall Walk was cleared and swept. Create joint strategic planning sessions with employability, childcare, jobcentre plus, economic development, transport leads to improve income from employability and ensure flexible, affordable childcare which supports employment. Target: 2 sessions per year No of recommendations implemented 2 2 progressed The Poverty thematic group has held a planning session with SPIRU Unit at Glasgow Caledonian University. In addition, the LEP has held a planning session on shared recruitment practices with anchor organisations such as NHS Lothian. Page 227 of 482
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pg. 90 Outcome 2: Benefit income maximised for individuals and families and financial resilience is improved for low-income Action Indicator Target PI Update Our Progress at a Glance Ensure equitable access to income maximisation and debt advice across Midlothian, including financial referral pathways Review carried out and report with recommendations disseminated to key stakeholders Implementation plan developed and actioned 1 Income Maximisation The implementation plan is finalised, and actions are in progress: A Strategic Welfare Rights group has been established to co-ordinate commissioned work across the Community Planning Partnership (CPP). The Welfare Rights forum has been re- established to facilitate collaboration and knowledge exchange across frontline deliverers. Automated and simplified referral routes for income max support from Midwifery, Health Visiting and Family Nurses are established. Automated Midwifery referrals from TRAK: 31 accepted referrals so far and Client Financial Gain of £28,778 since May 2024. Midlothian Older People's Assembly November 2024 - Midlothian Community Action (MCA) which brought together older people with a variety of support agencies. Manage benefits effectively and deal with lifestyle changes through Anti-poverty measures will be targeted at people over 50 100% A series of supports are in place for those aged over 50. These Include targeted information flyers and outreach projects. Below is an illustration as an example, of the Older Person CAB Project at St John's Church which has generated: Page 228 of 482
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pg. 91 Action Indicator Target PI Update Our Progress at a Glance a variety of support measures Midlothian – 755 CWHP payments issued (2.49%) 23/24 Midlothian- 6285 WHP payments issued (1.5%) • Client Financial Gain: £370,474.81 • 232 clients in total seen • 49% benefits • 15% Energy issues • 8% Housing The Poverty thematic group and partners have been carrying out some promotion of key benefits through 2024/25 with the local authority communications department. Midlothian is still projected as 2% of overall Scottish applications for most benefits though this does differ slightly based on area demographics. Current application levels remain in line with percentage projections but the previous upwards trends ranging from 2 to 3.2% of applications has declined. Therefore, further action is required. The Social Security Scotland Figures are set out below: • Winter Heating Payment 24/25 (7,160, increased a little year on year) • Child Winter Payment 24/25 (965 nearly doubled since 20/21) • Best Start including food 24 (9,940 applications, 9,885 processed, 6,630 authorised. This is a 67% approval rate similar to other LAs. 675 for this reporting period). • Job Starts 24 (170 applications, 55 authorised, 33% approved. This is below average against other LAs) Page 229 of 482
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pg. 92 Action Indicator Target PI Update Our Progress at a Glance • Carer Benefits 24 (75 applications, 30 processed, 20 approved highest approval rate 87%) • Funeral Payments 24 (525 applications, 515 processed, 345 offered, 67% approved, second lowest rate against other LAs) • Scottish Child Payment 24 (7,145 applications, 7,090 processed, 5,790 offered, 82% average) • Adult Disability Payment 25 (5,375 applications, 4,855 processed, 2,260 offered 47% average similar to other LA’s). In addition, £10,000 funding has been secured through the community benefits received from the Destination Hillend Project for providing winter warmth measures for vulnerable households across Midlothian through Change Works. These measures will include heated blankets, draught proofing, thermal curtains, and winter duvets. This is estimated to reach about 130 people within Midlothian. This fund works in partnership with an anticipated contribution of £10,000 from SGN energy to provide fuel vouchers. Page 230 of 482
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pg. 93 Action Indicator Target PI Update Our Progress at a Glance Increase the uptake of children, young people and family benefits Educational Maintenance Allowance Free school meals – School Clothing Grants – Scottish Child Payment Bus Passes – Best Start Grants – 161.% baseline 65.6% 830 5% 16.2% 15.2% 84% 1,113 Increase access to affordable credit and savings amongst lower income Midlothian residents through increasing local membership of Capital Credit Union Increase the number of Capital Credit Union members from the 2022-23 figures Target – increase members by 5% 5% On Target The number of Capital Credit Union members in 2022/23 was 3,358. At the end of September 2024, the number of members is now 3,733. This represents an increase of 11%, which is above the target of 5%. There has been an additional 70 members from Midlothian between October 2024 to March 2025. Review the changing needs of those experiencing debt and those accessing the 1 review completed with recommendations 1 On Target Midlothian Council Revenues Team have been trialling advice drop-ins across the county where support can be provided on Scottish Welfare Fund, Discretionary Housing Payment, Council Tax and Housing Benefit. HSCP and Children Services have analysed social Page 231 of 482
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pg. 94 Action Indicator Target PI Update Our Progress at a Glance Scottish Welfare Fund to consider additional supports or signpost to existing services better work emergency payments, demand has remained steady over the last few years. Increase poverty awareness amongst Midlothian based workers through training programmes New measure Target – 4 training sessions per year 4 per year (cumulative) On target. 5 council service areas were trained in H1, this will be reviewed for H1 25/26 by the Poverty CP Thematic. NHS will target midwives, health visitors, family nurse partnerships and occupational therapists etc. MFIN continues to keep a variety of relevant information on their webpage. The Cost-of-Living leaflet was updated in March 2025. We have continued to promote the 12 leaflets on a variety of subjects relating to financial advice and will be updating these in April. The MFIN newsletter continues to promote information relevant to local workers and passes information on to Midlothian Community Action (MCA) for wider distribution to the third sector. Page 232 of 482
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pg. 95 Outcome 3: The most significant impacts of poverty on individuals and families are reduced Action Indicator Indicator Target Indicator Progress Our Progress at a Glance Exploring funding to increase access to affordable and nutritious food for low income Midlothian residents through extending the pantry network. Review action after 2 years Maintain levels of financial supports - Baseline – 2110 (2022/23) Collate impact statements and feedback Funding secured: Baseline 3 pantries 2110 Funding secured On Target. The Cost of Living Task Force continues to fund the development officer to create a Midlothian Wide Pantry support network. They have been successful in holding a Midlothian Food Drive generating £2,400 worth of food, have created a central storage facility, purchased freezers to be able to accommodate frozen goods for distribution to other pantries. The Midlothian Pantry Network has supported recycling of: • January 354.kg of waste food • February 1,075kg of waste food • March (to 14th) 772kg of waste food • 2,202.4kg of waste food distributed to our member pantries In addition, MVA (now MCA) secured £6,500 of funding from Tyne Esk Leader to buy food for the pantries. Maintain networks of trusted partners to provide a cash first and dignified support for food and fuel Funding secured for 24/25 100% funding On Target The number of cash first trusted partners has increased due to the addition of more schools into the pilot including Saltersgate School and Stobhill Primary School. Partners are working well to support those most affected by the cost-of-living crisis. An end year review and evaluation are underway. Trusted Partners (excluding schools) during period October 24 to March 2025 issued 530 payments totalling £73,837. 55% of all Page 233 of 482
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pg. 96 Action Indicator Indicator Target Indicator Progress Our Progress at a Glance payments were distributed across the 3 priority areas. Across the 6 schools, 198 payments have been made totalling £21,659. In total over the 12 month period from April 2024 to March 2025 1,178 incidences of support were recorded. Outcome 4: Challenge Poverty Action Indicator Indicator Target Indicator Progress Our Progress at a Glance Undertake campaigns or demonstrations or influence decision makers through evidence and joint action to fundamentally challenge poverty Reduce Poverty by influencing decision makers N/A The Cost-of-Living Peer Researchers have produced a report outlining the current experiences of those living in Midlothian. The report contains a series of recommendations which the child poverty partnership group will embed into their work. A representative from Scottish Government also attended the formal feedback session. A representative group also met with our MP and Leader of the Council to explore the impact of the increased employer’s costs on businesses, public sector and third sector organisation. Page 234 of 482
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pg. 97 Conclusion The annual report gives us time to reflect on the good work undertaken by all partners to work alongside local people to continue to make Midlothian a Great Green place to Grow. It is important as a partnership to also recognise where it has been more challenging to make improvements and take steps together to reassess these areas and work to address them. The Midlothian Community Planning Partnership undertook a self-evaluation in 2024/2025, as part of the national Community Planning Self Evaluation coordinated by the improvement service. Further information on Community Planning Nationally can be found at the following link: Community Planning | Improvement Service. The key strengths identified through the self-assessment were: • Shared Leadership of Community Planning in Midlothian • Community Engagement and Capacity Building • Governance and Accountability • Reporting of Performance Management and Outcomes • The Impact that Community Planning is having in Midlothian by working together to improve outcomes with Communities. Continuous improvement in how we work as a partnership is important and invaluable going forward as a partnership. Therefore, we have identified two areas for targeted attention as part of our reflections these are: • Review resource sharing arrangements within the Midlothian Community Planning Partnership to support the achievement of the Single Midlothian Plan. • Consider how partners can improve the sharing of data to support the work of the partnership. Finally, we would like to extend our genuine and sincere thanks to local people, stakeholders, partners, the third sector, community activists and researchers who have worked tirelessly to create a strong vision for Midlothian, set challenging improvement outcomes and work together to deliver on these shared endeavours alongside our communities. We look forward to continuing to develop and expand our partnership over the next 2 years of the Single Midlothian Plan. Page 235 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.9 Update report: Keeping the Promise in Midlothian Report by Rebecca Hooton, Chief Officer Children’s Services, Partnerships and Communities Deputy Chief Social Work Officer Report for Information 1 Recommendations Council is asked to note the progress made to keep the Promise and the ongoing challenge this poses specifically in respect to resources and the workforce. 2 Purpose of Report/Executive Summary “The Promise" is a comprehensive, ongoing commitment to ensure care- experienced children and young people in Scotland grow up loved, safe, and respected, and can realise their full potential. This initiative, driven by the Independent Care Review, aims to transform how care and support is provided, moving towards a more child-centred and collaborative approach. The Promise asks services to direct support to early intervention and prevention and ensure that children and families are involved in decision making at all levels. Where children cannot stay safely at home, The Promise asks that we ensure all children and young people are cared for with love, stability and are supported to maintain safe, loving relationships. 2025 marks the halfway point to the Scottish government’s committed to keeping the promise by 2030. This report provides an update of Midlothian’s efforts to keep the Promise. The report focuses on the actions taken by the local authority and in collaboration with partners. The report does not summarise the national actions or those lead by other statutory organisations. Further detail of the national progress and the plans from NHS and Police Scotland are included in Appendix B. Date 30 May 2025 Report Contact: Rebecca Hooton Chief Officer Children’s Services, Partnerships and Communities Deputy Chief Social Work Officer rebecca.hooton@midlothian.gov.uk Page 237 of 482
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2 3 Background/Main Body of Report 3.1 Background In October 2016, the First Minister made a commitment to figure out how Scotland could love its most vulnerable children and give them the childhood they deserve. She commissioned the Independent Care Review. For over three years the Care Review listened to those with experience of living and working in and around the ‘care system’ to properly understand what needed to change. As well as listening carefully to what matters to children, the Care Review considered the research on the ‘care system’. The work of the whole Care Review culminated in the publication of 7 outputs, the main volume of which was The Promise. The First Minister and all of Scotland’s political parties pledged to #keepthepromise to Scotland’s children. The Promise is centred around five foundations: Voice, Family, Care, People and Scaffolding. Voice - Children must be listened to. That means they should be meaningfully and appropriately involved when decisions are made about their care. Scotland's culture of decision-making must be compassionate and caring. It must be focused on children, and those they trust. Family - Where children are safe in their families and feel loved, they must stay. Families must get support together to nurture that love, and to overcome the difficulties which get in its way. Care - Sometimes, it's not possible for children to live with their family. But they must still be able to live with their brothers and sisters, as long as it's safe. And they must belong to a loving home, staying there for as long as they need to. People - The children Scotland cares for must be supported to develop relationships: with people in the workforce, and those in the wider community. And these people must also be supported: to listen, and to be compassionate in their care and decision-making. Scaffolding - Children, families and the workforce must be supported by a system that is there when it is needed: the scaffolding of help, support and accountability. Keeping the Promise is a national commitment, but local authorities and Children’s Services are central to this. To lead this transformation, we need to 1. Prioritise Early Intervention and Prevention – supporting families before they hit crisis, strengthening community and family support with a view to reducing the need for formal care. 2. Keep Children in Safe and Loving Families – by keeping children at home or in the wider family where it is possible and reduce the need for residential care. 3. Deliver relationship based, trauma informed practice – where possible prioritising stable relationships for children and young people in care and on the edge and in care, to ensure access to care and support is built on empathy, trust, and an understanding of trauma. Page 238 of 482
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3 4. Empower Children and Families – ensuring they are listened to and actively involved in decision about their lives and how we share services that impact on their lives. 5. Work in partnership – across the local authority: children’s services, education, health, housing and third sector to provide holistic support tailored to individual’s needs. 3.2 Key National Actions 3.21 Legislative Reforms • Children (Care and Justice) (Scotland) Act 2024: This legislation prohibits the imprisonment of children, aligning with the commitment to treat young individuals within the care system with dignity and respect. • The Promise Bill is currently in draft phase with a plan to be introduced to Parliament in the 2025/2026 session. 3.22 Systemic Changes and Workforce Development • National Values Framework: A framework has been introduced to ensure that all professionals working with children share common values centered on nurturing, kindness, and respect. 3.23 Support for Families and Carers • Scottish Recommended Allowance: A national minimum allowance has been introduced for foster and kinship carers, benefiting over 9,000 families across Scotland. • Care Leaver Payment: A £2,000 payment is being provided to care leavers to support their transition to independent living. 3.24 Redesigning the Children's Hearings System • Hearings for Children Redesign Report (2023): outlines 97 recommendations to transform the Children's Hearings System. The Scottish Government has accepted most of these recommendations and is working on their implementation. 3.25 Monitoring and Accountability • Oversight by The Promise Scotland: An independent body, The Promise Scotland, has been established to monitor progress and ensure that the commitments are being met. • Public Reporting: Regular updates are provided to the public, detailing progress and areas needing improvement. Page 239 of 482
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4 3.3 Key Successes and achievements in Midlothian: 3.31 Strategic Planning • Midlothian have committed to The Promise and children’s rights being embedded in the Community Planning Partnership. The GIRFEC Board has a subgroup focused on how we are implementing UNCRC and Keeping the Promise across the partnership. This group has broad representation across the council and our partners, this group currently has representation 28 services and organisations. Key successes of this group include ongoing partnership wider self evaluation of how we are embedding UNCRC, Corporate Parenting and The Promise, mapping advocacy and developing plans to increase advocacy for children and young people in Midlothian and working to develop a refreshed Midlothian Play strategy. • This strategic focus is supported by our Promise and Corporate Parenting lead, and the Education Support Officer - Equity (Care Experienced Young People). Our Promise lead is engaged in local and national networks to support transformation and share good practice. The ESO has successfully delivered the Promise Award to 60 staff across Children’s Services and Education. Staff reflected that the Promise award gave them ‘Greater empathy and understanding towards care experienced learners’ and a real ‘understanding of the impact that giving a young person a voice can have’. • In addition, Education Support Officers are working with schools to embed Rights Respecting schools. Rights Respecting School Awards include evidencing that: • Children and young people value education and are involved in making decisions about their learning • Children and young people know that their views are taken seriously As a result, we know that schools involved are actively developing systems to support children to share their views, and empower children and young people in their settings to be involved in, and influence, decisions which affect them. Midlothian currently has 6 schools who have earned gold awards, 9 schools with silver; and a further 15 schools who have achieve bronze awards. To build on this work, colleagues are currently developing a formalised structure, due to launch in August 2025, to ensure children across all of our school settings are empowered to share their thoughts, opinions and ideas regarding decisions which affect them, with senior local authority officers and elected members. • Embedding Trauma Informed Practice – the Trauma lead has worked hard across the council to offer Trauma Informed Practice in 2024/2025 Page 240 of 482
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5 283 council staff were trained in level 1 or 2. This includes training staff across all departments, elected members and foster carers. 3.32 Children’s Services Structure and Service delivery To Keep the Promise and better support children, young people and their families Children’s Services have engaged in tests of change, redesigned service delivery and realigned budgets to adapt how we deliver our statutory and voluntary services. Central to these changes is the increase of early intervention supports, holistic family support, supports that address the cost- of-living crisis and those living in poverty and strengthening the way children, young people and their families’ voices are included in decision making. This is a process of continual improvement and we are committed to listening to how this feels and impacts the families we work with. It is important to note that many of these changes are based in strong partnership relationships across the council, heath and third sector and evidence the wider commitment to Keep the Promise. Key changes in service delivery include: • Hawthorn Family Learning Centre is the only service of its kind in Midlothian, providing support to children, parents and carers in via Early Years placements, groups, outreach, and other supports. The centre works closely with both Children’s Services and Education to provide high quality environments, interactions, experiences, and support to families. Historically Hawthorn had a reputation of being a service only accessed by children engaged with social work and was fraught with stigma. Over the past 6 years we have worked hard to reduce the stigma and build engagement with the community. The shift in perception and reach into the community was celebrated in 2019 with the service being shortlisted as finalist in the MJ Awards. Hawthorn is now a highly sought after service with request for support outweighing the service’s capacity. Each week over 65 children are supported in placements and additional families supported via outreach and groups. Between April and December 2024 Hawthorn delivered 119 groups supporting 318 individuals. One of the successful groups is an open One stop shop which offers a community closet, food, financial advice and an introduction to the wider service. In Challenge Poverty week 2024 an additional 133 families and 509 Families were supported with food hampers and activities. In late 2024 Hawthorn secured UK Shared Prosperity funding to introduce a monthly supper club. The supper club is open to anyone in the community and is intended to introduce families to support on offer. The Supper club was started in January 2025 and each month on average 40 families share Page 241 of 482
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6 dinner and engage in a family learning activity. In addition the funding has been used to develop a new outdoor learning space open to families to engage together in play and learning. More information is included in the HFLC annual report in Appendix B. • The Family Wellbeing Service (FWS) was established in 2023 and is funded by a blend of Whole Family Wellbeing Fund and Strategic Equity Funding. The FWS works with families, schools, health and third sector partners to support children and their families to improve low school attendance, and other wellbeing concerns. The team provide holistic support with the aim of supporting families earlier and in partnership to reduce the number of children and young people coming into statutory children’s services. Access to the FWS is via Team around the Child meetings where partners consider who is best to support children and families who are in need of additional support. This network of partners is firmly embedded in the wider commitment to GIRFEC and The Promise. Additional third sector resources, funded by the Whole Family Wellbeing fund are available via this forum and ensure that families get connected with the most suitable support. Since 2023 the FWS have had 468 referrals and supported 568 children. At any one time the team are working with approximately 130 children. In 2024, the number of children and young people referred to the Family Wellbeing Service increased by 56% from referral numbers in 2023. The team regularly work with families where it is recognised that without the scaffolding of support provided by FWS, these families would require statutory social work intervention. Additional capacity for social work level assessment and planning has been created in the team with the recruitment of a second senior practitioner to supports efforts to keep families together and out of statutory services in line with the practice aspirations of The Promise. The FWS use Outcome Star tools to support and measure positive change with individual families. The data evidences positive impact of FWS intervention on family wellbeing across the following outcome areas: physical health, wellbeing, meeting emotional needs, keeping your children safe, social networks, education and learning, boundaries and behaviour, family routine, home and money, and progress to work. Across 24/25 most families working with FWS initially identified themselves as feeling stuck or at the initial stages of accepting help and with support have been able to progress positively to finding what works and effective parenting. Positive outcomes from FWS support: • A 13 year old was supported by the FWS and a multi-agency plan to rebuild relationships with school and move from online learning to being back in school for the first time in over a year. • A mother of 2 children was experiencing low mood and struggling to manage the competing needs of her children. The parent was able to engage in weekly support sessions with FWS where she built up Page 242 of 482
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7 confidence and addressed health needs, routines and poor sleep patterns in the home. At the FWS review point the parent and professionals involved could see a significant improvement in how she was feeling and coping which has had a positive impact on the children’s school attendance, the conditions of the home environment and the parent’s engagement with health services. • A 15-year-old with anxiety who had 0% attendance when allocated to the FWS in early 2024 increased to 41% attendance following multi- agency support planning and rebuilding of relationships with school. The young person is now physically attending school and building up their time in school gradually. More information is included in the FWS annual report in Appendix B. • Income maximisation – As part of our effort to reduce child poverty, children’s services work with Citizens Advice Bureau to fund three income maximisation projects. This work has been prioritised based on evidence that child protection concerns and care experience is more prevalent in areas of deprivation and for those living in poverty. The first project started in 2021 with additional capacity added in October 2023 and again in May 2024. The provision now enables any family who has contact with Children’s Services to access income maximisation, this includes those referred to Team Around the Child or dropping in at Hawthorn, families do not need to be allocated to our service. The project workers work directly with families to increase household income and reduce debt. Since 2021 the income maximisation projects in Children’s Services have collectively generated over £1,213,000 for 365 individual families. • Family Group Decision-Making (FGDM) is an approach that supports a shift in culture towards children and families having a greater say in decisions that affect their lives. It is a rights based practice that helps prevents children entering the care system or supports them to return to family quicker. The FGDM team was created in late 2019 and over the past 6 years has grown and adapted. There are now 4 meeting coordinators that work to provide the support across Children’s Services. Since the team was created, they have had over 420 referrals and supported 243 families to create meaningful family-based plans. Families have shared ‘It felt good to know that my family are there for me and are an additional support. It helped me realise that they are not judging me like I thought as I held a lot of shame about my past.’ Social workers shared ‘I was surprised with how well this time was spent by the family and their ability to put differences aside and focus on constructing a plan for the young person. There was clear input from all family members and how they could contribute to supporting the young person.’ More information is included in the FGDM annual report in Appendix B. Page 243 of 482
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8 • Lifelong Links supports young people to explore their heritage and identity and to reconnect with those who are important to them. Since 2022 16 young people have been supported to understand their family history, reconnect with significant people or ‘never known’ family including birth fathers, siblings, previous foster carers, social workers and other professionals who have been important to them. This helps young people to reconnect with a supportive network as they move out of care and into adult life. One young person celebrated ‘‘The best bit has been finding out a bit about my sisters that I didn’t know anything about’. • Systemic Family Practice (SFP) focuses on improving communication, reducing conflict and improving relationships in families. In 2021 we committed to 2 workers having a dedicated role to support systemic family practice. Since 2021 the team have had over 191 referrals and supported 88 families. Families who engage are offered support over 6- 12 months. Families reflect ‘these sessions are a set time the family is together and can talk about the difficult stuff’ Evaluation following a period of Systemic intervention demonstrated improved communication, family cohesion, improved relationships and family resilience and a reduction in family conflict. Families have also reported that the intervention supported them to remain together as a family. Both of our systemic workers are now trained in non-violent resistance (NVR) a systemic family intervention approach that focuses on changing how parents address challenging behaviours rather than focus on changing the child’s behaviour. NVR aims to help raise the presence of adults in a young person’s life to support and strengthen positive relationships. Since completing the training in 2024, the workers have supported 8 families using a NVR approach. Parents feedback was overwhelming positive one parenting sharing ‘it made me think carefully about what I need to work on and which behaviour I was most worried about. Thinking about what to focus on gave me some space to think, like permission to let some things go. To further support delivery of the model, we have begun delivering a cross-service parenting programme called ‘Calm and Connected’ which will be delivered twice per year. More information is included in the SFP annual report in Appendix B. Page 244 of 482
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9 • Kinship care is central to the Promise and keeping children in their families and communities. The graph below evidences the shift over time to move to more children staying in Kinship care. Midlothian currently has approximately 160 paid kinship carers. Between August 2023 and December 2024 Children's Services received 78 kinship assessment referrals. In response to this growing trend, we have permanently recruited one kinship worker and ringfenced time within our Family centred Care Team to create additional capacity. We recognise that to prevent placement breakdown it is key that family and professional support networks are in place to provide regular practical and emotional support. We are working collaboratively with Children 1st to strengthen kinship support via the provision of therapeutic support, regular drop-in sessions, development sessions for kinship carers and planned family activities. • The Practice Team provide the core support for children, young people and families who come into contact with statutory children’s Services. We have redesigned the way in which support is delivered within the Practice Team. Previously the team was split into the provision of support to children aged 0-12 and those aged 12 plus. The one team now covers all children, potentially from pre-birth to their twenty sixth birthday if in receipt of aftercare. This allows for greater opportunities for developing meaningful and sustained relationships and supports a consistency of approach, whatever circumstances have led to a child or young person coming to the attention of Children’s Services. Across the team there is a strong focus upon identifying creative solutions to provide scaffolding which can enable children and young people to remain with their families, for example the provision of extensive and sustained support packages at time of need, such as around evening routines. When it is not possible for children to remain within their birth family every effort is made to support and sustain family relationships with parents, siblings and other significant people. these approaches are supported by the wider teams including family groups decision making and systemic family support. Page 245 of 482
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10 • Unaccompanied Asylum-Seeking Children (UASC) form part of our care experienced population. Since October 2019 Midlothian has supported 31 UASC, including 10 spontaneous arrivals. We are clear that our unaccompanied asylum-seeking children and young people are Midlothian's children and should be afforded the same local support. We have worked hard to train and recruit local carers who will provide specialist care and support. This is done alongside our dedicated practitioners and practice team social workers to provide individual support and identify creative solutions to identified need. We are currently recruiting a further practitioner to enable us to expand the support on offer. We have been well supported by housing colleagues to provide timely support to house our older young people and been able to support them to integrate into the local community. This is enhanced by joint work with CLLE colleagues to develop bespoke education packages for young people aged sixteen and seventeen, for whom the school setting may not best meet their needs. • Continuing Care and Aftercare is a key part of ensuring care experienced young people are supported into adulthood and as they leave care. Young people are expected to remain looked after and accommodated until their eighteenth birthday, unless they do not wish this. And can remain with foster carers and/or Kinship carers in continuing care beyond 18. Whist young people remaining in their care placements longer poses a resource challenge for us, we welcome the parity this offers care experienced young people with their peers without care experience and will continue to promote and support this choice. Aftercare is offered to eligible young people until they are 26 and support will continue to be offered even if they have stepped away from support for a period of time. • Midlothian House Project is an additional support for care experienced young people as they move into adulthood. The Project supports young people move from care towards independent living arrangements. The approach promotes quality relationships which are trusting, secure, and consistent. Core to the project is long term support and learning that Page 246 of 482
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11 supports young people into adulthood. This is especially significant for our care experiences young people who generally have less informal or family supports to help navigate this process. The Midlothian Project was created in 2020 as part of a successful funding application to Life Changes Trust and became core funded by Children’s Services in 2023. To date we are supporting 47 young people split over 5 cohorts. 31 young people have successfully moved into their properties with no tenancy breakdowns. Most young people are in employment and have made significant academic progress. Most notably one young person is completing an HND at a local college and has been offered places at 2 universities to further her studies. In addition, another young person has successfully completed her training with Police Scotland and is soon to graduate as a serving police officer. Young people have said: “honestly, such a great feeling waking up in my own place and having responsibilities” “it’s great, I love living by myself. Feels so much happier in ways I can’t explain.” “I can’t believe this (property) is mine” At the 2024 Who Cares? Scotland, Corporate Parenting Award ceremony, Midlothian House Project won both the Outstanding Corporate Parent and Stable Foundations awards. • Children and young people in conflict with the law require a whole system approach to assess risk and ensure suitable support for individual young people and action to address emerging trends. The partnership approach to the management of children and young people who come into conflict with the law in Midlothian is very strong. A task action coordination group meet once a fortnight, this group is made up of a multi-agency of local partners including Police Scotland, Scottish Fire and rescue, Community lifelong learning and employability and 3rd sector partners. Scottish Government ‘cashback funding’ is utilised by some of these partners in an effort to support young people in our local communities to become involved in activities which offer them an alternative focus and deter them from becoming involved in anti-social behaviour. The outcomes of these interventions are positive and are reflected in the low number of young people being referred to The Scottish Children’s Reporter Administration on offence grounds, reducing the number of children engaged in statutory services and becoming care experienced. • Self-Directed Support (SDS) continues to shape and develop how we support the growing number of children and young people with additional support needs in Midlothian. The statutory principles of participation and dignity, involvement, informed choice and collaboration all echo the foundations and values of the Promise. With a current 216 packages of Page 247 of 482
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12 care open to Children’s Services, these principles are seen and felt by the families we work with. 3.4 Participation and Voice Key to the Promise is that children, young people and their families’ voices are included in decision making. Detailed below are some of the initiatives we have in place to support children and young people’s voices being heard. • Family Group Decision Making (FGDM) is core to families’ voices being part of statutory decision making. As noted above this is now embedded in our service but families engaged in child protection processes or at risk being accommodated are prioritised for this service to ensure family are considered first and core to care plans. • Reviewing Officers chair statutory planning meetings in Children’s Services. In 2024 we have permanently increased the capacity of this team to allow reviewing officers time to have contact with children and young people, parents and carers prior to meetings to ensure they understand the process they are engaged in and their views are articulated in the meeting. Reviewing officers are working with practice team social workers to enhance the creative means to present children and young people’s views including the use of videos and voice notes. • Who Cares? Scotland are contracted to provide advocacy for our care experienced young people. In addition, they will help our care experienced children and young people throughout Midlothian to create a new participation strategy, with a focus on UNCRC with a re-launch/re brand of the existing Champions’ board. Additional advocacy is also provided for children and young people engaged in the hearing system. • We are in the process of developing an accessible feedback route (using digital tools such as QR codes and links) for families to use to share feedback about our buildings, our staff and the ways we engage with them. • In 2023/2024 we worked in partnership with Cyrenians who received funding to deliver an innovative 18-month Youth Justice and Rights project. This pilot hopes to develop a more progressive, rights-based approach to youth justice by listening to everyone involved in the process and making recommendations which have better outcomes for children, young people and their families. A transformation report will be prepared at the end of the work to share feedback with the Scottish Government. Page 248 of 482
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13 3.5 Work in progress Nationally and locally, we are clear that there is a lot more work to be done to Keep the Promise by 2030. Below are details of partnership projects in progress to further embed the foundations of the Promise. • Refreshing Partnership approaches to GIRFEC and The Promise. Core to The Promise being felt in Midlothian is a partnership that understands the foundations of the Promise and how everyone plays a role in delivering this commitment. In 2025 we are refreshing our Getting it Right for Every Child (GIRFEC) training to ensure that our staff and partners understand why we want to support children and young people differently. Our hope is that this training will support better planning for individuals but also across wider service delivery in schools and other services. The second phase of this work is trying to establish a single planning format for children and young people across education, children’s services, health and third sector services. The hope is this will ensure plans are collaborative and understandable to children, young people and their families. • Reducing exclusions of care experienced young people. In early 2025 we have agreed to pilot a test of change for care experienced young people who are at risk of exclusion. We are engaging independent support for the team around the child to reflect on the child’s experiences and how this is impacting on their behaviour and consider creative alternatives to support them to remain in mainstream education. The desire is that the supportive and reflective approach allows the workforce greater support and understanding to nurture and include some of our most traumatised young people. • Edge of care service. Our resource data evidences a growing need to ensure intensive support is in place to prevent children and young people being accommodated out with parental care and their local communities or to prevent the breakdown of foster, adoption or kinship arrangements. Children’s Services have redirected funding to employ four children and families' practitioners to develop an Edge of Care service, and we are hopeful that this service will support children and young people to remain at home or in their care placements, and if this is not possible allow time to support them whilst we can find the best placement and plan this move. Page 249 of 482
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14 A multi-agency working group is in place to support this planning, job descriptions are now in place and recruitment can begin with a view to the service being offered from the autumn. 3.6 Workforce Central to keeping the Promise is a skilful and well supported workforce. Nationally there is a shortage of experienced social workers. In Midlothian we have taken a range of initiatives to try and retain and recruit skilled workers but we remain, like most local authorities, with a high percentage of our workforce with being newly qualified. This poses additional challenges as the SSSC have recently introduced new expectations for the first year a social worker is qualified. To address the challenge we have taken steps to increase team leader capacity and ensure workers are supported though induction and the qualifying year. Beyond the qualifying year with support of colleagues in learning and development we offer our staff a wide range of post qualifying courses that are focused on building knowledge, skills and retaining staff though development. In addition, we have invested in a range of means to support the wider workforce. In later 2024 we completed a staff survey to hear what they felt would be most supportive to them. In response we have reintroduced service wide development days, created protected time for team support and development, changed the monthly briefing forum to be more interactive and enable staff to have regular opportunities to share with the senior leadership team and shape the service delivery. Staff have access to the council wide supports including EAP and we have also introduced independent reflective sessions supported by psychologists to allow staff increased opportunities for reflection and support based on the challenging work they do. In collaboration with other chief officers there is work ongoing to review the support in place for staff following critical incidents which will further enhance staff support. 3.7 Challenges The national picture is a concern that Scotland as a collective will not keep the Promise by 2030. There are a range of challenges that need to be considered: • A changing context Our communities are changing, people are still recovering from COVID, the cost of living crisis is broad reaching, there are greater prevalence of mental health concerns, trauma and neurodiversity. In Midlothian this is further enhanced by our growing population. These changes are resulting increased demand for support and increased complexity in meeting the needs of our communities. Schools are seeing higher levels of distressed and violent behaviour and our workforce is tired Page 250 of 482
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15 and, in many cases, leaving the profession. This changing context means the ask of the Promise to provide early intervention and longer-term support is more demanding than before. • Workforce Pressures. The Promise requires us to provide early support to the communities and families to ensure they are well supported, avoid crisis and ultimately keep children out of the care system. And for those who are part of our system to support them as long as they need. As noted above the level of and complexity of need is changing. This requires a stable and skilful workforce who have capacity to engage and care for children and young people. This inevitably means we need financial and human resources to meet this demand. We need adequate staff, who are well trained and supported to provide this support. In addition it is essential to understand that to keep children at home, with families and in their communities’, we are often accepting and supporting families to manage high levels of risk, this can be uncomfortable for extended family, professionals and those in leadership. To safely hold this risk our staff need to have time to invest in families, to know and support them and to have time to reflect and ensure that the risks are manageable. • Resource Pressures. It is significant to note that the many of services and teams in Children’s Services that are core to our progress in keeping the promise are non-statutory, and some are maintained by short term funding. This is a particular concern in the context of ongoing financial pressures and the likelihood of further efficiencies being required in the coming years. • Cultural and systemic change. Changing systems takes time and requires resource and commitment. Despite the commitment to keep the Promise much of the legislation that shapes the care system is unchanged and this can create barriers to systemic change. In addition there is a real risk that changes in government and leadership will impact on the political priorities and investment that support the promise. To deliver the promise it will take change and investment from all Corporate Parents and partners. Although we are making headway in Midlothian much of this change is led by Children’s Services, education and services who focus on delivering support to children and young people. We can evidence significant impact of the initiatives we have introduced but real and sustainable system change with requires wider, long-term investment. 3.8 The Commitment Finally, I want to thank all our staff and partners who are committed to Keeping the Promise and on a daily basis are doing the best they can to achieve positive outcomes for children, young people and families in Midlothian. Page 251 of 482
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16 4 Report Implications (Resource, Digital and Risk) 4.1 Resource As detailed in the body of the report Keeping the Promise has significant implications for the partnership and Children’s Services in particular. The Promise asks us to provide early support as long as families need it and to maintain stable support for our care experienced children as they move into adulthood. Systems and financial resources are historically not structured or prioritised this way and despite the local initiatives in place the pressure on finances, practical and human resources make creating and sustaining this support a significant challenge. If short term funding including Whole Family Wellbeing Fund is not sustained and further efficiencies are required in children’s services, these changes in the system of support will not be sustainable. Ongoing investment is required to make further sustainable change and enable children, young people families to be supported how they need and as long as they need it. 4.2 Digital Advancement in the digital world brings possibility and challenges to us Keeping the Promise. There are possibilities in how we can use technology to support our engagement with children, young people and families and how services could use technology to be more efficient and transfer time and financial resources into other relationship-based work. However, there is risk that technology impacts on the strength and priority to be relationship based. In addition, technology exposes our children and young people to new risks. 4.3 Risk As noted above there are two key risks related to Keeping the Promise. The first is resources and funding being adequate and sustainable to enable us to support families at the right time and as long as they require it. Second is the acceptance that keeping children at home and in their families is likely to increase the risk in the community and the risk that families and professionals have to manage. This can be uncomfortable but does not mean it is wrong. But for this to be safe and manageable we need an adequate, stable and well supported workforce. In addition, we need this commitment to keep the Promise to be a shared responsibility across the Council and wider partnership. 4.4 Ensuring Equalities (if required a separate IIA must be completed) The Promise is based on a rights based approach. 4.4 Additional Report Implications (See Appendix A) See Appendix A Page 252 of 482
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17 Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 253 of 482
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18 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan No child or household lives in Poverty A.2 Key Drivers for Change Key drivers addressed in this report: x Holistic Working Hub and Spoke Modern Sustainable x Transformational x Preventative Asset-based x 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 x Preventative and Sustainable Efficient and Modern x Innovative and Ambitious None of the above A.4 Delivering Best Value By providing early support we aim to avoid statutory intervention and the need to accommodate children and young people. This keeps the promise but also supports better outcomes for children and young people. A.5 Involving Communities and Other Stakeholders The Promise is based in giving families a voice and participation is core. A.6 Impact on Performance and Outcomes As noted above keeping children in their families and communities supports better long-term outcomes. This can increase the risk in our community and requires robust assessment and support. A.7 Adopting a Preventative Approach The Promise promotes early support. Page 254 of 482
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19 A.8 Supporting Sustainable Development Sustainable funding is required to ensure the current initiative and transformation is sustained. Page 255 of 482
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20 APPENDIX B Background Papers/Resource Links (insert applicable papers/links) The promise Scotland Oversight report Oversight Board Report THREE: Scotland behind schedule— but still able to keep promise by 2030 NHS Corporate Parenting – Equality and Human Rights Police Scotland Corporate Parenting Plan 2024-27: Stakeholder Engagement Survey - Police Scotland - Citizen Space Midlothian Council Our progress | The Promise | Midlothian Council Children’s Services Annual Reports • Systemic Practice Annual Update 24 • FGDM in 2024 • Hawthorn Family Learning Centre Annual Report • FWS Annual Report 2024 Page 256 of 482
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Systemic Family Work- 2024 Improving Communication- Improving Relationships- Reducing Conflict 2024 was a year of significant development & progress for our systemic family work in Children’s Services. Following the successful pilot of the service which highlighted the positive impact on our families, we were able to secure the posts permanently in 2024. This gave a real boost to the service and team following several years of development and progress. Janet and Belen were successful in their applications for the permanent roles in May 2024. There are a few unique characteristics of systemic family work that are worth considering: - The shift from fixing problems to envisioning new futures is a subtle but profound one. Therapeutic practice begins by focusing on where families’ would like to be at the end of the family sessions. - Workers are independent and they work with the family on a voluntary basis. - More focused time to spend with families- Systemic workers are most focused on relationships and interactions. This allows greater time and scope to take more emotional risks with families once they have established relationships and a sense of safety with families. - Slowing the pace and thickening the context- Systemic family work that is rooted in trauma informed practice should offer the family safety, trustworthiness, choice, collaboration, and empowerment. Multi stressed families that have been significantly impacted by intergenerational trauma need time, and to feel safe enough to be able to consider trying something or thinking differently. Systemic Framework for Practice- To support our work and help with service development we developed a practice framework in 2024 (see appendix 1). Whilst we take an individualised approach to working with each family, we felt that the development of the attached framework was important in being able to offer safety and boundaries for families and workers. It also provides us with an evaluative framework for you work with families, which has informed this update. Working with TACT/ FWS – Prior to 2024 the systemic service remained focused on working with families already involved with Children’s Services. A decision was taken in early 2024 to allow referrals to be made via the Family Wellbeing Service(FWS) and Team Around the Child Meetings (TATC). This has proven a significant shift and in past year we have received over 35% of our referrals from FWS/ TATC. Non-Violent Resistance (NVR)/ Calm and Connected Parenting Group- A key aim in 2024 was for us to consider how to take forward Children’s Services interest in the NVR approach. Following input and agreement with service managers we were able to develop a cross-service Calm and Connected parenting group which included support from the FWS. This group ran across December 24 and January 25 and feedback has been positive from those parents/carers. See appendix 2 for further details and feedback. The Parent/Carer Feedback on Calm and Connected “This group has helped me so much. It’s been great talking and sharing my thoughts with others who aren’t social workers. I’ve gained some confidence and reassurance that I’m not alone” This links in with what we have been talking about previously, with the Systemic family role being separate from the social work role and therefore the opportunity for different interactions and a greater level of relationship risk when interacting with families. Midlothian Page 257 of 482
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systemic team are part of the NVR working group to consider how best to utilise NVR across the directorate. Feedback and insights- (anonymised) Where they started- Smith Family- Stressed, arguing, constant battles – brother constantly fighting. Constantly tense atmosphere in the house – never really settled, always the anticipation because you know what’s coming. Where they ended- There is more communication between ‘Mum’ and S and ‘Dad’ is being supportive towards me. This is really helpful having his support. S (young person) spoke about getting on much better with his mum and not arguing with her like he did before Where they started- Ford Family- On tender hooks all the time – kind of broken and not as close as we used to be. She (young person) feels I’m constantly at her and wants me off her back. We’re constantly at each other’s throat. We keep going down that road, feels like it’s not going to end! Where they ended- She is coming in on time, going to school and we’re getting on most of the time. I’m staying calmer now, it’s sort of notched down, its more relaxed and were talking to each other. Where they started- George Family- Fractured, on top of each other, we don’t have space, can get on with each other sometimes but there is too much drama/emotion. Quick arguments, quick to temper Where they ended- Calmer and have come a long way, we have grown up a bit, we can get on with each other now and are happier, I am a mum now and the children are children, still stressful but it is at an expected level. I have understood I have children with different needs so I’m more compassionate with myself. Numbers and outcomes- ‘Not everything that can be counted counts and not everything that counts can be counted’. Albert Einstein - In 2024 we received 45 family referrals for systemic work. This was slightly down on the previous year’s referrals of 54. (2022- 30 referrals, 2023- 54 referrals, 2024- 45). - 12 of these families did not progress past the initial stages of introductions and support. This was for a variety of reasons with some sighting change in circumstances; not the service that they felt they needed; & lack of time to engage are just some of the reasons. It worth noting that it can involve multiple calls or visits to families before they withdraw. Whilst we try to prevent this by discussing time and motivation at the screening stage, it inevitably happens that some referrals do not progress past this early stage. - On average families who engage with the service for between 6 and 12 months have a total of 12 family sessions (range from 6 to 25 sessions). It remains the case that as a voluntary service we often receive requests to change or cancel visits. Life gets in the way for busy Amy Systemic/NVR approach, stabilisation /containment/self- regulation for parents Amy had a really challenging 30 minutes last night where she was swearing, blocking Mum in a room, hitting and throwing things at Mum and being aggressive towards Tom. This also woke Keith up. Amy slept in this morning and came downstairs to chat with Mum. She spoke about the reason for her becoming dysregulated and that she had a really difficult day at school with her peers and did not know how to share this. Mum shared she was really impressed with how Amy was able to communicate the reasons behind it and they moved on from this. Mum and I discussed that although things have been significantly better than previously, there will be future challenges, and it is really positive that the family can work through this in an appropriate way. Amy’s mum more contained and able to regulate herself – modelling this to Amy and available to support Amy process challenges and conflict. The value of consistent and a safe space to reflect, build strengths and resilience in the parents in order for the parent to support their young person. 12 sessions with adoptive mother before Amy agreed to have a family session. Page 258 of 482
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families and, whilst frustrating, this is natural part of voluntary services. If this becomes a pattern, then we look to review the support and decide whether this is the right time for the family to work with us. - 24 families were closed in 2024, and the above outcomes were recorded for them (families can have multiple outcomes recorded): Reflections and Recommendations Calm and Connected Parent Sessions- Positive first group that has raised lots of reflections and thoughts about the value in this work for parents/carers. Recommendation to run at least 1 more group this year. Expanding on sessions from 4 to 6 as suggested by parents/carers. Current discussion about training more staff in NVR is ongoing. This will help disseminate the approach more widely and provide a pool for Calm and Connected facilitators. Systemic training- Recognition of significant risk to service if others are not trained in systemic practice. Systemic practice identified as part of Midlothian’s therapeutic approach to supporting families and is now embedded within Children’s Services. Training another person initially to foundation and then intermediate level will be beneficial in a number of ways. Firstly, providing a developmental opportunity for experienced staff, secondly helping to sustain the systemic service longer term and thirdly share systemic practice in other teams. Foundation training starts in Sept 25 and costs £2300. Enrolment process would need to be started shortly to ensure the right candidate are identified. Job Profile- Recommendation to profile the role and create a specific job profile that accurately reflects the role and remit of the systemic practitioners. Systemic and NVR Development session- Plans to develop a whole service systemic/NVR practice for June 25. Further embed the approach across the service. Further work planned with Educational Psychologist service as part of wider NVR development. Involvement in ‘Edge of care’ service development plans- Systemic practice and NVR learning to form part of the discussion around possible pilot service. 4, 9% 10, 24% 14, 33% 10, 24% 4, 10% Closed Families-Outcomes Improved Communication- family cohesion Improved relationships- family resilience Reduction in conflict Family withdrew Family remaining together Jess Text from parent after session: I just wanted to say thank you for today. It was rough but good. It led to Jess asking me to cut her hair!!! She hasn't felt comfortable having it cut for 3 years as salons are too much but she didn't want me to do it either. I know, it's not a magic fix and we have much more to work on but it's a wonderful sign of trust. I had to go to the bathroom to cry some more while she got ready as it really is a big deal and I didn't want her to shy away. Took 8 session to get to this point, Significant mental health difficulties in both young person and parent – indication of the pacing and timing Page 259 of 482
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Appendix 1 Page 260 of 482
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Appendix 2 Calm and Connected evaluation Dec 24 to Jan 25 Non- violent resistance is a model that has interested Midlothian Children’s Services for the past couple of years. Several staff have been trained including our systemic practitioners and some residential staff. As part of the development of NVR within children’s services it was agreed with senior managers that we trial a short term groupwork model, sharing with parents and carers some of the principles of NVR and its uses in supporting their children. Preparation- NVR groupwork is common in other local authorities but is not something that we have run before. It is also not a manualised approach, and we had to develop the structure and content of the sessions from scratch. Our systemic practitioners led on this development work and created a programme based on the following key principles. We chose to name the groupwork Calm and Connected: Key principles in NVR that we focused on in Calm and Connected- • Parental presence & Self Care: parents & carers learn to increase their physical and emotional presence in their child’s life. • De-escalation: parents & carers deal with aggressive behaviour at a more appropriate and calmer time: ‘Striking when the iron is cold’. • Supporters: parents & carers ask help from relatives, friends, and professional network to support their efforts in increasing their parental presence and authority in a non-violent way. • 4 baskets: parents & carers prioritise the child’s behaviour they will focus on (small basket) and leave other behaviours for later (mid basket), or unattended for now (big basket). They name the child’s strengths and good behaviours too (rainbow basket). • Reconciliation & connection gestures: parents & carers express their unconditional love for their child by offering small acts of affection or gifts, independently of the child’s behaviour. Structure and engagement- • 10 families- 2- FWS/ 2 – TATC/ 1 – Practice Team/ 1 – Child Protection/ 4 – Systemic FW intervention • 2 parents’ younger children aged 0-12, 8 parents/carers 8 adolescents aged 12+ (included 2 kinship carers) • 4 x 2 hour sessions- Pre and Post group visit to prepare carers/parents for the group and also allow follow up and evaluation work post group. • 2 NVR Hybrid group trained facilitators, Support worker from FWS- • Held in person at community-based venue on a Tuesday morning 9.30 to 11.30. Strengths and themes- - Peer to peer support- Key theme was parents/carers expressing the importance of hearing about others challenges and not feeling alone. After 1 session (example of feedback) Kinship carer spoke about their own mindset shift after our first session. Able to go to a meeting about the YP in a positive way and agree to supporting the YP back in to school (previously carer felt there was no point and attendance plans would not work). The carer felt empowered and able to negotiate to two mornings each week. The mood of the carer has lifted which also seems to have ‘rubbed off’ on the YP and how they are responding to the carer – change in mindset, increasing presence. Page 261 of 482
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- Self-care- Noted throughout was attendees realising the importance of self-care. Many noted that they are always on edge/ in fight or flight. Being able to capture small windows of looking after themselves and impact this has on ability to support others. - 3 facilitators- sharing the workload/ roles was a success. Hearing different perspectives and ideas from colleagues and everyone contributing and support the sessions. - Parents having space to reflect on themselves and how they manage their own distress. NVR focuses on parents’ behaviour rather than on seeking to change the child/young person. - Provided each attendee with Sarah Fisher’s NVR book Connective Parenting. Challenges- - Change of venue- Due to sudden changes at Easthouses Primary we were unable to use this venue for sessions 3 & 4. This impacted on the group for session 3 where only four people attended. We had to use two separate venues for the remaining sessions and one parent chose not to attend session 4 due to the venue due to childhood memories. - Lack of time/ limited sessions- Feedback clear that having more time to reflect and talk peer to peer was critical to the success of the group. Many sharing their contact details and setting up a Whatsapp group to keep in touch. - Mixed group- Different children’s ages/stages, kinship carers/parents & some involved with services and some not. This all makes for challenges in managing group dynamics. Required skilled facilitating to ensure those present felt safe and able to share if they wished too. - Following the group we have offered additional follow ups for feedback and any additional questions/ work. This proves a challenge alongside day to day family work. What next? – - Facilitating groups take time to prepare, deliver and review effectively. Feedback was also that additional sessions (possible increase from 4 to 6) would be required to further develop the attendees learning and experience. Consideration of impact on systemic service which has 1.8 FTE. One option is further NVR training and using the groupwork as a development opportunity for other staff including social workers/ children’s practitioners and FWS staff. Do we want to run further groups and how best do we utilise resources? - Is the group in addition to systemic work or offered instead of to manage waiting list/ those who prefer groupwork? - Consideration to the make-up of the attendees- ideas for groups- kinship carers; parents with children under 12/over 12; ASD etc. Longer-term impact of groupwork- challenges of this and ability to attribute longer term impact without considering context and systems impacting on the family. Parent feedback I really liked being able to talk to parents in similar situations and talking what has worked and what hasn’t worked and then realising that I’m not the only one with an aggressive child. The basket exercise was good, I like the way we had a different colour card for each basket, and it made me think carefully about what I need to work on and which behaviour I was most worried about. Thinking about what to focus on gave me some space to think, like permission to let some things go. Realising that when ‘I lost it’ it also affects the way T communicates with me, and I know that I need to keep working in staying calm myself. I really have been able to think about how ‘worked up I can get’ and trying to learn to stay calmer because I can see that T imitates my behaviour. If I am calmer, I know he’ll talk to me more calmly. I will keep trying because I know we get stuck in a spiral when were both shouting and angry. Page 262 of 482
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FGDM & Lifelong Links -Jan-Dec 2024 *Please note that throughout this report we have tried to talk about children, young people and their families rather than refer to ‘cases’. The Vision – ‘All children, young people and their family have the right to a family group meeting in Midlothian when decisions need to be made about their care, support and protection.’ Impact and issues in 2024- ➢ Challenges remained around the reduction in service in the first half of 2024 which was a result of the staff reduction in 2023. From August 24 we were able to increase the size of the team from 1.5 to 2.2FTE and again in December 24 to 2.8 FTE coordinators. We are hopeful that 2025 will offer stability within the team and evaluate the ongoing demand for FGDM. Despite this challenge we have helped to prevent more children and young from having to be removed from parental and family care (see below for details). ➢ FGDM has continued to demonstrate that it helps to increase the number of family and friends supporting and caring for children and young people (14% increase in kinship care from Q3 23/24 to Q3 24/25). On average when we receive a referral the number is just above 3 family members supporting/involved with the child. After FGDM involvement this increases on average to 7+. ➢ We offer the service right across Children’s Services and have continued to work alongside Team Around The Child (TATC) and Family Wellbeing Service (FWS) to provide FGDM in this Parent feedback “I was really nervous about today but quickly felt relaxed and I left the meeting with good butterflies and a sense of hope” Before reading this annual report can you please think of a child or young person in your life that you love and care about. It could be your own child, a niece or nephew, a grandchild or a friend’s child. Hold them in mind and think about their likes and dislikes, the things that you love about them and the things that drive you crazy! Now imagine a situation where decisions have to be made about where your child should live, who they should spend their time with and how to keep them safe and protected. Who do you want to be involved in making those decisions? A Social worker? Headteacher? Children’s Panel Member? Or those family and friends who love and care for your child? Page 263 of 482
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early intervention area. Over the year we supported 7 family meetings from FWS/ TATC from a total of 10 referrals. It has been recognised that at times the offer of a family meeting at the early stages of wider services involvement, such as FWS or TATC, can be daunting to some parents. Whereas the reverse can be said for those families with children on the cusp of care, where opening up to wider family for support and care can be less daunting, as the care and protection of their children is at stake. ➢ As part of supporting the work of the TATC/ FWS we also opened referrals to our systemic service in 2024 and received 15 referrals from TATC/FWS for systemic work. We also included FWS in our first Calm and Connected parenting group in 2024. The aim of this was to provide more choice to families and ensure that the 1FTE FGDM post funded by FWS allows access to additional resources including FGDM, systemic/Non violent resistance NVR and our new NVR influenced parenting group which is called Calm and Connected (see systemic practice report 2024 for further details of Calm and Connected). The expectation is that this will continue into 2025. ➢ Lifelong Links- We would like to get to a point where the Lifelong Links service is no longer required because those who become looked after are supported and encouraged to remain connected with those who are important to them. The service remains small but does important work with those young people who wish to explore their heritage and identity and reconnect with those once important to them. Some examples of our work this year include family tree work, tracking down a birth father and reconnecting them with their child & reconnecting children and young people with grandparents who they were estranged from and establish written contact and exchange letters. ➢ At times throughout the year we have noticed that the FGDM coordinator can become a consistent person for some families where there have been multiple changes in worker/ team leader as they move through the child protection or care system. We have multiple examples where our independence from decision making and existing relationship with families has supported the wider service’s work with children/ young people and their families. (See example of practice at end of this report.) ➢ The 2024 Permanence policy and procedures clearly sets FGDM as part of this process and helps to further embed FGDM within Children’s Services. This is reflected in the increase in ‘significant pieces of work’ noted below. These are often not family meetings but FGDM is involved in creating family trees and then gathering wider family views in relation to permanence planning and this being shared with POG/permanence LAAC or permanence panel. The benefits of having someone independent do this work can be helpful to the worker and family. This is an area we are continuing to develop and planning a template for completing the gathering of views for permanence. Parent feedback ‘The result was great. I’m now spending time with both children. After not having them in our care for so long I’m so happy things have moved forward.’ Child aged 6 feedback “I liked the adults talking together and with me… I also liked the sweets. I chose them!” Page 264 of 482
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Overall work and themes- Year 2021 2022 2023 2024 Number of Families referred 77 113 96 91 Number of family meetings 22 48 49 45 Families who decided against the offer 36 39 37 26 Significant pieces of work 20 22 10 20 Mediation 2 2 Lifelong Links 8 10 (8 from 22 &2 in 23) 6 Outcomes from FGDM input Number of children and young people Remain at home with parent/carer (prevent removal) 27 children/young people from 18 Family Meetings/Work- 22 remain at home at time of writing 20 children/ young people in 2023 Remain with wider family ie Kinship (prevent removal to stranger care) 12 children/ Young people from 12 Family Meetings/Work 11 in 2023 Reunification home from foster/ kinship/residential 6 Children/ young people from 5 Family Meetings/ work- 5 of 6 children/ young people remain at home following reunification. 8 in 2023 Other The following approximate savings examples are based on an average child aged 5-10 with a standard level foster carer. This makes it a conservative cost saving. It does not include other costs associated with accommodating children such as supervised contact, transport costs , staff time or increased allowances for older children and young people. It is unrealistic to suggest a linear cause and effect in all cases between FGDM and preventing accommodation. There are significant variables and complexities within every family situation that would make it almost impossible to draw such a conclusion. However, researchi and our practice experience tells us that FGDM helps to prevent children from entering care and often allows children Page 265 of 482
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and young people to return home more quickly. Below are indicative savings from conservative FGDM involvement and the impact this can have: Preventative conservative savings based on just 12 children being prevented from entering foster care and remaining at home for a year is = £335, 773.08 Preventative conservative savings based on 7 children being prevented from foster care/ residential and remaining with family in kinship care = £117, 739.44 (not paying fostering fees equivalent for each child) Based on the children being between 5-10 as well as a conservative estimate of cost and adjusting for fairness of FGDM input (not claiming every child stayed at home as a result of FGDM input)- This equates to potential cost savings for the local authority of £453, 512.52 annually. As costs continue to spiral in local authorities who are experiencing a plethora of pressures on the public purse, FGDM offers an opportunity to help manage this within children’s services. Evidence also highlights that as a result of FGDM, children who are accommodated spend less time in care compared to others and be less likely to still be in care after 1 yearii. Based on the above numbers -£453, 512.52 and average coordinator number of FTE at 2.5 in 2024, this means that for every £1 Children’s Services spend on FGDM we can save £3. Consideration should be given to how we expand the FGDM Service further to meet demand and continue to improve outcomes for children, young people and their families. Areas for development and recommendations- - Ensuring that those at risk or have been accommodated are offered a Family Meeting- Part 12 of the 2014 Act and the 2016 Order state that FGDM services must be available to children at risk of becoming looked after and also to other eligible people including pregnant women and fathers to be. Whilst we have continued to have a steady number of referrals to the service we recognise that not all children and young people and their family are being offered this opportunity of engaging with our FGDM service. For example, between August 24 and Feb 25 we have accommodated children from 26 families however the FGDM service have only received referrals for 16 of these families. - Increase capacity to manage waiting times for FGDM and Lifelong Links- ongoing challenges of waiting lists means that families have to wait for the support they need at the time they need it. On average we have a waiting list of 10 families across the year. With current resources we have been unable to offer FGDM to everyone who meeting the criteria as noted above. - Links to Midlothian’s 24-30 Promise Plan- The new Plan outlines a continuation and development of children and their families being centrally involved in decision making (p. 12-14 & 32 of Promise Report). It discusses families finding their own solutions and has a focus on edge of care, (p.52). Family Wellbeing feedback ‘It felt informal and relaxed, it gave everyone a chance to share their views- for this family especially it was important that group rules were clear and established at the start of the meeting- not being focused on the past and blame shaming.’ Page 266 of 482
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FGDM continues to be critical to this work and play a central role in the developing ‘Edge of Care’ service. - Continued development of permanence family work- develop a template for this work and ensure we have an agreed practice standard across the team/ service. - Continued close links with FWS- Ongoing role in the support of TATC and FWS by providing FGDM support on a regular basis. Ensuring access to systemic and Calm and Connected as part of this offer. Anonymised example from practice The family were offered FGDM due to concerns raised to social work by the midwife team following the birth of baby Susie. The worries centred around the parents’ presentation and the fact that Ellie (mum) had not sought any pre-natal care advising professionals that she was unaware she was pregnant. There were ongoing concerns about Drew’s (dad) mental health and substance use. Subsequently baby Susie was accommodated at birth with foster carers and the couple’s eldest daughter Abby (6) was placed in the care of maternal grandmother. The concerns at the time included but not limited to: • Parents appear to be using substances chaotically, Elle(Mum) tested positive for cocaine use and opiates . • Concerns for mum's mental health • Concerns about neglect, Abby attending school not wearing appropriate clothing, complaints of toothache • Poorly managed physical health and mental health by Drew • Mum and Dad unable to maintain clear narrative on circumstances, changing version of events, making it unclear as to what was going on for Abby and Susie. Social work were looking for the family to make a plan around: 1. Is there anyone who is appropriate and able to care for Abbie and or Susie safely full-time? 2. If Abbie or Susie were to return home is there anyone who is able to support them with regular and flexible respite? Key to our work in FGDM is the relationships that we are able to build with children, young people and their families. Upon meeting both Ellie and Drew it was evident that there was a deep mistrust of professionals and there were conflicting stories about the concerns. Our initial approach was to build a relationship with the parents and help them to understand the concerns but at the same time hear their perspective and what they hoped to happen with their daughters. Due to FGDM’s unique position as independent, strength based and not involved in a decision making this can often help facilitate parents/children to share their story, wishes and needs. It quickly became evident that there was a good network of support however there was also a lot of anger and confusion from extended family, as they felt excluded from the child protection process. Paternal grandparents had played a significant role in Abby’s life and were used to seeing her several times a week. Neither Paternal or Maternal grandparents had met baby Susie, and this had caused distress and further distrust. In FGDM our coordinators are able to take the time to listen to the family, validate their feelings and help them understand the child protection process, this was the key to building up trust and provides a space for family to share their frustrations with what they perceived as a lack of progress. Complex parental relationship and wider family dynamics proved to play a significant role with both sides of the family blaming each other for various issues. Drew and Ellie separated during the process adding to further challenges. The skilled work of the coordinator is to prepare both sides of the family to come together and focus on the children, whilst being blame free and future focused. In addition to the family dynamics the case was held on duty much longer than anticipated and this delayed the start of a parenting capacity assessment by several months leading to plans for Susie being Page 267 of 482
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repeatedly delayed. It also meant real challenges in organising the family meeting as longer term allocation was up in the air and the coordinator needed to be clear with the family about what we are asking them to make a decision on. By the time of our first family meeting Susie had been in care for 6 weeks and those who came identified building a relationship with Susie was important to them and pulled together a plan for this to happen. The family also identified an older sibling of Susie and Abby who proved a positive source of support. Both Susie and Abby came to their family meeting Neither attended their (6 week LAAC review) and this ensured that the grandparents got to meet baby Susie and plans were also made for the Christmas period. This provided hope to the family and seen as progress. Despite the separation of parents, they continued to wish to work together for the benefit of the children and there were ongoing positive reports from family time. Looking at records since Susie was born the family had had many workers involved. From birth to 3 months the family were allocated within duty, and 12 different workers had some involvement with this family including supervised family time, phone calls, visits and meetings. It was then allocated within the practice team and then reallocated around 3 months later to a new social worker. Susie had had 3 different allocated social workers in a 6month period. This clearly added to family frustrations and concerns about the lack of progress in assessing whether Susie and Abby could return to the care of their parents. Our FGDM coordinator was able to play a pivotal role in supporting the family during this challenging period. Whilst we would not normally be involved for this length of time, we recognised that having established a positive and trusting relationship with family that we needed to continue to reach out and offer a listening and supportive ear at a time of great change and worry for them. Following a sustained period of positive progress, it was agreed to begin a planned reunification home with parents for Susie and Abby. The family meeting was a key part of planning this move home and also played a role in exploring how family would support if things became more challenging again. The review family meeting then focussed on a transition plan that all identified family members were able to be part of. Both children were returned home to shared care within weeks of the final FGDM meeting and it helped build confidence amongst the family and professionals that everyone was on the same page and clear about roles and expectations. In the end we held 3 family meetings over the course of 10 months. At the point of referral only mum and dad were identified as key family members and by the time we concluded the work there 9 family members involved in the family plan. i Family group conferencing: Following the evidence can keep children with their families - Foundations ii https://foundations.org.uk/our-work/publications/family-group-conferencing-at-pre-proceedings-stage/ Ellie feedback “I was really nervous about today but quickly felt relaxed and I left the meeting with good butterflies and a sense of hope” Drew feedback ‘The result was great. I’m now spending time with both children. After not having them in our care for so long I’m so happy things have moved forward.’ Page 268 of 482
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1 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. . Hawthorn Family Learning Centre Annual Report 2024 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. Page 269 of 482
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2 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. CONTENTS 1. Introduction 2. Meet the team 3. Highlights of 2024 4. Key activity in 2024 5. What’s coming in 2025 6. Duty of candour statement 7. What Our Parents Say 8. What Our Children Say INTRODUCTION Hello, I’m Diane Brown and I have the pleasure of being the manager at Hawthorn Family Learning Centre (HFLC). The centre is the only children and families centre of its kind in Midlothian. Our vision is to support children and their families to be safe, healthy, happy, resilient, and to learn together. We are committed to providing nurturing and respectful support for children and their families. The service provides support to children, parents and carers in Midlothian via Early Years placements, groups, outreach, and other supports. The centre works closely with both Children’s Services and Education to provide high quality environments, interactions, experiences, and support. These are in line with the Care Inspectorate requirements, Scottish Government, and education guidance. Hawthorn provides “Good to be Two Placements” as well as “3-5 Nursery Placements”. This means we can support children and families from pre-birth until they start school. Page 270 of 482
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3 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. Our work is underpinned by Realising the Ambition, the Curriculum for Excellence, The Promise and the United Nations Convention on the rights of the Child to ensure the service provides quality learning environments and experiences for all children from birth to 5 years of age. Our primary focus is the wellbeing, happiness and holistic development of each child who attends Hawthorn. We work hard to build positive, safe, and trusting relationships to give our children the best possible start in life, helping them to achieve the best possible outcomes. The service aims to provide a flexible and responsive service to meet the needs of each individual child and their family. This can include supporting assessments, supervised family times, providing outreach and/or practical supports for parents and carers. I hope you find this annual report informative and that it allows you to understand the service we provide. Thanks Diane Brown, HFLC Manager Page 271 of 482
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4 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. 2. MEET THE TEAM Hawthorn Family Learning Centre – MANAGEMENT AND SUPPORT Suzanne Yeoman, Senior Childrens Services Practitioner - Maple Room & Outreach Line Manager Lisa Colquhoun Administration Mary Mercer Cook Heather Baird, Senior Childrens Services Practitioner - Sycamore Room Line Manager Zoe McManus, Senior Children's Services Practitioner -Acorn Room Line Manager Leanne Ekata Senior Children's Services Practitioner -ASN & LA's Line Manager Diane Brown HFLC Manager Eve Carmichael Kitchen Assistant Stevie Hislop Caretaker Steph Campbell Bus Driver Page 272 of 482
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5 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. Hawthorn Family Learning Centre – MAPLE ROOM & OUTREACH TEAM Suzanne Yeoman Senior Children's Services Practitioner VACANCY, Early Years Practitioner Paige McFarlane, Early Years Practitioner Aimee Burrowns, Early Years Practitioner Layla Vass, Learning Assistant, Maple Room Gail Stark, Children's Services Practitioner Katrina Johnston, Children's Services Practitioner (acting up) Kasia Barnat Children's Services Ppractitioner Outreach Alison Hutchison Children's Services Practitioner Outreach Leanne Ekata, Senior CSP- LA's and ASN Oversight Page 273 of 482
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6 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. Heather Baird Senior CSP-Sycamore Room Manager Robyn Russell, Early Years Practitioner Sandra Winning, Early Years Practitioner Ailish McGowan, Learning Assistant -Sycamore Room Eden Corbett, Learning Assistant - Sycamore Room Cara Stenhouse, Early Years Practitioner Hannah Liddle,Early Years Practitioner Danielle Hay, Childrens Services Practitioner Leanne Ekata, Senior CSP-LA's and ASN Oversight Claire Liddle, Childrens Services Practitioner Maternity Leave Hawthorn Family Learning Centre – SYCAMORE TEAM Page 274 of 482
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7 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. Hawthorn Family Learning Centre – ACORN TEAM Senior Childrens Services Practitioner (acting up) - Acorn Room Mandy McCulloch, Early Years Practitioner VACANCY Learning Assistant, Acorn Room Sarah Millar, Early Years Practitioner Pam Hay, Learning Assistant, Acorn Room Claire Mackenzie, Early Years Practitioner Ashleigh Dick Early Years Practitioner Vacancy, Childrens Services Practitioner Carrie Hutchison, Childrens Services Practitioner Leanne Ekata, Senior CSP- LA's and ASN Oversight Page 275 of 482
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8 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. HIGHLIGHTS OF 2024 Income Maximisation Worker We are very lucky to have Mary Caulfield based at Hawthorn on a Monday from 9.00am to 4pm and a Friday morning. Mary works for Citizens Advice Bureau and is an Advice Worker who provides free, confidential, independent advice and support on issues that may be causing families difficulties or hardships such as benefit applications, debt issues, relationship/ family issues, housing etc. TOTAL CASES TO DATE 2023 (PART YEAR) 2024 (FULL YEAR) Cases (issues advised on) 27 1908 Clients 25 162 Contacts 97 785 CLIENT FINANCIAL GAIN Total to date £64,745.56 £413,748.68 REFERRALS FOR SPECIALIST SUPPORT Debt Specialist, Money Advice Home Office/Immigration Lawyer – Ongoing through Women’s Aid 5 22 Reintroduction of Groups Over the course of 2024 we have been working hard to reintroduce groups at HFLC. We have delivered 119 groups between April and December 2024, supporting 318 individuals. Our groups are advertised to all families across Midlothian who are welcome to join for free, minimising barriers to families and children. We have trialled a range of groups throughout the year including a walking, ASN/ ASD, cooking, messy play, Friday family community group and a stories and songs group. Some of these groups have been adapted or changed to meet the community’s needs. We have tried advertising groups on Event Bright to reach the wider community in Midlothian but realised that this had an impact on our attendance rate and decided to go back to advertising through Midlothian’s Facebook and booking through email/ phone. Page 276 of 482
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9 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. 140 184 156 Soup Distribution Soup Packs- Hawthornden Soup Packs- Eskdale 2 6 2 92 9 Group Attendance One stop Shop Food & Family Messy Play Stories, Scones & Songs Parent Cooking Group Community Picnic By welcoming so many community families this year it has continued to challenge historic stigma attached to Hawthorn. In the new year we look forward to developing our groups and introducing different learning experiences for families across all Midlothian council. New Outreach Team Established The Outreach team was established in October 2024 and is a very new addition to our services. As I write this report the team is now at full capacity, which highlights the demand and need for this service. To date the outreach workers have supported with over 78 sessions for 10 families / 16 children. The Outreach Team currently undertakes Pre-birth Coaching, Parenting Capacity Assessments, Supervised Family Time and outreach work within the family home. Hawthorn Family Learning Centre Q1 Q2 Q3 Q4 Outreach Support Apr - Jun 2024 Jul - Sep 2024 Oct - Dec 2024 Jan - Mar 2025 Total to date Supervised Family Time 19 19 Parent Capacity Assessment 20 20 Outreach Support 38 38 Poverty Week and Joint Working 2024 has seen a positive step in working with the wider Children’s Services Team. The number of children we support with an allocated SW has increased, the amount of Supervised Family Time we undertake has increased and the amount of PCAs we undertake has increased. We have also worked closely with the Family Wellbeing Service Team this year. We worked together to plan a series of events to support “Poverty Week” in October 2024. Please see below for achievements. 133 FAMILIES WERE SUPPORTED THROUGHTOUT POVERTY WEEK, WHICH EQUATED TO 510 INDIVIDUALS. Page 277 of 482
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10 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. Sensory Room In 2024 we introduced our very own sensory room at Hawthorn Family Learning Centre. This has been developed alongside skilled practitioners and professional to ensure the space is purpose built and meets children’s individual needs. We have watched as this space has allowed children to divert their focus away from difficult situations to the soothing lights, sounds, colours and vibration that our sensory room offers. Having time in this controlled and relaxed environment gives our children the space to decompress, self-regulate and have fun. This room has been used a lot for children who have supervised family time within their nursery placement, children who have Autism/ADHD/Medical Needs as well as universally across the service. Catering We like to involve our children in decisions about meals and snacks in line with the new ‘Setting the Table 2024’ guidance. As well as the kitchen staff providing breakfast, snack, lunch, and an afternoon snack they also prepare frozen meals which are on offer to our families in need. The catering team are involved in our outreach support and have also gone above and beyond to support two supper clubs this year. The team are committed to doing this monthly in 2025. Page 278 of 482
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11 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. Highlights of 2024 - Acorn Room (3-5 years) There have been many highlights throughout this year in the Acorn room. Staff have been supporting children to develop their confidence and deepen their learning through a range of learning experiences. One of these learning experiences included celebrating Bonfire night and learning about fire safety. We discussed fire safety with the children and practised on a pretend fire before building our very own real fire in the garden. Staff have also been scaffolding and extending children’s interests to provide first hand learning experiences including making our very own volcano and making it explode. Staff have worked hard to develop our planning and evidence all our great learning in our floorbooks. Throughout the year staff and children have put in a lot of effort to develop our environment. This has taken time and flexibility for staff to adapt the environment and resources to meet the needs of individual children. At Hawthorn we support children who are all at different stages of development, and we take this into consideration every day when providing learning opportunities. Page 279 of 482
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12 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. We have had some changes within our staff team throughout 2024, but staff feel as though they are working to each other’s strengths and have formed a strong team who are able to relay on each other! We look forward to developing our team and continue to provide first hand learning experiences to meet individual needs in 2025! Sycamore Room – 2-3 years The Sycamore room have had many highlights throughout the year. The children explored the life cycle of butterflies, watching our very own caterpillars change and grow into butterflies – the children were very keen to watch daily. We created lots of artworks representing different minibeasts and finally released the butterflies into the garden when they were ready. We took part in different sporting events and races while exploring the Olympics, the children had to listen, turn take and follow instructions whilst competing. We then invited our families in to watch the ‘Sycamore Mini Olympics’. This was a lovely opportunity for staff to build relationships with families and carers. This was also a great opportunity for parents and carers to see firsthand learning experiences and interactions with their children, staff and peers. Page 280 of 482
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13 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. The Sycamore team have continued to work responsively, developing the environment to meet the needs of all the children in the room and offer a diverse range of learning opportunities both indoors and out. The Sycamore children now have a dedicated sleep room to ensure a peaceful, nurturing and calm environment that promotes rest and relaxation. The children have also thoroughly enjoyed using the new Sensory room. This space gives the children a different learning experience supporting their wellbeing. The Sycamore team have had a wonderful year promoting curiosity, independence and creativity with the children and families and are excited to continue this in 2025. Page 281 of 482
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14 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. Maple Room – birth to 2 years We have proudly succeeded in giving all children in the Maple room the opportunity to explore the local community. On a weekly basis we have been out for walks around the local area and very much enjoyed stopping to have picnics at snack time. The Maples have been made very welcome again up at the community garden at Mayfield Park. We have also used the Hawthorn and local buses to visit the animals at the local farm & see the tropical fish at Dobbies. This gave the children a range of diverse learning experiences and supported their wellbeing. The children enjoy exploring the local woodland area to collect sticks, leaves & flower for our loose parts in Nursery, as the seasons change we support the children’s understanding of the world around them. Page 282 of 482
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15 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. The library has also been well utilised this year and we have made positive links with librarian staff. The children have enjoyed book bug sessions and exploring books. We take books each week to share at Nursery together and let our parents/carers know how they can access the library with us to support family learning. Our Environment We believe that the environment plays a key role in providing a feeling of warmth, safety, and nurture. Over the past few years we have made significant improvements across the centre. In 2023 all the outdoor learning environments were updated and have increased learning outdoors for all. Supervised Family Time and Parenting Capacity Assessments take place in the community room; however, they have no secure outdoor space. An application was submitted to the Shared Prosperity Fund in October 2024 and after being successful we have received funds to develop land opposite the Page 283 of 482
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16 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. community room to ensure a nurturing outdoor environment for those families who access the community room. The work will be completed in Spring 2025. Snapshot of 2024 ACTIVITY 2023 2024 REFERRALS Total referrals to service 85 PLACEMENTS Children under 2 22 20 (10 full time) ‘Good time to be 2’ Placements 19 20 3-5 placements 24 20 and 5 emergency placements Total children in placements 65 60 (now offer full time spaces which reduces spaces but increases impact) Outings with children 142 127 PARENTING SUPPORT Food Hampers 7 70 Food vouchers provided £400 £300 EVENTS /GROUPS RUN Events open to the community 0 259 COMMUNITY/ PARTNERSHIP INVOLVEMENT Volunteers supporting the service 2 0 Partners supported to use our venue 5 6 ONGOING EDUCATION/TRAINING Hawthorn Staff who gained new qualifications 3 in progress 1 – Degree 2 in progress High school student placements 2 2 SVQ/HNC Placements 2 2 Page 284 of 482
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17 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. Outside Agency (hosted at HFLC) Q1 Q2 Q3 Q4 GROUPS (NOT HFLC) Apr - Jun 2024 Jul - Sep 2024 Oct - Dec 2024 Jan - Mar 2024 Total to date Total No of Outside Agency Groups 44 52 44 140 Income Maximisation 22 26 24 72 PEEP Toddler & Babies 11 13 10 34 PEEP Pathways 11 13 10 34 Meeting Children’s Individual Needs This year we are supporting an increase in the number of children who have individual care needs, this is in line with the growing population of children who have are neurodiverse. 60% of our under 2’s, 90% of our 2-3s and 75% of our 3-5s are either allocated to Social Work, are on the Child Protection register or are Looked after and Accommodated, have an additional support need such as a diagnosis of Autism or have a severe and complex medical need. That equated to 72% of our children requiring additional support. Hawthorn Family Learning Centre Q1 Q2 Q3 Q4 GROUPS Apr - Jun 2024 Jul - Sep 2024 Oct - Dec 2024 Jan - Mar 2024 Total to date Total Number of Groups Offered 51 32 36 119 Messy Play 20 8 12 40 Friday Group 6 3 6 12 Stories, Songs and Scones 6 4 6 16 Walking Group n/a 4 6 10 One Stop Shop 12 13 6 31 ASN Group 6 - - 6 Cooking Group 1 - - 1 Page 285 of 482
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18 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. However, although a challenge we are honoured to have these children as part of Hawthorn and are committed to ensuring their individual needs are understood, supported and that they have the nurture, love and learning they need to feel safe supported, happy and ready to learn. Staffing Staff vacancies have been a challenge to recruit to, however we aim to have a full staff team in place March 2025 and believe that recruitment is key in delivering our vision and values and will continue to only recruit staff who will improve the service. WHAT’S COMING IN 2025 We are all very excited about the year ahead. We have recently completed our improvement plan and some of the main things we hope to achieve are: - Introduce and Embed British Sign Along into the setting - Support those impacted by the cost-of-living crisis within the Midlothian community with Supper Clubs, Meals, One Stop Shop etc - Create an additional nurturing outdoor space for children and their families to support positive interactions, relationships and wellbeing Page 286 of 482
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19 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. - Mealtimes across the service will be calm, nurturing and positive learning experience which considers individual needs - The staff team at Hawthorn’s wellbeing is supported to ensure an effective and consistent workforce. DUTY OF CANDOUR The Duty of Candour Procedure (Scotland) Regulations 2018 set out the procedure that organisations providing health services, care services and social work services in Scotland are now required by law to follow when there has been an unintended or unexpected incident that results in death or harm (or additional treatment is required to prevent injury that would result in death or harm). The purpose of this legislation is to ensure there is an openness and learning, which is vital to the provision of safe, effective and person-centred health and social care and to ensure trust and open communication is at the heart of every relationship between those providing, receiving and/or experiencing treatment and that this is maintained when things go wrong. Hawthorn is pleased to report that there have been no reported incidents in relation to the Duty of Candour requirements. WHAT OUR PARENTS SAY.. Page 287 of 482
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20 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. WHAT OUR CHILDREN SAY/ EXPRESS Aaron - “I love the macaroni”. Everley - “I love Mandy” Maximus - “The garden is the bestest place”. Noah - “I like playing with my best friends”. Ivy-Rose – “I love all the different places to play”. WHAT OTHERS WHO USE THE SERVICE SAY Page 288 of 482
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21 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. I Just wanted to get back to you to say a really big and heartfelt thanks for both listening to me this morning, but also the help, support and information you’ve provided throughout the day. I’ve been busy visiting nurseries and completing application forms (in between bouts of hysterical crying!). I’ve also been trying to work a little in between. I’ve seen your communications but haven’t had a chance to respond until now. So thank you for being so supportive. I really do appreciate it. And your information has been really helpful – especially in terms of managing my expectations Thank you again for being there. You’ve been super helpful and I do appreciate it. Take care, Emma Mitchell, Team Leader Page 289 of 482
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22 Hawthorn’s vision is to support children and their families to be safe, healthy, happy and to learn together. The work of Hawthorn is underpinned by Scotland’s Health and Social Care Standards. To find out more about Hawthorn Family Learning Centre, please contact Diane Brown on 0131 272 3116, email HawthornFamilyLearningCentre@midlothian.gov.uk or look at our website, Social work centres - Hawthorn Children and Family Centre | Midlothian Council Page 290 of 482
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1 Family Wellbeing Service Annual Report 2024 Page 291 of 482
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2 Contents Introduction ........................................................................................................................................ 2 The Family Wellbeing Service ........................................................................................................ 3 Who did FWS support over 2024:.................................................................................................. 5 Successes in 2024 ........................................................................................................................... 7 Challenges in 2024 .......................................................................................................................... 8 Performance and Quality Assurance ............................................................................................. 8 Feedback and Qualitative Data .................................................................................................... 10 What’s Next for 2025 ..................................................................................................................... 11 Get in touch ..................................................................................................................................... 11 Introduction Welcome to the second annual report of Midlothian’s Family Wellbeing Service. We are pleased to share with you an overview of the work of the service in 2024, including our successes and challenges, as well as outline our plans for improvement as the service continues to grow and develop. It has been another busy year, and we’ve noticed a real increase in referrals for over 12’s with the introduction of a new referral pathway, as well as some continued challenges accessing data to help us understand and quantify the impact of the service. Over 2024, the team has experienced further change in management as well as another building move, however, I would like to take this opportunity to thank them for their hard work, support to one another and efforts to minimise the impact of these changes on their delivery of support to families during what has undoubtedly been a period of unrest for staff. Lastly, I would like to highlight that the work of the service and successes for individual children and families captured in this report would not have been possible without strong multi-agency partnership working and we look forward to continuing working positively together with our partners over the coming year. Amy Evans, Service Manager Page 292 of 482
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3 The Family Wellbeing Service The Family Wellbeing Service was established in January 2023 to address the gap in support available to children and their families between universal and statutory services. The team provide support to families across Midlothian with children aged between 0-17 years. The Service works with families, schools, health and third sector partners to support children and their families to improve low school attendance, and other wellbeing concerns. The team provide holistic support with the aim of supporting families earlier and in partnership to reduce the number of children and young people coming into statutory children’s services. The Family Wellbeing Service is aligned with the 10 family support principles outlined in The Promise: 1. Community Based 2. Responsive and Timely 3. Work with Family Assets 4. Empowerment and Agency 5. Flexible 6. Holistic and Relational 7. Therapeutic 8. Non-Stigmatising 9. Patient and Persistent 10. Underpinned by Children’s Rights 2022 Identified gap between school and social work Strategic Equity Fund identified Whole Family Wellbeing Fund identified January 2023 Family Wellbeing Service established Steph Morrison Family Wellbeing Practitioner eighley O Connor Family Wellbeing Practitioner Amy Evans Children s Service Manager Julia Brainin FWS Team Leader aren Russell Snr Family Wellbeing Practitioner Caroline Sykes Family Wellbeing Coordinator Nina Dinwoodie Family Learning Coordinator Jo Swan Family Wellbeing Practitioner Mark Gregory Family Wellbeing Practitioner Emma Platt Family Wellbeing Practitioner Lucille Lowrie Family Wellbeing Practitioner Debbie Scott Family Wellbeing Practitioner SDS s23 Rebecca Turnbull Family Wellbeing Practitioner aitlin Cross Family Wellbeing Practitioner Leanne Hunter Family Wellbeing Practitioner Lee Trafford Family Wellbeing Practitioner Mat Leave Cover FW Prac Jade Johnstone Family Wellbeing Practitioner Ewen Mckinnon Snr Family Wellbeing Practitioner Page 293 of 482
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4 The Team can support with: School attendance – working with families to identify factors at home that are impacting on school attendance, this could involve parenting support, creating routines, or helping with family dynamics that affect the child’s readiness for school. Whole Family Wellbeing – accessing healthcare, providing education on nutrition, exercise and healthy lifestyle choices, disability and carers support, mental health support, encouraging emotional literacy, building support systems, crisis intervention, creating social connections, resource connection, financial planning, goal setting and more. Finances – provide coaching on budgeting, managing expenses and financial planning, dedicated Income Maximisation worker, help families access employment or financial resources such as benefits, grants, and low-cost services. Family Routines – work with families to create consistent, daily routines that incorporate all family members’ needs, such as mornings, bedtimes, and mealtimes. Dedicated Sleep Scotland trained member of staff. Parenting – support parents carers to learn techniques for reinforcing positive behaviour, addressing challenging behaviour, boundary-setting and creating opportunities for co-regulation. Access to parenting programmes and individualised support plans. Housing – provide advocacy and support to navigate housing systems, apply for social housing and access housing benefits. Help families to improve their living conditions by connecting them with resources for home repairs, house clearances, and key household items. Family relationships – guidance on positive parent-child interactions and conflict-resolution skills. Help family members to communicate effectively. Dedicated access to Family Group Decision Making FGDM and Systemic Family support. Encourage and identify opportunities for family bonding such as shared meals, family activities, etc. Page 294 of 482
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5 Who did FWS support over 2024: The number of children and young people referred to the Family Wellbeing Service has increased by 56% from referral numbers in 2023. The team has also grown over the correlating period, with an additional two children’s practitioners recruited to the team in 2024, to support workload and enable the team to increase the number of children and young people they can work with. 9% of all children referred to FWS were care-experienced, meaning that they had either previously been looked-after by the local authority at home or away from home or were living with adoptive or kinship families. The team are typically working with families from the highest areas of multiple deprivation in Midlothian and are working to ensure that, where entitled, families are accessing key supports such as free school meals and school clothing grant. In 2024: • 52% of children open to the FWS were in receipt of free school meals • 43% of children open to the FWS were in receipt of school clothing grant. As part of our effort to reduce child poverty, Children’s Services fund three income maximisation projects including one dedicated to the Family Wellbeing Service. The Project Worker works directly with families to increase household income and reduce debt. There has been an increase in families reached by the projects and financial gains for individual families continue to be significant. 183 285 0 50 100 150 200 250 300 2023 2024 Number of children referred to FWS per year 0 5 10 15 20 25 30 35 40 45 50 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Ages of children supported by FWS Referral Sources 2024 CS Staff Family Health Other School Page 295 of 482
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6 Since it began in May 2024, the Income Max project dedicated to FWS has generated £69,341.81 income for 28 individual families. To support the service’s priorities and development, we’re keen to better understand how many of our children and young people experience additional support needs and intend to capture this in our 2025 data. Referrals Schools have remained the main source of referrals to the FWS in 2024 and the following chart shows the breakdown of referrals per locality areas. The majority of children and young people receiving support from the Family Wellbeing Service in 2024 lived in the Newbattle locality 26% . The full breakdown of referrals per locality area mirrors what we saw last year and reflects what we know about where our most in-need children and families live in Midlothian. In 2024 we enhanced our ability to report on reasons for referral. Child’s school attendance is the predominant reason given for a referral to the service and accounts for half of all referrals 49.7% actual . Self-referrals and direct referrals remain options for families and professionals, however, Team Around the Child TATC , Midlothian children’s services and 3rd sector partnership Dalkeith, 15% St David's, 9% Newbattle, 26%Lasswade, 24% Beeslack, 14% Penicuik, 13% Referrals per ASG/Locality 2024 Dalkeith St David's Newbattle Lasswade Beeslack Penicuik 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% Attendance Behaviour support Child’s mental health Financial support Other Parental mental health, Parenting support Referral Reasons Page 296 of 482
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7 referral route, remains the predominant way in which children and young people are referred to FWS. The majority of TATC referrals 83% came via the under 12, Early Years and Primary Pathway, however, TATC High School was launched mid-2024 and we have seen a steady increase in the number of teenage young people being referred to FWS as a result. The Team continues to have dedicated access to Family Group Decision Making FGDM and Systemic Family support. In 2024, 35% of all referrals to the Systemic Service approx.15 families were from the FWS or TATC and FWS continue to link in with the team regularly to ensure supports for families are accessed timeously and appropriately. Successes in 2024 TATC High School TATC High School was launched in June 2024 in response to requests for a more defined referral pathway for young people aged 12+. Single Referral To streamline referral processes all services represented at TATC agreed to use one single TATC referral form and stop duplicating processes by using this and then individual services’ referral forms. Calm and Connected Parents The FWS supported and hosted a parenting group called ‘Calm and Connected’ alongside colleagues in children’s services based on the principals of Non-Violent Resistance NVR . NVR is a systemic family intervention approach, rooted in civil rights movements, that focuses on changing how parents address challenging behaviours rather than trying to change the child's behaviour, aiming to strengthen parent-child relationships and reduce escalation. Feedback from the parent carers attending was positive: ❖ I really liked being able to talk to parents in similar situations and talking what has worked and what hasn’t worked ❖ … it made me think carefully about what I need to work on and which behaviour I was most worried about. Thinking about what to focus on gave me some space to think, like permission to let some things go. ❖ Realising that when ‘I lost it’ it also affects the way [my child] communicates with me, and I know that I need to keep working in staying calm myself. ❖ I really have been able to think about how ‘worked up I can get’ and trying to learn to stay calmer because I can see that [my child] imitates my behaviour. If I am calmer, I know he’ll talk to me more calmly. I will keep trying because I know we get stuck in a spiral when were both shouting and angry. Staff Development/ Neurodiversity In response to increasing numbers of children having additional support needs, the FWS joined up with colleagues from children’s services and third sector to attend development sessions on understanding and supporting individuals with neurodiversity. Page 297 of 482
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8 Challenges in 2024 Office Moves The FWS had to relocate to two different office spaces in 2024 causing some disruption to the team. The team remain temporarily homed and we are working on securing a new home that can offer some stability over the next couple of years. Data Regular monitoring of data has only recently become available to the team and work is required to improve the robustness of this. Going forward we hope to create better links with Education data to help us understand the impact of the FWS on children and young people’s attendance and attainment. Definition of priorities As the service and awareness of it has continued to grow, so has the number of referrals the team have received. Whilst this has been overall manageable, we have had to hold waitlists for allocations meaning some children and families are waiting up to 12 weeks for a service. Our main 2025 goal is to undertake a fuller impact assessment to inform how we prioritise referrals and define the remit of the service going forward. Performance and Quality Assurance How good are we at intervening early? We continue to see low school attendance percentages coming through on referrals i.e. children having lower than 50% school attendance and whilst the team accept these referrals, we know it is harder to change a pattern of behaviour the longer it has been sustained. We hope to see an increase in the average school attendance at the point of referral in 2025 and will do this by defining priorities of the FWS and working closely with schools. 9% of children referred to FWS in 2024 had care experience – whilst on the surface this appears to suggest that we’re not intervening early as we’re working with families that have previously been through the care system, most of these children’s care experiences related to inship care where they are looked after by a family member or friend and accounted for their current care arrangements where family wellbeing support was seen to be beneficial. Proposed QA indicators for 2025: • % of school attendance at the point of referrals % reduction in persistent absenteeism e.g. long-term target of working with students with attendance between 70% -80% • Number of re-referrals • % of families requiring re-engagement with support services within 12 months How good are we at preventing children and their families from coming into statutory social work services? Page 298 of 482
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9 19 children were transferred to children’s social work from FWS in 2024. This is a significant increase from 2023, where only 3 families were transferred into children’s social work. This can be explained in part by the increased use of the FWS, but we have also noted an increasing complexity of presentation with the families being referred to FWS due to changes in referrals and capacity elsewhere in the system. The team are working with several families where it is recognised that without the scaffolding of support provided by FWS, these families would require statutory social work intervention. Additional capacity for social work level assessment and planning has been created in the team with the recruitment of a second senior practitioner to supports efforts to keep families together and out of statutory services in line with the practice aspirations of The Promise. Additionally, FWS practice standards have been developed outlining the expectations of work, including frequencies of reviews, to ensure that we continue working with those families most in need and where we’re no longer needed families are supported to end their contact with the team. What impact are we having on school attendance and attainment? Referrals where school attendance as the primary referral concern accounts for 50% of the overall allocations to the FWS, which is on track with the service’s year 2 aim. Of those referred for school attendance in 2024, approximately 65% of children open to FWS have had improved rates of school attendance. It is worth noting that where there has been no positive impact on attendance in 2024, these children are typically active cases remaining open to the FWS for further intervention. Going forward, development of a data dashboard to interact with SEEMIS will enable better tracking and understanding of the FWS on attendance and attainment. Proposed QA indicators for 2025: • % referrals relating to school attendance Goal 50%, baseline 49.7% • Attendance % of school-aged children open to FWS at the point of allocation • Attendance % of school-aged children open to FWS at the point of closure • % of children who maintain improved attendance 3-6 months after FWS intervention • Number of exclusions of school-aged children and young people open to FWS Page 299 of 482
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10 Feedback Page 300 of 482
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11 What’s Next for 2025 Family Learning Family Learning mapping is underway with partners to better understand the existing family learning opportunities and the training skill sets of our collective workforce to develop a comprehensive programme of Family Learning across Midlothian in line with the Family Learning Strategy. Data capture and monitoring Dashboard development to link children’s services data with SEEMIS is scheduled for 2025. Recruitment of Second Senior Practitioner A second senior practitioner was recruited to the team in early 2025 to support initial social work assessment which reflects the complexity of the work held by the team. Addressing needs/gaps in family support We continue to regularly review and use the data collected via TATC to understand local need, services and any gaps in what’s available to children and their families in Midlothian and have used some budget from the Whole Family Wellbeing Fund to fund 3rd sector services to meet needs. Our intention is to continue doing so across 2025 26. Access to Support Development The Family Wellbeing Coordinator is working closely with Midlothian’s Single Point of Access Project to consider how we can make it easier for families to access support via the FWS and third sector services currently involved in TATC. This will include better use of digital technology to make referral pathways more accessible and easier to navigate for families and other professionals. Get in touch Thank you for taking the time to read our annual report. If you have any questions or wish to find out more about FWS or TATC please send us an email at tatc@midlothian.gov.uk or contact any of the following: • Amy Evans, Service Manager • Julia Brainin, Team Leader • Caroline Sykes, Family Wellbeing Coordinator Page 301 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.10 Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-2025 Report by Saty Kaur, Chief Officer Corporate Solutions Report for Information 1 Recommendations Council is asked to note the contents of the Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-2025. 2 Purpose of Report/Executive Summary This report presents Council with the Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-2025 Date: 02/04/2024 Report Contact: Scott Williamson, Equality & Diversity Officer scott.williamson@midlothian.gov.uk Page 303 of 482
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2 3 Background/Main Body of Report 3.1 Introduced by the Equality Act 2010, the general Public Sector Equality Duty (PSED) requires public authorities, in the exercise of their functions, to have due regard to the need to: • Eliminate unlawful discrimination, harassment and victimisation and other conduct that is prohibited by the Equality Act 2010 • Advance equality of opportunity between people who share a protected characteristic and those who do not • Foster good relations between people who share a protected characteristic and those who do not 3.2 The PSED covers the following protected characteristics: age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, sex and sexual orientation. The PSED also covers marriage and civil partnerships, with regard to eliminating unlawful discrimination in employment. 3.3 Under the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012, public authorities in Scotland are also covered by specific duties, which are designed to help them meet the three needs of the general PSED. These specific duties require the Council – as a public service provider, employer, education authority and administrator of the Licensing Board – to publish and report progress on equality outcomes and mainstreaming activities on a two-year cycle, and produce new equality outcomes every four years. 3.4 Equality outcomes are measurable results that public authorities aim to achieve in order to further one or more of the needs of the general duty – i.e. eliminating discrimination, advancing equality of opportunity and fostering good relations. 3.5 Mainstreaming means embedding equality considerations into an authority’s day-to-day operations. In other words, equality should be a core component of everything an authority does. In practice, this means ensuring that equality is an integral part of the Council’s policies, practices and organisational culture. 3.6 This report demonstrates how, over the past two years, the Council has advanced equality across its functions as a public service provider, education authority and administrator of the Licensing Board. 3.7 The annual employee monitoring report, including information on the gender pay gap and occupational segregation, will be published in August 2025. A link to the Equality Employment Information Analysis 2023/24 is provided in the report. 3.7 New Equality Outcomes for 2025-2029 have been developed. These outcomes build on existing progress and continue to address persistent inequalities. Page 304 of 482
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3 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications arising directly from this report. 4.2 Digital There are no digital issues arising from this report. 4.3 Risk The Council has a statutory duty to comply with the Equality Act 2010 and The Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012, 2015 and 2016. 4.4 Ensuring Equalities (if required a separate IIA must be completed) A full IIA has not been conducted for this report as it is a progress update. The initial screening questions have been completed: https://www.midlothian.gov.uk/downloads/file/5464/integrated_impact_assess ment_equality_mainstreaming_outcomes_progress_2023-2025 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-2025 Page 305 of 482
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4 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. 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 This report does not relate to delivering Best Value. A.5 Involving Communities and Other Stakeholders Both the Midlothian Equality Outcomes 2021-2025 and subsequent Equality Outcomes 2025-2029 have been subject to public consultation and engagement. A.6 Impact on Performance and Outcomes Page 306 of 482
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5 By directly informing our new Equality Outcomes and future mainstreaming activities, the content this report contributes to the Council’s overall equality, diversity and human rights performance. A.7 Adopting a Preventative Approach By directly informing a proactive approach to equality and diversity, the content of this report will help the Council to identify and prevent potential issues of inequality. A.8 Supporting Sustainable Development This report does not relate to sustainable development. Page 307 of 482
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Midlothian Council Equality Mainstreaming & Outcomes Progress Report 2023-2025 Page 309 of 482
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Contents 1.0 Purpose of the Report 1 2.0 Legislative Background 1 3.0 Mainstreaming Equality 2 4.0 Progress on Mainstreaming Equality 2023-2025 3 5.0 Equality Outcomes 2021-2025 Progress 11 6.0 Next Steps 26 7.0 Contact Details 26 Page 310 of 482
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1.0 Purpose of the Report 1.1 This report provides an update on the progress Midlothian Council is making to mainstream equality as an employer and public service provider. It also provides an update on the equality outcomes for the 2023-2025 reporting period. 1.2 ‘Midlothian Council’ is here used as shorthand for the Council, Education Authority and Licensing Board. 2.0 Legislative Background 2.1 Introduced by the Equality Act 2010, the general Public Sector Equality Duty (PSED) requires public authorities, in the exercise of their functions, to have due regard to the need to: • Eliminate unlawful discrimination, harassment and victimisation and other conduct that is prohibited by the Equality Act 2010 • Advance equality of opportunity between people who share a protected characteristic and those who do not • Foster good relations between people who share a protected characteristic and those who do not 2.2 The PSED covers the following protected characteristics: age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, sex and sexual orientation. The PSED also covers marriage and civil partnerships with regard to eliminating unlawful discrimination in employment. 2.3 Under the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012, public authorities in Scotland are also covered by specific duties, which are designed to help them meet the three needs of the general PSED. 2.4 One of these specific duties is for authorities to publish a report on the progress they have made in integrating the general equality duty into the exercise of their functions, so as to better perform that duty – i.e., ‘mainstreaming equality’. These reports should be published at intervals of no more than two years. Page 311 of 482
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2.5 Mainstreaming equality simply means embedding equality into the day-to-day working of an authority. It means taking equality into account in the way the authority exercises its functions. In other words, equality should be a component of everything an authority does. 2.6 Another of the specific duties requires each authority to publish a set of equality outcomes which it considers will enable it to better perform the general equality. A new set of equality outcomes must be published within four years of publishing the previous set. An authority must publish a report on the progress made to achieve its’ equality outcomes every two years. 2.7 Equality outcomes are practical and measurable results which authorities work to accomplish in order to advance one or more of the needs mentioned in the general PSED – i.e., an equality outcome should eliminate discrimination, advance equality of opportunity or foster good relations between communities. Outcomes aim to bring tangible improvements to the lives of people who experience discrimination and disadvantage. 3.0 Mainstreaming Equality 3.1 In the Council’s Mainstreaming and Outcomes Progress Report 2021-2023, it was said that: • Mainstreaming equality meant making equality part of the day-to-day business of the Council, Education Authority & Licensing Board both as service planners, providers and employers, rather than a ‘bolt-on’ at the end of projects and other programmes of work; • By mainstreaming equality, the Council, Education Authority & Licensing Board could ensure that equality of opportunity was part of the culture of the organisations, and that both employees and customers could benefit from organisations where they felt valued and their interests and issues on a level par with all others’ issues and values; • Further, by mainstreaming equality the Council, Education Authority & Licensing Board could demonstrate its commitment to the general duty by publicly Page 312 of 482
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demonstrating that they would not condone unlawful discrimination, victimisation and harassment; and that • The Council, Education Authority & Licensing Board could also demonstrate that they would work to advance equality of opportunity and fostering good relations between people who share a protected characteristic and those who do not within their own organisations and through partnership and joint working practices with neighbours and community planning partners. The Council, Education Authority and Licensing Board remain committed to these aims, and have worked hard during the period 2023-2025 to embed each of the needs of the general PSED into their day-to-day operations. 4.0 Progress on Mainstreaming Equality 2023-2025 4.1 Ensuring a genuine commitment to equality through all levels of Council structures and planning procedures The service planning structure of the Council includes the Single Midlothian Plan (SMP) and supporting plans including service plans. In Midlothian, partners work together through the Community Planning Partnership (CPP) which is the overarching partnership for this local authority area. The CPP brings together public services, the third sector, the business community and community organisations that are based or working in Midlothian. Revision of the priorities for the CPP which are to reduce inequalities in: learning outcomes; health outcomes; and economic circumstances and now includes to reduce carbon emissions in Midlothian to net zero by 2030. The strapline of the partnership is ‘Midlothian - A Great Place to Grow’. 4.2 Understanding the impact of our work – Integrated Impact Assessment (IIA) The Council uses a robust and comprehensive Integrated Impact Assessment methodology to deliver fairer outcomes for all of our citizens, and to ensure that we meet our legal obligations in relation to equality and human rights, children’s rights, Page 313 of 482
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socio-economic disadvantage (i.e. poverty), climate change, sustainability and the environment. In September 2024, the Council updated its IIA template and guidance to include considerations of children’s rights in response to the UNCRC (Incorporation) (Scotland) Act 2024. The UN Convention on the Rights of the Child (UNCRC) is an international treaty which sets out the civil, political, economic, social and cultural rights possessed by all children up to the age of 18. The UNCRC (Incorporation) (Scotland) Act 2024 incorporates the UNCRC into Scots Law to the maximum extent of the devolved powers of the Scottish Parliament. The UNCRC Act requires public authorities to respect children’s rights in the exercise of all their functions, not just in education and early years provision. The IIA process also covers the protected characteristics and the PSED, poverty and the Fairer Scotland Duty, and human rights under the Human Rights Act 1998. The 2018 Fairer Scotland Duty places a legal responsibility on public authorities to actively consider how they can reduce inequalities of outcome caused by socio-economic disadvantage (i.e. poverty). The Human Rights Act 1998 makes it unlawful for a public authority to act in a way that is incompatible with a person’s human rights under the European Convention on Human Rights. There is also a screening section on the environment which directs officers to use the Scottish Government’s Strategic Environmental Assessment (SEA) tool if a significant environmental impact is anticipated. Further information on considerations related to the environment, climate change and sustainability – including instances when an SEA is required – is provided in the new IIA guidance. Completed impact assessments are published on the Council website. 4.3 Equalities monitoring The Council continues to use equalities monitoring to gather and analyse information about service users where possible and appropriate. Plans to continue to develop our approach to equality monitoring and data collection need to ensure that we meet the requirements of General Data Protection Regulation (GDPR), and also ensure that any Page 314 of 482
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information collected reflects the most up to date approach to monitoring, and gives us the information we need to develop responsive services. To improve equalities monitoring as an employer, the Council launched a Personal Data Audit towards the end of 2020. Encouraging staff to ensure that their personal data is updated to ensure appropriate and meaningful consideration and planning with regard to protected characteristics can be undertaken. An internal communications campaign aimed at increasing the rate of staff responses to equality monitoring questions will be launched in summer 2025. Together with changes to how this information is gathered on the Council’s workforce IT system, it is hoped that this campaign will improve staff disclosure rates for all protected characteristics. Annual Employee Information Analysis Reports can be found on the Council website here. The next iteration of this report, including the Council’s Equal Pay Statement and information on pay gaps and occupational segregation, will be published in August 2025. 4.4 Building organisational capacity – equality and diversity training Training continues to be an important method of mainstreaming equality, diversity and human rights throughout the Council, Education Authority and Licensing Board. As part of the Equally Safe at Work Accreditation Process and Equality Plan 2021-2025, the Council developed a programme of equality, diversity and human rights awareness training, which focused on: • Ensuring that Midlothian Council is able to meet its general and specific duties under equalities and human rights legislation • Providing employees with opportunities for learning and awareness of their role and responsibilities under equality and human rights legislation • Developing a skilled, motivated and culturally capable workforce that can bring about changes that will improve services and tackle inequalities In addition, updates for the Council’s Corporate Management Team and Elected Members on Equality, Diversity and Human Rights Awareness and the IIA process have been, and will continue to be, delivered. Page 315 of 482
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6 IIA training sessions are delivered each year by the Pan-Lothian Impact Assessment Steering Group (Midlothian Council, East Lothian Council, West Lothian, City of Edinburgh Council, NHS Lothian). A total of 23 Midlothian Council employees undertook IIA training in 2024. The purpose of these sessions is to help ensure that officers thoroughly and actively consider the rights and wellbeing of protected characteristic groups when developing policies. Following a recent update to make the Council’s impact assessment process more comprehensive and robust, there is a sustained push to increase the visibility and attendance of this training. 11 Midlothian Council employees participated the first session of the year in January 2025. A further five sessions are scheduled throughout the year. 15 Council staff attended a webinar on using and promoting Contact Scotland BSL in October 2024. Contact Scotland BSL is Scotland’s national video relay interpretation service for British Sign Language users. Further awareness-raising sessions will be held throughout the duration of the Midlothian Council BSL Plan 2024-2030. 4.5 Midlothian People’s Equality Group (MPEG) The Midlothian People’s Equality Group (MPEG) is a group of local people with diverse backgrounds who aim to: • Promote equality and challenge prejudice • Build relationships across Midlothian’s communities of interest where people feel valued and trusted • Provide a platform for Midlothian people to learn, educate and communicate about local equality issues of concern and interest; and have a voice in local policy and planning. The group is assisted by the Council’s Equalities Engagement Officer who supports the group on an ongoing basis: attending board meetings; giving guidance and support with practical tasks such as funding applications/ OSCR submissions/ volunteer development/ policy and procedures; and working in partnership with MPEG and other organisations to host events and projects. Page 316 of 482
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4.6 Equal Midlothian Week and the Midlothian Mela Equal Midlothian Week has been established as an annual programme of events with a range of organisations coming together to offer a variety of events which promote and celebrate equality, raise awareness and reach out to all communities. The Equal Midlothian Week events culminate with the annual multicultural celebration, the Midlothian Mela. The programme for Equal Midlothian Week 2024 can be found here. 4.7 Equally Safe The Equally Safe in Midlothian Strategy was launched in 2023. The strategy outlines Midlothian Community Planning Partnership’s commitment to implementing Equally Safe in Midlothian and working towards a shared vision where all women, children and young people in our communities live their lives free from violence and abuse and are supported to achieve their full potential. The strategy is available here. 4.8 16 Days of Activism Against Gender-Based Violence 16 Days of Activism Against Gender-Based Violence is an international campaign to challenge violence against women and girls. The campaign runs every year from 25 November, the International Day for the Elimination of Violence against Women, to 10 December, Human Rights Day. In 2024, East Lothian and Midlothian Public Protection Committee held events, both online and in person, for professionals and other interested groups on a variety of related topics. These included sessions on reframing masculinity, engaging with young people around misogyny, boosting women’s political representation, highlighting gender-based violence and domestic abuse, and explaining what is meant by Equally Safe. 4.9 Interfaith Week To mark Interfaith Week in November 2024, an event was held in the Council Chambers to celebrate our diverse faiths and cultures. The event was introduced by Councillor Kelly Parry. Speakers included Communities, Lifelong Learning and Employability (CLLE) Key Worker Ahmad Rahimi, who shared his experiences of joining the Council after being forced to flee Afghanistan in 2021 and spoke of his work Page 317 of 482
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providing learning, training and employability support to local people from ethnic minority backgrounds. With November being Islamophobia Awareness Month, Daniel Gilius from Muslim Engagement and Development (MEND) Scotland highlighted the discrimination faced by Muslims and showcased the many positive contributions of Muslims to society. The event brought together local people of different faiths and representatives of the Council, Police Scotland and other public and third-sector organisations in Midlothian. 4.10 Education Midlothian schools are committed to equality, wellbeing and inclusion for all. The Council’s vision is that: ‘All children, young people, adults, and communities in Midlothian are supported to be the best they can be. This will be achieved through a nurturing, respectful and collaborative approach that promotes wellbeing, equity, inclusion, and lifelong learning.’ Improvement work is overseen by the Excellence and Equity Board, which has oversight and accountability for all improvement outcomes relating to education service delivery. The Board works to: - Improve excellence by monitoring the impact of our work to improve attendance and engagement, improve relationships, wellbeing & care, raise attainment and improve learning, teaching, assessment & curriculum. - Improve equity by monitoring our use of Scottish Attainment Challenge (SAC) funding and our work to improve inclusion, equity and targeted support. It is the aim of Education services that: ‘All gaps in relation to attainment, achievement, wellbeing and attendance are identified for learners who are care- experienced, those who have Additional Support Needs (ASN), and those who are neurodiverse’. Further information on key priorities, outcomes, workstreams and progress measures can be found Education Service Plan 2024/25, available here. Page 318 of 482
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4.11 Equipped for Learning The councils 'Equipped for Learning' initiative aims to provide each of its approximately 14,000 learners with a device, fostering a foundation in digital literacy that prepares them for the challenges of the modern world. With a commitment to ensuring accessibility for all, Midlothian Council has distributed a mix of devices including Chromebooks and iPads to its learners. This significant investment in the school estate reflects the Council's dedication to nurturing a generation capable of meeting the demands of the digital age. The initiative is not merely about distributing devices but also about providing comprehensive support and tools to enhance the learning experience. Families across Midlothian are able to download literacy support software to their own devices for free. ‘Read&Write’ helps with everyday tasks like reading text out loud, understanding unfamiliar words, researching assignments and proofing written work. These tools are essential for some learners and useful for all. The Council adopted a Universal Design for Learning approach when introducing Read&Write. The emphasis was on promoting the tool as a universally beneficial resource rather than targeting specific literacy challenges. By making Read&Write available on every teacher's and student's device, the council encouraged diverse usage, fostering inclusivity and creativity in the learning environment. 4.12 UN Convention on the Rights of the Child (UNCRC) We are a Child-Centred Council – children and young people are at the heart of everything we do. Work is ongoing across the Council to improve educational attainment and achievement, improve health and wellbeing outcomes, support parents and carers, reduce our unemployment and ensure the participation of young people. Ahead of the introduction of the UNCRC (Incorporation) (Scotland) Act 2024, the Council’s UNCRC Working Group adopted a proactive approach to ensuring compatibility with UNCRC principles across all service areas. Children’s rights are now fully embedded in the Council’s IIA process. Page 319 of 482
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We are committed to ensuring that we ‘respect the rights of children, young people and their families and to hear and listen to their voices’. At the end of the academic session 2022/23, 25 Midlothian schools were registered in the UNICEF Rights Respecting Schools programme. 6 schools had achieved the Bronze Award, 8 had achieved the Silver Award and 3 had achieved the Gold Award. Page 320 of 482
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4.13 Licensing The Midlothian Licensing Board Policy was reviewed in 2023. The policy reaffirms the Board’s commitment to equality diversity and inclusion: - ‘The Board values and celebrates the diversity that exists within Midlothian, and would like to ensure that everyone can fully participate in the social, cultural, political and economic life of the County. - The Board opposes all forms of unlawful discrimination including discrimination on the grounds of race, ethnicity, gender, sexual orientation, age, religion and disability and recognises that discrimination creates barriers to achieving equality for all people. - The Board will, at all times, have due regard to the Equality Act 2010 and any subsequent and similar legislation’ Applicants for premises licences will be expected to demonstrate in their operating plans how they intend to support the Council’s Equality Outcomes. Page 321 of 482
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5.0 Equality Outcomes 2021-2025 Progress 1. Accessibility Services will be more accessible for all with improved digital inclusion and communication and an inclusive physical environment Measure of Success Action Action update Channel Shift – greater flexibility and new ways to access services. Channel shift is embedded as a core theme within the Customer Service and Digital Services strategies and delivery programme, and progress will be reported through annual updates over 2021 to 2025 The implementation of the Customer Services Platform (CSP) continues to contribute to the re-design of key services and processes that will improve the customer journey and increase accessibility with new ways to access services and greater options to self-serve. Modules launched include requesting damaged or missing bins and a form to report grit bins issues which includes an interactive map, making the service much easier to engage with. Web Accessibility – ensuring our web sites comply with the Public Sector Bodies (Websites and Mobile Applications) Accessibilities Regulations (No. 2) 2018. Provision of adapted communication methods for specific access requirements (BSL interpreters or Text Relay services for deaf customers Language translation services for customers for whom English is not their first or preferred language - Reach Deck). The following Accessibility Statement is featured on the Midlothian Council Website: Accessibility statement | Midlothian Council The Accessibility Statement outlines all aspects to ensure that we are compliant with all relevant regulations. In addition, there is a plan of work looking to update the inaccessible aspects of the website such as older PDFs. Contact Scotland BSL, the video interpreting relay service for Deaf and Deafblind British Sign Language (BSL) Users, is highlighted as a key method of contacting the Council. Staff from across the organisation, including Customer Services, attended a webinar on using and promoting Contact Scotland BSL in October 2024. Page 322 of 482
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Measure of Success Action Action update Digital Access and Skills/ Libraries - programme of activities to address the digital divide and ensure the benefits of the internet and digital technologies are available to all. Provide and signpost a wide range of digital support tools within libraries including providing access to computers, the Internet, digital content, and digital literacy programs Libraries provide free access to computers, the internet and applications such as Microsoft Word and Excel. All branches also have free Wi-Fi and space to work. Library staff provide support to assist customers with a range of IT queries and guidance for Council services such as the Assisted Garden Waste service. Libraries work closely with Communications, Communities, Lifelong Learning and Employment (CLLE) and other Council and third-sector services to assist in providing access to digital skills classes and sessions whether using library PCs or their own device. Digital Learning - improve access to digital technology for all learners though the provision of additional devices and connectivity to pupils to support home and blended learning. Monitor the delivery of new devices e.g. iPads, chrome books, to assist educators, learners and parents to take advantage of digital technology opportunities. The Digital strategy is in place. In excess of 14,000 devices have been deployed to ensure all learners from P1- S6 have access to a digital device Accessibility tools are added to all devices to reduce literacy barriers. These tools have been rolled out to families too. There is regular monitoring of the Equipped for Learning (EFL) project through an EFL board. Page 323 of 482
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Measure of Success Action Action update Adult Health and Social Care Adult Health and Social Care Service Plan includes a range of actions and performance indicators supporting a range of priorities, including the use of Digital resources to improve the experience for clients. Webpages for the Physical Disabilities (PD) service have been revised to ensure accuracy of content and improve accessibility; with the content being more easily read. A client ‘experience feedback questionnaire’ has been gathered by the PD service to ascertain if improvements are required. Informal feedback has also been gathered and recorded. Options for having the feedback questionnaire on our main PD webpage are currently being reviewed – this could help support those with visual loss, allowing for a ‘read back’ option. A range of media are used to support effective communication with service users, including phone, letter, email and text. Adult Health and Social Care also work jointly with Sight Scotland and Deaf Action and utilise interpreter services as required. Near Me NHS video appointments have been available in Gorebridge Library since 2022 and Dalkeith Library since 2024. Joint Physical Disability Planning Group Action Plan The plan continues to provide guidance and direction to the Adult Health and Social Care Team, including identifying required actions for improvement. It is regularly reviewed and updated. Page 324 of 482
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2. Housing People have access to a home that is warm, affordable, accessible and that meets their needs Measure of Success Action Action update Increased supply and access to affordable housing via the Strategic Housing Investment Plan, and improved options to support independent living for those with complex needs via Housing First initiative. Approaches to prevent and address isolation are strengthened across communities • Access to housing and the supply of new housing has increased across all tenures in Midlothian • Improve Place Making in Midlothian • The needs of households with particular needs will be addressed and all households will have equal access to housing and housing services • Housing in all tenures will be more energy efficient and fewer households will live in, or be at risk of, fuel poverty • The condition of housing across all tenures is improved • Integration of Housing, Health and Social Care in Midlothian is improved • Community Justice Service - Pathways established to support transition at point of leaving prisons and hospitals into accommodation. During 2023/24, the Council purchased 26 properties from the open market and built 181 new homes. All homeless applicants were accommodated into suitable accommodation upon request. The dampness, mould and condensation policy has been updated. Our Supported Accommodation, Housing Support Service and Housing First support service was commissioned in July 2024 for 3 years. Fortnightly multi-agency meetings are held to discuss housing options for those due to leave prisons. A reduction in homelessness as a result of a housing-led approach to provide settled housing options as quickly as possible • Homeless households and those threatened with homelessness are able to access support and advice services and all unintentionally homeless households will be able to access settled accommodation Homeless applications increased 28% in 2023/24. High demand for housing is the main issue as the availability of affordable housing falls far short of community needs. Despite constraints, the Council remains committed to maximising impact with available resources. Page 325 of 482
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3. Safer Communities and Gender-Based Violence Midlothian neighbourhoods are safe and welcoming, and communities embrace equalities and mutual respect and reject all forms of discrimination Measure of Success Action Action update Women, girls and LGBTQ+ communities feel safer as a result of the implementation of programmes and policies to prevent and protect our citizens against domestic abuse and gender-based violence, strengthened by the direct response during and following the COVID-19 pandemic. Midlothian People’s Equality Group will continue to promote equality and challenge prejudice By focusing on three essential objectives, MPEG has reinforced its commitment to making Midlothian a welcoming and inclusive community that champions equality for all its residents: 1. Promoting Equality and Challenging Prejudice: MPEG has proactively engaged with Midlothian Council and other organisations throughout the reporting period to address equality issues. This involved organising a series of consultation events to gather input from residents and stakeholders on crucial matters such as budget allocations, transport enhancements throughout Midlothian, and the strategic development of Dalkeith Town Centre. By facilitating these discussions, MPEG has ensured that marginalised voices and perspectives are represented in local decision-making processes, fostering a more equitable community. 2. Fostering Trust and Building Relationships: Recognising the diversity of Midlothian's communities, MPEG implemented numerous training sessions and events designed to strengthen ties among residents and promote mutual understanding. Activities included the annual Midlothian Equality Week, Mela celebrations, and interfaith events encouraging dialogue and collaboration. Special events for International Women’s Day and Pride celebrated diversity and highlighted the importance of solidarity within the community. Through these initiatives, MPEG has cultivated an environment of trust and cohesion among Page 326 of 482
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different community groups, paving the way for a more unified Midlothian. 3. Creating a Forum for Discussion and Learning: MPEG has established platforms for residents to engage with and learn about pressing equality issues. This has empowered community members to voice their concerns and contribute to local policy and planning processes. Through public consultations, particularly concerning the A7 Sustainable Transport Study, MPEG has actively solicited feedback from equality groups to ensure their needs are prioritised. The proposed improvements to the A7 are anticipated to significantly enhance active travel options and improve safety for all community members, thus fostering a more accessible and secure environment in Midlothian. Through these focused efforts, MPEG continues to advocate for equality, ensure diverse voices are heard, and promote an inclusive atmosphere where all residents can thrive. Build relationships across Midlothian’s communities of interest where people feel valued and trusted and provide a platform for people to learn, educate and communicate about local equality issues of concern and interest Midlothian Council supports MPEG by attending meetings and helping with funding, volunteer development, and policy guidance. They also collaborate on events and projects. The Council employs an equalities engagement officer committed to providing valuable resources and training intended to empower MPEG members to engage effectively with various external services. This officer plays a vital role in ensuring that all members feel equipped and confident in communicating and advocating for their community's needs. MPEG participates in consultations and offers insightful policy responses on significant local initiatives. Notable contributions include input on the revitalisation proposals for the Dalkeith town centre, which aims to enhance Page 327 of 482
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community engagement and economic vitality, and involvement in the A7 Improvement Scheme, focused on improving transportation infrastructure. Furthermore, MPEG members participate in council consultations and public meetings, fostering a collaborative environment where community voices are heard and valued. Through these efforts, MPEG helps shape policies that directly reflect the interests and needs of the local population. Staff Equalities Group will continue to inform and collaborate on equalities actions and working collectively towards improving policies and practice and implementing change Work on this project stalled due to the sabbatical and subsequent resignation of the Equalities Engagement Officer who co-ordinated this group – compounded by long-term absence within the corporate Equality & Diversity team. However, following the arrival of a new Equality & Diversity Officer, the Equalities Working Group has been established to progress the equality and diversity agenda in the Council. There are plans to nominate Equality Champions across different services, meaning that there will be well-informed and motivated advocates for equality at all levels and in all areas of the organisation. Adult Health and Social Care Service Plan includes a range of actions and performance indicators which support a range of priorities and includes a priority specific to the Justice Service. Adult Health and Social Care continue to use a range of communication methods that are reflective of the needs of the people we are working with, for example; interpreter services for both sensory needs and language. Staff are trained in equalities and diversity. A shared system to support effective communication between teams, ensuring the safety of the public and staff where feasibly practicable. Page 328 of 482
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Public Protection Unit and VAWG action and improvement plans In the year ending March 2024: East Lothian and Midlothian Public Protection Committee (EMPPC) delivered 37 courses across 18 different course topics. This was ten more than the previous year. • 779 people attended these courses, 90 more people than last year. • 14 briefings were delivered across a range of topics, including the launch of our Child Protection Procedures, the launch of our Adult Support and Protection Procedures, Neglect, Disclosure Scheme for Domestic Abuse Scotland, Trading Standards, Advocacy for adults at risk of harm, Marac. • 1,765 people attended the briefings and online learning events, including successful events to launch 16 days of activism in November 2023 and Adult Support and Protection Day in February 2024. • The training was evaluated highly by the 300 staff who provided feedback Page 329 of 482
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4. Workplaces Midlothian Council is a positive and inclusive workplace for all employees Measure of Success Action Action update New recruits will join an increasingly diverse workforce across all levels of the organisation, which accurately reflects the population we serve and commits to providing opportunities for all new and existing staff from groups currently underrepresented such as promoting and facilitating staff forums for people in protected characteristic groups. Creation of a Wellbeing Strategy A revised Wellbeing Strategy was launched in early 2024 following consultation with Trade Unions. Planned review of recruitment and selection processes and practices by using the Scottish Government’s Minority Ethnic Recruitment Toolkit Due to absence and vacancy in the position of HR strategic lead this work has not progressed. However, action to foster a more inclusive and attractive workplace to prospective employees from diverse backgrounds is a priority in the new Midlothian Equality Plan 2025-2029, aligned to the priorities within the Workforce Strategy 2024-2034. Roll out refresher mandatory Equality and Diversity training for all employees E-learning package procured and working with the Equality and Diversity Officer to deliver refreshed mandatory Equality and Diversity training for all employees. Staff Equalities group A strategic Equalities Working Group has been established to progress the equality and diversity agenda in the Council. There are plans to nominate Equality Champions across different services, meaning that there will be well- informed and motivated advocates for equality at all levels and in all areas of the organisation. Success in achieving inclusive working culture might also be measured by rates of retention/leaving, recruitment, promotion etc. Plans to create a Diversity and Inclusion Strategy during 2021/22 The Council’s new Equality, Diversity and Inclusion Policy was approved in February 2025. Continuing to review people policies to ensure they fully support an inclusive workplace. The Council’s new Equality, Diversity and Inclusion Policy was approved in February 2025. Page 330 of 482
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Other policies are regularly reviewed to ensure that they fully support an inclusive workplace. Flexible Working Policy, and our Hybrid Working Arrangements promote healthy work-life balance Employee Assistance Programme and other supports available to staff Provision of a variety of employee benefit schemes to improve physical, financial and mental wellbeing A reduction in our pay gap percentages. Reduction in our pay gap percentages The gender pay gap between the average hourly rate of pay for male and female employees was 2.7% on 31 March 2024 – a decrease from 2.86% in 2023 Page 331 of 482
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5. Education i) All of Midlothian’s children and young people are successful learners and the educational attainment gap is reduced ii) Midlothian schools are safe places where acts of discrimination, victimisation, and harassment are effectively addressed to avoid re-occurrence. Measure of Success Action Action update Children and young people have improved health and wellbeing (including mental health) because they receive an education directed towards realising their potential, with appropriate support and reasonable adjustments when required, Education Service improvement plan aligns with the key priorities in the National Improvement Framework for Scottish Education and Delivering Excellence and Equity in Scottish Education. A Standards & Quality report and a service improvement plan is produced each year. As well as detailing the successes and achievements of the service, the plan details how we are reducing inequalities for our children, young people and families. The plan is approved at Council and made publicly available for interested parties. An accessible version is also produced and shared with families. The Education service has developed a range of data sets to ensure that outcomes are monitored, and intervention happens as early as possible. All outcomes are overseen by the Excellence and Equity Board, a multi-agency partnership. Statutory duty to report on steps taken to close the attainment gap between the most and least disadvantaged children and improve children and young people’s wellbeing. All schools are supported to close the attainment gap through a specific workbook and the assistance of an Education Scotland Attainment Advisor. A dedicated Equity Lead Officer oversees the education support and outcomes for care-experienced children and young people. That extends to Midlothian children not resident in Midlothian. A nurturing authority- 3-year plan in place to embed nurture within our schools and services The ASN review was concluded and new teams are now in place to better support the changing needs of our learners. Nurture leads are in each school and inclusive approaches are a key part of the professional investment in teaching and non-teaching staff. Page 332 of 482
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Children and young people’s rights are respected, they enjoy an inclusive curriculum and they are confident that bullying and prejudice incidents are dealt with effectively and fairly. Policy development and review- involve all key stakeholders in the review of policies to ensure they are compliant with statutory duties, including new duties associated with UNCRC Midlothian’s Parental Engagement strategy and related plan recognises the current challenges families face, and outlines our vision of how parental engagement should be embedded within policies, strategies, and practices in every setting. The Council’s UNCRC Working Group aims to promote and uphold the rights of children and young people in Midlothian by: • Raising awareness among professionals, agencies and services about the UN Convention on the Rights of the Child and how it applies in the UK and Scotland; • Working with staff within all services within the Council and in partner agencies to ensure that children and young people's rights are promoted and upheld in policy, strategy and service delivery; • Providing information and advice to children and young people and to professionals about children's rights; • Supporting children and young people to take part in activities that enable them to influence policy and practice and to express their views to service providers Included, Engaged and Involved/ Accessibility Policy and Strategy etc) An attendance strategy has been developed in partnership with children’s services. Attendance will be an outcome of the new Family Wellbeing Service moving forward. The Exclusion policy has been revised to reflect national legislation (IEI) and an accessibility strategy has been updated to reflect current context. New guidance has been created for schools to help with the identification, assessment and provision for children with ASN. The Education Resource group was established in Page 333 of 482
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2022. It is a multi-agency response to supporting the needs of children and young people with ASN. Digital Learning Strategy – equity of access to technology to enhance learning The Digital strategy is in place. In excess of 14,000 devices have been deployed to ensure all learners from P1- S6 have access to a digital device Accessibility tools are added to all devices to reduce literacy barriers. These tools have been rolled out to families too. Regular monitoring of the Equipped for Learning project through an EFL Board Learning Estate Strategy – equity of learning experiences and designing inclusive spaces The Learning Estate Strategy was approved in December 2023 and continues to be reviewed to ensure it meets the changing needs of Midlothian. Review of the health and wellbeing curriculum delivered in schools All primary schools have curriculum frameworks that they have implemented this session Page 334 of 482
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Measure of Success Action Action update Midlothian Licensing Board will work to ensure that its Board members more accurately reflect the community it serves Continue to work in partnership with Police Scotland and the local Licensing Forum, who each have a separate statutory role to play under the Licensing (Scotland) Act 2005, with equal regard to the interests of persons with protected characteristics The Licensing Forum meets at least four times a year, at quarterly intervals, and will have at least one joint meeting with the Board each year. Members of the press and public are entitled to attend Forum meetings. The Board continues to work with Police Scotland and the Licensing Standards Officer in this regard. Further information can be found in the Midlothian Licensing Board Policy Statement 2023-2028. The Board will promote accessibility to all licensed premises in Midlothian for people with disabilities through its application of the relevant provisions of the Licensing (Scotland) Act 2005 and its statement of licensing policy. The Board continues to promote accessibility to all licensed premises. The Board opposes all forms of unlawful discrimination including discrimination on the grounds of race, ethnicity, gender, sexual orientation, age, religion and disability and recognises that discrimination creates barriers to achieving equality for all people. Disability Access and Facilities Statements (DAFS) are required to be submitted along with all applications for premises licences. It remains a requirement that Disability Access and Facilities Statements are submitted with all applications. 6. Licensing i) Midlothian Licensing Board works with license holders, partners and other Council services to support positive behaviour on and around license premises, and to support community safety priorities. ii) Midlothian Licensing Board will work to ensure that its Board members more accurately reflect the community it serves. Page 335 of 482
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Midlothian Licensing Board Policy 2018 - 2023 signposts licence holders to their duties under the Equality Act 2010. The Board continues to do so. The Board will, at all times, have due regard to the Equality Act 2010 and any subsequent and similar legislation and to the need to: • eliminate unlawful discrimination, • promote equality of opportunity, and • foster good relations. Page 336 of 482
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6.0 Next Steps The Council is now working to deliver a fresh set of equality outcomes for 2025-2029, which continue and further develop our commitment to equality, diversity and human rights, with the aim of: • Embedding a culture where respect, choice and understanding is fostered and diversity positively valued; • Creating an environment where unlawful discrimination, harassment, victimisation or bullying is not tolerated; • Understanding and addressing the needs of different groups; and • Embedding the equality agenda in all that we provide and do to ensure that all people, irrespective of their age, disability, gender reassignment, marriage or civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation or socio- economic status have the same opportunity to live and flourish within our communities Midlothian Council’s Equality Outcomes 2025-2029 can be found here. 7.0 Contact Details For questions about this plan or to request a copy of this document in a different language or format, please contact: Email: equalities@midlothian.gov.uk Tel: 0131 271 3658 Address: Midlothian House, 40-46 Buccleuch Street, Dalkeith, EH22 1D BSL users can contact the Council via Contact Scotland BSL Page 337 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.11 Midlothian Council Equality Outcomes 2025-2029 Report by Saty Kaur, Chief Officer Corporate Solutions Report for Information 1 Recommendations This report recommends that Council approves the Midlothian Council Equality Outcomes 2025-2029. 2 Purpose of Report/Executive Summary This report presents Council with the Midlothian Council Equality Outcomes 2025-2029. It provides information on the legal context of the outcomes and the process of their development. Date: 01/04/2024 Report Contact: Scott Williamson, Equality & Diversity Officer scott.williamson@midlothian.gov.uk Page 339 of 482
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2 3 Background/Main Body of Report Legal context 3.1 Introduced by the Equality Act 2010, the general Public Sector Equality Duty (PSED) requires public authorities, in the exercise of their functions, to have due regard to the need to: • Eliminate unlawful discrimination, harassment and victimisation and other conduct that is prohibited by the Equality Act 2010 • Advance equality of opportunity between people who share a protected characteristic and those who do not • Foster good relations between people who share a protected characteristic and those who do not 3.2 The PSED covers the following protected characteristics: age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, sex and sexual orientation. The PSED also covers marriage and civil partnerships, with regard to eliminating unlawful discrimination in employment. 3.3 Under the Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012, public authorities in Scotland are also covered by specific duties, which are designed to help them meet the three needs of the general PSED. One of these specific duties is to publish equality outcomes every four years and report on progress every two years. 3.4 Equality outcomes are measurable results that public authorities aim to achieve in order to further one or more of the needs of the general duty – i.e. eliminating discrimination, advancing equality of opportunity and fostering good relations. Public authorities must involve people with relevant protected characteristics or organisations who represent their interests when developing their equality outcomes. They must also consider all available equality-related evidence. Local needs and priorities must be reflected in the outcomes so that the correct issues are addressed, and tangible benefits are brought to individuals and communities. 3.5 As well as the Equality Act and the PSED, the Equality Outcomes 2025- 2029 integrate several other related duties. The 2018 Fairer Scotland Duty places a legal responsibility on public authorities to actively consider how they can reduce inequalities of outcome caused by socio- economic disadvantage (i.e. poverty). The Human Rights Act 1998 makes it unlawful for a public authority to act in a way that is incompatible with a person’s human rights under the European Convention on Human Rights. The UNCRC Act requires public authorities to respect children’s rights in the exercise of all their functions. The Equality Outcomes 2025- 2029 aim to prevent discrimination in respect of human rights and freedoms, and bring together action to address inequalities caused by socio-economic disadvantage (e.g. homelessness, unemployment) and efforts to realise UNCRC rights by actively engage pupils in decisions about their learning. Page 340 of 482
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3 Developing Midlothian’s Equality Outcomes 2025-2029. 3.6 As in previous years, overarching draft outcomes were developed jointly with Midlothian Health and Social Care Partnership and Integrated Joint Board, NHS Lothian, East and West Lothian Councils and their respective health and social care partnerships. It was again decided that a consistent and cohesive approach be taken to improving the lives of citizens and communities across the Lothians region. 3.7 Partners used the Equality and Human Rights Commission’s (EHRC) 2023 ‘Is Scotland Fairer?’ report as the basis for a collective framework. A comprehensive review of equality and human rights in Scotland, the EHRC report draws on a wide array of evidence regarding both socio- economic inequality and issues affecting each of the nine protected characteristic groups under the Equality Act. 3.8 In addition to the EHRC report, we drew on an extensive range of sources including the 2022 Scottish census, the Scottish Index of Multiple Deprivation (SIMD), the 2023 NHS Lothian Public Health Survey, service user information, poverty rates, unemployment figures, educational attainment statistics and academic studies. 3.9 The public consultation on draft equality outcomes ran from 21 November 2024 to 31 January 2025. The full online survey and a simplified accessible version were available on the Midlothian Council website. Paper copies were distributed to libraries and leisure centres. A BSL video was recorded to ensure that British Sign Language Users could have their say. 3.10 A total of 221 responses were received from individuals and organisations across the Lothians region. The majority of respondents agreed that the equality issues identified were important to address. However, many said that more specific and measurable actions were required to make our aims a reality. 3.11 Final outcomes for Midlothian Council were then refined and finalised during February and March 2025 in collaboration with the Council services tasked with delivering the outcomes and associated actions (‘outputs’). Service input was vital to ensuring that - while retaining their ambitious aims - the final outcomes are specific, measurable and achievable in the four-year time period. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource There are no resource implications arising directly from this report. 4.2 Digital There are no digital issues arising from this report. Page 341 of 482
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4 4.3 Risk The Council has a statutory duty to comply with the Equality Act 2010 and other legislation outlined above. 4.4 Ensuring Equalities (if required a separate IIA must be completed) An IIA has been completed for this report: https://www.midlothian.gov.uk/downloads/file/5465/integrated_impact_assess ment_-_equality_outcomes_2025-2029 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Midlothian Council Equality Outcomes 2025-2029 Page 342 of 482
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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. 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 This report does not directly relate to delivering Best Value. A.5 Involving Communities and Other Stakeholders The development of the Equality Outcomes was directly informed by consultation and engagement with local communities and organisations. A.6 Impact on Performance and Outcomes The new Equality Outcomes contribute to our overall equality, diversity and human rights performance. Page 343 of 482
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6 A.7 Adopting a Preventative Approach Outputs related to improved data collection and equalities monitoring will help to identify and remedy potential inequalities. A.8 Supporting Sustainable Development The Equality Outcomes do not directly support sustainable development. Page 344 of 482
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Midlothian Council Equality Outcomes 2025-2029 Page 345 of 482
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Contents Foreword by Chief Executive 1 Introduction 2 Legal Context 3 What are Equality Outcomes? 5 How were our Equality Outcomes Developed? 5 Lothians Equality Outcomes Survey 2025-2029 6 Midlothian Council Equality Outcomes 2025-2029 7 Equality Outcomes: Education 9 Equality Outcomes: Work 13 Equality Outcomes: Housing 16 Equality Outcomes: Accessibility 18 Equality Outcomes: Justice 21 Contact Details 24 Page 346 of 482
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Foreword by the Chief Executive Midlothian Council is committed to protecting and promoting equality and human rights in everything we do. We believe that all of our citizens, regardless of their background or protected characteristics, deserve to be treated fairly and with dignity and respect. We acknowledge and celebrate the inherent value of our diverse communities. Everyone should have the same opportunities to achieve their potential, free from discrimination and disadvantage. The Council recognises that, in 2025, many people still experience inequality on the basis of their age, disability, gender identity, race, religion or belief, sex, sexual orientation and socio- economic status. We understand that some inequalities have persisted or worsened in recent years because of the profound and enduring impact of the Covid-19 pandemic, sharp rises in the cost of living, and other challenges. I am proud of the way that the Council has continued to deliver vital public services and advance equality amid a difficult financial environment. This includes ongoing efforts to raise attainment for Midlothian pupils, to deliver skills and employability support to those who face barriers to work, to tackle homelessness, to improve the accessibility of our communication practices, to foster an inclusive workplace for staff, and to raise awareness of violence against women and girls, hate crime and other forms of discrimination. The pursuit of a more just society remains central to the Council’s purpose. We continue to uphold our obligations under the Public Sector Equality Duty, the Human Rights Act, the Fairer Scotland Duty and the UNCRC (Incorporation) (Scotland) Act. This document sets out the actions we will take over the next four years to further embed equality into our work as an employer, public service provider, education authority and administrator of Midlothian Licensing Board. The Midlothian Council Equality Outcomes 2025- 2029 are ambitious, practical and oriented towards delivering tangible benefits to members of disadvantaged groups who live, work and study in our local area. I look forward to our work over the next four years to realise our vision of a fairer and more equal Midlothian. Dr Grace Vickers, Chief Executive, Midlothian Council Page 347 of 482
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Introduction Midlothian Council is committed to promoting equality, diversity and inclusion, and embedding these values into everything we do. We believe that everyone who lives, works and studies in the Midlothian Council area is entitled to fair, equitable and dignified treatment. Equality means giving everyone a fair chance to fulfil their potential. Diversity concerns understanding and embracing differences of identity, experience and perspective. Inclusion is about fostering an environment in which all individuals, regardless of their background or station in life, are heard, respected and actively involved in matters of importance to them. Midlothian Council’s commitment to equality, diversity and inclusion encompasses its roles and responsibilities as a public service provider, employer, educational authority and administrator of Midlothian Licensing Board. Our equality outcomes, therefore, relate to each of these different operations of the Council. We recognise that many inequalities are persistent and complex, and that addressing them depends on sustained and concerted effort across multiple services and partner organisations. Our new equality outcomes build on the previous suite of outcomes for 2021-25 and tie in with existing policies and strategies on critical issues such as education, housing and employability. Implementation of our outcomes will further the following priorities of the Midlothian Community Planning Partnership’s Single Midlothian Plan 2023-27: • Midlothian will be healthier • Midlothian will be safer • Midlothian will get it right for every child • Midlothian will support residents to improve employability and outcomes in our communities • Midlothian will work towards reducing poverty Page 348 of 482
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Legal Context Public Sector Equality Duty All public authorities in the UK must comply with the Public Sector Equality Duty, also known as the general equality duty, set out in the Equality Act 2010. The general equality duty requires public authorities, such as Midlothian Council, to consider how they can positively contribute to a more equal society through the exercise of their regular functions. This means that the Council must demonstrate how, as part of its day-to-day business, it is working towards: • Eliminating unlawful discrimination, harassment, victimisation and any other conduct prohibited under the Equality Act; • Advancing equality of opportunity between people who share a relevant protected characteristic and those who do not, and • Fostering good relations between persons who share a relevant protected characteristic and those who do not The protected characteristics referred to are: • Age • Disability • Gender reassignment • Marriage and civil partnership (employment only) • Pregnancy and maternity • Race • Religion or belief • Sex • Sexual orientation We all have multiple protected characteristics that make up our individual identities. More information on each protected characteristic can be found here. Page 349 of 482
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Specific Duties As well as the general duty, the The Equality Act 2010 (Specific Duties) (Scotland) Regulations 2012 set out additional specific duties for public authorities in Scotland: • Report on mainstreaming the equality duty • Publish equality outcomes and report progress • Assess and review the equality impact of policies and practices • Gather, use and publish employee information • Use information on the characteristics of members or board members gathered by the Scottish Ministers • Publish gender pay gap information • Publish equal pay statements • Consider award criteria and conditions in relation to public procurement • Publish in a manner that is accessible Human Rights Act 1998 The Human Rights Act 1998 sets out the fundamental rights and freedoms that everyone in the UK is entitled to. It incorporates the rights set out in the European Convention on Human Rights (ECHR) into domestic British law. The Act requires all public bodies (including local authorities) to respect and protect people’s human rights. Fairer Scotland Duty 2018 The Fairer Scotland Duty 2018 places a legal responsibility on particular public bodies in Scotland to actively consider how they can reduce inequalities of outcome caused by socio- economic disadvantage (i.e. poverty) when making strategic decisions. UNCRC (Incorporation) (Scotland) Act 2024 The UN Convention on the Rights of the Child (UNCRC) is an international treaty that sets out the civil, political, economic, social and cultural rights possessed by all children up to the age of 18. The UNCRC (Incorporation) (Scotland) Act 2024 incorporates the UNCRC into Scots Law and requires public authorities in Scotland to respect children’s rights in the exercise of all their functions. Page 350 of 482
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What are Equality Outcomes? Equality outcomes are results that a public authority works to achieve in order to advance one or more of the needs mentioned in the general equality duty: eliminating discrimination, advancing equality of opportunity, and fostering good relations. By focusing on measurable outcomes rather than high-level objectives, the intention is to bring practical improvements to the lives of those who face disadvantage and marginalisation. The equality outcomes presented in this document aim to deliver tangible benefits to individuals and communities across Midlothian over the period 2025-2029. How were our Equality Outcomes developed? As in previous years, overarching draft outcomes were developed jointly with Midlothian Health and Social Care Partnership and Integrated Joint Board, NHS Lothian, East and West Lothian Councils and their respective health and social care partnerships. It was again decided that a consistent and cohesive approach be taken to improving the lives of citizens and communities across the Lothians region. Partners used the Equality and Human Rights Commission’s (EHRC) 2023 ‘Is Scotland Fairer?’ report as the basis for a collective framework. A comprehensive review of equality and human rights in Scotland, the EHRC report draws on a wide array of evidence regarding socio- economic inequality and developments affecting each of the nine protected characteristic groups under the Equality Act. In addition to the EHRC report, we drew on an extensive range of sources including the 2022 Scottish census, the Scottish Index of Multiple Deprivation (SIMD), the 2023 NHS Lothian Public Health Survey, service user information, poverty rates, unemployment figures, educational attainment statistics and academic studies. Page 351 of 482
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Lothians Equality Outcomes Survey 2025-2029 The public consultation on draft equality outcomes ran from 21 November 2024 to 31 January 2025. The full online survey and a simplified accessible version were available on the Midlothian Council website. Paper copies were distributed to libraries and leisure centres. A BSL video was recorded to ensure that British Sign Language Users could have their say. Respondents were asked for their views on the key themes of: Education, Work, Living Standards, Health, Participation and Justice. A total of 221 responses were received from individuals and organisations across the Lothians region. • The majority of respondents agreed that the equality issues identified were important to address. However, many said that more specific and measurable actions were required to make our aims a reality. • Ensuring equal access to learning opportunities and inclusive support for all children, including those with additional support needs, was a key concern within the area of education. Tackling bullying and educating pupils on the harms of prejudice, hate crime, sexual harassment and misogyny were recurrent themes. • Many respondents said that they wanted to see improved support to help young people into work and firmer action to address barriers to employment for disadvantaged groups, including people with disabilities and neurodivergent conditions. • Many believed that there should be more flexible arrangements to support people, especially parents, to have a healthier work-life balance. Other suggestions in the area of work included: increasing maternity and paternity pay, stepping up efforts to remove pay gaps for women, taking a zero-tolerance approach to sexual harassment, and fostering more inclusive workplaces for disabled and neurodivergent people. Page 352 of 482
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• Combatting homelessness and increasing the supply of affordable housing were repeatedly singled out as priorities within the theme of living standards. • Many respondents raised the issue of digital exclusion of the elderly and people with restricted access to technology and limited IT skills. Others argued that the public bodies like the Council should communicate in a manner that is more accessible to people with learning difficulties, provide more BSL interpreters and be more proactive in seeking out the views of ‘seldom-heard’ voices. • The majority of respondents agreed that more needs to be done with respect to hate crime and violence against women and girls, such as ensuring that Council staff are better equipped to support victims. However, some concerns were raised about the perception of prioritising certain population groups over others. Page 353 of 482
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Midlothian Council Equality Outcomes 2025-2029 The final outcomes for Midlothian Council contained in this document reflect both the findings of our research and the issues that local people have told us are of most importance to them. Health-related outcomes are set by Midlothian Health and Social Care Partnership and NHS Lothian. Each of the outcomes below is supported by several associated actions or ‘outputs’. Education Outcome 1: We will raise attainment for disadvantaged pupils Outcome 2: We will increase the proportion of disadvantaged pupils entering into positive destinations such as work, training or further education Outcome 3: We will continue to create and maintain inclusive learning environments in which all pupils, regardless of their background or protected characteristics, feel increasingly safe, valued and supported to fulfil their potential Work Outcome 4: We will better support people in Midlothian to gain qualifications, learn key skills and enter positive destinations such as further education, work and training Outcome 5: We will foster a more inclusive workplace culture in which all employees, regardless of their background or protected characteristics, feel increasingly valued and supported Housing Outcome 6: We will increase the proportion of homeless households resettled in permanent accommodation, and reduce the average time taken to resolve homelessness cases Accessibility Outcome 7: We will improve our provision of accessible information to people who face communication barriers due to sensory impairment, disability, neurodivergence, language differences and digital exclusion Outcome 8: We will make the licensing process more accessible to all members of the community Justice Outcome 9: We will ensure that staff have a greater awareness and understanding of hate crime and discrimination against people with protected characteristics Outcome 10: We will ensure that staff have a greater awareness and understanding of gender-based discrimination and violence against women and girls (VAWG) Page 354 of 482
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Equality Outcomes: Education Children’s academic achievement, enjoyment of school and future prospects should not be determined by their background or identity. Everyone is entitled to a quality education, free from discrimination and disadvantage. Key research findings • SQA annual results data for 2023/24 reveals that the attainment gap between the most deprived and least deprived high school pupils in Scotland is now wider than it was in 2019 at National 5, Higher and Advanced Higher. • According to Education Outcomes for Looked After Children 2021/22, 78.3% of looked-after children leave school with at least one qualification at SCQF level four or better, compared to 96.4% of all school leavers. • A Scottish survey based on a self-selecting sample of 1,279 LGBT young people aged 13–25 found that 70% of gay and lesbian participants, 58% of bisexual participants and 57% of trans participants had experienced bullying because of their sexual orientation or gender identity. (LGBT Youth Scotland, 2023). Consultation responses “Ensuring that all pupils have access to wellbeing support organically in school, no matter the age” “I think there needs to be more focus on sexual harassment and misogyny in secondary schools” “Work on bullying to ensure that all students have a chance to concentrate on their studies and get the most from their education” “You need to properly fund essential services across the board and ensure that all children in Midlothian have access to a good education” Page 355 of 482
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Education Equality Outcome Outputs Outcome 1: We will raise attainment for disadvantaged pupils Increase the proportion of pupils from SIMD quintile 1 achieving 5 or more awards at SCQF level 5 Increase the proportion of pupils from SIMD quintile 1 achieving 5 or more awards at SCQF level 6 Increase the proportion of school leavers looked after within the last year achieving 1 or more awards at SCQF level 5 Increase the proportion of school leavers with ASN achieving 1 or more awards at SCQF level 5 Narrow the literacy attainment gap (P1, 4 & 7 combined) – percentage point gap between the least deprived and most deprived pupils Narrow the numeracy attainment gap (P1, 4 & 7 combined) – percentage point gap between the least deprived and most deprived pupils Improve intersectional data collection to more effectively monitor potential attainment inequalities among pupils with relevant protected characteristics and address barriers to learning Page 356 of 482
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Education Equality Outcome Outputs Outcome 2: We will increase the proportion of disadvantaged pupils entering into positive destinations such as work, training or further education Increase the proportion of school leavers from SIMD quintile 1 entering a positive initial destination Increase the proportion of school leavers looked after within the last year entering a positive initial destination Increase the proportion of school leavers with ASN entering a positive initial destination Page 357 of 482
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Education Equality Outcome Outputs Outcome 3: We will continue to create and maintain inclusive learning environments in which all pupils, regardless of their background or protected characteristics, feel increasingly safe, valued and supported to fulfil their potential Establish and monitor baseline data on pupil experiences of bullying and their confidence in how incidents are handled by staff – disaggregated by protected characteristics Strengthen procedures on the reporting, investigation and follow-up of prejudice-based bullying Take steps to actively involve children and young people in finding solutions to prejudice- based bullying Increase the proportion of pupils reporting that they receive the right support at the right time to progress their learning Increase the proportion of pupils reporting that they feel comfortable talking to staff about issues related to their mental wellbeing Page 358 of 482
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Equality Outcomes: Work Stable and well-paid employment provides people with income to support themselves and their families, and contributes to a sense of identity, independence and wellbeing. Many people face significant barriers to the labour market, struggle to acquire and retain jobs, and experience unfair outcomes such as persistent pay gaps, occupational segregation, and unequal treatment from employers and colleagues. Key research findings • While unemployment remains relatively low (32.4% Oct 2023-Sep 2024) across Midlothian, some communities continue to face persistently high levels of unemployment (SIMD, 2020) • In 2021, 49.6% of disabled adults were employed compared with 80.8% of non-disabled adults (Scottish Government, 2022). • The estimated unemployment rate for 16-to-24-year-olds in Scotland was 10.0% in the period July 2023 to June 2024 (Scottish Government, 2024) • A Scottish Trades Union Congress (STUC) survey of 633 women found that 45% had experienced sexual harassment at work (STUC, 2022). Consultation responses “Spaces that meet the needs of employees - e.g. social, mental, emotional” Further support and funding for ESOL to support non English language skills to improve work opportunities. “Supporting working parents into work and ensuring respective policies help to support parents whilst in employment” “Develop more awareness of power imbalances. More real support for whistle blowers” “Employment opportunities need to be created and nurtured, encouraging businesses to establish and grow to create a range of well paid jobs for people” Page 359 of 482
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Work Equality Outcome Outputs Outcome 4: We will better support people in Midlothian to gain qualifications, learn key skills and enter positive destinations such as further education, work and training Support disadvantaged groups including disabled people, people from areas of deprivation, ethnic minorities, Young Carers and care-experienced young people to take Communities, Lifelong Learning and Employability (CLLE) courses Support CLLE participants to improve key skills – broken down, as far as possible, by relevant protected characteristics and disadvantaged groups Support CLLE participants to gain qualifications – broken down, as far as possible, by relevant protected characteristics and disadvantaged groups Support CLLE participants to enter positive destinations – broken down, as far as possible, by relevant protected characteristics and disadvantaged groups Improve equalities monitoring of CLLE participants with respect to relevant protected characteristics, care experience, caring responsibilities and areas of deprivation Page 360 of 482
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Work Equality Outcome Outputs Outcome 5: We will foster a more inclusive workplace culture in which all employees, regardless of their background or protected characteristics, feel increasingly valued and supported Improve the quality of our data on the composition of the workforce by increasing staff disclosure rates for all protected characteristics Improve the quality of our data on intersectional pay gaps and occupational segregation among both full-time and part-time employees Increase the number of staff events raising awareness of issues of inequality Increase the number of staff events celebrating cultural diversity Increase the proportion of employees reporting that they feel valued and supported Increase the number of staff participating in equality-related training Increase the proportion of employees reporting that they are aware of available mental health resources Page 361 of 482
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Equality Outcomes: Housing Everyone deserves a home that is safe, secure and well-maintained. Some population groups and communities are at a disproportionately higher risk of experiencing homelessness. Many disabled people in Scotland report that their accommodation does not meet their needs. Key research findings • The homeless population is younger than the overall adult Scottish population. In 2023/24, 84% of main applicants for support who were assessed as homeless or threatened with homelessness were aged 16–49 (Scottish Government, 2024). • Domestic abuse is the main cause of homelessness for women in Scotland (Chartered Institute of Housing, 2023). • Accommodation does not always meet the needs of disabled people. The proportion of households containing a disabled person requiring an adaptation to their home was 53.6% in 2019 (Scottish Government, 2023). Consultation responses “Focus on having affordable housing available at the right level to the right people at the right time” “You need to urgently tackle the scandal of homelessness” “Improved homelessness accommodation- large accommodation services with mixed support needs puts people at risk of retraumatising” “Create more social rented housing” Page 362 of 482
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Housing Equality Outcome Outputs Outcome 6: We will increase the proportion of homeless households resettled in permanent accommodation, and reduce the average time taken to resolve homelessness cases Reduce the average number of weeks taken to close homelessness cases Ensure that support is available to those in crisis to prevent any rough sleeping in Midlothian Aim to ensure that no homeless household spends longer than 2 years in temporary accommodation Improve tenant satisfaction with temporary accommodation Increase the supply of permanent accommodation for homeless households Page 363 of 482
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Equality Outcomes: Accessibility Everyone should be able to find the information they need in a way that works for them. Many groups face difficulties accessing support, services and activities because of barriers related to sensory impairment, disability, neurodivergence, language differences and digital exclusion. The Council is committed to inclusive communication to ensure that we reach all of our citizens and communities. Key research findings • 84% of households in the 20% most deprived areas in Scotland had internet access at home compared with 96% of households in the 20% least deprived areas (Scottish Household Survey, 2022). • In 2022, almost all (99%) adults aged 16-34 reported using the internet, compared to 76% of those aged 60+ (Scottish Household Survey, 2022). • 3,699 people in Midlothian (4% of the population) have a language other than English as their main language (Scottish Census, 2022). • There were 433 British Sign Language users in Midlothian Council area in 2022 (Scottish Census, 2022). Consultation responses “We need to get better at using non- traditional methods of communication. Disenfranchised groups do not communicate via email or in attendance at meetings; we need to be more accessible and flexible to the needs of our communities.” “Further inclusion of retired residents. Treating retired with respect and not condescension.” “Reaching out to seldom heard voices and taking action to enable and support their participation in service design and decision-making.” “Internet access and help to do so is available in all public libraries - these need adequate funding to remain open and have the staff available to help.” Page 364 of 482
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Accessibility Equality Outcome Outputs Outcome 7: We will improve our provision of accessible information to people who face communication barriers related to sensory impairment, disability, neurodivergence, language differences and digital exclusion Increase the proportion of people who report that their communication needs are met when accessing Council services Continue to assist library users with digital queries and undertake initiatives aimed at combatting digital exclusion among elderly people, disabled people and those from low- income households Highlight Contact Scotland BSL, the national British Sign Language (BSL) video interpreting relay service, as a method of contacting the Council Use Boardmaker software in libraries to create visual and interactive guides that promote accessibility for children and adults with additional support needs Continue to comply with standards of best practice in online accessibility, and maintain our public website’s four-star rating from the Society for Innovation, Technology and Modernisation (SOCITM) Page 365 of 482
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Accessibility Equality Outcome Outputs Outcome 8: We will make the licensing process more accessible to all members of the community Provide information in different languages and alternative formats upon request Deliver equality and diversity training to members of the Licensing Board Page 366 of 482
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Equality Outcomes: Justice Everyone should be able to feel safe in their communities. People with disabilities, LGBT people and people from ethnic and religious minority backgrounds continue to be victimised because of their protected characteristics. Women remain far more likely to be victims of domestic abuse and sexual crimes. Key research findings • The number of disability aggravated hate crimes in Scotland increased by 22% to 903 in 2023-24 (COPFS, 2024) • The number of recorded trans identity hate crimes recorded by the police more than tripled, from 53 to 168, between 2014/15 and 2022/23 (Scottish Government, 2024). • Hate crime aggravated by race remains the most reported of all hate crimes. Most recorded race hate crimes included a prejudice towards Black or Pakistani communities (Scottish Government, 2023). • 16% of religious hate crimes were motivated by Islamophobia in 2021/22 (Scottish Government, 2023). • Anti-Semitic hate crimes accounted for 9% of religious hate crimes – just 0.11% of the Scottish population identified as Jewish in the 2022 census (Scottish Government, 2023). • 81% of domestic abuse cases had a female victim and male suspected perpetrator in 2022-23. There were 116 incidents of domestic abuse recorded by police per 10,000 population in Midlothian in 2022-23, compared to the Scottish average of 114 (Scottish Government, 2023). Consultation responses “Make it easier to report these crimes” “Supportive of the focus on violence against women and girls, but we need to not forget men and boys (as well as trans or non- binary individuals) are also targets” “Need to recognise shifting gender identities and related issues” Page 367 of 482
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Justice Equality Outcome Outputs Outcome 9: We will ensure that staff have a greater awareness and understanding of hate crime and discrimination against people with protected characteristics Raise awareness of third-party reporting centres for hate crime Develop learning resources on recognising and reporting hate crime, and supporting victims Update learning resources on recognising and challenging discriminatory and inappropriate behaviour Increase awareness and understanding of racism, Islamophobia, antisemitism, misogyny, homophobia, transphobia, ableism and other forms of discrimination via training and events Page 368 of 482
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Justice Equality Outcome Outputs Outcome 10: We will ensure that staff have a greater awareness and understanding of gender-based discrimination and violence against women and girls (VAWG) Develop e-learning resources on VAWG Update e-learning resources on sexual harassment Launch an internal awareness-raising campaign highlighting the links between gender inequality, women’s labour market inequality and VAWG Distribute and promote the Equally Safe at Work employee survey Page 369 of 482
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Contact Details For questions about this plan or to request a copy of this document in a different language or format, please contact: Email: equalities@midlothian.gov.uk Tel: 0131 271 3658 Address: Midlothian House, 40-46 Buccleuch Street, Dalkeith, EH22 1D BSL users can contact the Council via Contact Scotland BSL Page 370 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.12 Fees and Charges - Personal Training and Swim Instruction Report by Derek Oliver, Chief Officer Place Report for Information 1 Recommendations Council is recommended to: • approve the introduction of an external personal training monthly fee of £450 from 1 September 2025; • approve the introduction of a swim instruction/coaching monthly fee of £224 from 1 July 2025; and • note the charges will be reviewed as part of the annual fees and charges review. 2 Purpose of Report/Executive Summary This report outlines proposals to introduce an external personal training and personal swim instruction service enabling external, qualified personal trainers and swimming instructors to operate their businesses from the Council operated gym and swimming pool facilities for a set monthly fee. This initiative aims to increase revenue for the Council, promotes the use of council-owned facilities, supports local businesses and promotes the health and wellbeing of our community. Date 2 June 2025 Report Contact: Dougie Harvey, Service Manager Sport and Leisure Dougie.Harvey@midlothian.gov.uk Page 371 of 482
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2 3 Background/Main Body of Report 3.1 Personal fitness training has become a key offering of today’s fitness industry, driven by a growing public focus on health, physical fitness, and improving overall lifestyle. Recent data highlights a consistent rise in physical activity participation, especially among adults aged 25 to 44. This age group has shown the greatest increase in engagement with structured fitness activities such as personal training, gym memberships, and group exercise classes, reflecting a broader shift toward personalised, goal-oriented fitness solutions. Personal training 3.2 Since the COVID-19 pandemic, demand for personal trainers has surged significantly. In Midlothian, this growing demand has led to several personal training gyms opening in recent years, with GRN Box and Fitness Education Academy being notable examples. Competition has also intensified following the pandemic, with national chains like The Gym Group and David Lloyd expanding into Midlothian, both offering personal training services. Midlothian Council’s Sport and Leisure Service does not currently offer personal training as a service. Swimming provision 3.3 Sport and Leisure aim to provide opportunities for all Midlothian children to have access to a safe, welcoming space to learn to swim – a key life skill and activity that can be continued into adulthood, providing all the health benefits that swimming offers. 3.4 Sport and Leisure offer a comprehensive Learn to Swim Programme, with all primary 4 children receiving a block of swimming lessons at no cost to parents/carers. We also offer a Learn to Swim programme in all pools, providing group lessons for pre-school age upwards. In addition, we offer intensive group lessons during holiday periods. As a service, we do not offer any one-to-one tuition as part of our swimming lesson offering. Increased usage in Midlothian Council’s sport and leisure facilities 3.5 Tonezone gym membership subscriptions continue to rise year on year post Covid with 5,349 memberships at the end of financial year 24/25, reaching the highest numbers ever subscribed, showing a 19.1% increase compared to the previous year. Pay as you go gym usage across all sport and leisure sites for 24/25 was 6897, which is an 11.4% increase on the previous year. During 24/25 there was a 11.6% increase in attendances at swimming pools compared to 23/24. These figures demonstrate a positive trajectory in public engagement with council-run facilities, indicating the potential success of introducing an external personal training service and swimming instruction. Benchmarking Page 372 of 482
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3 3.6 A benchmarking exercise across comparable local authority gyms and independent facilities revealed that: • Personal trainers on average charge £40 per session, with some trainers charging up to £70 per hour Other sport and leisure facilities offering the same service charge the personal trainers the following: • Edinburgh Leisure monthly rental costs are £465 • One Ren monthly rental costs are £345 plus VAT Other operating models in private gyms include personal trainers being employees of the gym and paying a monthly reduced rental to carry out personal training at varying rates. 3.7 Benchmarking information in relation to private swimming instruction is limited and many local authorities do not offer a set fee for swimming instructors to operate their business from their facilities. A number of sport and leisure services hire their pools to swimming instructors for this purpose, which Sport and Leisure do not consider an option due to the negative impact on existing users as would lead to reduced public swimming times. Proposal 3.8 Business Transformation Steering Group agreed to the investment in Sport and Leisure facilities including upgrading sports equipment and refreshed aesthetics, as part of transforming the service and increasing income generation. It is proposed that alongside this investment that the service introduces an external personal training and personal swim instruction service enabling external, qualified personal trainers and swimming instructors to operate their businesses from the Council operated gym and swimming pool facilities for a set monthly fee. Personal training fee 3.9 It is proposed that external personal trainers pay a £450 monthly fee for access to our gym facilities to conduct personal training sessions with their clients. This is based on the benchmarking and research undertaken and calculated as follows: If personal trainers charge £55 per session (based on average of lowest and highest benchmarked). 5 sessions per week would equate to £275 per week, equating to £1100 per month gross income. Swimming instruction fee 3.10 There are currently 7 external swimming instructors who deliver private lessons and also carry out an instructor role with Sport and Leisure. They operate as follows: • They each deliver between 3 to 6 lessons per week at one pool site. Page 373 of 482
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4 • Instructors charge their clients between £10 to £20 per lesson. • Currently, instructors are only required to pay for a standard Adult (£5.00) swim charge. Clients also pay for a standard swim on top of their lesson charge. 3.11 As there was limited information when benchmarking, it is proposed to charge a £224 monthly fee for external swimming instructors to access swimming pools to deliver private swimming lessons and coaching to both adults and children. 3.12 This has been calculated as follows: If a swimming instructor charges £20 per session for 2 children, income is £40. 4 sessions of two children per week equals £160, equating to approximately £640 per month. £224 monthly (calculated on 4 week month) fee would equate to 35% of their monthly income. £224 based on 4 hours allocation per week equals a £14 lane hire cost. Instructors can take up to 2 children per lesson as any more than 2 children per lesson would be a small group and in conflict with the already offered group lessons. 3.13 As we don’t offer one-to-one tuition, the proposed charging process enhances what we currently offer to external instructors and introduces a more fair and consistent charging model across Sport and Leisure for external instructors to operate their business across all Midlothian facilities. Implementation 3.14 Council is recommended to agree to the introduction of fees as set out above to commence from 1 September and 1 July 2025, respectively. Reviews of charges would be included in the annual review of fees and charges thereafter. Sport and Leisure will monitor sign up numbers and performance of both services which will inform the annual review. 3.15 To ensure the successful launch and ongoing uptake of the service, the Council will implement a targeted marketing campaign promoting the services of participating personal trainers and swimming instructors on a dedicated Midlothian Council webpage. Promotional posters will be permitted in and around sites and information will be shared with new sport and leisure customers at membership sign up. Collaborations will take place with personal trainers and swimming instructors for social media promotion and community outreach. 3.16 Both personal trainers and swimming instructors will be required to sign a terms and conditions agreement which has been drafted and reviewed by the Council’s Legal Services. Key points of access and use are set out in Appendix B. Page 374 of 482
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5 4 Report Implications (Resource, Digital and Risk) 4.1 Resource Is it not anticipated that any additional resource will be required to implement this service. No additional staffing is required for the proposal and investment in the Sport and Leisure service has been agreed and work is progressing. 4.2 Digital The current Sport and Leisure management system, Legend, will be used manage the service and direct debit/payment process. 4.3 Risk The report outlines the rationale for the proposed new service which would provide an opportunity to generate income for the Council. Service specific risks are set out below and rated low with mitigating actions. Risk Mitigation Low uptake from trainers/swimming instructors Mitigated by competitive pricing, a review of charges as part of our annual fees and charges review and a strong marketing campaign. Trainer/swimming instructor non-compliance Enforced terms and conditions agreement, regular audits and revocation for non-compliance Overuse or conflicts of space in our facilities Limit on clients numbers 4.4 Ensuring Equalities (if required a separate IIA must be completed) A separate IIA has been produced for the recommendation and will be revised following approval at Council to include any changes from the recommendations. The IIA is available for review in Members Library 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Access and Use conditions Page 375 of 482
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7 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan This report supports the Single Midlothian Plan priority ‘Midlothian will be healthier’. 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 Insert text here A.6 Impact on Performance and Outcomes Insert text here A.7 Adopting a Preventative Approach Insert text here A.8 Supporting Sustainable Development Insert text here Page 377 of 482
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8 Appendix B – Access and Use conditions Personal trainers: • Personal trainers will be permitted to use multiple gym and pool sites, providing flexibility and contingency in the event that a single site is non-operational while providing broader client coverage. • A maximum of 10 personal trainers will be permitted initially upon implementation to control and monitor capacity and maintain quality. • Each personal trainer will be permitted to train up to two clients per session to prevent overcrowding in facilities. • Clients using personal trainers must pay for gym entry or have an active gym membership. • Personal trainers must sign a terms and conditions agreement to set expectations for responsibilities, protection for Midlothian Council, clarify payment terms, and manage liability. Terms and conditions will assist in preventing disputes and ensure both parties understand their rights and obligations. • Personal trainers must provide proof of public liability insurance, PVG (where necessary), level 2 gym instructor qualification, and level 3 personal trainer qualification. Midlothian Council will not be held responsible should a client suffer any form of injury due to a personal trainers work. Swimming instructors: • Private Swimming Instructors will be permitted to use multiple pool sites, providing flexibility and contingency in the event that a single site is non-operational while providing broader client coverage. • A maximum of 8 swimming instructors will be permitted initially upon implementation to control and monitor capacity and maintain quality. (2 per pool) • Each swimming instructor will be permitted to train up to two clients per session to prevent overcrowding in facilities. • Clients using private swimming instructors must pay for pool entry or have an active relevant membership. • Swimming Instructors must sign a terms and conditions agreement to set expectations for responsibilities, protection for Midlothian Council, clarify payment terms, and manage liability. Terms and conditions will assist in preventing disputes and ensure both parties understand their rights and obligations. • Swimming Instructors must provide proof of public liability insurance, PVG, Scottish Swim Teaching Qualification and National Pool Page 378 of 482
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9 Lifeguard Qualification. They must also be instructing group lessons for Sport & Leisure. Midlothian Council will not be held responsible should a client suffer any form of injury due to a swimming instructors work. Page 379 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.13 Midlothian Strategy for Inclusive Economic Growth Delivery Plans 2025- 2027. Report by Derek Oliver, Chief Officer - Place Report for Decision 1 Recommendations Approve the Economic Strategy Delivery Plan 2025-2027 to achieve the objectives set out in the Midlothian Strategy for Inclusive Economic Growth 2025-2030. Approve the Midlothian Community Wealth Building Progress Report & Action Plan 2025-2027. Approve the creation of a Council wide implementation group to support for cross departmental collaboration on CWB Actions. 2 Purpose of Report/Executive Summary The Economic Strategy Delivery Plan 2025-2027 alongside the Community Wealth Building Progress Report and Action Plan 2025- 2027 together demonstrate the planned delivery to achieve the strategic priority objectives of the Midlothian Strategy for Inclusive Economic Growth 2025-2030. Date 24/04/2025 Report Contact: Name Annie Watt Tel No 07823 551 097 Annie.Watt@Midlothian.gov.uk Page 381 of 482
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3 Background/Main Body of Report 3.1 The Midlothian Strategy for Inclusive Economic Growth 2025 - 2030 was approved at Council in November 2024. At the Council session it was recommended that the Economic Development service provide the following reports in due course: • The Economic Strategy Delivery Plan 2025-2027 (Appendix B) detailing the actions planned for 2025 & 2026 financial years to achieve the objectives of the 6 strategic priorities, noted below, along with the indicators and targets for reporting in 2027 and 2030: o Develop Midlothian’s proposition within Edinburgh and South East Scotland City Region. o Enhance Skills & Employability Opportunities in Midlothian to meet the challenges and opportunities of inclusive green growth with entrepreneurship recognised as a valuable career pathway. o Maximise the potential of Midlothian’s key sectors to support a Just Transition. o Capitalise on the strengths of Midlothian’s strategic partners to embed inclusive wealth across all services to realise a wellbeing economy. o Re-imagine our town centres, ensuring they meet Midlothian’s economic, social, cultural and environmental needs. o Deliver infrastructure enhancements that will support Midlothian’s transition to a Wellbeing Economy. • The Midlothian Community Wealth Building Progress Report and Action Plan 2025-2027, to provide detail on activity delivered, ongoing and planned (Appendix C). The recent publication of the Community Wealth Building Bill includes a responsibility on Local Authorities to publish a Community Wealth Building Action Plan. • An Economic Strategy for Growth 2020-2025 Performance Report (Appendix D). This report provides the background and the achievements to date on Community Wealth Building activity by the Council and Partners. 3.3 The transition to a wellbeing economy for Midlothian relies upon Inclusive economic growth, to achieve this economic development activity should be evaluated through the lens of Community Wealth Building to support People, Place and Planet. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource The actions to achieve the strategic indicators are deliverable by Council Services in partnership with local anchor organisations and business support partners however given the scale of this work it is Page 382 of 482
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essential that the vacant Senior Economic Development Officer post is filled to ensure successful delivery. The Community Wealth Building Action Plan requires leadership and service manager commitment to work with Economic Development as the CWB implementation lead. The Group will explore current service delivery and outcome challenges to identify new ways of working that supports People, Place and Planet. A group should be set up to support this work with representation from each of the services aligned to the five pillars. 4.2 Digital No digital implications as all promotion will be hosted on the Locate in Midlothian website, associated social media channels and Business Gateway Midlothian social media channels. Communications will also be shared, where appropriate, with the Council’s Communications team. 4.3 Risk Capacity to deliver against all indicators is the only risk due to the Senior ED Officer post being vacant, risk will increase should any of the ED service staff go off on long term absence. 4.4 Ensuring Equalities (if required a separate IIA must be completed) No IIA required as the delivery plan is aligned to the approved 2025- 2030 strategy and any activity in the community will be community led. 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications. Appendix B – Economic Strategy Delivery Plan 2025/26. Appendix C – Midlothian Community Wealth Building Progress Report and Action Plan 2025/26. Appendix D – Strategy for Growth 2020-2025 Performance Report. Page 383 of 482
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Meets the priorities in the Midlothian will have a Wellbeing Economy and be Better Connected theme and contributes to all three of the Single Midlothian Plan outcomes of: • Individuals and communities have improved health and skills for learning, life and work. • No child or household living in poverty. • Significant progress is made towards net zero carbon emissions. 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 Transforming the way that we deliver services to benefit individuals and communities is a process of continuous improvement, realising efficiency gains by aligning public spending and decision making with effective, long term, inclusive and sustainable outcomes. A.5 Involving Communities and Other Stakeholders The Midlothian Strategy for Inclusive Economic Growth 2025-2030 included stakeholder consultation, the delivery plans demonstrate increasing community and partnership engagement to achieve the strategy’s objectives, this is particularly relevant for the community wealth building delivery as we work with partners to reach those in our communities that are most in need of support, and that will derive the greater benefit of the socio economic outcomes of Community Wealth Building. Page 384 of 482
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A.6 Impact on Performance and Outcomes Both plans have a focussed partnership approach which should realise effective delivery with stronger and lasting outcomes to the individuals and communities in Midlothian improving local economic resilience. A.7 Adopting a Preventative Approach Community Wealth Building is a preventative approach as it focuses on addressing the root causes of economic inequality and social deprivation preventing poverty through job creation and fair work with ethical employment practices. A.8 Supporting Sustainable Development Community Wealth Building supports sustainable development by embedding economic, social and environmental outcomes into the local economy through inclusive growth, local job creation, local supply chains, reduced emissions and community ownership and empowerment. Page 385 of 482
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OFFICIAL Midlothian Strategy for Inclusive Economic Growth 2025-2030. Delivery Plan 2025-2027 The purpose of this Strategic Plan is to provide detail on the planned actions to achieve the Performance Indicators in the Midlothian Strategy for Inclusive Economic Growth 2025-2030. Vision: Midlothian’s wellbeing economy will support our communities, businesses and town centres to thrive, ensuring inclusivity and fair work for all. It will continue to be recognised as home to world leading clusters of science and innovation and be known as an area in which everyone can live, work and do business sustainably to generate wealth and wellbeing for its citizens. Pillars: Empowerment: Empowering individuals, communities and organisations to take a lead role and ownership of community led economic development initiatives; and developing resilience responsive to local needs in an inclusive way by embedding the Community Wealth Building pillars approach to support capacity building and skills development aligned to market opportunities. Partnership and collaboration: Strengthening and maximising relationships with strategic partners, anchor organisations, businesses and community organisations to achieve a connected, collaborative and ambitious local economy. Ambition: Recognising and capitalising on the opportunities that exist for Midlothian’s economy, and supporting businesses, communities and individuals to realise the benefits presented. Innovation: Proactively and creatively addressing local challenges, harnessing opportunities and adopting a collaborative approach to achieving economic development outcomes. Strategic Priorities: • Develop Midlothian’s proposition within Edinburgh and South East Scotland City Region. • Enhance Skills & Employability Opportunities in Midlothian to meet the challenges and opportunities of inclusive green growth with entrepreneurship recognised as a valuable career pathway. • Maximise the potential of Midlothian’s key sectors to support a Just Transition. • Capitalise on the strengths of Midlothian’s strategic partners to embed inclusive wealth across all services to realise a wellbeing economy. • Re-imagine our town centres, ensuring they meet Midlothian’s economic, social, cultural and environmental needs. • Deliver infrastructure enhancements that will support Midlothian’s transition to a Wellbeing Economy. Page 387 of 482
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OFFICIAL The delivery on the strategic priorities will be led by the Economic Development Service, as will the Community Wealth Building Action Plan for 2025/26, with cross departmental delivery. There are 3 streams of work in Economic Development, this plan does not go into detail on our business-as-usual activities and focusses solely on activity related to the Economic Strategy, I have included an overview of the Service staffing to aid understanding of how the roles in the Service cross over into both the strategic actions and the CWB Action Plan. Core Economic Development, Council funding for the Service Manager, Senior ED Officer and two economic development officers, one of which is a Digital Officer who manages marketing and events for the Service along with the Locate in Midlothian website, associated social media channels and Business Gateway channels. The second Officer will be involved in the delivery of the Community Wealth Building activities. Business Gateway Midlothian, externally funded covers two full time Advisers to support SMEs in Midlothian, deliver learning and networking events. UK Shared Prosperity Fund, Local Business Support, external funding for 2 full time posts, the Tourism, Culture and Heritage Officer and a Business Support Officer who will coordinate SPF projects, recording outputs and outcomes. 2025-26 is a transition year and it is hoped the replacement to this programme will be for a longer funding period; this will enable planning for longer term projects that will strengthen local economic development. Page 388 of 482
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OFFICIAL Indicators and Actions: 1.Develop Midlothian's proposition within the Edinburgh and South East Scotland City Region. Key Actions: Activity detail: Managed by: Continuous development of Midlothian prospectus to increase visibility of inward investment and development opportunities to set out the offer to and ask of ESESCR and national partners. Regular updating of the online prospectus hosted on Locate in Midlothian. Work with partners and private sector developers to support marketing as sites come to market. ED Digital Officer Senior Economic Development Officer Work with ESESCR and strategic partners to maximise Midlothian's role in the ESESCR economy. CRD Regional Prosperity Framework & Regional Visitor Economy Partnership meetings, continued contribution to collaborative projects bringing other services onboard as required. Senior Economic Development Officer Maximise the potential of the Locate in Midlothian platform and related inward investment collateral to promote the area nationally and internationally, working with SDI, SE and other partners. Scheduled marketing of the Inward Investment prospectus, external print marketing opportunities. Regular meetings with SDI & SE, Midlothian only & Regional meetings – cross referring of opportunities for Pro Scotland approach. Presentation of the Midlothian Offer to SDI Global Ambassadors planned. ED Digital Officer Senior Economic Development Officer Ensure that maximum long-term benefit for local people, communities and businesses is secured through inward investment in Midlothian. Onboard and support successful investment businesses across the Economic Development Service ensuring CWB principles applied to support local communities and employment. Senior Economic Development Officer Indicator Baseline Target (2027) Target (2030) Number of Planned New Jobs from Completed Inward Investment Projects (cumulative) 139 (23/24) 160 185 Amount of private investment levered through Scottish and UK Government-funded initiatives (cumulative) £4,311,614 (23/24) £6,000,000 £7,500,000 Number of unique website views 24,925 (2025) 28,000 35,000 Page 389 of 482
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OFFICIAL 2.Enhance skills and employability opportunities in Midlothian, to meet the challenges and opportunities of inclusive Green Growth with entrepreneurship recognised as valuable career pathway. Key Actions: Activity detail: Managed by: Maximise the use of sectoral and labour market intelligence from SDS, SE, SG and other agencies to tailor and target skills and employability interventions. Labour market intelligence from SDS and Nomis is used and feedback from those with lived experience directly inform the NOLB priorities and plan to direct employability supports. CLLE through NOLB funding to pilot a city and guilds qualification with private training provider on Communications and Cabling level 2. Econ Dev engages with SDS on sectoral growth research, CRD IRES programme to influence business engagement for research and opportunities, for example, employer insight sessions. Economic Development and the Children, Young People and Partnerships Directorate will collaborate to explore stimulus for entrepreneurship opportunities. Consideration will be given to how community benefits can be harnessed to enhance specialist training provision and capacity across the learning estate, to support 3-25+ workforce development. Associated School Groups will work with partners to develop skills for learning, life and work, developing 3-18 Career Education opportunities, aligned to regional labour market intelligence and realising opportunities to further extend the choices presented through the Midlothian Aligned Curriculum Offer (MACO). CLLE/LEP Senior Economic Development Officer Children, Young People and Partnerships & Economic Development Curriculum Innovation DHT Quality Improvement Manager- Curriculum Work with SDS, education and training providers and employers to more closely align skills provision with demand. CLLE/LEP/SDS collaboration to ensure skills provision matches demand based on data and employer insight. Community Wealth Building Action: Economic Development/ CLLE/LEP to develop candidate profiles for ready to work candidate matching with employer portfolio CLLE/LEP/Economic Development Manager Page 390 of 482
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OFFICIAL Working with SDS, Local Employability Partnership and Business Gateway Midlothian to engage and better understand employers’ future skills requirements to respond to the Climate Emergency and capitalise on opportunities in Green Growth. Business Gateway attend LEP meetings to share insights from local employers, update employment support on the Locate in Midlothian website and facilitate marketing activities for the partnership. Recruitment of Child Poverty Employability Coordinator post, the LEP has agreed it will focus on three aspects employer strategic engagement in relation to recruitment needs, lived experience and building the capacity of the LEP and partner staff. Business Gateway Adviser CLLE/LEP Working with Midlothian Communities, education and the local employability partnership to promote meaningful local employment, work experience/placement and volunteering opportunities in conjunction with our businesses, social enterprises and the voluntary sector. Business Gateway attend LEP Meetings and continue to work with CLLE to support their clients, opportunity to link this to CWB and match work ready candidates to employers engaged with BG Midlothian. Support Associated School Groups to develop 3-25+ skills for learning, life and work, through supporting project based and interdisciplinary learning partnership projects. Support schools to identify and sustain meaningful work-based learning opportunities, through Career Education Pathways, such as the Foundation Apprenticeships offered through the Midlothian Aligned Curriculum Offer (MACO). Business Gateway Adviser Children, Young People and Partnerships & Economic Development Continue participation in ESESCR Skills and Employability partnership and programmes. Economic Development support role for marketing and employer engagement. Maximise opportunities through City Deal skills for the future for example connecting with new initiatives such as boot camps. Senior Economic Development Officer CLLE Page 391 of 482
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OFFICIAL Indicator Baseline Target (2027) Target (2030) Increase the number of employer engagements (Support interactions) Business Gateway Support: 874 (23/24) Economic Development Support: 448 (23/24) 3% increase from baseline 10% increase from baseline Increase the number of people in employment in Midlothian 46,500 (23/24) 47,895 (3% increase from baseline) 49,290 (6% increase from baseline) Increase gross weekly earnings (median) by Midlothian Workplace in comparison with Scotland gross weekly earnings (median) Residence Based: £741.30/£740.00 = 100.18% (2024) Workforce Based: £695.70/£739.70 = 94.05% (2024) Residence Based: 100% Workforce Based: 98% Residence based: 105% Workforce Based: 103% Percentage of young people aged between 16 and 19 engaged in employment, training, further or higher education 94% (2024) 95% 97% Increase the number of jobs available locally 33,000 (2023) 34,650 (5% increase from baseline) 36,300 (10% increase from baseline) Page 392 of 482
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OFFICIAL 3.Maximise the potential of Midlothian's key sectors to support a Just Transition Key Actions: Activity detail: Managed by: Promote and enhance Midlothian's key economic assets, including the Midlothian Science Zone, Tourism, Culture and Heritage assets to maximise on the potential to generate and retain wealth in Midlothian. Tourism Culture and Heritage support to local business owners with regular marketing of new offers. Continue to work with partners and intermediary groups e.g. RVEP, Visit Scotland, MTF. Steering Group Member of Midlothian Science Zone with Council contribution to manage the finances. Aid connection to the wider business base in Midlothian to add value /generate synergies. Continued support to businesses independently and through the MSZ Business Forum. Tourism, Culture & Heritage Officer Economic Development Manager Business Gateway Recognise the importance of the Foundational Economy, and its role in supporting both a Just Transition, and Community Wealth Building. Support each business independently through the Business Gateway Service with Economic Development supporting collaborative projects and opportunities to extend benefits beyond the individual businesses. Example: Hardengreen Industrial Estate, renewable energy project as a pilot. Economic Development Manager Working with industry and strategic partners to identify ways in which employment opportunities for Midlothian citizens can be maximised. See Community Wealth Building Action Plan: Work with CLLE colleagues to generate a portfolio of ready to work candidate profiles for matching with local employers. Explore Pre Employment Programme for a significant employer with Skills Development Scotland and CLLE. Economic Development Manager Support Midlothian employers to embed Fair Work principles, and to adopt more equitable approaches to recruitment and employment. See Community Wealth Building Action Plan: One to one support provided by Business Gateway Advisers, ensure that the Fair Work Agenda is a topic with expert speaker at one BG Coffee Morning this financial year. Business Gateway Page 393 of 482
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OFFICIAL Indicator Baseline Target (2027) Target (2030) Increase employment in key sectors Construction 2,960 (2024) 3,137 (6% increase from baseline) 3,256 (10% increase from baseline) Life Sciences 1,500 (2023/4) 1,650 (10% increase from baseline) 1,800 (20% increase from baseline) Sustainable Tourism (Tourism related industries) 2,500 (2023/4) 2,775 (11% increase from baseline) 3,050 (22% increase from baseline) Data and Digital (Now Creative Industries Including Data) 620 (2023/4) 706 (14% increase from baseline) 806 (30% increase from baseline) Food and Drink 1,000 (2023/4) 1,200 (20% increase from baseline) 1,400 (50% increase from baseline) Increased GVA output per job filled as a percentage of Scotland £50,482/£55,432 = 91.07% (2022) 94% 96% Number of Business Gateway start-ups that are Trading 131 (2024/25) 144 (10% increase from baseline) 158 (21% increase from baseline) Business survival rate (3-year) 58.8% (2020- 2023) 65% 70% New Business Starts per 10,000 Working Age Population 50 (2023) 54 (8% increase from baseline) 61 (22% increase from baseline) Page 394 of 482
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OFFICIAL 4.Capitalise on the strengths of Midlothian's strategic partners to embed community wealth across all services to realise a wellbeing economy Key Actions: Activity detail: Managed by: Deliver against Midlothian Community Wealth Building Action Plan. See Community Wealth Building Action Plan: Harness commitment for Service Managers for their services to engage in CWB Activity. Community Wealth Building group created, to explore services for projects, identify actions to deliver improved services to communities (potential efficiency gains) through transforming service delivery. Annual reporting via Economic Development. Work with external partners to identify CWB actions. Economic Development Manager Pursue opportunities to support the development of social enterprises, employee-owned organisations and co- operatives. Ensure all pre-starts are aware of the plural ownership models from early engagement, continuous support from Advisers, to develop and ensure income generation strategy is embedded, connecting to relevant partner for specialist support and/or funding. Continued influencing and support for Business Associations. Attendance at the SELAG (Social Economy Local Authority Group) to learn from other areas and increase visibility of IDBM (Independent Democratic Business Models) in Midlothian. Business Gateway Economic Development Manager Work with anchor institutions to ensure shared understanding of and commitment to economic resilience and maximising local spend. See Community Wealth Building Action Plan: Schedule programme of events to reach local anchor organisations to ensure understanding and commitment to CWB approach in their organisations. Page 395 of 482
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OFFICIAL Working with strategic partners and anchor institutions, maximise opportunities to increase local procurement and local supply chain development. Community Wealth Building Action Plan: Work with Anchor Organisations to develop and commit to a CWB charter on supporting economic resilience, maximising local spend, local procurement and developing local supply chains. Economic Development Manager Establish and agree protocol for working with strategic and community partners on economic delivery to maximise potential for realising Community Wealth Building and wellbeing objectives. Community Wealth Building Action Plan: Single Midlothian Plan activity - Regular meetings with Community Partners (Development Trusts/TSI and other networks as identified) to support current activity and identify CWB projects to take forward with Council support. Led by Economic Development Manager with ED Officer support. Indicator Baseline (Year) Target (2027) Target (2030) Number of businesses supported by council economic development activity 448 (23/24) 483 (8% increase from baseline) 501 (12% increase from baseline) Number of instances of support by economic development activity 678 (23/24) 732 (8% increase from baseline) 759 (12% increase from baseline) Number of social enterprises supported by council economic development activity 62 (24/25) 68 (10% increase from baseline) 74 (20% increase from baseline) Number of social enterprises in Midlothian. 74 social enterprises (2021 Census) 80 (8% increase from baseline) 89 (20% increase from baseline) Number of new Supplier Development Programme registrations (cumulative from 23/24) 36(23/24) 46 (30% increase from baseline) 54 (50% increase from baseline) Page 396 of 482
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OFFICIAL 5.Re-imagine our town centres, ensuring they meet Midlothian's economic, social, cultural and environmental needs Key Actions: Activity detail: Managed by: Review Midlothian’s town centres functionality considering changing retail patterns and shopping habits with the view of supporting their sustainability through the Planning System. 1)Monitor the implementation of the ‘town centre first principle’ set out in NPF4 and MLDP. 2) Prepare a draft new town centre policy for MLDP2 based on evidence and the completion of a retail impact assessment. 3) Complete the Penicuik Town Centre Heritage Project. 4) Commence the implementation of the approved Dalkeith Town Centre Regeneration Project. Planning Service. As part of wider CWB and innovative planning approaches, collaborate with 3rd sector, Development Trusts and anchor organisations to facilitate community-led social enterprise solutions to town centre regeneration. Community Wealth Building Action Plan: Development Trust Forum created with Economic Development, meets regularly to share challenges, idea generation for new projects, share successes, learn from each other, identify collaborative opportunities. Economic Development Manager Work with public transport providers to join up population centres and create an integrated transport network. Midlothian Bus Alliance – progressing funding opportunities to implement network improvements and support bus network expansion and service improvements. Active Travel Strategic linkages – progressing Midlothian’s ATS through funding opportunities to provide a network of routes linking areas of housing growth with areas of economic development, activity and employment. Local Transport Strategy – providing the strategic dimension to all transport related activities. Strategic Transport Planning Service Explore demand and opportunity for provision of fit-for purpose industrial and commercial Data capture via Locate in Midlothian website, for property and land enquiries, demonstrates demand for existing local business growth and Inward Investment. Senior Economic Development Officer Page 397 of 482
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OFFICIAL premises across our town centres and urban areas. Liaise with developers and landowners to encourage sites to be brought to market to meet demand. Indicator Baseline Target (2027) Target (2030) Town centre vacancy rate 8.16% (24/25) 7% 6.5% Creation of co-working space 0 0 1 Creation of service co-location hubs 0 0 1 CO2 emissions per capita (tCO2) 4.9 (2022) 4.5 (8% decrease from baseline) 4.0 (12% decrease from baseline) 6.Deliver infrastructure enhancements that will support Midlothian’s transition to a Wellbeing Economy Key Actions: Activity detail: Managed by: Continue to deliver ESESCR Deal infrastructure enhancements. A701 Relief Road and Sustainable Transport Corridor are progressing, first phase of the relief road is the Bush Loan Junction, granted planning consent in February 2025, procurement for delivery in progress. This will enable further growth at Easter Bush including the delivery of the Beeslack Replacement Community High School. The planning application for the relief road is due for submission in Summer 2025, following expanded modelling data being integrated into the project on basis of advice from Transport Scotland. The design of the Sustainable Transport Corridor has also been completed. Head of Development Maximise investment propositions set out in Midlothian's SPF prospectus and exploit other Scottish and UK Government funding Shared Prosperity Fund 2025-2026 Local Business Support element of the fund for 2025/26 includes investment in the decarbonisation and upgrading to Economic Development Manager Page 398 of 482
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OFFICIAL opportunities with regional and strategic partners. extend the lifespan of Midlothian Council Pavilions that support community activities, work on requirements now completed, next stage is to report on prioritisation of investment to be prepared. Staffing resource to retain Tourism, Culture and Heritage Officer that is developing the Tourism Strategy for Council approval in Q3 and taking forward a grant application for new infrastructure to increase visitor numbers. Two feasibility reports for Penicuik Town Hall and Marc Building in Woodburn now complete and can form basis of future funding applications. Place Based Investment Programme, was suspended for 2024/25 but has now been reinstated for 2025/26, await advisory on the level of funding to be awarded to each local authority. Head of Development Integrate community wealth building principles into land use planning policy to support local job creation and business development. 1)Prepare draft economic development policies for MLDP2 which supports community wealth building, job creation and local businesses. 2) As part of MLDP2 consider the potential for a Master Planning Consent Area. 3) Develop relationships with key developers, landowners and businesses to promote economic growth. Planning Service Ensure physical and digital infrastructure in Midlothian supports business growth and productivity improvements. Midlothian retains digital connectivity blackspots particularly in the more rural areas, continued working with SG Digital Connectivity Service to ensure that Midlothian businesses are aware of alternative technology and the Broadband Voucher scheme to increase connectivity access. Economic Development Page 399 of 482
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OFFICIAL Indicator Baseline Target (2027) Target (2030) Employment land portfolio to increase take up 0.17/322.8 ha = 0.05% take-up (2024/25) 1.5% (increase from baseline) 2.5% Percentage of premises unable to access 10Mbit/s broadband 1.2% (2023) 1.02% (15% decrease from baseline) 1% (16.67% decrease from baseline) Page 400 of 482
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OFFICIAL Midlothian Community Wealth Building Progress Report & Action Plan 2025-2027 Introduction The Covid pandemic in 2020 and the Climate Emergency Declaration were the catalysts to transforming the delivery approach of the Economic Development Service. An Economic Renewal Addendum to the Strategy for Growth 2020-2025, which was approved pre pandemic in 2019, was published in June 2020 recognising the impact of the pandemic on how businesses would function in the recovery period and aimed to: • Project jobs and preserve business by utilising a place-based partnership approach. • Mitigate the adverse economic impact on the local economy from Covid-19. • Take advantage of the opportunities developing from Covid-19: stimulate entrepreneurship, upskilling and education, address gaps in the market. • Change the way we do business, aligning to customer behaviour. • Make Midlothian a great, green place to grow. The Midlothian Offer was developed to build capacity in the public, private and third sector to respond to, and recover from, the pandemic’s impact, adopting a Community Wealth Building approach. Partnership working was essential to the success of the Midlothian Offer and delivery was led by the Sustainable Growth Theme of the Community Planning Partnership with service delivery in the Economic Development/Business Gateway service adapted to ensure the service reached those in our communities that most needed support that we otherwise may not reach. Successful Community Wealth Building initiatives during the 2020-2025 period included: • Published The Midlothian Strategy for Inclusive Economic Growth 2025-2030’s with a Community Wealth Building lens to put People, Place and Planet as a central tenet to achieve the strategic priority objectives. • Place based Economic Development, a cooperative asset-based approach to community led economic development to improve local socio-economic outcomes, working with Development Trusts and the Third Sector Interface we held digital outreach sessions to raise awareness of social enterprise as a mechanism to resolve service gaps in communities and deliver new services. These sessions led to the development of several new social enterprises in Midlothian, creating jobs, volunteering opportunities, employability support for the most vulnerable, developing green skills and large item recycling. • Locate in Midlothian website launched in June 2020 and quickly became a tool for the Local Employability Partnership, advertising local and travel to work area jobs. This is still one of the most visited pages on the website and includes a section on Partner support for candidates to access work. Page 401 of 482
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OFFICIAL • Publication of the Local Procurement Strategy 2021 to redirect public sector spend to local SME’s, Social Enterprise and Supported Businesses and developing partnership working between Procurement and Economic Development, to identify and support local businesses and third sector organisations to access public sector contracts. • Launch of the Midlothian Business Carbon Charter and associated Green Pledge, 179 local businesses are signed up to the Pledge and are taking steps to reduce the carbon impact of their businesses, this initiative has been further supported by Green Transition Funding and expert help consultancy to develop Carbon Reduction Plans (CRP). • Launch of the Midlothian Business Directory for local businesses, this will lead to a database for Procurement Officers to access and encourages local consumer support and inter trading. • Community Benefits Framework completed and published on the Midlothian Council website to help bidders identify community benefits for delivery aligned to contract value, further work is ongoing with the local Third Sector Interface to identify local asks that are then spotlighted on digital channels and shared with local businesses to fulfil informal community benefits. • Support launched to bring businesses together to share learning and resource, collaborate to improve their business offers, gain a collective voice and develop community led economic development, Midlothian has 3 locality-based Business Associations and 1 Thematic Association in development. • Enterprise Hub developed in Partnership with Edinburgh College and continued work with Education colleagues to deliver enterprise sessions to school pupils, the Midlothian Business Directory enables businesses to commit to supporting schools with career talks, enterprise journey sharing, work experience opportunities and group visits to businesses. Since Dec 2023, 76 businesses have agreed to support the next generation of the workforce. Although Community Wealth Building has 5 Pillars, activities may not fit neatly under one pillar and activities can also cut across more than one pillar, so it is essential to consider activity through the lens of community wealth outcomes for People, Place and Planet. Community Wealth Building based on 5 Pillars: • Progressive procurement of goods and services • Plural ownership of the economy • Making financial power work for local places • Fair Employment and just labour markets • Socially productive use of land and property Page 402 of 482
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OFFICIAL The publication of the Community Wealth Building Bill in March 2025 requires local authorities and relevant public bodies to prepare and publish a community wealth building action plan and to implement that plan. This report can be adapted to fulfil Midlothian Council’s responsibility to publish an Action Plan. We have aligned the reporting period for this plan to the Economic Strategy interim performance reporting of 2027. Scottish Government Community wealth building statement 1.The Scottish Ministers must prepare a community wealth building statement. 2.The community wealth building statement must set out the measures that the Scottish Ministers are taking or intend to take to— a)reduce economic and wealth inequality between individuals and communities in and across Scotland, and b)support economic growth in and across Scotland, by facilitating and supporting the generation, circulation and retention of wealth in local and regional economies. 3.The measures may include— a)using public procurement to facilitate or support such generation, circulation and retention, b) promoting— (i)employment opportunity, (ii)workforce development, (iii)equality in the workplace, c)diversifying ownership of land or other assets by facilitating or supporting community ownership, d)bringing vacant and derelict land back into use in a way that provides financial, social or environmental benefit to the community, e)encouraging local business start-ups or entrepreneurship, f)promoting or supporting the development of employee-owned businesses, co-operatives or social enterprises, g)such other measures as the Scottish Ministers consider appropriate. 4.In preparing the community wealth building statement, the Scottish Ministers must— a)publish a draft statement, b)consult with such persons as they consider appropriate. Page 403 of 482
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OFFICIAL A key requirement to ensure a One Council approach to Community Wealth Building is to create an implementation group, to support planned actions for 2025-2027 and guide service exploration for new actions, through which we would seek to harness commitment from Service Managers for their services to engage and support new actions. Economic Development could lead this group and at the same time work with external organisations to identify and progress new actions. The tables below, for each of the Pillars provides detail on the existing activity across the Council and with Partners as well as planned actions for the 2025-27 period. Page 404 of 482
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OFFICIAL Community Wealth Building in Midlothian Actions 2025- 2027 Pillar: Plural Ownership of the Economy. Action Progress 1 Digital sessions in communities to raise awareness of and provide support to develop new social enterprises. Ongoing: Continued to meet demand, promoted at stakeholder meetings and through digital channels. 2 Commercialisation support to existing social enterprises and charities to reduce reliance on grant funding. Ongoing: Continues through the Business Gateway Midlothian Service. 3 Business Associations / Cooperatives Ongoing: Continue to support existing BA’s and facilitate development of new ones. 4 Employee-owned businesses Ongoing: Target retiring/selling business owners to consider as alternative exit strategy. 5 Social Enterprise webpage Ongoing: New section created on LIM to provide information, case studies, funding bodies and business support partners. Content continually updated. 6 Social Economy Local Authority Group/ CWB Practitioner Network/Supplier Development Programme Ongoing: Continued attendance by Econ Dev & Procurement to national meetings to learn and share with other Local Authorities. New Actions Planned. Action Details 1 CWB Roadshow Work with Development Trusts to deliver in person sessions at their events to reach people in their communities, aiding understanding of CWB and facilitate idea generation. 2 Development Trust Network Single Midlothian Plan activity - Regular meetings with Community Partners (Development Trusts/TSI and other networks as identified) to support current activity, develop new CWB actions based on local insights and facilitate organisational collaboration. 3 Anchor Organisation Charter Schedule programme of events to reach local anchor organisations to ensure understanding and commitment to a CWB approach in their organisations, with a view to developing a CWB charter on supporting economic resilience, maximising local spend, local procurement and developing local supply chains. Page 405 of 482
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OFFICIAL Pillar: Making Financial Power Work for Local Places. Action Progress 1 Midlothian Council Grant Funding Ongoing: Ensure grant funding is targeted to support CWB activity to create and safeguard jobs, support the green transition and support new wealth for local distribution. New Actions Planned. Action Details 1 Creation of Midlothian Grant Register. Ensures effective and fair distribution of grant funding to local economy. 2 Review of repeat grant scheme recipients. Review repeated grant schemes to ascertain whether these should be commissioned services to minimise subsidy control implications for the third sector. 3 Explore Local Fund Circulation Credit Union, Lothian Pension Fund, Local lending to SME Fund. Page 406 of 482
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OFFICIAL Pillar: Fair Employment & Just Labour Markets. Action Progress 1 Midlothian Council Grant Funding Ongoing: Fair Work agenda is embedded in all public sector grants, support applicants to meet the requirements. 2 Support SME’s and Third Sector Organisations to embed fair work principles into their employment policies. Ongoing: Business Gateway Midlothian, ongoing work with local employers. 3 Midlothian Council Fair Work Pack developed and approved at Council. Ongoing: To be uploaded to Council website so that can be linked to in Council funding applications. 4 Expert Help Consultancy Support Completed: Consultant to support SMEs to embed Fair Work in their employment policies. New Actions Planned. Action Details 1 Increase awareness of the benefits of embedding Fair Work into employment policies. Business Gateway Midlothian to arrange session with local expert speaker. 2 Case Studies, identify beacon businesses to influence wider business base. Economic Development. 3 Partnership approach to accessing employment for supported candidates. Economic Development, LEP & CLLE to develop candidate profiles for ready to work clients for matching with the employer portfolio. 4 Pre Employment Programme for a significant employer with Skills Development Scotland and CLLE. Pilot programme for significant employer (up to 130 new jobs in 3 yrs) to work with schools – partners Econ Dev, SDS, CLLE, Education. Page 407 of 482
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OFFICIAL Pillar: Progressive Procurement of Goods & Services. Action Progress 1 Community Benefits Framework review completed. Completed: Now available for suppliers on the Council website. 2 Community Benefits Short Life Working Group Actions Ongoing: Ensure Fair Work is embedded in all tenders. Evaluate Com Ben systems for recording. All tenders above £50k to include Community Benefits. Tenders to include links to ESES/NHS Portals and MLC Framework. 3 Local Com Ben requests database. Ongoing: Third Sector Interface updates monthly requests shared for matching and promotion by Econ Dev. 4 Buy Social Pledge Ongoing: Council signed up to the Pledge in Nov 2024 to commit support to purchasing goods and services from the third sector. 5 Contract Register Ongoing: Procurement Service updating to identify opportunities and lead time for local market access and support. Will also provide local spend data for Buy Social Pledge reporting. 6 Tender Announcements Ongoing: Shared through LIM & BG social channels, shared directly with local suppliers. 7 SME Procurement Support Ongoing: one to one support from Procurement Mentor in ED Service, referrals generated by BG Midlothian. Referrals to learning and support from Supplier Development Programme. Completed: Procurement guide developed and shared with SME’s. 8 Meet the Buyer events/Supply Chain Events Ongoing: ED organises local events, promotes, attends and engages with local business. 9 Local Procurement Strategy 2021 Completed: now superseded by CWB bill and Local Action plan. New Actions Planned. Action Detail 1 Health & Social Care Contracts Review to identify local 3rd sector opportunities and provide support to access. 2 Local Supplier Forum Designed to give both existing suppliers and new suppliers the opportunity to discuss relevant topics with Council staff (and other relevant stakeholders) enabling suppliers to provide feedback on issues that are important to them. Held twice a year the forum will allow us to analyse the barriers to local enterprises when bidding for local contracts and identify best methods to grow local spend. Page 408 of 482
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OFFICIAL Pillar: Socially Just Use of Land & Property. Action Progress 1 Property & Land Marketing and Support Ongoing: Locate in Midlothian (LIM) website collects enquiry demand data, sharing with services for informed decision-making. LIM markets Council owned property and development opportunities and provides support to businesses and third sector organisations to access. 2 Community Asset Transfers Ongoing: Demand driven New Actions Planned. Action 1 Decarbonisation of Council Assets Identify funding to take forward decarbonisation work to council facilities. 2 Review CAT process Review to integrate business support to organisations, work with other public sector bodies to identify buildings for transfer and use Econ Dev data to identify suitable organisations. 3 MLDP2 Economic Policies Prepare draft economic development policies for MLDP2 which supports community wealth building, job creation and local businesses. 4 Masterplanning Consent Areas As part of MLDP2 consider the potential for a Master Planning Consent Area. 5 Unlock Private Sector Land Develop relationships with key developers, landowners and businesses to promote economic growth. Page 409 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 1 OFFICIAL Economic Strategy for Growth 2020-2025 Performance Report Page 411 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 2 OFFICIAL Contents Executive Summary ............................................................................................................................. 3 Section 1 – Strategy for Growth 2020-2025 ........................................................................................ 5 Strategic Priorities ............................................................................................................................... 5 Section 2 Economic Renewal Addendum June 2020 ........................................................................ 12 Our performance against the Midlothian Offer ............................................................................ 12 Section 3 – Funding ........................................................................................................................... 14 Covid Funding ................................................................................................................................ 14 Shared Prosperity Fund 2022-2025 .............................................................................................. 14 Section 4 Locate in Midlothian.......................................................................................................... 16 The Business Gateway Midlothian service .................................................................................... 17 Midlothian Inward Investment Prospectus ................................................................................... 19 Social Enterprise Support .............................................................................................................. 21 Section 5: Business Gateway Midlothian .......................................................................................... 23 BG Redesign – ‘Gateway to the Future’ ........................................................................................ 26 Edinburgh College – ‘Enterprise Hub’ ........................................................................................... 27 Business Gateway Performance .................................................................................................... 28 Expert Help – Consultancy Support for Local Business ................................................................. 28 Section 6: Economic Development & Community Wealth Building ................................................. 30 Appendices ........................................................................................................................................ 36 Page 412 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 3 OFFICIAL Executive Summary This report details the activity of the Economic Development Service for the five-year period of the Strategy for Growth 2020-2025. The data provided covers the output of the service from the 1st of April 2020 to 31st March 2025. The report details the service’s achievements against the Strategy’s indicators, how the service evolved to provide the support required for the local business base to recover from the pandemic as outlined in the Economic Renewal Addendum and the key achievements from the last 5 years. Midlothian Council published its Economic Development Strategy for Growth 2020-2025 in December 2019 with the ambition to grow and transform the economy by identifying and harnessing opportunity, identifying six strategic objectives: • To integrate Midlothian with the regional economy and promote the region internationally • To improve the skills landscape • To increase economic participation • To build on the success of our key sectors • To improve the vibrancy of our town centres and make them more environmentally friendly • To accelerate growth through infrastructure upgrades The impact of the restrictions and challenges imposed on people and businesses during and since the Coronavirus Pandemic cannot be underestimated and this together with Brexit changed the focus of the Economic Development Service at the time; from supporting local Economic growth to local economic survival and then recovery. Furthermore, subsequent years have presented additional challenges including the effects of instability in Europe, cost of living crisis, and increasing economic inactivity resulting in recruitment challenges for businesses. During the Coronavirus period of lockdowns, business closures and restrictions, the focus for the Economic Development Service was in supporting local businesses to survive the real impact on their businesses and to remain in business post pandemic, and recover, following the lifting of restrictions and amid financial losses. In response to the Coronavirus pandemic, an Economic Renewal Addendum was incorporated into the Strategy for Growth in June 2020, acknowledging that the economic landscape would function differently post Covid-19. The Council recognised a different approach to economic recovery post Covid-19 and the continually evolving economic landscape, and adopted a process of ‘economic renewal’ with the aim of: • Protecting jobs and preserving business by utilising a place-based partnership approach. • Mitigating the adverse economic impact on the local economy from Covid-19. • Taking advantage of the opportunities developing from Covid-19; stimulate entrepreneurship, upskilling and education, address gaps in the market, change the way we do business, aligning to customer behaviour. • Making Midlothian a great, green place to grow. Page 413 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 4 OFFICIAL In June 2020 the Locate in Midlothian website was published. This tool was designed to increase the visibility of the support available from the economic development service and the wider council, showcase the successes of our local businesses and to push information out to businesses, residents and visitors. The website continually evolves and key developments to date include: • Local Jobs Board - one of our most popular pages, this includes details of partners that provide employment support to job seekers. • Inward Investment – promoted by SDI as a model for other local authorities. • Commercial Properties & Development Opportunities – working with our Estates colleagues Locate in Midlothian is used to market Council commercial premises, creating a streamlined process for enquiries and property offers, this provides demand data which has been used for the rates changes in 2024 and more recently for the MLDP2. • Midlothian Carbon Charter/Green Pledge – The Charter was initially launched in 2021, but further lockdowns meant business survival and recovery limited the impact, it was relaunched in Climate Week, September 2022, and to the end of 2024/25 179 local businesses signed up to reduce their carbon footprint. • Midlothian Business Directory – launched in December 2023 to replace the legacy static directory on the Council website, this directory has improved functionality, enabling businesses to link to websites and social media channels. We included a request on the listing form for businesses to sign up to support the future workforce by committing to working with Midlothian schools, providing career and enterprise talks, workplace visits and work experience opportunities. This report has been split into sections to demonstrate the breadth of work that the Economic Development service has and continues to deliver. • Section 1 details the Strategy for Growth indicators and our performance against those indicators and changes to the indicators for the 2025-2030 economic strategy. The accompanying Economic Strategy Delivery Plan provides details on the activity planned for 2025/26 to achieve the strategic objectives in the 2025-2030 economic strategy. • Section 2 provides an overview of how the Economic Renewal Addendum was the catalyst for change in how the service is delivered and led to the Community Wealth Building approach. • Section 3 provides an overview of all funding administered by economic development with Appendices 1, 2 & 3 providing full details on Covid response funds, TCCF2, LACER (including the Green Transition Fund) and Start-up funds. • Section 4 Locate in Midlothian, a detailed overview of the functions, audiences and impact of the website and associated social media channels. • Section 5 Business Gateway Midlothian provides details on the service delivery for the period covering business support and expert help support provided to businesses in Midlothian. • Section 6 Shared Prosperity Fund delivery in 2022-2025, full report in Appendix 4. Page 414 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 5 OFFICIAL Section 1 – Strategy for Growth 2020-2025 Strategic Priorities The data in the following tables are the outcomes achieved against the 2020-2025 key priorities, the narrative outlines successes and provides reasoning for non-achievement against indicators. Below each table is an explanation of how the strategic priority for the 2025-2030 strategy continues or has changed, full details on the planned activity for 2025 - 2027 is provided in the accompanying Economic Strategy Delivery Plan 2025 - 2027. It should be noted that not all data sources have been updated to year end 2025, where this is the case, we have worked with the 2023/24 data. 1.To Integrate Midlothian with the regional economy and promote the region internationally. • Exceeded the target of new jobs from completed inward investment projects by year end 2024. • 2023/2024 data is the last available data on private investment from Regional Selective Assistance, at that point we were below target by £1,688,386, the impact of Covid, cost of doing business, tighter borrowing requirements led to reduced investment however over the past six months we are seeing an increase in ambitious projects as the financial market shows signs of recovery. • Exceeded 2025 target of Locate in Midlothian unique website views by 14,925 visits. Outcomes 2019 Actual 2025 Target Actual Number of Planned New Jobs from Completed Inward Investment Projects (cumulative) 71 100 2023/24 139 Amount of private investment secured to the area through Regional Select Assistance (cumulative) £3,832,000 £6,000,000 2023/2024 £4,311,614 Number of unique website views N/A as new indicator 10,000 2024/25 24,925 2025-2030 Strategic Priority - Develop Midlothian’s proposition within Edinburgh and South East Scotland City Region. Inward Investment is retained as a strategic priority, as a route to volume job creation and improved infrastructure to support local SME growth. A partnership approach and increased visibility of Midlothian, due to its proximity to Edinburgh, are key to maximizing Midlothian’s opportunity. We have a good working relationship with Scottish Development International which should yield referrals as well as a regional Inward Investment group. Page 415 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 6 OFFICIAL 2. To increase economic participation. • In 2024, Midlothian's gross weekly earnings were 94.05% of Scotland's median earnings. While actual earnings in Midlothian increased, the growth in Scotland's earnings outpaced this, resulting in a relative decline. This falls short of the 105% target set for 2025. This could reflect the lower percentage of higher value jobs in Midlothian compared with other areas. • As of 2023/24, 94.0% of young people aged 16 to 19 in Midlothian were engaged in employment, training, or further/higher education. This is good progress toward the 2025 target of 97%, indicating that Midlothian may be on track to achieve this target. • The number of jobs available locally in Midlothian reached 33,000 in 2023, this is the last available published data and is 3,000 below the target of 36,000 by 2025. There have been signs of recovery in 2024/25 particularly in local business growth to create new jobs, this links back to the challenges outlined in the executive summary. • Capital City Partnership and Midlothian Council launched Jobs at Straiton Portal, similar to Edinburgh’s Fort Kinnaird Recruitment & Skills Centre, supporting local employers to recruit at the Retail Park and wider Loanhead area. Jobs are replicated on the Locate in Midlothian Jobs Board and spotlighted across social channels. A recent event at Straiton yielded over 100 candidates attending on the day. Outcomes 2019 Actual 2025 Target Actual Increase gross weekly earnings (median) by Midlothian Workplace in comparison with Scotland gross weekly earnings (median) £560,80/£576.70 97.2% 105% 2024 £695.7/ £739.7 94.05% Percentage of young people aged between 16 and 19 engaged in employment, training, further or higher education 92.9% 97% 2023/24 94.0% Increase the number of jobs available locally 31,000 36,000 2023 33,000 This strategic priority remains but has been combined with the Improving the Skills Landscape, see detail below. Page 416 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 7 OFFICIAL 3. To improve the skills landscape. • The 2025 target, to increase the number of employer engagements from our baseline of 102 in 2019 should have realised 112 engagements, however, over the period, Advisers delivered 874 business support meetings exceeding the target by 762. • Business Gateway Midlothian recommenced delivery of the Expert Help programmes in February 2023. This and Grant funding has encouraged new clients to engage with the service, leading to more meaningful and longer-term engagements. These programmes included: o Net Zero Nation Programme – January 2024 o HR Expert Help – Feb 2023 o Finance Expert Help – Feb 2023 o Learn Ecommerce Programme – January 2024 • The target of increasing number of employer engagements by the Economic Development Service has been realised through the following initiatives: o Tourism and destination development o Procurement support o Midlothian Council Commercial Property listings o Inward Investment into the area o PR and promotion of business successes o Development of Business Associations o Business and Meet the Buyer events o Local Business Support Funds • At the year-end 2023/24 Midlothian had 46,500 people in employment. This is 3,500 short of our 2025 target of 50,000, this reflects the earlier noted challenge on restricted growth for local business due to stagnant recruitment and job losses during the pandemic, there are signs of recovery now. Outcomes 2019 Actual 2025 Target Actual Increase the number of employer engagements (Business Gateway) 2019/2020 102 10% increase 2023/2024 874 (856% increase) Increase the number of employer engagements (Economic Development) No Target 2023/24 448 Increase the number of people in employment in Midlothian 46,000 50,000 2023/24 46,500 2025-2030 Strategic Priority - Enhance Skills & Employability opportunities in Midlothian to meet the challenges and opportunities of inclusive green growth with entrepreneurship recognised as a valuable career pathway. Page 417 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 8 OFFICIAL This strategic priority is a combination of 2020-25’s priorities 2 & 3 ‘to increase economic participation’ and ‘to improve the skills landscape’. The Wellbeing Theme of the Single Midlothian Plan has been progressing the Community Wealth Building approach to economic development through working with schools to increase awareness and understanding of entrepreneurship as a career pathway. Additionally, the Business Gateway Service has been out in our communities to reach individuals that otherwise would not have engaged with the service to raise awareness of the learning opportunities and Adviser support to start a business. Colleagues in Communities, Lifelong Learning and Employability continue to deliver on National Employability Schemes and work with the Local Employability Partnership on supporting upskilling to access work. 4. To build on the success of our key sectors. • The Supplier Development Programme (SDP) provides learning and support to help businesses access procurement opportunities. The service has marketed procurement opportunities, raised tendering as a growth strategy with clients to realise increased referrals to SDP since the publication of Midlothian’s Local Procurement Strategy in 2021. We also had a dedicated resource for supporting clients on procurement through one of our funded UKSPF posts, this came to an end in March 2025, but we will continue to support clients via the Business Gateway service and reinstate our Procurement Mentor role. • Business & Enterprise, Life Sciences, Sustainable Tourism and Food & Drink have all increased their job count despite the challenging environment for the period but have not by the end of 2024 met the 2025 target. • Data & Digital has had a drop in employment numbers and correlation will be skewed due to changing parameters for this sector, now renamed to Creative Industries including Data. Outcomes 2019 Actual 2025 Target Actual Business and Enterprise 23,740 30,000 2024 25,430 Life Sciences 1,250 1,750 2023/24 1,500 Sustainable Tourism (Tourism related industries) 2,000 2,750 2023/24 2,500 Data and Digital (Now Creative Industries Including Data) 820 1,250 2023/24 620 Food and Drink 900 1,250 2023/24 1,000 Increased GVA output per job filled as a percentage of Scotland 93.8% 105% 2022 91.07% Number of companies Registered with Supplier Development Programme 271 (2018) 350 2023/24 361 Page 418 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 9 OFFICIAL 2025-2030 Strategic Priority - Maximise the potential of Midlothian’s key sectors to support a Just Transition. Recognising the importance of the foundational economy and its role in supporting a Just Transition and Community Wealth Building, the 2025-2030 indicators have changed to; Construction, Life Sciences, Tourism, Food & Drink and Creative Industries including Data. The indicators for 2025-2030 include the new indicators of; Number of BG supported start-ups that are trading, Business Survival rate (3 year) and new business starts per 10k working age population. The SDP measurement has moved to the Strategic Priority - Capitalise on the strengths of Midlothian’s strategic partners to embed inclusive wealth across all services to realise a wellbeing economy, more detail at the end of this section. 5. To improve the vibrancy of our Town Centres and make them more environmentally friendly. • It has not been possible to progress this outcome as the Shawfair commercial space as Shawfair LLP is still working on the Town Centre Strategy. It is still an aspiration to create co- working spaces in Midlothian however we are reliant on the private sector to take this forward, and it is difficult to achieve viability without ancillary services on site. Suggestion put forward to approach Costa/Starbucks as part of the Town Centre Strategy planning. • In 2022, the Scottish Government Scottish Greenhouse Gas Statistics reported CO2 emissions per capita measured 4.9 tonnes for 2021. There has been no update since this report. • The Midlothian Business Carbon Charter and associated Green Pledge initially launched in 2021 but due to the economic environment we relaunched to align with Climate Week in 2022. Since then, we have had a steady flow of businesses work with us to reduce their carbon footprint. The 2025 target was set prior to Climate Emergency declarations by local governments and the publication of the NSET strategy that has Net Zero as a golden thread. These will have increased business awareness and are likely to have contributed to the success of Midlothian’s Green Pledge. • Pledgers are supported by BG Advisers to take steps to reduce their carbon footprint, are listed on the Locate in Midlothian website as environmentally conscious businesses, demonstrate their commitment to the consumers by displaying the Green Pledge badge on their website, access peer support and showcase successes in our private LinkedIn group and have access to our Digital Officer to develop articles or case studies. Outcomes 2019 Actual 2025 Target Actual Create low carbon/ energy efficient business co-working space at Shawfair town centre N/A as new indicator 4 units 2024 0 CO2 Emissions Per Capita (t) 4.5 3.5 2021 4.9 Develop a Carbon Charter and aim to sign up new businesses N/A as new indicator 15 businesses 2025 179 Page 419 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 10 OFFICIAL 2025-2030 Strategic Priority - Re-imagine our town centres, ensuring they meet Midlothian’s economic, social, cultural and environmental needs. NPF4 supports a flexible, community wealth building, town centre first principal approach to developing thriving Town Centres. We will continue to encourage and support local businesses to sign up to the Green Pledge but have removed it from the indicators as it remains in the service’s quarterly reporting. We have retained the indicators for CO2 Emissions and the creation of a co- working space for Shawfair. A new indicator has been added for Town Centre Vacancy rates. This was previously collected via Co-Star software and reported through SLAED. Over the past two years our Officers have visited the town centres to carry out a physical assessment, enabling engagement with retailers, identifying premises in need of shopfront improvements and first floor unused units that could be converted to dwellings to increase town centre living and vibrancy. 6. To accelerate growth through infrastructure upgrades. • Establishment of a Master Planning Consent Area(s) will be considered through the production of Midlothian Local Development plan 2. • Midlothian Local Development Plan 2017 identifies sites capable of delivering modern light industrial use and low carbon businesses parks. Due to resource the Council has been unable to deliver such facilities. It is therefore up to the market, which has been a challenge due to infrastructure investment required to unlock sites, to come forward to deliver modern light industrial use and low carbon businesses parks in Midlothian. Outcomes 2019 Actual 2025 Target Actual (2024) Review the employment portfolio to increase take up 4.08/257.59 ha = 1.6% take up 10% take up 7.78 / 3.02% Identify a site for a modern light industrial use and low carbon businesses park N/A as new indicator New business park operational Not achieved Identify an employment land site suitable for a simplified planning zone N/A as new indicator Site developed Not achieved 2025-2030 Strategic Priority - Deliver infrastructure enhancements that will support Midlothian’s transition to a Wellbeing Economy. Indicator retained for the employment land take up, this action will support local business growth and Inward Investment, the challenge remains on the private sector unlocking sites, the service continues to work with Developers and Landowners when identifying sites for Inward Investment enquiries. Page 420 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 11 OFFICIAL A new Strategic Priority has been added to the 2025-2030 Strategy to ‘Capitalise on the strengths of Midlothian’s strategic partners to embed inclusive wealth across all services to realise a wellbeing economy.’ This indicator relates to the ambitions for Midlothian to achieve a Wellbeing Economy through adopting the Community Wealth Building approach – see CWB Progress Report and Action Plan 2025 - 2027 in accompanying documents for full detail on planned activity. Indicators include: • The number of businesses supported by economic development activity. • The number of instances of support by economic development. • The number of social enterprises supported by economic development activity. • The number of social enterprises in Midlothian. • The SDP registration indicator remains but has changed from a total cumulative count over time, to a cumulative count of new registrations over the course of the strategy period as the previous measurement adjusted over time to allow for business closure and relocations so would not represent the outcome of CWB activity. Page 421 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 12 OFFICIAL Section 2 Economic Renewal Addendum June 2020 The original Economic Strategy for Growth 2020-2025 did not account for the sudden and sustained impact on the Scottish, UK and global economies of the Covid-19 pandemic. To support businesses during that period, Midlothian adopted a process of ‘economic renewal’, which was the first step towards a Community Wealth Building approach, acknowledging that the economic landscape would be different in a ‘new normal’ post Covid-19. The Economic Renewal Strategy was approved June 2020, outlining our approach to support local businesses to transition towards a new economic landscape. Part of this included developing the ‘Midlothian Offer’ to support businesses, the community and those who live, work, visit, do business or want to invest in Midlothian. Our performance against the Midlothian Offer Throughout the last 5 years, our focus has been on supporting businesses and the local communities to recover from the impact of the pandemic. This has been a collaborative effort across the service and the wider council including Procurement and Estates. In early 2021 the Midlothian Local Procurement Strategy was created to work towards increasing the number of local SME’s, social enterprises and supported firms accessing tender opportunities. This strategy is now superseded by the Community Wealth Building Action Plan. Our work with Estates colleagues enabled a more efficient and effective route to marketing Council properties, using the Locate in Midlothian website to advertise and capture enquiry and offer data. The Business Gateway Service evolved to a more coaching approach with clients; we still guide and advise however our focus is very much on empowering the client to develop their abilities, Page 422 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 13 OFFICIAL particularly in relation to developing business plans and financial forecasting. We have continued to invest in regional webinars covering on trend topics whilst also creating local content in response to need. Instead of delivering on specialist surgeries we approached local accountants and legal services to create a referral process for our clients to access initial advice free of charge. A range of Expert Help Consultancy has been delivered over the period, including: • Financial Management • HR Support (primarily focussing on a cost/benefit analysis of embedding Fair Work into the business) • Learn Ecommerce (topped up with Master Ecommerce in 2025/26) • Net Zero Nation Carbon Reduction plan, 13 of our Green Pledgers accessed this one-year programme. Our core Economic Development service delivered: Place Based Economic Development support through the Single Midlothian Plan, encouraging individuals and groups to come forward to realise improvements in their communities. Outcomes include the development of locality-based Business Associations. Buy Local Campaign - The Scottish Government funded a one-year programme of the Scotland Loves Local programme. Uptake by retailers in Midlothian was poor and the objective of retaining spend in Midlothian was not met as Midlothian recipients redeemed their spend in Edinburgh. The costs for the continuation of the programme were prohibitive for Midlothian. Midlothian Business Directory – live on the Locate in Midlothian website Dec 2023. Digital Connectivity Support – page on Locate in Midlothian, with information on how to access Broadband Voucher for poor service areas, continually updated via SG Digital Connectivity SPOC role. Business Gateway Midlothian continues to be a local partner in PACE (Partnership Action for Continued Employment) alongside colleagues in CLLE to support those at risk of, or who have been made redundant, to access support to find a new role or become self-employed. Page 423 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 14 OFFICIAL Section 3 – Funding Covid Funding The Scottish Government funding to businesses in response to the Covid pandemic were delivered between 2020 and 2022, below is a snapshot of the amounts paid out with a full report added in Appendix 1. A full report on the Green Transition Fund is available in Appendix 3. Shared Prosperity Fund 2022-2025 In addition to providing funding direct to businesses the Shared Prosperity Fund included staffing to deliver on the outputs and outcomes of the Local Business Support Investment Plan, to grow the visitor economy and progress Community Wealth Building in Midlothian (see report in Appendix 4). Tourism Council officers have been working in collaboration with the Regional Visitor Economy Partnership (RVEP) to support the sustainable growth of the visitor economy. This has involved progressing four priority projects that included SPF funding to progress: 1. Cruise Tourism This project explored the potential for cruise tourism to contribute to the regional visitor economy. With support from a consultant, the work identified opportunities for shore excursions, improved transport connections, and collaborative marketing approaches. 2. Cycling Tourism £25,561,665.80 total amount paid out in COVID response grants £371,022.59 paid out from the UK Shared Prosperity Fund (UKSPF) Local Business Support Grants between November 2023 and January 2025 16 businesses have received a total of £30,670.74 from the Business Gateway start up grant since 2021 £226,851.99 paid out in Local Authority Covid Economic Recovery (LACER) grants since 2022 £1,561,947 total paid out in Discretionary Fund Discretionary Fund included £199.351.41 to the Green Transition Fund generating an additional £277,257.39 private sector investment Page 424 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 15 OFFICIAL This workstream focused on the development of cycling as a visitor offer, assessing infrastructure needs, route connectivity, and opportunities for promotion. The project aligns with wider active travel and low-carbon tourism strategies. 3. Cultural Tourism This project examined how the region’s cultural assets including heritage, events, and creative industries can be better utilised to enhance the visitor experience and support local economic development. 4. Tourism Data and Intelligence This initiative aimed to strengthen the region’s data capabilities to support evidence-based decision- making. It involved identifying gaps in existing data, reviewing current sources, and proposing improvements to data collection and usage. These projects provide a foundation for future collaboration, investment, and funding applications, with a strong focus on sustainability, strategic alignment, and measurable impact. Midlothian’s Tourism Officer has begun early-stage development on a Rural Tourism Infrastructure Fund (RTIF) application for infrastructure improvements at Vogrie Country Park, working alongside Planning, Land & Countryside Services, Roads, and Resources to gather baseline data on visitor pressures and infrastructure needs. Subject to progression, the Council aims to submit a full RTIF application and associated planning permissions by mid-May 2025. This work reflects the Council’s ongoing commitment to sustainable tourism development and the enhancement of key visitor destinations. Page 425 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 16 OFFICIAL Section 4 Locate in Midlothian The Locate in Midlothian website Launched in June 2020, increasing the visibility of the Economic Development Service and wider council initiatives whilst also being a marketing tool to encourage visitors to Midlothian and promoting the business offer. The website showcases Midlothian as a great, green place to live, work, visit, invest and start a business. From 2020, Locate in Midlothian has grown and developed to provide key information for both customers and Council Services around the support available from the Economic Development Service, including Business Gateway Midlothian. Segmented into 4 key categories we provide signposting for the following groups: • Residents of Midlothian and those looking to live in the area • Visitors to Midlothian • Investors looking to locate their business in Midlothian • Businesses looking to start, develop and grow their operations in Midlothian Regular articles are written about local businesses, events and local news, driving traffic to the website and encouraging website visitors to stay and have a look around the site, discovering the free support available from Economic Development. Locate in Midlothian website built from 0 to 24,925 visitors per year since launch in 2020 Midlothian Business Directory Launched December 2023 134 live listings 76 offered schools support Midlothian Business Green Pledge 179 local Businesses committed 29 Midlothian Council Commercial Properties marketed since Oct 2021 Resulting in 589 enquiries Dedicated webpage on Locate in Midlothian highlighting government support and grants to help everyone access superfast broadband Social Media Total of 2,334 followers on Business Gateway Midlothian Channels Total of 1,769 followers on Locate in Midlothian channels Page 426 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 17 OFFICIAL Locate in Midlothian also hosts information on: The Business Gateway Midlothian service All Business Gateway Midlothian contact details, support services, events and funding are hosted on the Locate in Midlothian website. All event sign-ups are managed through the website since Eventbrite introduced charges for hosting event listings. This gives us control of data and drives traffic to the website. Business Gateway Midlothian social media channels are also managed by the Digital Officer. Business Gateway Midlothian Social Channels yearly growth Social media following 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 Facebook followers 649 736 869 1,087 1,165 LinkedIn followers 375 536 768 944 1,169 Midlothian Council Commercial Properties Locate in Midlothian began marketing Midlothian Council Commercial Properties available for let in October 2021. Locate in Midlothian hosts 2 webforms for the Commercial Properties Service – 1 to sign up to a mailing list to be kept up to date with available properties as they come to market and 1 for making an offer on a property. The offer form was implemented on 1st November 2023 to make the process for submitting an offer more efficient to manage for the Estates service. This has allowed us to accurately report on current commercial property requirements and market conditions to internal Council services and external partners. Improved efficiencies have been realised in the Property service, removing 1:1 email communication with those seeking a property and thus improving customer service, collating enquiries into one database and ensuring all offer submissions are saved in one place. 2021/2022 2022/2023 2023/2024 2024/2025 Number of properties advertised 4 3 16 6 Number of enquiries/ sign-ups to mailing list 130 138 209 112 Number of offers submitted using form n/a n/a 34 45 Page 427 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 18 OFFICIAL Midlothian Business Carbon Charter / Green Pledge As part of Midlothian Council’s Net Zero 2030 goal (now 2045) and Scotland’s Net Zero 2045 target, Midlothian Council’s Economic Development Service encourages, and supports Midlothian based businesses to reduce their carbon footprint. The Midlothian Business Carbon Charter was designed encourage local businesses and sole traders to start their net zero journey. Standard carbon measurement tools can be complex and small business can be overwhelmed by the processes involved. The Carbon Charter sets out small steps that can collectively make a difference to achieving our net zero objectives. The Midlothian Business Carbon Charter aims to have everything businesses need in one place with partner organisations clearly signposted and ongoing support available. To support the Carbon Charter, the Midlothian Business Green Pledge was designed to give businesses a way to commit, and demonstrate that commitment to their customers, to being more sustainable in their everyday activities. When signing up, businesses agree to: • Switch to a 100% renewable energy supplier • Review their energy use such as switching off IT at the end of the day, using energy efficient light bulbs, switching heating down a degree • Encourage their employees to use active travel options • Review work practices – encouraging work from home • Switch to green products – paper instead of plastic • Re-use and recycle equipment, waste and products. At of the end of 2024/25, 179 Midlothian businesses had committed to the Midlothian Business Green Pledge and have received: • Tailored support to help them extend their green activities, decarbonise buildings, reduce their carbon footprint, develop green initiatives and transition to Net Zero • Their logo, business name and website link on a dedicated webpage on the Locate in Midlothian website and shared through multiple social channels • Features in articles about their business and changes they’ve made on Locate in Midlothian. • Access to environmental partners and support services • Midlothian Business Green Pledge branding to host on their website and marketing materials • Access to a dedicated LinkedIn Group with other Pledgers to discuss challenges, best practice and tips. Page 428 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 19 OFFICIAL Local Jobs Board & Employment Support Locate in Midlothian hosts a jobs board where local vacancies and those within the travel to work area are advertised. Local businesses can submit their job listings by completing a simple form and other local jobs are regularly uploaded from My Job Scotland, Indeed, Jobs at Straiton Portal, Goodmoves and from local business websites and social media feeds. This page and the jobs listed are regularly among the most popular webpages on the Locate in Midlothian website with 1,718 jobs being posted since July 2020. Partnership Action for Continuing Employment (PACE) Business Gateway Midlothian is one of the local PACE Partners, supporting those at risk of, or recently made redundant, to consider self-employment as a route to employment. This service is managed by Skills Development Scotland and Locate in Midlothian hosts a page outlining PACE and the support available for those facing redundancy. Employment Support As part of our commitment to highlighting jobs based in and around Midlothian, we also showcase the employment support available including training reskilling and financial support on our Employment support webpage. The local employability partners are regularly canvassed to ensure that this information is up to date. Midlothian Inward Investment Prospectus The latest Inward Investment Prospectus is digital and hosted on Locate in Midlothian to ensure the content is evergreen, meaning it can easily be updated without further design or printing costs. We also keep our digital carbon footprint down by not having PDF downloads of the prospectus on the website. The prospectus also enabled the use of the Economic Development video that was procured pre- lockdown and subsequently delayed. The Inward Investment pages on Locate in Midlothian provide an outline of the Economic Development Services, why businesses should locate in Midlothian, the support services available, workforce statistics, development opportunities and quality of life in the area. It also has a clear call to action, driving enquiries to the Economic Development Service. ESES Inward Investment Prospectus As part of our involvement with the Edinburgh & South East Scotland City Region Deal, the Economic Development Service contributed to the development of the Regional Inward Investment Prospectus for the City Region. This ensures Midlothian and the services available to potential investors in the area are prominent throughout, increasing visibility of Midlothian as an area to do business in. During 2024/25 we have been having regular meetings with Scotland Development International (SDI) to cross refer opportunities taking a local first then pro Scotland stance. Due to the limited Page 429 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 20 OFFICIAL opportunities in terms of existing premises and accessible development land to accommodate larger businesses this is still a challenge for us however we have had some recent successes and have a few in the pipeline. • The Doctoral College from Newcastle approached us looking for an office space. We connected them with Edinburgh College to see if co-location and a partnership model would realise synergies. They now work with us to deliver Innovation Clinics to local businesses and have plans to secure a site to locate a fully equipped innovation centre with student accommodation, for their international PHD students and visiting lecturers. • We have a waiting list of interested parties that would be suitable for the Hopefield site. • We have two energy producing production businesses that are looking to expand into Midlothian, referred to the Zero Waste Board as potential contributors to the energy demand for Shawfair. • Currently working with a community leisure business that would bring large sporting events to Midlothian – a few sites have been referred, and we continue to support this. Digital Connectivity Support Locate in Midlothian hosts information about the Scottish Government support available via the Reaching 100 (R100) Programme for local residents and businesses. R100 aims to bring superfast broadband to every home and business in Scotland and offers a subsidy of up to £5,000 for eligible properties via the Superfast Broadband Voucher Scheme (SBVS). Midlothian residents and businesses can find out more about the programme and access an address and eligibility checker through Locate in Midlothian to see if they can benefit from the programme Midlothian Business Directory The Midlothian Business Directory launched at the start of December 2023, replacing the older, less functional directory held on the Midlothian Council website. The new directory allows Midlothian businesses to have a listing on a dedicated webpage with images, an outline of their business activity, the business location and links to websites and social channels, all at no cost. Businesses are also highlighted on a map of Midlothian and categorised by sector, enabling businesses, suppliers and consumers to easily find local businesses. The Midlothian Business Directory can also be used by Council Services to support the strategic priority of redirecting public sector spend to the local economy by making it easier for them to find local businesses for tender opportunities. As of the end of 2024/25 we have 134 local, Midlothian-based businesses listed on the directory. Those signing up also have the option to choose whether they would like their details passed onto Midlothian Council’s Education Service to help further the development of young people in the area. They can opt in to offer opportunities for young people in their business, work experience, site visits for pupils and doing talks in schools. 76 Businesses have agreed to work with the Education Service via our Business Directory. Page 430 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 21 OFFICIAL Funding The latest Midlothian funding opportunities for businesses are hosted on a dedicated webpage. All Economic Development and Business Gateway Midlothian grant funding opportunities are outlined, including the UKSPF Midlothian Local Business Support Fund, Midlothian Start Up Fund, Social Enterprise Start up and Grow fund and the Business Association funding. Businesses are directed to a Business Gateway Adviser for application support. Social Enterprise Support Locate in Midlothian has a dedicated webpage outlining the support available for those thinking of setting up or already operating a Social Enterprise in Midlothian. It highlights the legal structures a Social Enterprise can adopt, the support available from Economic Development, Business Gateway Midlothian and external partners, and showcases some of the successful Social Enterprises already operating in Midlothian. Benefits of living in Midlothian The key benefits of calling Midlothian home are highlighted on the website with information on towns and housing, education, access and transport infrastructure and leisure activities in the area. The aim is to showcase why Midlothian is an outstanding place to call home. Things to see and do when visiting Midlothian Along with promotion of the Midlothian Tourism Forum and associated Visit Midlothian website, Locate in Midlothian highlights some of the award-winning attractions Midlothian has to offer with links to increase traffic to local business websites. Regular promotional articles, events and seasonal articles highlight what is happening in Midlothian for visitors and residents. Website Performance Locate in Midlothian Website Performance 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 Unique Visits 10,601 12,714 8,637* n/a 24,925 Page views Metric not tracked in this year 23,394 15,405* n/a 59,330 *In January 2023, as requested by Digital Services, we updated our google accounts to ensure all Council accounts were on the same platform. Unfortunately, this has led to us being unable to access our Google Analytics account until April 2024, website stats shown are affected by this. Locate in Midlothian - Social Media The Locate in Midlothian audience is made up of investors, partners, residents, visitors and workers in Midlothian. Social Media posts focus on local news and events for those living and working in Midlothian and visitors to the area, the channels share partner and local business news and events along with highlighting council news where appropriate. The Locate in Midlothian brand is used to increase visibility of Midlothian activity across all sectors and industry to encourage engagement, support and access to opportunity for all. Page 431 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 22 OFFICIAL The channel posts daily, often several times a day depending on content availability with a mix of in house and external news and events including the posts of local businesses, groups and partners. Regular posts include: • Local news and events for businesses and local people • Funding for local groups and third sector organisations • Local business successes and achievements • Local business offers • Council news • Job opportunities Locate in Midlothian Social Channels yearly growth Social media following 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 Facebook followers 260 493 587 755 810 Instagram followers 422 778 904 935 959 Locate in Midlothian Newsletters In December 2022, the first email newsletter was launched. These newsletters are sent out to the Locate in Midlothian mailing list quarterly. Dec 2022 April 2023 August 2023 Dec 2023 March 2024 June 2024 Dec 2024 Industry Averages (across all industries) Subscribers 206 240 266 300 316 342 368 - Open Rate 59.2% 57.9% 65.4% 56.3% 59.4% 35.5% 36.9% 21.5% Click Through Rate 9.2% 10.2% 8.7% 10.2% 9.4% 6.9% 6.4% 2.3% Click per unique open rate 15.5% 17.3% 13.4% 17.8% 15.8% 19.5% 17.3% 10.5% The newsletters perform very well compared to industry averages across the board. When we have noticed dips in engagement, we have learned from this and now have a robust template for newsletters with the right amount of information and links. We also include an introduction from Elected Member, Cllr Colin Cassidy or the Service Manager, and provide a mix of business focused news, events and support with a couple of business promotions and ‘what’s on’ style features. Page 432 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 23 OFFICIAL Section 5: Business Gateway Midlothian Business Gateway is a Scottish Government funded national business support service, delivered locally by the Economic Development Service with a regional SLA. Since the service moved into the local authority the SLA has been awarded on a yearly basis, in 2025 it will move to a 3-year contract, creating job security for our local Advisers. The removal of the ERDF programme will realise an uplift from £125k per annum to IRO £158k per annum for Midlothian, this has yet to be confirmed with a new SLA, we anticipate adding a part time Adviser to the existing two full time Advisers. The regional partnership (Edinburgh, East, Mid and West Lothians) includes the delivery of a suite of webinars, delivering this regionally is more efficient for the service. Business Gateway Midlothian has adopted a digital first approach; while this aids the Green Agenda and reduces carbon emissions, primarily this supports a more efficient, client-focussed delivery of the service in the following ways: • Advisers can arrange and conduct a higher volume of client meetings per day via streamlined onboarding through the BG Hub and CRM system with no travel time for Advisers and clients. This has resulted in no lost time due to fewer cancelled or rescheduled appointments caused by traffic delays, lateness, or changes to client work schedules. • There is a seamless transition and turnaround from one meeting to the next; especially as there is no need to find and book a private space. • Clients benefit from the greater flexibility with this approach; with fewer issues caused by their work commitments, caring responsibilities, and ability to travel. Finance Expert Help 16 businesses supported Value of £26,647.50 HR Expert Help 22 businesses supported Value of £45,000 Net Zero Nation Expert Help 13 businesses supported Value of £45,000, including support to create a carbon reduction plan Learn Ecommerce Expert Help 32 businesses supported Value of £21,707.97 460 new jobs brought to Midlothian from start-up businesses since 2022 475 new business start-ups supported since 2020 £15.4M contributed to Midlothian’s economy from new business start-ups since April 2022 225 businesses have attended post pandemic Business Gateway Midlothian Coffee Mornings since April 2023 Page 433 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 24 OFFICIAL • Conducting virtual meetings has also benefited Clients with disabilities or neuro-diverse conditions, where ability to travel or lack of self-confidence would provide a barrier to receiving the required support. • Client confidentiality is ensured. • Greater potential for clients to benefit from the many business support webinars – these funded 2-hour classes can be viewed from home and cover all aspects of business support, from start-up to digital marketing, website analytics to finance and book-keeping. In terms of support BG Midlothian provides the following: • Local office support - enquiries can be made through multiple channels, via the website, by completing a PTS or SYB registration enquiry, by calling and leaving a voicemail or emailing the dedicated Council mailbox for BG Midlothian.BG National Team set a requirement for all enquiries to be responded to within 3 working days. In Midlothian, ALL enquires are responded to SAME DAY or the next day either by phone or by email. The focus is on setting up a meeting with an adviser and building the client relationship from the start. • Client Meetings - the BG Service adopts a relationship management approach. Client meetings last a minimum of 45 minutes depending on client needs, subsequent meetings will be arranged to progress support at a time that suits the client. The focus is on understanding the client, their specific need, and tailoring support to meet that need instead of the transactional process of sending generic emails with links and keeping clients at arms- length. Meetings can cover one or many of the following: • Start-Up advice & administration; registering a business, tax commitments, setting up a bank account and other admin considerations. • Cash flow support and guidance. • Support and guidance to write a business plan. • Mentoring & coaching. • Finance, profitability and price-setting. • Innovation, development of prototypes and viability testing. • Directing to funding support; grants, SPF, business loans such as DSL, BLS, IFS. • Directing to Council support, planning, building standards, environmental health, licensing etc., • Referrals to partner bodies where relevant such as Scottish Enterprise or Skills Development Scotland. The Business Gateway service is open to all, from individuals with the germ of an idea, to the largest employers in the region. Our purpose is to support good enterprise and economic development in line with CWB principles. This remit therefore covers those with accessibility needs or people looking Page 434 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 25 OFFICIAL to get off Universal Credits, to businesses ready for the next stage of growth and development by upscaling to larger premises or employment creation. The service also provides: • Fully Funded Business Webinars. • Written resources/sector specific packs on website covering all areas of business administration and strategy. • College BASE Hub, enterprise hub set up in partnership with Edinburgh College, weekly sessions delivered for drop ins and clients that require in person support to develop cashflow projections or business plans. • Coffee Morning and Events Enquiries The table below details the level of enquiries the Midlothian service has received and responded to since 2021, we were unable to manage the enquiry administration during the first year of Covid due to the volume, range of channels used and the focus on administering grants. Enquiries are mostly resolved by arranging client appointments to ensure we understand needs properly and provide the right support. As an example, a client may have an enquiry related to funding, to secure funding they will require a written business plan and cashflow projections, which we can support them to develop increasing the chance of a successful application than sending them a link to a fund. Enquiries cover a vast range of topics, from specific questions to general support and advice. Strengthen Your Business (SYB) was added to the BG website in 2024. It is designed for existing businesses that are not new but would like Business Gateway support, some new businesses come through this channel instead of PTS, rather than asking the client to complete the right form we work with the reduced information that the SYB delivers. Financial Year 21 - 22 22-23 23-24 24-25 Total CRM Enquiries 507 337 420 395 1659 PTS Received n/a 286 235 198 719 SYB Received n/a n/a n/a 58 58 Totals per year 727 532 655 651 2565 Examples of clients we are currently working with: Catherine Isted – a marketing consultant that receives regular mentoring support; specifically around boundary setting with her clients, managing workload, and appropriately pricing her services to match her value. Catherine also presented at one of our women in business events, this was new to Catherine and has helped to build her confidence opening up a new route to business. Page 435 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 26 OFFICIAL Caroline Cooper – an experienced copywriter working at an executive level running her own business for the last 20 years, Caroline reached out to the service through the new ‘Strengthen Your Business’ enquiry as her revenues have fallen sharply and had traditionally been based around existing contacts. We have been working on strategy, business planning, establishing her own ‘brand’ and value proposition, networking, and methods to reach new customers. Yvonne Watt – Yvonne is an experienced nursery manager who registered via PTS. Over the last two years Yvonne has been supported to develop a cash flow and business plan to secure funding for the purchase a premises. Last year we worked with Yvonne again, helping her to successfully apply for MLCs HR Expert Help programme; this allowed her to learn how to recruit locally in line with Fair Work principles. Yvonne’s nursery opened earlier in 2025 – Pixies Quality Childcare – and offered guidance and recommendations along the way as required. Appendix 5 contains more detailed case studies. BG Redesign – ‘Gateway to the Future’ In 2022, following extensive research sponsored by the Business Gateway Board a new service design programme called Gateway to the Future (GTTF) was initiated. GTTF will enhance service delivery across Scotland through streamlining internal processes, improved customer engagement, and ensuring that advisers are better equipped to support businesses. The Midlothian Advisers nominated themselves as ‘GTTF Ambassadors’ to facilitate the service redesign which involved contributing to 10 completed project to date. The Redesign project has further projects in the pipeline. These include: • Updated National Service Specification (NSS), outlining BG’s key objectives, goals, principles and a full breakdown of our services in one place, ensuring consistency of delivery throughout Scotland. • Objectives and KPIs updated to ensure accurate measures and reporting on performance in the future, highlighting the impact of BG overall. • Strengthen Your Business (SYB) launched to aid onboarding and support for existing and growth businesses. A ten-minute registration provides a personalised dashboard and connects them with their nearest Business Gateway office in one go. The experience should result in a smoother introduction to the service with a personalised feel. • The BG Hub provides a central location for advisers and all Business Gateway staff to connect and share information. Designed to streamline communication and enhance knowledge sharing between teams, while also offering direct access to resources and tools. • A communications strategy provided an efficient, unified, one-stop way of sharing information for internal use. • Digital Boost webinars subsumed into the core Business Gateway offering following the cessation of funding for Digital Boost in April 2023, these webinars are vital for helping Page 436 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 27 OFFICIAL customers to understand how digital platforms can benefit their businesses and how to use them effectively. • CPD Programme to ensure equal opportunity for professional development regardless of location, awareness sessions have been developed focussing on current relevant business priorities and challenges. • Planning to Start (PTS) tool integrated into CRM to reduce local area manual inputs and ensure start-ups could easily receive the right advice from Business Gateway. • Online portal (prototype) will ensure advisers and clients are kept up to date with their progress. This is a longer-term project and a future focus of the service redesign. • Updated Programme rules in line with the refreshed National Service Specification and new ways of working. The Programme Rules offer guidance on all aspects of national and local delivery, to ensure consistency and that all customers receive the same experience of the BG service. • New customer categories have been developed with suggestions by BG Midlothian ambassadors taken up (for example changing the category ‘aspirational pre-starts’ to ‘pre- start plus’ to avoid confusion with other growth categories). Planning is currently underway for future projects and Ambassadors will continue to engage with the development teams for the duration of the Redesign Project. Edinburgh College – ‘Enterprise Hub’ An action in the Single Midlothian Plan for the Wellbeing Theme was to create an Enterprise Hub, the Theme Lead Officer approached Edinburgh College to create a weekly business support base at Hardengreen to support enterprise development for residents, students and college staff. The Hub opened at the Dalkeith Campus in November 2023. The Enterprise Hub operates weekly with a BG Adviser on site and the service’s support for the college’s Pathfinder application has allowed the Hub to develop an integrated, partner led enterprise hub across all 4 campuses with multiple partners now involved, including SDS, Princes Trust, Napier University’s Bright Red Triangle to provide comprehensive, integrated enterprise training and support. Business Gateway Midlothian is the only BG office committed to a weekly on-campus presence. The college has committed to continuous development of the Hub and partnership working with the following priorities in progress: • Launch of a website, on which BG Midlothian will feature; with a link to PTS and SYB registration. • Obtaining data from BG to support strategic planning. • Development of a marketing plan. • Development of a referrals and booking system to ensure we can get registrations to the BG service. Page 437 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 28 OFFICIAL • Develop understanding within faculties and between staff and students; how enterprise and entrepreneurship is not focussed purely on vocational subjects but important for everyone. Business Gateway Performance Year New Start Up Businesses Contribution to local economy in 1st year of trading Jobs Created by Start Ups Preparing to start enquiries 2020/21 102 n/a n/a n/a 2021/22 122 n/a 162 n/a 2022/23 118 £7,010,000 142 286 2023/24 103 £5,820,000 147 235 2024/25 131 £6,245,000 171 198 Totals 576 £19,075,000 622 719 Expert Help – Consultancy Support for Local Business The Expert Help programme provides consultancy support in specialised areas to businesses in Midlothian. A Quick Quote published by Economic Development resulted in two local suppliers being awarded contracts which launched in February 2023 for HR Support and Financial Management. Businesses were referred by their BG Adviser to apply for expert help support. These programmes closed in February 2025; 22 clients benefitted from HR support and 16 from Financial Management. Client Feedback Julie was absolutely brilliant. She ran an employee voice survey, and subsequent report, which really helped us understand the happiness and wellbeing of our staff and provided valuable feedback from our team on where we could improve. This was so useful for us as culture is a major part of our business - if your workers are happy, they work more efficiently. Imogen Armstrong, Director, Secret Garden Distillery (HR Support) The support saved us a considerable amount of time developing and compiling policies, setting up our structures and financial planning with limited experience of doing so. The experience was really positive. Helen is a friendly, approachable expert who happily answered lots of questions that I had minimal knowledge about. I highly recommend Helen. Nicola Melvin, Director, BuildU Scotland CIC (Financial Management) Learn E-commerce Two x 6-week online E-commerce programs have been delivered to 32 local businesses. The first cohort of businesses went live in April 2024 and the second cohort in December 2024. Page 438 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 29 OFFICIAL The businesses received access to industry leading video content on e-commerce solutions and then dedicated follow up 121 advice from technical experts. Client feedback has been incredibly positive, with immediate impact on businesses ecommerce strategy, web design and a tangible effect on sales. It is intended to progress 4-6 clients on a regional Masterclass for E-commerce in 2025/26. Client Feedback Joining the Business Gateway Midlothian Expert Help Learn Ecommerce Programme has been invaluable for my business. I’ve seen a tangible increase in my business's online performance, gained expert knowledge from highly qualified trainers and feel confident in my ability to continue to grow my online business. Beren Yeshua, Director, Tiny Temple I joined this programme after my Business Gateway Midlothian Adviser shared the details with me. I’ve found the programme of great value to myself and my business. The knowledge and understanding I have gained so far is amazing and creating a real impact within my business. With the help and support I’ve received via the one-to-one expert help sessions I have been able to create a more attractive and accessible website which I couldn’t have done without the dedicated help from this programme. Linzi Baginska, Founder, Bali Silicone Moulds Net Zero Accelerator A contract was awarded for the delivery of a Net Zero Accelerator Programme to the social Enterprise, Net Zero Nation (NZN). This was a 12-month funded programme for 13 Midlothian Businesses and commenced in January 2024. The programme took the businesses on a guided 12-month journey to transition their business to become a low carbon operation making them more competitive, compliant and planet positive. The programme helped them realise the Commercial Growth Opportunities from implementing audited carbon accounts and using Net Zero as a go to market strategy. The programme included: • 1:1 support to create their carbon accounts and carbon reduction plan • 12-month subscription to CBN Expert carbon accountancy software • Independently audited carbon accounts and a Streamlined Energy and Carbon Reporting (SECR) compliance report The program provided opportunities to collaborate with members of their cohort and other cohorts via the NZN App to exchange their experiences, including co-investing in carbon removal solutions to maximise economic benefits. Midlothian Council has access to the carbon data for each SME and aggregate this to provide real- time, independently verified, Streamlined Energy Carbon Report (SECR) standard and an understanding of each SME's carbon reduction plan in alignment with Science Base Targets (SBT). On the 22nd of January an in-person event was organised for the graduating cohort hosted at the Energy Training Academy (CIC). Page 439 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 30 OFFICIAL The program was most impactful with the larger production-based clients who are more reliant on supply chain partners or produce goods for major supermarkets, but all the clients involved have been positive about the programme and the effect on their net zero journey. The table below details the financial allocations for each Expert Help input with annual breakdown of spend. Funded Programme Funds Allocated for Distribution Funds Approved Funds Remaining 2022/2023 2023/2024 2024/2025 Finance £45,000.00 £0.00 £10,307.50 £16,340.00 £18,352.50 HR £45,000.00 £2,085 £16,490.00 £26,425.00 £0.00 Net Zero Nation £45,000.00 n/a £45,000 £0.00 £0.00 E-Commerce £42,944.60 n/a n/a £21,707.97 £21,236.63 Total £177,944.60 £2,085.00 £71,797.50 £64,472.97 £39,589.13 Section 6: Economic Development & Community Wealth Building Midlothian & East Lothian Women in Business Series funded by Capital City Partnership 50 Midlothian businesses attended Economic Development Service Events 34 online and in person events hosted since April 2021 305 businesses joined Topics included sustainability, business support, meet the buyer opportunities and funding Community Enterprise Hubs Offer an opportunity to meet with one of the Business Gateway Midlothian Advisers to discuss anything from existing businesses to business ideas that community members are hoping to get off the ground. Plus, it provides an opportunity for them to find out how to access free business support. Gorebridge Primary Community Rooms Woodburn Community Hub Fortnightly on Tuesdays Fortnightly on Mondays BASE HUB Edinburgh College Every Thursday Offers an informal setting for a confidential chat with a Business Gateway Midlothian Adviser about ideas students or community members have for a business. Also provides a confidential space to discuss existing business challenges or opportunities and discover the free support Business Gateway Midlothian offers. Page 440 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 31 OFFICIAL Community Wealth Building has been progressed through actions in the Wellbeing Economy Theme of the Single Midlothian Plan. In 2022/2023 we delivered social enterprise development events (digitally) to work with communities to identify service gaps or community ideas suited to the social enterprise model, this led to support for new social enterprise through the Business Gateway Service. The Penicuik Community Initiative was first explored at one of these sessions and is now fully operational in Penicuik Town Centre recycling household items from premises in the central shared retail space. Business Gateway supported the initiative and introduced the leaders to the landlord of the commercial space to encourage collaboration. We also facilitated Employer Engagement Surgeries to raise awareness with employers of the varied employability initiatives, outline training opportunities for their staff, providing Business Gateway support along the way. The partners involved in these surgeries included CLLE, SDS, DWP and Capital City Partnership. We hosted Tourism Roundtable Events for Midlothian Tourism Forum members to share challenges and opportunities at an early stage so that Economic Development could support them to resolve issues, and BG could support the progression of new opportunities. Several of those that first met us through this forum continue to engage highly with the service. Between January and March 2024 partnership with East Lothian Council, and funded by ESES CRD via Capital City Partnership, we hosted 5 events focused on support for Women in Business across the 2 regions. 142 businesses registered with 92 attending (50 from Midlothian). Topics included: • Launch event on Business Resilience for Women in Business, Speaker Kapow Coaching based in East Lothian • HR Essentials for SMEs, speaker from the HR Dept. based in East Lothian • Financial Resilience, Speaker HM Finance and Coaching based in Midlothian • Realising your Business Potential and Promoting it Effectively, Speaker Elevator & Michelle Brown PR based in East Lothian • Digital Marketing, Speaker Northern Edge Marketing based in Midlothian Appendix 6 contains the full report for these events. In 2023-2027 the Wellbeing Economy Actions focussed on Community Wealth Building and supporting a culture of entrepreneurship in communities and educational settings, this work will continue to evolve and be delivered through to 2027 with support from our Business Gateway colleagues. Community Wealth Building Community Wealth Building is a key economic development approach to enable a wellbeing economy for Midlothian, globally recognised as a transformative tool that unlocks creative solutions Page 441 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 32 OFFICIAL to suit different challenges in communities and local economies. It aims to reorganise the local economy so that wealth is not extracted but broadly held and generative, with local roots, so that income is recirculated, communities are put first, and people are provided with opportunity, dignity and well-being, bringing social, economic and environmental benefits. It is designed to harness the economic leverage of local anchor organisations and seeks to transform our local and regional economic systems to enable more local communities and people to own, have a stake in, access and benefit for the weather our economy generates. Since the Covid pandemic, knowing that business as usual was not likely to return, the Economic Development Service adapted their approach in recognition of the opportunities a people centred approach could generate. As noted earlier in this report, we used our SMP Theme to reach people in communities that we otherwise may not have reached and worked with our procurement colleagues to develop the Local Procurement Strategy. These actions shifted the thinking in our service, and all Officers adopted a community wealth building approach to their activities and the development of new initiatives. Community Wealth Building is based on 5 key pillars: • Progressive procurement of goods and services • Plural ownership of the economy • Making financial power work for local places • Fair Employment and just labour markets • Socially productive use of land and property The Midlothian Strategy for Inclusive Economic Growth 2025-2030’s central tenet is Community Wealth Building to put People, Place and Planet at its’ heart. The Community Wealth Building Bill published on 28th March 2025 ensures that Scottish Policy will further the transition to a wellbeing economy for Scotland. Community Wealth Building Activity to date has been led by the Economic Development Service, covering 3 of the 5 pillars, further cross council and external partnership work will be developed in the 2025/26 year through the Midlothian Community Wealth Building Action Plan which will go before Council in June 2025. Progressive procurement of goods and services The Local Procurement Strategy (LPS) published in 2021 will be superseded by the Community Wealth Building Action Plan and new legislation that will be forthcoming due to the Community Wealth Building Bill. The purpose of the LPS was to engage better with local SME’s, the third sector and supported businesses to achieve a mixed economy of suppliers to develop local supply chains and maximise opportunities for these suppliers to participate in local government procurement exercises. The Economic Development Service have implemented the following measures to support the Local Procurement Strategy and the Community Wealth Building Pillar of Progressive Procurement: Page 442 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 33 OFFICIAL • Working closely with the Council’s Procurement team, where contract opportunities are advertised on Public Contracts Scotland (PCS) website, these are shared via our social media channels and directly with our Business Gateway colleagues to liaise directly with local businesses that may be suitable to bid. This is in addition to actively monitoring Procurement opportunities published on PCS for example, for Scotland Excel. • Increased engagement and regular meetings with Procurement to enhance collaborative working and establish contract pipelines to support early engagement with businesses, work in this area continues to develop with plans to create working groups to take forward further activity in this area. • In conjunction with Procurement, identify upcoming opportunities that would benefit from Meet the Buyer events and arrange these events in conjunction with our Business Gateway service and other Council services. • Hold quarterly (and ad hoc) meetings between Economic Development and Procurement services to plan activities and progress opportunities. • A Procurement guide has been created for businesses venturing into procurement for the first time to simplify the process and provide information on where to find procurement guidance and support. • The appointment of a CWB officer through the Shared Prosperity Fund has been instrumental in supporting businesses to register with Public Contract Scotland. This post ended 31/03/2025 so this work will now be absorbed into the existing service. • Sharing of procurement information and training available through Supplier Development Programme to increase the knowledge of public sector tendering to enable businesses to become more “tender ready”. • Support events held by third parties, for example, supply chain opportunity events, through promotion, attendance and engagement with local businesses. • Economic Development and Procurement attendance at quarterly Supplier Development Programme meetings. • Established a procurement mentor within the Economic Development service to provide 1 to 1 mentoring and support sessions to local businesses on procurement processes to improve and develop access to public sector contracts. Contracts Register The Procurement Service is currently updating the contract register, this tool will be used to identify contracts coming to an end, with lead time that will enable the Economic Development Service to support local businesses to be tender ready. Midlothian Council recently committed to the Buy Social Pledge, a Scottish Government initiative managed by Social Enterprise Scotland, that encourages procurement services to consider the Third Sector when progressing contracts. This includes a commitment to report on Midlothian Council’s spend with local SME’s and Third Sector Organisations, this data should be accessible from the Contracts Register. Page 443 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 34 OFFICIAL Meet the Buyer Events Several Meet the Buyer events have been held with local businesses. • February 2023: A Morrison Construction Meet the Buyer event was held. • March 2023: An event was held regarding Midlothian Council’s Building/roofing tendering opportunity and was attended by staff from Economic Development, Business Gateway Midlothian, Procurement and BMS. March 2023: An event was held at the National Mining Museum in Newtongrange to engage with local suppliers for Midlothian Council’s Building/roofing contract, the event was attended by staff from Economic Development, Business Gateway Midlothian, Procurement and BMS. 24 local businesspeople attended. • July 2023: A meet the buyer event was held by FES to engage with the local supply base to support the District Heating Network in Shawfair. • January 2025: Two online Meet the Buyer events were held to support the Client Transport Services framework being tendered by Midlothian Council Procurement team. To further support the Client Transport Services framework tendering process, Economic Development delivered an online session on how to register for and use Public Contracts Scotland. Dedicated Procurement Support Under Community Wealth Building, additional procurement support has been provided between 2023 and 2025 to 14 Business Gateway Midlothian clients who requested extra procurement support from their Business Gateway adviser. In all meetings clients were shown how to use Public Contracts Scotland and how to register for Supplier Development Programme (SDP) as well as discussion around Scotland Excel frameworks. All clients had seen tender opportunities they wished to apply for and were given the advice and support needed to help them apply. Plural ownership of the economy Social Enterprises As noted earlier in this report Economic Development has been engaging with partners and communities through the Single Midlothian Plan activity, projects and clients are referred to Business Gateway Advisers for support, to set up, access funding and create a revenue generating model to reduce reliance on grant funding. Plural Ownership includes cooperative models and employee- owned enterprises. Although we have supported social enterprises since 2020, we did not begin recording support until 2023/24 and it was recorded as unique entities in each quarter so there is likely to be repeated entities in the data below but it does give an indication of the output level in supporting social enterprises that in turn reflects value from the recipient as they continue to engage. In 2023/24 we recorded 63 social enterprises supported. In 2024/25 we recorded 62 social enterprises supported. Midlothian Business Associations Page 444 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 35 OFFICIAL In 2023 we actively pursued the development of Business Associations, hosting sessions for businesses to discover the benefits of working with other businesses to collaborate instead of competing with examples of how it could improve their business and unlock access to other opportunities to grow their business. Midlothian currently has 4 Business Associations, 3 Geographic and 1 Thematic that have been supported by Economic Development to aid collaboration, bring businesses together and allow them to access further funding opportunities and have a collective voice to benefit their local community or sector. Fair Employment and just labour markets As noted earlier in this report, we allocated £45k in expert help funding to support local businesses develop their fair work policies with clear cost benefit analysis for each business. Our Business Gateway Advisers include discussions on fair work and just labour markets with employers to encourage and influence uptake at a local level. Dalkeith Means Business Formed in August 2024 Currently in the consultation phase, this business association will represent the interests of retailers in Dalkeith and work to improve the offer in Dalkeith Town Centre. Penicuik Shop First Formed in August 2024 This Business Association represents the interests of retail businesses in Penicuik and is working to improve the visibility of Penicuik town centre as a retail destination. Midlothian Food & Drink Producers Currently in development. This business association will bring together food & drink producers in Midlothian to aid collaboration, drive innovation, explore local supply chains/providence retailing and offer a sounding board for businesses in the area. Rosemains Steading CIC Formed in October 2023 with support from LACER Funding. This business association represents the collective businesses based at Rosemains Steading. Providing coordinated marketing and on-line sales, as well as quarterly markets for resident and local businesses. It also coordinates the approach to the continued development of the steading. Page 445 of 482
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Economic Strategy for Growth 2020-2025 Performance Report 36 OFFICIAL Appendices – available in the Members Library. Appendix 1 – Covid Funding 2020 – 2022 Appendix 2 – Economic Development Service Funding 2020 - 2025 Appendix 3 –Green Transition Fund Report Appendix 4 – SPF Report 2022- 2025 Appendix 5 – Case Studies Appendix 6 – Women in Business Report Page 446 of 482
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Midlothian Council Tuesday 24 June 2025 Item No 8.14 Midlothian Tourism Strategy Progress Report Report by Derek Oliver, Chief Officer - Place Report for Information 1 Recommendations It is recommended that Council: Notes the progress made to date in developing the Midlothian Tourism Strategy 2025 - 2030. Acknowledges the importance of commissioning robust tourism data (via the Scarborough Tourism Economic Activity Monitor – STEAM) to provide a reliable baseline for decision-making and strategic development. Supports the proposed approach to stakeholder and visitor engagement to ensure that the strategy reflects both quantitative trends and qualitative insights from local communities, businesses, and visitors. 2 Purpose of Report/Executive Summary The purpose of this report is to update Council on the rationale for developing an independent Midlothian Tourism Strategy for the period 2025 - 2030 and to outline the progress made to date. The development of a standalone tourism strategy reflects the growing importance of tourism within Midlothian’s local economy and the wider City Region. It seeks to unlock the area’s tourism potential through a coordinated, evidence-based, and partnership-led approach that aligns with the Midlothian Strategy for Inclusive Economic Growth 2025 - 2030. The report highlights the importance of investing in both quantitative and qualitative data collection to shape a well-informed, targeted strategy. The commissioning of STEAM data will fill a gap in reliable tourism performance indicators, while a visitors survey and stakeholder consultations will provide critical insights into visitor behaviours, experiences, and community perspectives. Page 447 of 482
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The strategy aims to promote sustainable tourism development that supports local businesses, enhances the visitor experience, and contributes to community wealth building. The final strategy will be shaped by data, engagement, and alignment with key council priorities. Date 22/04/2025 Report Contact: Name Nathan Gallogley Tel No 07901 864996 Nathan.Gallogley@midlothian.gov.uk Page 448 of 482
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3 Background/Main Body of Report 3.1 Midlothian has not had an independent tourism strategy in recent years. Instead, tourism was previously absorbed into wider economic strategies, limiting the ability to address the unique opportunities and challenges facing the local visitor economy. However, with tourism increasingly recognised as a growth sector in Midlothian and the wider Edinburgh and South East Scotland City Region, it is both timely and necessary to develop a standalone Midlothian Tourism Strategy. This strategy will align with the Midlothian Strategy for Inclusive Economic Growth 2025 - 2030 and ensure tourism is treated as a distinct and strategically significant contributor to sustainable development and community wealth building. 3.2 An independent tourism strategy will enable Midlothian to shape a distinctive identity in a competitive visitor market, support inclusive economic growth, and ensure that local businesses and communities benefit directly from increased visitor activity. By taking a more coordinated approach, the strategy can help safeguard and create jobs, drive local wealth generation, and provide clear direction for investment, infrastructure, and development. 3.3 There is clear potential for tourism led economic growth in Midlothian, driven by existing strengths such as our proximity to Edinburgh, a growing active travel network, and a wide range of heritage, cultural, and outdoor assets. Developing a tourism strategy will enable the Council and its partners to unlock this potential through a targeted, collaborative, and data-driven approach. 3.4 There is strong capacity for growth in Midlothian’s tourism sector. Through dedicated strategic actions, to be defined within the new strategy, there is the potential to increase visitor numbers, extend average length of stay, support new product and experience development, and enhance the quality of the visitor offer. The strategy will also explore opportunities to grow specific segments such as heritage, culture, nature-based, and active travel tourism. These actions are expected to contribute to: • Business Growth: By supporting local tourism businesses with data, insight, training, and networking opportunities, the strategy will encourage business resilience, innovation, and market adaptation. • Job Creation and Safeguarding: A more vibrant visitor economy can directly and indirectly support new jobs in accommodation, food and drink, attractions, retail, and transport, while safeguarding existing employment in the sector. Page 449 of 482
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• Community Wealth Building: The strategy will align with Midlothian’s community wealth building approach by anchoring tourism development in local ownership, develop local supply chains and employment, ensuring that the benefits of visitor spend are retained within communities. 3.5 Since the Economic Development Officer focusing on Tourism, Culture and Heritage joined Midlothian Council in 2023, funded by the UK Shared Prosperity Fund (SPF), the Economic Development Service have led efforts to revitalise the tourism sector, working closely with colleagues across council services and external partners to identify, develop and influence projects. Partnerships have been strengthened with national and regional organisations such as VisitScotland, the ESES City Region Deal Visitor Economy Partnership, and the Midlothian Tourism Forum. Internally, cross-service collaboration is being encouraged to ensure that tourism is embedded in planning, transport, and infrastructure discussions. Quantitative Data 3.6 A key foundation for developing an effective tourism strategy is access to accurate, localised data. Since Midlothian Council’s participation in the STEAM (Scarborough Tourism Economic Activity Monitor) programme ended in 2019, due to budget constraints, there has been a significant gap in reliable, Midlothian specific tourism insights. While 29 other Scottish local authorities and both national parks continue to use STEAM, Midlothian’s absence from the dataset has limited its ability to assess the true impact of tourism particularly in terms of accommodation, day visits, and the economic contribution of events and attractions. In the absence of local data, the Council has had to rely on regional figures which, due to Edinburgh’s dominant visitor economy, do not provide an accurate representation of Midlothian’s tourism landscape. This lack of precise data has made it more difficult to make informed decisions and to effectively promote and develop the area's visitor economy. 3.7 The STEAM data is a tourism economic impact measurement tool that quantifies local economic contributions from tourism. It collects and analyses supply-side data, visitor surveys, and tourism performance metrics. This 'bottom-up' approach ensures robust and detailed insights into tourism’s impact across multiple levels, including local authorities, regional bodies, and national organisations. 3.8 Year 1 STEAM data was funded through the UK Shared Prosperity Fund (SPF) 2022 - 2025 programme. The total cost of the data collection and analysis up to 2026 will be funded through income Page 450 of 482
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generated by the Economic Development Service and will therefore not impact on Council budgets. At present, no budget has been allocated beyond 2026 for data collection and analysis. 3.9 The five main groups of visitors for the purposes of STEAM output reporting are: • Visitors Staying in Serviced Accommodation • Visitors Staying in Non-serviced Accommodation • Visitors Staying with Friends and Relatives • Staying Visitors (comprising the above three visitor groups) • Day Visitors. 3.10 The impacts generated by tourism will be expressed as outputs by month as follows: • Economic Impact (direct and indirect) • Visitor Days • Visitor Numbers • Employment Supported • Vehicle Days • Vehicle Numbers • Bed Stock • Employment Sectors in which Employment is Supported • Economic Impact Distribution by Sector 3.11 For each reporting area the following will be supplied: • An Excel file containing the gap of historical STEAM data (subject to availability from existing STEAM research) covering the period 2019–2024, provided in Year One. This enables trend analysis and the ability to adjust presentation/reporting variables. In subsequent years, data for the most recently completed year will be added to the same level of detail. • A pdf document containing the full output from the data file, excluding the master data table 3.12 The key aim is to align tourism with transport, planning, and economic strategies, identify joint funding opportunities, and embed tourism into major developments. It also focuses on data sharing and promoting sustainable tourism that balances economic, environmental, and community needs. 3.13 Benefits include improved decision-making, reduced siloed working, better use of data (including STEAM), and stronger integration of tourism into strategic priorities. Page 451 of 482
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3.14 A Tourism Implementation Group, led by Economic Development and involving cross-departmental collaboration (e.g. Planning, Transport, Sustainability) and the local sector will drive delivery of the Midlothian Tourism Strategy and unlock opportunities like RTIF funding. Opportunities with STEAM 3.15 Leverage STEAM as a Business Support Tool: Use STEAM data to provide local tourism businesses with valuable insights and trends, helping them to grow and adapt to market demands. 3.16 Facilitate Cross-Department Collaboration: Working with other council departments to ensure accurate and comprehensive data inputs for GTS (Global Tourism Solutions), leading to reliable and detailed STEAM outputs. 3.17 Share Data Across Council Services: Make STEAM data accessible to other council services to inform strategies and enhance decision making, particularly relevant for major developments. 3.18 Benchmarking and Comparative Analysis: Utilise STEAM data to evaluate Midlothian’s tourism performance against its strategic goals and compare it with other Scottish local authorities. 3.19 Support the Midlothian Tourism Strategy 2025-2030: Align STEAM outputs with the developing Midlothian Tourism Strategy to develop baseline, set achievable goals, monitor progress, and identify areas for improvement. This will also support regional working as a member of the ESESCR Visitor Economy Partnership. 3.20 Strengthen External Funding Applications: Leverage STEAM data to deliver robust, evidence-based insights that highlight Midlothian’s tourism potential and infrastructure needs. This data-driven approach will enhance the quality and competitiveness of funding bids, including current applications such as the Rural Tourism Infrastructure Fund (RTIF) and other relevant programmes. The insights generated will also be valuable to other departments, supporting cross-departmental working and fostering more integrated approaches to economic development and place-based planning. Qualitative Data 3.21 In addition to STEAM data, we will conduct a comprehensive visitor survey and stakeholder consultation to gain deeper insights into visitor Page 452 of 482
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experiences, expectations, and preferences. This valuable input will help shape a strategy that is not only data-driven but also closely aligned with market needs, ensuring a more impactful and sustainable approach to tourism. Survey & Consultation Process Overview 3.22 A phased approach will ensure that insights from actual visitors inform discussions with local businesses and residents, leading to a well- rounded and evidence-based tourism strategy. 3.23 The Visitor Survey was live from the 4th of April to the 25th of April to capture feedback from visitors during the Easter break. The Visitor survey was well received and returned 254 responses (See Appendix B). The Visitor Survey Poster is included (see Appendix C). 3.24 The Midlothian Visitor Survey marked the first phase of our work to better understand tourism in the region. Designed to capture feedback from visitors on their experiences, motivations, and expectations, the survey was available online and promoted through the Locate in Midlothian website, Midlothian Council and Business Gateway social media channels, and via the Midlothian Tourism Forum newsletter. To support wider engagement, QR codes were also placed at key locations including visitor attractions, accommodation providers, and transport hubs. As an added incentive, survey participants had the opportunity to enter a prize draw for complimentary access to the Midlothian Alpine Coaster. The survey officially closed on 25 April 2025, with a total of 254 responses submitted. These insights will be instrumental in identifying trends, understanding visitor behaviour, and highlighting strengths and areas for improvement. The findings will directly inform the development of strategic priorities and shape future tourism initiatives across Midlothian. 3.25 The second phase, Local Stakeholder Consultation, will take place after analysing the visitor survey results to ensure strategic alignment between tourism development priorities and local perspectives. 3.26 The consultation will involve residents to understand their views on tourism’s benefits and challenges while ensuring the strategy supports community wellbeing. Businesses and attractions will also be consulted to assess how tourism impacts them; identify the support they need and explore their role in sustainable growth. During this stage, the first draft of the tourism strategy, shaped by visitor insights, will be shared with stakeholders for feedback, defining priorities to align to visitor demand, business needs and community expectations. This approach ensures that the strategy is grounded in actual tourism behaviour rather than assumptions, and by engaging Page 453 of 482
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stakeholders after visitor insights are gathered, businesses and residents can respond to real data, leading to more informed contributions. 3.27 Using both quantitative and qualitative data in a tourism strategy ensures a well-rounded, evidence-based approach that aligns with market needs. Quantitative data, such as visitor numbers and spending pattern, provides measurable trends, while qualitative insights, like visitor feedback and stakeholder perspectives, reveal motivations and expectations. This combination enhances decision-making by explaining not just what is happening but also why it is happening, leading to a more effective and sustainable strategy. It also improves stakeholder engagement by balancing business, community, and environmental considerations, ensuring tourism development is both data-driven and experience-informed. Next Steps and Timeline 3.28 The development of the Midlothian Tourism Strategy 2025 - 2030 is progressing on schedule. Following the conclusion of the visitor survey on 25 April 2025 and the subsequent local stakeholder consultation phase, a draft strategy will be prepared and circulated for internal review. The proposed timeline is as follows: • May 2025: Analyse visitor survey responses and prepare consultation materials • June 2025: Conduct stakeholder consultation with businesses, residents, and partner organisations • June/July 2025: Draft strategy completed and reviewed by key internal services • August/Sept2025: Final draft strategy submitted for Council approval • October 2025: Strategy formally published and launched This timeline ensures that the final strategy reflects a robust evidence base, inclusive engagement, and alignment with Council priorities. It will provide a clear framework to guide tourism development in Midlothian through to 2030. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource • Financial: There is no budget requirement for STEAM until 2027, as the annual cost of £3,070 will be fully covered by income generated Page 454 of 482
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through Economic Development activities up to and including data supplied for 2026. • Costs associated with stakeholder consultation will also be met from the existing Economic Development resources. • To strengthen the dataset, key Council services including Licensing (for accurate accommodation stock data), Resource Service, and Active Travel (for visitor information at Midlothian owned attractions and routes) must contribute relevant data. Currently, there is limited visitor data available for Council owned attractions and routes; addressing this gap should be a priority in future projects and funding bids to better support tourism economic impact assessments. • Implementation of a Tourism Group, to strengthen cross departmental collaboration and align policies across transport, planning, and economic development. This group will ensure that tourism is embedded in broader policy discussions, promoting coordinated investment and infrastructure development that supports the visitor economy. The group will also facilitate data sharing agreements between council services and external stakeholders, improving the accuracy and depth of tourism insights. • At a minimum, the successful implementation of STEAM requires: o A precise count of bed stock for each accommodation type (Licensing). o Monthly occupancy rates for each accommodation type (VisitScotland) o Bed stock distribution across surveyed areas (Licensing). o Monthly attendance figures for attractions and major events (Resource). 4.2 Digital • Locate in Midlothian will act as the primary platform for sharing data, with Economic Development overseeing updates and maintenance. • Data will be shared digitally through the Locate in Midlothian website. This will be done through integration with the inward investment pages, providing accessible insights to support investment decisions and stakeholder engagement. • Economic Development resources will manage this process by sharing STEAM data online, providing local businesses and potential investors with a clearer understanding of the Midlothian visitor profile, Page 455 of 482
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boosting the region’s appeal and enhancing Midlothian Council’s reputation. Additionally, the tourism strategy consultation will be made available on the Locate in Midlothian website and through social media channels, also managed by the Economic Development Service. • Data will be saved following the Midlothian Council data policy, and the responses will be anonymous. 4.3 Risk • Regional Dataset Misrepresentation: Since STEAM is designed to work at various geographical levels, we are engaging directly with the data provider to ensure Midlothian specific inputs are considered where possible. We will also supplement STEAM data with council data, local business surveys and visitor feedback. • Methodology Gaps for Small/Independent Businesses: STEAM relies on a mix of supply-side and survey data, but smaller businesses may be underrepresented. To counter this, we will work with local businesses to collect additional data and improve representation in the model. • Inconsistent Data Sources & Fluctuations: The flexibility of STEAM allows for monthly adjustments based on real-world changes. We will take advantage of this by actively monitoring seasonal trends and ensuring our inputs are updated regularly for greater accuracy. • Data Security Risks: All STEAM data is stored within secure council approved platforms with controlled access to prevent breaches, adhering to GDPR and internal data protection policies. • Backup & Data Retention: Regular backups are conducted, ensuring historical STEAM data is preserved for long-term analysis and trend comparison. This safeguards against data loss or provider disruptions. • Limited Control Over External Data: STEAM’s flexibility allows for integration of additional local data. We are ensuring that Midlothian’s specific tourism characteristics are reflected by contributing our own datasets where possible. • Risk of Disruptions: We maintain communication with the STEAM provider to anticipate changes in methodology, pricing, or availability. If the dataset were discontinued, we would explore alternative economic impact models and direct business engagement for continuity. Page 456 of 482
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• Tourism Strategy Consultation Risks: Low participation rates from key stakeholders or misalignment of priorities could impact consultation effectiveness. A phased approach with multiple engagement opportunities will be implemented to maximise input. 4.4 Ensuring Equalities (if required a separate IIA must be completed) • Midlothian Council is committed to promoting equality, diversity, and inclusion in all aspects of policy development and service delivery. The development of the Midlothian Tourism Strategy 2025 - 2030 reflects these principles by ensuring that the needs, perspectives, and experiences of diverse communities, residents, visitors, and businesses are considered throughout the process. Engagement activities are designed to be inclusive and accessible, with targeted efforts to involve underrepresented groups. The strategy aims to support a tourism sector that is welcoming to all, promotes social inclusion, and delivers benefits equitably across Midlothian’s communities. 4.5 Additional Report Implications (See Appendix A) See Appendix A Page 457 of 482
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APPENDIX B The Midlothian Visitor Survey Responses APPENDIX C Midlothian Visitor Survey Poster Page 458 of 482
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan • Midlothian Will Be Greener Midlothian Will Have a Wellbeing Economy and be Better Connected. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The work undertaken to date represents a commitment to delivering best value in the development of the Midlothian Tourism Strategy 2025–2030. By underpinning the strategy with high-quality, locally relevant data, the Council is ensuring that future tourism initiatives are well-informed, targeted, and aligned with Midlothian’s strategic goals, ultimately ensuring that resources are directed where they will deliver the greatest impact. Rather than taking a generic or assumption-based approach, the strategy will be grounded in real evidence, shaped by both visitor and community insights. This ensures that the resulting actions not only reflect local needs and opportunities, but also offer the strongest return on investment for businesses, communities, and the Council alike. Page 459 of 482
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A.5 Involving Communities and Other Stakeholders Recognising the importance of an inclusive and collaborative approach, engagement with stakeholders will ensure the strategy reflects the real needs and aspirations of those it will impact. The existing data gap has been highlighted by members of the Midlothian Tourism Forum, as well as by individual businesses, who have called for reliable and locally specific tourism data to inform decision-making and business planning. This stakeholder feedback will be instrumental in shaping the approach to data commissioning and underscores the shared ambition across sectors to grow the visitor economy in a sustainable and evidence-led way. A.6 Impact on Performance and Outcomes The development of the Midlothian Tourism Strategy 2025–2030 demonstrates the Council’s commitment to delivering measurable outcomes through a clear, strategic framework. By aligning tourism priorities with local economic, environmental, and community objectives, the strategy will provide a focused direction for decision making, investment, and partnership working. Ensuring tourism contributes meaningfully to wider council goals and delivers long-term value for Midlothian’s communities. In addition to supporting internal planning, accurate tourism data strengthens Midlothian’s ability to make robust, evidence-based applications to external funding programmes such as the Rural Tourism Infrastructure Fund by clearly demonstrating local need and community benefit. This reinforces the Council’s commitment to working in partnership with communities, businesses, and regional stakeholders to deliver a tourism strategy that is inclusive, strategic, and grounded in real local insight. A.7 Adopting a Preventative Approach Developing the Midlothian Tourism Strategy 2025–2030 supports a preventative approach by identifying future challenges and opportunities early, allowing the Council to take proactive, evidence- based action. The strategy will provide a framework for sustainable tourism development that anticipates pressures on infrastructure, the environment, and local communities—helping to avoid reactive measures in the future. By setting clear priorities and involving stakeholders in shaping outcomes, the strategy empowers communities, businesses, and visitors to contribute to a shared vision, while enabling services to deliver targeted support and long-term value. Page 460 of 482
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A.8 Supporting Sustainable Development The development of the Midlothian Tourism Strategy 2025–2030 plays a vital role in supporting sustainable development by providing a clear vision and action plan that balances economic growth with environmental responsibility and community wellbeing. The strategy will promote responsible tourism by encouraging low-impact travel, protecting local assets, and supporting businesses to adopt more sustainable practices. By aligning with local and national sustainability goals, the strategy ensures that tourism growth contributes positively to Midlothian’s long-term resilience and enhances the quality of life for both residents and visitors. Page 461 of 482
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Midlothian Visitor Survey - Chance to win free Alpine Coaster rides for your family!: Summary report This report was created on Monday 09 June 2025 at 09:50 and includes 254 responses. The activity ran from 20/03/2025 to 25/04/2025. Contents Question 1: If you would like to enter the prize draw for free Alpine Coaster rides, please provide your email address below. This will only be used to contact the winner and will not be linked to your survey responses. 2 Email 2 Question 2: Where do you live? 3 Where do you live? 3 If you selected overseas or other, please specify where 5 Question 3: What is your age group? 6 Age group 6 Question 4: How many people are in your travel group? 6 How many people are in your travel group? 6 Question 5: Who are you visiting with? 7 Who are you visiting with? 7 If you selected other, please specify who you are with 7 Question 6: Is this your first visit to Midlothian? 7 Is this your first visit to Midlothian? 7 Question 7: How many times have you visited in the past 5 years? 8 How many times have you visited in the past 5 years? 8 Question 8: What was the main purpose of your visit? 8 What was the main purpose of your visit? 8 If you answered 'Other' please specify the main purpose of your visit 8 Question 9: Was this a day trip or an overnight stay? 9 Was this a day trip or an overnight stay? 9 Question 10: How many nights are you staying in Midlothian? 9 How many nights are you staying in Midlothian? 9 Question 11: Where are you staying? 10 Where are you staying? 10 If you selected other, please specify where 10 Question 12: How far in advance did you plan this visit? 10 How far in advance did you plan this visit? 10 If you selected other, please specify when you planned the trip 11 Question 13: How did you find out about Midlothian? 11 How did you find out about Midlothian? 11 If you selected other, please specify 11 Question 14: Which places did you visit in Midlothian? (Attractions/ Towns/ Villages) 11 Enter your answer 11 Question 15: What activities did you do? (select all that apply) 12 What activities did you do? 12 If you selected 'other', please specify 12 Question 16: Overall, how would you rate your experience visiting Midlothian on a scale of 1 - 5 with 1 being the worst and 5 being the best 12 Overall, how would you rate your experience visiting Midlothian? 12 Question 17: How satisfied were you with each of the following? 13 How satisfied were you with each of the following? - Quality of attractions 13 How satisfied were you with each of the following? - Customer service 13 How satisfied were you with each of the following? - Food & drink 14 How satisfied were you with each of the following? - Value for money 14 How satisfied were you with each of the following? - Accessibility/ signage 15 How satisfied were you with each of the following? - Transportation 15 How satisfied were you with each of the following? - Cleanliness/ environment 16 How satisfied were you with each of the following? - Safety/ security 16 How satisfied were you with each of the following? - Accommodation (if applicable) 17 Page 463 of 482
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Question 18: Looking ahead, what do you think should be a priority for improving tourism in Midlothian? (Select up to three) 18 Looking ahead, what do you think should be a priority for improving tourism in Midlothian? 18 If you selected 'other', please specify 18 Question 19: Is there anything else you would like to add about your visit to Midlothian? 18 Is there anything else you would like to add about your visit to Midlothian? 18 Question 1: If you would like to enter the prize draw for free Alpine Coaster rides, please provide your email address below. This will only be used to contact the winner and will not be linked to your survey responses. Email There were 253 responses to this part of the question. Page 464 of 482
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Question 2: Where do you live? Where do you live? Aberdeen Aberdeenshire Angus Argyll and Bute City of Edinburgh Clackmannanshire Comhairle nan Eilean Siar Dumfries and Galloway Dundee East Ayrshire East Dunbartonshire East Renfrewshire East Lothian Falkirk Fife Glasgow Inverclyde Midlothian Moray North Ayrshire North Lanarkshire Orkney Islands Perth and Kinross Renfrewshire Scottish Borders Shetland Islands South Ayrshire Page 465 of 482
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South Lanarkshire Stirling The Highlands West Dunbartonshire West Lothian England Wales Northern Ireland Overseas (Please Specify Below) Other (Please Specify Below) Not Answered 0 72 Page 466 of 482
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Option Total Percent Aberdeen 0 0.00% Aberdeenshire 2 0.79% Angus 0 0.00% Argyll and Bute 1 0.39% City of Edinburgh 62 24.41% Clackmannanshire 2 0.79% Comhairle nan Eilean Siar 0 0.00% Dumfries and Galloway 0 0.00% Dundee 3 1.18% East Ayrshire 3 1.18% East Dunbartonshire 1 0.39% East Renfrewshire 0 0.00% East Lothian 32 12.60% Falkirk 2 0.79% Fife 18 7.09% Glasgow 4 1.57% Inverclyde 1 0.39% Midlothian 72 28.35% Moray 2 0.79% North Ayrshire 0 0.00% North Lanarkshire 4 1.57% Orkney Islands 0 0.00% Perth and Kinross 0 0.00% Renfrewshire 1 0.39% Scottish Borders 16 6.30% Shetland Islands 0 0.00% South Ayrshire 2 0.79% South Lanarkshire 7 2.76% Stirling 1 0.39% The Highlands 0 0.00% West Dunbartonshire 0 0.00% West Lothian 17 6.69% England 5 1.97% Wales 0 0.00% Northern Ireland 0 0.00% Overseas (Please Specify Below) 1 0.39% Other (Please Specify Below) 0 0.00% Not Answered 0 0.00% If you selected overseas or other, please specify where There were 3 responses to this part of the question. Page 467 of 482
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Question 3: What is your age group? Age group Under 18 18-24 25-34 35-44 45-54 55-64 65+ Not Answered 0 87 Option Total Percent Under 18 1 0.39% 18-24 2 0.79% 25-34 30 11.81% 35-44 87 34.25% 45-54 66 25.98% 55-64 51 20.08% 65+ 17 6.69% Not Answered 0 0.00% Question 4: How many people are in your travel group? How many people are in your travel group? 1 2 3 4 5 5+ Not Answered 0 92 Page 468 of 482
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Option Total Percent 1 9 3.54% 2 65 25.59% 3 41 16.14% 4 92 36.22% 5 17 6.69% 5+ 30 11.81% Not Answered 0 0.00% Question 5: Who are you visiting with? Who are you visiting with? Alone Partner/Spouse Family with children Friends Other (please specify below) Not Answered 0 164 Option Total Percent Alone 9 3.54% Partner/Spouse 57 22.44% Family with children 164 64.57% Friends 16 6.30% Other (please specify below) 8 3.15% Not Answered 0 0.00% If you selected other, please specify who you are with There were 10 responses to this part of the question. Question 6: Is this your first visit to Midlothian? Is this your first visit to Midlothian? Yes No Not Answered 0 223 Page 469 of 482
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Option Total Percent Yes 31 12.20% No 223 87.80% Not Answered 0 0.00% Question 7: How many times have you visited in the past 5 years? How many times have you visited in the past 5 years? 2-3 times 4+ times Not Answered 0 173 Option Total Percent 2-3 times 50 19.69% 4+ times 173 68.11% Not Answered 31 12.20% Question 8: What was the main purpose of your visit? What was the main purpose of your visit? Leisure/Day trip for sightseeing or fun Holiday/short break (overnight leisure trip) Visiting friends or relatives Business/work Other (please specify) Not Answered 0 168 Option Total Percent Leisure/Day trip for sightseeing or fun 168 66.14% Holiday/short break (overnight leisure trip) 11 4.33% Visiting friends or relatives 51 20.08% Business/work 8 3.15% Other (please specify) 16 6.30% Not Answered 0 0.00% If you answered 'Other' please specify the main purpose of your visit There were 18 responses to this part of the question. Page 470 of 482
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Question 9: Was this a day trip or an overnight stay? Was this a day trip or an overnight stay? Day trip (No overnight stay) Overnight visit (One or more nights) Not Answered 0 202 Option Total Percent Day trip (No overnight stay) 202 79.53% Overnight visit (One or more nights) 52 20.47% Not Answered 0 0.00% Question 10: How many nights are you staying in Midlothian? How many nights are you staying in Midlothian? 1 2 3 4 5 6 7 8+ Not Answered 0 201 Page 471 of 482
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Option Total Percent 1 5 1.97% 2 8 3.15% 3 9 3.54% 4 5 1.97% 5 0 0.00% 6 0 0.00% 7 3 1.18% 8+ 23 9.06% Not Answered 201 79.13% Question 11: Where are you staying? Where are you staying? Hotel/B&B Self-catering accommodation Camping/Caravan Staying with friends/family Other (please specify) Not Answered 0 201 Option Total Percent Hotel/B&B 8 3.15% Self-catering accommodation 5 1.97% Camping/Caravan 6 2.36% Staying with friends/family 24 9.45% Other (please specify) 10 3.94% Not Answered 201 79.13% If you selected other, please specify where There were 10 responses to this part of the question. Question 12: How far in advance did you plan this visit? How far in advance did you plan this visit? Same day / Spontaneous 1–7 days 1–4 weeks Over a month in advance Other (please specify) Not Answered 0 86 Page 472 of 482
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Option Total Percent Same day / Spontaneous 78 30.71% 1–7 days 86 33.86% 1–4 weeks 50 19.69% Over a month in advance 30 11.81% Other (please specify) 10 3.94% Not Answered 0 0.00% If you selected other, please specify when you planned the trip There were 8 responses to this part of the question. Question 13: How did you find out about Midlothian? How did you find out about Midlothian? Previous visit Recommendation from friends/family VisitScotland website Social media Travel guidebooks/blogs Road signs / stumbled upon it Other (please specify) Not Answered 0 114 Option Total Percent Previous visit 114 44.88% Recommendation from friends/family 72 28.35% VisitScotland website 18 7.09% Social media 59 23.23% Travel guidebooks/blogs 4 1.57% Road signs / stumbled upon it 12 4.72% Other (please specify) 35 13.78% Not Answered 0 0.00% If you selected other, please specify There were 34 responses to this part of the question. Question 14: Which places did you visit in Midlothian? (Attractions/ Towns/ Villages) Enter your answer There were 254 responses to this part of the question. Page 473 of 482
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Question 15: What activities did you do? (select all that apply) What activities did you do? Visiting historic sites Hiking/Nature walks Shopping/Local markets Dining at restaurants/cafés Attending an event/festival Golf/sports/Adventure Other Not Answered 0 146 Option Total Percent Visiting historic sites 108 42.52% Hiking/Nature walks 146 57.48% Shopping/Local markets 92 36.22% Dining at restaurants/cafés 118 46.46% Attending an event/festival 35 13.78% Golf/sports/Adventure 45 17.72% Other 33 12.99% Not Answered 0 0.00% If you selected 'other', please specify There were 33 responses to this part of the question. Question 16: Overall, how would you rate your experience visiting Midlothian on a scale of 1 - 5 with 1 being the worst and 5 being the best Overall, how would you rate your experience visiting Midlothian? 1 2 3 4 5 Not Answered 0 125 Page 474 of 482
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Option Total Percent 1 2 0.79% 2 2 0.79% 3 17 6.69% 4 108 42.52% 5 125 49.21% Not Answered 0 0.00% Question 17: How satisfied were you with each of the following? How satisfied were you with each of the following? - Quality of attractions Very satisfied Somewhat satisfied Neither satisfied or dissatisfied Somewhat dissatisfied Very dissatisfied N/A Not Answered 0 153 Option Total Percent Very satisfied 153 60.24% Somewhat satisfied 87 34.25% Neither satisfied or dissatisfied 5 1.97% Somewhat dissatisfied 2 0.79% Very dissatisfied 2 0.79% N/A 5 1.97% Not Answered 0 0.00% How satisfied were you with each of the following? - Customer service Very satisfied Somewhat satisfied Neither satisfied or dissatisfied Somewhat dissatisfied Very dissatisfied N/A Not Answered 0 138 Page 475 of 482
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Option Total Percent Very satisfied 138 54.33% Somewhat satisfied 80 31.50% Neither satisfied or dissatisfied 13 5.12% Somewhat dissatisfied 2 0.79% Very dissatisfied 0 0.00% N/A 21 8.27% Not Answered 0 0.00% How satisfied were you with each of the following? - Food & drink Very satisfied Somewhat satisfied Neither satisfied or dissatisfied Somewhat dissatisfied Very dissatisfied N/A Not Answered 0 101 Option Total Percent Very satisfied 101 39.76% Somewhat satisfied 100 39.37% Neither satisfied or dissatisfied 18 7.09% Somewhat dissatisfied 2 0.79% Very dissatisfied 1 0.39% N/A 32 12.60% Not Answered 0 0.00% How satisfied were you with each of the following? - Value for money Very satisfied Somewhat satisfied Neither satisfied or dissatisfied Somewhat dissatisfied Very dissatisfied N/A Not Answered 0 105 Page 476 of 482
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Option Total Percent Very satisfied 91 35.83% Somewhat satisfied 105 41.34% Neither satisfied or dissatisfied 36 14.17% Somewhat dissatisfied 6 2.36% Very dissatisfied 0 0.00% N/A 16 6.30% Not Answered 0 0.00% How satisfied were you with each of the following? - Accessibility/ signage Very satisfied Somewhat satisfied Neither satisfied or dissatisfied Somewhat dissatisfied Very dissatisfied N/A Not Answered 0 132 Option Total Percent Very satisfied 132 51.97% Somewhat satisfied 74 29.13% Neither satisfied or dissatisfied 26 10.24% Somewhat dissatisfied 5 1.97% Very dissatisfied 3 1.18% N/A 14 5.51% Not Answered 0 0.00% How satisfied were you with each of the following? - Transportation Very satisfied Somewhat satisfied Neither satisfied or dissatisfied Somewhat dissatisfied Very dissatisfied N/A Not Answered 0 94 Page 477 of 482
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Option Total Percent Very satisfied 94 37.01% Somewhat satisfied 61 24.02% Neither satisfied or dissatisfied 27 10.63% Somewhat dissatisfied 8 3.15% Very dissatisfied 6 2.36% N/A 58 22.83% Not Answered 0 0.00% How satisfied were you with each of the following? - Cleanliness/ environment Very satisfied Somewhat satisfied Neither satisfied or dissatisfied Somewhat dissatisfied Very dissatisfied N/A Not Answered 0 131 Option Total Percent Very satisfied 131 51.57% Somewhat satisfied 87 34.25% Neither satisfied or dissatisfied 21 8.27% Somewhat dissatisfied 9 3.54% Very dissatisfied 0 0.00% N/A 6 2.36% Not Answered 0 0.00% How satisfied were you with each of the following? - Safety/ security Very satisfied Somewhat satisfied Neither satisfied or dissatisfied Somewhat dissatisfied Very dissatisfied N/A Not Answered 0 142 Page 478 of 482
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Option Total Percent Very satisfied 142 55.91% Somewhat satisfied 68 26.77% Neither satisfied or dissatisfied 25 9.84% Somewhat dissatisfied 2 0.79% Very dissatisfied 0 0.00% N/A 17 6.69% Not Answered 0 0.00% How satisfied were you with each of the following? - Accommodation (if applicable) Very satisfied Somewhat satisfied Neither satisfied or dissatisfied Somewhat dissatisfied Very dissatisfied N/A Not Answered 0 176 Page 479 of 482
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Option Total Percent Very satisfied 41 16.14% Somewhat satisfied 22 8.66% Neither satisfied or dissatisfied 14 5.51% Somewhat dissatisfied 0 0.00% Very dissatisfied 1 0.39% N/A 176 69.29% Not Answered 0 0.00% Question 18: Looking ahead, what do you think should be a priority for improving tourism in Midlothian? (Select up to three) Looking ahead, what do you think should be a priority for improving tourism in Midlothian? Better transport and accessibility More outdoor and nature experiences More cultural and heritage attractions More festivals and events Better visitor facilities More accommodation options Stronger promotion and marketing Sustainability and eco-tourism initiatives Other Not Answered 0 128 Option Total Percent Better transport and accessibility 91 35.83% More outdoor and nature experiences 128 50.39% More cultural and heritage attractions 43 16.93% More festivals and events 97 38.19% Better visitor facilities 56 22.05% More accommodation options 23 9.06% Stronger promotion and marketing 71 27.95% Sustainability and eco-tourism initiatives 42 16.54% Other 10 3.94% Not Answered 0 0.00% If you selected 'other', please specify There were 11 responses to this part of the question. Question 19: Is there anything else you would like to add about your visit to Midlothian? Is there anything else you would like to add about your visit to Midlothian? There were 254 responses to this part of the question. Page 480 of 482
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WIN TICKETS FOR THE MIDLOTHIAN ALPINE COASTER! WIN TICKETS FOR THE MIDLOTHIAN ALPINE COASTER! tell us about your visit to Midlothian to enter Scan the QR code to complete our survey and be entered into our prize draw! Your feedback will directly inform Midlothian Council’s Tourism Strategy ** *T&Cs apply - visit locateinmidlothian.co.uk/terms-conditions-midlothian-visitor-survey-prize-draw/Page 481 of 482
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