Agenda Document Pack - Midlothian Council - 09/09/2025
Midlothian Council · 9 September 2025
Back to Midlothian Council — 9 September 2025 and its agenda
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Notice of Meeting and Agenda Midlothian Council Venue: Normandy Court/ Hybrid, Normandy Court, 20 Normandy Dr, Dalkeith, EH22 1JG Date: Tuesday, 09 September 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 327
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1 Welcome, Introductions and Apologies 2 Order of Business Including notice of new business submitted as urgent for consideration at the end of the meeting. 3 Declaration of Interest Members should declare any financial and non-financial interests they have in the items of business for consideration, identifying the relevant agenda item and the nature of their interest. 4 Deputations No items for discussion 5 Minutes 5.1 Minute of Midlothian Council Meeting of 24 June 2025 submitted for approval 4 - 31 Private Minute Addendum of Midlothian Council Meeting of 24 June 2025 submitted for approval 5.2 Minute Volume Index 32 - 33 5.3 Council Action Log 34 - 41 Council Action Log – Private Items 6 Questions to the Council Leader 6 No items for discussion 7 Motions 7.1 Bonnyrigg Bowling Club 42 - 42 8 Public Reports 8.1 Financial Monitoring 2025/26 – General Fund Revenue, report by Chief Financial Officer and Section 95 Officer 43 - 56 8.2 Housing Revenue Account – Revenue Budget and Capital Plan 2025/26, report by Chief Financial Officer and Section 95 Officer 57 - 62 Page 2 of 327
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8.3 General Services Capital Plan – 2025/26 Quarter 1 Monitoring, report by Chief Financial Officer and Section 95 Officer 63 - 74 8.4 Midlothian IJB Draft Strategic Plan 2025-2035, report by Director of Health and Social Care: Midlothian Health and Social Care Partnership, Chief Officer to Midlothian Integrated Joint Board 75 - 178 8.5 School Admission Policy Consultation, report by Executive Director Children, Young People & Partnerships 179 - 188 8.6 Loanhead Additional Support Needs (ASN) Consultation, report by Executive Director Children, Young People & Partnerships 189 - 194 8.7 Education Annual Plan and Report, report by Executive Director Children, Young People & Partnerships 195 - 244 8.8 Appointments to Council Committees and Outside Bodies, report by Chief Officer Corporate Solutions 245 - 248 8.9 Business Travel, report by Chief Officer Corporate Solutions 249 - 252 8.10 Midlothian Play Strategy & Action Plan 2025-2028, report by Chief Officer Children’s Services, Partnerships and Communities and Chair of GIRFEC Board 253 - 321 8.11 Police Scotland – Midlothian Community Action Team (MCAT) and Midlothian Council Funding 2025-2026, report by Executive Director Place 322 - 327 Exclusion of Members of the Public (A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPHS 1, 6 AND 8 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 Grand Départ of the Tour de France in 2027, report by Executive Director Place 9.2 Appointment of Executive Director Children, Young People and Partnerships, report by Chief Executive 10 Date of Next Meeting The next meeting will be held on Tuesday 21 October 2025 at 11am. Page 3 of 327
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INTERNAL USE ONLY DRAFT BY/DATE: REVIEW BY/DATE: 1-993 Minute of Meeting Midlothian Council Tuesday 09 September 2025 Item No 5.1 Midlothian Council Date Time Venue Tuesday 24 June 2025 11.00am Council Chambers, Midlothian House and Hybrid Present: Provost McCall (Chair) Deputy Provost Bowen (Deputy Chair) Councillor Parry (Council Leader) Councillor Cassidy (Deputy Council Leader) Councillor Alexander Councillor Curran Councillor Drummond Councillor Imrie Councillor McEwan Councillor McKenzie Councillor McManus Councillor Milligan 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 Fiona Robertson, Executive Director Children, Young People and Partnerships Morag Barrow, Director of Health and Social Care: Midlothian Health and Social Care Partnership, Chief Officer to Midlothian Integrated Joint Board David Gladwin, Chief Financial Officer/ Section 95 Officer Rebecca Hooton, Chief Officer Children’s Services, Partnerships and Communities. Deputy Chief Social Work Officer Saty Kaur, Chief Officer Corporate Solutions Derek Oliver, Chief Officer Place Alan Turpie, Legal and Governance Manager/Monitoring Officer Ashley Atkins, Senior Communications Officer Nathan Gallogley, Economic Development Officer Magnus Inglis, Resource Officer Education Hannah Forbes, Democratic Services Officer Louise Middleton, Democratic Services Officer Page 4 of 327
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Maria Perez, Democratic Services Officer Nicola Thorburn, Democratic Services Officer 1. Welcome and Apologies The Chair welcomed everyone to this meeting of Midlothian Council and advised that the meeting will be broadcast live and saved to the Council’s archive. Items heard in private will not be made available to the public. Apologies were received from Councillor Pottinger. The Chair passed on their condolences at the sad news of the passing of Professor Geoff Palmer of Penicuik, on the 12 June 2025, aged 85. Sir Geoff was a Professor of Brewing at Heriot Watt University, and it is thanks to his work that there are so many microbreweries in Midlothian. He became involved in racial equality and the Chair met him in 1998 when he was working with Edinburgh and Lothian’s Racial Equalities Commission (ELREC) facilitating training for Lothian & Borders Police. In later years Sir Geoff became internationally known for his work in Edinburgh in relation to the Melville Monument on St Andrews Square. Sir Geoff was always happy to stop for a chat and is a great loss to our community. Councillor Imrie added that they had met Professor Palmer when they moved to Penicuik in 1990 and noted that people could ask any question to Professor Palmer and they would always tell them where they could find the answer, and how they could get the best out of what they were trying to do. Councillor Imrie worked alongside Professor Palmer at ELREC when they were appointed Council Representative in 1996. Professor Palmer did not take the radical view of pulling down statues or destroying history but took opinions on board and led the group in Edinburgh and was a beacon of light in terms of the equality agenda. Professor Palmer was a wonderful person with so much knowledge and won people over wherever they went. The Chair highlighted the contribution of a long serving teacher who is due to retire from Newbattle High School. John Frame has been a teacher for 28 years and in addition to teaching they have run every boys football team at every year group, training five times a week, arranging fixtures, managing referees and getting sponsorship for kits. They have taken the senior football teams to Denmark every year in their summer holidays for 17 years. The Chair wished Mr Frame a very happy retirement. The Chair noted there was one recipient in the King’s Birthday Honour List and that honour went to Sir Richard Ballis of Penicuik who was awarded a Member of the Order of the British Empire (MBE) for their services to disability theatre and sport. The Chair introduced pupils from Dalkeith High School, Evie Scott, Ella Milligan, Rosie Gibbs, Mariya Mohammed, Kayleigh Thom and Mr Hamish Duncan, Principal Teacher of Social Subjects who attended to discuss their experience at The Polar Academy with Council. The Polar Academy are a Scottish Mental Health charity that work exclusively with Scottish secondary schools and have been taking school groups on arctic explorations for over 10 years. Elected Members watched a short film on the expedition and were invited to ask the young people questions on their experience. Page 5 of 327
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Elected Members congratulated the young people on completing the challenge and asked a series of questions about advance training, how far they travelled, what the biggest challenge was, how this experience this has changed how they think about life, whether it has inspired them to travel and what they would say to other young people who have the opportunity to do a similar expedition. The Dalkeith High School pupils advised that they started training in August 2024, and that involved weekly training following the ‘Shaun T Insanity Training Programme’, camping and large hikes. During the expedition they travelled from Tasliq up to Lake 5 which was 20km (12 miles) in 4 days, and then on the last day they travelled all that distance back in one day – which was the biggest challenge. They added that although not having their mobile phones and not being able to contact home was difficult for some, it was good to have a break. The young people expressed that completing the challenge had changed their perspective and now they want to do things outwith their comfort zones and connect with others. The Polar Academy has inspired them in terms of staying in further education and future career choices. Their advice to others that have this opportunity was to 100% take it, there is nothing to lose, they would be gain life skills and would never look back. 2. Order of Business The order of business is as per the agenda. 3. Declarations of Interest Elected Members were invited to declare their financial or non-financial interest in items of the agenda. No declarations of interest were intimated at this stage of the proceedings. Elected Members were reminded that they could make further declarations of interest at relevant items of the agenda. 4. Deputations There were no deputations. 5. Minutes Report No. Report Title Presented by: 5.1 Minute of Midlothian Council meeting of 13 May 2025 Executive Director Place The Minute of the meeting of Midlothian Council held on the 13 May 2025 was submitted for approval. Page 6 of 327
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Councillor Parry moved to approve the Minute of the meeting of Midlothian Council of 13 May 2025 and the Private Minute Addendum of Midlothian Council meeting of 13 May 2025 as a correct record, seconded by Councillor Virgo. Decision The minute of the Midlothian Council meeting of 13 May 2025 and the Private Addendum for the Midlothian Council meeting of 13 May 2025 were approved as the correct record. Report No. Report Title Presented by: 5.2 Minute Volume Index Executive Director Place The Minute Volume Index was submitted for approval. The Minute Volume Index was moved by Councillor Parry and seconded by Councillor Virgo. Decision Council approved the Minute Volume Index. Report No. Report Title Presented by: 5.3 Action Log Executive Director Place The Action Log was submitted for noting. Decision Council noted the Action Log. 6. Questions to the Leader of the Council No items for discussion. Page 7 of 327
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7. Motions Report No. Report Title Presented by: 7.1 Volunteers’ Week 2025 Deputy Provost Bowen Deputy Provost Bowen noted the motion to recognise Volunteers’ Week and the work of Midlothian Community Action. As Volunteer Champion, the Chair added that they were very happy to see this brought to Council. The Midlothian Community Action hosted the Volunteer Awards, and it was good to see the diversity of volunteering opportunities within Midlothian. The Chair noted there will be people who are doing great voluntary work that the Council are unaware of and asked all Elected Members to help identify them, and ensure they get the recognition they deserve. Elected Members acknowledged the work done by volunteers and thanked them all for their contribution. The notice of motion was moved by Councillor McCall and seconded by Councillor Scott. Decision Council approved the motion. Report No. Report Title Presented by: 7.2 Commending Lothian Community Transport Services for Enhancing Women's Safety in Midlothian Councillor Parry Councillor Parry noted that it was an honour to attend the opening ceremony and launch event for the Lothian Community Transport Services (LCTS) Women’s Bus Service which will not only keep women safe but help those that suffer social isolation and loneliness. The service will also provide support to the nighttime economy who often comment on the lack of availability of nighttime transport and the impact that has on businesses across Midlothian. Councillor Parry congratulated LCTS on the initiative and their drive to get this launched, which is the first of its kind in the UK. Councillor Cassidy agreed and noted that taxis are in short supply at night and people cannot get home so this is a vital service to ensure women get home safely. Elected Members asked if there was a way to facilitate this service to the whole of Midlothian including areas such as Penicuik and Bonnyrigg. Councillor Parry noted that, at the launch event, LCTS said they were keen to test uptake and potentially expand to Bonnyrigg and Loanhead and that they would be happy to pass on this request to LCTS. The motion was moved by Councillor Parry and seconded by Councillor Cassidy. Decision Council approved the motion. Action Councillor Parry will ask LCTS about the possibility of expanding this service to Bonnyrigg and Loanhead. Page 8 of 327
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Report No. Report Title Presented by: 7.3 Celebrating Midlothian Gala Days Councillor McManus Councillor McManus presented the motion and passed on their thanks to the Chair who attends all Gala Days they can throughout all the summer months. Councillor Parry said they also had the pleasure of attending Gala Days across Midlothian and congratulated all volunteers, organising committees, parents and schools that make Gala Days happen. They also passed on thanks to the Council staff that ensure parks are presentable and the Blue Light workers who ensure the days are run safely. The Chair passed particular thanks to the Council staff who supported Newtongrange Gala Day which was moved inside due to the weather on the day. Councillor Russell highlighted the importance of Gala Days for the history of Midlothian and acknowledged other festivals, including Dalkeith Festival, where volunteers work tirelessly. Councillor Cassidy took the opportunity to extend thanks to Councillor Russell who has been running Dalkeith Festival for many years. Councillor Curran also passed on their thanks to volunteers and Council staff who do an excellent job and noted that people from different communities are going to neighbouring gala days, and it is great to see this support. The motion was moved by Councillor McManus and seconded by Councillor Parry. Decision Council approved the motion. Page 9 of 327
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8. Public Reports Report No. Report Title Presented by: 8.1 Financial Monitoring 2024/25 – General Fund Revenue Chief Financial Officer & Section 95 Officer The Chief Financial Officer/Section 95 Officer presented the report for decision. 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. 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 Director's progress in monitoring the urgent recovery actions required. 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. 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. The report also considers the element of earmarked General Fund Reserve required to support delivery of the Transformation Blueprint. The most significant variance of budget is highlighted in Section 3 of the report and most of the significant cost pressures relate to Pupil Transport and Fleet Repairs alongside partial delivery of income targets and slower than anticipated delivery of Medium-Term Financial Strategy (MTFS) approved savings. The financial position shows movement in two major areas of projection from Quarter 3. The first is the cost of Pupil Transport which is more than £700k than projected at Quarter 3, high volumes and value of invoices paid late in the financial year along with limited data on commitment has hindered projections in this area. The second relates to an ongoing appeal with the Department of Work and Pensions (DWP) concerning the inaccuracy of Housing Benefit payments processed during financial year 2021/22. At this point the DWP have reduced subsidy by £517k in 2024/25 as a consequence of this although discussions continue. The Chief Financial Officer/Section 95 Officer assured Elected Members that work has commenced on enhancing scrutiny arrangements to oversee progress in monitoring the recovery actions required to address service overspend. Page 10 of 327
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Council is recommended to: (a) Approve a supplementary estimate of £4.883 million to increase the budget for MIJB 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 MIJB (£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. Elected Members acknowledged the challenges ahead, the importance of working together to achieve progress in some of the transformation work mentioned and the possibility of making more difficult decisions. They appreciated this would be difficult for members of the public, but Midlothian Council must get a grip on the overspend and this would not be sustainable without harder cuts. It was noted the most important recommendation was to fill the budget gap for the MIJB and that the lobbying of Scottish Government and the National Health Service (NHS) for funding would continue. The ask for funds for transformation of services was acknowledged and it was noted that, whilst some work is progressing well, other areas will need investment. Elected Members highlighted recommendation (e), where Council is asked to increase the budget for the MIJB of £4.88 million which shows the challenges we have in front of us. There was concern that the budget for next year is already starting with £1.3 million in deficit. The Chief Financial Officer/Section 95 Officer said MIJB challenges would be discussed at agenda item 8.5. Elected Members questioned the fleet overspend and asked for an update on the money approved for a newer fleet as they expected this to provide a saving. The Page 11 of 327
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Chief Financial Officer/Section 95 Officer said they would come back in Quarter 1 with an update on fleet with the intention, in the areas where there is significant overspend and financial challenges, to do a much deeper dive and enhance the frequency of monitoring. Elected Members noted the cafes had not met the predicted target and requested an update on whether the early closure had been successful. The Chief Financial Officer/Section 95 Officer noted there is a café trial underway, and colleagues will report back in Quarter 1 on the outcome of this. Elected Members raised concerns about the Pupil Transport overspend and queried what the overall budget for this service was. Elected Members noted that an internal review of this service had been requested previously, no recommendations came forward and they were advised that changes would prevent this overspend happening. It was noted there has been discussion regarding Internal Audit reviewing this service again, but Elected Members asked if there should be a deeper dive, with the possibility of bringing in an external company. It was also noted the overspend is only in Children Services and not Adult Services. Councillor Curran declared an interest in Pupil Transport and left the meeting. The Chief Financial Officer/Section 95 Officer confirmed the budget and advised that 21% of the total spend came through in the latter part of the financial year, and half of that came through after the ledger closed for 2024/25. From mid-April onwards, a huge value of invoices that were not in the financial system were presented for payment. There is also a challenge in logging commitments and records of contracts and spend. This issue has been identified and will be worked on. Elected Members reiterated their concern regarding Pupil Transport as they were promised savings, and that the service would be overhauled, and this has not been realised so suggested a cross-party working group to provide motivation and direction, and this would allow Elected Members to have some reassurance this was progressing. Elected Members asked that given the issue of 21% of invoices being processed at the last minute whether a review of the systems we have in place was required. The Chief Financial Officer/Section 95 Officer said that the Transformation Blueprint has indicated investment in new systems will be needed whilst also using systems we already have. Elected Members noted a further addition in relation to recommendation f. At the budget meeting in February 2025, it was approved that there should be a consolidation of income generation proposals into a programme that Elected Members would have an oversight of, and this has yet to be produced. In terms of the additional £1 million of earmarked reserves there was concern on how this figure had been reached and if this would actually be enough. The concern is that this figure would not be sufficient, and more money would have to be found in the future so Elected Members would like to see the numbers of how this figure was calculated. Page 12 of 327
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Elected Members approved the recommendation with a caveat that there are cross party groups set up, one for home to school transport and one for income generation to allow Elected Members an oversight of ongoing work and budgets. The Chief Financial Officer/Section 95 Officer confirmed there was a piece of work carried out by an external consultant on the subject of pupil transport however they felt the concern from Elected Members was around the specifics of 2024/25 rather than a wider review. The Chief Financial Officer/Section 95 Officer confirmed Internal Audit have been engaged on this so suggested Elected Members allow Internal Audit to do that work, which can be brought back through Audit Committee, then consideration can be given to taking further action if necessary. As Chair of Audit Committee, Councillor McEwan agreed to meet with Elected Members, the Executive Director Place, the Chief Financial Officer/Section 95 Officer and Chief Auditor to drill down on all numbers referred to in the report, but in particular those on Pupil Transport. Elected Members noted that the MIJB is a constant pressure but highlighted that a lot of good transformation work had happened. People are living longer and need our support, and Officers are working hard to take this into account. It was noted that Building Maintenance went off track during the Covid period and Midlothian Council were not monitoring jobs or materials. Elected Members understood this has been resolved but would like an update on that. The Chief Financial Officer/Section 95 Officer noted that the Building Maintenance review is going to be in two phases and a closure report on Phase 1 is currently being prepared. Elected Members queried the Single Person Discount (SPD) for Council Tax and hoped that Officers could predict, for years going forward, those on SPD. The Chief Financial Officer/Section 95 Officer noted the challenge in calculating the number of single-person households. When there is a review of eligibility for SPD the number goes down considerably then goes back up, and it can be difficult to calculate what the sustained average is. The Chief Financial Officer/Section 95 Officer did not believe there was fraud in area and have established processes to monitor this. The report was moved by Councillor Parry and seconded by Councillor Virgo with the additional request of the two cross party groups suggested. Decision Council approved the recommendations in the report. Action Page 13 of 327
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Provide an update on the Fleet investment and the expected savings in Quarter 1 - Chief Officer Place Provide an update on Café Closures and whether this has been successful – Chief Officer Place Establish a Pupil Transport cross-party working group to provide motivation and direction, which will give Elected Members reassurance this is progressing - Chief Financial Officer/Section 95 Officer. Establish an Income Generation cross-party working group to provide motivation and direction, which will give Elected Members reassurance this is progressing - Chief Financial Officer/Section 95 Officer. Arrange a meeting with the Chair of the Audit Committee, the Executive Director Place and the Chief Internal Auditor to have a closer look at all figures but in particular those for Pupil Transport progressing - Chief Financial Officer/Section 95 Officer. Report No. Report Title Presented by: 8.2 Housing Revenue Account: Revenue and Capital Final Outturn 2024/25 and Capital Plan 2025/26 - 2027/28 Chief Financial Officer/ Section 95 Officer The Chief Financial Officer/Section 95 Officer presented the report for information. 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. Council is recommended to note the contents of this report. Elected Members noted that overspend was due to additional work carried out on dampness in properties. Page 14 of 327
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Elected Members asked if there was a 5-year model which shows when reserves are not adequate to support the building of new build houses and the Strategic Housing Investment Plan (SHIP). The Chief Financial Officer/Section 95 Officer advised that the multi-year model, along with the rent strategy, will be coming to Council later in the year. The figures in the last version of the model gave a HRA reserve of £2 million however pressures are mounting due to the cost of borrowing and general running costs. Elected Members noted that the off-market purchase figure is going down whilst the funding for building houses is going up and queried where this approach has come from and whether would be more beneficial to increase off market purchasing. The Executive Director Place noted it was reported at Council in May 2025 and the reduction last year was due to the reduction in subsidy, but this has since been reinstated so will see an increase in off market purchases. In terms of unit cost the average was £300k but a recent development saw the average unit cost of £265k so this is slight downward trend. Decision Council noted the contents of the report. Report No. Report Title Presented by: 8.3 General Services Capital Plan 2024/25 Final Outturn Chief Financial Officer/Section 95 Officer The Chief Financial Officer/Section 95 Officer presented the report for decision. The purpose of this report is to provide Council with: - An update of the General Services Capital Plan (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). It is recommended that the Council: - • Note the inclusion of the projects listed in Section 3.1 in the General Services Capital Plan (GSCP) • 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; • Note the GSCP outturn position for 2024/25 as set out in Section 4. Elected Members commented this was a helpful paper to remind us of all that the Council does a lot of good work and have several high-level projects now. Page 15 of 327
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Elected members asked why the projects under development, Shawfair and Gorebridge High School had been removed from this paper. The Chief Financial Officer/Section 95 Officer noted that the paper includes monitoring on projects approved and budgeted for by Council. Gorebridge High School has not been approved and is still undergoing some early-stage work. The Chief Financial Officer/Section 95 Officer advised that they could include a line to show work under consideration but do not have a business case for, but added it was important that work was done on those before a decision is made to include them in the plan. Elected Members felt this highlights the perceived impenetrability around the GSCP and have asked many times to get a list, including having projects on there that may come up in the next ten years and felt this is prudent, whilst accepting projects may not move up the list until a business case is in place. The Chief Financial Officer/Section 95 Officer was happy to add this Capital Plan but reinforced monitoring against a live plan and live projects but can supplement this with a forward-looking list. The Executive Director Place noted that during the prioritisation of the Capital Plan projects were extracted that did not have any commitment at that time. Shawfair was one of the projects which has now been adopted into the Capital Plan. Gorebridge High School was a pipeline project at that stage so came out. The Executive Director Place is currently in the process of an assessment of building condition surveys for both Learning Estate and Non-Learning Estate and this will be brought forward for September Council and will include the range of works required and level of investment. That remit sits within the terms of the Business Transformation Steering Group (BTSG) as part of the work collectively done so any new work will come through that Board before being presented to Council. Elected Members asked if there was a process for the BTSG as they appear to be making decisions and queried its decision-making authority. The Chief Financial Officer/Section 95 Officer confirmed that the BTSG was a discussion forum, and that Council makes all decisions and anything that comes through BTSG is then brought to Council. Elected Members agreed that this was potentially a presentational issue and felt it would be helpful to show projects that Elected Members had agreed but not yet allocated a budget to. The Chief Financial Officer/Section 95 Officer agreed to review this. The report was moved by Councillor Parry and seconded by Councillor Virgo. Decision Council approved the recommendations in the report. Action Include information on projects under consideration, that do not have an allocated budget, to the General Services Capital Plan for information - Chief Financial Officer/Section 95 Officer. Page 16 of 327
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Report No. Report Title Presented by: 8.4 Annual Treasury Management Report 2024/25 Chief Financial Officer/Section 95 Officer The Chief Financial Officer/Section 95 Officer presented the report for noting. This report was considered in detail at the recent Audit Committee and the report is presented unchanged, although Audit Committee did note the change in situation regarding the Government’s share of the Natwest Group which links into the approved Treasury Strategy for the current financial year. 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. The main points for Council to note is the loan fund interest rate of 2.73% which is an increase from 2.08% in 2023/24 and reflective of the higher cost of borrowing but will keep Midlothian amongst the very lowest in Scotland. £40 million of new long- term borrowing was taken, although whilst accurately defined as long-term borrowing, in this case, was for a period of 4-5 years in the context of interest forecast. It is recommended that Council note the Annual Treasury Management Report 2024/25. Elected members thanked the Finance Team on the great amount of work and requested confirmation that the policy in relation to borrowing has not changed, and Officers continue to borrow when prudent to do so, and at the best interest rate possible. The Chief Financial Officer/Section 95 Officer confirmed the policy has not changed, and the execution and borrowing decisions are being made at the most opportunistic times The report was moved by Councillor Parry and seconded by Councillor Virgo. Decision Council approved the recommendations in the report. Page 17 of 327
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Report No. Report Title Presented by: 8.5 Medium Term Financial Strategy 2026/27 to 2028/29 Chief Financial Officer/Section 95 Officer The Chief Financial Officer/Section 95 Officer presented the report for information. 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. 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. 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. Council is recommended to: 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. Elected Members highlighted that the Scottish Government Mid-Term Financial announcement may come tomorrow, and other decisions being taken in Westminster today may affect Scottish budgets. Table 4.8 highlights the difference it would make if Midlothian received a higher settlement and Elected Members were encouraged to carry out cross party lobbying. Page 18 of 327
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Elected Members queried inflationary pressures given the global events and asked if these should be factored into calculations. The Chief Financial Officer/Section 95 advised that it was very difficult to have an accurate assessment of world events on inflation and interest rates. Inflation costs most relevant to Midlothian Council relate to construction projects and the purchase of materials and the direct impact on those is difficult to follow through. The Chief Financial Officer/Section 95 has 3% budgeted for the rate of inflation, which is above the Bank of England forecast. Elected Members also noted concern about areas where there is a recognised growth of pupil numbers and asked if the next paper could include details on Midlothian Integrated Joint Board (MIJB) growth. The Chief Financial Officer/Section 95 said it was difficult to put a number on growth in service areas but there is a challenge as the population gets older, costs get higher and there is an ageing population. The planning assumption for this in 2024/25 saw a reduction in projected costs for Adult Social Care. The Chief Financial Officer/Section 95 said there would be time to reflect on where we are with the MIJB when we get to Quarter 1 figures for 2025/26 and have sight on the delivery of the recovery plan, then a discussion on this would be important. Elected Members highlighted the Council Tax projected increase of 9% year and that there have not been assurances from Scottish Government that Council Tax will not be frozen, so concern was noted that the figures were not realistic. The Chief Financial Officer/Section 95 noted the Council Tax increases are those approved at February 2025 Council. The Chief Financial Officer/Section 95 added that the decisions taken at Council in February remain the planning assumption. The Chief Financial Officer/Section 95 said in terms of savings, the £1.3 million of overspend or non-delivery of the savings is presented twice yearly to the BTSG but that they can include an update as an appendix in the next monitoring report to give a detailed list of savings that have yet to be made. Elected Members acknowledged that table 4.1 demonstrates a healthier position than last year and that the 9% Council Tax increase was agreed, however it was highlighted that there was nothing around income generation and felt it would be helpful to see something in the report, even if it was just projections. It was also noted the figures for approved saving measures were disappointingly low. Elected Members asked about the retrospective service concessions figure of £2.581 million and where this figure sits in terms of the £5.526 million of retrospective savings. The Chief Financial Officer/Section 95 noted the £5.526 million is the loan fund review savings and the £2.581 million is the service concessions. Elected Members queried the figures at retrospective service concessions in table 4.1 as the figures for each year compared to what were deployed are different. The Chief Financial Officer/Section 95 explained that the difference in figures is due to the need to add a one-off adjustment back on to the opening position, including adding on one off use of reserves. Page 19 of 327
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Decision Council noted the contents of the report. Action Include information on the non-delivery of savings, that is presented to BTSG, in an appendix to the next monitoring report - Chief Financial Officer/Section 95 Officer. Report No. Report Title Presented by: 8.6 Cost of Living Supports Executive Director Children, Young People and Partnerships The Executive Director Children, Young People and Partnerships presented the report for decision, which provides 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. Due to preventative work, the prospective funding request has been reduced by 53%, not including the additional contingency/development fund of £20,000. Council is requested to approve the following Cost of Living Task Force (COLTF) 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 form 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. The Chair thanked the Executive Director Children, Young People and Partnerships for the report and opened it up for discussion. The Council Leader noted that this paper is particularly poignant this week which is the Midlothian Cares campaign, highlighting the cost-of-living supports that the Council currently has in place, despite the financial challenges discussed earlier in today’s meeting. Within that context, the Council Leader is very proud that on a cross- party basis the Council has consistently provided support for our residents during the cost-of-living crisis. The COLTF continues to meet regularly, since 2022, and enables discussion on topics such as housing and commercial sexual exploitation. COLTF has set a solid footing for food pantries across Midlothian and invested in issues such Page 20 of 327
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as the cost of the school day, keeping warm and well and stopping people from going hungry. It is very important that this work continues, and it is hoped that Elected Members will approve the recommendations. The Council Leader finished by thanking the other Elected Members that sit on the COLTF, who not only work hard within that Committee but very hard in their own communities. Elected Members welcomed the report and acknowledged that this is a much-needed initiative that underlines that Midlothian does care. Elected Members queried why there was no cost associated with the Central Food Coordinator for next year, as if this was no longer needed, then consideration should be given to reallocating the funding elsewhere within the project to benefit our communities. The Executive Director Children, Young People and Partnerships advised that they would discuss the requirement of the Central Food Coordinator with Annette Lang, Group Service Manager (Community Planning Partnership, Communities, Lifelong Learning and Employability) and revert. Elected Members queried the costs mentioned in the report and asked for clarity. Section 4.1 states that the overall costs are £217,167, the contingency/development fund is £20,000 and based on that whether the total financial ask from Council today should be £237,167 (and not £227,167 as detailed in the recommendations). The Executive Director Children, Young People and Partnerships apologised for the miscalculation and confirmed that the financial ask from Council is £237,167. Elected Members queried the Trusted Partner model and why there were only 7 schools, and in particular none in the Mayfield area. The Executive Director Children, Young People and Partnerships advised that all schools received the information and had the opportunity to apply to be a Trusted Partner during the pilot and that they can still do so. In relation to Mayfield, it may be that those schools are receiving support from other organisations. Elected Members added that often where families do not like to ask for support that schools can help identify them and make offers of help. It was also noted that while it is good to give to schools, there are other groups of people that need help e.g. single men and elderly people. Midlothian Council should be proud to have offered different levels of help and to have tried to reach as many people as possible. Elected Members asked for more information on the VERA to be publicised, so people understand the benefits, and if there was any work being done to support working single-parent families who have been through the system and there is not much support on offer, as this appears to be a growing problem. Elected Members asked if there was any work that could be undertaken to look at those in private rentals, where the rental cost is high and they are struggling financially. Is it possible to signpost these people to other organisations for support as repayments on rent arrears will make the problem worse. The Provost added that navigating Universal Credits can be challenging to secure and acknowledged that the payment frequency can often create problems when paid twice in a calendar month. Page 21 of 327
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The Executive Director Children, Young People and Partnerships thanked the Elected Members for their input and agreed to take these back to COLTF for further in-depth discussion. Elected Members asked if, as part of the upcoming Housing Allocation Policy briefing, information could be included detailing the impact of taking a family out of a private let and putting them into a Council house and whether that would take them out of poverty. Elected Members passed on their congratulations to pantry users and the volunteers and agreed that the stigma around the use of the pantry needs to be removed. The report was moved by Councillor Parry and seconded by Councillor McEwan. Both Councillors confirmed that they were comfortable that the financial ask being approved is for £237,167. Decision Council approved the recommendation of the report and the revised financial ask of £237,167 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. Action Consider the requirement of the Central Food Coordinator for next year as if this was no longer needed then consideration should be given to reallocating the funding elsewhere - Executive Director Children, Young People and Partnerships. Take the following items back to COLTF to add to their agenda for further discussion and consideration - Executive Director Children, Young People and Partnerships. (a) Publicise Virtual Expert Remote Advice (VERA) and the benefits. (b) Consider the support provided to working single-parent families and what else could be done to support or signpost them to other organisations. (c) Consider the support provided to paying high private rental charges and what else could be done to support or signpost them to other organisations. As part of the upcoming Housing Allocation Policy briefing provide information detailing the impact of taking a family out of a private let and putting them into a Council house, and whether that would take them out of poverty – Executive Director Place. Page 22 of 327
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Report No. Report Title Presented by: 8.7 Midlothian Integration Joint Board – Appointment of Vice-Chair Executive Director Place The Executive Director Place presented the report for decision, inviting Council to nominate an Elected Member to act as Vice-Chair of the Midlothian Integration Joint Board. 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. The Chair thanked the Executive Director Place for the report and opened it up for discussion. Councillor McManus was nominated by Councillor Parry, seconded by Councillor Cassidy. Decision Council appointed Councillor McManus as Vice Chair of the Midlothian Integration Joint Board. Page 23 of 327
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Report No. Report Title Presented by: 8.8 Midlothian Community Planning Annual Report 2024/25 Chief Executive The Chief Executive presented the report for approval which compliments the quarterly reports that have been shared with Cabinet and the Performance Review and Scrutiny Committee throughout the year. The report provides 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. The Chief Executive thanked Members, Partners and Officers for their hard work and significant achievements over the course of the year. Council is recommended 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. The Chair thanked the Chief Executive for the report and opened for discussion. Elected Members acknowledged the work that had gone into the detailed report and highlighted some key areas. • Midlothian Cost of Living Task Force (COLTF) has invested £462,500. • Midlothian Citizens Advice Bureau has secured £7.5million in financial gain for clients. • Trusted Partners in the last six months have made 1178 payment to support local people and reduce distress and worry. Those payments would not have been made if Midlothian Council had not invested in the COLTF. Elected Members congratulated all of Midlothian Council for all the work that it does to try and make Midlothian the best place to live and grow. The report was moved by Councillor Parry and seconded by Councillor Virgo. Decision Council approved the recommendations in the report. Page 24 of 327
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Report No. Report Title Presented by: 8.9 Keeping the Promise in Midlothian Chief Officer Children’s Services, Partnerships and Communities / Deputy Chief Social Work Officer The Chief Officer Children’s Services, Partnerships and Communities / Deputy Chief Social Work Officer presented the report for information, which 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. “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. The Chief Officer Children’s Services, Partnerships and Communities/Deputy Chief Social Work Officer added that this work has only been possible due to the clear direction and leadership that extends beyond Children’s Services and includes the support of the wider Corporate Management Team, Elected Members, staff and the commitment being embedded in our community partnerships. 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. The Chair thanked the Chief Officer Children’s Services, Partnerships and Communities/Deputy Chief Social Work Officer for the report and opened for discussion. The Council Leader made a transparency declaration to advise that they sit on The Promise Oversight Board which holds the Scottish Government to account to ensure The Promise is upheld. Not only is Midlothian upholding The Promise, but they are also ahead. When the Minister for Children, Young People and The Promise, Natalie Don-Innes Minister of Scottish Parliament (MSP), visited last week the bill for The Promise was being laid in Parliament so the Council Leader was grateful for their time. Page 25 of 327
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There were also several young people included in the visit from the Midlothian House Project who were so articulate and passionate about Midlothian keeping the Promise and what it meant to them in terms of their own outcomes and life experience. Every child in Midlothian should feel loved and looked after and Midlothian Council is the corporate parent to all children and young people. The Council Leader passed on their thanks and congratulations to the teams involved across the Council. Councillor Scott highlighted the Midlothian House Project and added that prior to being an Elected Member they were approached by John Brown about being involved in the pilot of the project to ensure care experienced young people have a forever home that they could keep and where they would feel safe – not a temporary accommodation. An extraordinary team was created with representatives from Housing, Police Scotland, National House Project, health staff and volunteers. It was recognised that it was not enough just to give them a house, they needed to be supported in feeling a sense of belonging and to be able to manage everyday tasks such as setting up utilities and washing. These young people have flourished and grown. Councillor Scott thanked John Brown, Jen, Kim and the rest of the team and all the staff and carers for their hard work to uphold The Promise on behalf of all of Midlothian’s bairns. Councillor Drummond welcomed the update on the Systemic Family Practice (SFP) and the work that is being done in that area in relation to non-violent resistance (NVR). They acknowledged the positive impact on people's lives and how important they are in keeping families together. Councillor Virgo added his thanks and congratulations and agreed with the other points raised by Elected Members. They added that the Family Group Decision Making Briefing was fantastic and hoped that would be available to everyone. Councillor Curran reminded Council and Midlothian Integration Joint Board (MIJB) Officers of the Motion that was approved by Midlothian Council on 25 June 2019. The Motion recognised that the Care Experienced Student Bursary, provided by the Students Awards Agency Scotland (SAAS), is designed to provide financial support for costs while studying and that many care experienced students are unable to access the same family support while studying, that many other young people receive. Care experienced students are unlikely to be eligible for benefits out with the Care Experienced Bursary therefore resulting in a rent liability. Part of our role as proud corporate parents is to promote educational development to attract more care experienced students into further and higher education, research evidence suggests that those with a care experienced background are more likely to enter a negative post school destination. Midlothian Council agreed to work with the MIJB to provide financial support for care experienced students who are our tenants and in receipt of the Care Experienced Bursary. Officers were requested to implement and evolve policy in line with the principles of this motion. Elected Members asked if our cared-for children get the same kind of help and support when they are older as those who can rely upon their parents. The Chief Officer Children’s Services, Partnerships and Communities/Deputy Chief Social Work Officer advised that there has been a range of changes over the last few years to accept that when a child becomes 16 or 18, they do not have to leave care. Page 26 of 327
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Continuing care is one means to ensure they are supported later into their lives, and the extension of aftercare contributes to this. Decision Council noted the contents of the report. Report No. Report Title Presented by: 8.10 Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-25 Chief Officer Corporate Solutions The Chief Officer Corporate Solutions presented the report for noting, which provides detail on the Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-25. Council is asked to note the contents of the Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-25. The Chair thanked the Chief Officer Corporate Solutions for the report and opened for discussion. Elected Members welcomed the report, acknowledged that the term equality covers a wide range of things and added that it was good to see that Midlothian Council’s services are being made more accessible for reporting, self-service and library facilities. Elected Members noted that while Midlothian currently has a much lower national average on gender pay gap (2.7%), and that this has decreased over recent years, but asked how and when this might be at zero. The Chief Officer Corporate Solutions advised that there has been a significant piece of work done on the Workforce Strategy and a key element of that is the gender pay gap, which is also an important part of our recruitment strategy. They were unable to commit to a timeline to reach zero at this point but committed to working towards lowering that gap. More detail is due to be published in August 2025 in the Annual Monitoring Report. There was a correction required on page 317 of the report as there is still reference to net-zero by 2030, this should be updated to 2045. Decision Council noted the contents of the report. Action Update the reference to net-zero target date to 2045 within the Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-25 – Chief Officer Corporate Solutions. Page 27 of 327
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Report No. Report Title Presented by: 8.11 Midlothian Council Equality Outcomes 2025-2029 Chief Officer Corporate Solutions The Chief Officer Corporate Solutions presented the report for decision and not noting as stated on the first page of the report. The report provides detail on the Midlothian Council Equality Outcomes 2025-2029 and provides information on the legal context of the outcomes and the process of their development. Council is asked to approve the Midlothian Council Equality Outcomes 2025-2029. The Chair thanked the Chief Officer Corporate Solutions for the report and opened for discussion. Elected Members added that they were pleased to see mention of accommodations being adapted for those with disabilities. The report highlights the need to have these equality outcomes and goals in place due to the number of aggravated hate crimes against those with disabilities, race and sexual orientation or identity and women who have experienced sexual harassment in the workplace. It is encouraging to see Midlothian Council have a plan to tackle these issues head on. The report was moved by Councillor McManus and seconded by Councillor Parry. Decision Council approved the recommendations in the report. Report No. Report Title Presented by: 8.12 Fees and Charges – Personal Training and Swim Instruction Chief Officer Place The Chief Officer Place presented the report for decision, which 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. 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. The Chair thanked the Chief Officer Place for the report and opened for discussion. Page 28 of 327
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The report was moved by Councillor Parry and seconded by Councillor Cassidy. Decision Council approved the recommendations in the report. Report No. Report Title Presented by: 8.13 Midlothian Strategy for Inclusive Economic Growth Delivery Plans 2025-2027 Chief Officer Place The Chief Officer Place presented the report for decision, providing detail on the Economic Strategy Delivery Plan 2025-2027 alongside the Community Wealth Building Progress Report and Action Plan 2025-2027 which together demonstrate the planned delivery to achieve the strategic priority objectives of the Midlothian Strategy for Inclusive Economic Growth 2025-2030. The Chief Officer Place acknowledged the volume and quality of performance of the Economic Development Service and Business Gateway Team since 2020 and the ambitions it has set for the local authority moving forward aligned to the approved Midlothian Strategy for Inclusive Economic Growth. Council is recommended to: • 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 (CWB) Progress Report & Action Plan 2025-2027. • Approve the creation of a Council wide implementation group to support for cross departmental collaboration on CWB actions. The Chair thanked the Chief Officer Place for the report and opened for discussion. Elected Members agreed that the paper is complex with a lot of strands which is indicative of the volume of business to be done. This will benefit every sector of our communities, will feed into the circular economy and enhance local businesses. Elected Members asked how aligned this paper was to Midlothian Council’s initiatives, particularly around units and shops and gave an example of land at the Hopefield Estate in Bonnyrigg which has not been developed on for approximately 20 years. The Chief Officer Place advised that Midlothian is ambitious in their aspirations for Midlothian and do identify areas that need to be accelerated. In terms of working collaboratively, Economic Development and Planning have now become one service. Since the pandemic, there has been a dramatic change in the retail landscape, and this is already being taken into consideration for MLDP2. There are town centre regeneration projects in place and ways of bringing these forward are being discussed at the Business Transformation Steering Group Page 29 of 327
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(BTSG). A report of garage sites will be provided progressed through the Business Transformation Board (BTB) and BTSG and this covers a range of aspects such as garage and lock up sites. The report was moved by Councillor Cassidy and seconded by Councillor Virgo. Decision Council approved the recommendations in the report. Report No. Report Title Presented by: 8.14 Midlothian Tourism Strategy Progress Report Chief Officer Place The Chief Officer Place presented the report for information, updating 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 Scarborough Tourism Economic Activity Monitor (STEAM) data will fill a gap in reliable tourism performance indicators, while a visitor's survey and stakeholder consultations will provide critical insights into visitor behaviours, experiences, and community perspectives. 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. Council is recommended to: • Note the progress made to date in developing the Midlothian Tourism Strategy 2025 - 2030. • Acknowledges the importance of commissioning robust tourism data (via 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. The Chair thanked the Chief Officer Place for the report and opened for discussion. Page 30 of 327
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Elected Members welcomed the paper and acknowledged the need to leverage Midlothian’s assets to generate income. Decision Council noted the contents of the report. 9. Private Reports Exclusion of Members of the Public (A) TO CONSIDER RESOLVING TO DEAL WITH THE UNDERNOTED BUSINESS IN PRIVATE IN TERMS OF PARAGRAPH 9 OF PART 1 OF SCHEDULE 7A TO THE LOCAL GOVERNMENT (SCOTLAND) ACT 1973 - THE RELEVANT REPORTS ARE THEREFORE NOT FOR PUBLICATION; AND (B) TO NOTE THAT NOTWITHSTANDING ANY SUCH RESOLUTION, INFORMATION MAY STILL REQUIRE TO BE RELEASED UNDER THE FREEDOM OF INFORMATION (SCOTLAND) ACT 2002 OR THE ENVIRONMENTAL INFORMATION REGULATIONS 2004. 10. Date of next meeting The next Council meeting is scheduled for Tuesday 9 September 2025. The public section of the meeting concluded at 14.30pm. Page 31 of 327
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Midlothian Council Minute Volume Presented to the Meeting of Midlothian Council on Tuesday, 09 September 2025 Midlothian Council Tuesday 09 September 2025 Item No 5.2 Page 32 of 327
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1 Minutes of Meetings submitted for Approval No items for discussion 2 Minutes of Meetings submitted for Consideration 3 Minute of the Meeting of Audit Committee of 24 February 2025 Minute of the Meeting of the General Purposes Committee of 18 March 2025 Minute of the Meeting of Local Review Body of 24 March 2025 Minute of the Meeting of Performance Review and Scrutiny Committee of 25 March 2025 Minute of the Meeting of Local Review Body of 12 May 2025 Minute of the Meeting of Cabinet of 20 May 2025 Private Addendum to Minute of the Meeting of Cabinet of 20 May 2025 Minutes of Meetings submitted for Information Minute of the Meeting of Midlothian Integration Joint Board of 12 June 2025 Page 33 of 327
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Midlothian Council Tuesday 09 September 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 25/06/2024 8.14 Whitecraig Traveller Site A full cost report to come back to Council for final approval to include early termination cost and reinstatement cost unless the cost for this is nil. Executive Director Place When termination costs are known Align any action jointly with ELC. Vacant site assessment taking place when termination costs are known. 2 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 Review report drafted with the additional MTFS road repairs allocation. 3 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 Recommended for closure Site search reported to Council in June 2025. Page 34 of 327
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 4 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 is in final year 2025/26. A consultation Rent Strategy report will be submitted to Council by October 2025. 5 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 Recommend for closure. Page now live: https://www.midlothian.gov.uk/twinn ing 6 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. 7 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 disposal completed. Under occupation of properties analysis in progress 8 25/02/2025 Capital Plan Prioritisation The Executive Director, Place would provide the respective timescales for the extension and refurbishment of Mauricewood Primary School. Executive Director Place Planned Maintenance works taking place over summer break. • Floor covering in the classrooms in Juniper block Page 35 of 327
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments visited (3 classes and one had carpet replaced a few years ago following a flooding incident). This will be carpet tiles plus lino around sink areas. • Lino replacement around water fountain in Sycamore block and in boys toilet • Window placement at Carnethy Wing stairwell. This is contributing to the leaks they are getting into the fire escape, which has resulted in the upper rooms of Carnethy being unusable as the fire escape is blocked with buckets. • Window replacement over main entrance as timber in poor repair (highlighted in condition survey). • BMS are also undertaking survey for wider roof repair for wing where there is persistent leak / pooling on flat roof. • The electrical works and additional sockets have been completed. Page 36 of 327
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments Extension & Refurbishment assessment in Estate & Asset Management Strategy. 9 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 In progress. 10 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 In progress. 11 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) Provide information on the number of residents electing to downsize Executive Director Place ASAP Recommended for closure Downsizing numbers - 25 in 2023/24 22 in 2024/25 Page 37 of 327
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments Allocation policy to be brought back for Elected Members to review ahead of next scheduled review in 2027. 12 24/06/2025 7.2 Commending Lothian Community Transport Services for Enhancing Women's Safety in Midlothian Pass on a request to the Lothian Community Transport Services to consider expanding their service to Bonnyrigg and Loanhead. Councillor Parry 13 24/06/2025 8.1 Financial Monitoring 2024/25 – General Fund Revenue Provide an update on the Fleet investment and the expected savings in Quarter 1. Chief Financial Officer Place September 2025 14 24/06/2025 8.1 Financial Monitoring 2024/25 – General Fund Revenue Provide an update on Café Closures and whether this has been successful, Chief Financial Officer Place September 2025 15 24/06/2025 8.1 Financial Monitoring 2024/25 – General Fund Revenue Establish a Pupil Transport cross- party working group to provide motivation and direction, which will give Elected Members reassurance this is progressing. Chief Financial Officer/Section 95 Officer Terms of Reference report to BTSG. 16 24/06/2025 8.1 Financial Monitoring 2024/25 – General Fund Revenue Establish an Income Generation cross-party working group to provide motivation and direction, which will Chief Financial Officer/Section 95 Officer Terms of Reference report to BTSG. Page 38 of 327
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments give Elected Members reassurance this is progressing. 17 24/06/2025 8.1 Financial Monitoring 2024/25 – General Fund Revenue Arrange a meeting with the Chair of Audit Committee, the Executive Director Place and the Chief Internal Auditor to have a closer look at all figures but in particular those for Pupil Transport. Chief Financial Officer/Section 95 Officer Arrange meeting post summer recess. 18 24/06/2025 8.3 General Services Capital Plan 2024/25 Final Outturn Add a column to the report with a list of projects agreed but yet to have an allocated budget. Chief Financial Officer/Section 95 Officer Recommended for closure. Included in the information presented at September 2025 Council. 19 24/06/2025 8.5 Medium Term Financial Strategy 2026/27 to 2028/29 Include information on the non- delivery of savings, that is presented to BTSG, in an appendix to the next monitoring report. Chief Financial Officer/Section 95. Recommended for closure. Included in the information presented at September 2025 Council. 20 24/06/2025 8.6 Cost of Living Supports Consider the requirement of the Central Food Coordinator for next year as if this was no longer needed then consideration should be given to reallocating the funding elsewhere. Executive Director Children, Young People and Partnerships Recommended for closure The funding is fully committed. Page 39 of 327
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments Take the following items back to COLTF to add to their agenda for further discussion and consideration. 1.1 Publicise Virtual Expert Remote Advice (VERA) and the benefits. 1.2 Consider the support provided to working single-parent families and what else could be done to support or signpost them to other organisations. 1.3 Consider the support provided to paying high private rental charges and what else could be done to support or signpost them to other organisations. As part of the upcoming Housing Allocation Policy briefing provide information detailing the impact of taking a family out of a private let and putting them into a Council house, and whether that would take them out of poverty. Executive Director Children, Young People and Partnerships Executive Director Place Executive Director Place On Agenda for next Cost of Living Task Force meeting in September 2025. Page 40 of 327
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No Date of meeting Item No and Title Action Action Owner Expected completion date Comments 21 24/06/2025 8.10 Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-25 Update the reference to net-zero target date to 2045 within the Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-25. Chief Officer Corporate Solutions June 2025 Recommended for closure. Midlothian Council Equality Mainstreaming and Outcomes Progress Report 2023-25 has been updated to reflect the correct date. Page 41 of 327
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Midlothian Council Tuesday 9 September 2025 Notice of Motion Bonnyrigg Bowling Club Midlothian Council congratulates Bonnyrigg Bowling Club on becoming the British Isles Fours Champions. Having won the Scottish Fours Championship in 2024 at the national finals in Ayr, John Stevenson, Kevin McDougall, Colin Bonner and Ronnie Duncan went on to represent Bonnyrigg, Midlothian and Scotland at the British Isles Championships, held at Llandrindod Wells, Wales in June 2025. Midlothian has a rich and talented history in the sport of bowls, both indoor and outdoor, with numerous international bowlers across all disciplines. Council agrees that the Chief Executive writes to Bonnyrigg Bowling Club to congratulate them on their achievement. Moved: Seconded: Councillor Derek Milligan Councillor Stephen Curran Midlothian Council Tuesday 09 September 2025 Item No 7.1 Page 42 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.1 Financial Monitoring 2025/26 – General Fund Revenue Report by David Gladwin, Chief Financial Officer and Section 95 Officer Report for Decision 1 Recommendations Council is recommended to: a) Approved the realignment of £1 million of earmarked reserves to enhance funding available to support service transformation (section 5.5); and otherwise b) 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 projections of performance against service revenue budgets in 2025/26 and to provide commentary on areas of material variance against budget. The budget performance figures as shown in appendix 1 result in a projected net overspend of £2.813 million which represents 0.8% of the revised budget. 2.2 Some areas of projected overspend relate to recurring areas of financial pressure or slower than planned delivery of savings measures. The Corporate Management Team have discussed these in depth and, where possible, put in place recovery actions. 2.3 The projection of the General Fund balance at 31st March 2026 is £13.351 million, of which £9.788 million is earmarked for specific use leaving a non-earmarked General Fund balance of £3.563 million. Date: 18 August 2025 Report Contact: David Gladwin, Chief Financial Officer and Section 95 Officer David.Gladwin@midlothian.gov.uk 0131 271 3113 Page 43 of 327
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3 Background 3.1 This report encompasses all performance against revenue budget for General Fund services. 3.2 During 2024/25, in response to fiscal pressures, the Chief Executive instructed a moratorium on any spend that was not business critical and in addition, the Chief Executive has extended this directive into 2025/26 including robust and formal scrutiny arrangements to oversee Directors progress in monitoring the urgent recovery actions required. Performance against budget 3.3 The material areas of projected adverse variance against budget at quarter 1 are outlined in table 1 below which also describes mitigating measures and next steps. Accurate projections early in a financial year are difficult in many areas and come with a degree of uncertainty. Narrative relating to Midlothian Integration Joint Board (MIJB) is provided in section 4 below. Table 1: Material cost variances against budget Budget Overspend Reason Action Plan / Mitigating Measures Next Steps External Residential Placements for Children £1,288,000 A significant increase in placements during recent months. All placements are continually reviewed to ensure the most appropriate arrangements are in place and where possible within Midlothian. Consideration of options to build capacity in Midlothian. Pupil Transport £772,000 Volume and value of school pupil transport invoices higher than budgeted. Council approval to proceed with the client transport review was granted on 25th June 2024. This includes a root and branch review of practices, processes, policies and costs. A procurement exercise for contracts is now complete and these are now in operation. Where possible, early implementation of identified efficiencies. Work to finalise a baseline cost of service provision is almost complete and this will form the basis of more rigorous financial management. The newly established Member / Officer Working Group on passenger transport will be briefed on progress. Page 44 of 327
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Staff Costs £638,000 Maternity cover in schools (£607,000) and higher costs from temporary resources to cover service areas with permanent recruitment challenges (£142,000). Partially offset by vacancies across the Council. Strategic Workforce Plan is in place Continuation of enhanced level of vacancy control. Continual review of service costs. Consideration of any changes that may be required in setting budgets. Insurance £491,000 Several new claims with potential for higher value settlements have been received in 2025/26. The volume of insurance claims settled remains higher than budgeted. Insurance Premiums have increased by £106,000 based on the insurance market, the Council’s claims experience and implementation of advised risk control measures. Internal processes to consider each claim are being reviewed with potential to increase repudiation rates and consequently reduce projected costs in 2025/26. Officer review meeting linking in with professional insurer advice. Waste Disposal £322,000 Continuing trend of reduced third party income from Millerhill Residual Waste Plant from sale of energy. Mitigated partly by reduced bulky waste tonnage and lower expected costs later in 2025/26 with the introduction of twin streaming. Engagement with the waste plant operator and the contract monitoring team to explore options to generate additional income and to also reduce disposal costs. Sport and Leisure £138,000 Staffing overspend of £548,000 due to use of casual and specialist instructors to cover vacant posts. Membership income continues to exceed budget by £336,000. Efficiencies in running costs to partly mitigate service overspends (£74,000). Review of implementation of staffing review. Analysis of trading position of individual Sport and Leisure facilities. Commercial Properties £130,000 Shortfall in rental income at Hardengreen Business Park and for Buccleuch Street. Reduce void properties and strive to ensure all available properties are let. Fleet £123,000 Ageing vehicles and higher volumes of Areas of service have been re- Fleet replacement for ageing and Page 45 of 327
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external contracting than planned. External vehicle hire to support service continuity. provisioned. Cost containment measures in place. Fleet Maintenance Review underway. Multi-year Fleet Asset Management Plan being developed. costly maintenance has been accelerated as approved by Council on Tuesday 21st November 2024. As new items of fleet become operational repairs costs should reduce. Council Tax Income £62,000 Whilst the Council Tax Base continues to grow and looks in line with budgeted projections, costs of the Council Tax Reduction Scheme have increased a little more than anticipated. Increased pressure on household budgets will be a factor. Recent softening of interest rates will stimulate the new house build market and may accelerate new build growth in Midlothian. There also remains £2.044 million of Medium Term Financial Strategy (MTFS) cost reductions either to be finalised or to be fully implemented. A number of these are taking longer than planned to implement with an adverse impact on the 25/26 financial position. These are detailed at appendix 2 and reported to the Business Transformation Steering Group (BTSG) on a half-yearly basis. Work continues to implement these as quickly as possible. Underspends Loan Charges are projected to underspend by £1.716 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 £25.4 million in the borrowing requirement for 2025/26; o Higher than forecast surplus cash related directly to timing of capital expenditure thus providing opportunity to generate some deposit income. Costs across the spectrum of learning settings for children and young people are lower than provided for in the budget mainly due to lower than budgeted pupil numbers thus giving rise to a positive variance of £1.200 million. As projections are in advance of the new school year, they carry a heightened risk. In recognition of potential inflationary pressures across the Council Budget a provision of £1m was set aside. At this stage it is anticipated that £0.315 million of this provision will be utilised. Income projections from the Alpine Coaster exceed those budgeted which were based on the approved business case. These are partly offset by additional staffing and security costs. Overall there is a positive variance of £0.548 million.Page 46 of 327
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Electricity prices are lower than budgeted slightly offset by higher gas prices thus giving rise to a combined positive variance of £0.350 million. Consumption appears in line with budget. 3.4 The Corporate Management Team met on Wednesday 13th August and considered the financial position agreeing, alongside the continued financial discipline measures referenced in section 3.2, a requirement for services to live within available budget and some areas of enhanced monitoring. Pay and funding 3.5 Employees whose pay negotiations are covered by the Scottish Joint Council (SJC) trade unions have accepted a pay offer for 2025/26 at 4% and for 2026/27 at 3.5%. The same offer has been made to those staff covered by the Scottish Negotiation Committee for Teachers (SNCT) whose current agreement ended on 31st July 2025. At this stage the offer to SNCT employees remains under consideration. 3.6 The 2025/26 budget and the MTFS assumptions contain a pay uplift of 3%. Funding for the 2025/26 and 2026/27 offer involves an assumption of 3% in council budgets with the remainder funded by the Scottish Government through a mix of re-directed revenue funding and additional capital funding flexibilities. At this stage there remains a risk that unbudgeted costs exceed funding in 2025/26 and that funding does not fully materialise in 2026/27. Details will become available during quarter 2 and will be reported to Council in December. 4 Delegation of resources to Midlothian Integration Joint Board 4.1 The approved budget provided for the allocation of £71.087 million to the MIJB for the provision of delegated services. 4.2 In accordance with the Integration Scheme the MIJB is required to deliver delegated services within budget allocations from the Council and NHS Lothian and, where any overspend is projected, to put in place a recovery plan to address that. As a last resort the integration scheme allows for the MIJB to seek additional financial support from its partners, either by way of an additional budget allocation or by “brokerage” (provision of additional resources in a year which are repaid in the following year). 4.3 Financial Monitoring reports covering all of the MIJB activities are presented to the Integration Joint Board and are available on the committee management section of the Council website:- Midlothian Integration Joint Board (cmis.uk.com) 4.4 MIJB met on Thursday 21st August and discussed projections for 2025/26 which show a significant overspend of £3.039 million albeit with mitigating actions underway. £1.429 million of this relates to Adult Social Care services. The most significant Adult Social care pressure is spend driven by the Community Care Resource Panels alongside some smaller projected overspends in Newbyres Village Care Home and Highbank Intermediate Care Facility. Delivery of agreed financial Page 47 of 327
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recovery actions has mitigated budget pressure to a considerable extent, but not fully. 4.5 At this stage there is a heightened risk of MIJB requiring additional resource from Midlothian Council to be able to fund costs in 2025/26 and this is reflected in appendix 1 and section 5 below. Financial Recovery work continues as MIJB strive to reach a break-even position. 5 General Fund Reserve 5.1 The projected balance on the General Fund as at 31 March 2026 is as follows: £ million £ million General Fund Reserve at 1 April 2025 32.029 Planned movements in reserves Application of Budgets carried forward from 2024/25 for use in 2025/26 (11.195) Utilisation of reserve to balance 2025/26 budget (0.163) Utilisation of retrospective service concessions to fund costs in 2024/25 (4.093) Transformation funding applied to date during 2025/26 (0.006) Transformation funding projected for use during 2025/26 (1.377) Supplementary Estimate for Gorebridge High School Land Identification (0.050) Enhancement to Fund for delivery of transformation (Recommendation a) 1.000 Other 0.019 (15.865) Overspend per appendix 1 (2.813) General Fund Balance at 31 March 2026 13.351 An element of the General Fund is earmarked for specific purposes and this is shown below: £ million General Fund Balance at 31 March 2026 13.351 Earmarked for specific purposes To support Council Transformation Blueprint (0.961) Planned use of Service Concession Retrospection (6.674) Planned use of Loans Fund Review Savings (2.153) General Reserve at 31 March 2026 3.563 5.2 The Reserves Strategy approved by Council on 12th February 2019 requires Council to maintain an adequate level of General Reserve to provide a contingency for unforeseen or unplanned costs. In the financial context at that time Council approved the adoption of 2% of the approved budgeted net expenditure (excluding resources delegated to the IJB) to be considered a minimum. This now equates to £5.263 million. Council also agreed that where projections indicate that should Page 48 of 327
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the 2% minimum General Reserve balance be breached an immediate recovery plan be implemented to recover the position, failing which, the next available budget would need to provide for the reinstatement of reserve position. 5.3 Whilst the General Reserve shown above is at £3.563 million and £1.7m less than the prescribed 2%, anticipated delivery of in-year recovery actions and the value of earmarked reserves available to be re-assigned if needed, gives compliance with the Reserves Strategy at this stage. A detailed review of earmarked reserves is underway to assess the scope for reducing their value and subsequently enhancing the non-earmarked element of the reserve. The position will be closely monitored and a formal update, with recommendations, if necessary, will provided to Council at quarter 2. 5.4 The General Fund Reserve must continue to be viewed both in the context of £4.659 million of underlying service pressures in 2025/26 (Appendix 1 - General Fund Services Net Expenditure) and the latest MTFS projected gap of approximately £10.1 million through to 2028/29. 5.5 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. This will be a key part of 2026/27 budget setting deliberations. 5.6 Council on 24th June 2025 approved the earmarking of an additional £1m of reserves to support delivery of the Transformation Blueprint, in particular relating to contract management, commissioning and income generation. At 31st March 2025 the General Fund Reserve was £32.029m with £25.618m of this earmarked for specific use as below: Earmarked General Reserve as at 31 March 2025 £m Budgets carried forward for use in 2025/26 11.195 To support Council Transformation Blueprint 1.504 Planned use of Service Concession Retrospection 10.767 Planned use of Loans Fund Retrospection 2.152 Total 25.618 The additional £1 million can be created by a re-provisioning of £0.500 of covid recovery funding, £0.350 million of funding for Ukrainian resettlement and £0.150 million of Scottish Government funding held aside to supplement service costs associated with policy expansion. 6 Report Implications (Resource, Digital and Risk) 6.1 Resource The projected performance against budget set out in this report presents the initial projections for the year. Work continues across the council to reduce overspends and to progress at pace delivery of approved savings. Page 49 of 327
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6.2 Digital Increased reliance and investment in digital solutions and digital first solutions will be a key element of future plans. 6.3 Risk Section 95 of the Local Government (Scotland) Act 1973 requires all Local Authorities in Scotland to have adequate systems and controls in place to ensure the proper administration of their financial affairs. The assessment of performance against budgets by services is underpinned by comprehensive financial management and budgetary control arrangements. These arrangements are central to the mitigation of financial risk. Ensuring that adequate systems and controls are in place reduces the risk of significant variances arising, and where they do arise they help to ensure that they are identified and reported on and that appropriate and robust remedial action is taken. The primary purpose of this report is to provide an assessment of performance against budget for the full year. The material variances detailed in the report highlight that the financial management and budgetary control arrangements require continual review and enhancement if financial risk is to be effectively mitigated during the year. There are some areas where effective forecasting of spend against budget is hindered due to incomplete service information which in previous years has resulted in previously unreported or significantly adjusted variances at the financial year end. CMT continues to consider these areas and supports actions to address the underlying issues and mitigate the risk associated with them. At quarter 1 there is insufficient quality data to make meaningful projections for passenger transport and building maintenance recharges remain under review. Activity is in place to ensure this will be rectified for quarter 2. The Council recognises the potential for compensation claims deriving from Scottish Government’s Limitation (Childhood Abuse) (Scotland) Act 2017 which removes the three year time limit on claims of child abuse. Some claims will be historic and relate to Lothian Regional Council, Midlothian District Council or their predecessors and some will date post reorganisation and relate to Midlothian Council, and so presents a risk that would further reduce reserves from those currently projected. Further financial obligations may also arise as the implications associate with the The United Nations Convention on the Rights of the Child (Incorporation) (Scotland) Bill, which has yet to secure Royal Assent, are more fully understood. 6.4 Ensuring Equalities As changes to existing plans are developed the assessment of the impact of these proposals in relation to their impact on equalities and human rights will be carried out. This will help to ensure wherever possible that there are no negative impacts on equality groups or Page 50 of 327
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potential for infringement of individuals’ human rights from the any of the proposals. 6.5 Additional Report Implications See Appendix A Appendices Page 51 of 327
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The existing financial plans support the delivery of the key priorities in the Single Midlothian Plan. As the impact on the Council of the pandemic and recovery continues to unfold over the financial year any changes in the availability and allocation of resources will need to be considered in parallel to the actions proposed to continue to delivery key priorities. A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value. A.5 Involving Communities and Other Stakeholders The development of the Medium Term Financial Strategy reflects community consultation exercises carried out in 2019 and again in 2022 to help shape the drafting of the “Midlothian Promise” and the development of the Council’s Longer Term Financial Strategy. In addition, there is continued engagement with the recognised Trade Unions on the financial position. Page 52 of 327
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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 Projected Outturn Appendix 2 Approved Savings Delivery Page 53 of 327
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MIDLOTHIAN COUNCIL Appendix 1 GENERAL FUND 2025/26 Performance against budget Revised Budget Revised Budget Revised Budget (Underspend) Function Approved Budget Expenditure Income Net Outturn / Overspend £ £ £ Management and Members 4,856,493 4,818,503 0 4,818,503 4,902,503 84,000 Place Corporate Solutions 23,746,618 44,611,863 (20,065,011) 24,546,852 25,564,852 1,018,000 Place 42,018,333 66,712,749 (21,171,288) 45,541,461 45,544,461 3,000 Central Costs 2,368,921 2,835,863 0 2,835,863 3,008,863 173,000 People and Partnerships Midlothian Integration Joint Board 71,086,709 79,836,939 (8,631,181) 71,205,758 72,634,758 1,429,000 Non-Delegated Services - Community Safety and Welfare Rights 714,131 894,432 (98,757) 795,675 798,675 3,000 Childrens Services, Partnerships and Communities 21,005,822 24,807,852 (1,008,565) 23,799,287 24,836,287 1,037,000 Education 153,756,358 162,487,280 (5,984,785) 156,502,495 157,352,495 850,000 Lothian Valuation Joint Board 581,659 581,659 0 581,659 643,659 62,000 Non Distributable Costs 898,936 898,936 0 898,936 898,936 0 GENERAL FUND SERVICES NET EXPENDITURE 321,033,980 388,486,077 (56,959,587) 331,526,490 336,185,490 4,659,000 Loan Charges 8,872,000 8,872,000 0 8,872,000 7,156,000 (1,716,000) NDR Discretionary Relief 70,300 70,300 0 70,300 70,300 0 Investment Income (110,736) 0 (110,736) (110,736) (110,736) 0 Allocations to HRA, Capital Account etc. (5,800,545) (5,800,545) 0 (5,800,545) (5,800,545) 0 324,064,999 391,627,832 (57,070,323) 334,557,509 337,500,509 2,943,000 less Funding: Scottish Government Grant (244,974,000) 0 (245,242,000) 245,242,000 245,434,000 (192,000) Council Tax (71,830,000) 0 (71,830,000) 71,830,000 71,768,000 62,000 Service Concessions - in-year 0 3,005,000 0 3,005,000 3,005,000 0 Utilisation of Reserves 7,260,999 394,632,832 (374,142,323) 14,480,509 17,293,509 2,813,000 Page 54 of 327
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MIDLOTHIAN COUNCIL Appendix 2 GENERAL FUND 2025/26 Delivery of Approved Savings 25/26 25/26 Savings Outturn Variance Target Q1 Q1 Narrative Place Management Review 1,256 1,256 0 Digital Transformation 257 0 257 Efficiencies from rollout of Digital Tools remain in service budgets Online Customer Engagement 235 0 235 Automation of services will generate saving. Work programme under development and savings will follow Leadership Review - Corporate Solutions 45 45 0 Reduce Net cost of Benefits by 6% 238 0 238 Open Revenues Project commenced and successful completion of actions will lead to staffing efficiencies Rationalisation of the office Estate 250 250 0 Shared on-call Service 10 10 0 Review of Temporary Accommodation 200 200 0 HRA Void Clearances 15 15 0 School and ASN Transport Review 30 30 0 School Admin Support 20 20 0 Non-delegated HSC efficiencies 45 45 0 Reduction of Specialist Instructors 35 35 0 Further review of S&L 44 44 0 Reduce net cost of benefits by 6% 238 238 0 Reduce Shrub Bed maintenance 36 36 0 PPP school closures during holidays 40 40 0 Public Toilets closure 81 65 16 Remaining facilities offered for sale or Community Asset Transfer Trading Standards Regional collaboration 90 90 0 Cease Night Security at Stobhill Depot 150 150 0 Safety Advisory Group 25 25 0 Remove 5 FTE Grade 1 Cleaners 125 76 49 Incremental workforce reductions are being realised Location and Vehicle Advertising 25 25 0 Wrap Around Care 75 0 75 Plan to deliver this to be developed. Land Services Review 75 75 0 Education Third Party Contracts Review 500 500 0 Admin Review 34 34 0 1% DSM Budget 400 400 0 Transformation of the School Week 2,000 2,000 0 Continuous Improvement Team 28 28 0 Internal Audit 55 55 0 Reduction in offer to MIJB 1,133 1,133 0 Communities and Lifelong Learning Review 250 250 0 Parking Fines 100 40 60 Fine income offset by running costs. Link to development of parking strategy Roads Maintenance - replace maintenance costs with £2.5m capital 267 267 0 Reduction of Dry-Side facilities at the weekend in Leisure Centres 65 0 65 New staffing rotas being developed but not yet implemented Reduction of Wet-Side facilities at the weekend in Leisure Centres 112 0 112 New staffing rotas being developed but not yet implemented Reduction in Cleaning Frequency in some Council Buildings 132 62 70 Incremental workforce reductions are being realised Review of Service Contracts in CYPP Directorate 500 0 500 Review of contracts underway with potential for delivery of a large part of the savings target in 25/26 Page 55 of 327
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CLLE Efficiency 75 75 0 Review of CYPP Central Teams 200 200 0 Lets and Charges for After School Clubs 40 40 0 Delivery of Business Critical Spend 717 350 367 May be further Community Action Teams savings. Income Generation worksteams to be worked through Total 10,248 8,204 2,044 Page 56 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.2 Housing Revenue Account Revenue Budget and Capital Plan 2025/26 Report by David Gladwin, Chief Financial Officer and Section 95 Officer Report for Decision 1 Recommendations Council is recommended to: Approve the reutilisation of the Environmental Improvements Capital Budget for damp remediation works; Otherwise note the contents of this report. 2 Purpose of Report / Executive Summary The purpose of this report is to provide Council with a summary of expenditure and income to 7th July 2025 for the Capital Plan and a projected outturn for both the Housing Revenue Account (HRA) and Capital Plan for 2025/26. The summarised financial performance for 2025/26 is: Projected capital investment in the year totalling £60.685 million; A projected net underspend in the revenue account of £0.261 million; A projected HRA general reserve at 31st March 2025 of £31.679 million. Date: 29th July 2025 Report Contact: Name:Lisa Young Email: lisa.young@midlothian.gov.uk Page 57 of 327
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3 Background 3.1 Capital Plan 2025/26 The 2025/26 Capital Plan budget has been revised to reflect the current profile of spend as shown in appendix B. Capital investment in the year is projected to be £60.685 million. The sale of Loanhead Police Station and 3 Crichton Avenue has resulted in additional capital receipt of £0.420million. These receipts will subsequently reduce the overall borrowing requirement for 2025/26. There are currently no other material variances to be reported. There is currently budget set aside within the Capital Plan of £21.987 million for environmental improvements and it is recommended that this be reutilised for damp remediation works to relieve the pressure on the general repairs budget. It has been determined that as the external wall insulation and other aspects of the properties are being upgraded as part of the damp remediation works that these costs can therefore be capitalised. 3.2 Revenue Account 2025/26 For 2025/26 there is currently a projected underspend of £0.261 million against budget, as shown in appendix C, this is due to:- Revision of new build void rents calculation will result in projected additional rent income of £0.100 million; Reflection of the latest delivery programme for the HRA capital plan and the availability of reduced rate PWLB loans specifically available for the HRA will result in lower borrowing costs of £0.636 million; Damp remediation works now being capitalised, resulting in projected underspend in repairs of £0.125 million. This is offset by:- Higher than budged pay award and revision of the recharge from land services will result in an overspend £0.104 million; Insurance premiums have increased due to recent claims experience for fires and frozen water pipes in various Council dwellings, resulting in an overspend of £0.119 million; Revision of the provision for bad debt write-offs and void rents and council tax in line with previous financial years will result in an overspend of £0.231 million and £0.097 million respectively. The HRA general reserve balance is projected to be £31.679 million at 31st March 2026, which is committed to finance existing investment commitments to 2040/41. Page 58 of 327
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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. This is mitigated by the adoption of a long term financial strategy and modelling which demonstrates that existing investment commitments are sustainable. There is also the risk of capital spend being lower than projected due to delays on projects, particularly in the current climate , this could result in lower debt charges causing the Housing Revenue Account Reserve balance to increase by more than projected. 4.4 Ensuring Equalities There are no equality issues arising directly from this report. 4.5 Additional Resource Implications See Appendix A. Appendices Appendix A – Additional Resource Implications Appendix B - Capital Plan 2025/26 Appendix C – Revenue Account 2025/26 Page 59 of 327
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Not applicable A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value. A.5 Involving Communities and Other Stakeholders The report does not directly relate to involving communities. A.6 Impact on Performance and Outcomes The report does not directly impact on Midlothian Council’s performance and outcomes. A.7 Adopting a Preventative Approach The report does not directly relate to adopting a preventative approach. A.8 Supporting Sustainable Development The report does not directly relate to supporting sustainable development. Page 60 of 327
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MIDLOTHIAN COUNCIL Appendix B HOUSING REVENUE ACCOUNT CAPITAL PLAN 2025/26 Revised Budget Actuals To Date Projected Outturn (Under)/Over Spend CAPITAL GRANTS AND RECEIPTS £'000 £'000 £'000 £'000 Scottish Government Grants -Affordable housing supply programme 6,654 488 6,654 0 -Off market purchases 590 0 590 0 -Social housing net-zero 1,046 0 1,046 0 Council tax on second homes 59 0 59 0 Other capital receipts 0 420 420 420 Borrowing requirement 52,336 7,452 51,916 (420) Total Capital Grants and Receipts 60,685 8,360 60,685 0 APPROVED CAPITAL EXPENDITURE £'000 £'000 £'000 £'000 Investment in Additional Housing Stock -New social housing phase 3-5 41,780 7,299 41,780 0 -Dalkeith town centre regeneration - social housing 50 (22) 50 0 -Off market purchases 1,700 190 1,700 0 Capital Repairs and Enhancement of Existing Stock -Scottish Housing Quality Standards (SHQS) Repairs 4,077 530 4,077 0 -Energy Efficiency Standard for Social Housing (EESSH) 5,918 61 5,918 0 -Upgrade Central Heating Systems 2,831 247 2,831 0 -Damp remediation works 1,500 0 1,500 0 Other Capital Expenditure -Aids and adaptations 529 55 529 0 -Backdated developer contributions 1,000 0 1,000 0 -Bonnyrigg District Heating Scheme (BDHS) meters 1,300 0 1,300 0 Total Capital Expenditure 60,685 8,360 60,685 0 Page 61 of 327
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MIDLOTHIAN COUNCIL Appendix C HOUSING REVENUE ACCOUNT 2025/26 Revised Budget Projected Outturn (Under)/Over Spend Average Number of Houses 7,747 7684 (63) £'000 £'000 £'000 EXPENDITURE Repairs and Maintenance -Responsive 5,513 5,294 (219) -Planned 930 902 (28) -Void 2,678 2,800 122 -Decant/Compensation 78 78 0 Total Repairs 9,199 9,074 (125) Supervision and Management -Allocations to General Fund 5,801 5,801 0 -Landscaping 616 720 104 -Insurance 324 443 119 -Other Supervision and Management 275 288 13 Total Supervision and Management 7,016 7,252 236 Capital Financing Costs 18,554 17,918 (636) Void Rent and Council Tax 1,247 1,344 97 Other Expenditure 2,296 2,562 266 Total Expenditure 38,312 38,150 (162) INCOME Dwelling Rents (36,767) (36,867) (100) Garage Rents (710) (710) 0 Service Charge Income (273) (274) (1) Other Income (70) (68) 2 Total Income (37,820) (37,919) (99) Net (Income)/Expenditure for HRA Services 492 231 (261) Movement in Housing Revenue Account Reserve Housing Revenue Account Reserve Opening Balance (31,910) (Enhancement)/impairment during the year as above 231 Reserve earmarked to fund capital investment plans (31,679) Page 62 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.3 General Services Capital Plan – 2025/26 Quarter 1 Monitoring Report by David Gladwin, Chief Financial Officer & Section 95 Officer Report for Decision 1 Recommendations It is recommended that the Council:- 1. Approve the adjustment to the project expenditure budget in the General Services Capital Plan as set out in Section 3.1; 2. Note the forecast outturn for expenditure, funding and borrowing, as outlined in Section 4. 2. Purpose of Report The purpose of this report is to provide Council with:- An update of the GSCP incorporating information on adjustments to existing project budgets (Section 3); Information on the projected performance against budget for 2025/26 (Section 4); Update on the Capital Fund (Section 5). Date 27 August 2025 Report Contact: Gary Thomson, Senior Finance Business Partner gary.thomson@midlothian.gov.uk Page 63 of 327
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3 Update of General Services Capital Plan 3.1 Adjustments to existing project budgets The following adjustments to existing project expenditure and income budgets are included in the GSCP:- Stobhill Recycling Depot: Waste Transfer Shed: Additional £0.250 million capital expenditure budget to cover higher than expected costs in relation to the major extension to the Waste Transfer Shed, to be fully phased in 2025/26 and fully funded by prudential borrowing. In addition to already approved £2.322 million Zero Waste Scotland grant funding for project. Approved by Business Transformation Steering Group on 17 March 2025. 4 2025/26 Projection against budget 4.1 2025/26 Budget After accounting for the following:- Rephasing of budgets from 2024/25 to 2025/26, and new projects added to the plan, both as reported to Council on 24 June 2025; Including the new projects & adjustments to project budgets as outlined in Section 3; the capital plan expenditure budget for 2025/26 is £93.643 million. Page 64 of 327
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Table 1: Rephasing of project expenditure budgets Project Description of amendment to budget Previous 2025/26 Budget £000’s Revised 2025/26 Budget £000’s 2025/26 Budget Movement £000’s CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD Bilston Primary School Extension Revised cashflow provided based on RIBA Stage 3 Cost Plan with updated project programme and targeted completion date of July 2026 1,834 1,378 -456 Beeslack Community High School Replacement Revised expenditure profile reflects adjustments to programme sequencing following ongoing design and programme reviews with main contractor and project team 14,500 7,000 -7,500 Shawfair All Through Campus Revised expenditure profile reflecting programme of consultant team appointments to progress next stages 7,917 2,945 -4,972 ASSET MANAGEMENT PROGRAMME BOARD TRANSPORT, ENERGY & INFRASTRUCTURE PROGRAMME BOARD A701 Relief Road Rephasing of project programme due to timing of the ecology surveys required for inclusion in the Environmental Impact Assessment required for the submission of the Planning Application 3,193 1,174 -2,019 OTHER Others Minor variances 828 815 -13 Total 28,272 13,312 -14,960 Based on the rephasing of budgets as shown in Table 1 above, the rephased budget for the GSCP is £78.683 million. In line with this, the expected level of funding available to finance the plan has also been rephased and totals £30.480 million. This results in an in-year budgeted borrowing requirement of £48.203 million. Page 65 of 327
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The projected performance against budget for 2025/26 is shown in table 2 below:- Table 2: GSCP Projected Performance against Budget 2025/26 – as at Quarter 1 2025/26 2025/26 Actual 2025/26 2025/26 2025/26 Initial Rephased To Projected Variance Carry Budget*1 Budget 22.06.25 Outturn Forward Item £000’s £000’s £000’s £000’s £000’s £000’s Expenditure 93,643 78,683 4,122 78,372 -311 -14,960 Funding 32,571 30,480 3,116 30,169 -311 -2,091 Borrowing Required 61,072 48,203 1,006 48,203 0 4.2 Expenditure Expenditure to 22 June 2025 is £4.122 million with a projected expenditure outturn of £78.372 million, £0.311 million less than the rephased budget. At this stage it is anticipated that all budgets for the projects detailed in Appendix 1 will be fully spent in the current year, other than:- Roslin Primary School Modular Units: Underspend of £0.277 million against project expenditure budget with the quotation provided by the main contractor being significantly less than budget Millerhill Asphalt Path: Underspend of £0.033 million against project expenditure budget. Works complete with tendering process returning better than expected price value. Outdoor Play Equipment (Roslin): Minor underspend of £0.001 million against project expenditure budget. The expenditure to Quarter 1 (£4.122 million) equates to 5% of the forecast outturn expenditure (£78.372 million). This means that the remaining £74.250 million, or 95% of expenditure, is projected to be incurred by the end of the financial year, with only 77% of the financial year remaining. The expenditure forecasts are based on the latest assessment of project expenditure by service leads and project managers. The risk in these forecasts is that expenditure is materially less than forecast, with overly optimistic forecasts from service leads and project managers resulting in underspends within the current financial year and/or rephasing from 2025/26 back to 2026/27. The actual outturn position will be presented as part of the General Services Capital Plan – Outturn 2025/26 report to Council in June 2026, with prior reporting, challenge and assessment at Capital Plan & Asset Management Board. 1 With new projects added Page 66 of 327
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4.3 Funding The funding available to finance the Capital Plan in 2025/26 is expected to total £30.169 million, £0.311 million less than the rephased budget, which reflects unapplied developer contributions as a result of the project expenditure underspend for the 3 projects listed in section 3.2. Officers are exploring alternative use of these developer contributions and will bring reports back to CPAMB and Council in due course. Funding of £3.116 million has been received to 22 June 2025. 4.4 Borrowing The budgeted level of borrowing for 2025/26 is £48.203 million. Based on the forecast expenditure and funding levels as noted above, the revised estimate of the level of borrowing required for 2025/26 is forecast to be £48.203 million, in line with the budget. The impact on the Council’s borrowing costs is reflected in the Financial Monitoring 2025/26 General Fund Revenue report elsewhere on today’s agenda. 5 Capital Fund The Capital Fund at the start of the 2025/26 financial year was £17.600 million. £7.694 million of this is committed to fund the A701 City Deal project, with a further £7.061 million committed to support capital investment, and a further £0.604 million of developer contributions earmarked to fund specific projects. The forecast non-committed capital fund balance at 31 March 2026 is £2.833 million, as shown in the table below. Item Amount £000’s Balance at 01 April 2024 17,600 Forecast Capital Receipts 2025/26 592 Forecast Balance at 31 March 2026 18,192 Committed to fund City Deal Project -7,694 Committed to support Capital Investment -7,061 Developer Contributions earmarked for specific purposes -604 Forecast non-committed balance at 31 March 2026 2,833 Page 67 of 327
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6. Report Implications 6.1 Resource The borrowing required to finance the planned investment in 2025/26 is reflected in the Financial Monitoring 2025/26 – General Fund Revenue report elsewhere on today’s agenda. 6.2 Digital There are no Digital Services implications arising from this report. 6.3 Risk The construction materials supply chain has already been subject to unprecedented disruption through a combination of the Coronavirus (COVID-19) Pandemic, the UK leaving the European Union, the conflict in Ukraine and the global inflationary picture. The Construction Leadership Council (CLC) continues to report shortages of construction materials and forecasts this disruption to continue for the foreseeable future. Ongoing engagement with suppliers confirms that materials shortages, longer lead times and steep price increases are highly likely to continue to impact the supply chain. This potentially exacerbates the inherent risk in the Capital Plan that projects will cost more than estimated thus resulting in additional borrowing, or will be subject to delay as project scope is reduced and value engineering is required to deliver to available budget and mitigate the impact on the Medium Term Financial Strategy. Strengthened financial monitoring & governance procedures have been approved by CP&AMB, which will ensure that significant variations can be captured and reported to Programme Boards and CP&AMB so that remedial action can be taken to mitigate the risks. In developing the strategy and taking cognisance of the longer term affordability gap it is clear that a number of potential projects which are currently included, will only be able to progress if they can be delivered on a spend to save basis (i.e. where income or cost savings more than offset the cost of funding the investment) or where they can be delivered on a cost neutral basis or through alternative funding mechanisms. The Capital Plan includes a provision for the return of contingencies of £10.785 million over the period 2025/26 to 2028/29, equating to 2.5% of all project expenditure. This includes a provision for the return of contingencies of £1.214 million in 2025/26. The risk is that projects throughout the plan are unable to deliver this which could be in part due to factors outwith the Council’s control. Capital Plan & Asset Management Board will review the level of return of contingencies against the £10.785 million provision on an ongoing basis to ensure that projects can, where possible, deliver against this provision and that the provision continues to be appropriate. Page 68 of 327
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6.4 Ensuring Equalities There are no equalities issues arising directly from this report. 6.5 Additional Report Implications See Appendix A. Page 69 of 327
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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 A.3 Key Delivery Streams Themes addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value The report does not directly impact on Delivering Best Value. A.5 Involving Communities and Other Stakeholders No external consultation has taken place on this report. A.6 Impact on Performance and Outcome There are no issues arising directly from this report. A.7 Adopting a Preventative Approach Not applicable. A.8 Supporting Sustainable Development Not applicable. Background Papers: Appendix 1 –GSCP 2025/26 – Quarter 1 Monitoring Appendix 2 – Projects in Development Page 70 of 327
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Appendix 1: GSCP 2025/26 – Quarter 1 Monitoring Rephased 2025/26 2025/26 2025/26 2025/26 2025/26 2025/26 Note/ GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Forecast Variance Carry Explanation Q1 Monitoring Q1 to 22/06/25 Outturn Q1 Q1 Forward Q1 for £'000 £000's £000's £000's £000's £000's Variance/Carry Forward CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD FULLY APPROVED PROJECTS Education - Primary Woodburn Primary 9 class & activity hall extension 511 511 - 511 - - Easthouses Primary School 300 300 0 300 - - Mayfield & St. Luke's School Campus 13,067 13,067 115 13,067 - - Burnbrae Primary - Conversion of ASN to GP Space 26 26 - 26 - - Modular Units 2023/24 8 8 2 8 - - Bilston Primary School Extension 1,834 1,378 6 1,378 - 456 Revised cashflow provided based on RIBA Stage 3 Cost Plan with updated project programme and targeted completion date of July 2026 Roslin Primary School Modular Units 828 815 - 538 (277) 13 Minor adjustment to project expenditure profile Underspend of £0.277m based on quotation provided by main contractor Education - Secondary Lasswade High - Enhancement of Faciltiies to Support School Capacity 452 452 - 452 - - Beeslack CHS Replacement 14,500 7,000 48 7,000 - 7,500 Revised expenditure profile reflects adjustments to programme sequencing following ongoing design and programme reviews with main contractor and project team Penicuik High School 7,702 7,702 425 7,702 - - Shawfair All-through Campus 7,917 2,945 4 2,945 - 4,972 Revised expenditure profile reflecting programme of consultant team appointments to progress next stages Education - ASN Hawthornden Primary - ASN Unit 4 4 0 4 - - ASN Provision - Social Complex Needs 212 212 - 212 - - Education - Early Years Mount Esk Nursery School Replacement @ Hawthornden 2,593 2,593 - 2,593 - - Vogrie Outdoor Early Learning Centre 108 108 - 108 - - Other Outdoor Spaces - - - Education - Primary - Projects near completion Paradykes Primary Replacement 5 5 1 5 - - New Danderhall Primary hub 64 64 (53) 64 - - Acoustic Upgrades 91 91 - 91 - - Education - General Learning Estate Strategy: Development Budget 200 200 - 200 - - TOTAL - CHILDREN, YOUNG PEOPLE & ESTATES PROGRAMME BOARD50,423 37,481 549 37,204 (277) 12,941 Page 71 of 327
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Rephased 2025/26 2025/26 2025/26 2025/26 2025/26 2025/26 GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Forecast Variance Carry Q1 Monitoring Q1 to P3 Outturn Q1 Q1 Forward Q1 £'000 £000's £000's £000's £000's £000's ASSET MANAGEMENT PROGRAMME BOARD Digital Business Applications 137 137 4 137 - - Front Office - Hardware, Software & Services 479 479 - 479 - - Back Office - Hardware, Software & Services 90 90 - 90 - - Network, Software & Services 678 678 - 678 - - Schools - Hardware, Software & Services 213 213 5 213 - - Recharge of Staffing 200 200 - 200 - - Digital: Equipped for Learning 2,489 2,489 801 2,489 - - Roads & Street Lighting Street Lighting and Traffic Signal Upgrades 969 969 5 969 - - Footway & Footpath Asset Management Plan 518 518 - 518 - - Road Upgrades - Asset Management Plan 1,536 1,536 - 1,536 - - Roads: Resurface Residential Schemes 3,424 3,424 236 3,424 - - Fleet Vehicle & Plant Replacement Programme 6,218 6,218 120 6,218 - - Property Property Upgrades 1,693 1,693 130 1,693 - - Property Upgrades - LES 843 843 - 843 - - Open Spaces / Play Areas Outdoor Play Equipment - Rosewell 44 44 43 43 (1) - Works complete with minor underspend against project budget Roslin Wheeled Sports Facility 59 59 59 59 - - Mauricewood Road Bus Shelter 4 4 - 4 - - Millerhill Park Asphalt Path 38 38 1 5 (33) - Works complete with tendering process returning better than expected price value Welfare Park, Newtongrange 39 39 - 39 - - Play Park Renewal 2023/24+ 80 80 47 80 - - Play Park Renewal 2024/25 547 547 - 547 - - Play Park Renewal 2025/26 495 495 - 495 - - Nature Restoration Fund 2023/24 24 24 12 24 - - Contaminated Land 70 70 9 70 - - Sport & Lesiure Tennis Court Upgrades 42 42 - 42 - - Bonnyrigg Rose Football Club: Engineering & Ground Works 101 101 - 101 - - Flotterstone Car Park Infrastructure & Charging 16 16 - 16 - - TOTAL - ASSET MANAGEMENT PROGRAMME BOARD21,046 21,046 1,473 21,012 (34) - TRANSPORT, ENERGY & INFRASTRUCTURE PROGRAMME BOARD Transport A701 Relief Road: Bush Loan Junction 2,598 796 34 796 - 1,801 A701 Relief Road: A701 Active Travel Corridor 545 327 (10) 327 - 218 A701 Relief Road: Phases 4-8 50 50 25 50 - - A7 Urbanisation 1,496 1,496 - 1,496 - - Active Travel Infrastructure: Tier 1 1,045 1,045 (169) 1,045 - - Active Travel Infrastructure: Tier 2 - - 68 - - - Sustrans - People & Places Equipment Purchases 197 197 - 197 - - Community Bus Fund 4 4 - 4 - - Road Safety Improvement Fund - - 16 - - - UKSPF: Infrastructure Improvements - - 1 - - - FCC Zero Waste - Heat Offtake Facility 1,040 1,040 - 1,040 - - TOTAL - TRANSPORT, ENERGY & INFRASTRUCTURE PROGRAMME BOARD6,975 4,956 (35) 4,956 - 2,019 Rephasing of project programme due to timing of the ecology surveys required for inclusion in the Environmental Page 72 of 327
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Rephased 2025/26 2025/26 2025/26 2025/26 2025/26 2025/26 GENERAL SERVICES CAPITAL PLAN Budget Budget Actual Forecast Variance Carry Q1 Monitoring Q1 to P3 Outturn Q1 Q1 Forward Q1 £'000 £000's £000's £000's £000's £000's REGENERATION & DEVELOPMENT PROGRAMME BOARD Regeneration Place Based Investment Fund 2021/22 276 276 - 276 - - Place Based Investment Fund 2022/23 85 85 - 85 - - Place Based Investment Fund 2023/24 118 118 - 118 - - Rosewell Development Trust - The Steading Infrastructure Upgrades 55 55 - 55 - - Development - Destination Hillend 1,341 1,341 518 1,341 - - Midlothian House RetroFit 4,936 4,936 70 4,936 - - Shawfair Town Centre Land Purchase - - - - - - Highbank Intermediate Care Reprovisioning 4,626 4,626 1,360 4,626 - - Day Care Centre 494 494 14 494 - - General Fund Share of Extra Care Housing 107 107 34 107 - - Recycling Improvement Fund: Stobhill Recycling Depot & Twin Stream Roll Out 2,530 2,530 27 2,530 - - TOTAL - REGENERATION & DEVELOPMENT PROGRAMME BOARD14,568 14,568 2,023 14,568 - - OTHER (PROGRAMME BOARD NOT YET DEFINED) PLACE Digital Council Hybrid Meetings 16 16 - 16 - - Property/Development - Midlothian & Fairfield House Shower Upgrades 5 5 - 5 - - Public Sector Housing Grants 291 291 16 291 - - Penicuik THI: Public Realm Scheme 171 171 - 171 - - Millerhill Pavilion 7 7 - 7 - - PEOPLE & PARTNERSHIPS Education Free School Meal Provision 186 186 - 186 - - Communities & Partnerships - Members Environmental Improvements 367 367 23 367 - - Adult Social Care Assistive Technology 300 300 - 300 - - Analogue to Digital Transition 501 501 74 501 - - TOTAL NOT ALLOCATED TO PROGRAMME BOARDS1,845 1,845 113 1,845 - - SUBTOTAL - PRE RETURN OF CONTINGENCIES 94,858 79,897 4,122 79,586 (311) 14,960 Provision for Return of Contingencies (1,214) (1,214) (311) (1,214) - - GENERAL SERVICES CAPITAL PLAN TOTAL 93,643 78,683 3,811 78,372 (311) 14,960 Page 73 of 327
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Appendix 2 – Projects Under Consideration The General Services Capital Plan (GSCP) includes all projects that are currently fully approved or approved in principle. In addition, the following projects are being considered; and will be brought forward to Council for full approval and adoption in the GSCP if the project meets the Council’s statutory & policy drivers and an affordable business case has been developed. The following list is not an exhaustive list of projects but represents a wider suite of projects to those already approved. Projects Under Consideration Children, Young People and Partnerships Programme Board Gorebridge High School Mauricewood Primary School Extension Bonnyrigg Schooling Catchment Solution St. David’s Primary Extension Asset Management Board Temple Ground Stabilisation B6372 Arniston Embankment Stabilisation Regeneration & Development Programme Board Stobhill Depot Masterplan Hopefield Industrial Estate Woodburn Community Hub Vogrie Renewal Strategy Masterplan Gorebridge Library Relocation Transport, Energy & Infrastructure Programme Board A701 Relief Road – Phases 4-8 Page 74 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.4 Midlothian IJB Draft Strategic Plan 2025-2035 Report by Gill Main, Integration Manager, Midlothian HSCP Report for Decision 1 Recommendations As a result of this report, members are asked to note the consultation with Midlothian Council CMT in the development of the Midlothian IJB draft Strategic Plan 2025-2035, support the Midlothian IJB draft Strategic Plan 2025-2035. 2 Purpose of Report/Executive Summary This report presents the Midlothian IJB draft Strategic Plan 2025-2035 (Appendix B), ahead of final approval and publication by Midlothian IJB. Under the terms of the Public Bodies (Joint Working) (Scotland) Act, 2014, each Integration Authority is required to produce a Strategic Plan covering its delegated functions. The Act also includes the provision that each Health Board and Local Authority must be consulted on the content of the Strategic Plan, and that if the Health Board and/or Local Authority believe that the Strategic Plan would interfere with the delivery of their functions they can, together, reject the Strategic Plan and ask that the plan be re-written Following a 2-year consultation process with both Partners, and the adoption of all Midlothian Council CMT requested amendments and additions, Midlothian Council are asked to support the Midlothian IJB draft Strategic Plan 2025-2035. Date: 21/08/2025 Report Contact: Name: Gill Main Tel No: 07989763713 gill.main3@nhs.scot Page 75 of 327
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3 Background/Main Body of Report This report presents the Midlothian IJB draft Strategic Plan 2025-2035 (Appendix B), ahead of final approval and publication by Midlothian IJB. Under the terms of the Public Bodies (Joint Working) (Scotland) Act, 2014, each Integration Authority is required to produce a Strategic Plan covering its delegated functions, and outlining how that Integration Authority would intend to utilise the resources at its disposal to deliver on their statutory aims and objectives. The logic of the Act, supporting regulations, and guidance is that the Strategic Plan should be the basis for Directions that are issued to the Health Board and the Local Authority over the lifespan of that Plan. With this in mind, the Act also includes the provision that each Health Board and Local Authority must be consulted on the content of the Strategic Plan, and that if the Health Board and/or Local Authority believe that the Strategic Plan would interfere with the delivery of their functions they can, together, reject the Strategic Plan and ask that the plan be re-written. The long history of strong and productive relationship between Midlothian IJB and both Midlothian Council and NHS Lothian has ensured close working across the development of this plan and alignment to both Partners strategic ambitions. Midlothian IJB has developed its draft Strategic Plan for 2025-2035 in line with the Strategic Plan Statutory Guidance. This has included a large-scale engagement plan and the production of a statutory Consultation and Engagement Statement (Appendix B). As part of the consultation process, the membership of Midlothian CMT were invited to review and make comment on the draft Midlothian IJB Strategic Plan 2025-2035. On 7th May 2025, the draft plan was well received with three specific proposals for amendment to be considered by Midlothian IJB. These were to review and strengthen where appropriate the message that the IJB can only plan and deliver services within the limitations of the resources made available to it by Midlothian Council and NHS Lothian make reference to the process of annual budget setting describe the ambition to develop 'ageless' care provision, particularly in relation to disabilities, justice, and mental health. The suggested amendments proposed by Midlothian Council CMT were subsequently agreed and adopted in the draft plan along with a Page 76 of 327
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number of planned revisions reviewed again by Midlothian Council CMT on 13th August 2025. The development of the strategic plan is detailed in a comprehensive Change Log (appendix B). Following a meeting of the Midlothian IJB on 21st August 2025, the Chair requested a number of small amendments to language which will be undertaken along with planned changes to the design in the coming weeks. No material changes to content are planned. Incorporating the requirements of both NHS Lothian and Midlothian Council, the NHS Lothian Strategic Planning and Performance Committee have already endorsed this plan. The NHS Lothian Board will review the Midlothian IJB draft Strategic Plan 2025-2035 on 8th October 2025. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource Midlothian Council’s budget proposition of £71.086m for 2025/26 was accepted by Midlothian IJB at the Board meeting on 27th March 2025. The Midlothian IJB draft Strategic Plan 2025-2035 is an ambitious but realistic plan designed in conjunction with the Midlothian IJB Medium Term Financial Strategy to ensure services are delivered within the resources made available by NHS Lothian and Midlothian Council Partners. The strategy aims to deliver transformation and a new and sustainable model for health and social care in Midlothian. 4.2 Digital The Midlothian IJB draft strategic Plan 2025-2035 highlights a number of key digital innovations and will continue to develop this as a key part of its strategy as resource allows. 4.3 Risk The Midlothian IJB Strategic Plan 2025-2035 must progress through the governance routes of both Partners and has continued to iteratively develop as a result of feedback. Not progressing this draft plan risks an inability to meet the required legislative components of this plan within the required time period. With a complex timetable of Midlothian IJB, Midlothian Council and NHS Lothian Board and Committee Page 77 of 327
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meetings set over a year in advance, any delay is likely to cause significant additional delay to the overall process. There is no direct workforce risk as a result of this report. However, it is noted that the workforce that will deliver this strategic plan are employed by either NHS Lothian or Midlothian Council, coming together under the joint directorate of Midlothian Health and Social Care Partnership. Midlothian IJB will continue to work with both employing Partners to ensure the right workforce is made available to deliver the key priorities of this draft strategic plan. 4.4 Ensuring Equalities (if required a separate IIA must be completed) Undertaking an ECRIA is a statutory duty and a vital component in Midlothian IJB’s work to ensure that equality can be advanced through the identification of any unintended consequences for people with protected characteristics. Midlothian IJB has undertaken, published and actioned the recommendations of an Equality and Children’s Rights Impact Assessment (ECRIA) which can be found in the ‘What we do’ section of the Midlothian Health and Social Care Website. Further ECRIA’s will be undertaken as part of Midlothian IJBs budget setting and Financial Recovery Planning (FRP) alongside the operational planning process to deliver the ambitions of this plan. 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A:Additional Report Implications Appendix B:Midlothian IJB draft Strategic Plan 2025-2035 Midlothian IJB draft Strategic Plan 2025-2035 Consultation and Engagement Statement Page 78 of 327
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Midlothian IJB has closely aligned its strategic priorities with the work of both Partners, and the Third Sector. Care has been taken to ensure shared ambitions have been woven throughout this plan to demonstrate Midlothian IJB’s commitment to working together for positive change in the lives of people and communities. Midlothian IJB recognises that working with the Community Planning Partnership is one of the best ways to ensure all the strategies and plans for services across Midlothian are joined up. Midlothian HSCP also leads on both the ‘Midlothian will be safer’ and 'Midlothian will be Healthier' thematic areas of the Midlothian Community Planning Partnership Single Midlothian Plan 2023/27. Midlothian IJB is committed to working in partnership to achieve more together than health and social care can do alone. 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 Midlothian IJB has applied the principles of Best Value to its draft Strategic Plan 2025-2035 and has designed a methodology to ensure it Page 79 of 327
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is effectively managing the resources available to deliver the best possible outcomes for people and communities. Midlothian IJB monitors its actions using a Best Value Framework and records progress in its Strategic Governance Outcomes Map to describe work across 7 key areas. Vision and leadership Governance and accountability Effective use of resources Partnerships and collaborative working Working with communities Sustainability Fairness and equality A.5 Involving Communities and Other Stakeholders Midlothian IJB members, officers of Midlothian HSCP, services, local organisations, people, and communities have been involved in the process to establish this draft Strategic Plan 2025-2035. Over 1000 voices have been included in the development of this plan to date and ongoing engagement and consultation will continue and inform the development of the final version of this plan. The full range of consultation activity will be set out in the Communication and Engagement Statement as part of the statutory suite of publications that must accompany an Integration Authority’s Strategic Plan. A.6 Impact on Performance and Outcomes Like all Integration Authorities in Scotland, Midlothian IJB must plan and deliver the services that support better health and wellbeing in our communities using the National Health and Wellbeing Outcomes Framework and evaluate performance by reporting on the local contribution to the 9 National Health and Wellbeing Outcomes. In Midlothian, the Joint Strategic Needs Assessment (JSNA) data to support local planning has been coordinated and completed on a rolling quarterly basis by a multidisciplinary working group. The data provided within the JSNA are of the highest quality, having already undergone comprehensive cleansing, assurance and validation processes in advance of publication, and ensures that no piece of data utilised for planning purposes is more than 1 year old. This work has received recognition as a national exemplar by Public Health Scotland and ensures Midlothian IJB remains comfortably within its statutory duty to update the JSNA every 3 years. Midlothian IJB has also clearly identified its priority actions by looking forward to the new Strategic Plan when developing Directions for 2025/26. The Directions for 2025/26 are structured within the framework of the 9 National Health and Wellbeing Outcomes and Page 80 of 327
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linked to the 3 strategic aims and 9 sub aims of the draft Strategic Plan 2025-2035. These Directions focus on the specific action required to achieve operational transformation and financial balance across the system. This approach allows Midlothian IJB to review progress, take any decisions necessary to facilitate corrective action where required and create a clear connection between the action that is planned, why, and what is hoped to be seen as a result. The Midlothian IJB draft Strategic Plan 2025-3035 has been written with the intention of improving the health and wellbeing of the people and communities of Midlothian through the provision of high quality, safe, and effective services. In January 2025, the Scottish Government announced the development of a trilogy of publications to shape the future of health and social care in Scotland. The NHS Scotland Operational Improvement Plan was published in March 2025. This was followed in June 2025 with the publication of the Health and Social Care Service Renewal Framework alongside Scotland's Population Health Framework. The service renewal framework sets out a 10-year plan to improve outcomes for the people and communities of Scotland and deliver a sustainable future for health and social care. The 5 principles of the service renewal framework focus on prevention, people, community, population planning, and digital innovation. This echoes the three recommendations for strategic change proposed by Lord Darzi in his 2024 Independent Report in the National Health Service in England; a shift from hospital to community, the move from analogue to digital, and a shift from focusing on sickness to delivering prevention. While Midlothian IJB would have liked to have seen more recognition of the vital role of social work and social care in integrated health and social care within these publications, the Board are confident the draft strategic plan aligns with national ambitions. Midlothian IJB is committed to being a good Partner in supporting the action required across Lothian’s Health and Care system over the next 5 years. Joint working and Midlothian HSCPs contribution to the operational planning and execution of the associated NHS Lothian and Midlothian Council activity will remain a priority for Midlothian IJB. This plan has also been written in line with the Principles for Planning and Delivering Integrated Health and Social Care as the driving force Page 81 of 327
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behind integrated planning activity to look beyond service outputs and focus on improving outcomes for people and communities. Midlothian IJB has invested in connecting its statutory duties and requirements with an understanding of how it is contributing to local people achieving what matters to them most. Midlothian IJB began developing this approach in 2021/22 with a framework that described how services work with people and communities to improve outcomes. Based on this learning, Midlothian IJB has continually improved this process over the past three years to establish a common approach for services to tell their story and describe the contribution they make to changing outcomes. This methodology has been further developed into a whole-system digital Strategic Governance Outcome Map. This outcome map describes how the IJB operates and gives assurance on the local progress being made towards the strategic aims and 9 National Health and Wellbeing Outcomes. Storytelling and the stories of the people who experience local services are an important part of showing and evidencing how people feel and the difference we have helped make in their lives. The IJB Strategic Governance Framework utilises a contribution analysis approach to tracking outcomes and aggregates the contribution of individual services to generate real-time, whole-system evidence of outcomes. Midlothian IJB is delighted that Scottish Government colleagues are utilising this framework in the development of a national outcomes focused reporting methodology for Integration Authorities. A.7 Adopting a Preventative Approach The Midlothian IJB draft Strategic plan 2025-2035 has a strong presentation and early intervention message throughout. Midlothian IJB is also developing its data capabilities with the ambition of being able to combine key health and social care data in new ways that will predict those in our communities at highest risk of require support in the future. This is anticipated to provide Midlothian HSCP will the information to offer and deliver targeted person-specific interventions for individuals at highest risk of future crisis, reduce the number of people who reach crisis, and improve the organisations operation demand and finance predictive capability far beyond the crude population and referral number extrapolations that services are currently dependent upon. Page 82 of 327
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A.8 Supporting Sustainable Development Midlothian IJB has asked Midlothian Health and Social Care Partnership to develop transformation plans that will support the longer- term reform and sustainability of health and social care. These ambitions are described throughout the draft strategic plan and recognise that operational services are best placed to work with people and communities to design the services people want and need. This is an ambitious programme of redesign that will transform health and social care as part of a new, sustainable financial model. Midlothian Health and Social Care Partnership has eight transformation workstreams, which are Palliative care Bed based care Unscheduled care and ‘Home First’ services Primary, community, and social care Commissioned services and the Third Sector Community assets, wealth, and capacity Mental health and dementia Community Front Door/Multiagency Single Point of Access (SPOA) To deliver transformation, a range people and groups of professionals will contribute to the success of this work. Midlothian HSCP has identified Finance and Resource; Business, Intelligence, and Insight; Workforce; Sustainability (including Digital); and Carers as ‘enablers’. Midlothian IJB will continue to work with Midlothian Health and Social Care Partnership, and Midlothian Council, and NHS Lothian as the employing partners to ensure we have the right support to deliver transformation and sustainability. Page 83 of 327
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APPENDIX B Midlothian IJB draft Strategic Plan 2025-2035 Midlothian IJB draft Strategic Plan 2025-2035 Consultation and Engagement Statement Page 84 of 327
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DRAFT 1 Midlothian Integration Joint Board Strategic Plan 2025-2035 Page 85 of 327
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DRAFT 2 Contents Contents...............................................................................................................................................2 Foreword..............................................................................................................................................3 Introduction.........................................................................................................................................4 Who we are ......................................................................................................................................4 National ambitions for local action...............................................................................................4 What people told us........................................................................................................................5 What we will do................................................................................................................................6 Our strategy on a page......................................................................................................................10 Information, evidence, and insight..................................................................................................11 Working with our Partners ................................................................................................................24 Strategic Aim No.1.........................................................................................................................26 Strategic Aim No.2.........................................................................................................................34 Strategic Aim No.3.........................................................................................................................40 Making this a reality...........................................................................................................................46 Other key documents and information........................................................................................46 Our priorities..................................................................................................................................46 Operational planning and how services plan..............................................................................47 Our workforce................................................................................................................................47 Monitoring and evaluation................................................................................................................48 How we measure performance....................................................................................................48 Our performance framework........................................................................................................48 Tracking outcomes........................................................................................................................48 Budget and financial plan.................................................................................................................50 Our annual budget.........................................................................................................................51 Appendices........................................................................................................................................54 Appendix 1: Our responsibilities..................................................................................................54 Appendix 2: Locality planning.......................................................................................................55 Appendix 3: Engagement with people .........................................................................................56 Appendix 4: Market facilitation.....................................................................................................57 Appendix 5: Policy and drivers .....................................................................................................58 Page 86 of 327
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DRAFT 3 Foreword TBC TBC Val de Souza Morag Barrow Councillor Connor McManus Chair, Midlothian IJB Chief Officer, Midlothian IJB Vice Chair, Midlothian IJB Page 87 of 327
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DRAFT 4 Introduction This Strategic Plan has been developed by Midlothian Integration Joint Board (IJB). The purpose of this plan is to describe how we will work with our Partners Midlothian Council and NHS Lothian, people, communities, the Third and Independent Sector, and the services who provide care and support and agree how we can best contribute to people in Midlothian living well in their community. This plan is effective from 1st November 2025 until 31st October 2035, but we will review and update this work every three years. Who we are Midlothian Integration Joint Board (IJB) is a planning and decision-making body created by Midlothian Council and NHS Lothian that plans and directs some health and social care services. We are responsible for an integrated budget that we receive from Midlothian Council and NHS Lothian. The priorities set out in this Strategic Plan will guide how we allocate the money we receive. Page 88 of 327
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DRAFT 5 Midlothian Health and Social Care Partnership oversees more than 60 services on our behalf. This includes two hosted services, Dietetics and Adults with Complex and Exceptional Needs, who deliver care to people across the whole Lothian region for the four Health and Social Care Partnerships - Midlothian, East Lothian, West Lothian, and City of Edinburgh. Our responsibilities and legal duties are outlined in the Public Bodies (Joint Working) (Scotland) Act (2014). We meet regularly and include members from NHS Lothian and Midlothian Council, the Third Sector, staff, and people who represent the interests of people and communities, people who experience our services, their families, and carers. Scottish Government asks us to take action required by law and in national policies when deciding what our local priorities should be. Some of these policies and national drivers are in appendix 5. National ambitions for local action Like all Integration Authorities in Scotland, our role is to plan and deliver the services that support better health and wellbeing in our communities. We are asked by the Scottish Government to work with our Partners to plan across the whole system using the National Health and Wellbeing Outcomes Framework. Evaluating and reporting on what we contribute to the 9 National Health and Wellbeing Outcomes becoming a reality for more people in Midlothian is how Scottish Government measure our performance. This plan has also been written in line with the Principles for Planning and Delivering Integrated Health and Social Care which are the driving force behind our planned activity to successfully and improve outcomes. These national ambitions are the same for every Integration Authority in Scotland and they will be our ultimate aim for as long as we are asked to work in this way. The action we choose to take, and the pace at which we are able to make progress, is unique to Midlothian. What people told us As we prepared this plan, we spoke to over (TBC) people who experience our services, their families, and carers. Between September 2023 and September 2025, we undertook a range of consultation activities to ask what mattered to people, how they wanted things to change, and asked for feedback on a draft of our plan. We also listened to our Partners and local providers to better understand what is already working well and where they are opportunities to improve how we work together to see people in Midlothian living good lives and achieving the things that matter most to them. The two main things people told us were People want to be reassured we are prepared for the future During our consultation, there was a clear message that our ambitions and aims still felt like the right ones, but that strategies and plans can feel like words that don’t mean Page 89 of 327
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DRAFT 6 anything. The consultation challenged us to look at our plans and be clear about what we want to change. Some people were concerned with the rate of housing expansion in Midlothian and were unsure if the system would cope unless we do things differently in the future. People want us to simply tell them what we are going to do The challenges for health and social care are understood by our communities and they don’t want a well-rehearsed list of reasons and explanations for why things are difficult like increased demand, demographic changes, funding issues, or the pandemic. They told us they don't want to read about our future ambitions if those ambitions are out of reach in the coming years. People asked us to be clear, and realistic. You can read more about how we listened to and consulted with people and Partners over the past 2 years to develop this plan in our Consultation and Engagement Statement. What we will do Strategy isn’t always new or exciting. Strategies find solutions to the challenges we face and are a choice in direction that others may disagree with. Because we still have to find sustainable ways of working to meet all of our challenges, you might have heard some of this before. That doesn’t mean we will stop trying to find ambitious solutions to these issues. Our job is to write a strategic plan that sets out our ambitions and the approach we will take, allocate available funding to the services that we are responsible for, and issue Directions to our Midlothian Council and NHS Lothian Partners that describe how we want them to support us achieve the ambitions of this plan. The Public Bodies (Joint Working) (Scotland) Act, 2014 asks us to plan for each function that is delegated to us, but we know that services cannot be either planned or delivered in isolation. As a result, we have chosen to plan and talk about our services in an integrated way, while taking care to ensure that have carried out our duty to plan and direct all the functions we are responsible for. Funding and resources Our Partners have supported us with the best funding offer they can, but it is not enough to keep pace with increases in our population or the changing health and social care needs of people and communities. We can only spend the resources that are made available to us from our Partners. This may mean our progress slows down or that some services will stop. Hard choices lie ahead, but we will always make decisions that aim to ensure the services you need most are available when you need them. Sometimes we will not be able to deliver everything we want to provide with the resources we have, but that doesn't mean we won't keep working hard to support you with what you need or keep improving what we can offer. Page 90 of 327
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DRAFT 7 A new future for health and social care In January 2025, the Scottish Government announced the development of a trilogy of publications to shape the future of health and social care in Scotland. The NHS Scotland Operational Improvement Plan was published in March 2025. This was followed in June 2025 with the publication of the Health and Social Care Service Renewal Framework alongside Scotland's Population Health Framework. The service renewal framework sets out a 10-year plan to improve outcomes for the people and communities of Scotland and deliver a sustainable future for health and social care. The 5 principles of the service renewal framework focus on prevention, people, community, population planning, and digital innovation. This echoes the three recommendations for strategic change proposed by Lord Darzi in his 2024 Independent Report in the National Health Service in England; a shift from hospital to community, the move from analogue to digital, and a shift from focusing on sickness to delivering prevention. Scotland’s Public Service Reform Strategy – Delivering for Scotland was also published in June 2025 and is clear about the change we must deliver through integrated solutions and local action. We must ensure that we create lasting change that focuses on people, communities and places. Scotland’s Public Reform Strategy also asks us to think and act strategically, focus on the ‘bigger picture’ and have ensure our leadership supports and requires joint working. We have recognised the importance of this in our strategy and taken the bold move to plan for the next 10 years and consider the actions that will be the foundations of a new, shared future in Midlothian. While we would have liked to have seen more recognition of the vital role of social work and social care in integrated health and social care within these publications, we are confident this strategic plan aligns with national ambitions. National Care Service for Scotland Our role in a National Care Service remains unclear. Plans and are progressing for a National Care Service, but in a new way. Scottish Government have approved the Care Reform (Scotland) Bill, and some previously proposed policies will have to be delivered in different ways to originally planned. Until the Scottish Government provide further details, we do not know how we will be asked to plan and direct care in the future. Redesign and Transformation We continue to believe that our services are best placed to work with people and communities to design the care and support people want and need. We know this can’t happen as quickly as we would like, and that we won't always get it right. However, we will always do our best to support positive change, and always put our communities at the centre of our decisions. Page 91 of 327
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DRAFT 8 This Strategic Plan sets out an ambitious but realistic programme of transformation and we have asked Midlothian Health and Social Care Partnership to start the work required to redesign health and social care as part of a new, sustainable financial plan. Midlothian Health and Social Care Partnership has eight transformation workstreams, which are Palliative care Bed based care Unscheduled Care and ‘Home First’ services Primary, community, and social care Commissioned services and the Third Sector Community assets, wealth, and capacity Mental health and dementia Multiagency Single Point of Access (SPOA) We know there are a range people and groups of professionals that will contribute to the success of this work. We have identified Finance and Resource; Business, Intelligence, and Insight; Workforce; Sustainability (including Digital); and Carers as ‘enablers’. We will continue to work with Midlothian Health and Social Care Partnership, Midlothian Council, and NHS Lothian to ensure we have the right support to make our plans a reality. Our approach If we are serious about building a sustainable health and care system, it's important we recognise now that the most powerful and cost-effective interventions are ones with a shared purpose and grounded in relationships. Only by people and communities leading the change, by being seen and heard, can we unlock the kind of participation and action that will change the trajectory of health and wellbeing in Midlothian. We have asked Midlothian Health and Social Care Partnership to base their transformation plans on developing relational ways of working, breaking down the silos of diagnosis or age- based care, and focus on a new, person-led, outcome-focused approach. It's time for us to be a part of making a relational way of working become a reality. In the face of rising demand and very real capacity pressures, we must support services to stop saying 'no' and start asking 'how'. This is much more than structural reform and based in a change in culture where compassion is the driving force and relationships are at the centre of how we care for our workforce and the people we are here to serve. The future must be deeply human. Our capabilities Planning is important, but we know it is the actions we choose to take that matter. Our strategy will continue to evolve, and we will adapt as we learn. To do this, we must continue to support Midlothian Health and Social Care Partnership to have the skills and capabilities to redesign and respond to financial challenges, population growth, and increasing demand. Page 92 of 327
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DRAFT 9 Our commitment Our commitment to the people and commuites of Midlothian is to Keep it simple and avoid strategies and plans that add nothing new or add no value to people and communities. Do things differently. Just because something is ‘statutory’ it doesn’t mean we shouldn't think about planning and delivering that service in new and radical ways. Take a ‘once for Midlothian’ approach and avoid siloed planning. Focus on impact by understanding what our collective contribution is to personal outcomes and positive change. Have better conversations with our communities, be visible, and be part of the work. Be ambitious, ready to change, and ready to adapt. The rest of this plan sets out the areas of focus and ambitions that we believe will allow services to continue to provide high quality care and support while also taking significant steps forward towards local health and social care reform. Page 93 of 327
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DRAFT 10 Our strategy on a page Our Vision People in Midlothian are enabled to lead longer and healthier lives. Our Mission We will provide the right support at the right time in the right place. Our Values Respect. Compassion. Quality. Our Strategic Aims 1. People are able to make good decisions that help them stay well, plan ahead, and prevent ill or worsening health 2. People are able to access the care and support they need when they need it in the community and at home 3. People's human, social, and economic rights are protected and promoted in how we design and deliver our services Page 94 of 327
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DRAFT 11 Information, evidence, and insight This section sets out the information, evidence and insight that has helped us develop our strategic aims and why we have prioritised these actions. We have identified three strategic aims which we think we can make the biggest impact in the shortest time possible. These strategic aims all focus on the national ambition to provide the right care, at the right time, and in the right place. Each of the strategic aims support at least one of the 9 National Health and Wellbeing outcomes and our Directions for 2025/26 are structured this way too. We have intentionally designed our planning this way to help people see how our ambitions for change are linked to the way we make decisions about funding and the action we ask our Partners to take. Health and social care services collect and report on a huge amount of information. The way we are asked to do this means the data we collect is often about one part of the system or a single issue. We are working hard to improve the data and evidence we use so we can be more confident about the decisions we make and how the whole system fits together. We have reviewed all our data and information to make sure it is accurate and available to us at the right time to make good decisions. The most significant piece of evidence we have used is the Midlothian IJB Joint Strategic Needs Assessment (JSNA). This brings together coordinated information from local, regional, and national sources to help us understand the health and social care issues for people living in Midlothian. We have developed new ways to review and present information to understand what people need now, and in the future. It is updated twice a year which is comfortably within the statutory requirement of a 3 yearly review. We have also looked at a wide range of other information and evidence, so we can be as sure as we can that the priorities in this plan will help us make the fastest progress towards achieving the 9 National Health and Wellbeing Outcomes for everyone who lives in Midlothian. Our communities are more than numbers and statistics to us, and we have combined number data with descriptive data, people’s stories, and experiences to ensure this plan helps everyone in Midlothian achieve what matters most to them. When a new source of data has become available, we have connected it with existing information in new ways. Seeing the links between existing and new information across the whole system has given us better insight into where real change can be achieved. We have examined the information, evidence, and insight from all of these sources to help us make decisions about our plan. As more data becomes available across time, we will review this alongside information from Midlothian Health and Social Care Partnership services to help identify emerging risks and inform our decisions when we need to change our approach. Page 95 of 327
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DRAFT 12 Strategic Aim No.1 People are able to make good decisions that help them stay well, plan ahead, and prevent ill or worsening health What we are trying to achieve 1.1 People can easily find the information they need to make good decisions. 1.2 People achieve the things that matters most to them, and our services are confident of what our contribution is to their success. 1.3 People access services and support designed around how they live their lives. People can easily find the information they need to make good decisions In our recent Citizens’ Panel survey, we asked residents of Midlothian to tell us how they find information about services in their community. People told us that the one of the top sources of information they use is word of mouth (56%). We know that primary care teams provide a variety of in-person advice and information, in locations across Midlothian. There are 11 GP Practices in Midlothian operating from 9 premises, and the Wellbeing Service is based in all of them. They work with people aged over 18 living with a variety of long-term health conditions including neurological conditions, and/or facing challenging life situations. In 2023/24, the service: Received 1171 referrals. Delivered 7 courses including lifestyle management. Supported 60 people. All community pharmacies in Midlothian provide a Pharmacy First Scotland service for people living in Scotland, those registered with a Scottish GP Practice, residents in care homes and care settings, people who are experiencing homelessness, and gypsy travellers. Pharmacy teams offer advice, treatment or referral to other healthcare teams if required. National data tell us that: Across all age groups, women use Pharmacy First more than men. Children aged 0-9 are the largest group by age who use Pharmacy First. Children living in areas of highest economic deprivation are more likely to use Pharmacy First than those living in the areas of least economic deprivation. We also know that providing information in person is not everyone’s preferred option. People told us that they use social media (56%) just as much as seeking information face to face. Digital skills and confidence, along with access to devices and data, are becoming essential to life in the UK. People should be able to use digital technologies in ways that enhance their lives and contribute to helping them overcome other disadvantages which they might face. Digital exclusion (limited or no access to internet connection, devices, skills) creates digital inequalities, which are strongly linked to wider social and economic disadvantage. In Scotland, areas of higher economic deprivation have lower levels of internet uptake. Page 96 of 327
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DRAFT 13 97% of people in Midlothian report having access to the internet at home. The average internet speed in Midlothian is 97 Mbps (15% lower than the UK average). 31% of Midlothian’s population experience slow or very slow internet connections. Older people are less likely to own smartphones or connect to the internet. People with lower income are less likely to have access to smartphones in their household and be on pay monthly contracts and data plans. The evidence tells us that we must ensure improve the information we provide and ensure it is useful, easily available, and accessible to everyone in a range of places and formats. People achieve the things that matters most to them, and our services are confident of what our contribution is to their success We know that good conversations are vital in understanding how to support someone to achieve their personal outcomes. This can be difficult to measure as it is often a combination of factors that people describe as making a positive difference. Respondents to our Citizens’ Panel survey told us that the three most important things for health and care professionals to do are: Start with asking about what matters to me 68% Ask me what I think would make a difference 63% Ask about other areas of my life where I might need some help 55% To ensure that services can describe their contribution, we use an approach called Outcome Mapping, which is a way to understand how our services contribute to people achieving the outcomes that matter to them and can help services make more targeted, locally informed decisions about how to design, deliver or commission services. This approach allows us to describe what we do, who with, what people learn and gain as a result, how this makes them feel and the difference this makes in their lives. We need to ensure that people are supported to achieve the things that matter most to them and our services are confident of what our contribution is to their success. This means taking the time to have good conversations with people, to understand what is working well, what could be better, and who might be able to help. We call this The MidWay, and all staff are supported with training. Page 97 of 327
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DRAFT 14 We also need to build on our application of Outcome Mapping to support services as they develop meaningful action plans for change based on the triangulation of three types of data: service data (activity), system data (population experience), and what matters to people (outcome mapping). People access services and support designed around how they live their lives We know that over 50% of the working age population work for Edinburgh City based employers. Because people generally access health and care close to home, rather than where they work, services need to support people who need to commute, those who work locally, those who are unable to work, and those who have caring responsibilities. People who live in Midlothian and that are in employment consistently earn less than the Scottish median earnings per week. Midlothian full-time employed residents in 2022 earned on average £622.90 per week compared to the Scottish equivalent of £640.30. In 2022/23: In 2024, the economically active population was 81.5% of total working age population, which is a decrease from 2020 (83.3%). 11,200 people were classed as economically inactive. 29.2% were inactive due to long-term sickness (this has been relatively consistent over the past ten years). 25.6% of people are retired, an increase from 17.6% in the past ten years. In March 2025, 1,405 Midlothian residents, were receiving out of work benefits. This included a greater number of males than females, at 805 and 595 respectively. In October 2023, 2.2% of the Midlothian residents aged 16-64 were claiming Universal Credit, with more male (2.6%) claimants than female (1.8%). Midlothian’s largest employer is Midlothian Council with 3990 employees. Along with services being easy to find, and ensuring Good Conversations take place, we need to ensure that service offers and supports are designed around how people live their lives. Page 98 of 327
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DRAFT 15 Strategic Aim No.2 People access the care and support they need when they need it in the community and at home What we are trying to achieve 2.1 People easily access the services that help them stay well, independent, and active. 2.2 People have access to services in their own community. 2.3 People are living in the place of their choosing for longer. People easily access the services that help them stay well, independent, and active In our recent Citizens’ Panel survey, only 37% agreed that “it is easy to get the support I need when I need it”. The Scottish Burden of Disease study is a population health surveillance programme which monitors the diseases, injuries and risk factors which prevent people living longer lives in better health. This study predicts that the burden of disease will increase in Scotland by 21% over the next 20 years. More than two thirds of the increase will be cardiovascular diseases, cancers and neurological conditions. There are areas where Midlothian is making sustained improvements in improving outcomes for people, in prevention, early intervention, treatment and support, and crisis and emergency. Early deaths of people aged under 75 years from cancer and chronic heart disease have both been reducing over time. Hospitalisations for asthma and COPD are both at their lowest in Midlothian since 2002. Emergency admissions for people aged 65 and over are reducing overall. Deaths from suicide are also reducing and currently below the national average. The number of babies reported by their parent as being exposed to second-hand smoke at the 6-8 week review has fallen significantly from 38.46% in 2002, to 6.82% in 2023. However, despite the overall decline in rates of early deaths in Midlothian, some areas of Midlothian with higher deprivation are experiencing increasing rates. Early death from chronic heart disease varies across areas. Dalkeith had the highest rate of early deaths with the next highest rate in Easthouses, whilst Pentland had the lowest rate. We want people to stay well independent and active, and one of the ways to measure overall health is by looking at information about life expectancy. Healthy life expectancy is the average number of years that a new-born can expect to live in “full health”. Since the last review of local data in 2019, the gap between life expectancy and healthy life expectancy has increased by 0.9 years for both men and women in Midlothian. Page 99 of 327
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DRAFT 16 Life expectancy at birth in Midlothian is slightly better than the Scottish average (2019/21) for both males and females. Women’s overall life expectancy is higher than men’s in Midlothian. Life expectancy varies by up to 10 years across different parts of Midlothian, because of poverty and social disadvantage. Less than half of adults in Midlothian meet the physical activity recommendation of more than 2.5 hours of activity per week. Adults in the most deprived areas are less likely to meet the physical activity guidelines compared to those in the least deprived. Maintaining a healthy weight is important. People who are overweight may be at higher risk from illness and diseases which can lead to premature death or reduced quality of life. 2 out of 3 adults in Midlothian are overweight or obese, which is similar to national levels. This means people are living less of their lives in good health, so we need to make it easier for people to access services to help them stay well, independent, and active. The data tells us we must focus on prevention activities to improve population health outcomes, reduce health inequalities and support the long-term sustainability of health and social care services. People have access to services in their own community When we asked a sample of Midlothian residents to tell us about the health and care services they had accessed recently, the most frequent responses were all community-based: GP team (64%) Pharmacy (61%) Dentist (30%) Optician (21%) When we asked about journey time from home to health and care appointments: 58% of respondents stated that they travel by car to appointments at a GP practice, hospital, or vaccination clinics, with 23% walking and only 11% using public transport. just under two thirds (64%) travelled less than 15 minutes, a further 29% travelling 15 to 30 minutes. Only 8% of said that their journey times were more than 30 minutes. Page 100 of 327
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DRAFT 17 We know that the current geographic location of GP practices does not meet the requirements of 20-minute neighbourhood zones. It is likely that the large housing developments underway at Rosewell, Newtongrange and Mayfield will not support the development of 20-minute neighborhoods in Midlothian. Midlothian data is often very similar to the national average across Scotland. However, we know that health inequality still has a more significant impact in some of our communities and highlights the difference in outcomes across the area. The evidence is clear that we must work together to ensure that people can access services in their own community. People are living in the place of their choosing for longer Midlothian’s population has grown every year since 2006 and at the 2022 Census there were 96,600 people living in Midlothian. It is the fastest growing Council area in Scotland. The local birth rate and the number of people either moving to, or leaving, Midlothian each year combined with plans for new houses means the population of Midlothian could increase by 27% by 2036. It is not clear how the economic profile of Midlothian may change in future years, and what the impact on access to community services might be. We anticipate a population increase in Midlothian of approximately 40% over the next 10 years. This is largely due to large, planned housing developments. It is likely that the health and care needs of these new families will be different to those of the people already living in the area or close by in neighboring housing developments. The challenge facing health and social care providers is not only an increasing population. The profile of who lives in Midlothian is also changing, and the impact of this is difficult to predict with certainty. We know we have more babies being born, more people moving into the area, and more people living into older age. Midlothian has the highest standardised birth rate of all council areas in Scotland. Midlothian is projected to see the largest increase in Scotland due to people moving into the area from other councils in Scotland (11.6%). Midlothian is predicted to see the number of children grow by 11.2%, the largest increase across Scotland. Most council areas are projected to see an increase in their working age population over the next 10 years. The highest increase is projected in Midlothian (16.1%). Page 101 of 327
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DRAFT 18 If more affluent families, who often have higher levels of health literacy, move into Midlothian, there is a risk that residents in areas of existing economic deprivation may find it harder to access the support they need. This is sometimes called the inverse care law, where those who need care the most are least able to access it. The evidence tell us we must plan for the future with different types of health and care services, in different numbers, and in new locations to avoid existing health inequalities widening, particularly for the most vulnerable people. Page 102 of 327
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DRAFT 19 Strategic Aim No.3 People's human, social, and economic rights are protected and promoted in how we design and deliver our services What we are trying to achieve 3.1 People are recognised as experts in their own lives, are involved in planning services, and feel valued. 3.2 People’s care and support adapts when their needs, choices and decisions change and can control their own care and support if this is what they want. 3.3 People benefit from organisations working together and sharing information safely. People are recognised as experts in their own lives, are involved in planning services, and feel valued The MidWay supports people to achieve what matters most to them. We recognise people are the experts in their own experiences, and it is vital that people are involved in planning services and that their contribution is valued. Less than half of the Citizens’ Panel respondents agreed that they “feel confident about getting involved in decision-making in my community” when thinking about health and social care. One of the reasons people told us that makes it difficult to get involved is having enough free time. Free time can be limited by several factors, but one of the most significant is having caring responsibilities. Unpaid carers tell us that it can be difficult to arrange cover, or respite care, for the person they look after. 12.5% of the Midlothian population are carers. A survey of carers in Midlothian in 2023 found that 80% of carers reported effects on their mental health, and 66% on their physical health. More than half of carers indicated that caring responsibilities reduced their ability to see health professionals. Caring has a significant impact on employment and income: 28% of survey respondents have left the workforce entirely. 27% have reduced their hours at work. 14% have lost pension and National Insurance contributions. 24% of carers have used personal savings for care. 13% have relied on food banks. Page 103 of 327
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DRAFT 20 Many carers do not identify what they do as “caring”. Some groups are more affected than others with more women identifying as carers, and 28% of carers live in the 20% most deprived data zones. Child Disability Payment provides money to help with the extra care and mobility costs that a child or young person living with a disability might have. In 22 November 2021, Child Disability Payment launched nationwide to all new applicants living in Scotland. 80% of the applications made by families in Midlothian were authorised at a total value of £10,595,640. The national Health and Care Experience Survey 2023/24 asked people about the impact of having caring responsibilities: (Midlothian) 37% agreed that “I have a say in services provided for the person I look after” 35% agreed that “I feel supported to continue caring” 64% agreed that “I have a good balance between caring and other things in my life” 33% agreed that “Local services are well coordinated for the person I look after” The evidence is clear that we must do more to support carers in Midlothian and the actions we take to achieve our ambition of shifting the balance of care closer to home, cannot put unpaid carers are under additional pressure as a result. Our Carers Strategy 2025-2028 sets out how we will achieve this and improve the experience of carers in Midlothian. People’s care and support adapts when their needs, choices and decisions change and can control their own care and support if this is what they want The Health and Social Care Standards in Scotland are designed to ensure that everyone receives high-quality, person-centred care and support. These standards are grounded in principles of dignity, compassion, inclusion, and respect, and they apply across all health and social care services in Scotland. The standards are built around five core principles: Dignity and Respect: People are treated with dignity and respect at all times. Their human rights are upheld. Compassion: Care is delivered with kindness and understanding. Be Included: People are supported to be part of their community and involved in decisions that affect them. Responsive Care and Support: Services adapt to people’s changing needs, choices, and decisions. Individuals can lead and direct their own care if they choose. Wellbeing: People experience high-quality care that supports their physical, emotional, and mental wellbeing. Page 104 of 327
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DRAFT 21 These standards support people to have control over their care, to ensure care is flexible and responsive to changing circumstances, and to promote equality and fairness, especially for vulnerable groups. In line with these ambitions, the Scottish Government published the Health and Social Care Service Renewal Framework 2025–2035 in June 2025 which focuses on: Prevention and early intervention Community-based care Digital-first approaches Tackling health inequalities The profile of Midlothian’s population in almost all age groups is changing. As people’s lives change, their needs for support change too. As people grow older, they often require more practical support to help them live well for longer. The number of people who are of pensionable age in Midlothian is projected to increase by 8.9% between mid-2018 and mid-2028. The proportion of people aged 75 and over is predicted to grow by over 40%. 4.53% of Midlothian’s total population is made up of minority ethnic populations, which is an increase from the 2011 Census figure (1.77%). We have already seen an increase in the number of people employed to provide this support, and we know that health and social care is the largest employment sector in Scotland. In 2021 there were 1,100 staff employed by the Public Sector in Social Care Services and 45 registered care services in Midlothian. This is an increase of 32.5% more staff working in the public sector for Social Care Services from 2012. In 2021 employees were mostly between the ages of 35 and 64. The rate of 16-19 years olds in employment is higher in Midlothian than in Scotland. Across Scotland the majority of 16-19 year olds are in education, with a slightly lower rate for Midlothian. The single largest employer in Midlothian is Midlothian Council. Most of the people working in Midlothian were full-time employees and there has been a slight decrease in the full-time workforce from 2012-2019. Over the same period there has been an increase in the number of self-employed, part-time, and retired individuals, which could increase the scale of the challenge as social care services tend to employ full-time workers. Page 105 of 327
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DRAFT 22 There is a thriving local Third Sector in Midlothian, supported by the Midlothian Third Sector Interface (TSI): There are at least 500 formal groups or voluntary associations and other Community Planning Partners. Approximately 56% of the population volunteer informally. 92% of respondents to our Citizens Panel survey who provide support as a formal volunteer stated that it makes a positive difference to their health/wellbeing. 90% of respondents to our Citizens Panel survey who receive support from an informal group stated that it makes a positive difference to their health/wellbeing. In order to ensure that care and support can be adapted when needed, we must make sure we have a workforce that is developing the right people, with the right skills. Given that the population of Midlothian is changing, the need for social care services is likely to increase, but there may be a lack of people who are qualified or wish to be employed in these roles. The data tells us we must continue to work in closely with our Partners to plan for a workforce fit for the future. This includes building on the value we know volunteers add to care and support. The Volunteer Charter, developed by Volunteer Scotland, outlines 10 key principles that promote good practice and protect the rights of volunteers. It is designed to ensure volunteering is safe, fair, and meaningful, and to prevent exploitation. People benefit from organisations working together and sharing information safely We work with a number of organisations to provide the health and social care services in Midlothian, all with different structures: e.g., hospitals, GP practices, care at home, and social work all have their own specialised multidisciplinary teams. These teams often need to work together to support people, especially when their needs change. This might be a single event, like an admission and discharge from hospital, or it might be support provided over a period of time that increases as the person’s needs change. 56% of respondents asked us to “contact other support or services that might help me on my behalf”. Safe information sharing must follow laws including the Data Protection Act 2018. We can only share information safely when it is: Proportionate (only what’s needed) Purposeful (to support care) Consent-based where possible Secure (protected from misuse) Page 106 of 327
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DRAFT 23 When we share information safely, it reduces duplication and means people don’t have to repeat their story multiple times. People benefit from co-ordinated care, with professionals from different services working together differently to meet an individual’s needs. This will help us adopt a way of working where we can pull in the right team of professionals to meet the individual needs of people rather than pushing referrals to multiple services and organisations. Safe sharing of relevant information helps to identify risks (e.g. safeguarding concerns, medication issues), and supports early intervention, preventing problems from getting worse. Services can provide personalised care, based on a better understanding of someone’s needs, preferences, and history, which leads to increased trust, and improved outcomes. To do this well, we need to improve how we share information safely. The information held about people can sit in the systems of our Partners, but they aren’t connected to each other. In Midlothian, a person could have their health and care data saved in at least ten separate electronic systems. The Care Reform (Scotland) Bill has made provision for change, but we don’t know how long it will take before solutions are developed. The evidence is clear that must continue to work with our Partners to ensure agreements in place that allow us to connect their information safely to deliver more person-led health and care. Page 107 of 327
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DRAFT 24 Working with our Partners The aim of integrated health and social care is to ensure that everyone in Midlothian has joined up care and support. We know the decisions we make influence how people live and make choices about what they do and where they go within our communities. We also know that we can’t design services that rely on communities to take action without contributing to community resilience. The decisions our Partners make will also influence people’s choices and ultimately how well we are able to achieve the ambitions in this plan. We must work with all our Partners to avoid this plan unintentionally making it harder for people to live well in their community. We will always share our plans, successes, and challenges so we can support people live well. When people need services, it is important to get support quickly. We want to have different conversations and create new relationships with our Partners so that together, all our offers collectively support more people. We will work with our Partners where it is possible to develop joint frameworks for planning across the whole system and use mechanisms like our Market Facilitation to drive change. We have started this work in key areas, e.g., workforce planning, and will continue to find opportunities to work and find solutions together. Where it makes sense to do so, we will explore ways to create more opportunities to have shared goals and outcomes, jointly fund services, and share our data. For example, services like mental health, substance use, primary care, housing, employability, and welfare support can all contribute to preventing some of the causes of poor or deteriorating mental health. We must avoid limiting what we can do with unnecessary ‘red tape’ while also meeting our duties to keep people safe. Where people live can have a significant impact on health and health inequalities. An emerging threat to heath and health inequalities is climate change. We have a duty to report on how we are working with our Partners in this regard, and we must find the shared opportunities within all our strategies to underpin the principles of equality, net zero emissions, and sustainability. We will continue to support ‘Green Health Prescribing’ and work with others to ensure the health and social care needs of people are considered as part of proposed local development plans. Public transport provides opportunities for active travel which has a direct positive impact on health. If we want to provide more community-based treatment, care, and support, Midlothian needs to have good transport links that help people travel locally and sustainably. We will prioritise working with all our Partners to help reduce poverty because we know there is a strong relationship between money, income and wealth, and health and wellbeing. We will ask services to make sure that every contact counts and we actively connect people to the support they need, rather than expecting them to navigate complex systems alone. Where we Page 108 of 327
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DRAFT 25 can help, we will work with our Partners so people can access specialist welfare and debt advice. This might be through our local services in venues that are easy to access, for example, day services, community venues, and our Community Hospital. We want to see more fair work for local people. In addition to income, good employment also provides social connections and can support people to improve their mental and physical health and wellbeing. We don’t employ anyone, but we will continue to build on the work with our Partners and do all we can to support local opportunities in health and social care. Secure, quality, and affordable housing is another foundation of good health and wellbeing and has a significant positive impact on people’s lives. We want to ensure we coordinate health and social care support with people’s housing options. We don’t have any direct responsibility for housing matters other than aids and adaptations but can support the work of others to improve housing stability and security and prevent homelessness. Our Housing Contribution Statement sets out how we will work with all our Partners but particularly Midlothian Council to ensure people live in safe and quality housing within their community. This plan is closely aligned to the work of both our Partners, and the Third Sector. We have ensured we have woven these shared ambitions throughout this plan so we can work together to contribute to positive change for people and communities. Midlothian Council and Community Planning The Midlothian Council Plan 2025/30 sets the ambition to grow and transform by harnessing opportunities. The strategic objectives and key priorities align with the Scottish Government’s Economic Strategy and link to the Midlothian Community Planning Partnership vision. Prioritising our work with the Community Planning Partnership is one of the best ways to ensure all the strategies and plans for services across Midlothian are joined up. We lead 'Midlothian will be Healthier' and ‘Midlothian will be safer’ thematic areas of the Midlothian Community Planning Partnership Single Midlothian Plan 2023/27 and work together to achieve more together than health and social care can do alone. NHS Lothian The NHS Lothian Strategic Development Framework sets out what needs to happen across Lothian’s Health and Care system over the next 5 years. It is a joint plan between the all the Health and Social Care Partnerships in the Lothians. The vision is that ‘Citizens live longer, healthier lives, with better outcomes from the care and treatment we provide’. We connect health and social care services seamlessly, wrapping around the citizen in their home. We improve performance across our system, with better experiences for citizens. The Third Sector The Third Sector is a vital part of health and social care in Midlothian. There are at least 700 voluntary sector group and organisations in Midlothian, and 228 registered charities (voluntary organisations or community groups) who identify their main operating area to be Midlothian. Approximately 40 organisations are commissioned by Midlothian Health and Social Care Partnership to provide services and support for people and communities. The Midlothian Third Sector Interfaces (TSIs) plays a key role and provides a range of supports and advice. Page 109 of 327
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DRAFT 26 Strategic Aim No.1 People are able to make good decisions that help them stay well, plan ahead, and prevent ill or worsening health What we are trying to achieve 1.1 People can easily find the information they need to make good decisions. 1.2 People achieve the things that matters most to them, and our services are confident of what our contribution is to their success. 1.3 People access services and support designed around how they live their lives. We know that our service offers and supports are only one part of what helps people and communities stay well and feel connected. The only way we can be sure that we are doing are the things that support people to stay well is to plan alongside people and communities. We are reviewing our Community Engagement Plan. As part of that work, people have told us we should spend more time having conversations with communities to understand what matters to them and help them take action to see that become a reality. People also told us they wanted to be part of how we redesign our service offers and supports. Most people wanted us to stop talking about models and pathways because these words don’t mean anything to them. People said it would be helpful to have information that was easy to find, and services that were easy to access. We know when communities are involved in designing services, they better understanding their own health and wellbeing and plan ahead using the resources that already exist in their community. We also know we need to ensure people who experience disadvantaged have a voice in how we work towards a more equal future. By working together and being clear, we think everyone will have a better understanding of what we can offer, and what people can do for themselves. Page 110 of 327
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DRAFT 27 Short term aims 1.1 People can easily find the information they need to make good decisions Information is easy to find and accessible When strategies, plans, and service information are not designed to be accessible, people get left behind without alternatives. We undertook a review of the information we provided and found there was work to do to improve our published documents and information about the services Midlothian Health and Social Care Partnership provides. Work is underway to improve how we share printed materials and our website. We will work closely with Midlothian Council and NHS Lothian to help people find the information they need, and ensure information is up to date on all our webpages. Our information needs to be equally available to everyone, which means everything is easy to read, in plain English, and compatible with text to speech technology. We aim to have this completed by early 2026. We know we have work to do to better understand the preferred formats and methods of communication for people living in Midlothian. This includes both how and when we present information, as well as how useful the information is. Our Community Engagement Plan (in development) sets out how we will have better conversations with people and communities then act on the things that are most important to them. Our work with the Community Planning Partnership is an important part of how we stay connected with local Partners. We have also asked Midlothian Health and Social Care Partnership to develop a Public Communication Strategy and Action Plan to help as many people as possible access the information they need. Early intervention and prevention We must not let the challenges in some areas take our attention away from the need to develop our early intervention and prevention offer. We know that the best way to prevent people needing our service is the future is to improve our population health. Breast feeding has a range of health benefits, including infants maintaining a healthy weight and supporting healthy weight in childhood. Midlothian Health Visitors are working with the NHS Lothian Public health team who are leading on how a whole system approach to tackling childhood obesity and type two diabetes could be taken forward. Currently this work is underway in Easthouses and Mayfield with plans to expand to other areas in Midlothian. Page 111 of 327
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DRAFT 28 A new 'Bump Buddies' group and telephone helpline has been set up with funding provided by NHS Lothian to the Breast Feeding Network to provide vital antenatal and post-natal support for women who breastfeed. The groups are designed to support women make informed choices around infant feeding, increase the numbers of women who choose to breastfeed, and enable more women to breastfeed successfully for longer. Speech, language, and communication development in children is a key part of a child’s social, emotional and educational development. Language difficulties have a long-term impact on children and can result in poorer outcomes in adulthood. A review of children’s speech and language development at the 27-30 month review is an important way to identify children with signs of speech or language difficulties and ensure they receive the support they need. More children are showing difficulties with speech and language at this important development milestone, and this prompted Health Visiting in Midlothian to take a proactive approach to prevention and early intervention alongside Speech and Language Therapy and Public Health teams. A new antenatal visit to follow on from the three visits delivered by midwives has been introduced to identify children with speech or language difficulties. The content of the session has been developed in collaboration with colleagues from NHS Lothian Speech and Language Therapy and Public Health teams as part of the 'prevent' agenda. There is targeted follow-up and evaluation to monitor whether this is an effective prevention activity. As part of our programme of transformation and change, the Midlothian Health and Social Care Partnership Public Health Practitioners coordinate several early intervention and prevention initiatives across Midlothian. This includes information and support to people as early as possible and working with our Partners to ensure people have good quality housing, education, and employment. Justice Services We must meet the challenges of the rising prison population. An important part of the Justice service is ensuring that people can access appropriate information and resources at each stage of their Justice journey is vital. We will ensure we continually improve the ways we do this by continue to work collaboratively with key stakeholders including people impacted by, or involved in, the Justice system. The Women’s Justice Network is a national forum established in 2023 by the Midlothian Health and Social Care Partnership Justice Services to support all social work staff working with women who have a history of trauma and complex needs by sharing best practice, developing local resources, and advocating for women’s issues. As national innovators, the Midlothian Justice Services are coordinating a programme of learning with subject matter leaders to help practitioners share learning and support women at risk. Ongoing work includes identifying common behavioural patterns that can be identified by professionals to support women at risk in cases of coercive control and stalking. Page 112 of 327
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DRAFT 29 1.2 People achieve the things that matters most to them, and our services are confident of what our contribution is to their success Self-Management Self-management is a way of living that helps people feel more in control of their long- term conditions, health, and wellbeing. This can be through access to information or developing the skills and confidence people need to manage their own health and wellbeing, on their own terms. ‘Green prescribing’ is one way in which professionals can support people to improve their wellbeing e.g., Health Visitors encourage mums to go for ‘pram walks’ a part of maintain good mental health. When people’s circumstances change, understand how to access the right support is an important part of self-management. Midlothian Health and Social Care Partnership is developing its use of an evidence-based frailty scale to help people navigate self- management. This is also helping us better understand the types of care that can make the biggest difference for people and how to improve care in the future. Some people told us they found it difficult to understand what self-management means for them and wanted clarity before deciding if this was the right approach to support their health and wellbeing. We will support Midlothian Health and Social Care Partnership to develop a self- management strategy that defines self-management and sets out how we will support people to manage their own conditions as well as possible. This will support people to decide if this approach is right for them, be more informed about their condition(s), be better prepared for when they feel less well, and know how to access support when it is needed. Personal outcomes “What matters to you?” cannot only be a slogan, it must be the core of compassionate, relational, and person-led health and social care. It's time for us to lead the shift and see relational working become a reality. We have to stop talking about why we need to change, and make outcomes, trust, and neighbourhood working our priority. Our good relationships with Midlothian Council and their commitment to place based working will be key to delivering real change. As we continue to work towards people achieving what matters most to them, it is important that we understand what our contribution is that process is. To do this, we have not simply taken old processes and made them electronic, we have adopted a new way to describe how we are making an impact in Midlothian. This is called Outcome Mapping. We began developing our approach in 2021/22 with a framework that describes how we work with people and communities to improve outcomes. Based on this learning, we Page 113 of 327
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DRAFT 30 have continually improved the process over the last three years with a common approach for services to tell their story and describe the contribution we make to changing outcomes. We have chosen to further develop our whole-system approach using a Strategic Governance Outcome Map. This map describes how the IJB operates and can give assurance on the progress we are making towards our three strategic aims and the 9 National Health and Wellbeing Outcomes. Storytelling and the stories of the people who experience our services are an important part of showing and evidencing how people feel and the difference we have helped make in their lives. This information is also very useful to help us learn and continually improve and share this with our Partners. We have asked Midlothian Health and Social Care Partnership to work towards every service area reporting their contribution to outcomes for people, and our strategic aims using an outcomes focused approach. We have also asked services to describe how they continually improves to support people achieve what matters most to them. Medium term aims 1.3 People access services that are designed around how they live their lives Whole system Transformation System transformation is more than service redesign. We are already developing our ability to understand the relationship and connections between services to help us make good decisions. This includes continually developing intelligence and data that helps us make the right changes to transform health and social care. We have worked with Midlothian Health and Social Care Partnership to start planning a programme of whole system transformation. This work will help us deliver care and support in ways that will completely redesign how we think about health and social care. It’s important that we keep early intervention and prevention at the centre of our planning and decisions. Our ongoing partnership with the Third Sector, Independent Sector, and community groups will remain at the heart of our work with people and communities. Primary care and connected community services As we develop our Primary Care services as close to home as possible, this might change the number of hospital beds we need. We will monitor this closely as we transform and continually review how we allocate the resources made available to us by Midlothian Council and NHS Lothian. We are hopeful that by investing in community services and working with our GP colleagues, fewer people will need to go to hospital. Page 114 of 327
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DRAFT 31 One of the ways we think we can improve how people access the care and support they need quickly, is to develop a Community Front Door Multiagency Single Point of Access to reach any of our services across Midlothian. This will take time and require all of our Partners across the system to work together. We know the Third Sector is particularly well placed to help us think differently and provide first contact services. We will work closely with our Third Sector colleagues to develop this part of our transformation plan. Unscheduled care We are responsible for a range of health services called unscheduled care. Another way to describe this is the care that people need quickly because it is unexpected and unplanned. This includes some services from GP practices, pharmacies, and teams like district nursing, emergency departments, acute medical wards, and medical wards for older people. We must ensure that people are only directed to Accident and Emergency (A&E) when they need this type of care. Our work to better understand the system tells us that this is more likely if we invest in social care. We believe there is still considerable scope to improve outcomes for people with early intervention and prevention activity that avoids people having to go to hospital when they could be at home. We are continuing to work in a ‘whole system’ way with the Scottish Government, NHS Lothian, Midlothian Council and local providers to develop new ways of working that improve the experience of people in hospital when the care they need cannot be provided at home. This includes making sure people are not in hospital for any longer than they need to be and the services they need work together and feel joined up. Midlothian Health and Social Care Partnership is currently reviewing how the ‘Home First’ services are delivered. This will lead to a redesign of the support available at Highbank Intermediate Care service and how we provide the care people need closer to home. Our ambitions to deliver Hospital at Home where it is possible and the right support closer to home will also contribute to how we redesign our community and bed based services as part of our transformation planning. Digital Using digital tools is an important part of how we help people to live the lives they choose. This means considering where digital tools and options play a meaningful part of our service offers. We understand that digital has to be a choice and needs to be an appropriate part of safe and effective care. How we use digital tools and lifestyle monitoring technology helps us to better understand the support people need and want to live the life they choose. We will work with Midlothian Council and NHS Lothian to ensure we are safely gathering and using data and technology where it can improve outcomes for people and support the workforce. Page 115 of 327
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DRAFT 32 We are already moving from an analogue to digital service for telecare support to keep people safe and well at home to alert professionals when people need help. We are also continuing to increase the number of ways that people can access our services e.g., digital consultations, telephone review, text message reminders, and Artificial Intelligence (AI). We are expanding our digital offers and utilising NearMe online consultations to support more people attend weight management groups run by a specialist team of dietitians. These sessions provide information on what to expect, how to prepare for the group, and provide signposting to other online resources to help people to ‘wait well’ for care and support. Longer terms aims Living well with multiple conditions One of the ways we think we can make a big difference is how we support people with more than one health condition (known as multimorbidity). In the UK, one in four people live with at least two health conditions. We know that people often have several long- term conditions and working on how we predict who is most likely to have multiple long- term conditions and frailty is the obvious thing to do. We are working to improve care for people with multiple health and social conditions and know the right mix of services working together has made a real difference to people and communities. This has been particularly successful with the Health and Social Care Partnership’s use of ‘No.11’ which houses a range of integrated Mental Health, Substance Use, Justice Services, and the Third Sector. That doesn’t mean we can simply recreate this success by asking services to work in the same building. To be well connected, services and supports need more than a shared working location or to be reorganised in a single management structure. Without creating the time and resources for Midlothian Health and Social Care Partnership to think through the practicalities of how to join up their work around people and communities, plans will not be successful. We know improving coordination is about relationships between people, not just the buildings they work in. There is an opportunity to build new relationships and work much more closely with our Partners. As we collect local evidence about how and where we could better coordinate and link service and supports for people with complex needs, we will be able to connect services and multidisciplinary teams (MDTs) in new ways. Page 116 of 327
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DRAFT 33 Falls and frailty Falls, and illnesses associated with frailty remain common reasons for people in Midlothian being admitted to hospital. Reducing falls and the number of people who need to go to hospital will help people stay well, improve wellbeing, and reduce pressure on the wider system. For older people, we know that falls can be associated with being unwell. However, falls are not an inevitable consequence of getting older. We are taking a multi-agency approach to make sure people are able to take action and bring to life the outcomes and ambitions of the Health Improvement Scotland’s Ageing and Frailty Standards, the new National Falls Strategy, and the NHS Lothian Falls Strategy. Building new relationships and working much more closely with a range of organisations will better coordinate services for people with multiple conditions, including frailty. Page 117 of 327
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DRAFT 34 Strategic Aim No.2 People access the care and support they need when they need it in the community and at home What we are trying to achieve 2.1 People easily access the services that help them stay well, independent, and active. 2.2 People have access to services in their own community. 2.3 People are living in the place of their choosing for longer. People told us that they know there is not enough money or staff in the health and social care system to do everything for everyone. One of the things we can do to help people continue to live in the place of their choosing for longer is ensure we are providing care, support and rehabilitation that supports people to make good choices and prevent difficulties in the future. Activities, interventions, or information resources that supports people to recover, adapt, and achieve their full potential are all types of ‘rehabilitation’. If we have the right service offers and supports in place, people will recover faster and fewer people will need support from health and social care services. This includes supported self-management, and information that helps people take action to stay well. Working with our Partners to ensure it is possible to provide what people need in our communities is a priority. Of course, this means making sure the right health and social care is available but is also requires availability of transport and other services that help people able to access the support they need in their community. Page 118 of 327
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DRAFT 35 Short term aims. 2.1 People have access to services that help them stay well, independent, and active for longer. The right approach We want to focus on providing the support people want, when they need it, and in a way that people can best manage their own health and wellbeing. As we work to build new, more relational services we have asked Midlothian Health and Social Care Partnership to move away from planning our services in categories, e.g., by age or diagnosis. An ‘ageless’ provision of care and support must be a personalised approach, agreeing together the purpose of working together, and tailoring care and support to each individual's specific circumstances. We know that equality means providing what individuals need to succeed, not rolling out the same set of offers to everyone. As part of our commitment to work with neighbourhoods and communities, we will invest in a social care led approach to building bespoke support offers. We want to move away from simply trying to connect all the services people experience, to agreeing what the purpose of our work together will be and 'pulling in' the right professionals to make this a reality. Over the next two years we will set out more clearly how we want Midlothian Health and Social Care Partnership to adopt this approach. We need to evaluate and learn from the progress of our short-term priorities and information sharing, feedback, engagement, embedding outcomes-based approaches, and our early transformation work to know how best to proceed. We have asked our Strategic Planning Group to coordinate this work and suggest the corrective action we may need to take. We will communicate this through our Directions that we issue to Midlothian Council and NHS Lothian. Midlothian Health and Social Care Partnership is already working closely with Midlothian Council and others to develop a shared initiative Transitions Policy. The shared purpose is to move away from single service provision to a holistic and whole- system approach as the support people need adapts and changes from child to young person, and adulthood. This work is taking a phased approach that has started by reviewing how to consider new approaches and their application to our traditional service design of learning disability and physical disability. Successes here will help us implement this work across the system and in other key areas like Justice, Mental Health, and Dementia Services. Page 119 of 327
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DRAFT 36 The right support We want to provide the right support at the right time then continue to support people to thrive while stepping back. Having the right service offers and support to supplement what people can do for themselves is crucial and we know our Third Sector colleagues and other providers will be the key to success. We want everyone in Midlothian to have equal opportunities to improve their health and wellbeing and this will mean the services we commission over time might change. In order to make the fastest progress possible towards our strategic aims, we have already started work to review the services we commission and are using the learning from this process to ensure that we are using the resources we have to provide the most effective range of services in the future. Our Market Facilitation Plan sets out how we want to work collaboratively with local providers. We don’t have any more funds, but we can make sure we are using the resources we do have in the most effective way. We have asked NHS Lothian and Midlothian Council to work alongside us and all our delivery partners to ensure the right services, in the right numbers, from the right range of providers are available in Midlothian so we can work towards a future where everyone in Midlothian has good health and wellbeing outcomes. This will mean developing a new relationship with providers to ensure everything we commission is strategically chosen to see the most progress for people and communities in the shortest possible time. Support is easy to access Ensuring people can easily access the right help when they need it is vital to improve health and wellbeing. However, we know that some of our services are not as easy to access as we would like. People have to wait longer than we would like for some services, and others don’t have enough staff to offer the flexibility and adaptability that we would like to offer. Midlothian Health and Social Care Partnership’s Social Work and Occupational Therapy teams are reviewing the way they plan and deliver support. This review will consider the current legislative requirements for Social Work alongside a range of key information and help us support people more effectively and efficiently while still retaining specialist knowledge and skills within the service. We have asked Midlothian Health and Social Care Partnership to introduce Community Appointment Days. By asking people to attend a session in their own community supported by a range of professionals across health and social care, we believe people will more quickly find the help they need. This approach takes our services right into the heart of our communities and helps people focus on what is already strong, what could be even better, and how we can take the next steps together. Page 120 of 327
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DRAFT 37 Staying active Wellness is influenced by so many things, but we know staying active and making good choices is one of the best ways to contribute to good health and wellbeing. Our work with Midlothian Active Choices and our Allied Health Professional teams are good examples of when this works well and has helped us support more people in the community, create opportunities for people to design the support they need, and develop more links with services. We will learn from the successes and challenges of working in this way and develop more opportunities for people to improve their health and wellbeing e.g., the Weight Management Physical Activity programme. A review of weight management services is already underway by Midlothian Health and Social Care Partnership. We know that people are often impacted by weight stigma. The Health Inclusion Team, Public Health and Dietetics are working together to develop new ways to support both professionals and families. This includes reviewing the options and types of support available, and improving the effectiveness of weight management programmes as part of a whole systems approach. Medium term aims 2.2 People have access to services in their own community. Better choices, better care We know that providing care in the community is preferable to people being in hospital whenever it is possible, and this means we must invest in our community services. We know that people who go to hospital when it could have been avoided often have poorer outcomes and that it is an expensive way to provide care. Moving care from hospital- based to community-based settings is better for people, but very rarely less expensive. We must link what we know about high quality care, outcomes for people, and the resources made available to us by Midlothian Council and NHS Lothian. Bed based care Bed based care is a term we use to describe care received by someone in a hospital or care facility. NHS Lothian is developing a predictive system for bed based care to understand how best to use the resources available across the system. We are working with NHS Lothian to make sure this will help us understand the factors unique to Midlothian. This digital tool will help us predict the availability of bed based care across the whole system bed and record and forecast how capacity is affected under a variety of conditions. This will help us plan for winter, for outbreaks of disease, and understand what the impact of changes in other areas might mean for Midlothian. Page 121 of 327
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DRAFT 38 Planning for the future We want to build on what we already know about the quality of care and support provided by services, build a better understanding of the relationship between these care and support options, and look for opportunities to help people to live in their community for longer. We hope that more people will be able to benefit from care in their own home and that when people do need to go to hospital, it will be for shorter periods of time. How we use Midlothian Community Hospital, Highbank Intermediate Care Facility, Newbyres Care Village, and our Care at Home service is vital to this ambition. We will undertake a review of all our bed based care as part of our Transformation Programme that includes Midlothian Community Hospital, Highbank Intermediate Care Facility, Newbyres Care Village, Extra Care Housing, and our Care at Home service. This will see the development of a new strategy and workforce plan to ensure people can access bed based care when they need it, but also support people to be as independent as possible by maximising what they can do for themselves. Continually improving To make positive changes to health and social care in Midlothian as safely, equitably, and as quickly as possible, we need to be confident that we are continually improving. Better understanding the relationships between our services and where we can improve is one way we can better support people to take action to prevent, ill or worsening health and stay well. We know that we must support Midlothian Health and Social Care Partnership to continually evolve and adapt using the available resources. We are supporting services to develop a culture of continuous improvement so services can support people to achieve what matters to them most. All of these programmes of work will be in line with national ambitions, including realistic care and support. Longer terms aims 2.3 People are living in the place of their choosing for longer Thriving communities We want our communities to thrive, and for people to live well and as independently as possible for longer in the place of their choosing with less support from formal health and social care services. Page 122 of 327
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DRAFT 39 We know how important it is to strike the right balance between health and social care supporting population approaches to improve health and wellbeing, the care and support delivered locally by our services, and the action individual people need to take to stay well. We want to get this right because we know how important it is to improve health equality across our communities. The progress we make in the next 10 years towards the 9 National Health and Wellbeing outcomes will contribute to seeing strong and resilience communities in Midlothian take action to prevent ill or worsening health. We will continue to work with the Midlothian Community Planning Partnership to ensure we are part of effective community planning and working with all our Partners to achieve more than we can through health and social care alone. We want to make best use of the opportunity to bring health and social care together with local communities and community organisations to make a real difference in people’s lives through the Midlothian Community Planning Partnership. As the lead organisation for the ‘Midlothian will be healthier’ and ‘Midlothian will be safer’ components of the Single Midlothian Plan, Midlothian Health and Social Care Partnership will work alongside people, communities, and community groups to co- design and co-deliver the right support to help communities thrive. Page 123 of 327
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DRAFT 40 Strategic Aim No.3 People's human, social, and economic rights are protected and promoted in how we design and deliver our services What we are trying to achieve 3.1 People are recognised as experts in their own lives, are involved in planning services, and feel valued. 3.2 People’s care and support adapts when their needs, choices and decisions change and can control their own care and support if this is what they want. 3.3 People benefit from organisations working together and sharing information safely. We believe that everyone should have equal opportunities. No one should have less life chances because of their sex or gender, what they believe, or whether they have a disability. Short term aims 3.1 People and their carers are recognised as experts in their own lives, are involved in planning services, and feel valued. Midlothian has built a long-term commitment to strength based, and community led health and social care and have taken a "good conversations" approach, for over a decade. More recently this has grown in a system wide approach in Midlothian – The Midway. This is not just about how we welcome people into our services and work alongside them, but also how we lead and plan, talk about health and social care, and work with each other. Midlothian Health and Social Care Partnership is reviewing and refreshing the Midway. This includes a focus on the trauma informed and inequalities informed elements of this work. It is anticipated that this work will be completed in 2025. Page 124 of 327
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DRAFT 41 The Midway has provided us with a solid foundation to build relationships and understand what matters most to people and communities. However, we need to do more than talk about the case for change. Part of this work will be how we ask Midlothian Health and Social Care Partnership to take action to redesign services. Our commitment to transforming service offers and supports around the way people live their lives means we will need to do things very differently. Equality Equality does not mean that everybody should be treated in the same way. Equality means services should be provided in different ways to meet the different needs of people. We are committed to working to advance equality in Midlothian. We believe that equality has to be at the centre of all our decisions and have ensured that this strategy is closely aligned with our Equality Outcomes for 2025/29. Our Mainstreaming Equality Report and Action Plan sets out our priorities for the next 4 years and describes how we will work together for a fairer and more equal Midlothian. Shared decision making, representation, participation, inclusion, and action People told us they want to see be included in decisions, treated with dignity and as individuals, and that they value meaningful face-to-face interactions and feedback. We want to plan for the future alongside people and have person-led service officers and supports. This means listening to what matters most to people and then working with them to make what they care about become a reality. Our Community Engagement Plan (in development) sets out the agreement we have made with people and communities about how we will work together. It also sets out how we will ensure people who experience our services, their carers, and families are represented and included in service design and planning. Our revised Public Engagement Statement (in development) describes how we will practically support people and communities to be part of service design and planning. Mental health, illness and wellbeing We want to support everyone in Midlothian to experience the best mental health they can. This is particularly true for people who are experiencing poor health or conditions that are medically classified as mental illness. Our focus is to support the priority work of NHS Lothian through the LSDF and actively contribute the programme of work agreed with the 4 Lothian Health and Social Care Partnerships. This will include work locally to reduce waiting times and improve the experience of people who access our service offers and supports by working closely together. When the care we provide is person led, we know we are helping people achieve the outcomes that matter most to them. For people with dementia, support delivered in a coordinated way can help people live in their community for a long as possible during the moderate to severe stages of the illness. It is important to consider all the factors that impact on overall health and wellbeing to provide the right care and support for each person. Page 125 of 327
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DRAFT 42 Midlothian Health and Social Care Partnership is undertaking work to ensure that everyone with a diagnosis of dementia can be offered Post-Diagnostic Support for the first year of their diagnosis and has access to the 8 Pillars of Community Support. This includes learning from our work on transitions and recognising the increasing number people being diagnosed with dementia at a younger age. Carers We will continue to invest supporting carers, raising awareness of the important role of carers, support people to identify when they are providing a caring role, and then ensure they can easily access the services that will best meet their needs. As we work to deliver more care as close to home as possible, we understand this could impact on our unpaid carers. We know that carers are a vital part of the support people need to stay well and remain at home. We have work to do to support our carers and ensure they can continue delivering care and support for as long as they are able and willing to do so. Work is continually underway to better understand how we can support carers in Midlothian. This includes working with VOCAL to consider how the information, advice and support that matters most to carers could be improved. Our Carers Strategy 2025/28 sets out how we plan to work with carers, the people they care for, and all our Partners, to improve carers support, the accessibility of services, and support the ambition for carers to receive appropriate remuneration and experience fairer working conditions. We have asked the Midlothian Health and Social Care Partnership services involved in shifting the balance of care from hospital at home to ensure the potential impact on unpaid carers is considered. We know that appropriate support is a central part of how we keep people safe and well, and at home. Doing more of what people value More than half of the population of Midlothian volunteer informally in their community by doing things like supporting others or participating in local projects and groups. People told us that they benefit from volunteering, they value receiving support from volunteers, and that this support makes a positive difference to their health and wellbeing. Where possible, we want volunteers to be part of our plans and continue to build on our good relationships with volunteers, volunteering groups, and Third Sector organisations. As care and support services improve and evolve, services are considering how volunteers can work alongside services. This includes considering where there could be opportunities for Voluntary Service Managers to help coordinate this work in a way that is sustainable, safe, and meaningful for both volunteers and people who access this type of support. Page 126 of 327
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DRAFT 43 Our Community Hospital has a thriving volunteer programme with over 35 volunteers making a difference to people who are in hospital. As part of the NHS Lothian Volunteer Service, volunteers are supporting patients and their families through a shared love of music. Opportunities to listen to music together or share a favourite song are led by volunteers to make connections, reduce isolation, and improve wellbeing. The Volunteer Service is exploring guidance from the dementia care charity ‘Playlist for Life’ and hoping to create personalised playlists for people living with dementia. Medium term aims 3.2 People’s care and support adapts when their needs, choices and decisions change and can control their own care and support if this is what they want We want to make sure that when people’s needs, choices, or decisions change, we can respond quickly and help people take as much control of their care as they would like to. We will continue to work with our Partners to ensure this happens consistently and as easily as possible when needs or choices change. Self-Directed Support We know the importance of choice, independence, and good conversations to support people who want to manage their own care. Self-Directed Support (SDS) is a Scottish Government policy that supports people access the care that they want to help them live the life they choose. We want to make is as easy as possible for people to make the choices that matter most to them, but we know that people are sometimes uncertain about what is available through social care are SDS options. We have asked Midlothian Health and Social Care Partnership to ensure services support people to understand and access the right amount of support. We have asked Midlothian Health and Social Care Partnership to adopt new approaches to ensure people who experience services or supports are given the right information, advice and help to them make the decisions that are right for their life. In practical terms, this includes ensuring all the teams who work with people, including the teams of our Partners, understand what SDS is and how to signpost this information at the right time, providing training for staff in sensory awareness, understanding how to support people to request and access accessible information, ensuring the information we provide about SDS is accessible so those who may benefit from different options are able to make informed choices Page 127 of 327
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DRAFT 44 Choice and opportunity We want people in Midlothian to live independently as possible, with choices and opportunities, and in a safe environment. We are already working with our Partners to provide more opportunities and choices to support this. We are learning from where we have had success in supporting other groups of people to live well in the community, e.g., Primrose Lodge. What we know already works well, and identifying what we need to do differently is helping us plan for new developments. For example, we are already planning a new development to support older people have more choices and opportunities to stay at home for longer and receive the care and support they need. Primrose Lodge in Loanhead is a development of four tenancies with a ‘short breaks’ service for two people next door. The development will become available in 2025 and be is part of the strategic redesign of Learning Disability services in Midlothian. Primrose Lodge will be home to an inspiring group of young people with unique personalities, great potential, skills to offer, and vibrant lives to lead. The building has been designed to be accessible and barrier free with provided 24 hours a day, seven days a week, by highly trained staff that are supported by specialist disciplines such as nursing, physiotherapy, speech and language therapy, dietetics, and occupational therapy. Changing needs People’s needs can change for a number of reasons and at any time. When this happens, we want to be able to respond as quickly as possible and provide the right care. This is important for everyone but can significantly improve the experience of care for people at the end of their life. As part of the transformation programme, we have asked Midlothian Health and Social Care Partnership to ensure people can access co-ordinated, timely and high- quality palliative care, care around death, and bereavement support based on their needs and preferences. This must include support for both families and carers as they deal with loss and grief, and for staff to manage the emotional impact of caring for people at the end of life. We will review how we provide support for people with complex needs. The Adults with Complex and Exceptional Needs (ACENS) service will continue to provide person-led care as we work with both of our Partners to develop a whole system approach that can cope with increasing demand and provide the right support to those who need this specialist service. Page 128 of 327
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DRAFT 45 Longer terms aims 3.3 People benefit from organisations working together and sharing information safely People have access to their own health and social care information People told us they want information about their care to be shared more easily between services. People also want to be able to also share information easily themselves and on their own terms e.g., linked health and social care records. Integrated care records could help avoid people having to repeat their story, help people better manage their care, and support discussion and shared decision- making. Effective digital systems and linked technologies could also lead to better and more consistent care, but this is currently not available. In Scotland, we are some way off from having the data sharing agreements between organisations that would need to be in place for linked records. However, this remans a key objective for Scottish Government, and we will continue to work with our Partners to make sure we are able to adopt new ways of working as soon as it is possible. Bringing data together in new ways Our experience tells us that there are some services that people are more likely to need at the same time. If we could reliably predict in Midlothian, we would be able to reorganise health and social care around what people most frequently need, rather than individual diseases. Understanding the local patterns of health and wellbeing would help us redesign our services around how people live their lives. Currently, due to the way national information is collected, there is no data that can tell us the most commonly occurring clusters of health and social care need in Midlothian. We must develop this ourselves and consider how we use the data we already have to better understand how people access our services in Midlothian. By creating the conditions for the safe sharing of information between organisations and connecting systems, we are confident we will be able to plan and design more person-led approaches and improve how we support people who need health and social care services. We are working with local and national organisations and data specialist to bring together health and social care data in ways that have never been done before. This will help us understand how to create new ways of safely storing, sharing, and connecting information so that people only need to tell their story once. By doing this we will save time for people and staff and create new opportunities to do things differently. Page 129 of 327
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DRAFT 46 Making this a reality Other key documents and information In developing this Strategic Plan, Scottish Government require us to produce a number of documents alongside this publication. You will have noticed we have referred to some of these throughout the plan. Medium Term Financial Strategy Midlothian Joint Strategic Needs Assessments Consultation and Engagement Statement Housing Contribution Statement Market Facilitation Plan Equality and Children’s Rights Impact Assessment on the Strategic Plan Our priorities The priorities set out in this plan describe the action we will take to make our ambitions a reality. Every year, as close to the start of the new financial year as practicably possible, we issue written instruction to NHS Lothian and Midlothian Council. There instructions are called Directions and are the mechanism to deliver the ambitions of this strategic plan. Directions are legally binding and instruct NHS Lothian and Midlothian Council to do the things we think are the highest priority, describes what they need to deliver, and the budget that they have been allocated to do this with. Our Directions are written in a way that aligns them with both the strategic aims in this plan and the National 9 Health and Wellbeing Outcomes. This allows us to be clear what we are doing, why, and what we hope to see as a result. Directions for 2025/26 were issued in March and September 2025. We looked ahead to the publication of this plan and set out the priority actions for 2025/26 and transformation plans as part of planning how to use our resources. We review progress made towards our Directions regularly and report on this twice a year. We can issue a new Direction at any time or revise a Direction if we think we need to take corrective action e.g., if we make a decision that changes service delivery, or if we receive new funding across the year. Midlothian Health and Social Care Partnership uses Directions to ensure operational planning has a clear connection between our strategy and delivery. Directions provide a formal record and audit trail of our decisions and the responsibilities of our Partners. You can find our Directions for 2025/26 on the Midlothian Health and Social Care Website. Page 130 of 327
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DRAFT 47 Operational planning and how services plan People told us they believed our ambitions were the right ones, but they also wanted to know what we were going to do and have carefully considered how we ask Partners to take forward key actions and priorities in our Directions. Our strategic plan has to be a deliberate choice in direction, and not an operational ‘to do’ list for Midlothian Health and Social Care Partnership and others to execute. We continue to believe that those delivering care and support are best placed to make the right decisions about the care and support they deliver. Midlothian Health and Social Care Partnership has annual Service Plans for each operational area that set out the detail of how this Strategic Plan will be brought to life in our communities. These operational plans are based on our strategy, the realistic possibilities with the resources that have been made available to us by our Partners, and our Directions as well as national priorities and drivers, and what we know about people and communities. This includes frameworks like the Framework for Community Health and Social Care Integrated Services and the proposed multi-agency Getting Right for Everyone approach are both central to how Midlothian Health and Social Care Partnership plans its services. The Midlothian Heath and Social Care Partnership Service Plans will be published on our website as soon as they are available. Our workforce We do not directly employ any staff. The health and social care workforce are employed through Midlothian Council, NHS Lothian, and organisations in the Independent and Third sector alongside our unpaid carers and volunteers. However, we know that this combined workforce is the single biggest asset available to us in progressing the ambitions of this plan and improving outcomes for people and communities. We know the needs of our workforce are changing and dependent on many new factors. In 2022 Midlothian Health and Social Care Partnership published its first Integrated Workforce Plan for 2022/25 alongside a staff Communication, Engagement and Experience Delivery Plan and focuses on the 5 pillars of workforce planning set by Scottish Government to support recovery, growth, and transformation of health and social care. We have continued to develop our skills in this area and worked with Midlothian Health and Social Care Partnership to develop an Integrated Workforce Plan for 2025/28. This plan describes how we will plan, attract, train, and support the development of the workforce required to deliver the ambitions of this plan and has been submitted to Scottish Government for review. Page 131 of 327
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DRAFT 48 Monitoring and evaluation There are a number of ways we work with our Partners, people, and communities to monitor and evaluate the progress we are making toward the ambitions of this plan. How we measure performance We measure our performance to see what is working well, what can be improved, and how well we are meeting the key aims of integration and strategic aims of our strategic plan. We do this through a number of key evaluation and reporting methods that can be found on the Midlothian Health and Social Care website : Our Performance Framework with quantitative (number) and qualitative (narrative) information Our Annual Performance Report Bi-annual reports on our Strategic Governance Outcome Map. Bi-annual reports on progress against our Directions Our Equality Outcomes, and Mainstreaming Equality report and action plan Quarterly reports from Midlothian Health and Social Care Partnership’s services Our performance framework Our Performance Framework sets out the ways in which we review, monitor and evaluate the impact we are making in people’s lives. There are some elements of this framework that use nationally validated data i.e., the national indicators connected to the 9 National Health and Wellbeing Outcomes, and the Ministerial Steering Group (MSG) Indicators. Other parts of our framework include data on progress towards our Directions and the progress towards the operational plans of Midlothian Health and Social Care Partnership. Tracking outcomes Our Strategic Governance Outcome Map is an important way that we evaluate our performance and how we monitor and evaluate progress towards our strategic aims. Outcome maps are a way to understand how services contribute to people achieving the outcomes that matter to them. We are using this unique approach to provide a real time picture of the progress we are making towards our strategic aims and the nine National Health and Wellbeing Outcomes across the whole system. We do this by linking to service outcome maps and other national and local data. Our Strategic Planning Group reviews the data and evidence we collect at every meeting. This group oversees the quality of the data we use and scrutinises the interpretation of our Page 132 of 327
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DRAFT 49 analysis. Where there are data that need further examination, the group asks the senior leaders in Midlothian Health and Social Care Partnership to help us understand where we can learn from areas of success as well find opportunities for change. As part of our Performance Framework, this helps us better understand the contribution we are making to personal outcomes for people. Working this way means Midlothian Health and Social Care Partnership services can quickly learn from what has worked well, identify what needs to improve, and use this information to make more targeted, locally informed decisions about how to design, deliver, or commission services. This approach allows services to describe what they do, who with, what people learn and gain as a result, how this makes them feel, and the difference this makes in their lives. Page 133 of 327
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DRAFT 50 Budget and financial plan We must only spend the resources that have been made available to us by our Partners, Midlothian Council and NHS Lothian. This Strategic Plan helps us prioritise how we will allocate and best utilise those resources. We have agreed that achieving the ambitions of this plan will bring the change we want to see in our communities. The way we allocate funding to the services that Midlothian Health and Social Care Partnership manage is based on this plan. However, we know we don’t have enough resources to meet all the needs of the growing population in Midlothian. As we monitor our progress towards the 9 National Health and Wellbeing Outcomes, we will consider if the plans are delivering change in the way we hoped. We might not have resources available to us to make as much progress as quickly as we’d like, but our strategy will continue to be designed to improve outcomes for everyone in Midlothian. Midlothian Health and Social Care Partnership operationalises this plan and uses the money allocated to its services to plan, deliver, monitor, and evaluate the services it provides and commissions. The actions services take, and how they use the resources allocated to them will determine how much progress we make, and how quickly. We monitor these plans and will ask Midlothian Health and Social Care Partnership to do things differently when we think there is a need to do so. Best Value Best Value is about ensuring that we effectively manage the resources available to us and focus on improvement to deliver the best possible outcomes for people and communities. We know that achieving Best Value will only be possible if we work alongside our Partners. To help us do this the best way we can, we monitor our actions using a Best Value Framework and record our progress in the Strategic Governance Outcomes Map. This helps us continually improve and describe our work across 7 key areas. Vision and leadership Governance and accountability Effective use of resources Partnerships and collaborative working Working with communities Sustainability Fairness and equality Annual budget setting We can only use the resources that are made available to us. These resources are allocated to us by Midlothian Council and NHS Lothian each year and we are then responsible for the Page 134 of 327
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DRAFT 51 integrated budget. The budget offer we receive from both of these Partner’s changes from each year and may not be enough to deliver everything we want to. We work closely with both Partners but often don’t know exactly what our budget offers will be until February or March each year. This is because of how our Partners receive funding from Scottish Government. Future funding decisions that impact on our Partners are likely to also impact on the resources we have. This makes it very difficult to plan ahead in a meaningful way as we don’t have firm offers from both Partners until after the start of the financial year. The result of year-on-year budget offers means that strategic planning and progress towards our strategic aims can slow down, or we may need to revise this plan and our medium-term financial strategy to ensure we are prioritising the right actions. The decisions taken by our Partners will impact on our capacity and ability to respond to changing needs in our communities. Our annual budget Our budget for 2025/26 is £176.321m* This is split up into four parts: Social work and Social Care (from Midlothian Council). £71.086m This is for the adult social care services in Midlothian. These services are managed operational by the Midlothian Health and Social Care Partnership. Health Core Services (From NHS Lothian). £73.288m* These are local health services which are delegated to the Health and Social Care Partnership. These include primary care services (GPs, pharmacists etc), district nursing, community mental health teams, community learning disability teams, and the local community hospital. Health Hosted Services (from NHS Lothian) £13.589m* Some services are managed on a pan-Lothian basis. We manage a share of the total budget for these services based on its population. Midlothian hosts Dietetics and Adults with Complex and Exceptional Needs and provide services for people across Lothian on behalf of all four Health and Social Care Partnerships - Midlothian, East Lothian, West Lothian, and City of Edinburgh. Health ‘Set Aside’ budgets (from NHS Lothian). £18.358m* Unscheduled care services (Accident and Emergency and unplanned admissions) are managed by NHS Lothian’s Acute Hospital system. The IJB’s budget includes a share of these services, based broadly on our population size. The budget is ‘set aside’ by NHS Lothian on the IJB’s behalf. These services are Accident and Emergency, Cardiology, Diabetes, Endocrinology, Gastroenterology, General Medicine, Geriatric Medicine, Rehabilitation Medicine, Respiratory Medicine, and various ancillary support services for the above. They are delivered at the Royal Infirmary of Edinburgh, the Western General Hospital and St. John’s Hospital. *budgets TBC until fully confirmed by NHS Lothian. Page 135 of 327
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DRAFT 52 How we fund ‘Transformation’ The financial resources available to us are agreed when we set our annual budget. This is usually in March every year. Sometimes further resources are made available by the Scottish Government. Working this way makes thinking about our strategy difficult. By law, we have to review our Strategic Plan every three years but also know that change doesn’t happen quickly. We will review and refresh this plan in three years, but we only have the budget confirmed for one year at a time year. We also know that our population is changing, and we need to plan for this by thinking much further ahead. This Strategic Plan asks the services in Midlothian Health and Social Care Partnership to redesign in specific ways over the next 15 years. New legislation, national policies, or other national changes may also require services to do things differently. When this happens, it often needs additional investment, but we don’t always receive more money. We have spent several years improving and making our services as efficient as they can be. This means we are no longer able to do more with less to achieve saving targets. We are now working towards total system transformation, and work at this scale requires a huge amount of planning, testing, learning, and retesting on top of our day-to-day business of supporting people and communities. We are working with Midlothian Health and Social Care Partnership to ensure they have the right capacity in the early planning and implementation stages of this work. We only have three options available to us to fund additional services. This means we will not be able to truly transform without one of these options being made available to us. New resources from Scottish Government. These are generally agreed as part of the budget setting process each year. A transfer of resources from elsewhere in the system. For example, as we provide more care in communities and avoid people going to hospital unnecessarily, more resources should be released from hospitals to support community services. However, in practice this is difficult to achieve and impacts on our ability to do more of the work that would make the biggest difference in our communities. A reorganisation of how we allocate our own budgets. We can choose to fund areas differently but giving more to one area means giving less to another. Sometimes this means we have to stop providing some services and we will always discuss these options with all Partners, people, and communities before making any permanent decisions. Our ‘reserve’ budget All Integration Authorities should have reserves as this is part of good financial management. There are two types of reserves: general reserves, and earmarked reserves. General reserves are funds which have been built up from surpluses in previous financial years. The main purposes of general reserves are to help support unexpected financial pressures through the year. In 2023/24 we had to spend all of our general Page 136 of 327
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DRAFT 53 reserve (c. £6.2m) to pay for services. Although this was planned, it has meant we no longer have any reserves to support recovery plans or to investment in service transformation. Earmarked reserves are funds that we may have carried forward one year to the next for specific and allocated services or projects. We continue to have earmarked reserves for this purpose. Our medium-term financial strategy Although our financial position is more unpredictable now than it has ever been, we do have a five-year financial plan that runs from 2025/26 to 2029/30. We review this regularly and adapt and change to meet the challenges. We have worked hard to make sure our medium-term financial planning supports the delivery of this strategic plan for 2025/35 and closely links with our workforce plan for 2025/28. You can find our medium-term financial plan on our website. Financial risks We are currently facing a number of serious financial risks. The main risk is that our Partners may not be able to provide the necessary levels of funding to support our aims. The financial pressures we face are the same all across Scotland: the costs of changes relating to staff pay, terms and conditions, the changing cost of existing drugs and the cost of new drugs, and rising costs due to inflation. NHS Lothian and Midlothian Council have supported us with the best funding offer they can in the circumstances. However, in the future, they may have to prioritise funding their own services first. This would mean less money was available for community health and social care. There is also a risk that future Scottish Government policy decisions could impact on the way we have to use the money we have available to us. For example, it is not clear how the National Care Service will impact of the funding we receive of the services we will be asked to plan for. Page 137 of 327
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DRAFT 54 Appendices Appendix 1: Our responsibilities Our responsibilities and legal duties are outlined in the Public Bodies (Joint Working) (Scotland) Act (2014). We meet regularly and include members from NHS Lothian and Midlothian Council, the Third and Independent Sector, staff, and people who represent their community, people who experience our services, their families, and carers. Midlothian Health and Social Care Partnership oversees more than 60 services on behalf of Midlothian IJB. All people who work in Midlothian Health and Social Care Partnership are employed by either Midlothian Council or NHS Lothian. You can find the full list of services the IJB is responsible for in the Midlothian Scheme of Integration. This includes two hosted services, Dietetics and Adults with Complex and Exceptional Needs, who deliver care to people across the whole Lothian region for the four Health and Social Care Partnerships - Midlothian, East Lothian, West Lothian, and City of Edinburgh. We have listed some of the services below Care in Hospitals which isn’t planned (unscheduled care) including Accident and Emergency, Minor Injuries, Acute wards Midlothian Community Hospital Community based health care (Primary care) including GPs, District Nurses, Dentists, Pharmacists, Mental Health services, Substance Use Services, Community Respiratory team The following Health services for children and young people under 18: Health Visiting, School Nurses, Vaccinations of children Allied Health Professionals –including physiotherapists, dietitians, podiatrists Palliative and End of Life Care Social Work support for adults including adults with dementia, learning disabilities, older people Care at Home services Day services for older adults and people with learning disabilities Services to support unpaid carers and breaks from caring Health services for people who are homeless Extra Care Housing for people who need housing with extra support Care Homes Services to address health and care needs of people in the justice system Page 138 of 327
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DRAFT 55 Appendix 2: Locality planning The Public Bodies Act requires that each Integration Authority area is split into at least two localities. However, the numbers in the available validated data that would support this are often too small to be reported. There is no natural split into two or more areas across Midlothian and the population isn’t large enough to make a locality approach viable for commissioning services. As the smallest mainland authority in Scotland, we do not consider this is a meaningful approach. Instead, we work with the local Community Planning Partnership and Neighbourhood Plans to work with our 15 natural communities to identify what is working well and plan areas for development. The voluntary sector has strong roots in local areas and supports a system wide understanding of community intelligence that is invaluable. Our ongoing partnership with the third sector is at the core of our work in communities. This approach has been particularly effective during civil emergencies such as extreme weather conditions and more recently, the pandemic. More information on the health and social care needs of the Midlothian adult population can be found in our Joint Strategic Needs Assessment. Page 139 of 327
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DRAFT 56 Appendix 3: Engagement with people We work closely with people and partner organisations through representatives from the third sector, carers and people with lived experience joining our formal planning groups including the IJB, and the Strategic Planning Group. This Strategic Plan was developed and designed after consultation with all our stakeholders. Our Consultation and Engagement Statement sets out how we planned, carried out and evaluated feedback alongside people who experience our services, their families, and carers. The best way to evaluate how well we are doing is by regularly talking to more people who live in Midlothian. In 2024, we completed the Heath Care Improvement Scotland Quality Framework for Community Engagement Self-Assessment and published our findings and an action plan on how we will improve how we listen to all the voices in our community. This process has helped us plan how we worked alongside people and communities to write this plan and consider how we can be better partners in the future. Page 140 of 327
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DRAFT 57 Appendix 4: Market facilitation The Public Bodies (Joint Working) (Scotland) Act 2014 is accompanied by statutory guidance that we must follow when developing our plans for health and social care in Midlothian. The statutory guidance says we must prepare a Market Facilitation Plan alongside our strategic plan and involve a range of service providers, people who use services, carers, representative bodies, and professionals in the processes. Market facilitation is both the planning and securing of services across a range of providers and types of support for people to choose from and supports a flourishing community. There are three elements of market facilitation: market intelligence, market interventions, and market structure. Market Intelligence is the common and shared understanding of local supply and demand that helps us describe and evidence the market position in Midlothian. Market Interventions are the things we do to deliver the care and support that is required and support our communities to flourish. Market Structure is the shape of the market as a result of the actions we have taken collectively based on shared values and the outcomes we hope to achieve. Market Intelligence Market Intervention Market Structure A Market Facilitation Plan should describe how the strategic plan will be delivered and how we will work together with the services, agencies, providers, and people and communities in Midlothian to put the right services and supports in place. This is ‘the market’ and includes what currently exists as well as what might exist in the future so that people stay well and take action to prevent ill or worsening health. To do this, we need a shared understanding of what services and supports are required, and how much of them we need to so people can achieve what matters most to them. This also includes ensuring we have ethical commissioning and procurement principles, appropriate choice from range of different types of support, and a range of providers. Our Market Facilitation Plan describes how we will work with service providers, people who experience our services, their families, and carers to shape the future of the local health and social care market. This plan aims to identify the demand for care and support, design and respond to the changing needs of people living in Midlothian and shape the future market in readiness for population changes. Page 141 of 327
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DRAFT 58 Appendix 5: Policy and drivers Some of the most important national policies that have contributed to this plan are National Performance Framework Principles for Planning and Delivering Integrated Health and Social Care Best Value in Public Services NHS Scotland Operational Improvement Plan Health and Social Care Service Renewal Framework Scotland's Population Health Framework Health and Social Care Standards (2017) National Health and Wellbeing Outcomes Framework Delivering Value Based Health and Care: a Vision for Scotland (2022) Framework for Community Health and Social Care Integrated Services Fair Work Action Plan (2021) Housing to 2040 (2021) National Workforce Strategy for Health and Social Care (2022) My Health, My Care, My Home - Healthcare Framework for Adults living in Care Homes (2022) National Clinical Strategy for Scotland (2016) NHS Recovery Plan 2021-2026 Getting it Right for Everyone Getting it Right for Every Child Policy Statement 2022 National Carers Strategy (2022) Self-Directed Support: framework of standards (2021) Rehabilitation and Recovery: a person-centred approach (2022) National Mental Health Strategy 2017-2027 National Drug Mission Plan 2022-2026 Creating Hope Together – Suicide Prevention Strategy 2022-2032 General Medical Services Contract in Scotland (2018) Primary Care Improvement Programme Diabetes Improvement Plan (2014) Palliative and End of Life Care Strategic Framework for Action (2015) Palliative and End of Life Care by Integration Authorities: advice note (2018) Learning / intellectual disability and autism transformation plan (2021) See Hear – A strategic framework for meeting the needs of people with a sensory impairment in Scotland (2014) Enabling, Connecting and Empowering: Care in the Digital Age – Scotland’s Digital Health and Care Strategy (2021) Greater access, better insight, improved outcomes: a strategy for data-driven care in the digital age (2023) Page 142 of 327
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DRAFT Midlothian Integration Joint Board Strategic Plan 2025-2035 Consultation and Engagement Statement Page 143 of 327
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DRAFT Contents Introduction.....................................................................................................3 Methodology....................................................................................................3 Consultation and Engagement Activities...........................................................3 Phase 1: Internal consultations and initial public engagement.........................5 Phase 2: Review initial feedback and create first draft of our plan.....................7 Phase 3: Feedback on our first draft..............................................................10 Phase 4: Reviewing consultation feedback and publishing the plan................12 Results..........................................................................................................14 What mattered to people.............................................................................15 What mattered to services...........................................................................16 Results from the Equality and Children’s Rights Impact Assessment..............17 Initial Proposals for Developing Our Plan ......................................................18 Appendix 1: Staff and public surveys...............................................................22 Appendix 2: Results of the Citizens’ Panel........................................................35 Page 144 of 327
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DRAFT Introduction This Consultation and Engagement Statement is part of a suite of statutory documents linked to our Strategic Plan 2025-2035. This statement describes the consultation and engagement activities carried out. Our Strategic Planning Group developed a consultation and engagement plan to shape the development of our Strategic Plan for 2025-2035 with a range of activities and events between September 2023 and October 2025. This plan used a number of different approaches to ensure we could reach as many people as possible with the resource we have available. This included surveys, planned consultation events, and widely distributed promotional material. We spoke to more than 300 internal and external stakeholders so they could share their views and share the consultation activities with their communities. Over 1,000 voices have been included in the development of this plan. Our Strategic Planning Group is the main forum for connecting with our Partners and ensuring our Strategic Plan aligns with other important strategies. Our Strategic Plan 2025-2035 Like all Integration Authorities in Scotland, our role is to plan and direct health and social care services to support better health and wellbeing in our communities. Our Strategic Plan describes the action we will take make progress towards achieving the ambitions of the 9 National Health and Wellbeing Outcomes for everyone who lives in Midlothian. These national ambitions are the same for every Integration Authority in Scotland and they will be our ultimate aim for as long as we are asked to plan in this way. The actions we choose to take, and the pace at which we are able to make progress, is unique to Midlothian. Our Strategic Plan provides the direction for integrated health and social care services in Midlothian and an overview of what should be delivered. This statement provides a summary of the consultation and engagement activities carried out to shape the development of our Strategic Plan for 2025-2035. Page 145 of 327
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DRAFT Who we are We are a planning and decision-making body created by Midlothian Council and NHS Lothian that plans and directs some health and social care services. We are responsible for an integrated budget that we receive from Midlothian Council and NHS Lothian. The priorities set out in our Strategic Plan guide how we allocate the money we receive. Midlothian Health and Social Care Partnership oversees more than 60 services on our behalf. This includes two hosted services, Dietetics and Adults with Complex and Exceptional Needs, who deliver care to people across the whole Lothian region for the four Health and Social Care Partnerships - Midlothian, East Lothian, West Lothian, and City of Edinburgh. Our responsibilities and legal duties are outlined in the Public Bodies (Joint Working) (Scotland) Act, 2014. We meet regularly and include members from NHS Lothian and Midlothian Council, the Third Sector, staff, and people who represent the interests of people and communities, people who experience our services, their families, and carers. Page 146 of 327
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DRAFT Consultation and Engagement Phase 1: Internal consultations and initial public engagement September - November 2023 Review and gather feedback on the Strategic Plan 2022-2025 Explore what matters to people and communities, delegated services, partner organisations and Third and Independent Sector partners. Over 150 individuals, 16 services areas, 13 partner organisations and 3 Trade Union organisations took part, and a thematic analysis highlighted key recurring themes. When Who we asked What we did Sep 2023 Partner Consultation: What matters to you survey Gathered views on what mattered to services We asked people about the vision, values, and strategic aims from the 2022-2025 strategic plan. The survey was shared during an information session about what the strategic plan must include, and the role services play in developing the 2025-35 strategic plan. 13 partner organisations, 16 service areas and 3 Trade Union organisations replied. Oct – Nov 2023 Internal Consultation: Service Feedback Gathered views on what mattered to services We asked services about the care and support they want to provide and the impact it would have. These services included: Allied Health Professionals o MSK Physiotherapy and GP Advanced Physiotherapy Practitioners o Dietetics o Physical Disability and Long-Term conditions Medical o Pharmacy Primary Care and Older People o Midlothian Community Hospital and Highbank o Home First Services Page 147 of 327
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DRAFT When Who we asked What we did o Older People Services Adult Social Care o Justice Service and Protection o Justice and Protection o Learning Disabilities o Mental Health Service and o Integrated Substance Use o Learning and Development Nursing o Health Visiting Public Heath 15 services replied Nov 2023 Public Consultation: What matters to you survey Gathered views on what mattered to people We asked people about the vision, values and strategic aims in the 2022-2025 Strategic Plan and what mattered to them in terms of health and social care. The survey was on the Midlothian HSCP website and shared via Midlothian HSCP Facebook, on X, and emailed to stakeholders. They were asked to share this via email / social media / posters. Midlothian Community Development Trusts Midlothian Community Pantries Midlothian Libraries Midlothian Community Councils Independent Sector Organisations Third Sector Organisations Midlothian Leisure Centres Paper copies of the survey were distributed to Community Development Trusts and libraries. Over 150 people replied. Page 148 of 327
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DRAFT Phase 2: Review initial feedback and create first draft of our plan. January - August 2024 Use feedback from phase 1 to shape the first draft of the new plan Explore what matters to people and communities and HSCP staff When Who we asked What we did Jan 2024 Development Session: IJB Reviewed consultation feedback Information from the consultation and local and national data was presented. Priorities for the new plan and a set of propositions were identified. Jan 2024 Public Consultation: Citizen’s Panel Gathered views on peoples’ experiences of health and social care services. We worked with the Midlothian Citizens Panel. 573 people replied. Feb - March 2024 Board Meeting: IJB Developed first draft of our Strategic Plan The propositions identified in January were approved. March 2024 Partner Consultation: Place and Wellbeing Assessment Assessed first draft of our Strategic Plan Public Health Scotland and The Improvement Service carried out a Place and Wellbeing Assessment at a community workshop. It was attended by a range of stakeholders, including: People who experience our services Integration Joint Board members The Third and Independent Sectors Midlothian Council staff NHS Lothian staff Public Health Scotland and The Improvement Service made recommendations that were presented at the Strategic Planning Group and then at the board. Page 149 of 327
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DRAFT When Who we asked What we did Apr 2024 Workshop Session: Strategic Planning Group Reviewed strategic aims A first draft of the plan was reviewed on 25th of April. The section ‘Working with our Partners’ was added. May 2024 Development Session: IJB Developed strategic aims The IJB progressed work on our strategic aims. A second draft of the strategic plan was reviewed. May - Jun 2024 Board Meeting: IJB Redesigned draft of our Strategic Plan The second draft of the strategic plan was redesigned. May 2024 Committee Meeting: Strategic Planning Group Developed Public Consultation Plan A programme of public consultation events was designed including information, public meetings, focus groups, questionnaires, and discussion forums. June 2024 Board Meeting: IJB Agreed Public Consultation Plan The Public Consultation Plan was approved on the 20th of June, subject to the outcome of an Equalities and Children’s Rights Impact Assessment. July 2024 Workshop Session: ECRIA group Assessed the impact of the Public Consultation Plan An Equalities and Children’s Rights Impact Assessment of the consultation plan was conducted with representatives from the Third Sector, Public Health, and planning officers. Recommendations were incorporated into the Public Consultation Plan. July 2024 Staff Consultation: Values Survey Gathered HSCP staff views on our values We asked staff for their views on our values. A survey based on feedback from phase 1 was shared via email. It asked staff to select values they felt were important and rank themes describing our ambitions. 123 people responded. Page 150 of 327
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DRAFT When Who we asked What we did Aug 2024 Board Meeting: IJB Approved our draft Strategic Plan The draft Strategic Plan was reviewed and approved on the 22nd of August. This was referred to in our consultation as ‘Midlothian IJB Strategic Plan 2025-35 First Draft’ Sep 2024 Strategic Planning Group session: ECRIA group Assessed the impact of the Strategic Plan First Draft. An Equalities and Children’s Rights Impact Assessment of the first draft of the Strategic Plan was conducted by the Strategic Planning Group. Page 151 of 327
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DRAFT Phase 3: Feedback on our first draft September - November 2024 Consult the public and staff on the Strategic Plan first draft – statutory consultation Explore what matters to people and communities, delegated services, partner organisations and Third and Independent Sector partners. When Who we asked What we did Sep - Nov 2024 Public Consultation: Public and staff Survey Gathered public views on our First Draft We asked people for their views on the first draft of the plan, specifically the plan’s aims. This took place over a 3-month period from 30th August. The survey and draft plan were on the Midlothian HSCP website and shared on Midlothian HSCP Facebook and X and emailed to stakeholders. They were asked to share this via email/social media/posters. IJB and HSCP Strategic Planning Group All HSCP staff NHS Lothian Midlothian Council Midlothian Community Development Trusts Midlothian Community Pantries Midlothian Libraries and leisure centres Midlothian Community Councils Independent Sector Organisations Third Sector Organisations Paper copies of the survey and the draft Strategic Plan were made available in local libraries. 34 people responded. Nov 2024 Public Consultation: Public Town Hall Gathered public views on our First Draft We hosted an online ‘Town Hall’ for people who live in Midlothian and representatives from local organisations. The Town Hall was publicised via Midlothian HSCP Facebook and X. We contacted stakeholders to share with their communities. Page 152 of 327
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DRAFT When Who we asked What we did The Town Hall session opened with an overview of the strategic plan. Board members and the Health and Social Care Partnership senior team answered questions about the plan. 9 people attended. Nov 2024 Staff Consultation: Staff Town Hall Gathered staff views on our First Draft We hosted an online Town Hall for HSCP Staff. The Town Hall provided a brief overview of the strategic plan and answered pre-submitted questions about the plan. 10 staff attended. Page 153 of 327
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DRAFT Phase 4: Reviewing consultation feedback and publishing the plan. December 2024 and April 2025 Consult with Partners Revise and publish Strategic Plan When Who we asked What we did Nov 2024 Committee meeting: Strategic Planning Group. Reviewed feedback Reviewed public consultation to revise our Strategic Plan. Dec 2024 Partner Consultation: NHS Lothian Director of Planning Gathered views of partners NHS Lothian’s Director of Planning provided feedback on the plan. Jan 2025 Committee Meeting: Strategic Planning Group Reviewed Strategic Plan Reviewed and updated the plan. Feb 2025 Partner Consultation: Midlothian Council Chief Executive Gathered views of partners Chief Executive of Midlothian Council provided feedback. Feb 2025 Board Meeting: IJB Reviewed and approved our draft Strategic Plan The revised draft Strategic Plan was reviewed and approved to progress through local governance on the 22nd of February. Page 154 of 327
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DRAFT When Who we asked What we did March 2025 Board Meeting: IJB Set Budget We set our budget on 27th March. We reviewed the plan alongside the budget. We committed to work with our Partners to ensure the ambitions of the plan are realistic. March 2025 Committee meeting: NHS Lothian Corporate Management Team Reviewed plan – NHS Lothian NHS Lothian reviewed the plan, provided feedback, and agreed to the plan progressing though the NHS Lothian governance process. May 2025 Committee meeting: Midlothian Council Corporate Management Team Reviewed plan – Midlothian Council Midlothian Council Corporate Management Team reviewed the plan, provided feedback, and agreed to the plan progressing though the Midlothian Council governance process. May 2025 Committee meeting: Midlothian Council Elected Members Briefing Reviewed plan – elected members Midlothian Council elected Members reviewed the plan, provided feedback, proposed additions and amendments, and agreed to the plan continuing though the Midlothian Council governance process. May 2025 Committee meeting: NHS Lothian Strategic Planning and Performance Committee Reviewed plan – NHS Lothian NHS Lothian reviewed the plan, provided feedback, and agreed to the plan continuing though the NHS Lothian governance process. May 2025 Public Consultation: Citizen’s Panel Gathered views on peoples’ experiences of health and social care services. *Activity remains underway - Additional information to be included* We worked with the Midlothian Citizens Panel. XX people replied. Page 155 of 327
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DRAFT When Who we asked What we did June 2025 Board Meeting: IJB Progress update An update on progress was provided to board members. July 2025 Committee Meeting: Strategic Planning Group Review of amendments to the Strategic Plan Our Strategic Planning Group reviewed and updated the plan. August 2025 Board Meeting: IJB Reviewed and approved our draft Strategic Plan The revised draft Strategic Plan was reviewed and approved to progress through the final stages of local governance on the 21st of August. Sep 2025 Partner Consultation: Strategy Planning and Performance Committee Collaborate with Partners * Planned activity - Revised Strategic Plan draft for SPPC consideration as part of governance. Sep 2025 Partner Consultation: Midlothian Council Cabinet Collaborate with Partners * Planned activity - Additional information to be included* Midlothian Council approved the plan for publication. Sep 2025 Partner Consultation: NHS Lothian Board Collaborate with Partners * Planned activity - Additional information to be included* The NHS Lothian Board approved the plan for publication. Oct 2025 Board Meeting: Review and Publication Final Board review and publication * Planned activity - Board asked for approval of revised draft – delegate authority to Chief Officer to publish Strategic Plan on behalf of Board. Describe publication and dissemination post Board. Page 156 of 327
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DRAFT Results In developing this plan, we didn’t start with services, we started with people to develop a clear picture of what our communities need and set a 10-year ambition to strengthen a health and social care model that has been redesigned and built around relationships. What mattered to people People told us they don’t want to have to rely on services to live the life they choose. People don’t want services; they want a good life. People want support, relationships, and most of all, to be understood. People who do need our support, care, or treatment told us they want practical help, not to be reliant on services and feel trapped in ‘the system’. People told us they want us to be realistic about we can do, as well as what we can’t, and come alongside them as they take action to stay well or prevent ill or worsening health and wellbeing. People have told us we should spend more time having conversations with communities to understand what matters to them and help them take action to see that become a reality. People also told us they wanted to be part of how we redesign our service offers and supports. Most people wanted us to stop talking about models and pathways because these words don’t mean anything to them. People said it would be helpful to have information that was easy to find, and services that were easy to access. People told us that they know there is not enough money or staff in the health and social care system to do everything for everyone. They asked us to be realistic about we can do, as well as what we can’t, and come alongside them as they take action to stay well or prevent ill or worsening health and wellbeing. People told us they want to see be included in decisions, treated with dignity and as individuals, and that they value meaningful face-to-face interactions and feedback. People told us they want good lives, in good health, with family and friends. People also told us making services and information easier access to services would help them to make this a reality. We asked what a ‘good service’ means to people. Our communities told us they want our services to: 1. Support people to have good lives, lived well. 2. Be better guests in the lives of people and communities by helping people focus on their own capacity to thrive, then stepping back while still providing support. 3. Be easy to find, be simple to access, and flexible to changing circumstances. 4. Be honest and realistic about our role in health, wellbeing, and wellness. 5. Distribute the resources we have in an equitable way. Page 157 of 327
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DRAFT 6. Understand the difference between ‘choice’ and ‘control’. 7. Develop and redesign our services around what matters most to people, and actively work to turn those ambitions into reality. 8. Help people live well with multiple conditions. 9. Prevent avoidable hospital admissions. 10. Ensure people can live in the place of their choosing for longer, including when they receive palliative care and at the end of their life. We asked people to describe what makes “a good life”, and the most popular answers from our Citizen’s Panel were: Family Financial stability/security Friends Good health Good housing Safety and security Opportunities People told us good housing affects their physical and mental health. Our Housing Contribution Statement set out how we will work with and support our Partners who have a responsibility to provide housing services in Midlothian. What mattered to services The majority of respondents agreed that the vision, values and aims of our current Strategic Plan were still relevant and they did not want a different vision or values. Over 80% of people felt that the ambitions of all 6 strategic aims were still meaningful and relevant but some were more relevant than others. Staff felt the most important values were: Respect Compassion Quality Safety Fairness. Six themes were suggested to describe the shared goals for Midlothian, and staff ranked them based on their relevance. The theme “People First, Not Services” was the top choice, followed by “Good Lives, Lived Well”. Services highlighted the challenges faced by GP services and recognised the need for other primary care services to relieve pressures and improve health and social care for people in Midlothian. Page 158 of 327
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DRAFT Results from the Equality and Children’s Rights Impact Assessment As part of the process in developing our Strategic Plan 2025-2035, we caried out an Equality and Children’s Rights Impact Assessment. As a result of this assessment, we revised several elements of our strategy. This included acknowledging the importance of our Partners in sharing information so people can make informed choices about their health and wellbeing and highlighting the role of transportation. The assessment concluded that our Strategic Plan 2025-2035 would have a positive impact on people with protected characteristics if all the goals of the strategy are achieved. The strong focus on outcomes was seen as a positive factor. Page 159 of 327
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DRAFT Initial Proposals for Developing Our Plan The following statements outline a combination of the main proposals and key themes which emerged throughout our consultation: “Good lives, lived well” and “People first, not services” Ensure we are better guests in the lives of people and communities, understanding and planning to keep pace with our changing population Communicate well, and ensure people and communities have access to honest and realistic information about both their role in health, wellbeing, and wellness, and our available service offers and supports Improve and change our services by working with people and communities to listen to what is important to them, and actively work to turn those ambitions into reality, Improve access to our services and support, particularly for individuals with multiple health conditions or social care needs, and increase our focus on prevention, wellness, and wellbeing Support the prevention of all unnecessary hospital admissions and people being in hospital for longer than necessary Work together to ensure people can live in the place of their choosing for longer, including at the end of their life These initial proposals helped to shape our Strategic Plan and refine our three main aims. Page 160 of 327
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DRAFT Your words, our actions In Midlothian, we have a long history of good relationships and planning with people and communities We want our strategic planning to support people and communities live in better health for longer, and achieve the things that matter to them. We also want our services to are confident of what our contribution to their success is so we can make sure our service offers and supports are well designed and well delivered. This means taking the time to have good conversations with people, to understand what is working well, what could be better, and how we can make this a reality together. We recognise people are the experts in their own experiences and our programme of public consultation and engagement with our Partners and stakeholders has been central to how we have developed the actions in our Strategic Plan 2025-2035. People are able to make good decisions that help them stay well, plan ahead, and prevent ill or worsening health Your words: People told us they don’t want to have to rely on services to live the life they choose. People don’t want services; they want a good life. People want support, relationships, and most of all, to be understood. Our actions: We have made this a central theme throughout our plan, particularly in our short term aims and reflected in our Directions for 2025/26. The focus on the Midway, relationships, working together, and understanding our contribution to people achieving what matters by tracking personal outcomes is a central part of our strategy. Your words: People told us they wanted to be healthy and be as independent as possible. Helping people make good decisions that help them stay well, plan ahead, and prevent ill or worsening health is the first step. Our actions: We have made a significant commitment to early intervention, prevention in this plan and have woven this though all three of our strategic aims. Helping people make good decisions that help them stay well, plan ahead, and prevent ill or worsening health is the first step. We have asked Midlothian Health and Social Care Partnership to develop a self- management strategy that defines self-management and sets out how we will support people to manage their own conditions as well as possible. We have also made a commitment to work towards developing a Community Front Door Multiagency Single Point of Access to reach any of our services across Midlothian to improve how people access the care and support they need quickly. Your words: People told us we should spend more time having conversations with communities to understand what matters to them and help them take action to see that become a reality. Our actions: We have asked Midlothian Health and Social Care Partnership services to make sure they have meaningful conversations with people who experience services and use this feedback to continually improve. We have undertaken the Health Care Improvement Scotland Page 161 of 327
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DRAFT Quality Framework for Community Engagement Self Evaluation and developed an action plan to do more as a board to listen to people and communities. Your words: People also told us they wanted to be part of how we redesign our services. Most people wanted us to stop talking about models and pathways because these words don’t mean anything to them. Our actions: We have incorporated this feedback into our Transformation Programme that includes reviewing how we provide bed-based care, developing Extra Care Housing, reviewing our Care at Home Service, and working towards a Community Front Door Multidisciplinary Single Point of access. Your words: People said it would be helpful to have information that was easy to find, and services that were easy to access. Our actions: We have taken significant steps to improve the information we provide and will continue to explore ways to do better. We have prioritised improving the availability and accessibility of published information and developing a Public Communication Strategy. People access the care and support they need when they need it in the community and at home Your words: People told us that they know there is not enough money or staff in the health and social care system to do everything for everyone. Our actions: One of the things we can do to help people continue to live in the place of their choosing for longer is ensure we are providing care, support and rehabilitation that supports people to make good choices and prevent difficulties in the future. We have asked Midlothian Health and Social Care Partnership to introduce community appointment days where people can attend a session in their own community supported by a range of professionals across health and social care. We believe this will help people to find the help they need will more quickly, takes our services right into the heart of our communities, and helps people focus on what is already strong, what could be even better, and how we can take the next steps together. We have commissioned work to better understand the support people need, so we can predict the services and resources we need for the future. This will help us redesign how we deliver community services with an ‘ageless’ approach to care and support. Your words: People told us they want us to be realistic about we can do, as well as what we can’t, and come alongside them as they take action to stay well or prevent ill or worsening health and wellbeing. Our actions: We are committed to bringing health and social care together with local communities and community organisations to make a real difference in people’s lives through the Midlothian Community Planning Partnership. As the lead organisation for the ‘Midlothian will be healthier’ and ‘Midlothian will be safer’ components of the Single Midlothian Plan, we have asked Midlothian Health and Social Care Partnership will work alongside people, communities, and community groups to co-design and co-deliver the right support to help communities thrive. We have set out in our strategy our ambitions for change, and the financial challenges we face. We know our strategy is an ambitious, but believe it is a realistic plan. We also know the ability of our partners to provide the required resources will impact on our ability to drive change. Page 162 of 327
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DRAFT People's human, social, and economic rights are protected and promoted in how we design and deliver our services Your words: People told us they want to see be included in decisions, treated with dignity and as individuals, and that they value meaningful face-to-face interactions and feedback. Our actions: Our Public Engagement Statement and our Community Engagement Action Plan (in development) set out how we will engage with people and communities and ensure people who experience our services, their carers, and families are represented and included in service design and planning. Your words: People told us they want good lives, in good health, with family and friends. People also told us making services and information easier access to services would help them to make this a reality. Our actions: We have made a commitment to provide the right information and make sure that when people’s needs, choices, or decisions change, we can respond quickly and help people take as much control of their care as they would like to. We are working to bring together health and social care data in ways that have never been done before. This will help us understand how to create new ways of safely storing, sharing, and connecting information so that people only need to tell their story once. By doing this we will save time for people and staff and create new opportunities to do things differently. Page 163 of 327
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DRAFT Appendix 1: Staff and public surveys Our vision Our vision is that people in Midlothian are enabled to lead longer and healthier lives. Figure 1. On a scale of 1-10, how relevant do you think our vision that people in Midlothian are enabled to lead longer, and healthier lives is to future strategic planning? Rating - 1 being the least, and 10 being the most. Number of Respondents 2 5 3 11 1 2 3 4 5 6 7 8 9 10 12 10 8 6 4 2 0 Figure 2. Would you like to see a different vision? Yes, 5 No, 16 Page 164 of 327
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DRAFT Our values Our values are that we will provide the right support at the right time in the right place. Figure 3. On a scale of 1-10, how relevant do you think our values to provide the right support at the right time in the right place are to future operational planning? Rating - 1 being the least, and 10 being the most. Number of Respondents 2 5 3 11 1 2 3 4 5 6 7 8 9 10 15 10 5 0 Figure 4. Would you like to see different values? Yes, 5 No, 16 Page 165 of 327
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DRAFT We asked respondents how relevant the old strategic aims felt to the people of Midlothian. The majority of respondents agreed that all of the aims are relevant, with strategic aim 1, 2 and 6 being considered the most relevant. Figure 5. How relevant are the current strategic aims to the people of Midlothian? 85%5%10% 90%0%10% 90%0%10% 89%0%11% 90%0%10% 86%0%14% No. 6: Expand our joint working, integration of services, and partnership work with primary care, third sector organisations (i.e. charities and voluntary groups), providers, unpaid carers, and communities to better meet people’s needs No. 5: Improve our ability to promote and protect people's human rights, including social and economic rights and meet our duties under human rights law through our services and support No.4: Support more people with rehabilitation and recovery No. 3: Increase people’s choice and control over their support and services No. 2: Enable more people to get support, treatment and care in community and home-based settings No. 1: Increase people’s support and opportunities to stay well, prevent ill or worsening health, and plan ahead 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Relevant Neither Relevant or Irrelevant Irrelevant Page 166 of 327
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DRAFT What Matters to People Our vision and values Figure 6. Our vision is that people are enabled to lead longer and healthier lives. Do you think this is relevant to how we plan for the future? Number of responses 141 2 12 0 Yes No Maybe N/A 160 140 120 100 80 60 40 20 0 Figure 7. Our values are to ensure that we provide the right support at the right time in the right place. Do you feel this is important to how we plan for the future? Number of responses 149 4 2 0 Yes No Maybe N/A 160 140 120 100 80 60 40 20 0 Page 167 of 327
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DRAFT Our aims Figure 8. Do you feel our aim to increase people’s support and opportunities to stay well, prevent ill or worsening health and plan ahead is important to how we plan for the future? Number of responses 138 6 3 8 Yes No Maybe N/A 140 120 100 80 60 40 20 0 Figure 9. Do you feel our aim to enable more people to get support, treatment and care in the community and home-based settings is important to how we plan for the future? Number of responses 128 5 18 4 Yes No Maybe N/A 140 120 100 80 60 40 20 0 Figure 10. Do you feel our aim to increase people’s choice and control over their support and services is important to how we plan for the future? Number of responses 118 6 24 7 Yes No Maybe N/A 140 120 100 80 60 40 20 0 Page 168 of 327
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DRAFT Figure 11. Do you feel our aim to support more people with rehabilitation and recovery is important to how we plan for the future? Number of responses 131 1 16 7 Yes No Maybe N/A 140 120 100 80 60 40 20 0 Figure 12. Do you feel our aim to improve our ability to promote and protects people’s human rights is important to how we plan for the future? Number of responses 115 4 26 10 Yes No Maybe N/A 120 100 80 60 40 20 0 Figure 13. Do you feel our aim to expand our joint working, service integration and partnership working is important to how we plan for the future? Number of responses 120 6 20 9 Yes No Maybe N/A 140 120 100 80 60 40 20 0 Page 169 of 327
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DRAFT HSCP staff Values Consultation Figure 14. Which 5 values do you feel are the most important for us to demonstrate? Number of responses 7 9 16 18 20 22 25 25 28 33 34 34 35 38 39 41 42 45 50 54 Balanced Dedicated Responsible Ethical Partnership Efficient Consistent Trustworthy Teamwork Honesty Professional Inclusive Integrity Realistic Effective Fair Safe Quality Compassionate Respect 0 10 20 30 40 50 60 Figure 15. Is there a value important to you that is not on the list? Yes, 19% No, 81% Page 170 of 327
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DRAFT Views on the Strategic Plan First Draft Figure 16. Did you find our plan easy to understand? Yes, 27 No, 7 Figure 17. Did the plan explain who the Integration Joint Board is and what we do? Yes, 31 No, 3 Page 171 of 327
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DRAFT Our vision and mission Figure 18. Does our plan support our vision to enable people to lead longer and healthier lives? Number of responses 19 1 13 1 Yes No Not Sure N/A 20 15 10 5 0 Figure 19. Does our plan support our mission to provide the right support at the right time in the right place? Number of responses 16 1 17 0 Yes No Not Sure N/A 20 15 10 5 0 Page 172 of 327
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DRAFT Strategic aim 1: Figure 20. Do you think our plan is clear about how we will achieve our first Strategic Aim? That aim is that people feel able to make good decisions that help them stay well, plan ahead and prevent ill or worsening health. Number of responses 14 5 14 1 Yes No Not Sure N/A 16 14 12 10 8 6 4 2 0 Figure 21. Do you feel we will be able to achieve this aim? Number of responses Yes No Not Sure N/A 25 20 15 10 5 0 Page 173 of 327
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DRAFT Strategic aim 2: Figure 22. Do you think our plan is clear about how we will achieve our second Strategic Aim? That aim is that people are able to access the care and support they need when they need it in the community and at home. Number of responses 13 6 15 0 Yes No Not Sure N/A 16 14 12 10 8 6 4 2 0 Figure 23. Do you feel we will be able to achieve this aim? Number of responses 2 8 23 1 Yes No Not Sure N/A 30 20 10 0 Page 174 of 327
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DRAFT Strategic aim 3: Figure 24. Do you think our plan is clear about how we will achieve our third Strategic Aim? That aim is that people's human, social and economic rights are protected and promoted in how we design and deliver our services. Number of responses 13 6 15 0 Yes No Not Sure N/A 16 14 12 10 8 6 4 2 0 Figure 25. Do you feel we will be able to achieve this aim? Number of responses 3 6 24 1 Yes No Not Sure N/A 30 25 20 15 10 5 0 Page 175 of 327
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DRAFT Figure 26. What is good about our plan? Number of responses 7 3 5 4 1 Easy to read Plain language, visuals People at centre Honest Ambitious 8 7 6 5 4 3 2 1 0 Figure 27. What is missing from our plan? Number of responses 7 8 1 3 Detail Budget implications NCS Resource... 10 8 6 4 2 0 Figure 28. In our plan we use the word ‘people’ to describe everyone who uses our health and care services, or cares for someone who does…Are you happy with the use of the word people? Number of responses 33 0 0 1 Yes No Not Sure N/A 35 30 25 20 15 10 5 0 Page 176 of 327
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DRAFT Appendix 2: Results of the Citizens’ Panel 1,000 members were asked, 573 returned completed surveys. Responses about ‘what makes a good life’ included: • Family • Financial stability/security • Friends • Good health • Good housing • Safety and security • Opportunities. Just over half of all respondents (58%) stated that they were happy with most or all aspects of their physical health and just over two thirds (68%) stated they were happy with most or all aspects of their mental health. Almost two thirds of all respondents (64%) stated that they were happy with most or all aspects of their general wellbeing. People told us how many health and social care professionals they saw in the last month. General Practice and Pharmacy were most frequently seen, with over half to two thirds of respondents stating that they had used these in the past month. When thinking about their experience of getting support with their health and wellbeing, the top 3 experiences that respondents agreed with were: “My privacy is respected” (81%) “Staff treat me as an individual” (79%) “My experiences of health and care support are positive” (69%). 58% of respondents stated that they travel to appointments at a GP practice, hospital or vaccination clinics by car. A further 23% walk and 11% use public transport. Just under two thirds (64%) of respondents indicated that their journey time from home was up to 15 minutes, with a further 29% stating 15 to 30 minutes. Only 8% of respondents said that their journey times were in excess of 30 minutes. We asked people about who supports them to live independently at home or in a homely setting in their community: 89% of respondents agreed that they were able to ask for practical help from family, friends, and neighbours. This included support like putting their bins out, picking up shopping or medication, and small jobs around the home. Page 177 of 327
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DRAFT 88% of respondents stated that they were able to ask for emotional support from family, friends, and neighbours and had somebody or a support group to talk through difficult decisions or if they feel lonely, sad, or anxious. More than half of respondents (51%) agreed that the services they use improve their quality of life, but only 20% agreed that the services they use are always improving. The top 2 statements that respondents agreed with were: “It is easy to find information to improve my own health and wellbeing” (75%) “I feel safe when using the services I need” (73%). The most frequently used sources of information on services being offered in the community are social media (56%) and word of mouth (56%). When we asked about communication, people told us that it was important to use clear, everyday language (77%), to tell them about other support or services that might help (70%), and to start by asking about what matters to them (68%). The top 3 statements with regard to how we should provide information were: “A text message to remind me of my appointment” (89%), “Information at my pace, allowing me time to understand, and ask and respond to questions” (65%) “A clear leaflet or letter before my appointment to help me prepare” (63%). 4% of respondents stated that they receive support from a formal voluntary organisation, for example a Befriender, Walking Group, or Community Gardening, with a further 37% stating that they do not but might be interested in the future. For those respondents that said they do receive support, 84% stated that it makes a positive difference to their health and / or wellbeing. 16% stated that they receive support from an informal group, for example a faith group coffee morning or craft club, with a further 28% stating that they do not but might be interested in the future. For those respondents that said they do receive support, 90% stated that it makes a positive difference to their health and / or wellbeing. 17% of respondents stated that they provide support as a formal volunteer, for example a Befriender, Walking Group, or Community Gardening, with a further 32% stating that they do not but might be interested in the future. For those that do provide support as a formal volunteer, 92% stated that it makes a positive difference to their health/wellbeing. 15% of respondents said that they provide support as an informal volunteer, for example at a faith group coffee morning or craft club, with a further 27% stating that they do not but might be interested in the future. For those that do provide support as a volunteer, 76% stated that it makes a positive difference to their health/wellbeing. The top 3 statements which the largest number of respondents agreed with were: “It is easy to access outdoor spaces in my community” (79%), “I feel safe in my community” (67%) “I feel a sense of belonging in my community” (56%). Page 178 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.5 School Admission Policy Consultation Report by Executive Director Children, Young People & Partnerships Report for Decision 1 Recommendations Council is recommended to approve the following: i. Agree that the revised School Admissions Policy will take effect from September 2025; ii. Agree to maintain the current status quo as set out in paragraph 11 for the admission of pupils attending Loretto Roman Catholic (RC) Primary School to St David's RC High School for the August 2026 intake; iii. Instruct the Executive Director, Children, Young People and Partnerships to take steps to recover the costs of school education and any ancillary costs on an ongoing basis from East Lothian Council for former Loretto RC Primary School pupils attending St David’s RC High School from August 2025; iv. Instruct the Executive Director, Children, Young People and Partnerships to take forward a) or b) as set out below and any legally required steps, including carrying out any necessary statutory consultation (Ensuring that any statutory consultation provides clarity i) as to the catchment area of St David’s RC High School and ii) the basis of admission to St David’s RC High School) in order to either: a) set aside any existing agreements or arrangements, and enter into a new agreement with East Lothian Council setting out the basis of admission, including any priority given within the admission policy for pupils of Loretto RC Primary School who wish to attend St David's RC High School; with the instruction that any arrangement/agreement does not disadvantage Midlothian children and promotes the Roman Catholic ethos of St David’s RC High School; or b) bring any existing agreements or arrangements under which pupils from Loretto RC Primary School transfer to St David’s RC High School to an end from the August 2027 intake onwards. Page 179 of 327
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v. Instruct the Executive Director, Children, Young People and Partnerships to report back to Council on the approved recommendations at the point a further decision is required. 2 Purpose of Report At the meeting of Midlothian Council on 12 November 2024, the Executive Director, Children, Young People and Partnerships was authorised to undertake a review of Midlothian Council’s School Admissions Policy, followed by a statutory consultation. Council agreed that a report on the outcome of the consultation and recommendations would be brought back to Council for consideration. This report advises on the outcome of the statutory consultation on the proposal to vary the admissions arrangements to primary and secondary education (Schools Admission Policy) and seeks approval for the recommendations outlined above. The statutory consultation on the proposal was undertaken in the period from Wednesday 02 April 2025 and ended on Monday 02 June 2025. The statutory report on the outcome of the consultation was published on 18 August 2025 and provides full details of the process undertaken, representations made and Education Scotland’s report on the proposal (See Appendix B). Date: 09 September 2025 Report Contact: Fiona Robertson, Executive Director Children, Young People & Partnerships Craig.murrin@midlothian.gov.uk Page 180 of 327
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3 Background 1. The Education (Scotland) Act 1980 places a legislative duty on the Council to make adequate and efficient provision of school education across its area. This duty applies in respect of both the current school population and anticipated pattern of demand. 2. Section 3D of the Standards in Scotland’s Schools etc. Act 2000 (as inserted by Section 2 of the Education (Scotland) 2016 Act) introduces a requirement on education authorities to carry out their duty to ensure the delivery of improvement in the quality of school education which is provided in the schools they manage, with a view to achieving the strategic priorities of the National Improvement Framework. It is, therefore, the duty of the education authority to ensure that the education it provides is directed to the development of the personality, talents and the mental and physical abilities of the children to their fullest potential. 3. In addition, Councils have a statutory duty to secure best value in terms of the Local Government in Scotland Act 2003 by continuous improvement in performance of the local authority’s functions, while maintaining an appropriate balance between quality and cost and having regard to economy, efficiency, effectiveness, equal opportunities and the achievement of sustainable development. 4. As a local authority, Midlothian Council has a legislative duty in respect of admissions to provide suitable education opportunities for children and young people. Midlothian Council’s approach to pupil placement is to provide a place for every pupil at one of their catchment schools and to review/grant placing requests whenever this is possible. Where catchment schools are over-subscribed, Pupil Placement seeks to allocate places at neighbouring schools to ensure every pupil is afforded the opportunity to attend a local school. 5. Midlothian Council is recognised as Scotland’s fastest-growing local authority. According to the National Records of Scotland, Midlothian Council has seen the largest increase (15%) in the aged 0-15 population of all local authorities since 2014. The population as a whole has also increased by 1.5% between mid 2023 and mid 2024, which is the second highest rate of increase in Scotland after Glasgow City Council. The rising demand for school places has made it necessary to review the current School Admissions Policy. This review has incorporated recent changes to legislation, policies, procedures, and school circumstances to ensure the admissions process remains fit for purpose. The revised policy will provide flexibility while maintaining clarity, consistency, and fairness in meeting the enrolment needs of Midlothian’s children and young people as set out in paragraphs 6-10. (See Appendix H for updated prioritisation) Page 181 of 327
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Proposed variation to the admissions arrangements to primary and secondary education (Schools Admission Policy) 6. The highest priority will be given to children who have been offered a place in a school’s Complex Needs Provision class by the Education Resource Group (ERG). 7. The proposed variation to the School Admission Policy aims to prioritise Midlothian children and young people, living within the designated catchment area of a Midlothian School, ahead of placing requests. 8. Priority for places in a Midlothian School will be considered and, where possible, granted to those eligible to attend a local school based on their residential address. These places will be granted ahead of placing requests. 9. For Midlothian denominational schools, Roman Catholic children and young people within the catchment area will be given priority over non- Roman Catholic children based on their residential address. These places will be granted ahead of placing requests. 10.Children and young people living outside of Midlothian will be required to submit out of authority placing requests. Midlothian Council will aim to grant these requests if places are available after enrolling all catchment children, retaining reserved places and enrolling all Midlothian children, within the agreed intake limit. However, additional classes will not be created for non-catchment and non-authority children and young people. Catchment and Admission Policy Context – Historical Arrangement. 11.Prior to the launch of the consultation, the education authority undertook research to seek to clarify the basis of the current practice for admission of Loretto RC PS pupils to St David’s RC HS. Under current arrangements, East Lothian Council each year provide to Midlothian Council a list of pupils who attend Loretto RC PS, and who they consider would be entitled to attend St David's RC HS. This arrangement is specific to Loretto RC PS and does not extend to other Roman Catholic primary schools within East Lothian. 12.The Council’s research included a review of catchment maps and admission policies (current and historical) from both Midlothian and East Lothian Councils, as well as discussions with East Lothian Council. Neither Midlothian Council nor East Lothian Council’s catchment maps show Loretto RC PS as forming part of the St David’s RC HS catchment. Additionally, Midlothian Council’s existing admission policy does not refer to Loretto RC PS pupils. Based on this research, Page 182 of 327
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the education authority understood that following the disaggregation of Lothian Regional Council in 1996, pupils from Loretto RC PS were not formally within the catchment area for St David’s RC HS but were afforded priority in admissions through an informal arrangement. The education authority proceeded with the consultation on this basis, acting in good faith. 13.During the consultation process, the education authority received a range of views with regard to the historical arrangement with East Lothian Council for Loretto RC PS. Feedback from some stakeholders suggested their understanding was that Loretto RC PS formed part of the catchment area for St David’s RC HS prior to reorganisation in 1996. The education authority acknowledges that if Loretto RC PS formed part of St David’s RC HS catchment immediately prior to the 1996 local government reorganisation, that status would have remained in place until formally altered through a statutory consultation process under the relevant legislation. 14.In response to feedback received during the consultation, the education authority undertook further extensive research to clarify the historical position of Loretto RC PS in relation to St David’s RC HS. This involved searching for relevant documentation from the archives of Midlothian County Council and Lothian Regional Council from a range of sources, including records held by Democratic Services, education department archives, the National Records of Scotland, and City of Edinburgh Council archives. Requests were made to the Archdiocese of St Andrew’s and Edinburgh to share any documentation on this matter. The aim of this research was to establish the evolution of catchment maps from 1996 to the present day and to understand the basis for current admission practices concerning pupils from Loretto RC PS. 15.Despite extensive research, the education authority has not identified any definitive records that clarify when the catchment area for St David’s RC HS was formally changed, nor has it found documentation outlining the legal or policy basis for the longstanding practice of admitting Loretto RC PS pupils. 16.The education authority obtained legal advice from a King’s Counsel who advised that: the status quo cannot continue and must be remedied, including conducting statutory consultations; there is no formal or legal documentation that sets out the arrangement currently operating between Midlothian Council and East Lothian Council; both Councils have a statutory duty to have an Admissions Policy in place when determining school placing requests in terms of Section 28B Education (Scotland) Act 1980 as amended. Page 183 of 327
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Consultation Process 17.The statutory consultation on the proposal was undertaken in the period from Wednesday 02 April 2025 and ended on Monday 02 June 2025. The report on the outcome of the consultation was published on 18 August 2025, Appendix B, and provides full details of the process undertaken, representations made and Education Scotland’s report on the proposal. The report is available on the Council’s Citizen Space Consultation page: https://midlothiancouncil.citizenspace.com/education/admissions- policy-consultation 18.The Education Service held five Public Meetings at: Dalkeith Schools Community Campus on 22 April 2025 at 6:30pm Penicuik High School on 24 April 2025 at 6:30pm Bonnyrigg Primary School on 12 May 2025 at 6:30pm Beeslack Community High School on 15 May 2025 at 6:30pm Easthouses Primary School on 22 May 2025 at 6:30pm 19.A total of 511 responses to the consultation were received during the period of the statutory consultation. 20.198 responses to the consultation were in favour of the proposal to vary the Admissions Arrangements to Primary and Secondary Education. 286 were not in favour and 27 had no opinion. 21.Education Scotland’s His Majesty’s Inspectors of Education (HM Inspectors) prepare a report in accordance with the terms of the Schools (Consultation) (Scotland) Act 2010 (“the 2010 Act”). The purpose of the report is to provide an independent and impartial consideration of Midlothian Council’s proposal (Appendix C). 22.The Education Scotland report summary states: “HM Inspectors agree that there are educational benefits in Midlothian Council having an admissions policy that will best manage the change in their school population. Many stakeholders that spoke to HM Inspectors recognise the challenging situation in Midlothian of rising school rolls at many of their schools. Should this proposal be agreed, it will be important for Midlothian Council to work with schools to support cohesive and effective transitions for all children. Stakeholders raised the need for Midlothian Council to enable younger siblings to attend the same school as their siblings. They would like this to be considered further by the council if they decide to change their admissions policy. HM Inspectors recommend the council further explore with stakeholders how to reduce any negative impact of this proposal in regard to siblings. Families who live outwith Midlothian, but whose children and young people attend Midlothian schools, are worried by the proposal. In Page 184 of 327
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particular, there is a long history of children who attend Loretto RC Primary School in East Lothian being able to transition to St David’s RC High School in Midlothian for secondary education. Both the affected families and representatives of the Catholic Church are concerned that this proposal, if agreed, will potentially remove these children’s access to denominational education once they reach the secondary stage of education. If the proposal is agreed, it will be important for the two councils to work together to minimise disruption to these children’s learning journeys.” 23.The consultation report was published on 18 August 2025 leaving the required period of at least three weeks for any further representations to be made to Councillors, prior to Council’s consideration of the report and its decision regarding the recommendations set out in Section 1. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource 1. If recommendation 1(i) is approved, the education authority does not envisage any adverse effects from the proposal in respect of staffing. Should issues arise however, these will be mitigated through the Council’s Education Leadership Team support structure. If recommendation 1(ii) is approved there is the potential of additional staffing and costs being required for session 2026/27 to admit Loretto RC PS pupils as per the current status quo. If recommendation 1(iii) is approved there is a potential this could mitigate against the financial impact of 1(ii) and 1(iv, a) being approved. If recommendation 1 (iv, a) is approved there is the potential of additional staffing and costs being required. If recommendation 1(iii) is approved there is a potential this could mitigate against the potential impact of 1 (iv, a). 2. The education authority is mindful of the potential for increased placement requests in future years and will continue to monitor demand closely. All reasonable steps will be taken to ensure that no Midlothian child or young person is disadvantaged by the implementation of this proposal. 3. The proposal does not require additional physical resources, such as new classrooms or buildings, as no additional classes will be created for non-catchment pupils. If the recommendation 1 (iv,a) is approved by Council, a clause will be inserted into the agreement that sets out prioritisation for the allocation of spaces should the school be at functional capacity. 4. In the financial year 2025/26, the Scottish Government funding allocation per secondary school pupil to Midlothian is £5,320. This figure represents Midlothian Council’s allocation of national budgets which are allocated on a basis that takes account of the number of secondary school pupils from the schools census. This does not reflect the actual amount of budget allocated to schools, but is part of the overall SGG block budget that the Council receives and members make decision on how it is used. Page 185 of 327
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5. The 2023/24 Local Government Benchmarking Framework (LGBF), the average cost per secondary school pupil in Midlothian is £8,750. The LGBF is a performance measurement tool used by all Scottish Councils to compare service delivery efficiency and effectiveness. It provides actual cost data based on real-world expenditure, allowing Council’s to benchmark against similar authorities and identify areas for improvement. 4.2 Digital 1. As part of Midlothian Council’s commitment to digital inclusion, the Equipped for Learning programme ensures that every pupil enrolling in a Midlothian secondary school, including those from outwith the authority, are provided with an individual digital device. 2. This initiative supports equitable access to learning resources and digital education. The projected cost associated with this provision is £370 per secondary pupil in the 2025/26 financial year, representing a significant investment in digital infrastructure and educational equity. 3. Existing digital systems used for pupil placement and enrolment are sufficient to support the revised admissions process. 4.3 Risk 1. Midlothian is Scotland’s fastest-growing local authority, with significant ongoing housebuilding and inward migration contributing to rapid population growth. This expansion is placing increasing pressure on school capacity, particularly in areas experiencing high demand. 2. The current approach, including intake limits and reserved places, has been necessary to safeguard catchment places. However, without policy reform, these measures may become insufficient to meet future demand, compromising the Council’s ability to deliver efficient and inclusive education provision. 3. Failure to implement the proposed changes to the School Admission Policy risks exacerbating existing challenges in managing pupil placements. Without a revised policy that prioritises catchment and Midlothian-resident pupils, the Council may struggle to ensure equitable access to local schools, potentially leading to increased appeals, dissatisfaction among families, and strain on neighbouring schools. 4.4 Ensuring Equalities (if required a separate IIA must be completed) An Integrated Impact Assessment has been carried out and published, Appendix D. 4.4 Additional Report Implications See Appendix A. Page 186 of 327
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Appendices Appendix A – Additional Report Implications Appendix B – Consultation Report, August 2025 Appendix C – Education Scotland Report, Admissions Policy Appendix D – Integrated Impact Assessment, Admissions Policy Consultation Appendix E – Consultation Proposal Document, April 2025 Appendix F - Omissions, Corrections & Amendments Appendix G - Proposed Changes to Priority Order Overview Appendix H - Current and Proposed Priority Table, Admissions Arrangements Page 187 of 327
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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 implementation of the recommendation of this report will enhance best value in the delivery of Council services. A.5 Involving Communities and Other Stakeholders This report provides details of the statutory consultation undertaken with communities and all stakeholders regarding the admissions arrangements to primary and secondary education (Schools Admission Policy). 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 188 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.6 Loanhead Additional Support Needs (ASN) Consultation Report by Executive Director Children, Young People & Partnerships Report for Decision 1 Recommendations Council is recommended to approve the following: i. A new Additional Support Needs (ASN) stage will be established at Loanhead Primary School; ii. The ASN stage will be under the leadership of the Head Teacher of Loanhead Primary School; 2 Purpose of Report This report advises the outcome of the statutory consultation on the proposal to establish a new Additional Support Needs (ASN) stage at Loanhead Primary School under the leadership of the Head Teacher and seeks approval for the recommendations outlined above. The statutory consultation on the proposal was undertaken in the period from Wednesday 02 April 2025 and ended on Monday 02 June 2025. The statutory report on the outcome of the consultation was published on 18 August 2025 and provides full details of the process undertaken, representations made and Education Scotland’s independent report on the proposal. Date: 18 August 2025 Report Contact: Fiona Robertson, Executive Director Children, Young People & Partnerships Craig.murrin@midlothian.gov.uk Page 189 of 327
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3 Background 1. The Education (Scotland) Act 1980 places a legislative duty on the Council to make adequate and efficient provision of school education across its area. This duty applies in respect of both the current school population and anticipated pattern of demand. 2. Section 3D of the Standards in Scotland’s Schools etc. Act 2000 (as inserted by Section 2 of the Education (Scotland) 2016 Act) introduces a requirement on education authorities to carry out their duty to ensure the delivery of improvement in the quality of school education which is provided in the schools they manage, with a view to achieving the strategic priorities of the National Improvement Framework. It is, therefore, the duty of the education authority to ensure that the education it provides is directed to the development of the personality, talents and the mental and physical abilities of the children to their fullest potential. 3. In addition, Councils have a statutory duty to secure best value in terms of the Local Government in Scotland Act 2003 by continuous improvement in performance of the local authority’s functions, while maintaining an appropriate balance between quality and cost and having regard to economy, efficiency, effectiveness, equal opportunities and the achievement of sustainable development. 4. In 2021/2022, Midlothian Council’s Education Service undertook a comprehensive review of the provisions for children and young people with additional support needs. This review resulted in several changes across the learning estate, aimed at expanding and improving the range and quality of support available. These changes were crucial to meet the increasing demand for such provisions. 5. In response to the pandemic's impact, it became essential to maximise all available space. This, combined with the rising level of need, led to the decision to temporarily host the Treehouse Provision and Hawthornden Provision in the learning spaces and facilities within the now closed St Margaret’s Primary School for up to three years. This arrangement ensured that the increased demand for support could be met effectively within the available facilities. 6. Relocating under a hosting arrangement the Treehouse Provision from Gore Glen Primary School and the Hawthornden Provision from Hawthornden Primary School to the now closed St Margaret's Primary School ensured the Council could better meet the additional support needs of children. 7. Previous discussions with the Leader of Learning for St Margaret’s Primary School and the former Headteacher of Loanhead Primary School confirmed that both provisions could be accommodated within some of the former St Margaret’s Primary School classrooms. This arrangement was agreed and that this would coincide with the existing Inclusion and Wellbeing Service provision already situated there. Page 190 of 327
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8. The school was adapted to ensure that children remained in a safe and secure environment, receiving the appropriate support they needed. The former Leader of Learning and the Quality Improvement Officer for Inclusion & Wellbeing played a crucial role in this process, ensuring that the children were seamlessly integrated as part of the school. They worked closely together as a unified service, fostering greater opportunities for socialisation and collaboration among the children. 9. Currently, 16 children with additional support needs are currently being hosted in the former St Margarets PS building. The children have specialist staffing and access to equipment and resources that meet their needs and share facilities within the school. 10. The Head Teacher at Loanhead Primary School currently holds overall responsibility for the leadership and management of the school, including the hosted ASN provision. If the Council approves the recommendations outlined in this proposal, this arrangement will be formalised as part of the implementation process. 11.The statutory consultation on the proposal was undertaken in the period from Wednesday 02 April 2025 and ended on Monday 02 June 2025. The report on the outcome of the consultation was published on 18 August 2025, Appendix B, and provides full details of the process undertaken, representations made and Education Scotland’s report on the proposal. The report is available on the Council’s Citizen Space Consultation page: https://midlothiancouncil.citizenspace.com/education/loanhead- asn-consultation 12.The Education Service held a Public Meeting at Loanhead Primary School on Wednesday 7 May 2025. 4 members of the public attended the public meeting. 13.A total of 114 responses to the consultation were received during the period of the statutory consultation. 14.71 responses to the consultation were in favour of the proposal to establish an ASN stage at Loanhead Primary School, 38 were not in favour and 05 had no opinion. 15.58 responses to the consultation were in favour of the proposal to place the new ASN stage under the leadership of the Head Teacher of Loanhead Primary School, 48 were not in favour and 08 had no opinion. 16.Education Scotland’s Her Majesty’s Inspectors of Education (HM Inspectors) prepare a report in accordance with the terms of the Schools (Consultation) (Scotland) Act 2010 (“the 2010 Act”). The purpose of the report is to provide an independent and impartial consideration of Midlothian Council’s proposal (Appendix C). Page 191 of 327
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17.The Education Scotland report summary states: “HM Inspectors agree that there are potential educational benefits to this proposal. Loanhead Primary School has the capacity to accommodate the ASN stage. This will help the council meet the increasing demand for ASN provision. If the council proceeds with the proposal, it should be clearer about the enhancements required to support children to learn and grow. HM Inspectors believe that the school environment requires adaptations to meet all children’s needs. This includes ensuring that the stated educational benefits outlined in the proposal reflects the experiences for children attending the ASN stage. It will be important that the council continues to work with staff to address their concerns and provide appropriate professional learning to ensure they have the required skills to support all children effectively. This includes providing appropriate professional learning and resources to better support children in the ASN stage and access to high quality therapeutic interventions”. 18.The consultation report was published on 18 August 2025 leaving the required period of at least three weeks for further representations to be made prior to Council’s consideration of the report and its decision regarding the recommendations: 1. A new Additional Support Needs (ASN) stage will be established at Loanhead Primary School; 2. The ASN stage will be under the leadership of the Head Teacher of Loanhead Primary School; 19.The recommendation of the consultation report is for Council to approve the establishment of a new Additional Support Needs (ASN) stage under the leadership of the Head Teacher at Loanhead Primary School. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource 1. The proposed ASN provision will be led and managed overall by the Head Teacher at Loanhead Primary School. 2. The three ASN classes within Loanhead Primary school will have a higher staff to child ratio than mainstream classes. The presence of a high-quality skilled leadership team, teaching and support staff will increase the expertise within our existing Loanhead Primary school. This expertise will allow the planning and delivery of differentiated curricular pathways that meet the needs of all children with a range of additional support needs 3. The staffing levels will principally be determined by the number of children. The Education Resource Group will continue to allocate places to the specialist provision based on assessment of their needs in partnership with the Head Teacher. Page 192 of 327
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4. If this proposal is implemented, the Council does not envisage any adverse effects from the proposal in respect of staffing. Should issues arise however, these will be mitigated through the Council’s Education Leadership Team support structure and HR policies. 4.2 Digital None 4.3 Risk None 4.4 Ensuring Equalities (if required a separate IIA must be completed) An Integrated Impact Assessment has been carried out and published, Appendix D. 4.4 Additional Report Implications See Appendix A. Appendices Appendix A – Additional Report Implications Appendix B – Consultation Report, August 2025 Appendix C – Education Scotland Report, Loanhead ASN Appendix D – Integrated Impact Assessment, Loanhead ASN Consultation Appendix E – Consultation Proposal Document, April 2025 Appendix F – Omissions, Corrections & Amendments Page 193 of 327
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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 implementation of the recommendation of this report will enhance best value in the delivery of Council services. A.5 Involving Communities and Other Stakeholders This report provides details of the statutory consultation undertaken with communities and all stakeholders regarding the proposal to establish a new Additional Support Needs (ASN) stage at Loanhead Primary School which will be led and managed overall by the Head Teacher. A.6 Impact on Performance and Outcomes The report does not directly impact on Midlothian Council’s performance and outcomes. A.7 Adopting a Preventative Approach Not applicable A.8 Supporting Sustainable Development Not applicable Page 194 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.7 Education Annual Plan and Report Report by Fiona Robertson, Executive Director Children, Young People & Partnerships Report for Decision 1 Recommendations Note the statutory duties of the education authority for annual planning and reporting. Approve the progress report for 2024/25 and the plan for Midlothian for 2025/26. Thank all those who have contributed to the successes of 2024/25. 2 Purpose of Report/Executive Summary This report presents the 2024/25 Standards & Quality report and the Education service improvement plan for 2025/26 for Council approval. 8 August 2025 Report Contact: Michelle Strong Education Chief Operating Officer michelle.strong@midlothian.gov.uk Page 195 of 327
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3 Background 3.1 Education authority duties Under the provisions of the Standards in Scotland’s Schools etc. Act 2000 (section 13) places a duty on education authorities to prepare and publish annual plans. These plans need to describe the steps taken to enhance equity and support improvement within schools, early learning settings and across education services. Education authorities must prepare and publish annual reports setting out the steps they have taken, over the course of the planning period: with a view to reducing inequalities of outcome experienced by pupils as a result of socio-economic disadvantage; to comply with the duties imposed on it by section 3B(3) (to seek and have regard to the views of the persons listed in section 3B(4) and to provide any advice and support the authority thinks appropriate to those persons in relation to its consideration of decisions of a strategic nature about the carrying out of its functions relating to school education, and; in pursuance of the NIF for Scottish education; the report must also set out any educational benefits for pupils that the authority considers have resulted from taking those steps. Annual reports and plans must be published by 31 August each year or as soon as possible after that date. Plans must also be shared with Scottish Ministers once plans are published. As well as producing an annual report for Midlothian, the education authority is responsible for ensuring that headteachers produce annual plans for their school or setting. These plans are built on consultation with pupils, Parent Council, teachers and volunteers working in the school. A summary of the plan, or an accessible version, should be available for learners, parents and interested parties. The legislation is intentionally silent on the format that annual plans/reports should take. The Midlothian Plan The annual plan details the progress and achievements made during academic session 2024-25 as well as the improvements planned for session 2025-26. The plan is based on self-evaluation and consultation with stakeholders. The timelines and impact measures are detailed throughout the plan. An accessible version of the plan has been produced and widely circulated. https://read.bookcreator.com/Zv9dmRMUH1Wt8CwHD73O6oU3In32/D4tIF9uZSZi cIxd_CFqoUw Page 196 of 327
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource Resource implications have been considered and identified during individual Service Plan development 4.2 Digital Specific Digital issues are considered within individual Service Plans as appropriate. 4.3 Risk This report seeks to ensure that the Council and partners have strategic and sustainable plans for future service delivery. Chief Officers will consider, on an ongoing basis, possible risk exposures to the successful achievement of all priorities. 4.4 Ensuring Equalities (if required a separate IIA must be completed) 4.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Education Service Plan 2025/26 Page 197 of 327
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan The Single Midlothian Plan informs all Service Plan activity with a key requirement that all plans demonstrate the services contribution to the SMP outcomes and 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 Service Plans identify activities which deliver across the key drivers for change streams. 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 Service Plans identify activities which deliver across the key delivery streams. A.4 Delivering Best Value Service Plans demonstrate the services delivery of Best Value and provide the basis for ongoing oversight and management of Best Value duties. A.5 Involving Communities and Other Stakeholders Service Plans demonstrate the services contribution to the SMP outcomes and priorities which are identified following a range of consultation and engagement activities with communities and stakeholders. A.6 Impact on Performance and Outcomes Service Plans demonstrate the services contribution to the SMP outcomes and priorities and will provide the basis for ongoing performance management. Page 198 of 327
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A.7 Adopting a Preventative Approach All plans consider the adoption of a preventative approach to service delivery. A.8 Supporting Sustainable Development The development of the Single Midlothian Plan and Service Plans represent a robust approach to supporting sound planning of council services. APPENDIX B – Education Service Improvement Plan 2025-2026 Page 199 of 327
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Page 1 of 45 Education Service Improvement Plan 2025-2026 Improving Outcomes for Learners through an Empowered System Fiona Robertson Executive Director Children, Young People and Partnerships Midlothian Council Fairfield House 8 Lothian Road Dalkeith EH22 3ZG Page 200 of 327
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Page 2 of 45 Table of contents Section 1: Introduction ....................................................................................................... 3 1.1 Our Directorate Vision ............................................................................................................................ 3 1.2 Our priorities .......................................................................................................................................... 3 1.3 Our Four Key Workstreams ................................................................................................................... 4 1.4 Our Key Outcome Measures.................................................................................................................. 4 Section 2: Service Overview ............................................................................................ 5 2.1 Our Context............................................................................................................................................ 5 2.2 Our Services and Teams ....................................................................................................................... 6 The Education Service central teams and partners ..................................................................................... 6 The Education Business Support Team ....................................................................................................... 7 Section 3: Key Successes and Achievements (2024-2025) .............................................. 8 3.1 Inspections ............................................................................................................................................. 8 Education Scotland inspections 2024-2025 ................................................................................................. 8 Primary 9 Secondary 9 National Thematic Inspection Visits from Education Scotland ................................................................... 10 Care Inspectorate 11 3.2 Evaluation of Education Service Improvement Priorities 2024-2025.................................................... 13 3.3 Use of digital tools to enrich, enhance and improve learning, teaching and assessment .................... 16 Workstream 1: 17 Workstream 2: 22 Workstream 3: 24 Workstream 4: 27 Section 4: Education Service Improvement Plan 2025-2026 .......................................... 29 APPENDIX 1 ...................................................................................................................... 31 APPENDIX 2 ...................................................................................................................... 42 Page 201 of 327
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Page 3 of 45 Section 1: Introduction 1.1 Our Directorate Vision is: 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. 1.2 Our priorities The Education Service Improvement Plan is a forward planning document and details how the Education Service contributes to the delivery of Midlothian Council and National Improvement Framework priorities. These priorities are: Midlothian Education Service outcome: We will raise attainment and achievement to ensure that all children and young people in Midlothian achieve outcomes which lead to positive and sustained destinations. The rationale for moving to a single improvement outcome includes clarifying our focus, sustaining our attention and simplifying our actions. Midlothian Single Plan priorities: Individuals and communities have improved health and skills for learning, life, and work. No child or household living in poverty. Significant progress is made towards net zero carbon emissions by 2030. National Improvement Framework 2025 priorities: Placing the human rights and needs of every child and young person at the centre of education. Improvement in children and young people’s health and wellbeing. Closing the attainment gap. Improvement in skills and sustained, positive school-leaver destinations for all young people. Improvement in achievement, particularly in literacy and numeracy. Excellence through raising achievement and improving outcomes: ensuring that every child and young person achieves the highest standards they can. Page 202 of 327
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Page 4 of 45 Achieving equity: ensuring every child and young person has the same opportunity to succeed. The Scottish Government’s wellbeing indicators: safe, healthy, achieving, nurtured, active, respected, responsible, and included. 1.3 Our Four Key Workstreams Our Service Improvement Plan had four main workstreams in session 2024-2025: Learning, teaching, assessment & curriculum. Attendance& engagement Relationships, wellbeing & care and Inclusion, equity & targeted support. Integral to these workstreams are Quality Assurance & Quality Improvement and Professional Learning 1.4 Our Key Outcome Measures These are given in section 3 below. Page 203 of 327
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Page 5 of 45 Section 2: Service Overview 2.1 Our Context 8% of pupils are black or ethnic minority. 8% of pupils speak a language other than English at home. 2678 pupils attend Early Learning and Childcare settings 8348 attend Primary Schools 6167 attend Secondary Schools 107 (Saltersgate) attend Special Education 493 child protection investigations 37 young people on the child protection register 206 looked after children 508 children with disabilities or long-term health conditions 16% of primary pupils are registered for free school meals 15% of secondary pupils are registered for free school meals 46% of young people have a recognised additional support need. Sources: Scotland’s Census; SEEMIS; Skills Development Scotland There are 300+ Young Carers. 95% annual participation rate for 16-19 year olds. Page 204 of 327
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Page 6 of 45 2.2 Our Services and Teams The Education Service central teams and partners have the following duties: • Safeguarding and child protection, including in the digital world. • 1140 hours per year of Early Learning & Childcare for eligible children. • Primary education in 31 primary schools and in Saltersgate School. • Secondary education in 6 secondary schools and in Saltersgate School. • Strategic planning, leadership & quality improvement of Education. Preparing schools and ELCs for inspection. • Membership of national education groups. • Ensuring universal and targeted approaches to meeting the needs of all learners. • Specialist ASN classes/ provisions within 8 mainstream primary schools, 6 secondary schools, Saltersgate all-through special school and a stand-alone secondary provision supporting young people with social, emotional and behavioural needs. • Specialist outreach teachers and professionals supporting young people with specific additional needs. Supporting assistive technology solutions for learners with additional support needs. • Supporting schools with data compliance. • Ensuring young people develop digital skills for learning, life and work through a well-maintained digital estate and professional learning offer • Providing Educational Psychology Service advice to the local authority, social work services and parents on the education of children and young people with Additional Support Needs. • Facilitating, delivering and quality assuring national and local professional learning for all staff groups. • Coordinating national professional learning programs locally (Student Teacher placements, Probationer Teacher support, Into Headship, Collaborative Enquiry, Children’s Rights approaches etc) Page 205 of 327
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Page 7 of 45 The Education Business Support Team has particular responsibility for: • Pupil placement including school & ELC admissions. • Coordination of wrap around care provision • Coordination of ELC partners’ staff training • Supporting work on statutory consultations • Scheme of devolved school budget management (DSM). • Authorising significant school expenditure and HT purchase cards. • Supporting procurement of essential services. • Staffing allocations and budget setting for schools and ELC settings. • Supporting policy updates. • Job sizing for teachers. • School & ELC staff recruitment. • Partnership funded provider ELC Payments (ELC settings and childminders). • Performance & improvement reporting. • Information management & data analysis. • Subject access requests • Freedom of Information administration • Directorate Personal Assistant service • Administrative support for ASN • Child performance and work licencing Page 206 of 327
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Page 8 of 45 Section 3: Key Successes and Achievements (2024-2025) Evidence for the Education Service Improvement Plan is gathered through: Education Scotland inspection reports. Care Inspectorate reports. Quality Improvement activities, including School improvement planning and reporting Analysis of data Direct observation Gathering staff, parent/carer and young people’s views. 3.1 Inspections Education Scotland inspections 2024-2025 School Leadership of change Learning, teaching & assessment Ensuring wellbeing, equality & inclusion Raising attainment & achievement / securing children’s progress Strathesk Primary School Good Satisfactory Strathesk PS Nursery Class Good Good Newtongrange Primary School Good Very good Newtongrange PS Nursery Class Good Good Cuiken Primary School Satisfactory Satisfactory Cuiken Primary School Nursery Class Good Good Lawfield Primary School Significant improvement in raising attainment, learning, teaching and assessment. No further visit planned by Education Scotland. Lawfield PS Nursery Class Polton Green Nursery Satisfactory Satisfactory Page 207 of 327
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Page 9 of 45 The following key strengths were indicated by the inspection teams. Primary • The positive, nurturing relationships between children and staff. A clear sense of community and belonging. • Children who are polite, happy and enthusiastic and who show respect, care and kindness as they learn and play together. • Children who are very proud of their school and nursery. • Improvements in the consistency of effective learning and teaching, including creative approaches to digital literacy and • outdoor learning. Children who are engaged, motivated and know how to be successful. Rich opportunities to learn and achieve in different contexts. • Positive culture of learning where children respond positively to the support and encouragement they receive from their teachers and support staff. • Staff working well together to plan learning which is relevant, enjoyable and has a clear focus on children’s rights. • Children make strong progress in literacy and numeracy. Children who require additional support making good progress towards achieving their personal targets. Secondary • There were no inspections of secondary schools. Page 208 of 327
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Page 10 of 45 National Thematic Inspection Visits from Education Scotland Midlothian Council was inspected as part of a national thematic review of professional learning and quality improvement. Strengths included. • Clear universal and targeted support and effective advice to support school improvement. • Increasing involvement of parents/ carers and learners in school improvement. • Increased focus on high quality and reliable data for school improvement. • An accurate working knowledge of the strengths and next steps in each school and ELC. • Empowered system where headteachers and central staff work well together. • Regular and rigorous evaluation of school performance. • Advice to schools which is acted on quickly. • Notable improvement in school self-evaluation approaches. • Wide range of professional learning opportunities for school staff which is building staff confidence. Innovative approaches to PL. • School leader induction and professional development. • Bespoke in-school support (e.g. Raising Attainment Team, Digital Inclusion and Learning Team) Mauricewood Primary School was inspected as part of a national thematic review of English and Literacy. At the time of writing, the findings have not been published. Page 209 of 327
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Page 11 of 45 Care Inspectorate Inspections – August 2024 to June 2025 15 early years settings were inspected by the Care Inspectorate between August 2024 and June 2025. A range of funded providers were inspected including private nurseries and local authority settings. The settings that were inspected in this period were: Total Local Authority and Funded Providers Excellent Very Good Good Adequate Weak How good is our care, play and learning? QI 1.1 Nurturing care and support 1 3 8 3 QI 1.3 Play and learning 1 1 11 2 How good is our setting? QI 2.2 2 11 2 How good is our leadership? QI 3.1 3 9 3 How good are our staff team? QI 4.3 8 4 3 Local Authority School settings Evaluations Excellent Very Good Good Adequate Weak How good is our care, play and learning? QI 1.1 Nurturing care and support 1 2 2 1 QI 1.3 Play and learning 1 1 4 How good is our setting? QI 2.2 1 5 How good is our leadership? QI 3.1 1 4 1 How good are our staff team? QI 4.3 2 3 1 Page 210 of 327
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Page 12 of 45 Funded Provider Evaluations Excellent Very Good Good Adequate Weak How good is our care, play and learning? QI 1.1 Nurturing care and support 1 6 2 QI 1.3 Play and learning 7 2 How good is our setting? QI 2.2 1 6 2 How good is our leadership? QI 3.1 2 5 2 How good are our staff team? QI 4.3 6 1 2 The following common key strengths were indicated by the inspection teams. How good is our care and support? Most of Midlothian Council settings were evaluated as excellent, very good and good for this key question with 12 out of 15 settings achieving these grades. Children experience warm, caring, and nurturing approaches from all staff to support their overall wellbeing. The inclusive and welcoming ethos establishes close relationships with families. How good is our setting? Most of Midlothian Council settings were evaluated as good for this key question with 13 out of 15 settings achieving these grades. This shows we offer a good learning environment for our children. The well-resourced and welcoming environments support children to feel important within the space and contributed to their overall wellbeing. How good is our leadership? Most of Midlothian Council settings were evaluated as very good and good for this key question with 12 out of 15 settings achieving these grades. A focus on strong leadership and the development of these skills is leading to quality self-evaluation and improved outcomes for children. Page 211 of 327
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Page 13 of 45 How good is our staff team? Most of Midlothian Council settings were evaluated as very good and good for this key question with 12 out of 15 settings achieving these grades. Although staffing has proved challenging through the session, the deployment of staff is effective to meet the needs of the children. In 2024 – 2025, 90.6% of our settings have at least good evaluations across the 4 inspection themes or the setting was still awaiting their first inspection. 3.2 Evaluation of Education Service Improvement Priorities 2024-2025 The Excellence and Equity Board has oversight and accountability for all outcomes relating to the Education Service priority above. The Board is chaired by the Education Chief Operating Officer. Page 212 of 327
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Page 14 of 45 3.2.1 We use the following outcome measures Last Published Data Dec 24 & Feb 25 National Average Stretch aims June 2025 Stretch aims June 2026 Stretch aims June 2027 Stretch aims currently being updated for this session. ACEL P1-S3 Combined Health and Wellbeing Not available ACEL P1, P4, P7 Combined Literacy 72.34% 73.99% 73.00% 76.00% 77.50% ACEL P1, P4, P7 Combined Numeracy 76.82% 80.29% 79.00% 82.00% 82.00% S3 Literacy 3rd level or better 84.43% 88.31% 88.00% 91.00% 91.00% S3 Literacy at 4th level 56.78% 58.17% 65% 71% 75% S3 Numeracy 3rd level or better 91.59% 90.32% 93.00% 95.00% 95.00% S3 Numeracy 4th level 63.20% 65.14% 66% 69% 70% Leavers Literacy @ Level 5 77.49% 81.36% 79.50% 82.00% 83.00% Leavers Numeracy @ Level 5 70.34% 71.86% 73.50% 75.00% 75.00% Leavers 1+ @ Level 5 86.18% 87.39% 88.00% 90.00% 90.00% Leavers (ASN over time) 1+ @ Level 5 76.69% 78.11% 78% 81% 82% Leavers (Care Experienced) 1+ @ Level 5 50.00% 53.64% 79% 81% 81% Leavers1 @ Level 6 62.61% 66.47% 64.00% 67.00% 67.00% % Positive Destinations 95.27% 95.71% 96.50% 98.00% 98.00% % Initial Destination in Higher Education 34.11% 40.80% 40.00% 43.00% 45.00% Glasgow Wellbeing Survey Rolled out 2025/26 Attendance Rate Primary 93.2% 92.5% 93.50% 95.00% 95.50% Attendance Rate Secondary 87.1% 90.4% 89.00% 91.50% 92.00% Participation Measure 3 years post initial destination rate % 94.0% 92.7% 94.5% 96% 95% Exclusion Rate per 1,000 Primary 11.18 4.5 (22/23 last pub) 2.00 1.50 1.00 Exclusion Rate per 1,000 Secondary 24.90 31.5 (22/23 last pub) 22.50 17.50 15.00 % of schools & ELCs with validated Good or better QI 1.1 77% 84% 89% 90% Page 213 of 327
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Page 15 of 45 % of schools & ELCs with validated Good or better QI 1.3 72% 84% 89% 90% % of schools & ELCs with validated Good or better QI 2.3 77% 77% 85% 90% % of schools & ELCs with validated Good or better QI 3.1 74% 79% 85% 90% % of schools & ELCs with validated Good or better QI 3.2 56% 69% 79% 90% Excellence Ave. (17-19) 2023/24 Target 24/25 Target 25/26 Target 26/27 Primary combined Literacy 68.86% 72.34% 73.00% 76.00% 77.50% Primary combined Numeracy 75.34% 76.82% 79.00% 82.00% 82.00% S3 Literacy 69.90% 84.43% 88.00% 91.00% 91.00% S3 Numeracy 88.68% 91.59% 93.00% 95.00% 95.00% Leavers Literacy & Numeracy @ Level 5 67.55% 65.41% 70.00% 72.00% 74.00% Leavers 1+ @ Level 5 85.56% 86.18% 88.00% 89.00% 90.00% Leavers 1+ @ Level 6 59.19% 62.61% 64.50% 66.00% 67.00% % school leavers initial destination positive 94.55% 95.26% 96.50% 97.00% 98.00% Equity* (the poverty related attainment gap) Ave. (17-19) 2023/24 Target 24/25 Target 25/26 Target 26/27 Primary combined Literacy 28.17% 29.94% 24.00% 22.50% 21.00% Primary combined Numeracy 23.82% 29.89% 22.50% 21.00% 20.00% S3 Literacy 22.94% 23.15% 23.00% 22.00% 20.50% S3 Numeracy 16.35% 19.97% 16.50% 16.50% 15.50% Leavers Literacy & Numeracy @ Level 5 26.21% 44.33% 35.50% 32.50% 30.00% Leavers 1+ @ Level 5 27.45% 29.70% 29.00% 27.50% 25.00% Leavers 1+ @ Level 6 30.25% 42.03% 38.00% 37.00% 35.00% % school leavers initial destination positive 3.51% 3.46% 3.0% 2.5% 2.0% * Equity measures show the attainment gap as the difference in attainment levels between pupils that are registered for free school meal registered and those learners not registered for free school meals. Page 214 of 327
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Page 16 of 45 3.3 Use of digital tools to enrich, enhance and improve learning, teaching and assessment The fourth year of the Equipped for Learning (EfL) digital transformation project has brought continued progress in ensuring digital technology is used to positively impact learning, teaching and assessment. Year Three stakeholder surveys provided a data set to inform Year Four priorities, including an increased focus on artificial intelligence, digital safety and collaborative approaches to digital pedagogy. Learning Technologists delivered 584 in-class bespoke digital support sessions, with 98.9% of staff identifying this support as beneficial. Secondary schools led pilot work to use Chromebooks in exams and share learning with families. Asset management and software internal audits validated EfL approaches and highlights strengths in the quality and clarity of device management systems. EfL was selected as a case study for Audit Scotland and featured in an Education Scotland digital equity case study. EfL was named 2024 Exemplary Council by SMART Technologies. 100% of Midlothian’s last ten HMIe inspections highlighted strengths in pupil and staff digital skills. Midlothian pupils contributed to discussion at a national level through pupil panels at national events run by Google, CALL Scotland and Learning Places Scotland. The work of EfL has been showcased internationally at the Google Leaders Series event in Amsterdam and SMART Summit in Calgary, Canada. Page 215 of 327
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Page 17 of 45 Workstream 1: Learning, teaching, assessment & curriculum How do we know we achieved the workstream outcomes? Next Steps/ Outcomes to be achieved NIF Outcome Midlothian schools and ELC settings offer a relevant, progressive and motivating strengths-based 3-18 curriculum, that enables all learners, including those with ASN, to move on to highly skilled, sustained positive destinations. Midlothian Council engaged with a National Thematic Inspection: Local authority approaches to supporting school improvement. Findings included: “It is working well with headteachers to continue to develop an empowered system that identifies accurately strengths across schools and areas that require improvement. As a result, headteachers and central staff are working together more closely to determine how self-evaluation and quality assurance activity is taken forward.” The Learning, Teaching and Assessment (LTA) and Curriculum Strategies were co-constructed by a subgroup and combined to form the draft LTAC Strategy Paper. Almost all senior leadership teams across our schools have engaged with the strategy paper. The LTA Framework was co-constructed with a cross sector working group. This is now being used for collegiate sessions in schools and for professional learning sessions to improve the quality of QI 2.3. NQT Mentor- “I have used the LTA Framework to support one of our NQTs who I am mentoring. She was keen to develop her knowledge and understanding of Formative Assessment and I directed her towards the relevant slides on the Framework. As a result I have observed her using a variety of peer and self assessment strategies in her observations as well as developing her confidence and ability in questioning. She shared that she found the framework easy to use and felt the concepts were explained clearly. She has referred other Schools to agree time in WTAs for LTAC focus and enhanced through 3-18 networks. LTAC Strategy Paper clarifies system expectations. Strengthen Professional Learning offer related to LTA framework. Empowered, responsive education system with clear accountability at every level. Development of knowledge, skills, values, and attributes. Partnership with children’s services, families, and others- GIRFEC approach. Inclusive, relevant, progressive curriculum. Sustainable future. Improve achievement across the curriculum for all learners. Close the poverty- related gap. Ambitious targets. Highly skilled teachers and school- Page 216 of 327
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Page 18 of 45 NQTs to the Framework.” An LTA Lead in a Primary School- “I have used the LTA Framework to support staff collegiate time in school and signposted the framework for use following PRD as part of their professional development.” A suite of CLPL Lets Talk About Sessions focussed on areas identified through local authority and school level self- evaluation. There was good representation from each ASG at initial sessions and all staff who attended left with actions to improve their practice. 5 schools have asked for follow up sessions on specific features to run the sessions for their own staff. QAMSO plan and moderation supports are in place and there has been focussed activity across ASGs/schools this session. The QAMSO network has strengthened over the session and the plan aligns with LTA framework. Cross sector Professional Learning Moderation in writing sessions were provided in response to tracking period uplift data, after which most teachers expressed greater confidence in making judgements. Materials were provided to all schools who attended (80% of settings) which were then used to further support moderation judgements. Primary teacher “I found seeing the journey across S1-S3 useful, as well as being able to discuss with the High School teachers on how they mark, what they are looking for, what expected standards are etc. I would attend another moderation like this again - it was very useful” Learner Conferences held this session and were attended by reps from almost all schools. Information gathered informed further development of the LTA framework, to Agreement that all schools have dedicated moderation time as agreed in WTA. Assessment & Moderation /LTA leads to intensively build confidence in consistently high standards of moderation and assessment. Asset based approach. Learner Voice developments linked to UNCRC plans and Pupil Parliament Targeted support with CLPL for identified schools. Focus on BGE tracking and monitoring, with a particular leaders driving excellent learning, teaching and assessment for all, especially those with additional support needs. Improving relationships, behaviour, attendance, engagement and a culture of dignity and respect for all. Digital technology to enhance all aspects of learning and teaching, supported by a digitally skilled workforce and tackling digital inequality. Page 217 of 327
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Page 19 of 45 support self-evaluation of agreed Midlothian features and triangulation of learner views. Literacy and Numeracy Progression Frameworks have been implemented and CLPL is ongoing eg (Core Numeracy programme/Science of Sentences) which will support consistency of use. Senior phase MACO is in place. This is a pilot year for MACO being implemented (circa 700+ learners have been engaged. 109 FA L6) Global Infrastructure L6 and Future Skills EV/Mechanics L5 are SQA approved (national) Curriculum (QI 2.2) has been evaluated as part of most QI visits to schools. All schools have been supported to engage with the Digital Schools Award Scotland framework through targeted support. Now 83.3% of schools are registered and have completed the self-evaluation, with 30.9% of schools having achieved the award. Learning Technologists continue to work with class teachers to plan and co-deliver digital learning sessions for young people, based on a consistent core offer. 186 digital offers have been delivered, comprising of 584 individual in- class support sessions since August 2024. 141 teachers have submitted feedback, with 99% agreeing their knowledge had increased/improved and 92.1% reporting the learning will help pupils. focus on Literacy and Numeracy. Literacy and Numeracy Progressions to be linked to assessment, especially for the lowest attaining 20%. Further expansion and strengthening of MACO, with the introduction of additional FA frameworks. New and nationally successful L4/L5 school- based qualifications to be explored. Specialist Lead Teachers will be recruited Refreshed curriculum rationale in every school which reflects the standards and principles outlined in the LTAC Strategy- validated through QI. Validated through the Digital Schools Award process and school inspections, the majority of pupils and staff use digital technology to enhance learning and teaching, supported by an effective PL offer Page 218 of 327
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Page 20 of 45 Quality improvement processes evidence improvement in QI 2.3 LTA. Majority of schools good or better for QI 2.3 LTA evidenced through QI activity in enhanced and improvement schools and settings. QI visit activity was focused on identified improvement and enhanced schools with detailed evaluative reports shared to support improvement. Data visits in most primary schools ensured robust data focus through tracking periods and increase in percentage of schools showing improved outcomes. Midlothian Council engaged with a National Thematic Inspection: Local authority approaches to supporting school improvement. Findings included: “The local authority has increased the focus on high quality and reliable data about schools. “The local authority has a commitment to update and analyse data regularly for all schools. They are progressing well in improving the effectiveness of local authority quality assurance processes and how this is used to support schools.” The raising attainment team prioritised work in primary schools with the lowest attainment and/or schools who are in the improvement QI category. Numeracy attainment in P7 improved by 15% (average) in RA schools since June 24. A “Core Numeracy” programme has been established which is a universal offer open to all teachers in Midlothian centred around Midlothian core Numeracy principles. Recent Inspection reports have positively identified engagement with the RA team in improvements in pedagogy linked to improved attainment. Reviewed QI focus to support raising attainment HT trio focus to support development of consistently high standards of learning, teaching, assessment and curriculum. Further develop the QA/QI and professional learning along with the raising attainment team approaches to support and challenge our Improvement schools. Professional learning and pedagogy team (RA team) revised model to meet need with very targeted support for LTA standards in priority schools. Robust data sets track and monitor A comprehensive set of outcome measures included in the Service Improvement Plan are monitored quarterly and Page 219 of 327
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Page 21 of 45 educational outcomes for all children and young people. annually. This allows quality improvement officers to support schools with review of data early if off track. The LA National Thematic Inspection: Findings included: “The local authority recognises the need to continue to develop and sustain data literacy among headteachers and school staff. “Central staff carry out regular and rigorous evaluation of the quality of school performance.” The six weekly Data and Performance group have monitored progress and ensured systematic sharing of data as per RA timeline. Primary data dashboards and robust tracking and monitoring process in place in all primary schools allows all primary HTs to make data informed decisions relating to attainment and interventions. Excellence and Equity workbooks were revised for August 24 and all schools reviewed PEF plans termly ensuring targeted interventions to support the equity gap are evaluated and continued/adapted for impact. Trio attainment meetings have been held with all secondary HTs/SLT and a summary of next steps shared to support improvement. Secondary attainment meetings information shared with elected members as part of the process to better inform their understanding. Development of support and challenge across trios and shared learning across secondary schools. HTs followed up meetings with sharing of good practice and learning for improvement. Data and Performance Group to review and distribute key data to E&E Board, in line with the updated timeline contained within the Raising Attainment Strategy ELC data system to be developed Secondary data dashboard to be agreed and developed. Ambitious stretch aims to be agreed and monitored. Data informed system training to be organised at all levels Equity and Excellence workbooks to be updated for 25-26 Page 220 of 327
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Page 22 of 45 Workstream 2: Attendance and engagement How do we know we achieved the workstream outcomes? Next Steps/ Outcomes to be achieved NIF Outcome Children and young people are active participants in the attendance research and influence strategic decisions and planning. This year we have progressed the involvement of children, young people and parents/carers in strategic planning and decision making to improve attendance and engagement. Parent and young people have shared their experiences at the Attendance Partnership Network. Their stories have inspired the network and stimulated rich discussions and creative solutions across multi-agency partnerships. The Engagement in Education toolkit has been developed with children and young people and will be launched in April. This has been informed by learners from primary and secondary schools sharing insights into what helps them feel safe and that they belong in their school. Young people as co-researchers in attendance led to the development of a survey to support young people in exploring patterns within their attendance and engagement and identify solutions. CYP toolkit and professional learning to be launched in March/April. Improved comms - newsletter for staff summarizing the learning from CYP Multi-agency research team - engagement with parents of young people at 0-20% attendance Back to school interview Attendance targets are tracked and monitored and the data is quality assured across schools and ASGs. The Attendance Partnership Network promotes collaborative action planning with pathways of assessment and intervention for children and young peoples at 0-25%, 25-75% and 75- 90% attendance. The data dashboards have provided schools with monthly data allowing analysis of trends. A focus on strengthening consistency in attendance coding has involved guidance being circulated on the new attendance codes, a coding workshop for school leaders in February to problem solve common coding issues and a review of attendance monitoring for children and young people on placements out with their mainstream school. Tracking & Monitoring guidance with spreadsheets for August with PL in the summer term in SEEMIS reports and data analysis. Improved QA, analysis and reporting to ASGs in partnership with QIOs T&M of attendance and engagement relating to curricular transformation pathways Tracking and monitoring of part-time timetables to ensure learners are receiving their entitlement. Page 221 of 327
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Page 23 of 45 School improvement plans for attendance are informed by self- evaluation against quality indicators at 4 levels: universal, preventative, early support and focused support. The new Midlothian school self-evaluation toolkit for schools and settings was launched in August, leading to more targeted action plans in schools in strengthening practice to improve attendance. School leaders have reported the value of a common set of indicators across different levels of attendance to strengthen collaboration and guide service improvement. The Attendance Partnership Network has led to greater collaboration and clarity of roles across schools and partners. Improved clarity of role and partnership with Family Wellbeing Service to support attendance. ASG check in on learning from self-evaluation toolkit. Integration into QI framework Attendance Partnership Network to be set up as locality network from April to focus on local data, resource, curriculum and support/intervention pathways. Page 222 of 327
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Page 24 of 45 Workstream 3: Relationship, wellbeing and care How do we know we achieved the workstream outcomes? Next Steps/ Outcomes to be achieved NIF Outcome Professional learning strengthens trauma- informed relational practice at universal, targeted and intensive levels of support. Safe, Connected and Ready to Learn professional learning programme was created to strengthen the trauma-informed relationships that promote learning and wellbeing across educational settings. Over 1000 teachers, EYPs and Learning Assistants have completed Safe, Connected and Ready to Learn (equivalent to trauma level 2). The course workbook has been read over 2000 times and remixed over 1000 times, indicating engagement with the activities. Self-report measures of knowledge, skills and confidence in taking a trauma- informed approach increased from 39% up to 82%. All schools have created a plan for the implementation for next steps in ensuring children and young people feel safe, connected and ready to learn. Nurture Leads meet termly to review and strengthen these plans focusing on 3 key areas: Developing a shared understanding and approach with parents/community Strengthen specific areas of practice (PACE, 6Rs, emotion coaching, post-incident support) Strengthen structures of professional support and reflection that promote the wellbeing of staff “I’ve taught 11 years and with each behaviour reflected on what the trigger could have been but I never stopped to consider it was a trauma response from a young age that even the child didn’t relate to.” “The programme effectively deepened my understanding of how trauma impacts children in our school, which enables me to better support their emotional and educational needs.” We are ensuring the professional learning programme is available to all support staff and new staff through a mix of anytime learning and face to face workshops for next session. Page 223 of 327
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Page 25 of 45 “I’ve learned to not take outbursts from children personally and while it’s important to reflect it’s also important to realise that I might not always understand and in that situation it could be a trauma response from before I knew them.” “PACE, especially curiosity has helped me changed perspective.” A Relationship Policy is co-produced with children and young people and sets out our commitment to a relational and restorative approach. The new ‘Relationships for Learning’ policy has been co- produced with stakeholders over this year through a series of engagement activities. Learners from primary and secondary settings shared insights into what enables them to feel safe, connected and ready to learn within school. This has been followed up with further engagement with young people, parents, school staff and partners to draft the final version of the policy. There is strong support for scope and commitments set out in the new policy. Guidance tools and professional learning are being prepared to support the implementation of the policy from August. A self-evaluation tool and new PL framework will allow school staff and leaders to review progress and next steps. The policy will launch in August with a range of guidance documents and activities shared to support implementation. There will be a series of check in activities next session to review and problem solve issues that arise through the new policy. Universal and targeted support is informed by monitoring of children’s wellbeing and pathways for wellbeing and mental health support are mapped out with links to self- help resources. The Universal SHINE survey was rolled out across all high schools in February. Analysis has identified clear priorities to inform ongoing planning and target intervention within each high school and across Midlothian. A whole-authority approach to tracking wellbeing concerns and interventions is being set up to be rolled out in session 25/26. Each school will have access to the GWP to monitor wellbeing and inform universal and targeted support. Review of SPHERA guidance, analysis and reporting with professional learning for school leaders on reporting and analysis. Page 224 of 327
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Page 26 of 45 The DPIA has been agreed in principle for the Glasgow Wellbeing Profile with actions underway to complete this. Strengthen T&M guidance of wellbeing data within overall T&M guidance Structures of professional support and supervision are piloted and established through plan informed by research and appreciative enquiry. Over 100 staff from schools and settings participated in an Appreciative Enquiry into staff wellbeing. In creating a system from scratch that promoted and protected the wellbeing of school staff, 4 overarching themes were identified: These themes have informed an action plan to be integrated into all aspects of service improvement planning, recognizing that the wellbeing of staff is a key priority. Staff wellbeing will be monitored with evaluation of effectiveness of support structures and through surveys as well as absence and leavers data. The Safe, Connected and Ready to Learn course has led to greater awareness of potential impact of cumulative stress and the need for effective systems that promote reflection and care. Peer-facilitated group supervision formats have been trialed through the Nurture Leads Community of Practice. All Nurture Leads have reported the positive value of participating in the groups and on the plans to set groups up in their schools. “I felt really listened to. It helped me see things a bit differently and I’ve come away with a whole set of things to try.” Establish tracking and monitoring systems for the wellbeing of education staff. Tests of change set up with ASGs in relation to models of support and supervision in schools with clarity around roles and boundaries. Time and space to fulfil your role Right support at right time to meet learners needs Feel valued and part of a shared purpose Time, space and systems for reflection and care Page 225 of 327
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Page 27 of 45 Workstream 4: Inclusion, equity and targeted support How do we know we achieved the workstream outcomes? Next Steps/ Outcomes to be achieved NIF Outcome Policies, systems and processes are in place to advise and assist schools and settings around inclusive practice and the allocation of additional resource. 90% of planned policy, guidance development and processes have been completed this session, providing clear guidance for schools and settings on inclusive practice and how to access additional resource: Policies & Guidelines completed Midlothian Learners’ Planning Guidance - Policy Guidance on Managing Exclusions - Transition of Pupils ASN in/out of Midlothian SEEMiS guidelines Build-up Timetable Guidance Medication Policy update Anti-bullying Policy Processes & Systems completed Outreach Service Referrals – to date the Outreach Teams have supported 961 learners ASN website for staff – feedback has been very positive from school/ELC staff: “It is useful to locate and find information quickly, easy to navigate and up to date.” “It’s easy to find what you really need that is relevant to Midlothian.” “I think it is a good idea and easy to direct staff to when doing outreach.” Education Resource Group Referrals - The total number of pupils currently accessing a shared placement within Midlothian council amounts to 277. The total number of pupils presented to the ERG for a provision placement with effect from August 2025 amounted to 84. Where appropriate, ensure whole directorate are aware of these policies, how they may affect and how they can support children and families. Plan specific engagement around each policy and guidance to monitor and evaluate efficacy and improved outcomes for all learners. Develop an ASN website specifically for parents, signposting ASN in Midlothian. Deliver an effective assistive technology offer, mapped to the Stages of Intervention, that tackles digital inequity and reduces barriers to accessing learning. Empowered, responsive education system with clear accountability at every level. Development of knowledge, skills, values, and attributes. Highly skilled teachers and school- leaders driving excellent learning, teaching and assessment for all, especially those with additional support needs. Page 226 of 327
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Page 28 of 45 Develop a robust data set 0-18 to inform future learning estate planning to ensure that buildings and resources are available well in advance of need. Our ASN resource allocation was reviewed to ensure that learners’ additional support needs were met equitably across all schools. We now have a more accurate picture of additional support to make best use of the council’s resource and ensure that schools are supported in an equitable, transparent way to meet learners’ needs. Projected ASN - We are now working closely with our partners in Health to ascertain projections of possible ASN places in the future. This information is beginning to allow us to predict future numbers of learners with complex ASN needs and support longer term estate planning to meet the needs of children as they transition into P1. Regular QA of ASN data will be completed bi-annually in June and October by ASN Central Team from session 25/26 Meet regularly with Health colleagues and Learning Estates team to ensure timely planning for future ASN estate. Partnership with children’s services, families, and others- GIRFEC approach. Ambitious targets. Through workforce reform we build a diverse and relevant workforce that is skilled and confident in meeting learners needs. The ASN Outreach Service was redesigned to support schools at Staged Intervention Level 2. This service now consists of five teams – Neurodiversity, Wellbeing, Access and Inclusion, Deaf Education and Communication. To date, the teams have supported 961 learners. Inclusive education professional learning programmes were offered for support staff. 269 support staff attended these courses. These sessions were created based on feedback and requests from support staff and to support our improvement priorities. 171 highly positive instances of feedback were gathered. Almost all staff said that the session was relevant for their role and provided practical next steps to improve outcomes for learners Based on updated ASN data and through the WTA decisions, universal offers of CLPL will be in place for August 2025 to build confidence and capacity at Staged Intervention Levels 1 and 2. Impact will be measured through regular QA visits and tracking & monitoring data. Highly skilled teachers and school- leaders driving excellent learning, teaching and assessment for all, especially those with additional support needs. Page 227 of 327
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Page 29 of 45 Section 4: Education Service Improvement Plan 2025-2026 See Appendix 3 for detailed workstream plans. These are live documents and will change during the implementation period. NIF Outcome Midlothian Service-level Outcomes 2025/26 How will we know we have reached this outcome? Empowered, responsive education system with clear accountability at every level. Development of knowledge, skills, values, and attributes. Partnership with children’s services, families, and others- GIRFEC approach. Inclusive, relevant, progressive curriculum. Sustainable future. Improve achievement across the curriculum for all learners. Close the poverty-related gap. Ambitious targets. Highly skilled teachers and school- leaders driving excellent learning, teaching and assessment for all, especially those with additional support needs. Improving relationships, behaviour, attendance, engagement and a culture of dignity and respect for all. All learners receive their entitlement to high- quality universal provision (staged intervention levels 0, 1 & 2) which promotes engagement and improved outcomes. A skilled and confident workforce promotes leadership at all levels to deliver excellent learning, teaching & assessment for all learners, making best use of digital technology and in line with professional standards. All schools set and meet ambitious stretch aims and evidence improved attainment. All schools set and meet ambitious stretch aims and evidence narrowing their attainment gaps. All school staff have received Cost of the School Day training. Culture, relationships and systems ensure that children, young people and staff feel valued and supported to succeed. Collaboration, partnerships and shared learning at ASG level leads to improved learner outcomes through a data-informed allocation of resources. Robust quality improvement and quality assurance at school & local authority level show validated self-evaluation gradings for 2.3 and 3.2 are improving. Effective use of data at all levels shows attainment has improved and gaps have reduced (see Appendix 1) Evaluations indicate that professional learning is specific and relevant to job roles, builds confidence, deepens knowledge, develops skills and leads to improved outcomes for learners. Robust school tracking and monitoring systems that inform universal and targeted support offers. Quality assurance activity evidences excellent learning, teaching & assessment, as defined in the Midlothian Learning, Teaching & Assessment Framework . Planned and responsive use of learner voice in improvement is evidenced through school and local authority pupil groups. Pilot ASG BGE projects are established. All ELCs, schools and ASGs have a revised curriculum rationale. Page 228 of 327
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Page 30 of 45 Digital technology to enhance all aspects of learning and teaching, supported by a digitally skilled workforce and tackling digital inequality. An effective assistive technology offer tackles digital inequity and reduces barriers to accessing learning. All ELCs, schools and ASGs produce an agreed 3-18 curriculum rationale that engages all learners in appropriate pathways that prepare them for learning, life and work. We will have two workstreams in 2025-26. Some of the previous workstreams have been combined. 2024-25 Learning, Teaching, Assessment & Curriculum Attendance Relationships, Wellbeing & Care Inclusion, Equity & Targeted Support 2025-26 Inclusive Learning, Teaching, Assessment & Curriculum Wellbeing, Targeted Support & Partnerships Our detailed workstream plans can be found in Education Service Microsoft Teams folders and will not be available externally. This is a link to our Parent Friendly Service Plan https://read.bookcreator.com/Zv9dmRMUH1Wt8CwHD73O6oU3In32/D4tIF9uZSZicIxd_CFqoUw Page 229 of 327
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Page 31 of 45 APPENDIX 1: Data we use to measure progress Attendance data Analysis of VSE reports, school and ELC improvement plans Attainment data Exclusions data Part-time timetable data Gap and stretch aims data Complaints data Sphera reports Learner and staff wellbeing data Staff absence data PL evaluation data Workforce survey data Care Inspectorate and Education Scotland reports Stretch Aims analysis Improving attainment within the Broad General Education stages The Stretch Aims for these areas have been met for 2025. Page 230 of 327
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Page 32 of 45 There have been significant increases across all areas since 2024 and the figures for 2025 are the highest on record, post-pandemic. The 2025 figures are also above the national and comparator figures for 2024, with the exception of Primary Numeracy, which is just below the national figure (by 0.2 percentage points). Page 231 of 327
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Page 33 of 45 Improving attainment within the Senior Phase Literacy and Numeracy for school leavers Leaver attainment in Numeracy at SCQF Level 4 has been significantly above the VC, and above the national level, for four out of the past five years; Level 5 Literacy is broadly in line with the VC. In both cases, the 2024 level is below the previous year’s, a drop of around two percentage points. At Level 5, Numeracy remains above the VC, though it has fallen by just over a percentage point compared to 2023. Literacy has increased by just over a percentage point; it has been in line with the VC for the past two years, having been significantly below for the previous two years. Page 232 of 327
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Page 34 of 45 Average complementary tariff scores for school leavers, grouped by attainment It is worth noting that nationally, leaver attainment has generally fallen year-on-year since 2022. The same pattern is evident in Midlothian for the middle-attaining 60% and highest-attaining 20%. In general, our figures are below the national ones. The figures for the lowest-attaining 20% have been above our Virtual Comparator since 2022 (significantly so in 2023); the same pattern is evident for the middle-attaining 60%. The figure for our highest-attaining 20% was below the VC (but not significantly so) in 2024, for the first time since 2020. Page 233 of 327
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Page 35 of 45 Senior Phase Qualifications: percentage of leavers with 1 or more, or 5 or more awards at SCQF Levels 5 and 6 (or better) The figures for Midlothian in all four measures have been above the VC for the past two years. Compared to 2023, there have been notable improvements at five or more at Level 5 or better (3.7 percentage points), one or more at Level 6 or better (3.86 percentage points), and five or more at Level 6 or better (2.46 percentage points). It should be noted that the figures for Midlothian in the above table are all below the national ones. Page 234 of 327
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Page 36 of 45 Senior Phase: Leavers in Positive Initial Destinations The percentage of leavers in a positive destination has been above the VC for the past five years and has been within a percentage point of the national figure for the last four years. Page 235 of 327
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Page 37 of 45 Equity attainment gap: Achievement of Curriculum for Excellence Levels (pupils free school meal registered and not) The gap between primary pupils registered for free school meals and those not, narrowed significantly in 2025 compared to 2024 for both Literacy and Numeracy, and the current gaps are the smallest on record, post-pandemic. For secondary pupils, the gap narrowed very slightly for Literacy at Third Level or better, and increased slightly for Numeracy, although the gap for Numeracy remains the smallest overall across primary and secondary. In both settings, the gaps for Literacy remain wider than for Numeracy. Equity attainment gap: School leavers at SCQF Levels 4, 5 and 6 (pupils free school meal registered and not) The gaps between FMR and non-FMR leavers increased in 2024, to their highest in five years for each measure above. At one or more awards at SCQF Level 4 or better, the increase is largely due to a large drop (just under 10 percentage points) in the figure for FMR pupils, compared to 2023. For the other measures, the increase is due to significant drops for FMR as well as increases for non-FMR. Page 236 of 327
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Page 38 of 45 Stretch Aims analysis submitted to SG as BR3 June 25 Progress of the annual trajectories for 2024-25 An overview of the progress being made by local authorities towards the stretch aim (SA) trajectories for 2024-25. SAT: stretch aim trajectory; PRAG: poverty-related attainment gap Attainment for all PRAG Broad General Education On track to meet SAT Yes/No/U (unknown at this time) Changes to annual trajectory Yes/No On track to meet SAT Yes/No/U (unknown at this time) Changes to annual trajectory Yes/No P1/4/7 literacy combined Yes No Yes No FSM measure used Comments: Quality Improvement officers (QIO) have continued to have a rigorous approach to raising attainment in literacy. Attainment dialogues were held after the May tracking period to review all ‘off track’ learners. QIO input at a head teacher meeting reinforced expectations and then follow up data clinics were held to ensure data input was correct and as expected. The literacy attainment for all stretch aims (SA) is 3.4% which is above the SA set as of 20 June 2025. The literacy PRAG is 1.38% lower than the SA set as of 20 June 2025. P1/4/7 numeracy combined Yes No Yes No FSM measure used Comments: QIOs have continued to have a rigorous approach to raising attainment in numeracy. Attainment dialogues were held after the May tracking period to review all ‘off track’ learners. QIO input at a head teacher meeting reinforced expectations and then follow up data clinics were held to ensure data input was correct and as expected. The numeracy attainment for all SA is 2.13% which is above the SA set as of 20 June 2025. The numeracy PRAG is 5.92% lower than the SA set as of 20 June 2025. Page 237 of 327
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Page 39 of 45 Senior Phase (All SCQF awards) 1 or more award at SCQF Level 5 Yes (86.18%) No Yes No Comments: In line with the virtual comparator (VC) at level 5 and 6. The number of learners in quintile 1 is low. SCQF Level 5 SA is 87% and the authority is on track to meet this. 1 or more award at SCQF Level 6 Yes (62.61%) No Yes No Comments: Current data indicates in line with VC at level 5 and statistically above VC at 6. The number of learners in quintile 1 is low. SCQF Level 6 SA is 64% and the authority is on track to meet this. Annual Participation Measure The interim participation snapshots APM 92.6% No SIMD not available Comments: As of December 2024, the current APM is 92.6%. While the stretch target of 96% remains a challenging goal, it continues to drive improvement efforts. The secondary link officer receives regular updates on participation, ensuring ongoing oversight and responsiveness. The ambitious 2026 stretch targets reflect a strong commitment to excellence. Continuous monitoring and productive collaboration between the central support team and schools are supporting sustained progress and ongoing improvement. Health & wellbeing (complete where applicable) Attendance (All) 91.53 N/A 86.54 N/A Attendance (Primary) Yes No Yes No Attendance (Secondary) Yes No No No Other Page 238 of 327
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Page 40 of 45 Comments: A positive trend is emerging as sustained efforts to improve attendance continue at both school and associated school group (ASG) level. All schools are actively engaging with targeted strategies to enhance attendance, and all ASGs have adopted a consistent and collaborative approach to monitoring attendance and maintaining regular communication with parents and carers. Collaboration with the attainment advisor is in place and there are plans to support school leaders to use improvement methodology to target at risk groups of children and young people. In the primary sector, the stretch aim for attendance stands at 93.5%, with the current figure as of 20 June 2025 showing a slight increase to 93.6%. The attendance gap identified through PRAG is showing signs of narrowing within the primary phase. While this trend is not yet reflected in the secondary phase, there has been detailed analysis of at-risk groups, and follow-up planning is already underway, with further actions scheduled for the next session. Secondary attendance shows a stretch aim of 89%, with a current figure of 88.32% recorded as of 20 June 2025. There is no combined attendance SA available for primary and secondary currently. Plus stretch aims trajectories How many are there? 4 ACEL S3 Literacy Yes No Yes No ACEL S3 Numeracy Yes No Yes No Literacy and Numeracy @L5 Yes No No No Leaver % positive destinations Yes No No No Comments: Attainment in S3 literacy and numeracy has shown improvement compared to the previous session. Performance at SCQF Level 5 in both literacy and numeracy exceeds that of the virtual comparator. Notably, data for pupils in SIMD quintile one reflects a 2.11% increase in attainment from the previous session. Positive destinations have remained consistently strong, exceeding the virtual comparator for the past five years and outperforming the national average by at least one percentage point over the last three years. Positive relationships are being forged with colleagues in community and lifelong learning. We recognise that currently, a higher proportion of S4 pupils eligible for free school meals (FSM) leave school at the end of S4 compared to the national trend. This trend has a direct impact on overall FSM leaver attainment in literacy and numeracy. In Page 239 of 327
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Page 41 of 45 response, we are actively enhancing our curriculum offer to increase retention into S5 and S6 for these pupils, with the aim of significantly raising their eventual attainment. It is acknowledged that the relatively small numbers within the positive related attainment gap group can contribute to fluctuations in the data. We are making robust use of the Insight analytical tool to monitor and support progress in literacy and numeracy across both school and local authority levels, with particular emphasis on transitions from S4 to S5 and S5 to S6. Any further, overall comments: There has been a continued focus on raising attainment and an attainment data timeline introduced ensures regular, robust data focused action at system level. All schools complete an Equity and Excellence workbook which contains attainment data and PRAG data over time and PEF plans. Information is reviewed at data tracking periods and end of session and allows for analysis of impact of targeted interventions. Revision of primary dashboards with inclusion of learner names has allowed drilling down to individual learners and ensured a focus on meeting targeted need to raise attainment at school level. Review and reflection on BGE moderation has ensured opportunities for quality professional dialogue across sectors. Upskilling of school leadership teams continues, and end of year data clinics have been introduced to quality check attainment at the final tracking period. Feedback from heads and deputes has been very positive and attainment data showed a small percentage increase as a result. Secondary attainment trio meetings have been re-introduced to ensure support and challenge and development of collaborative practice. Page 240 of 327
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Page 42 of 45 APPENDIX 2: Children’s Rights and Wellbeing Impact Assessment (CRWIA) Requirement for a CRWIA Article 4 of the UNCRC requires governments ‘to undertake all appropriate legislative, administrative and other measures for the implementation of the rights recognised in the UNCRC’. CRWIAs are one of the general measures of implementation under the Convention. The UN Committee on the Rights of the Child recommends that all levels of government - national, regional and local – should complete a CR[W]IA as part of their policy development. Child Rights and Wellbeing Screening Sheet for Midlothian Council Education Service Improvement plan 2024-2025 Midlothian Council’s Education Service Improvement Plan 2024-2025 outlines the improvements we will make to learner outcomes. This contributes to the National improvement Framework in Scotland. The Education Service Improvement Plan 2024-2025 will affect the following UNCRC Articles GIRFEC wellbeing indicators: Article 2 (non-discrimination) Article 3 (best interests of the child) Article 6 (life, survival and development) Article 12 (respect for the views of the child) Article 19 (protection from violence, abuse and neglect) Article 20 (children unable to live with their family) Article 21 (adoption) Article 23 (children with a disability) Article 24 (health and health services) Article 28 (right to education) Article 29 (goals of education) Article 31 (leisure, play and culture) Article 39 (recovery from trauma and reintegration) Article 40 (juvenile justice) Article 41 (respect for higher national standards) Article 42 (knowledge of rights) Safe Healthy Achieving Nurtured Active Respected Responsible Included Page 241 of 327
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Page 43 of 45 The likely impact on children and young people of the Midlothian Education Service Improvement Plan includes: The improvement of outcomes for all learners (eg attendance, exclusion, attainment) The plan will impact all children and young people who attend Midlothian Council schools and ELCs. A CRWIA will be carried out for the following reasons: To check that children and young people have been consulted. To check on the impact on children’s rights, of the Service Improvement Plan. To assess the impact on different groups of children and how we will communicate this to children. To check any negative impacts are necessary and proportionate and can be mitigated against. To check how the plan will effect the UNCRC implementation in Scotland. To check how we will monitor the impact of the plan. Child Rights and Wellbeing Impact Assessment (CRWIA) for Midlothian Council Education Service Improvement Plan There are two key considerations when undertaking a CRWIA: Participation: The United Nations Convention on the Right of the Child (UNCRC) sets out that children have the right to participate in decisions which affect them. When assessing the impacts of the policy/measure, we are recommended to consult with children and young people. We can do this directly, through organisations that represent children and young people or through using existing evidence on the views and experiences of children where relevant. Participation of children and young people should be meaningful and accessible. Evidence: We are recommended to gather evidence when assessing the impact of the policy/measure on children’s rights and also for measuring and evaluating the policy/measure. If we identify any gaps in the evidence base, we are recommended to discuss how we will address these with analytical colleagues. Which articles of the UNCRC does this policy/measure impact on? UNCRC Articles GIRFEC wellbeing indicators: Article 2 non-discrimination Article 3 best interests of the child Article 6 life, survival and development Article 12 respect for the views of the child Article 19 protection from violence, abuse and neglect Article 23 children with a disability Article 28 right to education Article 39 recovery from trauma and reintegration Safe Healthy Achieving Nurtured Active Respected Responsible Included Page 242 of 327
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Page 44 of 45 What impact will your policy/measure have on children’s rights? Positive Neutral Negative Key learner outcomes will improve (e.g. attendance, exclusions attainment) Support for children with additional support needs will improve. Children will have a voice in learner conferences, focus groups and other types of consultation. Staff will be able to promote positive relationships and nurturing approaches. 3. Will there be different impacts on different groups of children and young people? Not applicable 4. If a negative impact is assessed for any area of rights or any group of children and young people, can you explain why this is necessary and proportionate? What options have you considered to modify the proposal, or mitigate the impact? Not applicable If options to modify the policy/measure are included here, include associated resource implications where relevant. Not applicable 5. How will the policy/measure give better or further effect to the implementation of the UNCRC in Scotland? The Midlothian Education Service Improvement Plan 2024-2025 will further improve the outcomes for all learners and therefore underpin the highlighted Articles above. 6. How have you consulted with relevant stakeholders, including involving children and young people in the development of the policy/measure? Children and young people were consulted during The National Conversation focus groups. Quality Improvement visits to schools (learner focus groups). Council-wide representative groups for children and young people (eg learner conferences). 7. What evidence have you used to inform your assessment? See below. Page 243 of 327
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Page 45 of 45 8. How will the impact of the policy/measure be monitored? The Midlothian Education Service Improvement Plan has outcome measures that we use to evaluate the impact of the plan. These are clearly laid out in Section 1.5. The Education Senior Leadership Team reports on progress towards our outcome measures every 3 months. The Excellence & Equity Board monitors our outcomes. 9. How will you communicate to children and young people the impact of the policy/measure on their rights? At the start of the school year, the Education Senior Leadership Team provides a child-friendly summary of the Service Improvement Plan. This can be used by teachers to discuss our improvement plan, and its impact on children’s rights, with children and young people. It can also be used to gather views from children and young people about what is going well and what could improve. 10. Sign & Date Policy Lead Signature & Date of Sign Off: Once signed off, please send to CRWIA@gov.scot Photos courtesy of in-house photo library & Pexel Page 244 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.8 Appointments to Council Committees and Outside Bodies Report by Saty Kaur, Chief Officer Corporate Solutions Report for Decision 1 Recommendations Council is recommended to note the change to Cabinet portfolio holders, approved by Cabinet on 26 August 2025 agree the appointment of the new Cabinet Portfolio holder for Community Safety to the Police, Fire and Rescue Board nominate an Elected Member to the Community Safety and Justice Partnership Board 2 Purpose of Report/Executive Summary To update Council on a resignation from Police, Fire and Rescue Board and Community Safety and Justice Partnership Board and seek nominations for a replacement. Date Monday 21 July 2025 Report Contact: Saty Kaur, Chief Officer Corporate Solutions Saty.Kaur@midlothian.gov.uk Page 245 of 327
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3 Background/Main Body of Report Police and Fire and Rescue Board 3.1 The Police and Fire and Rescue Board comprises 5 Elected Members, including the appropriate Cabinet portfolio holder. The Board remit includes: • Scrutiny of Police and Fire Plans • Performance Reporting and statistical reports of complaints and policing and fire and rescue Midlothian; • Performance Reporting of activities of Midlothian Council Protective Services; • Notification of any Midlothian policing and fire rescue matters subject to independent national review bodies; • Providing comments/replies on any consultation documents pertaining to policing and fire and rescue services; and • Recommending improvements in local policing and fire and rescue service. 3.2 The current membership is: Councillor Stuart McKenzie (Chair) Councillor Dianne Alexander Councillor Stephen Curran Councillor Willie McEwan Councillor Peter Smaill Community Safety and Justice Partnership 3.3 The Community Safety and Justice Partnership is part of Midlothian’s Community Planning Partnership and oversees the delivery of outcomes in the Community Justice Outcome Improvement Plan and the Single Midlothian Plan. Current organisations represented on the Community Safety and Justice Partnership are: Police Scotland Health Board Scottish Fire & Rescue Service Scottish Prison Service Children & Families Social Work Community Planning Third Sector Voluntary Interface Skills Development Scotland Thriving Survivors The SOLD Network MELDAP Health in Mind Families Outside Woman’s Aid East & Midlothian Public Protection Office (East & Midlothian) Page 246 of 327
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3.4 The Council’s nominees are: Councillor Stuart McKenzie Councillor Dianne Alexander Councillor Margot Russell Councillor Willie McEwan Councillor Peter Smaill Nominations required 3.5 At its meeting of 26 August 2025, Cabinet made changes to its Portfolio Holders, namely that the role of Community Safety moves to the remit of the Cabinet Portfolio Holder for Finance and Equalities. 3.6 This change results in the resignation of Councillor Stuart McKenzie from the Police and Fire and Rescue Board and the Community Safety and Justice Partnership Board. 3.7 Under Standing Order 4.1(ix) Council is asked to nominate a replacement member for each of these. Council should note that the Scheme of Administration for Police and Fire Rescue Board states that the Cabinet portfolio holder should be one of the members; therefore, Council is asked to approve the nomination to be Councillor Kelly Parry. 4 Report Implications (Resource, Digital and Risk) 4.1 Resource No implications 4.2 Digital No implications 4.3 Risk Failure to nominate a member means the Council is not following it’s Standing Orders and Scheme of Administration. 4.4 Ensuring Equalities (if required a separate IIA must be completed) No implications 4.4 Additional Report Implications (See Appendix A) See Appendix A Page 247 of 327
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan N/A A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value N/A A.5 Involving Communities and Other Stakeholders N/A A.6 Impact on Performance and Outcomes N/A A.7 Adopting a Preventative Approach N/A A.8 Supporting Sustainable Development N/A Page 248 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.9 Business Travel Report by Saty Kaur, Chief Officer Corporate Solutions Report for Decision 1 Recommendations Council are recommended to: - Approve the adjustment to employee mileage rates (backdated to 1 April 2025) to the HMRC mileage rates - Note the requirement to review the Council’s Business Travel Policy and approach to vehicle use for business travel 2 Purpose of Report/Executive Summary To advise Council on the required changes to be made to business travel mileage rates as advised by HMRC following a recent payroll audit. Date Monday 4 August 2025 Report Contact: Saty Kaur, Chief Officer Corporate Solutions Saty.Kaur@midlothian.gov.uk Page 249 of 327
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3 Background/Main Body of Report 3.1 In June 2022, Council agreed a change to the existing business travel rates in line with an increase to NHS Scotland’s mileage rates (as per the NHS Agenda for Change programme). The full report is available to read here. 3.2 The decisions of Council at that time were to move away from the HRMC recommended rate and adopt the rates as per the NHS as set out below and to apply the temporary increase of 5p per mile put in place for NHS, backdated to 1 April 2022. This was intended to be temporary however has remained in place until now. HMRC audit findings and recommendations 3.3 HMRC undertook a scheduled audit of the Council’s payroll functions – specifically apprenticeship levy, termination payments, expenses, benefits, purchasing cards, Construction Industry Scheme, petty cash and fleet vehicle use, on 2 and 3 July 2025. 3.4 HMRC have identified an issue with the interim mileage rates being paid. Employees using their own car for work are being paid above HMRC recommended rates for the first 3000 miles as per the Council decision in June 2022. 3.5 All amounts above the HMRC rates are taxable and incur a benefit in kind assessment. If the car user claims mileage for 10,000 miles/year, then the average mileage rate will reduce and no benefit in kind is incurred. However, for the majority of employees claiming mileage at this rate since April 2022, mileage does not reach 10,000 miles. Therefore, there are benefit in kind implications for employees (notably the requirement to pay tax on the value claimed above the HMRC advisory rates). 3.6 The Council’s business rates policy requires to be amended to realign the mileage rates to those recommended by HMRC (backdated to 1 April 2025). 3.7 In addition, Council officers are reviewing its policy on car use for business purposes. This is a separate workstream scoping in the use of all transport options – pool cars, personal cars, and public transport options to determine value for money for the Council. Page 250 of 327
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4 Report Implications (Resource, Digital and Risk) 4.1 Resource Backdating the policy to 1 April 2025 will result in a small overpayment for mileage claims made to date. This will not be recovered from employees. 4.2 Digital No implications 4.3 Risk To not change the business mileage rates back to the HMRC advisory rates will result in a tax liability for all staff claiming mileage; as well as increase in workload for Employment & Reward. 4.4 Ensuring Equalities (if required a separate IIA must be completed) No implications 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Page 251 of 327
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan N/A A.2 Key Drivers for Change Key drivers addressed in this report: Holistic Working Hub and Spoke Modern Sustainable Transformational Preventative Asset-based Continuous Improvement One size fits one None of the above A.3 Key Delivery Streams Key delivery streams addressed in this report: One Council Working with you, for you Preventative and Sustainable Efficient and Modern Innovative and Ambitious None of the above A.4 Delivering Best Value N/A A.5 Involving Communities and Other Stakeholders N/A A.6 Impact on Performance and Outcomes N/A A.7 Adopting a Preventative Approach N/A A.8 Supporting Sustainable Development N/A Page 252 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.10 Midlothian Play Strategy & Action Plan 2025-2028 Report by Rebecca Hooton, Chief Officer Children’s Services, Partnerships and Communities and Chair of GIRFEC Board Report for Decision 1 Recommendations Council is asked to approve the revised Midlothian Play Strategy & Action Plan 2025 – 2028. 2 Purpose of Report/Executive Summary The report details the finalised Midlothian Play Strategy and Action Plan 2025-2028. This was commissioned by the GIRFEC Board as part of the UNCRC Children’s Rights priority action. This Strategy and Action Plan intends to deliver opportunities through partnership working for all children to play every day by focusing on the following priority areas: play at home, play in the community, play in childcare & educational settings. It pays particular attention to the evidence for inclusive play with the aim to narrow inequities in opportunities for play. The report details the actions required to deliver the Strategy and Action Plan, the majority of which sit with council officers and services. The Strategy and Action Plan was approved by the GIRFEC Board in May 2025 and CMT in August 2025. Date 15/08/2025 Report Contact: Rebecca Hooton rebecca.hooton@midlothian.gov.uk Chief Officer Children’s Service, Partnerships and Communities Chair of GIRFEC Board Page 253 of 327
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3 Background/Main Body of Report 3.1 A shared priority within the Midlothian’s Integrated Children’s Services Plan 2023 - 2026 is that children and young people have improved access to a variety of safe and health-promoting places and spaces. Play is defined as that which is freely chosen and directed by children and young people. The strategic intent and areas of action identified relate to the Scottish Government’s Play: Vision statement and Action Plan 2025 to 2030. The GIRFEC Board committed to reviewing the need for a refreshed play strategy and action plan, and to taking forward identified actions. The review and subsequent development of a Play Strategy was overseen by the Children and Young People’s Right’s GIRFEC Subgroup with membership from Midlothian Council’s Place and People Directorates, NHS Lothian and Third Sector Organisations. The draft Strategy and plan was endorsed by the GIFEC Board in May 2025. Education, parks and greenspaces, transport, environment and planning are some of the things that have a significant impact on children’s play opportunities. This provides Midlothian Council with a key role in the Strategy and Action Plan. As a result of this the associated actions were presented to the Corporate Management Team (CMT) for consideration and decision making. CMT approved the proposed Strategy and Plan in August 2025. The Strategy and Action Plan focus on the areas where the evidence shows the biggest difference can be made: Play at home Play in the community Play in childcare & educational settings It also follows the local evidence we have for opportunities to further support inclusive play and narrow inequities in opportunities. Actions are held across community planning partner organisations. 4 Report Implications 4.1 Resource Human Resources The primary resource requirement is staff time and capacity to deliver the plan's actions within existing organisational structures. A Steering Group comprising representatives from Midlothian Council, Third Sector Organisations, and NHS Lothian will provide strategic oversight and ensure coordinated implementation. NHS Lothian's Public Health Directorate will contribute dedicated project management support for key priority actions. Organisations across the partnership have agreed they can commit to this without additional staffing. Page 254 of 327
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Financial Resources Financial resource will also be required to realise some of the ambition of the plan. The plan can be used as a strategic framework to help inform investment decisions, enabling alignment with existing budget allocations where appropriate and identification of external funding and resource opportunities from multiple sources. Given current financial constraints and uncertain future funding, all actions which would benefit from additional resources have been designed with built-in flexibility. This adaptive approach ensures the plan can respond effectively to changing resource availability while maintaining progress toward core outcomes. 4.2 Digital The strategy does not have specific digital applications, but it is significant to note that technology and digital devices can be utilised in play. 4.3 Risk Play is a fundamental building block of childhood and an essential component of how children develop and thrive physically, socially, intellectually and emotionally. Children and young people's right to play is protected under the UNCRC (Scotland) (Incorporation) Act 2023. Midlothian has a diverse population of children and young people, and play experiences will vary depending on age, ability and interests. While there is no single correct approach to play, ensuring quality play opportunities can support the realisation of other children's rights. Midlothian's demographic profile presents specific considerations for example: there is an increasing proportion of children and young people from minority ethnic backgrounds; a significant proportion of children starting school at risk of living with overweight and obesity; and a high proportion of school pupils recorded as having at least one additional support need. The risks of taking no action include: Missing a critical opportunity to collectively invest in prevention and a fundamental building block of health and wellbeing. Increasing the likelihood that play opportunities in Midlothian fail to meet the diverse and evolving needs of our population. Potentially undermining children's rights and limiting their developmental potential. Widening inequalities in access to quality play experiences across different community groups. Page 255 of 327
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4.4 Ensuring Equalities (if required a separate IIA must be completed) This Strategy and Action Plan pays particular attention to the evidence for inclusive play. It promotes play which can be flexible to meet a range of needs with the aim to narrow inequities in opportunities for play. A separate IIA has been completed. The impact of this strategy and action plan is positive for most groups with protected characteristics under the Equality Act, for some groups it has a neutral impact. No groups were identified for whom it would have a negative impact. The strategy has been developed using the Theory of Change for Making Children’s Rights Real in Scotland (2022) and it is assessed to have a positive impact on children and young people in terms of the requirements of the UNCRC (Scotland) (Incorporation) Act 2023 and with regards to the ECHR. 4.4 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Appendix B – Background information/Links Page 256 of 327
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APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Reducing the gap in economic circumstances This Play strategy follows the Fairer Scotland Duty (2018). All actions are for cost free opportunities for play for Midlothian children, young people and their families. Reducing the gap in learning outcomes Play can contribute powerfully and positively to learning, skills development and raising attainment, alongside supporting growth and wellbeing. Some actions are included for play in school environments and school grounds, alongside play in broader environments. Reducing the gap in health outcomes. This Strategy and Action Plan pays particular attention to the evidence for inclusive play with the aim to narrow inequities in opportunities for play between different population groups. The aim is to support healthy and happy childhoods, and to lay the foundations for future health and wellbeing. 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 proposal supports the delivery of the Council’s Best Value duties through partnership working, pooled resource and shared responsibility. Furthermore, it seeks to make proportionate improvements in the areas which are assessed to make the biggest Page 257 of 327
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difference to reduce gaps in opportunities to play, and within existing opportunities e.g. through proposed LDP guidance. A.5 Involving Communities and Other Stakeholders A short life working group was formed with representation from key stakeholders who work with children and young people. They have worked collaboratively to develop this strategy and action plan. This strategy and action plan uses the findings from several consultations including the Out to Play survey, the Midlothian Hackathon and MEAP consultation. A.6 Impact on Performance and Outcomes This proposal enables the GIRFEC Board to meet its commitment to its shared priority within the Integrated Children’s Services Plan 2023 - 2026 that children and young people have improved access to a variety of safe and health-promoting places and spaces. A.7 Adopting a Preventative Approach This proposal is a shared investment in prevention. Evidence shows that if we want to make a difference to long-term health and wellbeing outcomes, we need to provide strong foundations for our children and young people, and we need to narrow the gap in opportunities between different groups of children and young people. Investing in play is investing in a building block of childhood and childhood is a building block of future health and wellbeing. A.8 Supporting Sustainable Development Actions seek to support safer play outdoors, supporting communities and doorstep play, reducing social isolation and traffic. Many actions have an outdoor focus and seek to work within green spaces to make them accessible and durable while protecting our biodiversity. Page 258 of 327
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APPENDIX B Background Papers/Resource Links (insert applicable papers/links) Midlothian Play Strategy and Action Plan 2025-2028 (final) Midlothian Play Strategy – Midlothian Council IIA Form August Midlothian Play Sufficiency Assessment Page 259 of 327
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Midlothian Play Strategy & Action Plan 2025-2028 Page 260 of 327
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Play is a building block of childhood. It matters both to and for children. In Midlothian, we will deliver opportunities for all children to play every day by focusing on the following priority areas: Play at home Play in the community Play in childcare & educational settings OUR VISION “For children and young people in Midlothian to have the best possible start in life and live safe, healthy, active, happy, and independent lives.” Midlothian GIRFEC Board Children and Young People’s Services Plan (2023-2026) FOREWORD With its beautiful country parks, rich cultural history and strong local communities, Midlothian is a great place for children to grow, have fun, explore and play. Creating environments, opportunities and circumstances which promote play is one way we work together as a Community Planning Partnership to support healthy, happy and nurturing childhoods, the effects of which follow children into adulthood. On behalf of the GIRFEC (Getting it Right for Every Child) Board, I would like to thank the Public Health and Health Policy Directorate of NHS Lothian, Play Midlothian and Public Health Scotland for supporting the development of this plan, and all groups and individuals who contributed to it. I look forward to their continued contribution to realising its actions. This work ensures all children have opportunities to play every day and that our young people have the space and freedom to explore, create, and develop through the power of play. Rebecca Hooton, Chief Officer Children’s Services, Partnerships and Communities, Midlothian Council. Page 261 of 327
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CHILDREN IN MIDLOTHIAN Midlothian has 22,017 children and young people (under the age of 20). This is an increase of 2,250 children and young people since 2011 (2022 and 2011 census data). We expect the numbers of children and young people living in Midlothian to continue to increase in the coming years. They are a diverse group. Here is a little of what we know taken from the 2022 Census and local data: • 48% of people aged under 20 are female (10,663) and 52% male (11,348). • 11% (2,280) of people aged 24 and under are from a minority ethnic background. This increases to 13% for people aged 16 and under (2,985). • 250 children and young people have been identified as young carers. • 22% of children are starting school at risk of living with overweight and obesity. • 23.2% (4,592) of children and young people are living in relative poverty (after housing costs). • 43% (6,632) of school pupils are recorded as having at least one additional support need. 953 of these pupils have multiple agencies involved for their support needs. • 2% (342) of school pupils are family members of veterans or people serving in the military. • 2.5% (372) of school pupils are recorded as being care experienced. THE IMPORTANCE OF PLAY Play is an important part of how children develop and thrive, physically, socially, intellectually and emotionally. It helps build brains that are flexible, adaptive and creative. It underpins learning, relationship building, resilience and health and wellbeing. Play is vital to both children’s lives in the present, supporting healthy and happy childhoods, and to laying the foundations for their future health and wellbeing. The right to play, outlined in the United Nations Convention of the Rights of the Child, was incorporated into Scottish Law in 2024. Children and young people need environments, opportunities and circumstances that allow them to realise their right to play. Play will differ depending on age, ability, and interests. There is no one right way to play but getting play right can support the realisation of other rights, such as the right to health (article 24), the right to life, survival and development (article 6) and the rights of children with a disability (article 23). DEFINING PLAY ‘[Play is] an activity which is chosen and directed by the child and undertaken for enjoyment and its own sake rather than as a means to an end. Play is a fundamental part of the pleasure of childhood, as well as essential for children’s physical, social, cognitive, emotional and spiritual development’ Scottish Government, Play Vision Statement and Action Plan 2025-2030 Our work to improve children and young people’s opportunity to play is informed by local data and evidence, this includes: • listening to the voices of children and young people. • working with the people and organisations who know them well. • learning from assessments such as the Midlothian Play Sufficiency Assessment (2024) and local population data. It is also informed by the national policy landscape including: • Play Strategy for Scotland: Our Vision (2013) • Play: vision statement and action plan 2025 to 2030 • Getting it Right for Every Child (GIRFEC) • The UNCRC (Incorporation) (Scotland) Act 2024 • The Promise • The Infant Pledge (2023) • Best Start, Bright Futures: tackling child poverty delivery plan 2022 to 2026 • National Planning Framework 4 • My World Outdoors (2016) These plans share common goals to improve the health, wellbeing and development of children, young people and their families. Page 262 of 327
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Play in childcare and educational settings ‘When children are helped to actively explore nature themselves the dividends for improving outcomes are exponential.’ My World Outdoors (2016) We want to ensure children and young people have opportunities to play freely in all learning environments. They spend a lot of their day in school, and childcare hours are increasing for the early years. Play can contribute powerfully and positively to learning, skills development and raising attainment, alongside supporting growth and wellbeing (Gill, 2014). Maximising play in the school day aligns with educational goals around supporting playfulness in the curriculum, outdoor learning and learning for sustainability. School playgrounds are one of the best places to increase children’s movement. They are also important spaces to meet diverse play needs, from calm spaces to challenging and risk promoting places; they should ensure every child can play in a way that suit them. Inclusive play Within each of these key areas we will consider the needs of particular population groups and communities in line with the Equality Act 2010. This places a duty on public authorities to consider how their functions affect people with different protected characteristics, and to eliminate discrimination and to advance equality of opportunity. We have also followed the Fairer Scotland Duty (2018), which places a duty on public authorities to consider how they can reduce inequalities caused by poverty and low income. We have prioritised delivering opportunities for play which are free and low-cost. The evidence we have shows that there are differences in opportunities to play and experiences of play across different population groups and communities. We will prioritise and allocate our resources based on the evidence we have to support opportunities for all children to play every day. For example, evidence from local evidence gathering including the Play Sufficiency Assessment (2024) shows that: • We have less age-appropriate formal outdoor play provision for young people aged 12 and over compared to that for children under the age of 12. OUR SCOPE This strategy is designed for children and young people from pre-birth to approximately 18 years old. Alongside play we have thought about the recreational needs of the older age group of young people. We have focused on three areas where evidence shows we can make the greatest gains in supporting environments, opportunities and circumstances for play and recreation. These are outlined below: Play at home ‘In most cases, children’s first environment for play is their home… Those closest to them are instrumental in providing an environment (for them to) develop and flourish through play’ Play Vision Statement and Action Plan (2025) We want to support families to play at home both indoors and outdoors. Playing and being playful at home helps nurture development, resilience, and connectedness from the first days of life (Madigan et al. 2019). It is not only good for children but also for the wellbeing of the adults in their lives. Play does not have to cost money or be pre-planned or structured. In this strategy we want to support families to enjoy play from birth, and we want to support them to find ways to play even when lives are busy and contain modern distractions. Play in the community ‘I like the park because it has so much stuff.’ Local Development Plan Feedback from child aged between 4-11 in Penicuik (2024) We want to encourage opportunities for children and young people to play in ways that are fun, challenging and stimulating because we know this helps growth and development and can support a sense of belonging (Gills, 2014). Play in the community, especially outdoors, can help children and young people to get moving, socialising and exploring with all their senses. Play can be on the doorstep, in parks and green spaces and even on the way to other activities. Wherever they choose to play or spend time recreationally we want all children and young people to feel included, welcome, and safe. Page 263 of 327
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Our last Play Strategy (2017- 2019) made progress across several areas including: • making it Council working practice to: - restrict the erection of ‘no ball games’ signs only to locations where there is a safety hazard. - leave trees with their lower branches intact in public play spaces to allow children to climb if they wish. • incorporating play in the development of the Midlothian Green Network. • taking forward learning from the Play for All consultation about disabled children’s access to play in Midlothian, for example through the creation of the Play for All service. OUR GOVERNANCE Overall governance for the Midlothian Play Strategy sits within our Community Planning Partnership. This brings key statutory and Third Sector organisations across Midlothian together to plan services with communities that will deliver better outcomes for people. The GIRFEC Board (Getting it Right for Every Child), are part of the Community Planning Partnership and their Children and Young People’s Rights GIRFEC Subgroup oversee the play strategy and the steering group who created it. Midlothian Council’s Sport and Leisure Service were a key partner in creating this strategy, and this play strategy also forms part of the Midlothian’s Physical Activity, Recreation and Sport Strategy. The Midlothian Play Strategy Steering Group will: • meet quarterly. • co-ordinate progress on implementing the action plan. • engage with action holders to support the implementation and development of actions. • provide a quarterly progress report to the Children and Young People’s Rights GIRFEC Subgroup. • include membership from Midlothian Council’s Sport and Leisure Service. The Children and Young People’s Rights GIRFEC Subgroup will: • be provided with a quarterly progress report. • monitor progress and support the implementation of the action plan. • escalate any difficulties or challenges, as required, to the GIRFEC Board. • celebrate and share success. We hope to continue to make good progress on delivering opportunities for all children to play every day through this updated strategy. The next section of this document contains the actions we believe will enable us to do this. • Most of our formal play provision for young people is most likely to appeal to and be used by boys and young men and is less likely to appeal to and be used by girls and young women (Make Space for Girls). • There is a difference in how safe children and young people feel playing outside depending on where they live in Midlothian. We also have some work to do to reduce our gaps in evidence and understanding. For example: • We need more information to know how well our formal outdoor play provision meets the needs of children and young people with disabilities and additional support needs. • We need more information to know if we are meeting the needs of children from minority ethnic groups and for whom English is not their first language. Challenge and risk in play Children seek new experiences and uncertainty through play, undertaking challenges and testing and pushing their limits in the process. Children would not be able to learn to walk or ride a bike without this drive and willingness. Many aspects of everyday life, and many valuable activities other than play, carry a degree of risk. We will encourage risks to be supported and managed in a way that ensures the benefits of these risks are not lost. HOW ARE WE DOING? The evidence we have shows that we have diverse provision, opportunities and support for play across Midlothian; that outside play is popular in all areas of Midlothian, and we have staff groups across multiple organisations who have skills and expertise in supporting the right to play. Page 264 of 327
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PLAY AT HOME Outcomes • Play and playfulness is actively encouraged and supported from pre-birth. • Families receive consistent messages and information about play at key developmental stages and ages. • Key staff groups working with children and their families have opportunities to learn about the importance of play and how it contributes to a child’s development, learning and good health and wellbeing. • Key staff groups know how to connect families who need help to develop play with sources of help. Page 265 of 327
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UNCRC Action Target Timescale Contributors 31, 2, 3, 5, 6, 24 Increase expectant families’ awareness of child development through play. Deliver an evidence based antenatal session which introduces responsiveness and supports speech and language development through play. An additional ante-natal session is established. It is delivered by health visitors or nursery nurses. Promotion includes targeted efforts to address health inequalities. Year 1 NHS Lothian: • Health Visiting, • Public Health, • Speech & Language Therapy, • Nursey Nurses 31, 2, 3, 5, 6, 24 Increase promotion of play resources for children up to the age of five. Offer the Play at Home booklet at each key developmental stage through: • Health Visiting (universal distribution) • Hawthorn Children & Families Centre • Sure Start Centres • Libraries • Home Link • Resettlement Team • Bright Sparks • Army Welfare Service • Play Therapy Base Play at Home booklets offered at all locations and distribution monitored. Year 1 Midlothian Council: • Hawthorn Family Learning Centre, • Libraries, • Resettlement Team Public Health Scotland NHS Lothian: • Health Visiting Midlothian Sure Start Army Welfare Service Home Link Family Support Bright Sparks Play Therapy Base Promote and use the online Tiny Happy People resource through: • Health Visiting • Early Years Settings All Early Years Settings and Health Visiting Teams are familiar with and promoting Tiny Happy People. NHS Lothian: • Health Visiting, • Speech & Language Therapy, • Public Health Midlothian Council: • Early Years Settings 31, 3, 5, 6, 24 Increase promotion of play resources for children aged over five and young people. Promote the Parent Club, Play Scotland and Play Midlothian websites as a play resource to families, including those with children aged 5 and over through: • Schools • Communities Lifelong Learning & Employability • Play Midlothian • Play Therapy Base • Y2K Promotion of Parent Club and Play Scotland resources is evidenced. Year 1-2 Midlothian Council: • Education, Communities Lifelong Learning & Employability • Play Midlothian • Home Link Family Support • Play Therapy Base • Y2K Include info. and resources on play for older children and teenagers in the family learning mapping exercise. The Family Learning Mapping exercise incorporates play for older children and teenagers. Year 1 Midlothian Council: • Family Learning Co-ordinator Page 266 of 327
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UNCRC Action Target Timescale Contributors 31, 3, 6, 23, 24 Assess the need for play related training. Assessment completed. Year 1 Midlothian Council: • Children Services, • Learning & Development, • Early Years Midlothian Council Learning and Development and Children Services to assess which staff groups in Children Services need training and how they will access it. Recommendations implemented. Year 1-2 Page 267 of 327
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PLAY IN THE COMMUNITY Outcomes • Play spaces are inclusive and accessible so all children and young people can gather and play. • Our children and young people feel safe when playing in their neighbourhoods, parks and formal play spaces. • Play is included and supported in relevant public realm plans such as adopted planning policy, housing development, active travel, roads and landscape. • It’s easy for people to find information about outdoor play spaces in Midlothian. Page 268 of 327
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UNCRC Action Target Timescale Contributors 31, 3, 2, 5, 6, 12, 15, 23, 24 Increase the accessibility of formal play spaces Undertake audit of inclusive play equipment and other inclusive features of the 62 council-maintained formal play parks to assess accessibility for children with mobility needs. A baseline data set detailing which parks have accessible play equipment and accessible paths. Year 1 Midlothian Council: • Greenspace Service Consult with families and children with additional support needs to understand to what extent existing formal play parks meet the needs of children with additional needs. A consultation has been completed with local families with children with additional needs. NHS Lothian: • Public Health • Bright Sparks • Saltersgate Midlothian Council: • Greenspace Service, • Communications Team Update the directory of council maintained formal play spaces with photos and accessibility information. The Council website has been updated. Work with the Third Sector to circulate the directory information to people who are not online. • Sure start • Family Wellbeing Service • Homelink • Home school practitioners • Play Midlothian • Bright Sparks The directory information is available as a paper resource and Third Sector Partners are sharing it. Midlothian Council: • Greenspace Service, • Communications Team; Sure start Homelink Family Support Play Midlothian Bright Sparks NHS Lothian: • Public Health Identify and agree achievable material improvements based on the above results. Achievable material improvements have been agreed and taken forward. Year 1-3 31, 3, 6, 12, 15, 23, 24 Improve the quality and maintenance of new non-council play spaces. Ask privately owned/maintained parks to display contact details to report disrepair. All new developments are routinely requested to provide this. Year 2-3 Midlothian Council: • Planning, • Children Services; NHS Lothian: • Public Health Play Midlothian Y2K Create housing development guidance as part of adopted planning policy on the requirements for play space. Include accessible/inclusive play requirements/age appropriateness. Development guidance to be created under Midlothian’s Local Development Plan 2. Page 269 of 327
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UNCRC Action Target Timescale Contributors 31, 3, 12, 15, 6, 23, 24 Make play spaces/equipment more inclusive to teenagers, girls and other groups of people with a protected characteristic. Review Midlothian Council policy documentation and tender processes related to the design and provision of play spaces and equipment. Amend any language that may disadvantage play opportunities for girls or other groups of people with a protected characteristic. Policy documents and tender process documents have been reviewed and any amendments made. Year 1 Midlothian Council: • Greenspace Service NHS Lothian: • Public Health As formal play equipment and spaces come up for maintenance / replacement consider opportunities to ensure they deliver an inclusive play space. Consideration of delivering inclusive play spaces is evidenced. Year 1-3 Midlothian Council: • Greenspace Service Where changes are proposed to make play spaces more inclusive engage with children and young people to make sure plans consider local needs and barriers. Engagement and consultation is evidenced. Midlothian Council: • Greenspace Service, • Communities, Lifelong Learning & Employability Y2K MYPAS Work with partner organisations to support more teenagers, girls and other groups of people with a protected characteristic to feel welcome in play spaces. E.g. promoting ‘try it out sessions’ for new play equipment. Partnership working to support these groups of people, and the impact of this work is evidenced. Page 270 of 327
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UNCRC Action Target Timescale Contributors 31, 3, 2, 12, 15, 6, 24 Increase play spaces where children and young people feel safe. Explore the reasons why some children and young people said they ‘never felt safe’ when playing outside in their local area and what would make a difference. Play sufficiency and other available data including the views of children and young people is analysed. Year 1 NHS Lothian: • Public Health Midlothian Council: • Communities, Lifelong Learning & Employability • Greenspace Service Third Sector organisations; Police Scotland If we identify achievable improvements agree actions to address these. A plan has been established and implemented to address identified local needs. Year 1-3 Work with communities and third sector organisations to identify informal play spaces which over time have become unmaintained. Bring them back to life in ways that benefit local communities and the environment. A process exists and is promoted for communities to tell Midlothian Council about informal play spaces that have become unmaintained. Improvements have been agreed and taken forward with communities on a space-by-space basis. Midlothian Council: • Greenspace service Play Midlothian Create guidelines and promote opportunities for communities to organise ‘playing out’ sessions - informal neighbourhood-led short road closures, creating a safe space for children to play. A process exists and is promoted for neighbourhood-led playing out sessions. Impact is monitored. Year 1 Midlothian Council: • Roads and Transportation Play Midlothian Homelink Family Support, NHS Lothian: • Public Health Explore which residential areas would most benefit from ‘safe streets’ - permanent street closures to prevent traffic short- cutting and promote safer doorstep and neighbourhood play. Pilot and promote ‘safe streets’. Analysis and engagement has been carried out to determine priority streets. Demonstrator safer streets have been established and promoted. Impact is monitored. Year 2-3 31, 3, 6, 24 Promote play in local public strategies e.g. physical activity and active travel. Promote this strategy and work with partners to consider and where possible and appropriate embed play in strategy and planning documents. Relevant strategies likely to be in development in the next 3 years have been scoped. Opportunities to engage in the development of these plans have been sought/responded to. Year 1-3 NHS Lothian: • Public Health 31, 3, 6, 24 Encourage play in the local community. Raise awareness and share resources on providing play opportunities for children to undertake challenges, test their limits, and judge and manage risk with staff in children’s services. Play Midlothian has compiled a document of useful resources. Children’s settings including uniformed organisations and community children’s groups have received the document via Midlothian Council or Play Midlothian as relevant. Year 1 Reviewed in year 2 Play Midlothian Play Midlothian Midlothian Council: • Education Page 271 of 327
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PLAY IN CHILDCARE & EDUCATION SETTINGS Outcomes • Staff working in childcare and education settings support and encourage free play. • Childcare and education settings promote and provide play opportunities in natural, challenging, and engaging environments. • School playgrounds are an inclusive and accessible parts of the community. Page 272 of 327
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UNCRC Action Target Timescale Contributors 31, 3, 5, 6, 24, 29 Share information with families about outdoor play and play spaces. Ensure schools have information they can share on school websites, via social media and in take-home information. The updated directory of council maintained formal play spaces with photos and accessibility information is shared alongside other relevant information. Year 1-3 Midlothian Council: • Education, • Communications, • Greenspace service Play Midlothian NHS Lothian: • Public Health 31, 3, 6, 24, 29 Scope the options for school grounds to be available for play out of school hours. Establish baseline data on the current practice across the school estate. A baseline has been established. Year 1 Midlothian Council: • Education, • Greenspace service, • Planning NHS Lothian: • Public Health Play Midlothian Identify barriers, enablers and options for more schools to participate. Barriers, enablers and options have been identified. Year 1-2 Propose a Midlothian approach. A Midlothian approach exists. Year 2 31, 3, 6, 24, 29 Increase the use of loose parts and open-ended resources for outdoor play in Early Years Settings, primary schools & the out of school childcare network. Establish baseline data on the current practice. A baseline has been established. Year 1 Play Midlothian Midlothian Council: • Education, • Children’s services Provide training for teaching staff including teaching assistants. A training schedule has been established to meet the needs of existing and new staff. Year 1-2 Offer mentorship from other schools who have embedded this in their outdoor play. Mentorship is up and running. Year 2-3 Provide an information resource which can be shared with: teaching staff, early years settings, out of school childcare, families. An information resource exists and has been made available. Scope opportunities to create a bank of loose parts play kit. A scoping exercise has been completed. An implementation plan has been agreed if a bank of loose parts play kit is considered feasible. Page 273 of 327
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UNCRC Action Target Timescale Contributors 31, 3, 6, 24, 29 Support primary schools, Early Years Settings & out of school childcare providers to deliver play opportunities for children to undertake challenges, test their limits, and judge and manage risk. Deliver workshops and share resources on providing play opportunities for children to experience, judge and manage risk. Play Midlothian has compiled a document of useful resources Primary schools, early learning centres & out of School childcare providers have received the document via Midlothian Council or Play Midlothian as relevant Workshops material is developed and delivered as agreed with childcare and education settings Year 1 Reviewed in year 2 Year 1-3 Midlothian Council: • Family Learning Co-ordinator, • Education, • Children’s Services, Page 274 of 327
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Bright Sparks Produced by Midlothian Community Planning Partnership. Page 275 of 327
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Integrated Impact Assessment (IIA) Please refer to the Integrated Impact Assessment (IIA) Guidance when completing this form. Basic Details 1. Title of proposal (include budget reference if applicable) Midlothian Play Strategy & Action Plan 2025-27 2. Service(s) Community Planning Partners including several MLC departments across the Place and People Directorates, Third Sector Organisations and NHS Lothian 3. Lead officer (name, job title and date of IIA training) Becky Hilton, Population Health Strategic Programme Manager, 2024 4. Other officers/partners involved (name, job title and date of IIA training) Moira Fraser-Pearce - Public Health Scotland Claire Brookes – Midlothian Council Diane Brown – Midlothian Council Emma Hay – Midlothian Council Jennifer Martin – Bright Sparks Ashley Galloway – Sure Start Lyndsey Ritchie - Y2K Jennifer Faulds – Midlothian Council William Stephen – Midlothian Council Lynsey Buchan - NHS Lothian Conor McLean – NHS Lothian Sarah Wright - Play Midlothian Rachel Campbell – HomeLink Linda Cuthbert – Play Therapy Base 5. Date IIA completed 10/04/2025 6. Nature of proposal Introduction of a new strategy or policy Other (please specify) Click here to enter text. 7. Brief description of proposal - What are its main aims and objectives? What, if anything, will change as a result of this proposal? To deliver opportunities as a Community Planning Partnership for all children to play every day by focusing on the following priority areas: play at home, play in the community, play in childcare & educational settings Equality and Rights 8. Could the proposal have an impact on any of the following groups with protected characteristics under the Equality Act 2010? (select all that apply) Page 276 of 327
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Age (older people, young people and children) ☒ Disability (people with disabilities) ☒ Gender reassignment (trans people, anyone whose gender identity differs from their sex assigned at birth) ☐ Marriage and civil partnership (people who are married or in a civil partnership) ☐ Pregnancy and maternity (women who are pregnant and/or on maternity leave) ☒ Race (people defined by their colour, ethnicity or nationality – e.g. Asian and black people) ☒ Religion and belief (people with different religions and beliefs, including no belief) ☒ Sex (men or women) ☒ Sexual orientation (lesbian, gay, bisexual, heterosexual/straight) ☒ 9. Could the proposal have an impact on children and young people under the age of 18? Yes 10. Could the proposal have an impact on human rights? - See pages 14-15 of the IIA Guidance. Yes 11. Is the proposal a ‘strategic decision’ under the Fairer Scotland Duty to actively consider how to reduce socio- economic disadvantage (i.e. poverty)? - Please select from the drop-down list. The proposal is a ‘strategic decision’ if it falls under any of the headings. e.g. Children and Young People's Plans Yes ☒ No ☐ Don’t know ☐ If you answered ‘yes’ to any of questions 8-11, you must also answer questions 12-15. If you were unsure about any of questions 8-11, it is advised that you answer questions 12-15. If you answered ‘no’ to all of questions 8-11, please advance to question 16 (Environment). 12. What kind of impact could the proposal have on groups with protected characteristics under the Equality Act? (please explain your answers) Protected characteristic Potential impact Explanation Age Positive The play strategy directly seeks to improve play opportunities available to children and young people across age ranges from expectant families to young people. It will include some focused work on resources for older children and young people informed by the results of the Midlothian play sufficiency assessment. Disability Positive The play strategy directly seeks to improve play opportunities available to disabled children, with the intention of improved physical, cognitive, social and emotional development and social inclusion for this group. It will include some focused work on the accessibility of formal play parks, informed by the results of the play sufficiency assessment. Gender reassignment Neutral There is no known impact of this strategy on trans people, anyone whose gender identity differs from their sex assigned at birth although a general principle Page 277 of 327
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of the strategy to increase the diversity and inclusivity of our play provision and opportunities. Marriage and civil partnership Neutral There is no known impact of this strategy on people who are married or in a civil partnership Pregnancy and maternity Positive The play strategy directly seeks to improve play opportunities available from birth. It will include some focused work on support for expectant families Race Positive The play strategy directly seeks to improve play opportunities available to all children and young people and it aims to reduce gaps in evidence and understanding of how we are meeting the needs of children from minority ethnic groups and for whom English is not their first language. Religion or belief Unknown The play strategy directly seeks to improve play opportunities available to all children and young people and it aims to reduce gaps in evidence and understanding of how we are meeting the needs of children with different religions and beliefs, including no belief. Sex Positive The play strategy directly seeks to improve play opportunities available to all children and young people and there will be some focused work on formal play provision which is most likely to appeal to and be used by boys and young men and is less likely to appeal to and be used by girls and young women (Make Space for Girls & the Midlothian play sufficiency assessment). Sexual orientation Neutral There is no known impact of this strategy on lesbian, gay, bisexual, heterosexual/straight people although a general principle of the strategy to increase the diversity and inclusivity of our play provision and opportunities. 13. What kind of impact could the proposal have on children and young people in terms of the requirements of the UNCRC (Scotland) (Incorporation) Act 2023? - A full list of the UNCRC Articles can be found on pages 12-13 of the IIA Guidance. UNCRC Article Particular groups of children affected Potential impact Explanation Article 3 (best interests of the child) All children: In particular children from lower socio-economic backgrounds disabled children, girls and young people Positive Play opportunities for all children in Midlothian will be enhanced through better support for play at home, in the community and in educational settings. The support should particularly improve play opportunities for children from lower socioeconomic Page 278 of 327
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backgrounds, disabled children, girls and young people. Article 6 (life, survival and development) All children: In particular children from lower socio-economic backgrounds disabled children, girls and young people Positive The opportunities for children’s physical, cognitive, emotional and social development should be enhanced through improved support for play. This should have a positive impact for all children I Midlothian and particularly children from lower socieconomic backgrounds, disabled children, girls and young people. Article 12 (respect for the views of the child) All children Positive Children and young people views, gathered through a range of consultation exercises, have formed the basis for the development of this strategy. Children and young people’s views on play opportunities and support for play in Midlothian will continue to be sought in taking forward the actions. Article 19 (protection from violence, abuse and neglect) All children Unknown This impact in this area is unknown. Whilst not directly targeted at this issue, actions in the play strategy will support areas such as parent- child attachment and resilience and increasing community play spaces where children and young people feel safe. These could result in a small positive effect. Article 23 (children with a disability) All disabled children Positive The play strategy directly seeks to improve play opportunities available to disabled children, with the intention of improved physical, cognitive, social and emotional development and social inclusion for this group. Article 27 (adequate standard of living) All children In particular children from lower socio-economic backgrounds disabled children, girls and young people Neutral The intention of the play strategy is to enhance opportunities and support for play for children in their own homes, in the community and in childcare and educational settings. The effect on standard of living is likely to be neutral but it is possible that there may be a small positive effect in providing support for a standard of living which is good enough to support their development. Page 279 of 327
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Article 29 (goals of education) All children: Positive Play can contribute powerfully and positively to learning, skills development and raising attainment. The play strategy will support children to have opportunities to play at home, in the community and in childcare and educational settings in ways which support opportunities to develop their personalities, talents and abilities. Article 31 (leisure, play and culture) All children: In particular children from lower socio-economic backgrounds disabled children, girls and young people Positive The play strategy directly seeks to have a positive impact on in this area by providing enhanced opportunities for play at home, in the community and in childcare and educational settings. Other (please specify) Article 24 (highest attainable standard of health) All children: In particular children from lower socio-economic backgrounds disabled children, girls and young people Positive The play strategy directly seeks to have a positive impact on in this area. It recognises and promotes the right to play as a building block of health and aims to create the circumstances and environments to support all children to play every day. It contains actions which support parents help their children realise their rights. Article 5 14. What kind of impact could the proposal have on people in terms of the Articles of the European Convention on Human Rights (ECHR)? - See pages 14-15 of the IIA Guidance. Article of ECHR Particular groups of people affected Potential impact Explanation Article 8 Children & Young People Positive This Play Strategy aims to create inclusive environments which promote the right to forge friendships and to participate in essential social, cultural and leisure activities. Click here to enter text. Click here to enter text. Choose an item. Click here to enter text. Click here to enter text. Click here to enter text. Choose an item. Click here to enter text. Click here to enter text. Click here to enter text. Choose an item. Click here to enter text. Page 280 of 327
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15. What kind of impact could this proposal have on people experiencing or vulnerable to socio- economic disadvantage (i.e. poverty)? - An explanation of the different features of socio-economic disadvantage and information on vulnerable population groups can be found on page 18 of the IIA Guidance. Socio-economic disadvantage Potential impact Explanation Low income Positive We have prioritised delivering opportunities for play at home, in the community and in childcare and educational settings which are free and low- cost. Low and/or no wealth Positive As above Material deprivation Positive As above Area deprivation Positive We have prioritised delivering opportunities for play at home, in the community and in childcare and educational settings which are free and low-cost. A number of our actions will directly target areas of deprivation. Socio-economic background Positive We have prioritised delivering opportunities for play at home, in the community and in childcare and educational settings which are free and low-cost. Other Choose an item. Click here to enter text. Click here to enter text. Environment 16. What impact could the proposal have on the environment? - Considerations relating to the environment, climate change and sustainability are described on pages 19-20 of the IIA Guidance. Potential impact Affected populations Explanation Positive Children, young people and adults in certain neighbourhoods. A couple of actions are designed to make neighbourhoods safer and more welcoming for play and therefore may have a small positive effect in reducing the number of vehicles on certain roads and create cleaner and safer neighbourhoods. Page 281 of 327
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If the proposal is likely to have a significant impact on the environment (positive or negative), it is advised that you undertake a Strategic Environmental Assessment (SEA). Further information on when an SEA is required can be found on page 19 of the IIA Guidance and on the Scottish Government website. If you have identified any impact (positive, negative or neutral) on protected characteristic groups, children and young people, human rights, socio-economic disadvantage or the environment, you must complete all of the remaining sections. If you have not identified any potential impact on protected characteristic groups, children and young people, human rights, socio-economic disadvantage or the environment, please advance directly to question 28 (Recommendation). Evidence 17. What data, research or other evidence informed the proposal? - Evidence can include, for instance, surveys, databases, census and population figures, focus groups, in-depth interviews, pilot projects, reviews of complaints, user feedback, academic publications and consulting reports. Evidence source Explanation (what does the evidence tell us about nature and scale of the potential impact?) Quantitative (e.g. numbers, percentages) Qualitative (e.g. surveys, interviews) Midlothian Play Sufficiency Assessment and Out to Play survey The assessment shows that most of the main settlements are falling short of the MLDP 2017 standard of 0.25 hectares of equipped play space per 1,000 head of population (children and young people). We have less age-appropriate formal outdoor play provision for young people aged 12 and over compared to that for children under the age of 12. Most of our formal play provision for young people is most likely to appeal to and be used by boys and young men and is less likely to appeal to and be used by girls and young women (Make Space for Girls). We need more information to know how many of our play parks have accessible play equipment and access. There is a difference in how safe children and young people feel playing outside depending on where they live in Midlothian. Children and young people would like to see more opportunities for play and more accessible play. We need more information to know how well our formal outdoor play provision meets the needs of children and young people with disabilities and additional support needs. We need more information to know if we are meeting the needs of children from minority ethnic groups and for whom English is not their first language. Page 282 of 327
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Midlothian LDP 2 Evidence Report LDP2 Evidence Report drew on the evidence base for the importance of play in how children develop and thrive, physically, socially, intellectually and emotionally. It highlights the relationship between spatial planning and play and considers what makes health promoting play spaces. It also highlights the importance of 20-minute neighbourhoods and the benefits of creating attractive and easily connected places which encourage social interaction and opportunities for play and activity Midlothian Hackathon and MEAP consultation Click here to enter text. Feeling safe in communities was raised as a concern by children and young people, as was the rate of housing development, environmental concerns and money worries in families. A lack of places for young people to go was also raised as was the importance of spending time in green spaces to support good mental health. Make Space for Girls The evidence base shows that most of our formal play provision for young people is most likely to appeal to and be used by boys and young men and is less likely to appeal to and be used by girls and young women (Make Space for Girls). Data also shows that currently girls are less likely to be physically active than boys. Research highlights that girls are less likely to feel safe playing outdoors compared to boys. Scottish Census 2011 & 2022 and local data Midlothian has 22,017 children and young people (under the age of 20). This is an increase of 2,250 children and young people since 2011. They are a diverse group of children. For example 13% of people aged 16 and under are from a minority ethnic background (2,985). There has been a significant increase in reported Click here to enter text. Play Strategy for Scotland: Our Vision (2013) This highlights that the areas where the biggest impacts can be made relating to play are: play at home, play in the community and play in educational settings. Consultation and Engagement Page 283 of 327
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18. How has the proposal been informed by consultation and engagement? - Please explain who was consulted/engaged during the development of the proposal, the extent of their involvement, what their views were and how these have been taken into account. This strategy has been built from several existing consultations including the Out to Play consultation and open Space Strategy consultation, MEAP and the Midlothian Hackathon. We have representatives on the steering group from third sector organisations working with children and young people as well as public bodies and agreements have been reached through collective decision making. Mitigating Actions 19. Could the proposal, in its current form, discriminate against people in a protected characteristic group? No 20. Could the proposal, in its current form, violate the rights of children and young people under the UNCRC Act? No 21. Could the proposal, in its current form, violate human rights under the ECHR? No 22. Could the proposal, in its current form, entrench or increase inequality of outcome due to poverty? No 23. If applicable, please describe any actions which could be taken to remove or mitigate the potential negative impact of the proposal. - Please provide estimates of the resource implications of adopting these actions. There are some population groups whose needs we need to better understand. These are: • children from minority ethnic groups and for whom English is not their first language • children and young people with disabilities and additional support needs This will be taken forward through the plan. 24. If you have identified any potential negative impact which cannot be removed or mitigated, please clearly state your justification for continuing with the proposal. N/A NOTE: If the proposal could be deemed discriminatory under the Equality Act, UNCRC or ECHR, you must revise the proposal to ensure that the Council acts lawfully. Monitoring and Review Page 284 of 327
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25. How will the implementation and impact of the proposal be monitored? How frequently and by whom? The Midlothian Play Strategy Steering Group will: • meet quarterly • co-ordinate progress on implementation • engage with action holders to support the implementation and development of actions • provide a quarterly progress report to the Children and Young People’s Rights GIRFEC Subgroup 26. How will the results of this monitoring be used to develop future proposals? As above 27. When will the proposal be reviewed? Quarterly progress reports will be submitted to the Children and Young People’s Rights GIRFEC Subgroup. The action plan is a 3-year plan and will be reviewed for changing/ending/new actions in full annually. 28. If the proposal is to be delivered wholly or partly by contractors, what arrangements are in place to ensure equality, human rights and environmental issues are properly considered? Currently there is no commissioning of contractors for the implementation of the plan. All existing partner agencies have been involved in the creation of the strategy and action plan including the preparation and steering group sign off of this IIA. If work is commissioned these considerations will be considered as part of the procurement process. Recommendation 29. What is your recommendation for the proposal? Adopt proposal with no amendments ☒ Adopt proposal with mitigating actions (outlined above) ☐ Reject proposal due to disproportionately negative impact on equality, human rights or the environment ☐ Page 285 of 327
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30. Please give the reasoning behind your recommendation - Include reference to any potential impact you have identified during the IIA process. - If you have not conducted a full impact assessment by completing all sections of this form, please explain why. This strategy supports Midlothian Council and relevant partner organisations to meet their statutory obligations under the Equality Act 2010 and other relevant legislation. It helps the Council and CPP partner agencies to deliver better and fairer outcomes for children and young people living in Midlothian, regardless of their background or circumstances. Authorisation by Director/Chief Officer/Head of Service Name Becky Hilton Job title Population Health Strategic Programme Manager Signature Click here to enter text. Date 10/04/2025 Page 286 of 327
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Midlothian Local Development Plan 2gfbdgfd Midlothian Play Sufficiency Assessment DRAFT a■ ■ • •• •••• ••••• ••••• •••• ••• ••• • • • • •• • •••• • • • • • ••• •••••• •••• • •••••••••• • •••••••••• • ••••••••• • ••••••••• • ••••••• • •••••••• • ••••••••••• • •••••••••• • • •• • •• •• • ••• ••• ••• •• • • • •• •• • • • • •• ••••••••• ••••••••••• ••••••••••••• •••••••••••• ••••••••••••••••••••••••••• • •••••••••••••••••••••• • ••••••••••••••••••••••• • •••••••••••••••••••• • • • •••••••••••••••••••• • •••••••••••••••••••• •••••••••••••••••••• ••••••••••••••••••••• • ••••••••••••••••••••• •• •••••••••••••••••••• •••••••••••••••• • ••••••••••••••••••••• ••••••••••••••••• • ••••••••••••• •••••••••••••• • •• •• •••••••••••••••••••• ... .. ·········c::S····· •• ••• •••••••• • ••• • ••• ••••••• • ••• • •• •••••• • ••• •• • •••••••••••• •••••••••••• ••••••••••••• ••••••••••• •••••••••••• •••••• • •• Midlothian Page 287 of 327
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Contents Contents 1. Introduction ................................................................................................................................. 2 What is a Play Sufficiency Assessment? ........................................................................................... 2 Assessment Process ....................................................................................................................... 2 Midlothian Context .......................................................................................................................... 3 Importance of Play ........................................................................................................................... 4 Playing Outside Survey .................................................................................................................... 4 Barriers to Play ................................................................................................................................ 6 2. Assessment ................................................................................................................................. 8 Quantity .......................................................................................................................................... 8 Accessibility .................................................................................................................................. 10 Quality .......................................................................................................................................... 12 3. Results and Conclusions ............................................................................................................ 14 Next Steps .................................................................................................................................... 14 Appendix 1: List of Equipped and Other Formal Play Spaces ............................................................. 16 Appendix 2 – Quality Assessment ..................................................................................................... 18 Appendix 3 – Quality Assessment Methodology ................................................................................. 22 Appendix 4 - Settlement Maps .......................................................................................................... 24 The styling of this document is based on the Scottish Government’s National Planning Framework 4. It is available here and was published under this licence. •••• Page 288 of 327
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Part 1 - Introduction 2 1. Introduction What is a Play Sufficiency Assessment? 1.1 Play is essential to the healthy physical, cognitive, and social development of children and young people. Midlothian Council is fully committed to realising a children’s rights approach to all our work and ensuring that we embed the principles of the United Nations Convention on the Rights of the Child. Article 31 sets out the right of every child to relax, play and take part in a wide range of cultural and artistic activities. 1.2 The Town and Country Planning (Scotland) Act 1997, as amended by the Planning (Scotland) Act 2019, requires planning authorities to assess the sufficiency of play opportunities in its area for children when preparing a Local Development Plan (LDP). Midlothian Council commenced the preparation of the next Midlothian Local Development Plan (MLDP2) in early 2023. It is programmed to be adopted in 2027. This Play Sufficiency Assessment has been carried out to ensure that there is good quality data on the sufficiency of both formal and informal play spaces for children and young people in Midlothian. The outcomes of the assessment will inform the preparation of MLDP2 and other relevant Midlothian Council strategies and plans. 1.3 The meanings of various terms and phrases used in this Play Sufficiency Assessment are set out below: • Children and young people – persons under the age of 18 • Formal play spaces – play spaces which are specifically designed and maintained for the purposes of play. • Informal play spaces – play spaces which are, or are within, open space and are not specifically designed and maintained for the purposes of play. • Play spaces – outdoor spaces which are freely accessible to the public and which offer play opportunities for children. Assessment Process 1.4 Step 1 in the play sufficiency assessment is to identify the free to use, equipped play spaces and informal play spaces in Midlothian. For this assessment, informal play spaces are greenspaces which have been defined as public parks or functional amenity greenspaces for the Open Space Strategy. Functional amenity greenspaces are landscaped areas which provide space for informal recreation, are over 0.2ha, has a gradient of less than 1:5, is free-drained, and has a maintained grass are of at least 0.1ha. Maps showing the location of the formal and informal play spaces identified in this assessment are provided in Appendix 1. 1.5 Step 2 is the assessment of the quantity, quality and accessibility of formal and informal play spaces. A full explanation of the methodology is provided in Appendix 3. •••• Page 289 of 327
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Part 1 - Introduction 3 • Step 2A – identify the quantity of formal and informal play spaces in Midlothian, and assess against the existing standards set in the Midlothian Local Development Plan 2017 (0.25 hectares equipped play spaces per 1000 head of population and 0.55 hectares of informal play space per 1,000 head of population). • Step 2B – assess the quality of play spaces using an adapted version of the Play Scotland Quality of Play Environment: providers’ assessment tool (see Appendix 2). The focus of the public consultation was an adapted version of the Play Scotland How Good is the Play Place questionnaire. • Step 2C – assess the accessibility of play spaces against the existing standards set in the Midlothian Local Development Plan 2017 (400 metre walking distance) 1.6 Step 3 is the presentation of the results of the assessment in this report, and recommendations for how to address any identified insufficiencies. Midlothian Context 1.7 The Single Midlothian Plan 2023-27 sets the outcomes that the community planning partnership, including Midlothian Council, is working towards. Relevant agreed outcomes include that Midlothian children and young people are healthy, active and nurtured, and that Midlothian children and young people are safe and nutured. 1.8 The 2022 Census highlights that Midlothian is the fastest growing local authority in Scotland. Between 2011 and 2022, the population grew from 83,187 to 96,000 (16.1%). In terms of householders, there was a 17.2% increase from 2011 to 2022. 11.9% of the population are age 0-9 years, and 10.8% are age 10-19 years. Estimates show that Midlothian is projected to continue to have the highest percentage change in population size out of the 32 council areas in Scotland. Midlothian also had the highest fertility rate (1.77) in Scotland in 2021, compared to the national rate of 1.31. This is predicted to continue to increase over the next 10 years. 1.9 Health inequalities are avoidable, unfair and systemic differences in health between different groups of people. The underlying causes of health inequalities are societal inequalities such as difference in income, housing, education, gender, ethnicity and access to green space and healthy food. Inequalities in health start at an early age. The 2020 Scottish Index of Multiple Deprivation shows that Midlothian has three data zones in the most deprived 10% nationally, all of which are in the Dalkeith ward. Ten data zones fall within the most deprived 20% nationally. These data zones are in Loanhead, Dalkeith, Easthouses, Mayfield and Gorebridge. 1.10 The main settlements in Midlothian are concentrated in the north of the area, with a number of smaller settlements spread across the rural areas. The main settlements are Penicuik, Auchendinny, Bilston, Roslin, Loanhead, Lasswade, Bonnyrigg, Rosewell, Gorebridge, Newtongrange, Mayfield, Easthouses, Dalkeith, Danderhall, Shawfair (including Millerhill) and Pathhead. Other settlements include Howgate, Temple, Carrington, North Middleton, Fala, Edgehead and Cousland. •••• Page 290 of 327
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Part 1 - Introduction 4 Importance of Play 1.11 There is increasing evidence demonstrating the vital role of play in child development. Play in early childhood influences the way the brain develops. The neural and chemical reactions in the brain created by the act of playing support the development of coordinated physical and mental capabilities. Through play, children and young people can explore the world around them in a creative and engaging way. Research shows that children experience a range of health, wellbeing, developmental and educational benefits from outdoor play, and through learning in and connecting with nature. 1.12 Play is a fundamental and vital dimension of the pleasure of childhood, as well as an essential component of physical, social, cognitive, emotional and spiritual development. Scotland’s Play Strategy (Scottish Government, 2013) sets out a vision which values play as a life-enhancing daily experience for all our children and young people – in the home, in nurseries and schools and in the community. Playing Outside Survey 1.13 As part of this Play Sufficiency Assessment, an online survey of children and young people was carried out in Summer 2023. The Playing Outside Survey was adapted from the survey developed by Play Scotland. 386 responses were received – 66 from 0-4 year olds, 274 from 5-11 year olds, 42 from 12-15 year olds and 3 from 16- 17 year olds. One respondent did not provide an age The questions are listed below: Q1. Not counting school play times, how often do you play outside? Most days; a few times a week; hardly ever; I don’t like playing outside. Q2. What are your favourite ways to play? Be active; hang out; use wheels; get wet or grubby; be adventurous; make things; be quiet; feel free. Q3. When I am out playing in my local areas I can do most, some or hardly any of my favourite things? Q4. Where are your favourite places to play? Q5. There are lots, some or hardly any of my favourite places to play in my local area? Q6. How safe do you feel when out playing in your local area? Usually feel safe; sometimes feel safe; never feel safe. Q7. How exciting is it when you are out playing in your local area? I can usually, sometimes or never play in exciting or daring ways. Q8. What do grown ups think about children playing out in your local area? Most, some or hardly any grown ups think it is ok. •••• Page 291 of 327
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Part 1 - Introduction 5 1.14 The results of the survey are summarised in Table 1. Table 1: Playing Outside Survey Results Question Responses Not counting school play times, how often do you play outside? I play outside most days 211 (55%) I play outside a few times a week 136 (35% I hardly ever play outside 37 (9.5%) I don’t like playing outside 2 (0.5%) What are your favourite ways to play? (Pick all that apply) Be active 330 Hang out 128 Use wheels 268 Get wet or grubby 134 Be adventurous 267 Make things 170 Be quiet 60 Feel free 95 When I am out playing in my local area … I do most of my favourite things 46 (12%) I do some of my favourite things 248 (64%) I do hardly any of my favourite things 91 (24%) What are your favourite places to play? (Pick all that apply) Your garden or friends’ gardens 248 Streets and corners near home 62 A local park or grassy area 279 Natural places 180 Play parks 332 Woods and forests 237 School playground 136 Places that feel safe from traffic 194 Places I can get to easily by walking or wheeling 198 Play parks with water and sand 155 Cycle track, skate park or pump track 146 Community centre or leisure centre 85 Beaches, the seaside, rivers 205 •••• Page 292 of 327
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Part 1 - Introduction 6 Amount of favourite places to play There are lots of my favourite places to play 17 (4%) There are some of my favourite places to play 191 (50%) There are hardly any of my favourite places to play 178 (46%) How safe do you feel when out playing in your local area? I usually feel safe when I am out playing 180 (47%) I sometimes feel safe when I am out playing 178 (46%) I never feel safe when I am out playing 27 (7%) How exciting is it when you are out playing in your local area? I can usually play in exciting or daring ways 35 (9%) I can sometimes play in exciting or daring ways 253 (66%) I can never play in exciting or daring ways 96 (25%) What do grown ups think about children playing out in your local area? Most grown-ups think it is ok 183 (48%) Some grown-ups think it is ok 140 (36%) Hardly any grown-ups think it is ok 63 (16%) Barriers to Play 1.15 Children have a right to access good quality green spaces and parks. There is evidence that more needs to be done to make outdoor spaces inviting and safe for girls, e.g. good lighting, access to toilets and recreation design with girls in mind, as girls often encounter barriers to participation, particularly as they get older. Evidence also shows that play outside may increase physical activity levels in children, playing outside is important for children’s wellbeing and that parents feel more confident allowing their children to play outside when traffic management systems are in place. Guidance and frameworks exist to support sustainable and equitable design. Access, safety, and participation in the community are key consistent enablers to health that the built environment can improve for all. 1.16 A further analysis of the Playing Outside Survey Question 6 responses (how safe do you feel when out playing in your local area?) on a settlement basis are set out in Table 2. The responses to Question 8 (what do grown-ups think about children playing out in your local area?) on a settlement basis are set out in Table 3. •••• Page 293 of 327
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Part 1 - Introduction 7 Table 2: Playing Outside Survey Question 6 Responses Settlement Total Responses I never feel safe when I’m out playing I sometimes feel safe when I’m out playing I usually feel safe when I’m out playing Didn't answer Bonnyrigg/Lasswade 41 7.3% 56.1% 34.1% 2.4% Dalkeith & Cousland Area 88 5.7% 44.3% 50.0% 0.0% Danderhall/Shawfair 48 12.5% 50.0% 37.5% 0.0% Gorebridge & Rural South 38 7.9% 47.4% 44.7% 0.0% Loanhead/Bilston/Roslin/ Rosewell 56 3.6% 39.3% 57.1% 0.0% Mayfield/ Newtongrange/ Easthouses 45 6.7% 51.1% 42.2% 0.0% Pathhead & Rural South East 5 0.0% 20.0% 80.0% 0.0% Penicuik 61 6.6% 42.6% 50.8% 0.0% Table 3: Playing Outside Survey Question 8 Responses Settlement Total Responses Most grown- ups think it is OK Some grown- ups think it is OK Hardly any grown- ups think it is OK Bonnyrigg/Lasswade 41 58.5% 29.3% 12.2% Dalkeith & Cousland Area 88 51.1% 38.6% 10.2% Danderhall/Shawfair 48 41.7% 35.4% 22.9% Gorebridge & Rural South 38 28.9% 44.7% 26.3% Loanhead/Bilston/Roslin/ Rosewell 56 53.6% 39.3% 7.1% Mayfield/ Newtongrange/ Easthouses 45 40.0% 42.2% 17.8% Pathhead & Rural South East 5 80.0% 20.0% 0.0% Penicuik 61 49.2% 24.6% 26.2% •••• Page 294 of 327
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Part 2 - Assessment 8 2. Assessment Quantity 2.1 Across Midlothian there are 105 equipped play areas, with 19 other formal play spaces (pump tracks, MUGAs, skateparks, BMX track, outdoor gyms and teen areas). 58 (55%) of the equipped play spaces and 18 of the other formal play spaces are owned and maintained by Midlothian Council. Table 4 shows the distribution of equipped play areas and other formal play spaces by settlement. The full list of play spaces is provided in Appendix 1. Table 4: Distributions of play spaces by settlement Settlement Equipped Play Areas Other formal play spaces Auchendinny 3 1 Bilston 3 - Bonnyrigg 18 2 Carrington 1 - Cousland 1 - Dalkeith 17 2 Danderhall 3 - Easthouses 1 - Edgehead 1 - Fala 1 - Gorebridge 11 2 Howgate 1 - Lasswade 2 - Loanhead 4 2 Mayfield 5 3 Millerhill 2 - Newtongrange 8 2 North Middleton 1 1 Pathhead 1 - Penicuik 10 2 Rosewell 3 1 Roslin 3 1 Shawfair (Newton) 1 - Temple 1 - Vogrie Country Park 2 - 2.2 In total, there is 4.5 hectares of equipped and other formal play spaces in Midlothian. Spaces vary in size from around 40sqm (Cortleferry, Dalkeith) to 2300sqm (Vogrie Country Park main play park). Many of the equipped and other formal play spaces sit within a larger greenspace. Table 5 shows play spaces by size within settlements. •••• Page 295 of 327
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Part 2 - Assessment 9 Table 5: Size of Play Spaces Settlement Small Under 400sqm Medium 400-999sqm Large 1000sqm + Auchendinny 2 1 1 Bilston 1 1 1 Bonnyrigg 14 4 2 Carrington 1 Cousland 1 Dalkeith 12 4 2 Danderhall 2 1 Easthouses 1 Edgehead 1 Fala 1 Gorebridge 8 5 Howgate 1 Lasswade 2 Loanhead 2 3 1 Mayfield 4 4 Millerhill 2 Newtongrange 9 1 North Middleton 2 Pathhead 1 Penicuik 5 3 4 Rosewell 1 2 1 Roslin 2 3 Shawfair (Newton) 1 Temple 1 Vogrie Country Park 1 1 TOTAL 75 34 14 2.3 There are no specific rules on the minimum or right size for an equipped play area. Fields in Trust have recommended minimum sizes for formal outdoor space including equipped play areas. Local Area of Play: 100sqm (0.01ha) Local Equipped Area of Play: 400sqm (0.04ha) Neighbourhood Equipped Area of Play: 1000sqm (0.1ha) including hard surfaced areas of 465sqm. MUGA: 1000sqm. 2.4 The Midlothian standards for equipped play space are set in the Midlothian Local Development Plan 2017. The LDP requires 0.25 hectares of equipped play space per 1,000 head of population. Using the 2022 estimates of the population age 0-19 (21,900), Midlothian currently has 0.27 hectares of equipped play space per 1,000 •••• Page 296 of 327
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Part 2 - Assessment 10 head of population. It is also possible to estimate performance against this standard on a settlement basis. Table 4 shows Equipped Play Space per 1,000 Children and Young People by Settlement. For this part of the analysis, the mid 2020 population estimates have been used (Mid-2020 Population Estimates for Settlements and Localities in Scotland | National Records of Scotland (nrscotland.gov.uk)). This data is presented in “localities” rather than the settlements identified in the previous tables. Table 6: Estimates of Equipped Play Space per 1,000 Children and Young People by Locality Locality Children & Young People (estimate) Equipped Play Space (Sqm rounded) Equipped Play Space per 1,000 CYP (ha) Bilston* 309 1630 0.53 Bonnyrigg 4451 6680 0.15 Dalkeith 3270 6690 0.20 Danderhall 747 1090 0.15 Gorebridge 2118 5070 0.24 Loanhead 1368 3650 0.13 Mayfield 3422 6450 0.19 Pathhead 219 290 0.13 Penicuik* 3468 9770 0.28 Rosewell* 581 855 0.15 Roslin* 371 768 0.21 Midlothian** 16,400 44,888 0.27 *Does not include housing areas constructed recently or play spaces included in these areas **Total population and total equipped play space – not sum of settlements. 2.5 In addition to “formal” play spaces, the Play Sufficiency Assessment also has to cover “informal” play spaces. The Town and Country Planning (Play Sufficiency Assessment) (Scotland) Regulations 2023 define formal play spaces as play spaces which are specifically designed and maintained for the purposes of play. Informal play spaces are defined as play spaces which are, or are within areas of open space, and are not specifically designed and maintained for the purposes of play. For the purposes of this assessment, informal play spaces are the greenspaces designated as “parks and functional amenity greenspaces” in the 2024 Open Space Audit. Accessibility 2.6 There are two elements to accessibility in the context of this Play Sufficiency Assessment. These are the walking distance from homes to play spaces, and how usable a space is for people living with disabilities. For the walking distance assessment, a 400-metre straight line distance was mapped from each play space. This distance is approximately a 5-minute walk and is the recommended distance for accessing equipped areas of play used by Fields in Trust. It is also used as the accessibility standard for play parks in MLDP 2017. Usability of a space for people living with disabilities is a separate consideration. •••• Page 297 of 327
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Part 2 - Assessment 11 2.7 Basic analysis, looking at straight line distance from play spaces and not taking into account the quality of the space, shows that almost all residential areas within settlements in Midlothian are within 400m straight line distance from an equipped or other formal play spaces. Map 1 shows the results for Bonnyrigg as an example. Maps for all settlements are shown in Appendix 4. There are some gaps in most of the major settlements. The settlement with the most notable gaps in coverage is Penicuik – see Map 2. Map 1: Bonnyrigg Map 2: Penicuik V •••• Page 298 of 327
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Part 2 - Assessment 12 2.8 An assessment of usability for people living with disabilities has not been carried out for all equipped play spaces. As of June 2024, seventeen managed play spaces have equipment and/or surfaces that are considered suitable for users with physical disabilities. These play areas are in Penicuik, Bilston, Loanhead, Newtongrange, Mayfield, Gorebridge, Bonnyrigg, Danderhall and Dalkeith. Quality 2.9 Three aspects of quality are integrated into the overall assessment of equipped play spaces in Midlothian. The methodology used was developed in-house, producing a picture of quality in terms of the environmental quality/setting of the play space, number of play opportunities and range of ages catered for. The analysis was carried out on site. See Appendix 3 for a full explanation of the assessment methodology. 2.10 Nearly 60% of equipped play spaces were rated as ‘very good’ overall. 70% of these are Council managed play spaces. 24% of equipped play spaces were rated as good, with the remainder rated as low quality. The results of the quality assessment by settlement is set out in Table 5. Table 7: Quality Assessment Results by Settlement Settlement No. of play spaces Ratings (equipped space only) Age Groups Very Good Good Low Auchendinny 4 2 1 - 3 Bilston 3 2 1 - 2 Bonnyrigg 20 8 6 3 3 Carrington 1 1 - - 2 Cousland 1 1 - - 2 Dalkeith 19 8 8 1 3 Danderhall 3 1 1 1 2 Easthouses 1 1 - - 2 Edgehead 1 1 - - 2 Fala 1 - 1 - 2 Gorebridge 13 9 2 - 3 Howgate 1 - - 1 1 Lasswade 2 1 - 1 2 Loanhead 6 4 - - 3 Mayfield 8 3 2 - 3 Millerhill 2 1 - 1 2 Newtongrange 10 3 - 7 3 North Middleton 2 1 - - 3 Pathhead 1 1 - - 2 Penicuik 12 4 2 3 3 Rosewell 4 2 1 - 3 Roslin 4 2 2 - 3 •••• Page 299 of 327
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Part 2 - Assessment 13 Shawfair/Newton 1 1 - - 2 Temple 1 1 - - 2 Vogrie Country Park 2 1 1 - 3 2.11 The “Rating” for equipped play spaces was determined using the results of the environmental factors and play opportunities. The scores for each play space are shown in Appendix 2. Table 6 shows the Quality Ratings. For Environmental Factors, a rating of 0-4 was applied depending on % score. For Play Opportunities, a rating of 1 – 4 was applied depending on the number of play experiences provided. Table 8: Quality Ratings Environmental Factors Play Opportunities % Score Rating Number Rating Under 50% 0 Under 4 1 50 – 59% 1 4 – 5 2 60 – 69% 2 6 – 8 3 70 – 79% 3 9+ 4 80% + 4 •••• Page 300 of 327
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Part 3 – Results and Conclusions 14 3. Results and Conclusions 3.1 The quantity assessment shows that in terms of the whole of Midlothian the standard of 0.25 hectares of equipped play space per 1,000 head of population is being met overall. For this calculation it means per 1,000 children and young people. However, for settlements/localities, Table 6 shows a variance in provision between 0.13 hectares per 1,000 children and young people in Pathhead and Loanhead, and 0.53 hectares in Bilston. For “informal” play spaces, the standard of 0.55 hectares per 1,000 head of population is exceeded. 3.2 The accessibility (distance) assessment shows that most parts of Midlothian’s settlements are within a 400-metre straight line distance of an equipped play space. However, when adding a 400-metre straight line distance to an “informal” play space (park or functional amenity greenspace) all areas within settlements, with only a few minor exceptions, meet the accessibility standard. All of the small areas outwith both of these types of play space are within 400-metres of some kind of greenspace. 3.3 The quality assessment shows variability of provision across the Council area. For the 75 equipped play spaces within Council control, the majority score well for environmental factors and play opportunities. Almost all cater for multiple age groups. The situation is more varied for equipped play spaces that are not within the Council’s control. Issues with these play parks usually relate to maintenance or limitations in the original design. Provision for age groups is adequate in most settlements, but there is less provision for young people age 12+ than for other age groups. 3.4 The Playing Outside Survey shows that outside play is a popular option for children and young people in Midlothian, with being active, using wheels and being adventurous as the most popular ways of playing. Generally children and young people are able to do at least some of their favourite things while playing outside in their local area. Preferred places to play are gardens, local parks, play spaces and natural spaces such as rivers, woods or beaches. Results relating to amount of preferred places to play were split, with almost half of responses stating there are hardly any of their favourite places to play. 47% of all respondents usually feel safe when playing outside, with 7% reporting never feeling safe. When analysed by settlement, results for never feeling safe vary from 0% to 12.5%. Overall, under half of respondents consider that most grown ups think it is ok for children to be playing out in their local area. The settlement results range from 28.9% in Gorebridge and Rural South Midlothian to 80% in Pathhead and Rural South East Midlothian. Next Steps 3.5 The data collected for this assessment will be used for a number of different purposes and will be made available to stakeholders to utilise. In the short term the results of the play sufficiency assessment will inform the next Midlothian Local Development Plan (MLDP2). Play space are an important element of green infrastructure and a core component of successful communities and 20-minute neighbourhoods. The results of the play sufficiency assessment will inform the requirements for new development sites and developer contributions. This will include the minimum requirements per dwelling for equipped play space and informal •••• Page 301 of 327
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Part 3 – Results and Conclusions 15 play space. It will also include the circumstances where financial provision will be required for off site provision such as enhancements to existing open spaces and/or improvements to pedestrian and cycle paths or new paths which link these spaces. Financial contributions, which will be secured through legal agreements, will mainly be used for developments where the quantity of open space or play provision will not result in meaningful or functional provision if it is delivered on site. 3.6 A recommendation emerging from the work on the play sufficiency assessment and discussions with stakeholders including development management officer, is for Midlothian Council to prepare some practical design guidance on formal and informal play spaces, including the integration of play into public spaces. This guidance could include information about expectations on the quality of the play experience provided in new and refurbished play spaces and information about roles and responsibilities in relation to play spaces provided as part of new housing developments. 3.7 The play sufficiency assessment data is only one element of the information used within the Council in terms of the management of its place spaces and open spaces and investment decisions relating to play. The potential for a combined investment and management strategy is being considered. 3.8 The data collected through this play sufficiency assessment has been shared with stakeholders including Play Midlothian and other members of the play strategy working group. This working group is linked to the Midlothian GIRFEC Children and Young Peoples’ Rights Sub-group. Work in ongoing on a potential update to the Midlothian Play Strategy. Discussions relating to the play sufficiency assessment have also identified the potential for sharing information about where play spaces are and further exploration of issues around gender, families with different needs, accessible/inclusive play spaces in the Midlothian context. •••• Page 302 of 327
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Appendix 1 16 Appendix 1: List of Equipped and Other Formal Play Spaces Equipped Play Spaces Name Settlement Name Settlement Arniston Park Gorebridge Lower Valleyfield Penicuik Arniston Vale Gorebridge Matthews Drive Newtongrange Glencorse Centre Auchendinny Mayfield Park Mayfield Auld Gala Park Gorebridge Meikle Drive Penicuik Baileyfield Park Drive Bonnyrigg Memorial Park Loanhead Bilston Park Bilston Merrick Avenue Roslin Birkenside Gorebridge Middleton Park North Middleton Bonnybank Gorebridge Millerhill Park Millerhill Brixwold Park Bonnyrigg Newbattle Gardens Dalkeith Brixwold View Bonnyrigg Newton Village Shawfair Burnbank Crescent Loanhead Newtongrange Place Newtongrange Burnside Road Gorebridge Newtongrange Welfare Park Newtongrange Cadwell Gardens Gorebridge Oak Crescent Mayfield Callander Park Pathhead Old School Crescent Mayfield Campview Crescent Danderhall Paradykes Loanhead Carrington Park Carrington Peacock Avenue Bonnyrigg Clarinda Gardens Dalkeith Peacock Parkway Bonnyrigg Cocklerow Loan Millerhill Penicuik Park Penicuik Cockpen View Bonnyrigg Poltonhall Bonnyrigg College Medway Dalkeith Queensway Penicuik Corby Craig Gardens Bilston Redcroft Street Danderhall Cornbank Park Penicuik Reed Drive Newtongrange Cortleferry Dalkeith Reeforts Avenue Bilston Cousland Cousland Robert Franks Gardens Gorebridge Cowden Park Dalkeith Robert Smith Place Dalkeith Cushat Gardens Mayfield Rosewell Park Rosewell Dalmore Mill Auchendinny Roslin Park Roslin Danderhall Park Danderhall Ryndale Drive Dalkeith Dougall Court Mayfield Shade Park Dalkeith Dykes Road Penicuik Sherwood Avenue Bonnyrigg Easter Langside Park Dalkeith Shiel Hall Square Rosewell Easthouses Park Easthouses St Andrews Way Gorebridge Edgehead Park Edgehead St Cyr Park Bonnyrigg Eldindean Park Bonnyrigg St Davids Gardens Dalkeith Elginhaugh Gardens Dalkeith Temple Park Temple Esk Bridge Estate Penicuik Thornyhall Dalkeith Fala Park Fala Tipperwell Way Howgate Glencorse Park Auchendinny Torrence Medway Penicuik •••• Page 303 of 327
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Appendix 1 17 Gowkshill Gorebridge Viewbank Park Bonnyrigg Harmony Crescent Bonnyrigg Villa Dean Rosewell Hopefield Bonnyrigg Viscount Drive Dalkeith Hopefield Park (Staiside) Bonnyrigg Vogrie CP (car park) Vogrie Hunter Terrace Loanhead Vogrie CP (main) Vogrie Jeanette Stewart Drive Newtongrange Waterfall Park Dalkeith Jenks Loan Newtongrange Waterloo Bank Penicuik Kilburn Wood Drive Roslin Waverley Park Bonnyrigg King George V Park Bonnyrigg Wesley Crescent Bonnyrigg Kings Park Dalkeith Wester Cowden Park Dalkeith Kingsfield Drive Newtongrange Wester Kippielaw Dalkeith Ladywood Penicuik Wester Suttieslea Newtongrange Laird Terrace Bonnyrigg Westmill Haugh Lasswade Lasswade Park Lasswade Widnell Square Roslin Louis Braille Way Gorebridge Other Formal Play Spaces Auchendinny (Glencorse) MUGA Auchendinny Auld Gala Park Pump Track Gorebridge Birkenside MUGA Gorebridge Burghlee Park BMX Loanhead Cowden Park Skatepark Dalkeith King George V Park Skatepark Bonnyrigg Mayfield Park Outdoor Gym Mayfield Mayfield Skate Park Mayfield Mayfield Teen Area Mayfield North Middleton Pump Track North Middleton Newtongrange Welfare Park Skatepark Newtongrange Penicuik Park MUGA Penicuik Penicuik Park Skatepark Penicuik Shiel Hall Square MUGA Rosewell •••• Page 304 of 327
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Appendix 2 18 Appendix 2: Quality Assessment Name Settlement Environmental Factors Play Opportunities Ownership Location Accessibility Features Total (%) Age 0-5 Age 6-11 Total Arniston Park Gorebridge 4 4 5 62 3 6 9 Council Arniston Vale Gorebridge 5 3 9 81 1 4 5 Council Glencorse Centre Auchendinny 3 2 7 57 3 5 8 Council Auld Gala Park Gorebridge 5 4 6 71 0 6 6 Council Baileyfield Park Drive Bonnyrigg 4 3 4 52 2 2 4 Other Bilston Park Bilston 3 4 9 76 4 4 8 Council Birkenside Gorebridge 3 4 7 67 4 4 8 Council Bonnybank Gorebridge 4 2 8 67 2 5 7 Council Brixwold Park Bonnyrigg 5 0 6 52 2 0 2 Other Brixwold View Bonnyrigg 4 2 6 57 3 1 4 Other Burnbank Crescent Loanhead 4 1 7 57 3 2 5 Other Burnside Road Gorebridge 4 3 6 62 4 0 4 Council Cadwell Gardens Gorebridge 4 3 7 67 5 5 10 Other Callander Park Pathhead 5 4 9 86 3 3 6 Council Campview Crescent Danderhall 3 1 5 47 4 4 8 Council Carrington Park Carrington 5 2 7 67 1 3 4 Council Clarinda Gardens Dalkeith 5 0 7 57 2 4 6 Council Cocklerow Loan Millerhill 2 3 4 43 0 4 4 Other Cockpen View Bonnyrigg 2 3 7 57 3 2 5 Council College Medway Dalkeith 5 3 6 67 5 4 9 Other Corby Craig Gardens Bilston 4 3 7 67 2 4 6 Other Cornbank Park Penicuik 6 3 8 81 4 4 8 Council Cortleferry Dalkeith 3 2 5 48 2 3 5 Council Cousland Cousland 5 2 8 71 2 4 6 Council •••• Page 305 of 327
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Appendix 2 19 Cowden Park Dalkeith 4 3 8 71 2 5 7 Council Cushat Gardens Mayfield 2 2 8 57 6 0 6 Other Dalmore Mill Auchendinny 4 2 5 52 2 4 6 Other Danderhall Park Danderhall 4 3 6 62 3 3 6 Council Dougall Court Mayfield 4 3 6 62 4 5 9 Council Dykes Road Penicuik 6 1 7 67 0 2 2 Council Easter Langside Park Dalkeith 4 0 6 48 5 0 5 Other Easthouses Park Easthouses 5 3 7 71 2 4 6 Council Edgehead Park Edgehead 4 2 0 29 2 3 5 Council Eldindean Park Bonnyrigg 4 2 8 67 2 4 6 Council Elginhaugh Gardens Dalkeith 4 2 6 57 4 4 8 Other Esk Bridge Estate Penicuik 5 3 7 71 3 0 3 Other Fala Park Fala 3 2 6 52 5 3 8 Council Glencorse Centre Auchendinny tbc tbc tbc tbc tbc tbc tbc Other Glencorse Park Auchendinny 5 2 6 62 5 1 6 Other Gowkshill Gorebridge 5 2 7 67 4 4 8 Council Harmony Crescent Bonnyrigg 4 3 7 67 5 0 5 Other Hopefield Bonnyrigg 4 2 9 71 4 6 10 Other Hopefield Park (Staiside) Bonnyrigg 2 5 7 67 5 3 8 Council Hunter Terrace Loanhead 4 2 8 67 1 5 6 Council Jeanette Stewart Drive Newtongrange 3 2 5 48 4 0 4 Other Jenks Loan Newtongrange 5 3 8 76 3 0 3 Other Kilburn Wood Drive Roslin 3 1 6 48 3 1 4 Other King George V Park Bonnyrigg 3 3 8 67 3 6 9 Council Kings Park Dalkeith 4 5 8 81 5 6 11 Council Kingsfield Drive Newtongrange 3 2 6 52 0 5 5 Other Ladywood Penicuik 6 3 8 81 2 5 7 Council Laird Terrace Bonnyrigg 4 1 7 57 2 2 4 Council Lasswade Park Lasswade 5 2 6 62 2 3 5 Council Louis Braille Way Gorebridge 4 2 7 62 6 4 10 Other Lower Valleyfield Penicuik 3 2 7 57 4 0 4 Other •••• Page 306 of 327
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Appendix 2 20 Matthews Drive Newtongrange 5 2 6 62 3 0 3 Other Mayfield Park Mayfield 4 4 7 71 4 6 10 Council Meikle Drive Penicuik 5 4 7 76 5 7 12 Other Memorial Park Loanhead 6 5 8 90 3 4 7 Council Merrick Avenue Roslin 4 4 8 76 0 6 6 Other Middleton Park North Middleton 4 4 9 81 4 4 8 Council Millerhill Park Millerhill 5 2 6 62 3 4 7 Council Newbattle Gardens Dalkeith 4 1 5 48 6 1 7 Other Newton Village Shawfair 5 3 8 76 4 5 9 Council Newtongrange Place Newtongrange 4 2 5 52 3 0 3 Other Newtongrange Welfare Park Newtongrange 4 4 7 71 4 7 11 Council Oak Crescent Mayfield 6 2 7 71 5 1 6 Council Old School Crescent Mayfield 4 0 8 57 0 5 5 Council Paradykes Loanhead 3 4 8 71 7 5 12 Council Peacock Avenue Bonnyrigg 4 2 6 57 0 5 5 Other Peacock Parkway Bonnyrigg 4 1 7 57 3 0 3 Other Penicuik Park Penicuik 5 5 8 86 tbc - tbc tbc Council Poltonhall Bonnyrigg 4 4 7 71 3 3 6 Council Queensway Penicuik 3 3 8 67 2 5 7 Council Redcroft Street Danderhall 3 2 6 52 4 0 4 Other Reed Drive Newtongrange 4 1 8 62 3 1 4 Council Reeforts Avenue Bilston 3 4 7 67 7 6 13 Other Robert Franks Gardens Gorebridge 2 4 6 57 1 4 5 Council Robert Smith Place Dalkeith 2 1 6 43 4 1 5 Other Rosewell Park Rosewell 5 3 6 67 3 5 8 Council Roslin Park Roslin 4 3 8 71 5 6 11 Council Ryndale Drive Dalkeith 3 3 7 62 4 4 8 Other Shade Park Dalkeith 4 4 8 76 4 1 5 Council Sherwood Avenue Bonnyrigg 6 1 7 67 3 3 6 Council Shiel Hall Square Rosewell 3 1 6 48 5 4 9 Other St Andrews Way Gorebridge 3 3 7 62 4 4 8 Council •••• Page 307 of 327
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Appendix 2 21 St Cyr Park Bonnyrigg 6 1 5 57 5 5 10 Council St Davids Gardens Dalkeith 4 3 6 62 4 0 4 Other Temple Park Temple 5 2 8 71 4 5 9 Council Thornyhall Dalkeith 4 2 7 62 3 2 5 Other Tipperwell Way Howgate 4 3 6 62 2 0 2 Other Torrence Medway Penicuik 5 4 7 76 5 5 10 Other Viewbank Park Bonnyrigg 4 2 5 52 3 3 6 Council Villa Dean Rosewell 4 3 7 67 4 3 7 Other Viscount Drive Dalkeith 4 3 6 62 4 4 8 Other Vogrie CP (car park) Vogrie 2 2 7 52 5 1 6 Council Vorgie CP (main) Vogrie 4 3 5 57 6 9 15 Council Vogrie CP (Rhododendon Walk) Vogrie tbc tbc tbc tbc tbc tbc tbc Council Waterfall Park Dalkeith 4 2 5 52 tbc tbc tbc Council Waterloo Bank Penicuik 4 1 4 43 1 0 1 Other Waverley Park Bonnyrigg 5 1 7 62 3 4 7 Council Wesley Crescent Bonnyrigg 5 3 8 76 4 0 4 Other Wester Cowden Park Dalkeith 5 1 4 48 3 4 7 Other Wester Kippielaw Dalkeith 5 3 5 62 0 6 6 Other Wester Suttieslea Newtongrange 5 3 5 62 4 3 7 Other Westmill Haugh Lasswade 2 2 6 48 2 0 2 Other Widnell Square Roslin 4 4 8 76 5 1 6 Other •••• Page 308 of 327
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Appendix 3 22 Appendix 3: Quality Assessment Methodology 4.1 The Quality Assessment Methodology used in this Play Sufficiency Assessment is an adapted version of the Play Scotland Quality of Play Environment: providers’ assessment tool. Some criteria from the full Play Scotland tool were not included in the Midlothian assessment because they aren’t relevant to our existing play spaces. The following environmental factors were used in the quality assessment for equipped play spaces: Location • Pleasant setting/attractive site. • Area is overlooked by housing/offices. • Immediate outlook is mainly green/open space. • Free from traffic/noise pollution. • Play area is more than 20 metres from a road. Access • Close to public transport links. • Paths in good condition. • Adult seating. • Adjacent roads have safe crossing points. • Play surfaces are in good condition. Features • Equipment well maintained. • Clean (litter and dog mess). • Litter bins on site. • Signage about control of dogs and fouling penalty information. • Working lighting. • Fencing/gates in good condition. • Trees, bushes or shrubs nearby. • Short grass within or adjacent to space. • Undulating ground/mounding/rocks/boulders. 4.2 The play opportunities included in the equipped play spaces quality assessment are listed below. Suitability for different age groups (0-5 and 6-11) was also noted. For young people aged 12 and over, a play opportunity assessment was not done on equipped play spaces but MUGAs, skate parks, pump tracks, outdoor gym equipment, teen areas and BMX tracks were identified separately as ‘other formal play spaces’ and are assumed as suitable for this age group. Some equipment suitable for children and young people aged 6-11 will also be suitable for the older age group. • Climbing • Swinging • Sliding • Jumping • Balancing • Crawling •••• Page 309 of 327
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Appendix 3 23 • Rocking • Rotating or spinning • Gliding or flying fox. 4.3 All equipped play spaces were visited between October 2023 and February 2024 in person to carry out the quality assessment. One officer carried out all the quality assessment site visits. •••• Page 310 of 327
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Appendix 4: Settlement Maps Page 311 of 327
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Midlothian Council Tuesday 09 September 2025 Item No 8.11 Police Scotland- Midlothian Community Action Team (MCAT) and Midlothian Council Funding 2025- 2026 Report by Kevin Anderson, Executive Director - Place Report for Decision 1 Recommendations Council is recommended to consider: i. whether to realise a full financial saving of £0. 557.00 with the allocated funding in 2025/26 for the former Police Scotland Midlothian Community Action Team (MCAT), or ii. realise a partial saving in the allocated funding in 2025/26 for the former Police Scotland Midlothian Community Action Team (MCAT); with the potential to redesign an alternative delivery model; such as an in-house Protective Services/ Antisocial Behaviour response model, and this option to be scoped for final costings and further consideration. 2 Purpose of Report/Executive Summary Following the previous report to Council on 1 April, 2025, on expiry of the Service Level Agreement (SLA) between Police Scotland and Midlothian Council in funding the Midlothian Community Action Team (MCAT), a subsequent funding offer from the council to Police Scotland has not been accepted. This report is to consider options as to whether to realise the full financial saving; or a partial saving and the opportunity for service redesign of an alternative delivery model being funded instead. Also to note the £0.557m will only part-contribute to the efficiency target already agreed and reflected in the 2025/26 budget. Date 10/07/2025 Report Contact: Kevin Anderson, Executive Director - Place kevin.anderson@midlothian.gov.uk Page 322 of 327
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2 3 Background 3.1 The most recent contract between Midlothian Council and Police Scotland, which cost circa £0. 557.00 annually ended on 31 March 2025. This contribution was for 1 FTE Police Scotland Sergeant and 10 FTE Police Scotland Constables. 3.2 Police Scotland provided the Community Action Team Police officers funded by the Council, which were tasked and deployed on a range of issues throughout Midlothian. The team of 11 officers worked jointly with the Council and key partners, to sustain performance in dealing with anti-social behaviour, reducing crime, improving the quality of life and promotion of safer communities within Midlothian 3.3 Prior to SLA expiry it was clear through consultation conversations with Police Scotland that, due to resource and policy factors; such as the 4.75% police pay award and the employer National Insurance increase; the respective parties to the SLA were reviewing the existing model as, if it was to continue at a flat rate, it would only fund a reduced Police Scotland staffing provision. 3.4 In consideration of the report on 1 April, elected members decided that the real terms funded offering was to be made to Police Scotland in acknowledgement that would resource only a reduced MCAT team. 3.5 This offer has not been accepted as Police Scotland has subsequently introduced an enhanced Community Policing Model adopted throughout its 13 Divisions, focused upon preventing and addressing Crimes of Violence, Violence Against Women and Girls, Acquisitive Crime, Road Safety and Tackling Serious and Organised Crime. 3.6 There is now an opportunity to review the Community Safety/Antisocial Behaviour response, to support local communities to better understand, share and align their efforts with a focus on operational activity with the prospective introduction of a core team. This will consider how we can continue to facilitate partnership working on ASB cases and other offending activity, coordinating of Community Police and potential CCTV expansion with costed options which elected members can consider. 3.7 The Council’s statutory responsibilities of developing and implementing an Antisocial Behaviour Strategy and also our own housing landlord responsibilities would require, as a minimum, alternative resources provided within our Protective Services and/or Housing Services to fulfil those. 4 Antisocial Behaviour 4.1 The introduction of the Antisocial Behaviour etc. (Scotland) Act 2004 placed a legal requirement upon local authorities and police forces to work in partnership to develop strategies specifically to tackle antisocial behaviour. Page 323 of 327
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3 4.2 The interpretation of antisocial behaviour set out in the legislation is defined as: acting in a manner that causes or is likely to cause alarm or distress and pursuing a course of conduct that causes alarm or distress to at least one person not of the same household. Antisocial behaviour has the potential to impact any community, adversely affecting peoples’ quality of life. It is recognised that no single agency can necessarily manage this in isolation. 4.3 Different communities and different social groups often have differing views of what constitutes antisocial behaviour. Antisocial behaviour can be wrongly perceived as a problem caused only by young people. Distress can be caused by people of all ages whose behaviour may not amount to criminal conduct though it is clearly likely to cause annoyance and be detrimental to quality of community life. Antisocial behaviour has far reaching consequences and can affect how people value their life and neighbourhood. 4.4 Housing Services ASB policy aims to reduce antisocial behaviour through working in partnership to deliver preventative approaches, early intervention that focuses on sustaining tenancies. The majority of this is carried out through an integrated approach to make our areas a safe and pleasant place to live, grow up in, work and visit. 5 Report Implications (Resource, Digital and Risk) 5.1 Resource Note the £0.557m value will only part-contribute to the efficiency target already agreed and reflected in the 2025/26 budget. In consideration of a reduced team offering or in-house Protective Services/ASB provision; the former in- house community safety team cost in excess of £300k. If a team is established there will be additional court fees and legal time for prosecutions, which will require additional legal service resource to the establishment also to support this. Potential Savings 2025/26 2026/27 2027/28 2028/29 Total £m £m £m £m £m One off saving (if applicable) Option 1 Annual recurring savings (cumulative) 0.557 0.000 0.000 0.000 0.557 Total Savings 0.557 0.557 0.557 0.557 0.557 Option 2 Annual recurring savings 0.237 0.237 0.237 0.237 0.237 Total Savings 0.237 0.237 0.237 0.237 0.237 FTE staff impact 0 0 0 0 0 Page 324 of 327
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4 5.2 Digital There are no digital implications of this report. 5.3 Risk There is risk of a negative impact on community safety and anti- social behaviour from a decrease in Police Scotland support and directed activity as a result of this proposal. 5.4 Ensuring Equalities (if required a separate IIA must be completed) Not applicable 5.5 Additional Report Implications (See Appendix A) See Appendix A Appendices Appendix A – Additional Report Implications Page 325 of 327
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5 APPENDIX A – Report Implications A.1 Key Priorities within the Single Midlothian Plan Everyone has the right to feel safe in their community and it is unacceptable for people to be afraid or intimidated when going about their day to day business. Tackling antisocial behaviour and promoting community safety are key priorities for Midlothian Council. 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 Previous Midlothian Council budget savings implemented in February 2018 resulted in significant changes to community safety arrangements in Midlothian with the deletion of the Community Safety Team, which placed a greater reliance on partnership working in order to respond to community safety issues. A.6 Impact on Performance and Outcomes Wherever possible, intervention to challenge and help the individual change behaviours will be taken. Services will work together to ensure that individuals are supported to act responsibly in their own interests and for the good of their Page 326 of 327
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6 communities. We recognise that good quality housing needs to be coupled with a good quality neighbourhood, to make our areas desirable and sustainable long term. A.7 Adopting a Preventative Approach There has been a notable change in the relationship with communities locally with a move away from solely safety or justice strategies to a focus on the holistic needs of people having strong networks of support, building connections across and between communities, and empowering those in communities to support each other and to take collective action. A.8 Supporting Sustainable Development We recognise that good quality housing needs to be coupled with a good quality neighbourhood, to make our areas desirable and sustainable long term Page 327 of 327